Originals by Adam Grant Summary

Originals explores how individuals can champion novel ideas and drive change by challenging the status quo. Adam Grant examines strategies for nurturing creativity, timing ideas effectively, and balancing risk-taking with practicality. The book debunks myths about innovation, emphasizing that originality isn’t about being first—it’s about making ideas resonate through persistence and calculated action.

Entrepreneurs, leaders, creatives, and anyone seeking to foster innovation will benefit from Originals. It’s particularly relevant for those navigating resistance to change, as Grant provides frameworks for persuading skeptics and scaling ideas. The book also appeals to readers interested in psychology, workplace dynamics, and personal growth.

Yes—Originals is a New York Times bestseller praised for its research-backed insights into creativity and leadership. Grant combines academic rigor with engaging storytelling, offering actionable advice for overcoming fear of failure and turning unconventional ideas into impact. It’s been endorsed by thought leaders like Sheryl Sandberg and Malcolm Gladwell.

• Procrastination can be strategic for refining ideas.
• Quantity of ideas often leads to breakthrough quality.
• Successful “originals” build coalitions to amplify change.
• Mitigate risk by testing ideas in small steps first.

Grant illustrates these principles with case studies from business, activism, and entertainment.

Grant defines originals as people who identify opportunities for improvement, advocate novel solutions, and take action despite uncertainty. They excel not through innate genius but by rethinking conventions—a mindset he calls “vuja de” (seeing familiar things in fresh ways).

“Vuja de” describes critically examining routine practices to spot hidden flaws or opportunities. Unlike déjà vu, it involves questioning assumptions—like Pixar’s team reimagining animated storytelling or Sara Blakely challenging lingerie norms with Spanx. Grant argues this mindset separates innovators from conformists.

• Storytelling: Frame ideas as solutions to shared problems.
• Risk mitigation: Pilot concepts in low-stakes environments.
• Alliances: Partner with moderate critics to build credibility.

Grant cites examples like the Wright brothers’ incremental aviation experiments and Disney’s phased rollout of Frozen.

Grant disputes the “all-or-nothing” myth, showing how innovators like Warby Parker’s founders maintained day jobs while testing their business. He advocates “systems thinking”—reducing risks through diversification (e.g., launching parallel projects) and securing early buy-in from stakeholders.

• Warby Parker: Scaling a socially conscious eyewear brand.
• The women’s suffrage movement: Strategic timing of protests.
• Seinfeld’s creators: Persisting despite initial network rejection.

Grant analyzes how these originals combined persistence with adaptability to succeed.

Yes. Key strategies include:

• Implementing “idea quotas” to encourage brainstorming.
• Appointing devil’s advocates to stress-test proposals.
• Using the “10-year rule” to assess an idea’s long-term potential.

Grant also recommends “temporary teams” to bypass bureaucratic inertia.

Grant argues timing is about strategic delay, not speed. Examples include Martin Luther King Jr. waiting for media infrastructure to amplify civil rights messages and Google postponing its IPO until market conditions favored transparency. The book identifies the “middle” of trends as the optimal window for influence.

Some critics argue Grant’s examples focus disproportionately on successful innovators, potentially underestimating systemic barriers. Others note his strategies may work better in flexible environments than hierarchical organizations. However, most praise the book’s practical balance of inspiration and tactical advice.

While Think Again focuses on updating beliefs and embracing doubt, Originals emphasizes initiating change through creativity. Both books share Grant’s signature blend of psychology research and real-world案例, but Originals targets idea generation, whereas Think Again addresses adaptability in thought.