Curiosity leads us to generate alternatives
When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are wrong) and to stereotyping people (making broad judgments).
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- Hire for curiosity. Identify naturally curious people through interview questions and tests.
- Model inquisitiveness. Leaders can encourage curiosity throughout their organizations by being inquisitive themselves.
- Emphasize learning goals. Framing work around learning goals rather than performance boosts motivation.
- Let employees explore and broaden their interests.
- To support curiosity, encourage people to ask good questions.
Encouraging people to be curious generates workplace improvements.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.
Thus, conflicts are less heated, and groups achieve better results.
RELATED IDEAS
Curiosity has several kinds or flavors, and they are not driven by the same things. There is something that has been dubbed perceptual curiosity and epistemic curiosity.
Curiosity is a fundamental human trait. Everyone is curious, but the object and degree of that curiosity is different depending on the person and the situation.
... account for 89 percent of leadership effectiveness:
- Solving problems effectively;
- Operating with a strong results orientation;
- Seeking different perspectives;
- Supporting others.
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