The Summary of the book "Think Again" by Adam Grant

Today I try to summarize the book “Think Again” written by Adam Grant which have been organized by chapters with examples and key takeaways:

Chapter 1: A Preacher, a Prosecutor, a Politician, and a Scientist Walk into Your Mind

Grant introduces four archetypes: preacher, prosecutor, politician, and scientist. He argues that we often adopt the first three roles, defending our beliefs (preacher), proving others wrong (prosecutor), or seeking approval (politician). Instead, we should think like scientists, who are open to new ideas and willing to update their beliefs based on new evidence. The people should improve their unlearn and rethinking. Experience indicates that the students changing their answers usually change to the right answer. Reconsidering creates an impact that the thinker threatens his identity. Making us to feel we lose part of us. Experience shows that the smarter you are, you might struggle more to update your beliefs. In psychology, there are at least two biases, one is confirmation bias seeing what we expect to see, the other one is to see what we want to see. Being good at thinking may lead you worse at rethinking. Grant shares the story of Daryl Davis, a Black musician who convinced over 200 Ku Klux Klan members to leave the organization by engaging them in open, non-confrontational dialogue.

Chapter 2: The Armchair Quarterback and the Impostor

This chapter explores the concept of confident humility, where one balances confidence in their abilities with the humility to recognize their limitations. Grant discusses how impostor syndrome can be beneficial by keeping us grounded and open to learning. He discusses the Dunning-Kruger effect which is a cognitive bias where people with low ability, knowledge, or competence in a specific area tend to overestimate their own skills. Conversely, those with high ability often underestimate their competence. Being an imposter leads us to rethink. Darwin stated that ignorance more frequently begets confidence than does knowledge. In a meta-analysis of ninety-five studies, usually women are underestimating their leadership skills where the man overestimates them. “Arrogance is ignorance plus conviction” stated by blogger Tim Urban. Arrogance leaves us blind to our weaknesses. Grant also cites the experience of Nobel Prize-winning physicist Richard Feynman, who embraced his ignorance as a starting point for discovery.

Chapter 3: The Joy of Being Wrong

Grant emphasizes the importance of finding joy in being wrong, as it opens up opportunities for learning and growth. He suggests that we should detach our beliefs from our identities to be more open to change. When men make self-depreciating jokes, they are perceived more capable leaders, however, if women make self-depreciating jokes they are seem to be incapable. The story of Bridgewater Associates, where employees are encouraged to challenge each other’s ideas and admit when they are wrong, fostering a culture of continuous improvement.

Chapter 4: The Good Fight Club

Grant differentiates between task conflict (productive) and relationship conflict (destructive). He argues that task conflict can lead to better outcomes if managed properly, while relationship conflict should be avoided. There is an evidence that when teams experience moderate tasks conflict early on, they generate more original ideas in Chinese technology companies, innovate more in Dutch delivery services and make better decisions in American hospitals. The absence of conflict is not harmony but apathy. Rethinking depends on a challenge network which helps us to spot our weaknesses. Disagreeable people give the best critics, their intent is to elevate the work. Pixar’s “Braintrust” meetings, where directors present their work and receive candid feedback, leading to better films through constructive task conflict.

Chapter 5: Dances with Foes

This chapter focuses on effective persuasion techniques. Grant suggests finding common ground, asking questions and limiting arguments to a few key points rather than overwhelming opponents with logic. If you have too many arguments, concentrate on one or two, so that you will not dilute the power. When someone loses his/her control, you have to stay calm. In a heated debate ask them “what evidence may change your mind?” The story of a vaccine advocate who successfully convinced hesitant parents by listening to their concerns and addressing them empathetically.

Chapter 6: Bad Blood on the Diamond

Grant discusses overcoming stereotypes and prejudice through counterfactual thinking, which involves considering how our beliefs might be different if our circumstances were different. When Yankees see Red Sox fail, it triggers their part of the brain which is the reward gaining. Some economists say their stock exchange boosts when their national team wins the world cup.  The story of Jackie Robinson, who broke Major League Baseball’s color barrier and changed perceptions through his exceptional performance and character.

Chapter 7: Vaccine Whisperers and Mild-Mannered Interrogators

Grant introduces motivational interviewing, a technique used to help people find their own reasons to change rather than imposing reasons on them. The success of motivational interviewing in treating substance abuse by helping clients articulate their own motivations for change. If the people feel there a manipulation in the argument, they automatically start to defend their views. Among managers rated as the worst listeners, evaluated them as good or very good listeners. In one poll, 1/3 of women said that their pets are listening more than their spouses. It is common for doctors to interrupt their patients in 11 seconds where it needs 29 seconds for the patients to describe their problems. The chapter title comes from the story of convincing vaccine opposers while asking questions to them in order to let them change their own decisions.

Chapter 8: Charged Conversations

Grant addresses societal polarization and suggests that merely exposing people to opposing views is not enough. Instead, we should emphasize the complexity of issues and avoid oversimplification. Psychologist have a term called binary bias. It is a human tendency to simplify the issues into two categories; good or bad, honest or crook etc. racist and antiracist are not fixed identities. Someone can be racist one moment and antiracist afterwards. The story of a debate champion who wins arguments by acknowledging the strengths of the opposing side and finding common ground is one example.

Chapter 9: Rewriting the Textbook

Grant advocates for active learning in education, where students are encouraged to question what they learn and think critically. The success of the “flipped classroom” model, where students watch lectures at home and engage in interactive problem-solving in class.

Chapter 10: That’s Not the Way We’ve Always Done It

Grant contrasts performance cultures, which focus on outcomes, with learning cultures, which emphasize process and continuous improvement. The transformation of the U.S. Navy’s nuclear submarine fleet under Admiral Hyman Rickover, who fostered a culture of relentless learning and questioning.

Let’s think about the following five key takeaways:

1. Think Like a Scientist: Adopt a mindset that is open to new information and willing to update beliefs based on evidence.
2. Embrace Confident Humility: Balance confidence in your abilities with the humility to recognize your limitations and learn from others.
3. Find Joy in Being Wrong: View mistakes as opportunities for learning and growth rather than threats to your identity.
4. Engage in Productive Conflict: Differentiate between task conflict and relationship conflict, and use the former to drive better outcomes.
5. Promote Active Learning: Encourage questioning and critical thinking in educational and professional settings to foster continuous improvement.

I hope this summary helped you to understand the main concepts in the book.