Welcome to Curiosity group page...
This is the group page of Stefania Dangila, Gianantonio Me, Jolanta Wos, Boris Rottmann, Kristina Tasheva.
We are a group of International students following the Master program in Business Information Systems track at University of Amsterdam.
In the lecture Information Management and Organization Change we are focusing on the concept of Adaptive Cycle. As part of our course work we focused in particular on Curiosity in the Adaptive Cycle.
Curiosity in the Adaptive Cycle
Curiosity is regarded as composite emotion and awareness associated with the aspiration for acquiring knowledge of the unknown.
Even though, it is a fundamental concept in the learning theory, the notion of curiosity appears to have been devoted rather limited attention and thus might be in need of further study and analysis.
Its crucial function in incentive provision, knowledge acquisition and innovation stimulation can become beneficial not only in terms of education or scientific study, but also in business realm.
Additional information regarding the role of Innovation in the Adaptive Cycle can be obtained in Group 1 Student Lecture.
In education with use of reinforcing practices, “novelty bonus”  is engaged for stimulation of potential alternatives examination within unfamiliar approach.
In this light, curiosity can be regarded as “psychological manifestation”  of the “novelty bonus”.
Subsequently, it can be argued that curiosity is generated by a level of inconsistency between the current level of knowledge and the desired one. 
This approach assumes that the desired level of knowledge is amplified discernibly by a relatively diminutive raise in the actual knowledge. However, when one has acquired a satisfactory amount of familiarity or expertise in a given subject, the difference between the two levels is bridged. 
Therefore, the curiosity urge recedes, just as thirst is quenched, when one has drunk sufficient amount of liquid.
- Origins of Curiosity
- Curiosity in Literature
- Spiral of Curiosity
- Role of Curiosity
- Topology of Curiosity
- Importance of Curiosity
- Importance of Curiosity in Business
- Barriers to Curiosity
- Characteristics that effect managerial Curiosity
- Day’s Zone Model of Curiosity
- Excessive Curiosity
- “I have no special talents. I am only passionately curious.” Albert Einstein (1879-1955), (theoretical physicist).
- This quote has become the leading motto of the Curiosity group coursework.
- "It is in fact nothing short of a miracle that the modern methods of instruction have not yet entirely strangled the holy curiosity of inquiry; for what this delicate little plant needs more than anything, besides stimulation, is freedom. It is a very grave mistake to think that the enjoyment of seeing and searching can be promoted by means of coercion and a sense of duty.“ Albert Einstein (1879 - 1955), (theoretical physicist).
- “Curiosity... is insubordination in its purest form.” Vladimir Nabokov (1899-1977), Bend Sinister (novelist, poet and short story writer).
- “Curiosity is one of the permanent and certain characteristics of a vigorous intellect.” Samuel Johnson (1709-1784), Rambler (Catholic periodical) No.103, March 12, 1751 (poet, essayist, moralist, literary critic, biographer, editor and lexicographer).
- “The gratification of curiosity rather frees us from uneasiness than confers pleasure; we are more pained by ignorance than delighted by instruction. Curiosity is the thirst of the soul; it inflames and torments us, and makes us taste every thing with joy, however otherwise insipid, by which it may be quenched.” Samuel Johnson (1709-1784), Rambler (Catholic periodical) No.103, March 12, 1751 (poet, essayist, moralist, literary critic, biographer, editor and lexicographer).
- “Curiosity is, in great and generous minds, the first passion and the last.” Samuel Johnson (1709-1784), Rambler (Catholic periodical) No.150, August 24, 1751 (poet, essayist, moralist, literary critic, biographer, editor and lexicographer).
- “’Curiosity killed the cat,’ Fesgao remarked, his dark eyes unreadable. Aly rolled her eyes. Why did everyone say that to her? ‘People always forget the rest of the saying,’ she complained. ‘And satisfaction brought it back.’” Tamora Pierce, Trickster‘s Choice, (young adults novelist).
- “Curiosity is only vanity. We usually only want to know something, so that we can talk about it.” Blaise Pascal (1623–1662), Pensées, (French mathematician, physicist, inventor, writer).
More citations are available on Curiosity Quotes page.
Theoretical Case Studies
We are working on different case studies to get some insides on how curiosity within an organization can be organized. This hopefully can contribute and be linked to curiosity in the adaptive cycle.
How Curiosity Empowers Toyota
The case study How Curiosity Empowers Toyota focuses on curiosity in practice at Toyota, on how curiosity can be organized within an organization and on curiosity in the adaptive cycle.
The case study contains out of two main parts and is based on information from the book How Toyota became #1 by David Magee. The first part deals with selected chapters and topics of the book How Toyota became #1. The main focus of the first part is to identify curiosity stimulating methods in Toyotas company culture and system. In particular the relation of the follwoing two principles and curiosity:
- Be willing to improve – Continues improvement (Kaizen)
- Going to the source of the Problem (Genchi Genbutsu)
- Toyota - Entering the US manufacturing market
- Toyota - Entering the luxury market
- Toyota - Entering the youth market
- Toyota - Against the trend with Hybrids
The case study ends with Conclusions on How Curiosity Empowers Toyota. This part is reflecting on the results of the case study and elaborates on future investigations.
This is the Thomson Reuters Case Study.
Thomson Reuters is a provider of information for the world's businesses and professionals. The company was created by the Thomson Corporation's purchase of Reuters Group on 17 April 2008. It operates in 100 countries, and has over 55,000 employees The company operates in two divisions: Professional and Markets. The Markets division serves financial services and corporate professionals globally, with Reuters Media serving the professional and consumer media market. Major brands include Thomson Reuters Eikon, Reuters 3000 Xtra, Lipper, Elektron Datascope, Datastream and Thomson One. The Professional division consists of its businesses in the Legal, Tax and Accounting, and Healthcare and Science sectors. Major brands include Westlaw, ONESOURCE, Derwent World Patents Index, Thomson Reuters Pharma, Thomson Reuters Web of Knowledge, Web of Science and Thomson Reuters Integrity. In January 2012, the Company acquired Dr Tax Software Inc. In February 2012, the Company acquired RedEgg, a provider of media intelligence solutions for public relations and marketing professionals.
- "Thomson Reuters' Culture of Organizational Curiosity" Interview
- Edge of chaos
- Eikon - The new platform
- Datastream Professional
Public Organizations tend often towards an equilibrium state that is very inflexible and hostile to change with a little interaction with the environment. Therefore crisis and organizational changes in public sector have a strong impact on the organizations themselves that can be seen under the lens of "creative destruction " concept according to Schumpeter.The aim is not to explore public sector in a deep way, but to explore crisis situation with a starting point characterized by a strong equilibrium state. A rich case study(Crisis as change strategy in public organizations), taken from literature, shows a interesting method that offers insights about a possible way to organize curiosity. A summary about this part of student lecture can be found in A possible method to organize curiosity
Practical Case Study
To get more insight on the role of curiosity in organizational change and its relation to the Adaptive Cycle we also investigate a practical approach in order to test and possibly confirm our prior theoretical assumptions. Moreover, we aspire for it to provide us with a better grip of developments in actual business setting.
For further information regarding the questionnaire used and insight obtained during the process, see Case study Group 2.
Curiosity Team Model of Adaptive Cycle
- Kang, Min Jeong. The Wick in the Candle of Learning : Epistemic Curiosity Activates Reward Circuitry and Enhances Memory. Psychological Science, August 01, 2009, p.963.
- Kakade, S., & Dayan, P. Dopamine: Generalization and bonuses. Neural Networks, 2002, vol.15, pp.549–559.
- Loewenstein, G. The Psychology of Curiosity: A Review and Reinterpretation. Psychological Bulletin, 1994, vol.116, pp.75–98.