Originals: How Non-Conformists Move the World was written by organizational psychologist Adam Grant and published in 2016. It is a nonfiction book that focuses on business psychology. Adam Grant specializes in studying the relationship between creativity and success—and how wielding this relationship can make businesses successful. Grant wrote several books, with Originals seeking to break down everyday misconceptions that hold people back and help them realize their full potential—and in the process, unleash their originality.

This guide is based on the original edition of the book published in 2016.

Summary

Adam Grant’s Originals begins with a detailed explanation of what it means to be an “original” person: An original is somebody who is willing to take risks and open to alternatives, often challenging the status quo. Grant believes originals are those who enact change in the world and asserts that originality is the path least trodden—but the one that leads to great happiness and success. He goes on to explore what it takes to recognize original ideas. He warns against false positives and false negatives, stating that an original idea can easily be misjudged as either too perfect or too risky. Grant uses anecdotes, interviews, studies, and statistics to support his arguments throughout the book.

Grant goes on to explore the biggest barrier that originals and their ideas face: power. People in power—such as investors, managers, and audiences—can make or break an original idea. If funding is needed and none can be gleaned, an original idea cannot come to fruition. If audiences reject an idea, producers will be less likely to risk investment. Grant insists that tempered radicalism and familiarity are the ways to overcome this barrier. By making a radical idea seem less extreme, it is more likely to be accepted. By breeding familiarity, people will feel more comfortable with different ideas.

Next, Grant describes the unconventional strategies that originals use to guide their ideas to success. Strategic procrastination—with which a person plans, gathers feedback, and then waits for an opportune time to unleash an idea—is one such tool; being the first to suggest a new idea or enter a new market is not always as beneficial as learning from preexisting ideas. Grant also explores problems that arise in groups and coalitions. He asserts that groups must share a common goal and a common culture to succeed—warning against the trap of groupthink as it prevents people from falling into homogeneity.

Grant believes originality is something that can be nurtured and cultivated in any person. He provides authority figures (parents, teachers, etc.) with a list of related strategies—including a wide variety of role models and alternative viewpoints to consider. Finally, he acknowledges the emotional setbacks that originals experience when presenting their ideas: Fear can prevent people from taking risks, ambivalence can lead to inaction, and anger can build walls rather than bonds. Grant ends his book by reminding readers of the power of originality in shaping the world and its future.