Curiosity Team Model of Adaptive Cycle
When one looks at the Adaptive Cycle figure one inevitably associates it with a lemniscates, depicting continuous flow of transformative phases. But reality is predominantly slightly more bizarre than that. The phases are not necessarily subsequent and repetitive loops bare high likelihood. And so do the reverse loops. This has given us some food for thought and on our quest into the essence of Curiosity we have come across what we would like to propose as “Curiosity Team Model of Adaptive Cycle”.
At the first glance, the two sides seem similar, yet they are not. Apart from the obvious differences, being on the one side of the Curiosity Team Model of the Adaptive Cycle does not automatically mean going into the next. Staying in perpetual loop on one side (especially the left one: Equilibrium – Entrepreneurship) is more likely than switching sides. This model depicts the fact that in order for the sides to be switched, there must be some obvious source of energy or force applied. This might be an external factor, for instance fluctuating market trends, to make a switch from equilibrium to crisis. Alternatively, it may be an internal factor, for example the decision of a manager to select one among many ideas in order to proceed from new combinations to entrepreneurship phase.
This model also underlies the reverse characteristics of Adaptive Cycle phases (i.e. unsuccessful New Combinations leading back to Crisis). Moreover, it signifies that any premature moves to another phase may result in unexpected “flooding” accident waiting to happen. Needless to mention, it can accommodate concurrently various departments at different stages of the Adaptive Cycle. And last, but not least, the wide range of programmes and temperatures makes it possible for any organisation to implement as adjustment and customization is available at will.
For further information regarding the role of Curiosity in the Adaptive Cycle go back to Group 2 Student Lecture.
For further information regarding practical aspect of our research, see Case study Group 2.