How to solve 5 modes fail to develop curiosity at work

How to solve 5 modes fail to develop curiosity at work

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Many organizations work hard to build curiosity culture, and often struggle to measure whether these efforts create a difference. Without a way of following the curiosity before and after training it is difficult to know whether employees change how to approach the questions, ideas and technology at work. This challenge led me to start creating an assessment designed to measure curiosity especially in the workplace. As part of the development of that tool, I transferred research with 200 full-time employees in the entire states to see how to answer questions a focused on curiosity. The results have given me early on the effectiveness of the question, but also revealed something more important: curiosity succeeds in individuals, but struggles to get consistent strengthening leadership and culture.

Leaders do not encourage curiosity

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1. Leaders do not encourage curiosity

In the research, only 59 percent of employees agreed that leaders in their workplace agreed Encourage questions and curiosity. The encouraging party is that the employees themselves continue to show confidence in asking questions. The discouraging parties is that leaders do not consistently strengthen that. Without fittings, curiosity fails to progress.

When leaders do not succeed listenThe results can be expensive. In aviation and production, there were a well-documented cases in which issues marked employees, but were ignored. What could be resolved in early testing later became a disaster. It is the cost of leaders who are silent in curiosity, not to encourage them.

On the other hand, companies that were curiosity placed in the center of leadership practice show what is possible. Microsoft under Sati Nadella became a different organization by emphasizing the way of thinking growth and encouraging leaders to listen and ask. Employees reported more freedom to question long-term practice, and the company returned to growth after years of stagnation.

Repair is simple here in the concept, but challenging in practice. Leaders must ask questions and show curiosity in action. If employees never see leaders ask, they will never believe that curiosity is appreciated.

A new idea that is inspired curiosity do not take serious

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2 a new idea that is inspired by curiosity do not take seriously

Only 53 percent of employees agreed that new ideas would probably understand each other. The good news is that employees are ready to bring forward ideas. The bad news is not to believe that ideas will act. This lack of trust discourages future contributions.

There are constant examples of this failure. In several major corporations, employees on the front line launched ideas on the safety or efficiency of the product, but they saw them ignored. They neglected warnings later became expensive recalls and damaged reputations. The lack of seriousness towards ideas cost more than any risk of listening ever.

Contrast is with companies that have serious ideas. Square was born when someone set up a simple question: What if small traders can accept credit cards as easy as big? Since the idea was taken seriously, it grew into more billion dollars. The radio in action has led to a completely new business model.

Repair is creating structured ways to capture and test ideas. No idea will succeed, but every idea deserves seriously enough to be assessed.

Recognition to ask questions and demonstrate curiosity is weak

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3. Recognition for asking questions and demonstration of curiosity is weak

Only 47 percent of employees said they received recognition to ask for thoughtful questions. The strength in this find is that employees are still looking for, but weakness is clear: they rarely see recognition. Without recognition, curiosity feels invisible.

We saw that many companies celebrate the results, but ignoring the questions that led there. This sets expectation that only results in certain cousins. When employees realize that this is the right question Never notice, they stop asking.

Other companies have taken the opposite approach. At Surveimonkei, curiosity was woven into culture. Employees are encouraged to ask better questions, not just give answers. This recognition helped the company maintain innovations in the competition market.

Repair is to be recognized for curiosity, part of how organizations act. Leaders can prominent a question that provoked a project, not just the outcome of the project. The recognition of the question creates a culture in which curiosity has been clearly rewarded.

Employees do not have enough time to explore their curiosity

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4. The employees do not have enough time to explore their curiosity

Only 58 percent of employees said that there was enough time at work on asking questions and research new ideas. The positive disposal is that more than half still sees some time. The negative disposal is that almost half of no. Curiosity cannot succeed without space to breathe.

In many workplaces, the pressure that daily numbers leaves no place to explore. Employees learn that testing was seen as lost every time. This is common in industries that rewards efficiency, above all, but comes for price. In time, employees stop suggesting new ideas, because they are trained that the time for curiosity does not exist.

Other companies have proven the opposite. Long-time policy 3M Giving employees 15 percent of their time for personal projects has led to innovation such as post-it notes. Dropbox hosted the hack week where employees stepped down from the usual schedule for experimentation. Both approaches formalized time for curiosity and monitored innovations.

The repair is to explore the part of the calendar, not back. Whether through Hackathons, dedicated project time or small windows in the week, giving spaceship signals to employees that curiosity is part of their culture.

Cooperation across teams is limited, cause curiosity declining

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5. Cooperation across teams is limited, causing curiosity to decline

Only 49 percent of employees said to see more co-operation throughout teams due to curiosity. The positive angle is to happen some cooperation. It is negative that more than half does not perceive him. Curiosity captured in silos is curiosity lost.

The consequences of bad cooperation are well known. In health care, the patient’s outcomes suffer when experts work in isolation, not to share perspectives. Complex challenges require more stable views, but silos often keep the questions locked in departments.

Rescue Chilean miners shows what happens when cooperation is done well. Specialists from ours, drilling experts and engineers who have never worked together before they had to share ideas and quickly adapt. No one had the answer, I already saved lives together. It is cooperation born of curiosity and openness.

Repair is the creation of dedicated spaces where people from different teams can be examined and problems together solve. Curiosity grows stronger when everyone work together.

Two sides of curiosity at work

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Two sides of curiosity at work

The survey showed two sides of curiosity at work. Employees are self-confident to ask questions, ready to experiment and angrass to learn from mistakes. But the leads always do not encourage the leader, they are recognized for their curiosity, given time for research or supported in cooperation in the program. These five failures reveal that organizations unintentionally retain curiosity, even when employees are ready to bring it forward. This research has shown that curiosity succeeds in individuals, but fights in culture. Leaders that close the gap encouraging questions, seriously getting ideas, recognizing curiosity, creating time for research and support cooperation will see the benefits. Radio at work is critical because it is the foundation of innovation, engagement and growth.