EP164 – Learning to Think Again

Want to boost your problem-solving skills and increase our chances of success? Let’s dive into “Think Again” by Adam Grant. #AdvancedQualityPrograms #TheQualityGuy #ThinkAgain.

This book focuses on enhancing mental agility, the ability to rethink, which can improve problem-solving skills and increase our chances of success and happiness.

Many people accept information without validating sources or testing facts. We often defend our views stubbornly and dismiss opposing ideas, even though our initial instincts are frequently flawed.

Even widely accepted truths can be wrong. For centuries, people believed the Earth was flat until evidence proved otherwise. In this book, Adam Grant explains how thought leaders conduct experiments to uncover how we can rethink more effectively.

Human knowledge evolves constantly. What we accept as fact today might be disproved tomorrow. And that is the reason why we must make rethinking a habit, sharpening our perspectives and updating our beliefs.

Since it’s easier to notice rigid thinking in others than in ourselves, we need to be aware of two psychological biases that perpetuate flawed perspectives:

Confirmation bias: We see what we expect to see.

Desirability bias: We see what we want to see.

These biases lead to overconfidence. To break free, we can assume we might be wrong and actively seek alternative viewpoints.

According to Grant, entrepreneurs who use a scientific approach earn significantly more than those who don’t because they frequently update their predictions, using constantly new information to refine them.

To rethink effectively, the scientist approach is better than that of a preacher, prosecutor, or politician. Scientists remain open-minded, treating opinions as hypotheses to be tested, seeking out conflicting information, engaging with diverse perspectives, and using experiments to refine their ideas.

When people have just enough knowledge, they often overestimate their abilities. But confidence doesn’t always equal competence; this is called the Dunning-Kruger effect. On the other hand, imposter syndrome can make capable individuals doubt their abilities, and therefore they tend to be more accurate in the end.

When our core beliefs or identity are challenged, we often shut down or become defensive, creating rigid thinking. Therefore, it is better to let go of outdated beliefs. Embracing mistakes is an essential part of progress. Every wrong answer is a step closer to the right one. Failing quickly helps us discover solutions faster. Using conflicting data helps create new insights, and admitting our mistakes helps us get to the right solution faster.

Conflict isn’t always harmful. High-performing teams often find a balance between low relationship conflict and high task conflict. Task conflict is professional and arises from differing ideas or approaches to a specific task, engaging in constructive debate without taking it personally. We should frame disputes as collaborative discussions rather than disagreements to signal openness to alternative viewpoints.

An interesting concept in the book is identity foreclosure, where people prematurely decide on an identity and force themselves into that mold. Loving to read doesn’t mean we are good English teachers, and loving science doesn’t mean we are destined to be scientists.

After explaining how to rethink on an individual level, the book moves to interpersonal rethinking—the art of opening other people’s minds. By treating debates as collaborative discussions rather than battles, and mastering the art of persuasion, we can inspire meaningful change.

The book explains how expert negotiators know that preparation is key, dedicating at least one-third of their time to identifying potential common ground. In contrast, average negotiators often dilute their arguments by throwing out as many points as possible, weakening their overall impact. While average negotiators focus on attacking opponents’ points and defending their own, expert negotiators take a different approach. They ask open-ended questions, fostering dialogue instead of confrontation. This approach humanizes the negotiation process and encourages a genuine exchange of ideas.

This leads us to think that persuasion is less like a battle and more like a dance. It requires synchronization, adjustment, and cooperation. Encouraging intergroup interactions also helps. When people meet and collaborate across divides, they often discover how much they have in common, weakening imagined differences and prejudices.

When we resist ideas, it’s often because we feel pressured to change, not because we disagree. The harder we push, the more we resist. By showing genuine curiosity, we lower defenses and open the door to self-reflection. Summarize our reasons for change and explore potential steps together, offering guidance only when invited.

Great listeners aren’t passive. They practice influential listening, asking insightful questions and responding thoughtfully. Aim to increase our ratio of questions to statements, giving people the space to think, reflect, and decide for themselves.

Rather than imposing our views or offering unsolicited advice, allow others to uncover their own solutions. This creates ownership and paves the way for meaningful, lasting change.

In organizations, two key ingredients foster a culture of learning: psychological safety and accountability. These allow people to take risks, challenge the status quo, and admit mistakes without fear of punishment, ensuring teams evaluate options critically and speak up when a decision seems flawed.

At the individual, interpersonal, and community levels, rethinking opens doors to growth and innovation. As Adam Grant explains in “Think Again,” it’s not about abandoning our beliefs but about being open to revising them as new evidence emerges.

Ultimately, this book reinforces quality philosophies by aligning with the scientific method and the Deming cycle. Both emphasize continuous improvement through learning from mistakes. By acknowledging errors and using them as opportunities for growth, we can strive for a zero-defect philosophy. This book serves as a valuable reminder to challenge our biases and use failures as stepping stones to success.