Characteristics that effect managerial Curiosity

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Contributors

Stefania Dangila

The article "The Role of curiosity in Global Managers' Decision making",which have been published in the Journal of Leadership and Organizational studies, provide us with potential inhibitors to global managers' level of curiosity. We considered that some of these curiosity's inhibitors can effect all the managers. The below paragraphs refer to the means that either enhance or diminish managerial curiosity. These means can be placed into four broad categories: characteristics of the global managers, characteristics of the organization, characteristics of the assignment, and characteristics of the environment[1].


Characteristics of the managers[1].

• openness to their environment and new experiences and tolerance of ambiguity in the environment.

• the quest for autonomy and self-reliance.

• balance of multiple IQs (e.g., emotional, political, cultural, social, network and the like).


Characteristics of the organization[1].

• the nature of the organization and its management.

• the supportiveness of the environment within the organization for taking risk.

• Encouragement/rewards for learning and knowledge transfer among individuals.

• Recognition of individuals’ insights/curiosity in solving complex problems.


Characteristics of the assignment[1].

• the task itself can lead to curiosity and creativity.

• tasks that are complex and need the input/support of others to resolve problems associated with the task.

• tasks that are known for their difficulty and lack of success.


Characteristics of the environment[1].

• Too much data and too little time to make rational well measured decisions.

For further information regarding the role of Curiosity in the Adaptive Cycle go back to Group 2 Student Lecture.

References

  1. 1.0 1.1 1.2 1.3 1.4 Michael Harvey, Milorad Novicevic, Nancy Leonard, Dinah Payne (2007). Role of Curiosity in Global Managers’ Decision-Making.

Contributors

Stefania Dangila