Originals: How Non-Conformists Move the World by Adam M. Grant
In a world that often favors conformity, the power of originality stands as a beacon for those daring enough to think differently. Adam Grant’s Originals: How Non-Conformists Move the World explores the journey of those who venture off the beaten path, illustrating how unconventional thinking leads to extraordinary success. With rich stories and research-backed insights, the book reveals how ordinary people can take original ideas from concept to reality. It is both practical and eye-opening, reshaping how we think about creativity, risk, and influence. This blog post delves into the core concepts of the book, offering a detailed overview of how to manage the risks of originality and unlock creativity both at work and home.
Who May Benefit from the Book
- Entrepreneurs seeking innovative ways to lead and disrupt industries
- Creative professionals aiming to bring unique ideas to life
- Parents and educators nurturing originality in young minds
- Team leaders building open and dynamic work cultures
- Anyone tired of following the crowd and ready to challenge norms
Top 3 Key Insights
- Originals balance risk by playing it safe in one area while taking bold steps in another.
- Procrastination can lead to creative breakthroughs by allowing more time for idea incubation.
- Being first to market is overrated; improving existing ideas can win in the long run.
4 More Lessons and Takeaways
- Strong convictions should be paired with an openness to change. Flexibility fuels long-term success.
- To gain acceptance, present radical ideas using familiar language or values. Ease people into change.
- Teaching children why values matter fosters independence more than enforcing strict rules.
- Cultures that welcome dissent create safer spaces for innovation and avoid costly groupthink.
The Book in 1 Sentence
Originals teaches how thoughtful non-conformists challenge traditions, share bold ideas, and drive innovation without losing stability.
The Book Summary in 1 Minute
Originals shows how creative thinkers succeed by taking calculated risks, not reckless ones. Adam Grant reveals that delaying decisions can actually boost creativity by giving ideas time to evolve. He debunks the myth that being first guarantees success and shows how “settlers” often outperform pioneers. To spread ideas, originals build coalitions by framing messages for broad appeal. They invite feedback, welcome dissent, and promote flexibility in thinking. With practical advice and compelling stories, the book empowers readers to challenge norms and drive meaningful change—at work, at home, and in society.
The Book Summary in 7 Minutes
Ideas that change the world often come from ordinary people—those who refuse to accept the default. Originals is about them. It offers a guide to building and spreading ideas that challenge norms. Here’s what the book teaches.
Understanding Originality
Originality involves more than just having a novel idea. It’s about pursuing fresh concepts and improvements even when they diverge from the prevailing norms. Grant defines originality as having:
- A novel concept: An idea that breaks away from the status quo.
- Action: The effort to bring this idea into reality.
The Essence of Being Original
Originals are not born with special talents or extraordinary passion. Instead, they often find themselves compelled to act on their ideas, sometimes under pressure. For example, Michelangelo initially resisted painting the Sistine Chapel ceiling. He only committed after prolonged persuasion from the Pope, illustrating that even the greatest innovators sometimes need a push to act on their ideas.
Managing the Risks of Originality
Innovation is inherently risky, but understanding how Originals succeed and fail can help mitigate these risks. Grant breaks down this process into four key strategies:
1. Generating and Selecting Ideas
Creativity often falters not in idea generation but in selecting and implementing the right ones. Here’s how to manage this challenge:
- Strategic Procrastination: Allowing ideas to incubate can lead to more creative outcomes. For instance, Martin Luther King Jr.’s iconic “I Have a Dream” speech was drafted the night before the event, with many of its memorable elements improvised on the spot. This approach works because it avoids premature commitment and allows better ideas to emerge over time.
- Tips for Idea Generation:
- Expand Your Frame of Reference: Broaden your perspective to enhance creativity.
- Leverage Late-Mover Advantages: Understand how entering a field later can offer unique opportunities.
- Adapt Your Thinking: Adjust your thinking mode to stay creative as you age.
- Balance Intuition and Analysis: Use both intuition and analysis to evaluate ideas.
- Seek Diverse Feedback: Obtain feedback from peers rather than just managers or evaluators.
2. Voicing and Championing Original Ideas
The way you advocate for an unconventional idea can significantly impact its success. Consider these strategies:
- Highlight Downsides: Acknowledging potential downsides can make your idea more credible.
- Present Clearly: Frame your idea in a way that is both familiar and appealing to your audience.
- Focus on “How”: Emphasize the implementation rather than the rationale behind your idea.
- Find Supportive Allies: Seek out individuals who can provide genuine support.
- Build Power and Status: Cultivate both power and status to effectively champion your idea.
3. Managing Emotions
Feelings like fear and anger can help if managed. Originals learn to reframe anxiety as excitement and channel anger into purpose. MLK transformed fear into peaceful action. Athletes visualize success to calm nerves. Use emotion as a tool—not a trap. Change often brings fear, doubt, and resistance. Effective emotion management is crucial:
- Strategic Optimism and Defensive Pessimism: Use these strategies to balance optimism with realistic risk management.
- Manage Fear and Anger: Address these emotions constructively.
- Inspire and Create Urgency: Motivate others and instill a sense of urgency to drive action.
An example of emotional management is Serbian activist Srdja Popovic’s New Year’s Eve event in 2000, where a starkly different celebration message inspired a collective push for change.
4. Creating and Maintaining Coalitions
Building support for your idea often requires more than just convincing individuals. Consider these strategies:
- Common Tactics over Common Goals: Collaborate with those who share similar methods rather than just goals.
- Work with Enemies: Engaging with those who are predictably negative can be less stressful than dealing with ambivalent individuals. Converting opponents into allies can be particularly powerful.
5. Balanced Risk-Taking
Originals are not daredevils. They hedge their bets.
Diversify Your Risk Portfolio
Successful innovators often stay in their day jobs while experimenting with new ideas. Steve Wozniak stayed at HP during Apple’s early days. The Warby Parker founders held other jobs while launching their eyewear brand. This approach lowers personal risk and allows more freedom to refine ideas without pressure.
| Innovator | Kept Job While Innovating |
|---|---|
| Steve Wozniak | Worked at Hewlett-Packard |
| Phil Knight | Sold insurance while building Nike |
| Warby Parker team | Retained day jobs during launch |
Unleashing Originality at Work and Home
Grant’s book concludes with practical advice on fostering originality in various settings:
Nurturing Originality in Children
Raise Thinkers, Not Followers. Kids become ethical and original when they understand why values matter. Parents should explain rules, not just enforce them. Instead of saying “don’t lie,” explain the damage lying causes. Encourage children to think for themselves and form their own beliefs.Parents and educators can encourage creativity by:
- Focusing on Values: Emphasize the principles behind rules rather than the rules themselves.
- Exposure to Role Models: Provide children with a variety of role models.
- Reinforcing Good Behaviors: Associate positive behaviors with good character.
Cultivating Originality in the Workplace
Build a Culture of Safe Debate. Grant warns against groupthink. At Bridgewater Associates, “radical transparency” lets employees openly challenge ideas. Pixar’s Braintrust sessions invite honest critiques. Dissent makes teams sharper and solutions stronger.
| Organization | Dissent Practice |
|---|---|
| Bridgewater | Radical transparency in feedback |
| Pixar | Braintrust critique sessions |
| Anonymous employee surveys |
Combat groupthink and foster a culture of innovation by:
- Promoting Diversity: Encourage a diverse range of perspectives.
- Fostering Dissent: Create an environment where differing opinions are welcomed.
- Inviting Feedback: Develop channels for open questions and feedback.
Procrastination as a Creative Tool
Delaying isn’t always laziness—it can fuel innovation.
Let Ideas Breathe
Originals use “strategic procrastination” to incubate ideas. This allows for divergent thinking and helps uncover better approaches. Leonardo da Vinci worked on the Mona Lisa for years. Martin Luther King Jr. tweaked his speech until the final moment. Delay, if used wisely, boosts clarity and depth.
The Smart Settler Beats the Pioneer
First-mover advantage is overrated. Coming first isn’t the goal. It’s more important to arrive better. Google, Facebook, and Apple weren’t first, but they outperformed early players by refining existing products. Late movers avoid early mistakes and respond to proven demand. They study the market, improve, then scale. Improve, Don’t Invent.
Notable Quotes from Originals
- “The hallmark of originality is rejecting the default and exploring whether a better option exists.”
- “In search of excellence and in fear of failure, most of us opt to fit in rather than stand out.”
- “It’s true that the early bird gets the worm, but we can’t forget that the early worm gets caught.”
- “Being original doesn’t require being first. It just means being different and better.”
- “The greatest shapers don’t stop at introducing originality into the world. They create cultures that unleash originality in others.”
- “In some circumstances, leaving a stifling organization can be a better path to originality.”
- “Great originals… procrastinate strategically, making gradual progress by testing and refining different possibilities.”
- “In reality, the biggest barrier to originality is not idea generation—it’s idea selection.”
- “If we want people to accept our original ideas, we need to speak up about them, then rinse and repeat.”
Conclusion
Adam Grant’s Originals offers a comprehensive guide to nurturing and championing originality. By understanding how to manage risks, harness creativity, and build support, anyone can unleash their innovative potential. Whether you’re looking to make an impact at work or home, Grant’s insights provide actionable strategies for thinking differently and achieving extraordinary results.