Preface: “original, n. A thing of singular or unique character; a person who is different from other people in an appealing or interesting way; a person of fresh initiative or inventive capacity.” – Adam Grant
Book Report on “Originals” by Adam Grant
Introduction: “Originals: How Non-Conformists Move the World” by Adam Grant is a profound exploration of how individuals can champion new ideas and drive innovation. Grant, a renowned organizational psychologist, delves into the challenges of identifying and nurturing original ideas, the importance of producing a large volume of work, and the role of feedback and collaboration in refining those ideas. He also examines how birth order and parenting practices influence creativity and risk-taking and offers strategies for fostering originality in both individuals and organizations.
Generating and Selecting Original Ideas: Grant emphasizes that while people are capable of generating a substantial number of original ideas, they often struggle to identify which ones will be successful. This difficulty arises from our inherent bias towards our ideas and our misguided perceptions of their quality. Grant argues that conviction in our ideas can be dangerous, as it leaves us vulnerable to false positives and prevents us from generating the variety needed to reach our creative potential. To overcome this, he suggests turning to colleagues who have no particular investment in our ideas and enough distance to offer honest appraisals. These individuals, often other creators, are the most accurate forecasters of an idea’s potential.
The Importance of Quantity: One of the key insights from “Originals” is the importance of producing a large volume of work to increase the chances of hitting on successful ideas. Grant points out that even the most eminent creators, such as Thomas Edison and Mozart, produced a vast quantity of work, much of which was unremarkable. Edison filed nearly 1,100 patents, and Mozart composed 600 pieces of music, but they are remembered for only a handful of their creations. This highlights that producing a huge volume of work is the single most important thing someone can do to be original. By continually generating new ideas, individuals increase their chances of finding those that will be successful.
The Role of Feedback and Collaboration: Grant stresses the importance of seeking feedback from others to assess the merit of our ideas. Since we are not reliable judges of the quality of our own ideas, it is crucial to turn to colleagues who can provide objective evaluations. This feedback helps refine ideas and identify those with the most potential. Additionally, Grant warns against relying solely on intuition, especially when lacking experience in a particular domain. Intuition is only trustworthy when people have built up experience making judgments in a predictable environment. Therefore, analysis and feedback from experienced colleagues are far better sources of insight when considering new ideas.
Raising Original Children: Grant explores the impact of birth order and parenting practices on creativity and risk-taking. He notes that laterborns consistently show greater ease with taking risks, accepting radical ideas, and embracing societal progress compared to firstborns. However, Grant argues that these patterns are more influenced by parenting practices than birth order itself. Parents tend to be more flexible and relaxed with later borns, allowing them more freedom to explore and take risks. To raise original and creative children, Grant suggests giving them the freedom to take risks and encouraging constructive rebellion. This involves steering children towards honorable and proactive behaviors while avoiding destructive paths.
Combating Groupthink: Groupthink, the tendency to seek consensus instead of fostering dissent, is identified by Grant as the enemy of originality. He argues that traditional theories of cohesion breeding conformity are a myth and examines the real causes of groupthink. To prevent groupthink, leaders should hire and solicit input from a diverse set of team members. Dissenting viewpoints, even when wrong, stimulate divergent thinking and lead to innovative solutions. Grant also advises against relying too heavily on assigning a purposeful “devil’s advocate,” as this often lacks sincerity and fails to draw out a diversity of ideas. Instead, leaders should unearth genuine dissenters and create opportunities for open-minded debate.
Fostering Originality in Organizations: Grant discusses the concept of “commitment firms,” organizations that value culture over all and hire people who conform to established characteristics. While these firms may initially outperform others, they eventually suffer from a lack of diversity in thoughts and values, leading to stagnation and failure to adapt in volatile markets. To foster originality, leaders should promote the expression of original ideas and create an environment that values dissent and diverse perspectives. This involves moving away from the maxim that team members should only bring up problems when they have solutions. Instead, leaders should invite complaints and feedback, creating an invaluable safeguard for the organization.
Conclusion: “Originals” by Adam Grant provides a comprehensive guide to identifying, nurturing, and championing original ideas. By emphasizing the importance of producing a large volume of work, seeking feedback from others, and fostering a culture of dissent and diversity, Grant offers valuable insights for individuals and organizations looking to drive innovation and creativity. The book also highlights the role of parenting practices in raising original children and the dangers of groupthink in stifling originality. Overall, “Originals” is a must-read for anyone seeking to understand and cultivate the habits of successful non-conformists.