September 05, 2024
Originality is often misconceived as an innate trait, something you are either born with or without. Adam Grant challenges this view by emphasizing that originality is a series of deliberate choices. People who are considered “original” don’t necessarily have unique personalities or special talents from birth; instead, they choose to think differently and act on their ideas. Originality is, therefore, not an inherent quality but a behavior that can be cultivated.
Many people hesitate to act on creative ideas because they believe they are not "naturally" creative. This misconception can hold people back from taking steps that would lead to breakthroughs. Grant suggests that anyone can develop the habits and behaviors of original thinkers by embracing curiosity, questioning the norm, and taking calculated risks. The book shows how many famous "originals" came from ordinary backgrounds but chose to break from the conventional way of thinking.
Choosing originality often involves discomfort, as it means breaking away from the safety of conformity. While it may feel easier to follow established norms, true originality requires individuals to resist that urge. By making small, consistent decisions to challenge the status quo and experiment with new ideas, anyone can become more original in their work, thinking, and impact.
Failure is a natural and inevitable part of the creative process. Instead of fearing failure, original thinkers embrace it as a necessary step toward innovation. Grant argues that the path to originality is often paved with numerous failures, which provide valuable learning opportunities. Successful "originals" don't let failure discourage them but instead see it as feedback that can help refine their ideas and approaches.
The key is in how one responds to failure. Rather than viewing failure as a definitive endpoint, originals treat it as part of a cycle of iteration. They try out many ideas, knowing that most will fail, but each failure brings them closer to a successful outcome. By adopting a growth mindset, they continuously improve and adapt, using each setback as a stepping stone to greater success.
Grant shares stories of famous creators like Thomas Edison and J.K. Rowling, who experienced multiple failures before their big breakthroughs. These individuals understood that failure was not a reflection of their ability or potential but simply part of the creative journey. The willingness to embrace failure, learn from it, and keep moving forward is what sets originals apart from those who give up too soon.
Procrastination is often seen as a negative habit, but Grant reveals that it can actually enhance creativity in certain situations. Delaying the start of a project gives the brain time to process ideas subconsciously, allowing for more original and creative insights. This kind of “strategic procrastination” gives people the space to let their ideas simmer before jumping into action.
When you allow yourself some time to reflect, you avoid the trap of tunnel vision, which can occur when you rush to complete a task. People who start too early may settle for their first ideas, which are often conventional. However, those who give themselves time to ponder multiple possibilities often come up with more innovative solutions. This is because the mind continues to work on the problem, even when you're not actively thinking about it.
Grant uses examples of well-known procrastinators like Martin Luther King Jr. and Steve Jobs, who didn’t rush into their tasks but allowed their ideas to mature over time. In their cases, the extra time helped them develop more thoughtful and impactful outcomes. By learning to use procrastination as a tool for creativity, people can foster more original and effective solutions to the challenges they face.
Originals don’t accept things as they are; they challenge the default. Grant argues that originality begins with questioning assumptions and challenging the status quo. Many people go through life accepting the way things are without considering alternative ways of thinking or doing things. Originals, on the other hand, are always asking "Why?" and "What if?" in order to find new and better solutions.
This willingness to challenge the default is often what leads to breakthroughs. By questioning established norms, originals can uncover inefficiencies, blind spots, or outdated practices that others may overlook. It’s not that originals seek to be contrarian for the sake of it, but rather they understand that progress comes from challenging long-held beliefs. This mindset drives innovation across industries and disciplines.
For instance, companies like Google and Tesla have made their mark by challenging traditional business models and technological limitations. Their leaders weren’t satisfied with the status quo and sought to reimagine what was possible. As Grant points out, it’s the act of questioning—of not settling for the default—that unlocks the potential for originality and advancement.
Originality is not just about having a great idea; it's also about knowing when to act on that idea. Timing plays a crucial role in whether an original idea will succeed or fail. Grant explains that being too early with an idea can be as problematic as being too late. Original thinkers recognize the importance of timing and often wait for the right moment to introduce their ideas to the world.
Grant illustrates this with examples from the business world, where companies like Apple and Netflix waited for the right technological and market conditions before launching their groundbreaking products. If they had acted too early, their innovations might have failed due to a lack of readiness among consumers or supporting infrastructure. On the other hand, moving too late can allow competitors to seize the opportunity.
Original thinkers are patient. They understand that just because an idea is ready doesn’t mean the world is ready for it. By keeping a pulse on external factors, such as market trends or societal shifts, they can identify the optimal time to act. In this way, the success of original ideas often hinges as much on timing as it does on creativity or effort.
One of the myths Grant debunks in Originals is that original thinkers are reckless risk-takers. In reality, most originals are strategic about the risks they take, balancing risk in one area with stability in another. For example, many successful entrepreneurs kept their day jobs while working on their ventures in their spare time. This allowed them to minimize personal risk while pursuing their creative ideas.
Taking big risks in every area of life can lead to disaster. Original thinkers often mitigate the risks of their innovative endeavors by maintaining security in other parts of their lives. By doing so, they create a safety net that allows them to experiment and fail without severe consequences. This approach helps them manage uncertainty and reduce the likelihood of catastrophic failure.
Grant shares the story of Sara Blakely, the founder of Spanx, who kept her full-time job while developing her product. She understood that taking a calculated risk in her business venture would be more manageable if she had financial stability. This balance between risk and security is a recurring theme among successful originals, who know that smart risk-taking is about playing the long game, not gambling everything at once.
Having a lot of ideas is not enough; the ability to select the right ones is what separates successful originals from others. Grant explains that while creative people often generate numerous ideas, not all of them are worth pursuing. The key is knowing how to filter out the bad ideas and focus on the ones with the highest potential. This process of idea selection is just as important as coming up with ideas in the first place.
Original thinkers often rely on feedback from others to help refine their ideas. Instead of being protective or defensive about their concepts, they seek out constructive criticism to improve their work. They are also willing to let go of ideas that aren’t working, no matter how much time or effort they’ve invested in them. This ability to kill your darlings, as the saying goes, is crucial for developing successful innovations.
One example Grant highlights is the creative process at Pixar, where teams consistently vet and refine ideas through rigorous feedback. By doing so, they ensure that only the best ideas make it to the final product. This process of refining and selecting ideas separates the good from the great, allowing originals to maximize the potential of their creativity.
In organizations, fostering a culture of dissent can lead to more innovation and better decision-making. Grant emphasizes that teams and companies that encourage people to speak up, challenge ideas, and question authority tend to be more creative and effective. This culture of constructive dissent allows for a diversity of perspectives, which helps to identify blind spots and generate new ideas.
However, dissent doesn’t mean fostering chaos or constant disagreement. It’s about creating an environment where people feel safe to express their opinions and where differing viewpoints are valued. This type of psychological safety encourages people to contribute without fear of retribution, leading to more robust discussions and better problem-solving.
Grant highlights companies like Bridgewater Associates and IDEO, where open disagreement is encouraged. These organizations understand that true innovation comes from questioning assumptions and allowing the best ideas to rise to the top, regardless of hierarchy. By promoting a culture of healthy dissent, they harness the collective creativity of their teams and drive innovation forward.
Persistence is often associated with success, but originals understand that persistence must be strategic. Blindly pushing through obstacles without adapting or refining one’s approach rarely leads to success. Grant argues that successful originals are those who persist intelligently, knowing when to pivot and when to keep pushing toward their goals. They are flexible in their methods but steadfast in their pursuit of originality.
Strategic persistence means being open to feedback and adjusting course when necessary. It’s about learning from failures, testing new ideas, and continuously iterating until the right solution emerges. This approach allows originals to stay resilient in the face of challenges while avoiding the trap of stubbornness, which can lead to wasted time and effort on unworkable ideas.
Grant illustrates this with the story of the Wright brothers, who faced numerous setbacks in their quest to build the first airplane. Instead of giving up or sticking rigidly to their initial designs, they continually modified their approach based on what they learned from each failure. Their persistence, combined with a willingness to adapt, ultimately led to their breakthrough success.
Even the most original thinkers can’t succeed on their own. Grant emphasizes the importance of building alliances and coalitions to amplify one’s ideas and bring about change. Originals understand that finding supporters who believe in their vision is crucial for gaining momentum and overcoming resistance to new ideas.
Building a coalition provides several advantages. It helps spread risk, as supporters can share the burden of pushing forward an original idea. It also brings diverse perspectives to the table, which can help refine and improve the concept. Finally, having allies provides social proof, making it easier to convince others to adopt the idea.
Grant shares examples of historical figures like Martin Luther King Jr. and Mahatma Gandhi, who successfully mobilized coalitions to drive social change. Their ability to gather support from diverse groups was critical to their success. This lesson applies to any context, whether in social movements or the corporate world—finding allies can turn an original idea into a powerful force for change.
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