Think Again: The Power of Knowing What You Don't Know by Adam Grant (sad books to read txt) 📕

desirability bias, and fell victim to validation from fans. “It’s an iconic product,” he said of the BlackBerry in 2011. “It’s used by business, it’s used by leaders, it’s used by celebrities.” By 2012, the iPhone had captured a quarter of the global smartphone market, but Mike was still resisting the idea of typing on glass. “I don’t get this,” he said at a board meeting, pointing at a phone with a touchscreen. “The keyboard is one of the reasons they buy BlackBerrys.” Like a politician who campaigns only to his base, he focused on the keyboard taste of millions of existing users, neglecting the appeal of a touchscreen to billions of potential users. For the record, I still miss the keyboard, and I’m excited that it’s been licensed for an attempted comeback.

When Mike finally started reimagining the screen and software, some of his engineers didn’t want to abandon their past work. The failure to rethink was widespread. In 2011, an anonymous high-level employee inside the firm wrote an open letter to Mike and his co-CEO. “We laughed and said they are trying to put a computer on a phone, that it won’t work,” the letter read. “We are now 3–4 years too late.”

Our convictions can lock us in prisons of our own making. The solution is not to decelerate our thinking—it’s to accelerate our rethinking. That’s what resurrected Apple from the brink of bankruptcy to become the world’s most valuable company.

The legend of Apple’s renaissance revolves around the lone genius of Steve Jobs. It was his conviction and clarity of vision, the story goes, that gave birth to the iPhone. The reality is that he was dead-set against the mobile phone category. His employees had the vision for it, and it was their ability to change his mind that really revived Apple. Although Jobs knew how to “think different,” it was his team that did much of the rethinking.

In 2004, a small group of engineers, designers, and marketers pitched Jobs on turning their hit product, the iPod, into a phone. “Why the f@*& would we want to do that?” Jobs snapped. “That is the dumbest idea I’ve ever heard.” The team had recognized that mobile phones were starting to feature the ability to play music, but Jobs was worried about cannibalizing Apple’s thriving iPod business. He hated cell-phone companies and didn’t want to design products within the constraints that carriers imposed. When his calls dropped or the software crashed, he would sometimes smash his phone to pieces in frustration. In private meetings and on public stages, he swore over and over that he would never make a phone.

Yet some of Apple’s engineers were already doing research in that area. They worked together to persuade Jobs that he didn’t know what he didn’t know and urged him to doubt his convictions. It might be possible, they argued, to build a smartphone that everyone would love using—and to get the carriers to do it Apple’s way.

Research shows that when people are resistant to change, it helps to reinforce what will stay the same. Visions for change are more compelling when they include visions of continuity. Although our strategy might evolve, our identity will endure.

The engineers who worked closely with Jobs understood that this was one of the best ways to convince him. They assured him that they weren’t trying to turn Apple into a phone company. It would remain a computer company—they were just taking their existing products and adding a phone on the side. Apple was already putting twenty thousand songs in your pocket, so why wouldn’t they put everything else in your pocket, too? They needed to rethink their technology, but they would preserve their DNA. After six months of discussion, Jobs finally became curious enough to give the effort his blessing, and two different teams were off to the races in an experiment to test whether they should add calling capabilities to the iPod or turn the Mac into a miniature tablet that doubled as a phone. Just four years after it launched, the iPhone accounted for half of Apple’s revenue.

The iPhone represented a dramatic leap in rethinking the smartphone. Since its inception, smartphone innovation has been much more incremental, with different sizes and shapes, better cameras, and longer battery life, but few fundamental changes to the purpose or user experience. Looking back, if Mike Lazaridis had been more open to rethinking his pet product, would BlackBerry and Apple have compelled each other to reimagine the smartphone multiple times by now?

The curse of knowledge is that it closes our minds to what we don’t know. Good judgment depends on having the skill—and the will—to open our minds. I’m pretty confident that in life, rethinking is an increasingly important habit. Of course, I might be wrong. If I am, I’ll be quick to think again.

CHAPTER 2 The Armchair Quarterback and the Impostor Finding the Sweet Spot of Confidence

Ignorance more frequently begets confidence than does knowledge.

—Charles Darwin

When Ursula Mercz was admitted to the clinic, she complained of headaches, back pain, and dizziness severe enough that she could no longer work. Over the following month her condition deteriorated. She struggled to locate the glass of water she put next to her bed. She couldn’t find the door to her room. She walked directly into her bed frame.

Ursula was a seamstress in her midfifties, and she hadn’t lost her dexterity: she was able to cut different shapes out of paper with scissors. She could easily point to her nose, mouth, arms, and legs, and had no difficulty describing her home and her pets. For an Austrian doctor named Gabriel Anton, she presented a curious case. When Anton put a red ribbon and scissors on the table in front of her, she couldn’t name them, even though “she confirmed, calmly and faithfully, that she could see the presented objects.”

She was clearly having problems with language production, which she