Kirkus
Copyright © Kirkus Reviews, used with permission.

A blend of old and newand sometimes originalinforms this pop-science piece on creativity and its discontents. Grant (Wharton Business School; Give and Take: A Revolutionary Approach to Success, 2013) has a flair for the novel and the outwardly puzzling, though the writing is merely capable and the book likely to have "negligible impact" against leviathans such as Daniel Kahneman and Malcolm Gladwell. Unkind words, but Grant sets them up, observing that negative book reviews sound 14 percent smarter than positive ones, so we're being self-serving in our negativity. Self-service is to the point, since, by Grant's account, institutions that are friendly to innovation are also generous of spirit, creating "strong cultures of commitment" and building an atmosphere of love and collegiality, even familiarity. Along the way to discussing how creativity flourishesand it does indeed hinge on nonconformity, as the subtitle promises, which is by way of saying that it requires riskGrant lands on such things as how parents encourage children just the right amount: a parent who successfully encourages a child to be independent, an explorer of the world, has to step back and allow that child to find greater models than himself or herself. As Grant puts it, provocatively, "Parents aren't the best role models." Interestingly, the author turns back to the old birth-order hypothesis, in which firstborns and later-borns have different approaches to risk and thus different creative abilities; he finds it to have validity, "a better predictor of personality and behavior than I had expected." Grant sometimes gets tangled in jargon, but he turns up some fascinating tidbits, including the observation that "our intuitions are only accurate in domains where we have a lot of experience"an insight worth the cover price alone. A mixed bag but of interest to readers looking to jump-start their creative powers and raise quick-witted children. Copyright Kirkus Reviews, used with permission.

Library Journal
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Originals are people with creative ideas that defy the traditional, but when their visions are made reality the world is improved. Grant (Class of 1965 Wharton Professor of Management, Wharton Sch., Univ. of Pennsylvania; Give and Take) thoroughly outlines his goals for the book, including at the beginning of each chapter a statement of purpose so readers have clear expectations. The author cites research and studies in a wide variety of fields to emphasize points and presents information in an entertaining and readable manner. According to Grant, the factors that lead to success include volume of work, birth order, coalition formation, fighting Groupthink, and the difference in strategy between a young genius and an old master. Even procrastination plays a role, as being a "first mover" can have definite disadvantages. While originals may have a battle to make the world a better place, Grant includes many examples, ideas, and encouragements for those who wish to try. He concludes the book with 30 practical actions to unleash originality. VERDICT No matter whether the reader is an original or a wannabe, this book is enjoyable and full of useful information. [See Prepub Alert, 8/24/15.]-Bonnie A. Tollefson, Rogue Valley Manor Lib., Medford, OR © Copyright 2016. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Book list
From Booklist, Copyright © American Library Association. Used with permission.

In this thought-provoking attempt to redefine the concept of originality, the author of Give and Take (2013) challenges the assumption that people who strive for originality are necessarily risk-takers. He asks us to consider, for example, Scott Adams and Brian May, each of whom kept on with their ordinary jobs Adams at Pacific Bell while he was drawing Dilbert, and May playing lead guitar for Queen while studying astrophysics until they were comfortable turning their attention full-time to their dream pursuits. Oh, and Henry Ford? He kept working for Thomas Edison even while he was revolutionizing the automobile industry. Originality, the author argues, isn't risk-taking; it's finding a new idea and developing it, often while minimizing personal risk. To be original, we must question defaults (which appears to be the author's way of saying, Think outside the box), develop a new idea slowly and carefully, and hold off on taking the big, no-turning-back leap until we are confident of success. The message here should comfort the timid nonconformist in us all: you can be original, but you don't have to be reckless about it.--Pitt, David Copyright 2015 Booklist

Choice
Copyright American Library Association, used with permission.

The television show Seinfeld was a flop with its pilot episode. It didn't conform to the standard family situation comedy that provided some meaningful message. It was a show about nothing. That nothing turned into a ratings success. Grant (Wharton) describes successful and unsuccessful unconventional behavior in entrepreneurial, scientific, and other ventures. He cites failures such as Segway and successes such as Disney, Apple, Skype, Bridgewater Associates, the Central Intelligence Agency, Martin Luther King Jr., baseball players who steal bases, and Polaroid. Innovators often take a new rather than a familiar perspective. The perspective is nurtured by investing time, balancing risk, and listening to creatively divergent points of view. Grant cites professionals, colleagues, and top-tier research. Some classic creativity related terms, such as groupthink and devil's advocate are given new insight. The section labeled "Actions for Impact" at the end of the book describes suggestions readers and companies can take to unleash productive nonconformity. Shawn Hunter's Out Think: How Innovative Leaders Drive Exceptional Outcomes (CH, Mar'14, 51-3942) includes similar content. Summing Up: Recommended. Undergraduates through professionals. --Gundars E. Kaupins, Boise State University

Publishers Weekly
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Wharton professor Grant (Give and Take) considers himself a huge fan of innovation-yet, as he confides in this solid business guide, he passed up the opportunity to invest in eyeglass brand Warby Parker in its infancy, the "worst decision" he ever made. He goes on to propose that the trouble with how innovation is currently viewed in contemporary society is that both consumers and investors undervalue anything that is less of a game-changer than the new iPhone. In fact, inventors don't need to be cliff diving risk takers, and originality is far more common than is generally thought. Emphasizing the human tendency to take the default action, the book shows that it takes real verve to overcome that inertia and seek out the better option. Grant's topics include the need for patience while publicizing an idea, the disadvantage of being the first in with a new idea, and the importance of creating and supporting fans and evangelists. He also discusses nurturing originality in young people and avoiding the pitfalls of close-knit corporate cultures. His approach is mainly descriptive, but does include some concrete steps for would-be innovators to develop their ideas, and for business leaders to support them. With a foreword by Sheryl Sandberg, Grant's second book should attract as much attention as his bestselling first. Agent: Richard Pine, InkWell Management Literary. (Feb.) © Copyright PWxyz, LLC. All rights reserved.