Originals by Adam Grant delves into how nonconformists can spark change. The book has diverse examples and research, bolstering Grant’s arguments about fostering originality.
Each chapter tackles a distinct aspect:
- Balancing Risk and Stability: Originals by Adam Grant strategically manages risk, often pursuing bold ventures alongside stable anchors. Grant showcases this through examples like Warby Parker’s founders who kept day jobs while building their startup.
- Recognizing Potential: Spotting original ideas requires both persistence and the ability to see familiar things with fresh eyes (“vuja de”). Grant highlights the skepticism surrounding the Segway and Airbnb’s initial concept, emphasizing the need for perseverance in the face of initial doubt.
- The Power of Procrastination (Sometimes): Grant argues that delaying tasks can unleash creativity by allowing for more divergent thinking. He cites Martin Luther King Jr.’s last-minute speech revisions and Leonardo da Vinci’s contemplative approach as examples.
- Timing is Key: The success of original ideas hinges on strategic timing. Grant illustrates this with the rise of web browsers, where Netscape’s well-timed launch proved advantageous. He also explores the strategic timing of social movements, like the Montgomery bus boycott.
- The Goldilocks Effect of Presentation: Grant emphasizes the importance of framing ideas for maximum receptivity. The “Goldilocks effect” suggests ideas shouldn’t be too radical or conservative, but just right. The civil rights movement’s incremental progress serves as a powerful example.
- Building Coalitions for Amplification: Grant highlights the importance of allies and mentors in championing original ideas. He explores the American civil rights movement and the alliance between environmentalists and businesses as examples of how collaboration strengthens the impact of originality.
- Combating Groupthink: Groupthink stifles originality. Grant suggests fostering dissent and diverse perspectives through methods like devil’s advocacy and constructive conflict. Pixar’s open critique sessions and the US Navy SEALs’ debriefing practices exemplify this approach.
- Balancing Innovation and Stability: Long-term originality requires a balance between embracing new ideas and maintaining stability. Grant showcases companies like Google, with its “20% time” policy, and IDEO, known for its iterative design process, as models for achieving this balance.
Critical Reflection on Adam Grant’s Originals Review
“Originals” offers a valuable roadmap for cultivating originality and driving change. Grant’s research-backed approach and practical advice make it a worthwhile read for anyone seeking to be more innovative. However, some limitations exist:
- Potential Oversimplification of Systemic Barriers: Critics argue the book might overlook the complexity of challenges in large organizations or societies resistant to change. Entrenched processes and power structures can make originality difficult in such environments. For instance, navigating a bureaucratic organization with a rigid hierarchy might require different strategies than those presented in the book.
- Actionability for Less Influential People: While Grant provides actionable advice, some readers might find it challenging to implement these strategies, particularly those with limited resources or influence. The book could benefit from addressing the needs of individuals who lack significant power or authority within their organizations. Perhaps Grant offers alternative strategies for building smaller coalitions or focusing on individual creativity within constraints.
Despite these limitations, Originals equips readers with valuable tools and ignites inspiration for fostering creativity and innovation. By understanding and applying Grant’s principles, individuals can become more effective change agents, even in challenging environments. In Adam Grant Originals review, readers can explore how these insights offer practical strategies for managing risk, recognizing potential, and persevering through doubt.