Group 2

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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 Theory

Curiosity is regarded as composite emotion and awareness associated with the aspiration for acquiring knowledge of the unknown. [1] 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” [2] is engaged for stimulation of potential alternatives examination within unfamiliar approach. In this light, curiosity can be regarded as “psychological manifestation” [1] 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. [3] 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. [1] Therefore, the curiosity urge recedes, just as thirst is quenched, when one has drunk sufficient amount of liquid.

Curiosity Quotes

  • “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 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 noveist).
  • 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).
  • “Socrates told us, ‘the unexamined life is not worth living.’ I think he’s calling for curiosity, more than knowledge. In every human society at all times and at all levels, the curious are at the leading edge.” Roger Ebert, (journalist)
  • Curiosity is over-valued in our society, and one of the top causes of distraction in our increasingly information-saturated world.” Jeremy Bennett, (Spiritual Advisor, Intuitive Strategist).
  • “Free curiosity has greater power to stimulate learning than rigorous coercion. Nevertheless, the free ranging flux of curiosity is channeled by discipline under Your (God’s) Law.” St. Augustine (354 – 430), Confessions, (Latin philosopher and theologian).
  • “When you log onto the Internet, do you stay focused on your search exclusively, or do you occasionally follow strings of curiosity? We often go where our curiosity takes us, which is human nature and usually fun. Problems arise as a leader, however, when your curiosity takes someone else for a ride.” Gary Cohen, (Business, Executive, Leadership Coach).
  • “Human spirit is the ability to face the uncertainty of the future with curiosity and optimism. It is the belief that problems can be solved, differences resolved. It is a type of confidence. And it is fragile. It can be blackened by fear, and superstition. By the year 2050, when the conflict began, the world had fallen upon fearful, superstitious times.” Bernard Beckett, Genesis, (young adults fiction writer).

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:

In the second part the case study focuses on Curiosity in practice and the Adaptive Cycle. The case study presents 4 examples of curiosity in practice and the relation to the Adaptive Cycle.

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.

Thomson Reuter

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.

Public Sector

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.


  1. 1.0 1.1 1.2 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.
  2. Kakade, S., & Dayan, P. Dopamine: Generalization and bonuses. Neural Networks, 2002, vol.15, pp.549–559.
  3. Loewenstein, G. The Psychology of Curiosity: A Review and Reinterpretation. Psychological Bulletin, 1994, vol.116, pp.75–98.