This post is a summary and re-composition of organizational psychologist Adam Grant’s book
Hey there! In our fast-changing world, sticking to old formulas for success is a risky bet for both individuals and organizations. One of the most shocking cases I studied in organizational psychology was the collapse of BlackBerry, which once ruled a mobile empire.
Can you believe that this giant, which held nearly half the U.S. smartphone market in 2009, tumbled to less than 1% market share in just five years? Co-founder Mike Lazaridis failed to re-evaluate the new possibility presented by the iPhone’s ‘touchscreen.’ His conviction in the physical keyboard trapped the company in past glory, forcing them to pay a harsh price for failing to rethink the market trend.
The BlackBerry story offers a critical lesson for all of us. The ability to constantly re-evaluate our knowledge and beliefs—in other words, ‘rethinking’—has become a prerequisite for survival. The key to success is no longer about how much we know, but how flexibly we can think. So, why do we find rethinking so incredibly hard? ๐
Why We Stop Rethinking: Thinking Like a Scientist ๐ค
In our daily lives, we unconsciously fall into three unproductive mindsets that halt our growth: the ‘Preacher,’ ‘Prosecutor,’ and ‘Politician.’ As an organizational psychologist, I’ve often seen leaders trapped in these roles. The ‘Preacher’ mode is disguised as vision, the ‘Prosecutor’ as critical thinking, and the ‘Politician’ as savvy networking—but they are all self-deceptions that block growth.
The Preacher believes their beliefs are truth and seeks to spread them; the Prosecutor attacks the flaws in others' logic; and the Politician panders to the audience for support. They all block the opportunity to rethink their own views.
The common thread among these three modes is that they’ve ‘already decided they’re right,’ leaving no room for new evidence or logic. So, what should we do? We need to adopt the mindset of a ‘Scientist.’
The Scientist regards their beliefs not as convictions but as hypotheses to be tested. They are intrigued, not threatened, by the possibility of being wrong, demonstrating the intellectual honesty to readily revise their viewpoint when better data emerges. They don't see those who question their ideas as enemies, but as colleagues who challenge their thinking process.
‘Thinking like a scientist’ means choosing humility over arrogance, healthy doubt over blind certainty, and curiosity over premature conclusion. This open stance is the core habit for personal development. The first step? The courage to face discomfort!
Discomfort and Failure: The Fuel for Growth ๐ฅ
Honestly, true growth starts not in a comfortable familiar zone, but in the zone of discomfort. We discover our hidden potential only when we take on new challenges without fearing mistakes. Let’s look at two great examples that highlight the value of this discomfort.
Two Action Guidelines for Success
- Execute to Perfection: If you wait until it’s perfect, you’ll never start. Successful entrepreneurs start faster with less preparation than failed ones.
- Set a Mistake Quota (or Failure Budget): Intentionally target a specific number of mistakes daily or annually to encourage experimentation and growth.
This makes us realize that the best way to overcome the uncomfortable feeling of making mistakes is to commit more mistakes.
Benny Lewis, the language learning master, also adopted this approach. When learning a new language, he aimed to make ‘at least 200 mistakes’ a day. Mistakes, to him, are not things to avoid but resources for learning that should be actively utilized.
Another example is the NBA's best shooter, Stephen Curry. Repetitive, tedious training can actually hinder growth. Curry’s personal trainer transformed his practice into ‘deliberate play.’
Stephen Curry’s ‘Deliberate Play’ Training
1) Step 1: Constantly varied the training tasks so Curry would never get bored.
2) Step 2: Designed training in a game format where he competed against his past self.
→ This approach, treating practice as a source of enjoyment, was crucial to his rise to the top.
These two examples show that success isn't the result of innate talent, but of ‘character skills’—overcoming the instinct to settle by enduring discomfort. Mistakes aren't a sign of lack of talent, but a vital part of unleashing potential. The paradoxical truth, “If you want to succeed more, you have to fail more,” is clearly supported here!
The Rethinking Organization: How the Best Teams Are Built ๐ฉ๐ผ๐จ๐ป
When individual growth scales to the organizational level, it creates much greater synergy. Organizational success relies not on a collection of brilliant individuals, but on a ‘learning culture’ where members can freely exchange opinions and learn from mistakes together.
In fact, many studies show that the best teams aren't composed of the most talented individuals, but the most pro-social ‘team players.’ NBA research, where just one player with a strong narcissistic tendency degraded overall team performance, clearly illustrates this.
The Performance Culture Trap: The 2003 NASA Space Shuttle Columbia disaster was caused by a ‘results-accountability’ culture that clung to past successful ‘results’ and ignored the concerns of engineers who raised safety warnings.
After the Columbia tragedy, NASA learned a painful lesson, which became a global testament to the importance of psychological safety. They realized the necessity of a ‘learning culture’—an environment where people can speak up without fear of retribution.
Later, when another issue arose during a launch, Ellen Ochoa, then Director of Flight Crew Operations, cast the only ‘No’ vote against the majority opinion to proceed. Her courageous objection delayed the launch, allowing them to identify and resolve the root cause. This is powerful evidence that a ‘learning culture’ emphasizing process accountability and psychological safety can prevent organizational failure and save lives.
Real-World Example: Growing with a Flexible Identity ๐
Who we are should be determined not by what we ‘believe,’ but by what we ‘value.’ Beliefs can change anytime, but core values like excellence, curiosity, and integrity will serve as unwavering beacons guiding us toward a better direction.
Flexible Growth of a 30-Something Freelance Designer
- Data 1: Illustrate a specific situation (e.g., 10 years sticking to the identity of a ‘print design expert’).
- Data 2: Describe further details (e.g., felt a crisis due to the growth of the web/mobile design market).
The Flexible Thinking Process
1) Step 1: Transitioned to a broader identity—from ‘print expert’ to ‘visual communication expert.’
2) Step 2: Began to rethink web/mobile technology as a ‘tool for growth,’ not ‘a threat to identity.’
Final Outcome
- Result 1: Rapidly acquired new skills and successfully expanded into the web design field.
- Result 2: The ability to ‘rethink’ created a flexible identity and upgraded their career.
When we possess ‘confident humility,’ which means maintaining confidence in our learning ability while retaining the humility that our current knowledge may be imperfect, we can grow continuously without being shaken by change.
Conclusion: Key Takeaways ๐
We’ve explored the psychological barriers to rethinking, ways to overcome them, and the powerful impact this has on individual and organizational growth.
Now is the time for us to step away from being ‘Preachers, Prosecutors, and Politicians’ in our lives and work, and adopt the attitude of a ‘Scientist,’ ready to be wrong. Don't be afraid to ask yourself, “What if I’m wrong?” The path to true growth and untapped potential lies hidden in that very question. Feel free to ask any questions in the comments! ๐
