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Originals: How Non-Conformists Move the World

Adam Grant and Sheryl Sandberg

Last accessed on Wednesday March 16, 2016

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“On matters of style, swim with the current,” Thomas Jefferson allegedly advised, but “on matters of principle, stand like a rock.”

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And in an experiment, when individuals voiced their objections to racism, they were criticized as self-righteous by those who failed to speak out against it. When we climb up the moral ladder, it can be rather lonely at the top.

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As physicist Max Planck once observed, “A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die.”

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The more strongly you identify with an extreme group, the harder you seek to differentiate yourself from more moderate groups that threaten your values.

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“We find it more rewarding when someone’s initially negative feelings toward us gradually become positive than if that person’s feelings for us were entirely positive all along.”

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When every member of a group has different information, inquiry needs to precede advocacy—which

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“Shapers” are independent thinkers: curious, non-conforming, and rebellious. They practice brutal, nonhierarchical honesty. And they act in the face of risk, because their fear of not succeeding exceeds their fear of failing.

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“I learned that courage was not the absence of fear, but the triumph over it. . . . The brave man is not he who does not feel afraid, but he who conquers that fear.” Nelson Mandela

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Focusing on the victim activates what psychologists call empathetic anger—the desire to right wrongs done unto another. It turns on the go system, but it makes us thoughtful about how to best respect the victim’s dignity. Research demonstrates that when we’re angry at others, we aim for retaliation or revenge. But when we’re angry for others, we seek out justice and a better system. We don’t just want to punish; we want to help.

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incubate. 5. Seek more feedback from peers. It’s hard to judge your own ideas, because you tend to be too enthusiastic, and you can’t trust your gut if you’re not an expert in the domain. It’s also tough to rely on managers, who are typically too critical when they evaluate ideas. To get the most accurate reviews, run your pitches by peers—they’re poised to spot the potential and the possibilities.

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if you’re already known as too extreme, you can shift from leader to lightning rod, allowing more moderate people to take the reins.

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