Think Again: The Power of Knowing What You Don't Know by Adam Grant (best e book reader for android txt) 📗

virtues of their plans and prosecuting alternative proposals could reduce uncertainty. Making a political case might rally the base around shared goals.

For me, the most instructive example came from the governor of New York. In an early speech in the spring, as his state and the nation faced an unprecedented crisis, he announced, “It is common sense to take a method and try it: If it fails, admit it frankly and try another. But above all, try something.”

The New York Times quickly eviscerated the governor’s speech, noting that “something unspecified is no better than nothing.” Whereas other leaders were “precise, concrete, positive,” the governor was “indefinite, abstract, irresolute.” It wasn’t just the media that trashed the speech—one of the governor’s own advisers apparently described it as an act of political stupidity.

It’s easy to see the appeal of a confident leader who offers a clear vision, a strong plan, and a definitive forecast for the future. But in times of crisis as well as times of prosperity, what we need more is a leader who accepts uncertainty, acknowledges mistakes, learns from others, and rethinks plans. That’s what this particular governor was offering, and the early critics were wrong about how his proposed approach would unfold.

This didn’t happen during the coronavirus pandemic, and the governor wasn’t Andrew Cuomo. It occurred the last time unemployment in America was so high: during the Great Depression. It was 1932, and the governor of New York was Franklin Delano Roosevelt. He delivered his “try something” message as the country was reeling from the Great Depression, in a commencement speech at a small university in Georgia. In the most memorable line from the speech, FDR argued that “the country demands bold, persistent experimentation.” That principle became a touchstone of his leadership. Although economists are still debating which of the resulting reforms lifted the country out of a historic depression, FDR’s trial-and-error method of formulating policy was popular enough that Americans elected him president four times.

In his commencement speech, FDR wasn’t preaching, prosecuting, or appealing to politics. He spoke with the same kind of confident humility that you’d expect from a scientist. There’s a lot we don’t know about how to communicate confident humility. When people lack knowledge about a complex topic—like stopping a pandemic or reinvigorating an economy—they might be comfortable with leaders admitting what they don’t know today and doubting the statements they made yesterday. When people feel more informed and the problem is simpler, they might dismiss leaders who acknowledge uncertainty and change their minds as flip-floppers.

I’m still curious about when each mode is most effective for persuasion, but on balance, I’d love to see more people do their rethinking out loud, as FDR did. As valuable as rethinking is, we don’t do it enough—whether we’re grappling with the pivotal decisions of our lives or the great quandaries of our time. Complex problems like pandemics, climate change, and political polarization call on us to stay mentally flexible. In the face of any number of unknown and evolving threats, humility, doubt, and curiosity are vital to discovery. Bold, persistent experimentation might be our best tool for rethinking.

We can all improve at thinking again. Whatever conclusion we reach, I think the world would be a better place if everyone put on scientist goggles a little more often. I’m curious: do you agree? If not, what evidence would change your mind?

Actions for Impact

If you’re interested in working on your rethinking skills, here are my top thirty practical takeaways.

I. INDIVIDUAL RETHINKING

A. Develop the Habit of Thinking Again

1. Think like a scientist. When you start forming an opinion, resist the temptation to preach, prosecute, or politick. Treat your emerging view as a hunch or a hypothesis and test it with data. Like the entrepreneurs who learned to approach their business strategies as experiments, you’ll maintain the agility to pivot.

2. Define your identity in terms of values, not opinions. It’s easier to avoid getting stuck to your past beliefs if you don’t become attached to them as part of your present self-concept. See yourself as someone who values curiosity, learning, mental flexibility, and searching for knowledge. As you form opinions, keep a list of factors that would change your mind.

3. Seek out information that goes against your views. You can fight confirmation bias, burst filter bubbles, and escape echo chambers by actively engaging with ideas that challenge your assumptions. An easy place to start is to follow people who make you think—even if you usually disagree with what they think.

B. Calibrate Your Confidence

4. Beware of getting stranded at the summit of Mount Stupid. Don’t confuse confidence with competence. The Dunning-Kruger effect is a good reminder that the better you think you are, the greater the risk that you’re overestimating yourself—and the greater the odds that you’ll stop improving. To prevent overconfidence in your knowledge, reflect on how well you can explain a given subject.

5. Harness the benefits of doubt. When you find yourself doubting your ability, reframe the situation as an opportunity for growth. You can have confidence in your capacity to learn while questioning your current solution to a problem. Knowing what you don’t know is often the first step toward developing expertise.

6. Embrace the joy of being wrong. 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.

C. Invite Others to Question Your Thinking

7. Learn something new from each person you meet. Everyone knows more than you about something. Ask people what they’ve been rethinking lately, or start a conversation about times you’ve changed your mind in the past year.

8. Build a challenge network, not just a support network. It’s helpful to have cheerleaders encouraging you, but you also need critics to challenge you. Who are your most thoughtful critics?