Originals by Adam Grant
“Becoming original is not the easiest path in the pursuit of happiness, but it leaves us perfectly poised for the happiness of pursuit”
3 Main Messages:
A large quantity of ideas creates quality ideas
Original ideas need to be sold a certain way
We need the right balance of criticism and encouragement
History has shown that there are certain amongst us who are hungry for change and more predisposed to taking risks. Change only comes when the system doesn’t work and we want to improve it so it makes sense that only those failed by the system can see potential for alternatives.
Having worked in the education system for 25 years, I can see many elements which don’t work for today’s children. Unfortunately, those in power are generally those for whom the system was designed, and so they see no need for changing the status quo. Afterall if “originality is an act of creative destruction,” it makes no sense to destroy something which worked in their favour.
Adam Grant studies those most likely to initiate change in his book Originals, as well as the habits, behaviours and language which have successfully brought about great changes such as Votes for Women and Equal Rights.
It would seem, initially, that pushing for change and creating original ideas and thought is risky. Grant explores the great inventors and entrepreneurs of our time and realises that there is always a balance to this risk. He argues that caution is often preferable - allowing pioneers to make the mistakes which others can learn from. Those who follow tend to think things through more thoroughly.
He writes about the importance of having a large volume and range of experiences; of the benefits of working abroad; and of having a diverse range of creative hobbies, on top of years of experience in your chosen area. These will then create the perfect conditions for both understanding the flaws of your field and having the creative inspiration for original solutions.
Grant advocates caution and patience when creating original ideas. He gives examples of those who hurried and failed when they hadn’t built the wave of support necessary to succeed. He argues that messages need to be drip fed over time and then the right message, given at the right time by the right person is crucial for success.
Rather than rushing ahead with an idea, sticking to deadlines and planning ahead, Grant suggests that procrastination and leaving tasks to the eleventh hour can be beneficial. Dr. Martin Luther King’s most famous speech, given in Washington in 1963, is the accumulation of years of speechmaking and he had months to prepare for what he knew was a critical moment. “But what if the very act of procrastinating was the reason that King gave the best speech of his life?” asks Grant. He then gives other examples of those who relied on years of experience and practice in honing a skill who took their time in careful consideration, rather than “seizing and freezing on one particular strategy.”
While noting that productivity is important in accomplishing the small and mundane tasks and in meeting deadlines, Grant suggests that “procrastination may be the enemy of productivity, but it can be a resource for creativity.”
Grant also explores the need for leaders to encourage criticism, and the benefits of employing or allocating a ‘devil’s advocate’ in work. A by-product of building a strong and unified culture can be that of ‘groupthink’ where no-one is able to offer an alternative perspective or to see the risks. He references some of the huge and successful businesses, such as Poloroid and Blockbuster who ultimately failed because staff felt “pressured to conform to the dominant, default views instead of championing diversity of thought.”
He then goes on to provide a blueprint and examples of cultures who celebrate alternative thought and actively encourage dissent and disagreement, for the long term benefit of all. He quotes Ray Dalio, of Bridgewater, as saying “the greatest tragedy of mankind comes from the inability of people to have thoughtful disagreement to find out what’s true.” There are lessons here for all leaders in being open to alternate opinions and thinking, no matter how uncomfortable they might be.
Grant also details how to adapt language and ideas to make them easier to understand, how to harness ‘The Goldilocks Effect’ of just enough change in the right direction, the power of enemies over ‘frenemies’, and how parents and teachers can encourage particular behaviours in their children. He concludes with ‘Actions for Impact’’ and these few pages alone provide wisdom and easily actionable behaviours for leaders to adopt.
Afterall, the world of work is rapidly changing and so we need to rapidly rethink our current practices in order to just keep up. Just tell that to the Board of Education!
