WHAT IS CHANGEMAKER CURIOSITY?
CURIOSITY’S BAD REPUTATION
Nobody sticks up their hand and says, “I’m against curiosity.” But the truth is: they’re suspicious of it.
They don’t think about it as a powerful way to build individual or organizational capacities. And even as their leaders might pay lip service to the idea of having a “learning culture” or encouraging “innovation,” most businesses are skeptical of curiosity as an integral capability.
Some of this skepticism comes from the narrow way in which curiosity is typically defined: as a kind of Troublemaker tendency. Fuelled by mischief and sparked by prohibition, this is the kind of curiosity that killed the so-called cat. It’s counterproductive in an organization, and even when it is seen as potentially fruitful, it’s singled out as both a distinctly different way of approaching work (something that gets its own 20% time), and as a luxury employees ought not take for granted. When you put a stopwatch and a singular stock on it, and distinguish it from the usual business of getting things done, it’s no wonder curiosity comes to be regarded with suspicion.
CURIOSITY’S GOOD SIDE
But curiosity, the right type of curiosity unleashed, is a leadership strength. It drives the flywheel of results through innovation, engagement and resilience.
This is Changemaker curiosity. It weaves together seven distinct outcomes to drive organizational success.
