Originals: How Non-Conformists Move the World

There are several factors that can either foster or hinder originality. In Originals, Grant explores why some people become originals and others do not, and why some original ideas succeed and others do not. Fostering original people is a lifelong process, starting with a child’s family and other role models (real or fictional). As a person grows up, their superiors and mentors become the nurturers of their originality. Grant also urges people to foster their own originality using strategies such as “finding the faults in defaults” (21) and being willing to “take radical risks” (29). Fostering original ideas is a different art altogether. For an original idea to come to fruition, it must be accepted by people who have the power to turn idea into action.

Family, superiors, and mentors play a crucial role in nurturing originality. Grant believes that originals are not born, they are made. He explores the concept of birth order in defining original people and how laterborn children seem to become originals more often. While complex and not guaranteed, Grant’s theory is grounded in laterborn children wanting to pick a niche. With the “responsible high achiever” (141) niche already taken by the oldest child in a family, younger ones are more likely to rebel or resort to originality. However, parents can raise any child to become an original by encouraging creativity, independent thinking, and helping them form their own moral system. Role models such as parents, peers, and other parties (real or fictional) also influence whether or not a person grows up to be an original—especially if these role models are originals themselves. For example, when a company like Bridgewater Associates encourages its employees to critique their workplace and each other, it leads to great success. The company is able to forecast problems and build a sense of community when employees are comfortable voicing their concerns.

Speaking of groups, coalitions and strong cultures are also responsible for setting the groundwork for original ideas to succeed. Lucy Stone, a leader of the suffragette movement of the mid-1800s, experienced a situation in which both coalition and strong culture hindered the feminist movement. Because Stone did not see the strategies of fellow leaders Susan B. Anthony and Elizabeth Cady Stanton as effective or fair (Stone was the only one of the three to support Black men’s right to vote), she distanced herself from their coalition. In turn, this split led to many delays and challenges that would not have existed had the women put aside their pride and worked together. While the women eventually managed to put aside their differences and champion the movement as one, it took many attempts on both sides to reconcile. Grant warns that coalitions need to have a common culture, not just common goals, to succeed. On the other hand, when strong cultures lead to groupthink and a refusal to change or adapt, this too leads to failure. Ultimately, the dynamics of a group—family or business—influence both the creation of an original person and the success of an original idea.