Originals Adam Grant Quotes

In the deepest sense of the word, a friend is someone who sees more potential in you than you see in yourself, someone who helps you become the best version of yourself.

Argue like you’re right and listen like you’re wrong.

Procrastination may be the enemy of productivity, but it can be a resource for creativity.

Being original doesn’t require being first. It just means being different and better.

Practice makes perfect, but it doesn’t make new.

Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw

To become original, you have to try something new, which means accepting some measure of risk.

In these pages, I learned that great creators don’t necessarily have the deepest expertise but rather seek out the broadest perspectives.

This explains why we often undercommunicate our ideas. They’re already so familiar to us that we underestimate how much exposure an audience needs to comprehend and buy into them. When

The greatest shapers don’t stop at introducing originality into the world. They create cultures that unleash originality in others.

I arise in the morning torn between a desire to improve the world and a desire to enjoy the world,” E. B. White once wrote. “This makes it difficult to plan the day.

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.

Having a sense of security in one realm gives us the freedom to be original in another.

The least favorite students were the non-conformists who made up their own rules. Teachers tend to discriminate against highly creative students, labeling them as troublemakers. In

If we communicate the vision behind our ideas, the purpose guiding our products, people will flock to us.

When we use the logic of consequence, we can always find reasons not to take risks. The

Passionate people don’t wear their passion on their sleeves; they have it in their hearts.” The

People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.

Timing accounted for forty-two percent of the difference between success and failure.

When our commitment is wavering, the best way to stay on track is to consider the progress we've already made. As we recognize what we've invested and attained, it seems like a waste to give up, and our confidence and commitment surge.

Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.”1 Scott Adams

Consider the four responses to dissatisfaction: exit, voice, persistence, and neglect. Only exit and voice improve your circumstances.

At its core, comedy is an act of rebellion. Evidence shows that compared to the norms in the population, comedians tend to be more original and rebellious—and the higher they score on these dimensions, the more professional success they attain. After

Great spirits have always encountered opposition from mediocre minds.” Albert Einstein

Argue like you’re right and listen like you’re wrong. ​

If you want a child to share a toy, instead of asking, “Will you share?” ask, “Will you be a sharer?

When we're determined to reach an objective, it's the gap between where we are and where we aspire to be that lights a fire under us.

The more you value achievement, the more you come to dread failure.

The first follower is what transforms a lone nut into a leader." - Quoting Derek Sivers

A new scientific truth does not triumph by convincing its opponents and making them see the light, but rather because its opponents eventually die.

Dissenting opinions are useful, even when they are wrong.

Passionate people don’t wear their passion on their sleeves; they have it in their hearts.

To get Firefox or Chrome, you have to demonstrate some resourcefulness and download a different browser. Instead of accepting the default, you take a bit of initiative to seek out an option that might be better. And that act of initiative, however tiny, is a window into what you do at work.

As Nobel Prize–winning psychologist Daniel Kahneman and decision expert Gary Klein explain, intuitions are only trustworthy when people build up experience making judgments in a predictable environment.

If originals aren’t reliable judges of the quality of their ideas, how do they maximize their odds of creating a masterpiece? They come up with a large number of ideas. Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.

maybe the apple was actually a cock and maybe eve wanted it because adam was too busy, self-absorbed, and distracted to fuck her? maybe the original sin was a man taking a woman for granted • i’ve always liked serpents

Having a sense of security in one realm gives us the freedom to be original in another. By covering our bases financially, we escape the pressure to publish half-baked books, sell shoddy art, or launch untested businesses.

We are not our brother’s keeper . . . in countless large and small ways we are our brother’s maker.” Harry and Bonaro Overstreet

Many entrepreneurs take plenty of risks—but those are generally the failed entrepreneurs, not the success stories.

To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand.

Original thinkers doubt the default.

Bragging about yourself violates norms of modesty and politeness - and if you were really competent, your work would speak for itself.

It’s widely assumed that there’s a tradeoff between quantity and quality—if you want to do better work, you have to do less of it—but this turns out to be false. In fact, when it comes to idea generation, quantity is the most predictable path to quality. “Original thinkers,” Stanford professor Robert Sutton notes, “will come up with many ideas that are strange mutations, dead ends, and utter failures. The cost is worthwhile because they also generate a larger pool of ideas—especially novel ideas.

Overall, the evidence suggests that liking continues to increase as people are exposed to an idea between ten and twenty times, with additional exposure still useful for more complex ideas. Interestingly,

The greatest communicators of all time,” says communication expert Nancy Duarte—who has spent her career studying the shape of superb presentations—start by establishing “what is: here’s the status quo.” Then, they “compare that to what could be,” making “that gap as big as possible.

Psychologists discovered that there are two routes to achievement: conformity and originality. Conformity means following the crowd down conventional paths and maintaining the status quo. Originality is taking the road less traveled, championing a set of novel ideas that go against the grain but ultimately make things better.

On matters of style, swim with the current,” Thomas Jefferson allegedly advised, but “on matters of principle, stand like a rock.” The pressure to achieve leads us to do the opposite. We find surface ways of appearing original—donning a bow tie, wearing bright red shoes—without taking the risk of actually being original. When it comes to the powerful ideas in our heads and the core values in our hearts, we censor ourselves.

In fact, the only sin which we never forgive in each other is difference of opinion.” Ralph Waldo Emerson

But when I looked at the evidence, I was dismayed to discover that even today, speaking while female remains notoriously difficult. Across

If we want people to accept our original ideas, we need to speak up about them, then rinse and repeat. To

Rather than looking outward in an attempt to predict the outcome, you turn inward to your identity. You base the decision on who you are--or who you want to be.

You don’t have to be first to be an original, and the most successful originals don’t always arrive on schedule. They are fashionably late to the party. The

Originals are people who take the initiative to make their visions a reality.

Having a sense of security in one realm gives us the freedom to be original in another. By

To overcome fear, why does getting excited work better than trying to calm yourself down? Fear is an intense emotion. You can feel your heart pumping and your blood coursing. In that state, trying to relax is like slamming on the brakes when a car is going 80 miles per hour. The vehicle still has momentum. Rather than trying to suppress a strong emotion, it's easier to convert it into a different emotion - one that's equally intense, but propels is to step on the gas.

I cannot write myself. What, after all, is this "I" who would write himself? Even as he would enter into the writing, the writing would take the wind out of his sails, would render him null and void -- futile; a gradual dilapidation would occur, in which the other's image, too, would be gradually involved (to write on something is to outmode it), a disgust whose conclusion could only be: what's the use? what obstructs amorous writing is the illusion of expressivity: as a writer, or assuming myself to be one, I continue to fool myself as to the effects of language: I do not know that the word "suffering" expresses no suffering and that, consequently, to use it is not only to communicate nothing but even, and immediately, to annoy, to irritate (not to mention the absurdity). Someone would have to teach me that one cannot write without burying "sincerity" (always the Orpheus myth: not to turn back). What writing demands, and what any lover cannot grant it without laceration, is to sacrifice a little of his Image-repertoire, and to assure thereby, through his language, the assumption of a little reality. All I might produce, at best, is a writing of the Image-repertoire; and for that I would have to renounce the Image-repertoire of writing -- would have to let myself be subjugated by my language, submit to the injustices (the insults) it will not fail to inflict upon the double Image of the lover and of his other. The language of the Image-repertoire would be precisely the utopia of language: an entirely original, paradisiac language, the language of Adam -- "natural, free of distortion or illusion, limpid mirror of our sense, a sensual language (die sensualische Sprache)": "In the sensual language, all minds converse together, they need no other language, for this is the language of nature.

All it took was having them spend their initial six minutes a little differently: instead of adopting a managerial mindset for evaluating ideas, they got into a creative mindset by generating ideas themselves. Just

A growing body of evidence suggests that entrepreneurs don’t like risk any more than the rest of us—and it’s the rare conclusion on which many economists, sociologists, and psychologists have actually come to agree.

And in the long run, research shows that the mistakes we regret are not errors of commission, but errors of omission. If we could do things over, most of us would censor ourselves less and express our ideas more. That’s

As economist Joseph Schumpeter famously observed, originality is an act of creative destruction. Advocating for new systems often requires demolishing the old way of doing things, and we hold back for fear of rocking the boat.

Now that you have a bit of respect, you value your standing in the group and don’t want to jeopardize it. To maintain and then gain status, you play a game of follow-the-leader, conforming to prove your worth as a group member. As

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency. Later, I’m going to challenge some of Dalio’s principles, but first I want to explain the weapons he has used to wage a war on groupthink.

When I put up a slide that says ‘Here’s why you shouldn’t buy this company,’ the first response was laughter. Then you could see them physically relax. It’s sincere; it doesn’t smell, feel, or look anything like sales. They’re no longer being sold.

In 1927, Russian psychologist Bluma Zeigarnik demonstrated that people have a better memory for incomplete than complete tasks. Once a task is finished, we stop thinking about it. But when it is interrupted and left undone, it stays active in our minds. As

In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences. When the London Philharmonic Orchestra chose the 50 greatest pieces of classical music, the list included six pieces by Mozart, five by Beethoven, and three by Bach.14 To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand.

When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian

It’s widely assumed that there’s a tradeoff between quantity and quality—if you want to do better work, you have to do less of it—but this turns out to be false. In fact, when it comes to idea generation, quantity is the most predictable path to quality. “Original

Procrastination may be the enemy of productivity, but it can be a resource for creativity. Long before the modern obsession with efficiency precipitated by the Industrial Revolution and the Protestant work ethic, civilizations recognized the benefits of procrastination. In ancient Egypt, there were two different verbs for procrastination: one denoted laziness; the other meant waiting for the right time.

Rice professor Erik Dane finds that the more expertise and experience people gain, the more entrenched they become in a particular way of viewing the world. He points to studies showing that expert bridge players struggled more than novices to adapt when the rules were changed, and that expert accountants were worse than novices at applying a new tax law. As we gain knowledge about a domain, we become prisoners of our prototypes.

Along with providing time to generate novel ideas, procrastination has another benefit: it keeps us open to improvisation. When we plan well in advance, we often stick to the structure we’ve created, closing the door to creative possibilities that might spring into our fields of vision. Years

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile.

We prefer the regular photos of our friends, because that’s how we’re used to seeing them, but we like the inverted photos of ourselves, because that’s how we see ourselves when we look in the mirror. “Familiarity doesn’t breed contempt,” says serial entrepreneur Howard Tullman. “It breeds comfort.

The hallmark of originality is rejecting the default and exploring whether a better option exists. I’ve spent more than a decade studying this, and it turns out to be far less difficult than I expected. The starting point is curiosity: pondering why the default exists in the first place. We’re driven to question defaults when we experience vuja de, the opposite of déjà vu. Déjà vu occurs when we encounter something new, but it feels as if we’ve seen it before. Vuja de is the reverse—we face something familiar, but we see it with a fresh perspective that enables us to gain new insights into old problems.

The first verses establish an immediate correspondence with what Revelation was later to recount about the creation of humankind: “He [God] taught Adam the names of all things.”8 Reason, intelligence, language, and writing will grant people the qualities required to enable them to be God’s khalifahs (vicegerents) on earth, and from the very beginning, Quranic Revelation allies recognition of the Creator to knowledge and science, thus echoing the origin of creation itself.9

Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

You gain believability by other believable people saying you’re believable.

Originality brings more bumps in the road, yet it leaves us with more happiness and a greater sense of meaning.

Originality comes not from people who match the culture, but from those who enrich it.

In a cult, core values are dogma.

If you want people to modify their behavior, is it better to highlight the benefits of changing or the costs of not changing?

In his book "Originals," the business professor Adam Grant describes how there are two kinds of failures: those centered on action and those centered on inaction--or, failing by botching the thing you tried, or failing by not trying at all. Most people think, ahead of time, that it's the failed actions they'll regret the most: the anguish of a tanked business or the humiliation of a botched marriage proposal. But guess what? When people reflect on their biggest regrets, what they regret most are the inactions--or the failure to try, not the failure itself.

If they think the behavior is safe, we should emphasize all the good things that will happen if they do it—they’ll want to act immediately to obtain those certain gains. But when people believe a behavior is risky, that approach doesn’t work. They’re already comfortable with the status quo, so the benefits of change aren’t attractive, and the stop system kicks in. Instead, we need to destabilize the status quo and accentuate the bad things that will happen if they don’t change. Taking a risk is more appealing when they’re faced with a guaranteed loss if they don’t. The prospect of a certain loss brings the go system online.

Ultimately, the people who choose to champion originality are the ones who propel us forward. After spending years studying them and interacting with them, I am struck that their inner experiences are not any different from our own. They feel the same fear, the same doubt, as the rest of us. What sets them apart is that they take action anyway. They know in their hearts that failing would yield less regret than failing to try.

Now, the Star-Belly Sneetches Had bellies with stars.1 The Plain-Belly Sneetches Had none upon thars. Those stars weren’t so big. They were really so small You might think such a thing wouldn’t matter at all. But, because they had stars, all the Star-Belly Sneetches Would brag, ‘We’re the best kind of Sneetch on the beaches.’ With their snoots in the air, they would sniff and they’d snort ‘We’ll have nothing to do with the Plain-Belly sort!’” Dr. Seuss

In ancient Greece, Plutarch wrote of a wooden ship that Theseus sailed from Crete to Athens. To preserve the ship, as its old planks decayed, Athenians would replace them with new wood. Eventually all the planks had been replaced. It looked like the same ship, but none of its parts was the same. Was it still the same ship? Later, philosophers added a wrinkle: if you collected all the original planks and fashioned them into a ship, would that be the same ship?

Reasoning does create a paradox: it leads both to more rule following and more rebelliousness. By explaining moral principles, parents encourage their children to comply voluntarily with rules that align with important values and to question rules that don’t. Good explanations enable children to develop a code of ethics that often coincides with societal expectations; when they don’t square up, children rely on the internal compass of values rather than the external compass of rules.

There’s a particular kind of explanation that works especially well in enforcing discipline. When the Oliners examined the guidance of the Holocaust rescuers’ parents, they found that they tended to give “explanations of why behaviors are inappropriate, often with reference to their consequences for others.” While the bystanders’ parents focused on enforcing compliance with rules for their own sake, the rescuers’ parents encouraged their children to consider the impact of their actions on others.*

This is the core challenge of speaking up with an original idea. When you present a new suggestion, you’re not only hearing the tune in your head. You wrote the song. You’ve spent hours, days, weeks, months, or maybe even years thinking about the idea. You’ve contemplated the problem, formulated the solution, and rehearsed the vision. You know the lyrics and the melody of your idea by heart. By that point, it’s no longer possible to imagine what it sounds like to an audience that’s listening to it for the first time.

When we become curious about the dissatisfying defaults in our world, we begin to recognize that most of them have social origins: Rules and systems were created by people. And that awareness gives us the courage to contemplate how we can change them. Before women gained the right to vote in America, many “had never before considered their degraded status as anything but natural,” historian Jean Baker observes. As the suffrage movement gained momentum, “a growing number of women were beginning to see that custom, religious precept, and law were in fact man-made and therefore reversible.

People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject, or change it.” To explain this peculiar phenomenon, Jost’s team developed a theory of system justification. Its core idea is that people are motivated to rationalize the status quo as legitimate—even if it goes directly against their interests. In one study, they tracked Democratic and Republican voters before the 2000 U.S. presidential election. When George W. Bush gained in the polls, Republicans rated him as more desirable, but so did Democrats, who were already preparing justifications for the anticipated status quo. The same happened when Al Gore’s likelihood of success increased: Both Republicans and Democrats judged him more favorably. Regardless of political ideologies, when a candidate seemed destined to win, people liked him more. When his odds dropped, they liked him less. Justifying the default system serves a soothing function. It’s an emotional painkiller: If the world is supposed to be this way, we don’t need to be dissatisfied with it. But acquiescence also robs us of the moral outrage to stand against injustice and the creative will to consider alternative ways that the world could work.

Parent and Teacher Actions: 1. Ask children what their role models would do. Children feel free to take initiative when they look at problems through the eyes of originals. Ask children what they would like to improve in their family or school. Then have them identify a real person or fictional character they admire for being unusually creative and inventive. What would that person do in this situation? 2. Link good behaviors to moral character. Many parents and teachers praise helpful actions, but children are more generous when they’re commended for being helpful people—it becomes part of their identity. If you see a child do something good, try saying, “You’re a good person because you ___.” Children are also more ethical when they’re asked to be moral people—they want to earn the identity. If you want a child to share a toy, instead of asking, “Will you share?” ask, “Will you be a sharer?” 3. Explain how bad behaviors have consequences for others. When children misbehave, help them see how their actions hurt other people. “How do you think this made her feel?” As they consider the negative impact on others, children begin to feel empathy and guilt, which strengthens their motivation to right the wrong—and to avoid the action in the future. 4. Emphasize values over rules. Rules set limits that teach children to adopt a fixed view of the world. Values encourage children to internalize principles for themselves. When you talk about standards, like the parents of the Holocaust rescuers, describe why certain ideals matter to you and ask children why they’re important. 5. Create novel niches for children to pursue. Just as laterborns sought out more original niches when conventional ones were closed to them, there are ways to help children carve out niches. One of my favorite techniques is the Jigsaw Classroom: bring students together for a group project, and assign each of them a unique part. For example, when writing a book report on Eleanor Roosevelt’s life, one student worked on her childhood, another on her teenage years, and a third on her role in the women’s movement. Research shows that this reduces prejudice—children learn to value each other’s distinctive strengths. It can also give them the space to consider original ideas instead of falling victim to groupthink. To further enhance the opportunity for novel thinking, ask children to consider a different frame of reference. How would Roosevelt’s childhood have been different if she grew up in China? What battles would she have chosen to fight there?

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

We assume that common goals bind groups together, but the reality is that they often drive groups apart. According to Dartmouth psychologist Judith White, a lens for understanding these fractures is the concept of horizontal hostility. Even though they share a fundamental objective, radical groups often disparage more mainstream groups as impostors and sellouts.

If you’re going to build a strong culture, it’s paramount to make diversity one of your core values. This is what separates Bridgewater’s strong culture from a cult: The commitment is to promoting dissent. In hiring, instead of using similarity to gauge cultural fit, Bridgewater assesses cultural contribution.* Dalio wants people who will think independently and enrich the culture. By holding them accountable for dissenting, Dalio has fundamentally altered the way people make decisions. In a cult, core values are dogma. At Bridgewater, employees are expected to challenge the principles themselves. During training, when employees learn the principles, they’re constantly asked: Do you agree? “We have these standards that are stress tested over time, and you have to either operate by them or disagree with them and fight for better ones,” explains Zack Wieder, who works with Dalio on codifying the principles. Rather than deferring to the people with the greatest seniority or status, as was the case at Polaroid, decisions at Bridgewater are based on quality. The goal is to create an idea meritocracy, where the best ideas win. To get the best ideas on the table in the first place, you need radical transparency.

Every day, we all encounter things we love and things that need to change. The former give us joy. The latter fuel our desire to make the world different—ideally better than the way we found it. But trying to change deep-seated beliefs and behaviors is daunting. We accept the status quo because effecting real change seems impossible. Still, we dare to ask: Can one individual make a difference? And, in our bravest moments: Could that one individual be me? Adam’s answer is a resounding yes. This book proves that any one of us can champion ideas that improve the world around us.

But as a Puerto Rican woman, she belonged to not one but two minority groups. New research suggests that her double minority status may have amplified the costs and the benefits of speaking up. Management researcher Ashleigh Rosette, who is African American, noticed that she was treated differently when she led assertively than were both white women and black men. Working with colleagues, she found that double minority group members faced double jeopardy. When black women failed, they were evaluated much more harshly than black men and white leaders of both sexes. They didn’t fit the stereotype of leaders as black or as female, and they shouldered an unfair share of the blame for mistakes. For double minorities, Rosette’s team pointed out, failure is not an option. Interestingly, though, Rosette and her colleagues found that when black women acted dominantly, they didn’t face the same penalties as white women and black men. As double minorities, black women defy categories. Because people don’t know which stereotypes to apply to them, they have greater flexibility to act “black” or “female” without violating stereotypes. But this only holds true when there’s clear evidence of their competence. For minority-group members, it’s particularly important to earn status before exercising power. By quietly advancing the agenda of putting intelligence online as part of her job, Carmen Medina was able to build up successes without attracting too much attention. “I was able to fly under the radar,” she says. “Nobody really noticed what I was doing, and I was making headway by iterating to make us more of a publish-when-ready organization. It was almost like a backyard experiment. I pretty much proceeded unfettered.” Once Medina had accumulated enough wins, she started speaking up again—and this time, people were ready to listen. Rosette has discovered that when women climb to the top and it’s clear that they’re in the driver’s seat, people recognize that since they’ve overcome prejudice and double standards, they must be unusually motivated and talented. But what happens when voice falls on deaf ears?

The story of Adam and Eve, as used by the Eastern church to account for our inherited weakness to withstand temptation as an effect of Adam and Eve's sin, can fruitfully be understood today without a historical Adam and Eve but instead with an evolutionary and social understanding of human beings. In the course of biological and social evolution, any group of creatures capable of any degree of relationship to God that fails to be properly related to God commensurate with their stage of development-any such group will have some network or other of social relations that are not as God intends. People born into a particular social group inherit that social network and act more or less in accord with it, and so inherit the effects of its sin. By being formed and shaped by the inherited social network, each individual is "weakened" in its ability to wrestle with the temptations to which its ontological nature as finite creature is subject. When a fall occurred, when a prepeople or people did not live up to the intentions of God in their common life commensurate to their stage of development, it was probably not at any one specific time; it may have occurred at different times for different groups until failure to be properly related to God was universal in all societies. But by historic times, human development is at a stage that the story of Adam and Eve is a fitting type or model of our situation in relation to God: human beings seeking to provide for themselves apart from God and God's purposes. This ancient understanding of original sin and evil seems to me both illuminating and, with the evolutionary understanding that I have added to it, thoroughly defensible. I can easily apply it to myself and also use it to understand other people, as I have done in presenting Pascal's analysis of our condition. Some theologians are willing to grant that the story of an actual Adam and Eve is not necessary for Christian theology, but they still hold that there had to have been a historical situation of original righteousness or innocence and an actual fall from this state. Otherwise, God, not human beings, would be responsible for our condition, and the goodness of creation would be fatally compromised.' My account does have a temporal dimension. All of us are born without an awareness of God in our lives. God is near us as our creator, generating us each moment of time; but it is as if God is, so to speak, behind us, and we, by looking only in front of us, do not perceive God in our world at all. So we do not take God into account in our lives. This is when distortion in our hearts, minds, and desires begins to occur. Our de facto personality, with our self at the center of all reality, is innocent when we are an infant but ceases to be innocent as it is reinforced by society's way of life, encouraging us to walk away from God and so into evil. We walk away from God by pursuing earthly goods and in

Simonton finds that on average, creative geniuses weren’t qualitatively better in their fields than their peers. They simply produced a greater volume of work, which gave them more variation and a higher chance of originality. “The odds of producing an influential or successful idea,” Simonton notes, are “a positive function of the total number of ideas generated.” Consider Shakespeare: we’re most familiar with a small number of his classics, forgetting that in the span of two decades, he produced 37 plays and 154 sonnets. Simonton tracked the popularity of Shakespeare’s plays, measuring how often they’re performed and how widely they’re praised by experts and critics. In the same five-year window that Shakespeare produced three of his five most popular works—Macbeth, King Lear, and Othello—he also churned out the comparatively average Timon of Athens and All’s Well That Ends Well, both of which rank among the worst of his plays and have been consistently slammed for unpolished prose and incomplete plot and character development. In every field, even the most eminent creators typically produce a large quantity of work that’s technically sound but considered unremarkable by experts and audiences. When the London Philharmonic Orchestra chose the 50 greatest pieces of classical music, the list included six pieces by Mozart, five by Beethoven, and three by Bach. To generate a handful of masterworks, Mozart composed more than 600 pieces before his death at thirty-five, Beethoven produced 650 in his lifetime, and Bach wrote over a thousand. In a study of over 15,000 classical music compositions, the more pieces a composer produced in a given five-year window, the greater the spike in the odds of a hit. Picasso’s oeuvre includes more than 1,800 paintings, 1,200 sculptures, 2,800 ceramics, and 12,000 drawings, not to mention prints, rugs, and tapestries—only a fraction of which have garnered acclaim. In poetry, when we recite Maya Angelou’s classic poem “Still I Rise,” we tend to forget that she wrote 165 others; we remember her moving memoir I Know Why the Caged Bird Sings and pay less attention to her other 6 autobiographies. In science, Einstein wrote papers on general and special relativity that transformed physics, but many of his 248 publications had minimal impact. If you want to be original, “the most important possible thing you could do,” says Ira Glass, the producer of This American Life and the podcast Serial, “is do a lot of work. Do a huge volume of work.” Across fields, Simonton reports that the most prolific people not only have the highest originality; they also generate their most original output during the periods in which they produce the largest volume.* Between the ages of thirty and thirty-five, Edison pioneered the lightbulb, the phonograph, and the carbon telephone. But during that period, he filed well over one hundred patents for other inventions as diverse as stencil pens, a fruit preservation technique, and a way of using magnets to mine iron ore—and designed a creepy talking doll. “Those periods in which the most minor products appear tend to be the same periods in which the most major works appear,” Simonton notes. Edison’s “1,093 patents notwithstanding, the number of truly superlative creative achievements can probably be counted on the fingers of one hand.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.