10x Adam Grant - Research vs Practice

Why Adam Grant's Research Struggles to Hit the Boardroom, and How to Fix It

Adam Grant, the organizational psychologist whose work has graced "Give and Take", "Originals", “Think Again” and “Hidden Potential”, stands as a beacon of data-driven insights for the modern workplace. He challenges conventional wisdom, champions unorthodox approaches, and backs it all up with meticulous research. Yet, despite the compelling science behind his ideas, many organizations seem to struggle with translating them into action. Why the disconnect?

Organizational Policies Bucking Adam Grant's Advice: Examples and Explanations

While Adam Grant's research offers valuable insights for organizations, many policies and practices contradict his recommendations. Here are some examples:

1. Rigid Ranking Systems: Grant champions "radical candor" and honest feedback, yet many organizations maintain opaque ranking systems that create fear and stifle open communication. These systems often focus on short-term performance metrics rather than long-term potential, contradicting Grant's emphasis on growth mindsets and learning over competition.

2. Micromanagement and Limited Autonomy: Grant advocates for giving employees ownership and autonomy, but many organizations cling to micromanagement, dictating every step and stifling creativity. This approach directly clashes with his ideas on fostering innovation and intrinsic motivation.

3. Punishing Failure and Lack of Experimentation: Grant encourages experimentation and learning from mistakes, while many organizations penalize failure, discouraging risk-taking and innovation. This creates a culture of fear and conformity, hindering the kind of creative problem-solving Grant advocates for.

4. Prioritizing Short-Term Profits over Long-Term Growth: Grant emphasizes investing in people and fostering a culture of learning for long-term success. However, many organizations prioritize short-term profits and shareholder value, neglecting employee development and innovation, which can lead to stagnation and decline in the long run.

5. Lack of Flexibility and Work-Life Balance: Grant promotes flexibility and work-life balance for employee well-being and productivity. Yet, many organizations have rigid work schedules and presenteeism cultures, ignoring the importance of personal time and flexible work arrangements.

6. Limited Opportunities for Prosocial Behavior: Grant highlights the benefits of prosocial behavior like helping others and giving back. However, many organizations lack structures or incentives to encourage such behavior, focusing solely on individual performance hard metrics.

7. Neglecting the Power of Introverts: Grant emphasizes appreciating diverse personalities and strengths. Yet, many organizations create cultures that favor extroverts, overlooking the valuable contributions of introverts who excel in tasks like deep thinking and independent, even silent work.

8. Lack of Transparency and Open Communication: Grant advocates for transparency and honest communication, but many organizations maintain secretive cultures, fostering distrust and hindering engagement.

9. Ignoring Psychological Safety: Grant underlines the importance of psychological safety for open communication and learning. However, many organizations create fear-based cultures where employees hesitate to share ideas or mistakes, hindering learning and growth.

These are just a few examples, and the specific policies and practices will vary depending on the organization. However, recognizing these inconsistencies between research and practice can be a starting point for reflection and change. While the research might be solid, implementing it within the complex ecosystem of a company can be a daunting task. Let's delve into the key hurdles organizations face, using Grant's own words to illustrate.

From Theory to Reality: The Implementation Gap

1. Complexity Bites: Grant's ideas often involve significant cultural shifts, revamped systems, or new processes. This inherent complexity translates into time, resources, and effort – commodities many organizations struggle to spare. Imagine restructuring performance reviews based on "Give and Take" principles. It might require training managers, revamping HR systems, and navigating internal resistance – a tall order for even the most motivated organization.

"The inertia of most organizations is enormous," Grant himself admits in "Originals." This inertia can be particularly strong when dealing with entrenched cultures and power structures.

2. The Metrics Maze: Measuring the impact of change is crucial for justifying investments. However, Grant's advice often focuses on intangible factors like employee well-being or innovation, which can be notoriously difficult to quantify. Organizations often rely on hard metrics to track progress and allocate resources, making it harder to advocate for changes based on less quantifiable benefits.

"Metrics can be a double-edged sword," Grant warns in "Think Again." They can incentivize the wrong behaviors and punish experimentation, hindering creativity and innovation. 

3. Change Aversion Lurks: Humans naturally resist change, and organizations are no exception. Entrenched patterns, established power structures, and individual comfort zones can create formidable barriers to implementing new ideas, even if they seem beneficial. The fear of the unknown, potential disruption, and the risk of failure can all contribute to this resistance.

"The problem with change," Grant laments in "Originals," "is that it's often easier to stay the same." This resistance can be particularly strong when new ideas challenge the status quo or threaten existing power structures.

Beyond the Research: Nuances and Challenges

4. Context Matters: What works in a tech startup might not translate seamlessly to a traditional manufacturing company. The "one-size-fits-all" approach rarely works in the complex world of organizations. Some of Grant's advice might be perceived as lacking the nuance needed to address the unique challenges faced by individual organizations.

"There is no magic bullet," Grant cautions in "Give and Take." The specific strategies and tactics needed to implement his ideas will vary depending on the organization's culture, industry, and goals.

5. The Research Jungle: The world of organizational research is vast and diverse. Grant's work, while meticulously researched, might not be the only voice in the room. Competing research or alternative perspectives can create confusion and make it difficult for organizations to discern the most suitable approach for their specific context.

"There are always alternative perspectives," Grant acknowledges in "Think Again." This can be daunting for organizations trying to navigate the complex world of research and find the best solution for their specific needs.

6. The Cost Conundrum: Implementing Grant's advice might require investments in training, technology, or other resources. While the long-term benefits might be promising, the upfront costs can be a deterrent, especially for organizations with tight budgets or short-term profit targets.

"The cost of change can be high," Grant admits in "Originals." This can be a significant barrier, particularly for organizations with limited resources or a strong focus on short-term profitability.

Beyond the Barriers: Success Stories and the Way Forward

It's important to remember that not all organizations shy away from Grant's insights. Zappos, for example, famously implemented "radical transparency" based on his work in "Give and Take," leading to increased employee satisfaction and a more collaborative culture. Netflix, influenced by his ideas on originality, fosters a culture of experimentation and risk-taking, contributing to its innovative content strategy.

The key lies in acknowledging the challenges and finding creative solutions. Here are some steps organizations can take to bridge the gap:

• Focus on the metrics that matter: While measuring intangible benefits like employee well-being can be tricky, organizations can focus on proxy metrics that align with Grant's goals. For example, tracking employee satisfaction surveys, innovation metrics (e.g., number of new ideas submitted), or retention rates can provide valuable evidence of progress. As Grant himself suggests in "Think Again," "metrics should drive learning, not just performance."

• Build a culture of experimentation: Encourage a culture where learning from failures is valued, and new ideas are readily explored. This fosters an environment conducive to implementing research-backed insights, even if they involve some trial and error. As Grant emphasizes in "Originals," "the key is to experiment, fail quickly, and learn from your mistakes." Organizations like Netflix, known for its "culture of experimentation," exemplify this approach.

• Tailor the approach: Don't blindly follow Grant's advice as a recipe. Instead, adapt his ideas to your specific context, industry, and organizational culture. This ensures that the implementation is relevant and resonates with your employees. As Grant cautions in "Give and Take," "there is no one-size-fits-all approach" to organizational change.

• Seek external support: Partnering with consultants or experts who specialize in implementing Grant's ideas can provide valuable guidance and support throughout the process. These experts can help organizations navigate the complexities of change management, tailor his ideas to their specific context, and develop effective implementation strategies.

Remember, change is a journey, not a destination. By acknowledging the challenges, taking a strategic approach, and fostering a culture of innovation and learning, organizations can unlock the power of Adam Grant's research and create a more engaged, productive, and successful workplace for all. By incorporating these insights, organizations can bridge the gap between theory and practice, unlocking the potential of Adam Grant's research to create a more thriving and impactful workplace.

~10xManager