3 surprising ways curiosity changes your brain

You are more engaged, active, and open-minded when you’re curious. But what is it about curiosity that makes it so powerful? In this issue, we explore the psychology of curiosity and three surprising ways it changes your brain.

editorial illustration about curiosity, and questioning different doorways and clouds, playful possibilities, collage and pencil crayon, blues and orange palette, in the style of UKIOYO-E
#287 | October 14, 2022​ | Tom x Midjourney​

Curiosity Boosts Memory

In a study published in 2014, researchers discovered a connection between memory and curiosity levels. Here are some of the key findings from the investigation by the University of California at Davis:

  1. When people are curious to learn the answer to a question, they are better at learning that information – not only in the very short term but also after a 24-hour delay.
  2. Most surprising, though, was participants had greater recall of unrelated, extraneous or incidental information present at the time.
  3. Scans revealed when people were more curious, brain activity rose in regions that transmit dopamine signals; in the hippocampus, the part of the brain associated with memory and regions related to reward.

Point number two helps me get a handle on the characteristic of being open-minded. We can remember more of our experiences when we are curious.

A little test you can do for this is to try and remember extraneous information connected to an enjoyable learning experience.

Risk and Reward

When faced with something new, our brain weighs the risks and rewards before deciding whether to engage.

This happens when you are scrolling and decide to open an article or photo. You made a similar micro-calculation when you saw the subject of this email. Is this worth my time?

Curiosity, the restless feeling of wanting to know more, tips the scales in favour of exploration.

The regions deep in your brain responsible for processing rewards and motivation are active when you become curious. The nucleus accumbens, the bilateral caudate nucleus, and the ventral tegmental area all fire up when we want to know more.

When we’re curious, our brain has decided the potential rewards outweigh the risks. And this instinctive risk/reward calculation drives us to explore the physical and mental world around us.

Designing provocations for learning is a great way to heighten curiosity, so your students don’t scroll by!

Curiosity Powers Our Motivation to Learn

When was the last time you discovered something new in a favourite topic? Experiences which challenge our knowledge increase curiosity and cause us to explore for longer.

Here’s a recent example I experienced.

Most of our understanding of effective teaching has shifted since I was a primary teacher. I am curious about this tweet about Adaptive Teaching vs Differentiation, which presents the following statement:

Having lower expectations for some groups, particularly by setting them different work, will result in pupils having different knowledge and worsens gaps.

Challenged? ✅ Curious? ✅ Motivated to find out more? ✅

All new learning challenges the schemas we use to organise knowledge and understanding. A study by researchers Bonawitz, Schijndel, Friel, and Schulz found children are more likely to remain curious in this challenged state.

An unpublished Duke University study also showed heightened curiosity, increased patience and made people more willing to wait to discover a solution. In contrast, less curious people were more impatient and wanted to jump straight to the answers.

More curiosity has the power to motivate us for longer and increase our patience for discovery.

⏭🎯 Your Next Steps

​Commit to action and turn words into works

  • Pay attention to the signals of your own curiosity and the positive impact it has on your learning.
  • Don’t just tell people they need to be open minded. Use provocations and well designed questions to increase curiosity.
  • Change the start of your next few lessons or workshops to optimise for curiosity.

🗣💬 Your Talking Points

​Lead a team dialogue with these provocations

  • Your challenge is to increase curiosity in your team. What do you need from me?
  • What’s the best way to challenge long-held views?
  • When was the last time you changed your mind?

These 7 Attributes Promote Appreciative, Caring Conversations

Excellent Futures

Appreciative Inquiry (AI) is a model of positive change that asks questions about what is going “right” instead of what is going “wrong”.

Appreciative Inquiry was developed in the mid-1980s by David Cooperrider at Case Western Reserve University, and Suresh Srivastva, professor emeritus of Organisational Behaviour at Weatherhead School of Management.

They saw an opportunity to approach challenges in business organisations differently, and AI has since been applied to social, business, education, government and other settings.

A typical Appreciative Inquiry design (called the 4D cycle of Appreciative Inquiry) would have four stages.

  1. Discovery – Inquire into the best of the past and the present. Choose the positive as the focus of inquiry.
  2. Dream – Use the findings and stories from the Discovery phase to create a compelling, memorable and ambitious picture of the desired future. Locate themes that appear in stories and select topics for further inquiry.
  3. Design – Create shared images of a preferred future. Determine what should be.
  4. Destiny – Determine what will be. Find innovative ways to create that future.
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The diagram above is from this excellent post about Appreciative Inquiry by Cathy SharpBelinda Dewar and Karen Barrie.

Appreciative Inquiry focuses on what an organisation desires most in the future — its possibilities for excellence—in contrast with concentrating attention on past problems or difficulties.

Collaboratively identifying valued aspects of current reality transforms the present situation and shared meaning about past practices.

The process encourages participants to dialogue around shared aspirations rather than debate over differences and conflicts; it thus lays the groundwork for constructive action rather than unproductive argumentation.There is no single AI method. AI is essentially a set of core principles that claim to change existing patterns of conversation and ways of relating, and give voice to new and diverse perspectives to expand what can be possible.

Ludema, Cooperrider and Barrett, 2001.

If you want to dig deeper into the core principles, I recommend the post linked above: Forming new futures through appreciative inquiry

Caring Conversations

A practical example of Appreciative Inquiry that I know you will find helpful, is the Caring Conversations framework. This was developed in a healthcare study from 2008 that explored compassionate care in an acute care setting for older people.

The emphasis of the study was to support the development of relational capacity – a critical component of our work in education too.

The CCF comprises 7 key attributes that guide people to have conversations that are courageous, connect people emotionally, foster curiosity, consider other perspectives, facilitate collaboration, compromise and celebrate what works well.

Caring Conversations (CC) is a flexible practice framework that applies Appreciative Inquiry. It supports practitioners in facilitating generative, appreciative, and relational capacities.

This includes the ‘7Cs’ – seven attributes to promote appreciative, caring conversations. The 7Cs model is a lovely tool for organising our talk, discussion and perhaps dialogue.

Caring Self-Reflection

The self-reflective questions below were developed in the published study – ref: Table 5 p25.

Be Courageous

  • What might help me to feel able to take a risk?
  • What question is begging to be asked?
  • What story is longing to be told?
  • What is the worst thing that could happen if I gave this a go?

Be Celebratory

  • What do I value?
  • What do I do well?
  • What mistakes might I like to celebrate?
  • What new idea would I like to bring forward into the future?

Connect Emotionally

  • How do I feel?
  • When did I experience strong emotion?
  • What if I told others how I was feeling?
  • How would I like to feel?

Be Curious

  • What assumptions do I have that might be shaping how I relate to another?
  • What caught my attention?
  • Where might it be leading us?
  • When was I most energised?
  • What assumptions or contradictions have come to light?
  • What am I focusing my attention on and privileging?

Consider other perspectives

  • How might I express myself in a way that is considerate of others?
  • How can I ensure that those who aren’t present still feel included?
  • What alternative views might I explore?

Collaborate

  • With whom do I feel heard?
  • Who brings out the best in me?
  • What might help us to come together more?
  • What can I offer?
  • What ideas/actions would I like to build on?
  • How do I want to be involved?

Compromise

  • What do I hope for?
  • What can I not let go of?
  • What would I like to let go of?
  • What promises feel possible?

Your Talking Points

  • Appreciative inquiry runs counter to problem-centric views of change.
  • What are the constraints of only using a problem-based approach?
  • What opportunity do you have to use the Caring Conversations questions?
  • Why is this more useful than just ‘more optimism’?
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Creative Learning is Relational

There is a great deal written about creativity these days, the need for it in our schools, ideas for fostering it in our physical environments and praise for those icons from the past and present who seem to epitomise the creative mindset. The following is a quote from Bruce Nussbaum, a writer and teacher, on the definition of creativity or being creative. The quote has always been something I reference as it so plainly states the key aspect of a creative approach.

Creativity is relational. Its practice is mostly about casting widely and connecting disparate dots of existing knowledge in new, meaningful ways. To be creative, you’ve got to mine your knowledge. You have to know your dots. – Bruce Nussbaum

As disarmingly simple as it is stated by Nussbaum we are still left with the question of how you actually take action – what can we do in the classroom to foster such dispositions and put into place such processes? I thought I would share a few ideas with you all from my experience of working with design thinking in the classroom for inquiry but also as a strategic process for school improvement.

Casting Widely

Design thinking inquiry processes would signpost the practice of “casting widely” as Immersion – an initial period of time where you are learning broadly about a curriculum topic. If we continue the analogy further – we are not casting a single line for a single target but looking to cast a net that gives us the flexibility and breadth of study. Designing and planning for learning experiences that are multi or trans-disciplinary is the order of the day here. We have the ability to engineer these broad learning experiences by thinking about other subject domains, other areas of study that are relevant and probably most importantly sharing our intentions with colleagues and students to help you find those missed opportunities.

Time for Tangents

With strong provocations and engaged learners you will have momentum during Immersion. This magical sense that your class are fuelling the inquiry themselves. However we have to be intentional again about providing time for tangential study. What I mean by this is ensuring there is enough room in your own planning so that groups or individuals, or even the whole class, can explore an unexpected idea to a satisfying degree of depth. All too often we tighten our grip on what has to be covered and dampen enthusiasm for exploring tangential ideas for study due to a lack of time. Nussbaum describes these ideas as “disparate dots” – give learners the time to be able to uncover these untrodden paths, pull back the vines and discover something new and unexpected. Importantly though we have to be intentional about this commitment of time, in my opinion, we can’t just bolt it on – we should be positive, back ourselves and plan for the fact that our engaged learners will discover some unexpected paths.

Developmental Learning Space

When we are working with a burgeoning amount of information we have to be able to make use of a space to keep those elements of interest and study within our eyeline. A developmental learning space grows with the learning experiences of the group or individual. Preferably this is a physical space or board that is populated with all of the “dots” of new and existing knowledge and learning experiences. Where there are physical limitations you might create a shared digital space, but for the youngest of learners the tangible output of our collective inquiry is most useful. I have often called this a project nest – a space that we can stand in front of and scan the “disparate dots” of our study so far.

Teachers from Melbourne Catholic Schools working on hexagonal thinking task.
Teachers from Melbourne Catholic Schools working on hexagonal thinking task.

Making Connections

There are lots of ways to act upon Nussbaum’s intentions of connecting up the dots. When working with teachers we talk about the second step of design thinking inquiry being Synthesis – connecting our learning. A simple way to do this would be to use the physical artefacts collected in the classroom (see above) and move them around, sorting, ordering and rubbing them up against each to see what ideas emerge. Another activity to help would be the use of a hexagonal thinking task which helps learners filter for some of the most interesting pieces of information and then encourages them to tesselate the hexagons and justify the connections that emerge. Those of you who are familiar with the SOLO Taxonomy would of course have recognised Nussbaum’s phrase when he describes creativity as being “relational” – we could broadly state that learning is the same. We know that when learners begin to offer explanations of how ideas or knowledge relate to each other they are demonstrating much higher order thinking.

Use images for learners in the early years to support their thinking.
Use images for learners in the early years to support their thinking.

Mining Knowledge

I have been saving to the online bookmarking tool Delicious for a long time now and many years ago I soon realised that I was not really using the links that I saved with any regularity. But what I was doing was building a resource with which I could later dig, or mine for ideas. When returning to the thousands of links saved there I want to be able find and resurface ideas I have gathered. Nowadays I use Evernote (and still have any Tweeted links saved into Delicious and funnelled into Evernote) for the mining and it is a great way to find existing content for curriculum planning and for unearthing old links or resources. Another way to do this is by using the Evernote Web Clipper – an extension for Chrome – which provides search results from your Evernote account alongside a normal set of Google search results. You can switch this option on in the extension settings.

There are many more ways to put into action what Bruce Nussbaum states as the practice of creativity and it would be great to hear your thoughts in the comments on how else we can act on such intentions. Hopefully these practical ideas give you some simple steps to engineer the best conditions for creative learning.

Uncertainties, mysteries and how to nurture your negative capability

The quote from John Keats that inspires this post is from a letter he wrote to his brothers George and Tom in December 1817. He was commenting about the ideal literary state of mind, one in which someone exhibits “negative capability”.

A sense of calm assurance and innovatory endeavour in the inevitable “uncertainties, mysteries and doubt” that defines the ups and downs of striving for something original.

I mean Negative Capability, that is, when a man is capable of being in uncertainties, mysteries, doubts, without any irritable reaching after fact and reason

Keats, John (1899). The Complete Poetical Works and Letters of John Keats, Cambridge Edition. Houghton, Mifflin and Company. p. 277

Most of the time it is what we don’t do in any given creative inquiry that helps us the most. This is especially true for when we are working on an issue with our teams that requires us to generate some new thinking or ideas.

It is also true when we are exploring a new line of inquiry with learners. In both of these situations, we are consciously choosing to step into a state of flux, a situation that can often be defined by what is not known rather than what knowledge we share.

Human nature does, in some way, dictate that we prefer the habits, rituals and the agreeable comforts of processes we know. We draw a degree of situational steadiness from the fact and reason we can rely on. We see this type of reaction in others as we work with them to move on to new practices or technologies.

The comfort in the known is often too tempting to make the leap and embrace something new. The physical reality of technology is even more challenging as it is harder to ignore and move off of your desk than an ideological concept. 

Letting these go and embracing the state of change and the unknown that surrounds us is counter-intuitive and it takes practice to fully accept. Here are some ideas to help.

Accept the mess

The learning process seems to be defined by these moments of flux we experience, sometimes they are fleeting, but often they are protracted. Uncertainty, doubt and mystery is part of our process of learning.

Accepting that we will experience the uncertainty of such times is a great first step for us personally and within our teams, whether learners or leaders. After all, “If we knew what we were doing, it would not be called research, would it?” as Einstein once suggested.

Reflect on how uncertainty makes you feel

Secondly, we must be emotionally aware of this uncertainty. What I mean by this is to use our emotional state to help prepare for future experiences that will be similar.

When you are navigating an organisational inquiry it not only puts you in a state of cognitive flux but one of mild emotional turmoil as your intuition presses you to seek steady ground and the reassurance of decisions. We are torn between seeking originality and the comfort of tried and tested ideas. 

We should be mindful of how this uncertainty feels, how we react to it and how our emotions change. When we have the energy to record our own emotional experience of such moments we are far more likely to recall them in future times and use these emotional schemata to respond more appropriately.

As an aside I think that meta-emotion is an area we must help learners understand much better. On a simple level to be able to help them manage their own learning more effectively by having a better understanding of their own emotional topography.

Trust the process

A third area that contributes to a better creative approach to inquiry is the understanding that we have a process. When you take this knowledge away or it is not shared amongst a group, we are introducing another mystery: where is this all heading?

We have all experienced those meetings or projects which never went anywhere, great energy and contribution but no follow up or shared understanding of the direction it was heading.

All too often inquiry can feel like we are researching forever, as much as we want to embrace not knowing, and Einstein’s suggestion from earlier, our process needs to signpost the way through this.

I believe that when we are able to recognise “uncertainties, mysteries and doubt” as a natural part of learning; when we share a process and if we have awareness of our emotional reaction, we are engineering the best possible conditions for creative inquiry and hopefully new ideas to flourish.


Photo by Tomas Sobek