3 Comments

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.

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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/

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I'm particularly drawn to #3 about creatives coming together in our curiosity to create a future we want. In our homeschooling and in my work we find that to be consistently, purposefully, and systematically curious requires quite a lot of effort. We use particular methods, perspectives, and tools. Evaluative thinking, adaptive action, and facets of systems thinking come to mind. Thanks for the writing.

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