Dr. Diane Hamilton's Blog

Thinkers50 Radar List Announced: Top Minds From Around the Globe

Dr. Diane Hamilton, CEO of Tonerra,¬†was recently chosen for the prestigious 2020 class of Thinkers50 Radar. Thinkers50, based in London, is dubbed “the Oscars of Management Thinking” by the Financial Times. Thinkers50, launched in 2001, is the world’s most reliable resource for identifying, ranking and sharing the leading management ideas of our age. The list is published every two years and remains the premier ranking of its kind. The radar list is focused on 30 of the top minds from around the globe to watch in the coming year for their innovative ideas that will make the world a better place.

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Cracking the Curiosity Code: The Key to Unlocking Human Potential – An interview with Dr. Diane Hamilton

The following is a guest blog post from by Ton Dobbe ‚Äď Chief Inspiration Officer, Value Inspiration

Every week I interview entrepreneurs and experts from around the world to share their big idea about new forms of value creation and the potential we can unlock when technology augments the unique strengths of people to deliver remarkable impact.

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Curiosity: The Inspiration for Innovation, Resilience, and Sustainability

In an age of distraction, with market volatility, and constant uncertainty, organizations face challenges to their ability to maintain a resilient workforce. Issues that impact sustainability in innovation include the environment, society, and economics. In constantly changing times, taking the ground most traveled and embracing the status quo is no longer a viable option. Truly resilient organizations must embrace robust transformation. Lengnick-Hall described organizational resilience as, ‚Äúthe capacity to act robustly in the face of environmental turbulence and to adapt to the ongoing environmental changes.‚ÄĚ Organizations must look to ideas never considered when developing innovation that is resilient and sustainable.¬†¬† That is where curiosity can play an important role.

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Inspiring Employees to Innovate Requires Removing Barriers

Attend any leadership conference, and the buzzword will be innovation. The focus on artificial intelligence has made it inevitable. To be truly innovative requires employees who embrace the ability to question processes and policies. It is also essential for employees to feel confident their organization’s culture provides a haven for inquiry and discovery.

Some of the top research organizations have concluded that the need for innovation will require adaptability to focus on skills needed to compete. The McKinsey Global Institute conducted a study of more than 3000 c-level executives in seven countries in 2018, and they found executives believe there will be a need for more advanced technological and cognitive skills; there will be an increase in emphasis on team-based work; nearly 20% of companies believe their executives lack the knowledge to adopt artificial intelligence; and competition for skilled workers will increase, with firms who are early-adopters of automation likely to snag the best talent.

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Opportunity Cost and Its Relationship to Curiosity at Work

When recently researching content for my work on curiosity, I was reminded of the importance of opportunity cost.¬†For those not familiar with the expression, it means, ‚Äúthe loss of potential gain from other alternatives when one alternative is chosen.‚ÄĚ In other words, what do you give up when you make a choice of one thing over doing something else? I meet many people who become paralyzed in their decision-making process because they find weighing alternatives challenging.¬†However, what they might forget is that indecision is a decision.

In business leaders, often think about the benefits, profits, and values of actions and choices, but they often overlook how opportunity costs can be associated with people. If people’s skills are under-utilized and they are not aligned to jobs that match their interests, it is essential to consider the opportunity cost involved.

That is why it is important to consider the value of curiosity. I found that four factors hold people back from their natural levels of curiosity. These include fear, assumptions, technology, and environment. Fear can keep people from asking questions, from researching opportunities, and from exploring their natural creativity. Assumptions that employees might not like an activity or might not be good at it can keep people disengaged from improperly matched jobs. Inability to understand technology or fear of it is often overlooked. A culture or environment that does not promote curiosity can be the one thing that keeps the competition one step ahead in the race.

The opportunity cost of not developing curiosity in our workforce can lead to catastrophic results to the economy. Employees will need to learn new skills as technology replaces less-skilled labor. Organizations might have other opportunities for people who show initiative and creativity. Individuals who fear their jobs could be in danger, need to develop foresight to be proactive to change and become indispensable to organizations.

Steve Jobs, Bill Gates, Warren Buffett, Einstein, and others have all credited curiosity with their success. This experience drove me to determine how to ignite that desire in other people. What I discovered was that it was not enough to understand the value of curiosity; it was essential to determine the things that hold people back from being curious. That is why I created the Curiosity Code Index assessment to go along with the book, Cracking the Curiosity Code, to discover the things that impact curiosity and provide an action plan for how to improve.

Cracking the Curiosity Code and the CCI includes everything from:

  • How curiosity impacts engagement, creativity, innovation, and productivity
  • How fear, assumptions, technology, and environment (FATE) can impact curiosity
  • How to set strategies for overcoming the factors that hold people back

The book and assessment are due to be released by the end of 2018. To learn more and get notified of their release, please go to http://curiositycode.com. Consider the opportunity cost of not improving your curiosity. Can you, your company, and your employees afford it?