# Curiosity is Your Agile Superpower - Patricia Kong [EN]

* How important it is to create a curiosity mindset?

* works on org instead of direct teams.

* if you are a human being, we will enable the curiosity for you.
* UK based research. humans are curious by nature and their personality shapes it
* cognitive curiosity
* social curiosity
* perceive curiosity
* kids ask "why" 300 times a day.
* the why questioning stops around 10 years old
* age 14 turns from exploratory to practical concern questions
* looking for answers from authority
* as a manager when she trains someone, when she asks questions, she already knows the answer.
* creates a system where it limits people and the things they do
* "thats not my job"

* polled audience

* if we are not curious we will presume
* curiosity is correlated with learning

* opportunity for them to grow themselves and more motivated

* recommend to check out link
* when asked on what they thought is important
* but curiosity is only 5%
* these characters listed on the graph reinforces status quo

* execs assumed curiosity is much higher

* innovation and ideas are locked in at the top instead of at the bottom where people are close to the product/project/the work
* creates a lack of accountability

* scrum.org running this survery with mckinsey
* you can also participate
* management and teams having different perception and assumption

* evidence-based management (EBM) can solve / overcome this

* quick overview, there is a EBM guide for you to read
* UV - potential gain
* CV - what to do for customers for now
* A2I - my teams strengths
* T2M - how soon

* "why are you doing this?"
* "are these 'good' goals?"

* a lot of times people are focused on CV. what their product is doing now.

* does my team or work allow for questions to be asked or encouraged?
* are alternative suggestions given and taken seriously and considered?
* how would you know if agile or ebm is working?
* when there is no change
* ebm enables curiosity and scrum enables ideas into action

* non-curious stance vs curious stance

* asking what are we doing today and why? affects T2M, etc

* what is the most important feedback from stakeholders
* stakeholders should/could share about what we are missing

* low engagement or lack of transparency usually means they want to minimize conflict
* from a psych viewpoint, conflict needs to help for trust to start or be had
* just as how we can control our own reactions, a scrum master should help to control a team's engagement.
* always have focus on value, but the sprint retrospective focuses on the team.

* google research, psy safety allows an environment where people feel safe -- wont be shamed, etc -- and this allows growth and curiosity.

* asking question is to invite/invoke others to participant
* use things like EBM as to avoid or overcome fatigue
* when you tell someone they have to do something it doesnt work
* forcing kills curiosity.

Q&A
* What happens if the curiosity overflows and the timebox is expired? What happens if an agreement could not be reached in time?
* What if we only ask questions instead of solving them? Thinking about the framework of scrum, curiosity is already in the framework of scrum, asking questions in 15-minute regular meetings every day.
* Only curiosity can make us more efficient

* When the team is get used to every Scrum activities, How to keep their curiosity to avoid just follow the schedule?
* re-reading or reviewing scrum guides and asking the same pillar questions.
* We seldom pay attention to adaptability and incorporate more curiosity factors into our daily work.
* Examining whether our organization is responding to these changes

* What would be a good way to influence/transform the leadership’s level of curiosity if they are so used to taking the non-curious stance?
* Ask not what will make your customer happy but what is it for? what can they use this for? what gaps are missing.
* The leader has adapted to the position of not being curious. Although he is curious, he may be used to not sharing.
* Involve leaders and let them understand the importance of organizational change
* How do you fix the gap between your product and your customers