Book Review: Think Again by Adam Grant

Organizational psychologist Adam Grant takes a deep dive into the power of knowing what you don’t know in his New York Times bestseller, Think Again. The soundbite that best underscores this book’s  significant operating principle is to replace “think and learn” with the cognitive skill set of “rethink and relearn.” Grant competently guides the reader through the specifics of rethinking and relearning to update the reader’s own views, offer ideas for opening other people’s minds and leverage the concept to create communities of lifelong learners. It will only take a few pages before Grant makes it obvious  that Think Again is brilliant. 

Why are we reading this book?

We like to challenge the norm. That’s how creativity works. Think Again offers plenty of thought-provoking ideas that make far more sense than many of the long-held beliefs that he claims will “get brittle faster than bones.” Three of our favorite takeaways are: (1) “Argue like you’re right, listen as if you’re wrong,” (2) “If knowledge is power, knowing what we don’t know is wisdom,” and (3) “Value mental flexibility, humility and curiosity over foolish consistency.”

Backstory:

Grant was a cofounder of Harvard’s original online social network e-group established to connect students with fellow classmates prior to beginning their freshman year. When the team had accomplished their goal, they didn’t explore other possibilities for their unique software platform such as connecting family groups, other campus students or company employees. Five years later, Mark Zuckerberg saw the value, started Facebook at Harvard and won the lawsuit filed against him by the Winklevoss twins. Grant claims this experience galvanized his lifelong practice of rethinking and relearning.

Challenge:

One of Grant’s fundamental tenets of rethinking is to find joy in being wrong. Yet, he understands why most people don’t see it that way because it’s human nature to want to be right even in the face of being wrong, particularly if core beliefs or a vested interest are involved. For example, while scientists typically think admitting they were wrong will damage their reputation, in actuality, they tend to be judged more favorably when they own their errors. So how do people feel good about being wrong?

Solution:

• Admit to being wrong—it’s a display of honesty and willingness to learn. 
• See challenges to ideas and opinions as an opportunity to change thinking. 
• Detach from opinions and ideas—they are separate from identity. 
• Take delight in knowing less and learning more. 

Summary:

Grant believes knowledge can be a curse when it closes people’s minds to what they don’t know compared to the benefits of keeping an open mind. Even though the author provides plenty of captivating concepts that sound like eternal gems of wisdom, he’s the first to say that he’ll rethink and relearn when it’s necessary to do so. Throughout this in-depth, yet easy-to-read book, it becomes apparent why Grant is considered one of the world’s most influential business management thinkers. And it’s also evident that this truly is the right book for right now.