Think Again Adam Grant Quotes

If knowledge is power, knowing what we don’t know is wisdom.

We listen to views that make us feel good, instead of ideas that make us think hard.

A mark of lifelong learners is recognizing that they can learn something from everyone they meet.

Thinking like a scientist involves more than just reacting with an open mind. It means being actively open-minded. It requires searching for reasons why we might be wrong—not for reasons why we must be right—and revising our views based on what we learn.

We favor the comfort of conviction over the discomfort of doubt,

We learn more from people who challenge our thought process than those who affirm our conclusions. Strong leaders engage their critics and make themselves stronger. Weak leaders silence their critics and make themselves weaker. This reaction isn’t limited to people in power. Although we might be on board with the principle, in practice we often miss out on the value of a challenge network.

How do you know? It’s a question we need to ask more often, both of ourselves and of others. The power lies in its frankness. It’s nonjudgmental—a straightforward expression of doubt and curiosity that doesn’t put people on the defensive.

The less intelligent we are in a particular domain, the more we seem to overestimate our actual intelligence in that domain.

A hallmark of wisdom is knowing when it’s time to abandon some of your most treasured tools—and some of the most cherished parts of your identity.

Research reveals that the higher you score on an IQ test, the more likely you are to fall for stereotypes, because you’re faster at recognizing patterns. And recent experiments suggest that the smarter you are, the more you might struggle to update your beliefs.

It’s a sign of wisdom to avoid believing every thought that enters your mind. It’s a mark of emotional intelligence to avoid internalizing every feeling that enters your heart.

We laugh at people who still use Windows 95, yet we still cling to opinions that we formed in 1995.

Intelligence is traditionally viewed as the ability to think and learn. Yet in a turbulent world, there’s another set of cognitive skills that might matter more: the ability to rethink and unlearn.

Progress is impossible without change; and those who cannot change their minds cannot change anything. —George Bernard Shaw

After all, the purpose of learning isn’t to affirm our beliefs; it’s to evolve our beliefs.

Arrogance is ignorance plus conviction,” blogger Tim Urban explains. “While humility is a permeable filter that absorbs life experience and converts it into knowledge and wisdom, arrogance is a rubber shield that life experience simply bounces off of.

The full moon, well risen in a cloudless eastern sky, covered the high solitude with its light. We are not conscious of daylight as that which displaces darkness. Daylight, even when the sun is clear of clouds, seems to us simply the natural condition of the earth and air. When we think of the downs, we think of the downs in daylight, as with think of a rabbit with its fur on. Stubbs may have envisaged the skeleton inside the horse, but most of us do not: and we do not usually envisage the downs without daylight, even though the light is not a part of the down itself as the hide is part of the horse itself. We take daylight for granted. But moonlight is another matter. It is inconstant. The full moon wanes and returns again. Clouds may obscure it to an extent to which they cannot obscure daylight. Water is necessary to us, but a waterfall is not. Where it is to be found it is something extra, a beautiful ornament. We need daylight and to that extent it us utilitarian, but moonlight we do not need. When it comes, it serves no necessity. It transforms. It falls upon the banks and the grass, separating one long blade from another; turning a drift of brown, frosted leaves from a single heap to innumerable flashing fragments; or glimmering lengthways along wet twigs as though light itself were ductile. Its long beams pour, white and sharp, between the trunks of trees, their clarity fading as they recede into the powdery, misty distance of beech woods at night. In moonlight, two acres of coarse bent grass, undulant and ankle deep, tumbled and rough as a horse's mane, appear like a bay of waves, all shadowy troughs and hollows. The growth is so thick and matted that event the wind does not move it, but it is the moonlight that seems to confer stillness upon it. We do not take moonlight for granted. It is like snow, or like the dew on a July morning. It does not reveal but changes what it covers. And its low intensity---so much lower than that of daylight---makes us conscious that it is something added to the down, to give it, for only a little time, a singular and marvelous quality that we should admire while we can, for soon it will be gone again.

When you’re wrong, it’s not something to be depressed about. Say, ‘Hey, I discovered something!

What evidence would change your mind?” If the answer is “nothing,” then there’s no point in continuing the debate. You can lead a horse to water, but you can’t make it think.

those who can’t . . . don’t know they can’t. According to what’s now known as the Dunning-Kruger effect, it’s when we lack competence that we’re most likely to be brimming with overconfidence.

Who you are should be a question of what you value, not what you believe. Values are your core principles in life—they might be excellence and generosity, freedom and fairness, or security and integrity.

Part of the problem is cognitive laziness. Some psychologists point out that we’re mental misers: we often prefer the ease of hanging on to old views over the difficulty of grappling with new ones. Yet there are also deeper forces behind our resistance to rethinking. Questioning ourselves makes the world more unpredictable. It requires us to admit that the facts may have changed, that what was once right may now be wrong. Reconsidering something we believe deeply can threaten our identities, making it feel as if we’re losing a part of ourselves.

people often become attached to best practices. The risk is that once we’ve declared a routine the best, it becomes frozen in time.

confirmation bias: seeing what we expect to see. The other is desirability bias: seeing what we want to see.

founder Ray Dalio told me, “If you don’t look back at yourself and think, ‘Wow, how stupid I was a year ago,’ then you must not have learned much in the last year.

Inverse charisma. What a wonderful turn of phrase to capture the magnetic quality of a great listener. Think about how rare that kind of listening is.

Listening is a way of offering others our scarcest, most precious gift: our attention. Once we’ve demonstrated that we care about them and their goals, they’re more willing to listen to us.

Humility is often misunderstood. It’s not a matter of having low self-confidence. One of the Latin roots of humility means “from the earth.” It’s about being grounded—recognizing that we’re flawed and fallible. Confidence is a measure of how much you believe in yourself. Evidence shows that’s distinct from how much you believe in your methods. You can be confident in your ability to achieve a goal in the future while maintaining the humility to question whether you have the right tools in the present. That’s the sweet spot of confidence.

Many communicators try to make themselves look smart. Great listeners are more interested in making their audiences feel smart.

When we’re in scientist mode, we refuse to let our ideas become ideologies. We don’t start with answers or solutions; we lead with questions and puzzles. We don’t preach from intuition; we teach from evidence. We don’t just have healthy skepticism about other people’s arguments; we dare to disagree with our own arguments. Thinking like a scientist involves more than just reacting with an open mind. It means being actively open-minded. It requires searching for reasons why we might be wrong—not for reasons why we must be right—and revising our views based on what we learn.

When we find out we might be wrong, a standard defense is “I’m entitled to my opinion.” I’d like to modify that: yes, we’re entitled to hold opinions inside our own heads. If we choose to express them out loud, though, I think it’s our responsibility to ground them in logic and facts, share our reasoning with others, and change our minds when better evidence emerges.

We all have blind spots in our knowledge and opinions. The bad news is that they can leave us blind to our blindness, which gives us false confidence in our judgment and prevents us from rethinking. The good news is that with the right kind of confidence, we can learn to see ourselves more clearly and update our views. In driver’s training we were taught to identify our visual blind spots and eliminate them with the help of mirrors and sensors. In life, since our minds don’t come equipped with those tools, we need to learn to recognize our cognitive blind spots and revise our thinking accordingly.

There's a fine line between heroic persistence and foolish stubbornness. Sometimes the best kind of grit is gritting our teeth and turning around

Polarization is reinforced by conformity: peripheral members fit in and gain status by following the lead of the most prototypical member of the group, who often holds the most intense views.

Psychologists have long found that the person most likely to persuade you to change your mind is you. You get to pick the reasons you find most compelling, and you come away with a real sense of ownership over them.

Convincing other people to think again isn’t just about making a good argument—it’s about establishing that we have the right motives in doing so. When we concede that someone else has made a good point, we signal that we’re not preachers, prosecutors, or politicians trying to advance an agenda. We’re scientists trying to get to the truth. “Arguments are often far more combative and adversarial than they need to be,” Harish told me. “You should be willing to listen to what someone else is saying and give them a lot of credit for it. It makes you sound like a reasonable person who is taking everything into account.

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment.

Pride breeds conviction rather than doubt,

the worst performers are the most overconfident.

Discovering I was wrong felt joyful because it meant I’d learned something. As Danny told me, “Being wrong is the only way I feel sure I’ve learned anything.

We often favor feeling right, over being right.

Let’s agree to disagree” shouldn’t end a discussion. It should start a new conversation, with a focus on understanding and learning rather than arguing and persuading. That’s what we’d do in scientist mode: take the long view and ask how we could have handled the debate more effectively.

By asking questions rather than thinking for the audience, we invite them to join us as a partner and think for themselves. If we approach an argument as a war, there will be winners and losers. If we see it more as a dance, we can begin to choreograph a way forward. By considering the strongest version of an opponent’s perspective and limiting our responses to our few best steps, we have a better chance of finding a rhythm.

To paraphrase a line attributed to Isaac Asimov, great discoveries often begin not with “Eureka!” but with “That’s funny . . .

The better you are at crunching numbers, the more spectacularly you fail at analyzing patterns that contradict your views.

Requiring proof is an enemy of progress.

In performance cultures, people often become attached to best practices. The risk is that once we’ve declared a routine the best, it becomes frozen in time.

This book is an invitation to let go of knowledge and opinions that are no longer serving you well, and to anchor your sense of self in flexibility rather than consistency.

Jeff Bezos says. “If you don’t change your mind frequently, you’re going to be wrong a lot.

Questioning ourselves makes the world more unpredictable. It requires us to admit that the facts may have changed, that what was once right may now be wrong.

Don’t confuse confidence with competence.

After all, the purpose of learning isn't to affirm our beliefs; it's to evolve our beliefs.

Arrogance leaves us blind to our weaknesses. Humility is a reflective lens: it helps us see them clearly. Confident humility is a corrective lens: it enables us to overcome those weaknesses.

Acknowledging complexity doesn’t make speakers and writers less convincing; it makes them more credible. It doesn’t lose viewers and readers; it maintains their engagement while stoking their curiosity.

controlling the flow of facts to our minds, much like Kim Jong-un controls the press in North Korea. The technical term for this in psychology is the totalitarian ego, and its job is to keep out threatening information.

it’s one of the most useless questions an adult can ask a child,” Michelle Obama writes. “What do you want to be when you grow up? As if growing up is finite. As if at some point you become something and that’s the end.

When someone becomes hostile, if you respond by viewing the argument as a war, you can either attack or retreat. If instead you treat it as a dance, you have another option—you can sidestep. Having a conversation about the conversation shifts attention away from the substance of the disagreement and toward the process for having a dialogue. The more anger and hostility the other person expresses, the more curiosity and interest you show. When someone is losing control, your tranquility is a sign of strength. It takes the wind out of their emotional sails.

We become blinded by arrogance when we’re utterly convinced of our strengths and our strategies. We get paralyzed by doubt when we lack conviction in both. We can be consumed by an inferiority complex when we know the right method but feel uncertain about our ability to execute it. What we want to attain is confident humility: having faith in our capability while appreciating that we may not have the right solution or even be addressing the right problem. That gives us enough doubt to reexamine our old knowledge and enough confidence to pursue new insights.

I might add that it doesn’t become the truth just because you believe it. It’s a sign of wisdom to avoid believing every thought that enters your mind. It’s a mark of emotional intelligence to avoid internalizing every feeling that enters your heart.

When we dedicate ourselves to a plan and it isn’t going as we hoped, our first instinct isn’t usually to rethink it. Instead, we tend to double down and sink more resources in the plan. This pattern is called escalation of commitment. Evidence shows that entrepreneurs persist with failing strategies when they should pivot, NBA general managers and coaches keep investing in new contracts and more playing time for draft busts, and politicians continue sending soldiers to wars that didn’t need to be fought in the first place.

As stereotypes stick and prejudice deepens, we don’t just identify with our own group; we disidentify with our adversaries, coming to define who we are by what we’re not. We don’t just preach the virtues of our side; we find self-worth in prosecuting the vices of our rivals.

Escalation of commitment is a major factor in preventable failures. Ironically, it can be fueled by one of the most celebrated engines of success: grit. Grit is the combination of passion and perseverance, and research shows that it can play an important role in motivating us to accomplish long-term goals. When it comes to rethinking, though, grit may have a dark side. Experiments show that gritty people are more likely to overplay their hands in roulette and more willing to stay the course in tasks at which they’re failing and success is impossible.

I’ve noticed a paradox in great scientists and superforecasters: the reason they’re so comfortable being wrong is that they’re terrified of being wrong. What sets them apart is the time horizon. They’re determined to reach the correct answer in the long run, and they know that means they have to be open to stumbling, backtracking, and rerouting in the short run. They shun rose-colored glasses in favor of a sturdy mirror. The fear of missing the mark next year is a powerful motivator to get a crystal-clear view of last year’s mistakes. “People who are right a lot listen a lot, and they change their mind a lot,” Jeff Bezos says. “If you don’t change your mind frequently, you’re going to be wrong a lot.

Confidence is a measure of how much you believe in yourself. Evidence shows that’s distinct from how much you believe in your methods. You can be confident in your ability to achieve a goal in the future while maintaining the humility to question whether you have the right tools in the present. That’s the sweet spot of confidence.

We favor the comfort of conviction over the discomfort of doubt, and we let our beliefs get brittle long before our bones.

learning cultures thrive under a particular combination of psychological safety and accountability. I

A fundamental lesson of desirability bias is that our beliefs are shaped by our motivations. What we believe depends on what we want to believe.

What stands in the way of rethinking isn’t the expression of emotion; it’s a restricted range of emotion.

Yet in a turbulent world, there’s another set of cognitive skills that might matter more: the ability to rethink and unlearn.

Lectures aren’t designed to accommodate dialogue or disagreement; they turn students into passive receivers of information rather than active thinkers.

If being wrong repeatedly leads us to the right answer, the experience of being wrong itself can become joyful.

Grit is the combination of passion and perseverance

there’s another reason stereotypes are so sticky. We tend to interact with people who share them, which makes them even more extreme. This phenomenon is called group polarization,

Arrogance is ignorance plus conviction,

Confident humility doesn’t just open our minds to rethinking—it improves the quality of our rethinking

It shows that we care more about improving ourselves than proving ourselves.

the quest for knowledge is never finished.

Kathryn Schulz observes, “Although small amounts of evidence are sufficient to make us draw conclusions, they are seldom sufficient to make us revise them.

Motivational interviewing requires a genuine desire to help people reach their goals.

When we lack the knowledge and skills to achieve excellence, we sometimes lack the knowledge and skills to judge excellence.

Her confidence wasn’t in her existing knowledge—it was in her capacity to learn.

In high schools it seems that half of teachers lecture most or all of the time.* Lectures are not always the best method of learning, and they are not enough to develop students into lifelong learners. If you spend all of your school years being fed information and are never given the opportunity to question it, you won’t develop the tools for rethinking that you need in life.

An informed audience is going to spot the holes in our case anyway. We might as well get credit for having the humility to look for them, the foresight to spot them, and the integrity to acknowledge them.

Humility is often misunderstood. It’s not a matter of having low self-confidence. One of the Latin roots of humility means “from the earth.” It’s about being grounded—recognizing that we’re flawed and fallible.

When you find out you’ve made a mistake, take it as a sign that you’ve just discovered something new. Don’t be afraid to laugh at yourself. It helps you focus less on proving yourself—and more on improving yourself.

In a classic study of highly accomplished architects, the most creative ones graduated with a B average. Their straight-A counterparts were so determined to be right that they often failed to take the risk of rethinking the orthodoxy. A similar pattern emerged in a study of students who graduated at the top of their class. “Valedictorians aren’t likely to be the future’s visionaries,” education researcher Karen Arnold explains. “They typically settle into the system instead of shaking it up.

If you’re a scientist by trade, rethinking is fundamental to your profession. You’re paid to be constantly aware of the limits of your understanding. You’re expected to doubt what you know, be curious about what you don’t know, and update your views based on new data.

one study, the people who scored the lowest on an emotional intelligence test weren’t just the most likely to overestimate their skills. They were also the most likely to dismiss their scores as inaccurate or irrelevant—and the least likely to invest in coaching or self-improvement.

What works is not perspective-taking but perspective-seeking: actually talking to people to gain insight into the nuances of their views. That’s what good scientists do: instead of drawing conclusions about people based on minimal clues, they test their hypotheses by striking up conversations.

Great thinkers don’t harbor doubts because they’re impostors. They maintain doubts because they know we’re all partially blind and they’re committed to improving their sight. They don’t boast about how much they know; they marvel at how little they understand. They’re aware that each answer raises new questions, and the quest for knowledge is never finished. A mark of lifelong learners is recognizing that they can learn something from everyone they meet. Arrogance leaves us blind to our weaknesses. Humility is a reflective lens: it helps us see them clearly. Confident humility is a corrective lens: it enables us to overcome those weaknesses.

Those only are happy,” philosopher John Stuart Mill wrote, “who have their minds fixed on some object other than their own happiness; on the happiness of others, on the improvement of mankind, even on some art or pursuit, followed not as a means, but as itself an ideal end. Aiming thus at something else, they find happiness by the way.

There’s a fourth technique of motivational interviewing, which is often recommended for the end of a conversation and for transition points: summarizing. The idea is to explain your understanding of other people’s reasons for change, to check on whether you’ve missed or misrepresented anything, and to inquire about their plans and possible next steps.

Part of the beauty of motivational interviewing is that it generates more openness in both directions. Listening can encourage others to reconsider their stance toward us, but it also gives us information that can lead us to question our own views about them. If we take the practices of motivational interviewing seriously, we might become the ones who think again.

[A] people needs to understand what freedom is. We Americans are fortunate that the Founders and their generation possessed that understanding. They knew that freedom, per se, is not enough. They knew that freedom must be limited to be preserved. This paradox is difficult for many students to grasp. Young people generally think freedom means authority figures leaving them alone so they can "do their own thing." That's part of what it means to be free, but true freedom involves much, much more. As understood by our Founders and by the best minds of the young republic, true freedom is always conditioned by morality. John Adams wrote, "I would define liberty as a power to do as we would be done by." In other words, freedom is not the power to do what one can, but what one ought. Duty always accompanies liberty. Tocqueville similarly observed, "No free communities ever existed without morals." The best minds concur: there must be borders: freedom must be limited to be preserved. What kinds of limits are we talking about? * The moral limits of right and wrong, which we did not invent but owe largely to our Judeo-Christian heritage. * Intellectual limits imposed by sound reasoning. Again, we did not invent these but are in debt largely to Greco-Roman civilization, from the pre-Socratic philosophers forward. * Political limits such as the rule of law, inalienable rights, and representative institutions, which we inherited primarily from the British. * Legal limits of the natural and common law, which we also owe to our Western heritage. * Certain social limits, which are extremely important to the survival of freedom. These are the habits of our hearts--good manners, kindness, decency, and willingness to put others first, among other things--which are learned in our homes and places of worship, at school and in team sports, and in other social settings. All these limits complement each other and make a good society possible. But they cannot be taken for granted. It takes intellectual and moral leadership to make the case that such limits are important. Our Founders did that. To an exceptional degree, their words tutored succeeding generations in the ways of liberty. It is to America's everlasting credit that our Founders got freedom right.

A few years ago, I argued in my book Originals that if we want to fight groupthink, it helps to have “strong opinions, weakly held.” Since then I’ve changed my mind—I now believe that’s a mistake. If we hold an opinion weakly, expressing it strongly can backfire. Communicating it with some uncertainty signals confident humility, invites curiosity, and leads to a more nuanced discussion.

That’s where the best forecasters excelled: they were eager to think again. They saw their opinions more as hunches than as truths—as possibilities to entertain rather than facts to embrace. They questioned ideas before accepting them, and they were willing to keep questioning them even after accepting them. They were constantly seeking new information and better evidence—especially disconfirming evidence.

A third potential factor is that when we hunt for happiness, we overemphasize pleasure at the expense of purpose. This theory is consistent with data suggesting that meaning is healthier than happiness, and that people who look for purpose in their work are more successful in pursuing their passions—and less likely to quit their jobs—than those who look for joy. While enjoyment waxes and wanes, meaning tends to last.

There’s a lot a vacation can do: help you unwind, see some different-looking squirrels, but it cannot fix deeper issues, like how you behave in group settings. We can take you on a hike. We cannot turn you into someone who likes hiking. Remember, you’re still gonna be you on vacation. If you are sad where you are, and then you get on a plane to Italy, the you in Italy will be the same sad you from before, just in a new place.

When students confront complex problems, they often feel confused. A teacher’s natural impulse is to rescue them as quickly as possible so they don’t feel lost or incompetent. Yet psychologists find that one of the hallmarks of an open mind is responding to confusion with curiosity and interest. One student put it eloquently: “I need time for my confusion.” Confusion can be a cue that there’s new territory to be explored or a fresh puzzle to be solved.

Instead of asking them to seek feedback, we had randomly assigned those managers to share their past experiences with receiving feedback and their future development goals. We advised them to tell their teams about a time when they benefited from constructive criticism and to identify the areas that they were working to improve now. By admitting some of their imperfections out loud, managers demonstrated that they could take it—and made a public commitment to remain open to feedback. They normalized vulnerability, making their teams more comfortable opening up about their own struggles.