The Business Case For Curiosity - Harvard Business Review

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Research shows that it leads to higher-performing, more-adaptable firms. by Francesca Gino

From the Magazine (September–October 2018)Christina GandolfoSpotlight Series  /  Why Curiosity Matters01The Business Case for Curiosity02From Curious to Competent03The Five Dimensions of Curiosity

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Most of the breakthrough discoveries and remarkable inventions throughout history, from flints for starting a fire to self-driving cars, have something in common: They are the result of curiosity. The impulse to seek new information and experiences and explore novel possibilities is a basic human attribute. New research points to three important insights about curiosity as it relates to business. First, curiosity is much more important to an enterprise’s performance than was previously thought. That’s because cultivating it at all levels helps leaders and their employees adapt to uncertain market conditions and external pressures: When our curiosity is triggered, we think more deeply and rationally about decisions and come up with more-creative solutions. In addition, curiosity allows leaders to gain more respect from their followers and inspires employees to develop more-trusting and more-collaborative relationships with colleagues.

Read more on Creativity or related topics Innovation, Employee engagement, Organizational culture and Continuous learningA version of this article appeared in the September–October 2018 issue of Harvard Business Review.Francesca Gino is a behavioral scientist and the Tandon Family Professor of Business Administration at Harvard Business School. She is the author of Rebel Talent and Sidetracked.@francescagino
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Spotlight Series  /  Why Curiosity Matters01The Business Case for Curiosity02From Curious to Competent03The Five Dimensions of CuriosityRead more on Creativity or related topics Innovation, Employee engagement, Organizational culture and Continuous learning

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