![]() They’re fearless about questioning the way things have always been done and holding us accountable for thinking again. The ideal members of a challenge network are disagreeable - critical and skeptical. Their role is to push us to be humble about our expertise, doubt our knowledge, and be curious about what knowledge we don’t have. ![]() Rethinking depends on a different kind of network: a challenge network, a group of people we trust to point out our blind spots and help us overcome our weaknesses. Agreeable people make for a great support network: They’re excited to encourage us and cheerlead for us. He didn’t stock his team with agreeable people - who tend to be supportive and polite. The Incredibles went on to gross upwards of $631 million worldwide and won the Oscar for best animated feature. Just four years later, his team didn’t just succeed in releasing Pixar’s most complex film ever they actually managed to lower the cost of production per minute. When Brad rounded them up, he warned them that no one believed they could pull off the project. He sought out the biggest misfits at Pixar for his project - people who were disagreeable, disgruntled, and dissatisfied. When he pitched his vision, the technical leadership at Pixar said it was impossible: They would need a decade and $500 million to make it.īrad wasn’t ready to give up. Brad had just released his debut film, which was well-reviewed but flopped in the box office, so he was itching to do something big and bold. They recruited an outside director named Brad Bird to shake things up. Yet the company’s founders weren’t content to rest on their laurels. Their teams had used computers to rethink animation in their first blockbuster, Toy Story, and they were fresh off of two more smash hits. In the following excerpt from his new book, Think Again, Wharton management professor Adam Grant explains why success often comes from surrounding ourselves with “disagreeable” people - skeptics who can point out blind spots, question assumptions, and help us overcome our weaknesses. A Key to Better Leadership: Confident Humility December 6, 2022.How to Use Neuroscience to Build Team Chemistry January 23, 2023.Crisis Leadership: Harness the Experience of Others February 14, 2023.Choosing a New Board Leader: Eight Questions March 7, 2023.Meet the Authors: Mauro Guillén on How Businesses Succeed in a Global Marketplace June 21, 2021. ![]() Meet the Authors: Wharton’s Peter Cappelli on The Future of the Office November 4, 2021.Meet the Authors: Erika James and Lynn Perry Wooten on The Prepared Leader October 3, 2022.The Innovation Tournament Handbook: A Conversation with Christian Terwiesch and Karl Ulrich March 14, 2023.How Data Analytics Can Help Advance DEI January 18, 2022.Action, not Words: Creating Gender and Racial Equity at Work July 11, 2022.Navigating Microaggressions at Work November 1, 2022.How National Politics Are Impacting DEI in the Workplace February 7, 2023.Great Question: Kevin Werbach on Cryptocurrency and Fintech July 21, 2021.Great Question: Dean Erika James on Crisis Management August 16, 2021.Great Question: Wendy De La Rosa on Personal Finance October 15, 2021. ![]()
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