Design thinking is a process of empathizing with the end user. Its principal guru is David Kelley, founder of IDEO and the Hasso Plattner Institute of Design at Stanford (otherwise known as the d.school), who takes a similar approach to managing people. He believes leadership is a matter of empathizing with employees. In this interview, he explains why leaders should seek understanding rather than blind obedience, why it's better to be a coach and a taskmaster and why you can't teach leadership with a PowerPoint presentation. via www.fastcompany.com
I like this post a lot.
The idea that companies can design employees to be curious....is curious. Maybe it is a semantic issue.
We are born curious. Our design hard-wired us to be curious. Whoever did that, however that was done...the bottom-line is we emerged with a heaping helping bias towards curiosity.
That is design from the inside out. All that needs to be done is:
- create a culture where curiosity can flourish
- align curiosity with an organization's purpose.
- offer the tools to allow our curiosity to manifest, express itself, connect with other's curiosity
- align incentives for curiosity's expression
- help foster communication and collaboration
There is much more to this discussion. But my point is curious employees already live and work in any organization. Just get out of their way and encourage their natural curiosity.
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