A very important distinction is made in the podcast about the curiosity of the novice and the curiosity of the master. The former is prone to the Dunning-Kruger effect and it is the one that is more dangerous. The curiosity of the master is one where there is an elevation of knowledge only through programmatic failure.
Very interesting. Organizations should use the curiosity and learning as the baseline and empower the leaders to define the learning standards without a direct mapping of the learning goals to their work. They should provide the incentives to the teams for their curiosity and not for the work.
A very important distinction is made in the podcast about the curiosity of the novice and the curiosity of the master. The former is prone to the Dunning-Kruger effect and it is the one that is more dangerous. The curiosity of the master is one where there is an elevation of knowledge only through programmatic failure.
Very interesting. Organizations should use the curiosity and learning as the baseline and empower the leaders to define the learning standards without a direct mapping of the learning goals to their work. They should provide the incentives to the teams for their curiosity and not for the work.
I wrote recently: https://www.vinishgarg.com/inspiring-leaders-need-learning-teams-to-support-the-organization-goals/