1. Submitted to : Dr. Indira sharma
Submitted by : siddharth gupta
shubham soni
shivangi tomar
2.
3. INTRODUCTION
Curiosity is, in great and generous minds, the first
passion and the last— Samuel Johnson The
religious condemnation of curiosity was challenged
by Sir Francis Bacon when he published his
Advancement of Learning in 1605. Bacon, who is
also credited with the development Curiosity is
associated with scientific discovery, idle gossip,
exploration of our earth and the universe, interest in
the supernatural, puzzles,.
4. DEFINITIONS'
Lowenstein (1994) relates curiosity with natural human instinct
to solve mysteries. . Human nature aggressively searches for
vague or unclear situations that can be provided with solutions.
The important, as written by (Hebb, 1949), is that human always
search moderating levels of frustration, which are happiness and
low reluctant.
Curiosity is the thing. If you don’t give life to curiosity, you haven’t
done your job.—Carlos Picon, Curator-in-charge of Greek and
Roman Art, Metropolitan Museum of Art
According to the Littman (2005) curiosity is the internal wish or
desire for something to take new which will develop the interest
or remove the frustration.
Curiosity…is insubordination in its purest form.—from Bend
Sinister, by Vladimir Nabokov
5. WHY CURIOSITY MATTERS
NEW RESEARCH SHOWS THAT CURIOSITY IS
VITAL TO AN ORGANIZATION’S
PERFORMANCE—AS ARE THE PARTICULAR
WAYS IN WHICH PEOPLE ARE CURIOUS AND
THE EXPERIENCES THEY ARE EXPOSED TO.
THIS PACKAGE EXAMINES HOW LEADERS CAN
NURTURE CURIOSITY THROUGHOUT THEIR
ORGANIZATIONS AND ENSURE THAT IT
TRANSLATES TO SUCCESS.
6. More innovation and positive changes in both
creative and noncreative jobs.
Reduced group conflict.
More-open communication and better team
performance.
Fewer decision-making errors.
Benefits of curiosity
7. DRAWBACKS OF CURIOSITY
They have the wrong mindset about exploration.
Leaders often think that letting employees follow their curiosity will lead
to a costly mess. In a recent survey I conducted of 520 chief learning
officers and chief talent development officers, I found that they often shy
away from encouraging curiosity because they believe the company
would be harder to manage if people were allowed to explore their own
interest.
They seek efficiency to the detriment of exploration.
In the early 1900s Henry Ford focused all his efforts on one goal:
reducing production costs to create a car for the masses. By 1908 he
had realized that vision with the introduction of the Model T. Demand
grew so high that by 1921 the company was producing 56% of all
passenger cars in the United States—a remarkable success made
possible primarily by the firm’s efficiency-centered model of work. But in
the late 1920s, as the U.S. economy rose to new heights, consumers
started wanting greater variety in their cars. While Ford remained fixated
on improving the Model T, competitors such as General Motors started
producing an array of models and soon captured the main share of the
market. Owing to its single-minded focus on efficiency, Ford stopped
experimenting and innovating and fell behind.
8.
9. 1. Joyous Exploration - this is the prototype of curiosity – the
recognition and desire to seek out new knowledge and
information.
2. Deprivation Sensitivity - this dimension has a distinct
emotional tone, with anxiety and tension being more prominent
than joy – pondering abstract or complex ideas, trying to solve
problems, and seeking to reduce gaps in knowledge.
3. Stress Tolerance - this dimension is about the willingness
to embrace the doubt, confusion, anxiety, and other forms of
distress that arise from exploring new, unexpected, complex,
mysterious, or obscure events.
10. 4. Social Curiosity - wanting to know
what other people are thinking and doing by
observing, talking, or listening in to
conversations.
5. Thrill Seeking - the willingness to take
physical, social, and financial risks to
acquire varied, complex, and intense
experiences.
11. Curiosity and Motivation-to-Learn.
In employees.
Curiosity in Enjoyment While Reading News and Novels.
Curiosity: A Developmental Approach
Curiosity-Evoking Events on Activity Enjoyment
12. CONCLUSION
In most organizations, leaders and employees alike
receive the implicit message that asking questions
is an unwanted challenge to authority. They are
trained to focus on their work without looking
closely at the process or their overall goals. But
maintaining a sense of wonder is crucial to
creativity and innovation. The most effective leaders
look for ways to nurture their employees’ curiosity to
fuel learning and discovery.
