book.chapter Taking smart risks to champion original ideas

In the realm of innovation and originality, the common narrative often glorifies the archetype of the bold risk-taker, the individual who stakes everything on a groundbreaking idea. However, this portrayal overlooks a critical aspect of what it truly means to be an original. As Adam Grant, a renowned researcher, elucidates, the essence of originality begins not with reckless gambles but with a profound sense of curiosity and a willingness to question the status quo. This curiosity leads to what Grant describes as "vuja de," the experience of seeing familiar situations with fresh eyes, prompting the exploration of alternatives to accepted norms. Contrary to the popular belief that originals must embrace radical risk-taking, evidence suggests that the most successful innovators often adopt a more balanced approach. They do not abandon their stable jobs or financial security in pursuit of their ventures. Instead, they maintain their regular employment, allowing them the freedom to explore new ideas without the immediate pressure of financial ruin. This strategy was employed by notable figures such as Phil Knight, Steve Wozniak, Sergey Brin, and Sara Blakely, who all continued in their conventional roles while building what would become transformative startups. This approach, akin to managing a diversified investment portfolio, mitigates risk and provides a safety net, enabling more sustained and thoughtful pursuit of innovation. This cautious strategy does not stem from a lack of ambition but from a realistic assessment of the challenges inherent in bringing new ideas to fruition. Originals understand that new concepts inherently carry uncertainty and that their own judgments about their work can be clouded by over-optimism or confirmation bias. For instance, even Beethoven, with his acute critical sense, could only accurately predict the popularity of his compositions a third of the time. This highlights the importance of producing a wide array of ideas, as it increases the likelihood of achieving something truly impactful. The prolific output of creators like Shakespeare, who wrote over 190 works, of which only a handful are considered masterpieces today, exemplifies the value of this quantitative approach. Moreover, the journey of an original is marked by seeking feedback and embracing a culture of learning from failure. By engaging with their target audience and peers, originals can refine their ideas and better navigate the path to success. This process is not without its challenges, as even well-received innovations can falter in the market, as evidenced by the Segway's underwhelming sales despite high-profile endorsements. The narrative of the original is thus not one of unbridled risk-taking but of strategic risk management, curiosity, and resilience. It involves balancing the pursuit of new ideas with the security of existing commitments, embracing failure as a learning opportunity, and relentlessly iterating on a multitude of ideas. This balanced approach to innovation allows originals to navigate the uncertainties of creating something new while maintaining the stability needed to sustain their creative endeavors over time. In essence, the path of the original is characterized by a nuanced understanding of risk, a deep-seated curiosity that challenges conventional wisdom, and a commitment to learning and adaptation. By acknowledging the complexities of innovation and adopting a more measured approach to risk, individuals can foster a more conducive environment for originality and transformative change.