What is a certain truth about curiosity

Curiosity management for more innovation

Curiosity surge: priming lateral thinking

Regardless of how companies go about creating such a "permit space" - a place from which impulses emanate from completely different material will sooner or later attract even the most inquisitiveImpulses for new thinkingand thinking in the new facilitate. Because our surroundings have an unconscious effect on what we think, perceive and decide in the next moment. This is referred to as "Priming". Priming describes an upstream, unconsciously perceived stimulus that leads to an implicit memory formation and can decisively determine a subsequent action. The mind is prepared or pre-activated by a way of thinking or behavior. This significantly influences the subsequent reaction. SuchPreparatory stimuli can be specifically masked as images, physical activities or words.

In a 1996 attempt by John Bargh, Mark Chen, and Lara Burrows, two teams played word puzzles. Team A played with terms such as "careful", "wise", "old", "retired", the other teams played with neutral terms. The researchers then stopped the time it took both teams to get to the nearby elevator. Team A players usually took up to a second longer than the comparison groups; they had actually taken up character traits from the world of concepts: the slower walking speed!

For companies, it becomes interesting to ask whether, for examplePriming lateral thinking leaves - a quality that is often demanded in vain in modern innovation processes. The psychologist Jens Förster has proven that it is possible. His hypothesis: "Just looking at a modern work of art can trigger a creative attitude."

Priming as a leadership culture

Executives shape only through theirLanguage selection the thinking and behavior of their employees, as surveys show. Whether managers describe their company as a machine, a team or a garden has an enormous influence on communication and behavior.Cooperative leadership can be found in groups that a company sees as a team, authoritarian leadership can be found where the metaphor of the machine is used. The metaphor that employees use to describe their company also influences how they perceive it, remember it and how they think. It shapes what is expected, how people speak and how people act.

"I" TYPE CURIOSITY: Especially companies from the fast digital world are starting to support a certain corporate culture with the help of priming. As described above, these can be visual stimuli. But it also works with terms. Because this is about what Jordan Litman from the University of South Florida(2007) as "i-type curiosity"(Interest Type Curiositydescribes a curiosity that is driven by interest. It is oneApproach motivationto be generated. It regulates which contexts people take in and how they react to them. You can think of it as a "search function". It controls the desire to deal with a familiar topic. This allows the associative processes in the brain to be specifically influenced.

"D" TYPE CURIOSITY: In addition to a "room" to stimulate curiosity, companies will also need a room to "stick with it" in the future. Or as Jordan Litman of the University of South Florida would say: the "d" -type curiosity(Deprivation Type Curiosity). That kind of curiosity behavior that instills the thought in people after searching and finding the new, according to the motto: "There is a problem that I have not yet completely solved, and I want to know." This is about them, so to speakmental "conquering function". This is where conscientiousness comes into play, which also characterizes curious people. This room can also be real, physical or virtual. It is important that companies have thecultural atmosphere of the laboratory produce. It does not necessarily have to look like one, but it should offer incentives, encourage serious playful confrontation and thus pursue pleasure-controlled learning, the "Delight Directed Learning" principle.

In summary: A cabinet of curiosities for new knowledge no longer has to look like it did in the Baroque ... but it can. It depends on the objective. Because both can work. The main thing is that an experience and permission space is created at all. Because already thatunconscious confrontation objects, content and stories that spark curiosity have a resounding effect: "Out-of-the-box thinking " and “thinking outside the box” works in exactly the same way.

Implementation: The three building blocks of the culture of curiosity

When it comes to implementing and implementing a permanent culture of curiosity in the company, managers must first keep the following in mind. Three things are closely related to our curiosity:

AUTONOMY: People get more curious when given more choices. And when they get more information and encouragement. On the other hand, threats, negative feedback and surveillance have a negative effect on task curiosity. If management wants to increase curiosity in the company, it has to beAllow employees more freedom. This strongly affects the autonomy to decide when, where and how the work is done. Offers for flexible working hours and the option to work from home are high on employees' wish lists. Against the background of the megatrend of individualization, this desire will increase even more - especially when men and women equally take care of raising children, the household and work-life balance. The office as a workplace does not become less important as a result. On the contrary: AsPlace of lived corporate identity, as a place of learning and knowledge transfer as well as a place of real collaboration in the sense of teamwork, the office, which in future will look more like a campus, is even gaining importance. But in the course of greater autonomy in how and where work will be carried out in the future, jobs will multiply.

COMPETENCE: Events that make people feel that they are interacting effectively with the environment (perceived competence) or that make them want to do so (competence assessment) will lead to more curiosity. Competencies are to a large extent throughEducation and learning acquired. The curious company is always also a learning one. However, in order for employees to experience an expansion of competencies, the learning must be optimally tailored to their level of knowledge. Content and tasks that are too difficult leave a feeling of irritation. Then they are new, but not understandable enough to arouse curiosity. The other way around: If learning content is too familiar or tasks too easy, they encourage boredom and lead toBore-out. The challenge for personnel management therefore lies in precisely recording where each individual employee stands with their skills and how they fit their tasks in order to enable optimal further training. TheIndividualization of learning will be a major challenge for companies in the future. It is the basis for more curiosity in the company. It is also an extremely inexpensive, highly effective and yet rarely used instrumentsincere commendation. It increases the perceived competence and the competence assessment. It's an important tool in every executive's toolbox to easily increase curiosity.

REFERENCE: The feeling of reference - feeling connected to others and believing that the emotional experiences are recognized - also increases curiosity. Reference connects the individual with the community and puts one's own actions into onelarger context. It gives things a meaning. For this reason, companies will have to deal much more closely in the futureQuestions of meaning employ, which also explains the great rise of the topic of corporate social responsibility. When employees have the feeling that what they are doing creates onesocial added valuecreates a positive feeling of reference.Nothing motivates people more than the feeling of doing something useful. Knowing that the drug you are researching can save the lives of hundreds of thousands is a never-ending source of curiosity. If the remedy fulfills this hope, the person concerned will get a lot of recognition - and thus reference - played back. In all the activities where the feeling of reference does not come easily, the challenge for management is to create it. Reference has also been shown to be particularly effective in increasing the curiosity and performance of athletes, academics and generally in work contexts. And: When peoplewell and safe feel, it increases curiosity.

Based on these three factors, companies can now do a variety of thingsCuriosity interventions start.