Da : Date:

TED
~§: What frogs in hot water can teach us
8 about thinking again
i1=• : Adam Grant

C You might have heard that if you drop a frog in a pot of boiling boiling
water, it will jump out right away, but if you put it in lukewarm adj.ml1'~
water, and then slowly heat it up, the frog won't survive. The
frog's big problem is that it lacks the ability to rethink the lukewarm
situation. It doesn't realize that the warm bath is becoming a adj.f;&i.i\~
death trap -- until it's too late.

pandemic
~' *~-k~MM~~~~~t•
e n.1&12;

~~ffi~*~~k~To
democracy
Humans might be smarter than frogs, but our world is full of n.~~.
slow-boiling pots. Think about how slow people were to react to
warnings about a pandemic, climate change or a democracy in
peril. We fail to recognize the danger because we're reluctant to peril
rethink the situation. nJ&XfB~
reluctant
~"~*"oAfil~~ffe~~~~~, ~f~~~-¼½4 adj.:fiffit!

~~~m~&•&+iLt••~o
We struggle with rethinking in all kinds of situations. We expect squeaky
our w eaky brakes to keep working, until they finally fail on the adj.lll~fl:D[iiJ
freeway . We believe the stock market will keep going up, even
0 after we hear about a real-estate bubble.And we keep watching " real-estate
Game of Thrones" even after the show jumps the shark. ~itgf1=

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-29-
 Day: Date:

Rethinking isn't a hurdle in every part of our lives. We're happy wardrobes
0
to refresh our wardrobes and renovate our kitchens. But when it n.:&ffi
comes to our goals, identities and habits, we tend to stick to our
guns. And in a rapidly changing world, that's a huge problem . renovate 0
v.ftffi
~x~•*, ~~•-~I~M&o~~&&~~m~+ kitchens
Am#,~~' n.mm
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organizational
I'm an organizational psychologist. It's my job to rethink how we psychologist
work, lead and live. But that hasn't stopped me from getting @R,C,,JI~
stuck in slow-boiling pots, so I started studying why. I learned
that intelligence doesn't help us escape; sometimes, it traps us
longer. Being good at thinking can make you worse at rethinking.

u
There's evidence that the smarter you are, the more likely you are
to fall victim to the "I'm not biased" bias. You can always find
reasons to convince yourself you're on the right path, which is
exactly what my friends and I did on a trip to Panama.

~,
~*~"~W~o
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~'~~M~~-~~*~~ff~ili£1~#-~o climb a
mountain
I worked my way through college, and by my junior year, I'd mw
finally saved enough money to travel. It was my first time
volcano
leaving North America. I was excited for my first time climbing a
n.)l(LlJ
mountain, actually an active volcano, literally a slow-boiling pot.
I set a goal to reach the(summit,and look into the crater. summit 0
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-30-
 Day: Date:

e So, we're in Panama, we get off to a late start, but it's only
supposed to take about two hours to get to the top. After four
hours, we still haven't reached the top. It's a Iittle strange that it's
0 taking so long, but we don't stop to rethink whether we should
tum around . We've already come so far. We have to make it to
the top. Do not stand between me and my goal . We don't realize
we've read the wrong map. We're on Panama's highest mountain,
it actually takes six to eight hours to hike to the top. By the time
we finally reach the summit, the sun is setting. We're stranded,
with no food , no water, no cell phones, and no energy for the
hike down.
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T~~~fit 1 o
There's a name for this kind of mistake, it's called "escalation of escalation
0 commitment to a losing course of action." It happens when you n.ffifl:!m
make an initial investment of time or money, and then you find
out it might have been a bad choice, but instead of rethinking it,
you double down and invest more. You want to prove to double down
yourself and everyone else that you made a good decision. x5li~
Escalation of commitment explains so many familiar examples
of businesses plummeting. plummet
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-31-
Da : Date:

Blockbuster, BlackBeny, Kodak. Leaders just kept simmering in simmer

0
their slow-boiling pots, failing to rethink their strategies. V.~
Escalation ot commitment explains why you might have stuck
around too long in a miserable job, why you've probably waited commitment 0
for a table way too long at a restaurant and why you might have
n.,~iPX; MX~
hung on to a bad relationship long after your friends encouraged
you to leave. 0
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JIJJ~fll E,f§_j ,kmit~~-jj'¾-fo

It's hard to admit that we were wrong and that we might have
even wasted years of our lives. So we tell ourselves, "If I just try
harder, I can turn this around."
~ma•~RmG~r•, ~•*RmG~~e.,&ij~*
f 7 §Jf-~j\:.o f-~~111¾~ mG, "~*~-1¼-Jfl-1/J-.~,,
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We live in a culture that worships at the altar of hustle and prays hustle
to the high priest of grit. But sometimes, that leads us to keep n.~jJ;
going when we should stop to think again. Experiments show tt~ 0
that gritty people are more likely to overplay their hands in
casino games and more likely to keep trying to solve impossible overplay
puzzles. My colleagues and I have found that NBAbasketball v}~~;
coaches who are determined to develop the potential in rookies
keep them around much longer than their performance justifies.
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casino game
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-32-
 Da: Date:

e And researchers have even suggested that the most tenacious tenacious
mountaineers are more likely to die on expeditions} because adj.fl"fit.J8(]
they're determined to do whatever it takes to reach the summit.
8 ~!*a'-J~~~•~,
expedition
n.~iE; ~-
~~~filr~T~~,

In Panama, my friends and 1 got lucky . About an hour into our

descent, a lone pickup truck came down the volcano and rescued
us from our slow-boiling pot. There's a fine line between heroic
persistence and stubborn stupidity. Sometimes the best kind of
stupidity
grit is gritting your teeth and packing your bags. "Never give up"
n.lJB
doesn't mean "keep doing the thing that's failing." It means "don't
get locked into one narrow path, and stay open to(broadenmg
broaden
your goals. The ultimate goal is to make it down the mountain,
v.iffl:;k:;
not just to reach the top. Your goals can give you tunnel vision,
e blinding you to rethinking the situation.
sl'.!t

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shortsightedness
n.,S,00
And it's not just goals that can cause this kind of
shortsigliteanes~ it's your identity too. As a kid, my identity was hOOP.S
wrapped up in sports. I spent countless hours shooting hoops on n.BIII
my fuiveway_,, and then I got cut from the middle school
driveway
0 basketball team, all three years.
n.$m
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-33-
 Da: Date:

I spent a decade playing soccer, but I didn't make the high school
team. At that point, I shifted my focus to a new sport, diving. I
was bad, I walked like Frankenstein, I couldn't jump, I could Frankenstein ( ;
hardly touch my toes without bending my knees, and I was ~.>.L~Wifil
afraid of heights.
~4~*~41~4~~' M*~~-~t~4R~to
•*o
~~~-~~-~BA,•*•~~*'
~Jl~~&~o
But I was detennined. I stayed at the pool until it was dark, and
my coach kicked me out of practice. I knew that the seeds of
greatness are planted in the daily grind, and eventually, my hard
work paid off By my senior year, I made the All-American list, pay off
and I qualified for the Junior Olympic Nationals. I was obsessed JNffl,mJJ,
with diving. It was more than something I did, it became who I ~Ji.fr@!&
was. Diving gave me a way to fit in and to stand out. I had a 0
team where I belonged and a rare skill to share. I had people
rooting for me and control over my own progress.
0
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But when I got to college, the sport that I loved became
something I started to dread. At that level, I could not beat more dread
talented divers by outworking them. I was supposed to be doing v.if!m
higher dives, but I was still afraid of heights, and 6am practice
outwork
0
was brutal.
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-34-
 Da: Date:

6 My mind was awake, but my muscles were still asleep. I did

back smacks and bellyffiops and my slow-boiling pot this time flop
was a freezing pool. There was one question, though , that v.jJi:Um!
stopped me from rethinking. "If I'm not a diver, who am I?" In
psychology, there's a tenn for this kind of failure to rethink -- it's fo reclosure
called "identity f oreclosure ." It's when you settle prematurely on n.~ll§Jt~
e a sense of who you are and close your mind to alternative selves. prematurely
adv .i.1~itB

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me.~,~~+tt,
You've probably experienced identity foreclosure. Maybe you
were too attached to an early idea of what school you'd go to,
what kind of person you'd marry, or what career you'd choose.

e Foreclosing on one identity is like following a GPS that gives

you the right directions to the wrong destination. After my destination
freshman year of college, I rethought my identity. I realized that n.§~itB
diving was a passion, not a purpose. My values were to grow
and excel, and to contribute to helping my teammates grow and
excel. Grow, excel, contribute. I didn't have to be a diver to
grow, excel and contribute.

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ii"if~:M:.ftJJi M-•ti~I~ o
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0
-35-
 Da: Date:

Research suggests that instead ofToreclosing on one identity, foreclose 0

we're better off trying on a range of possible selves. Retiring v.~IW:;
from diving freed me up to spend the summer doing psychology
research and working as a diving coach. lt also gave me time to 0
diving coach
concentrate on my dorkiest hobby, performing as a magician.
)17..1<~~
I'm still working on my sleight of hand. Opening my mind to
new identities opened new doors. Research showed me that I dorkiest 0
enjoyed creating knowledge, not just consuming it. Coaching adj.1111~
and performing helped me see myself as a teacher and an
entertainer. If that hadn't happened, I might not have become a magician
psychologist and a professor, and I probably wouldn't be giving n./Ji~ITT!i
this TED talk.

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~~~'.£*~
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•.t.t, ~~kffl..;f-~½•t~+IBD iifi#-1 0 invaluable
adj.t&f[ffl~ Q
See, I'm an introvert, and when I first started teaching, I was
afraid of public speaking. I had a mentor, Jane Dutton, who gave
unleash
me some(mvaluable advice. She said, "You have to unleash your
v.fft&lli
inner magician." So I turned my class into a live show.

~-~-,-~~
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0
-36-
 Da: Date:
G Before the first day, I memorized my students' names and
6ackgrounas, and then, I mastered my routine. Those habits background
served me wet I. I started to relax more and I started to get good n.~tt
ratings . But just like with goals and identities, the routines that
help us today can become the ruts we get trapped in tomorrow. get trapped in
~J-•z•, 115A
C -~r•+~•o~~-~#¼~~*•*ro~~*•+
A~#,~~-#,
'.t ~#~m -!l1t o
One day, I taught a class on the importance of rethinking, and
afterward, a student came up and said, "You know, you're not
following your own principles." They say feedback is a gift, but feedback
right then, I wondered, "How do I return this?" (Takes a breath) n.&ffi
I was teaching the same material, the same way, year after year.
I didn't want to give up on a performance that was working. I
had my act down.

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Even good habits can stand in the way of rethinking. There's a cognitive
name for that too . It's called "cognitive entrenchment," where entrenchment
you get stuck in the way you've always done things. Just i.Ml]I§)~
thinking about rethinking made me aefensive. And then, I went
through the stages of grief. I happened to be doing some defensive
research on emotion regulation at the time, and it came in adj.ffiffi!~;
handy . t&~~
9 fy~~#~*~-~½~nw:•~~~~~Zo~#m~

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-37-
 Da : Date:

Although you don't always get to choose the emotions you feel ,
0
you do get to pick which ones you internalize and which ones internal ize
you express. I started to see emotions as works in progress, kind v.Jj;Ji,t
oflike art. If you were a painter, you probably wouldn't frame 0
your first sketch . Your initial feelings are just a rough draft. As
you gain perspective, you can rethink and revise what you feel. perspective
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So that's what I did. Instead of defensiveness, I tried curiosity. I defensiveness
wondered, "What would happen if I became the student?" I n.®@.
threw out my plan for one day of class, and I invited the
students to design their own session. The first year, they wrote freshman G
letters to their freshman selves, about what they wish they'd n.:k-M
rethought or known sooner. The next year, they gave passion
talks. They each had one minute to share something they loved
selves
n.§a
0
or cared about deeply.

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And now, all my students give passion talks to introduce
themselves to the class. I believe that good teachers introduce
new thoughts but great teachers introduce new ways of
thinking. 0
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½-i}r~-~ §... o 0

-38-
 Da : Date:

But it wasn't until I ceded control that I truly understood how

much my students had to teach one another, and me. Ever since
then, I put an annual reminder in my calendar to rethink what calendar
C and how I teach. It's a checkupi Just when you go to the doctor n.Bffi;
for an annual checkup when nothing seems to be wrong, you
can do the san1e thing in the important parts of your life. A
checkup
career checkup to consider how your goals are shifting. A
0
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relationship checkup to re-examine your habits.
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An identity checkup to consider how your values are evolving.

C Rethinking does not have to change your mind -- it just means
talcing time to reflect and staying open to reconsidering. A
Jiallmark of wisdom is knowing when to grit and when to quit, hallmark
when to throw in the towel on an old identity and dive into a n.~.¢.l
new one, when to walk away from some old habits and start
scaling a new mountain. Your past can weigh you down, and
rethinking can liberate you.
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0 ~ o

-39-
 Da : Date:

Rethinking is notjust a skill to master personally, it's a value we

0
need to embrace culturally. We live in a world that mistakes embrace
confidence for competence, that pressures us to favor the vJfflffi!;
comfort of conviction over the discomfort of doubt, that accuses ti¥t; 0
people who change their minds of flip-flopping, when in fact, j~bl
they might be learning. So let's talk about how to make
rethinking the nonn . We need to invite it and to model it. 0
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A few years ago, some of our students at Wharton challenged

the faculty to do that. They asked us to record our own version
e
of Jimmy Kimmel's Mean Tweets. We took the worst feedback
we'd ever received on student course evaluations, and we read it evaluation Q
out loud. n.~
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Angela Duckworth: "It was easily one of the worst three classes
I've ever taken ... one of which the professor was let go after the
semester."
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Mohamed EI-Erian: "The number of stories you tell give
'Aesop's Fables' a run for its money. Less can be more." Ouch.
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 Date:
Da :

Adam Grant: " You're so nervous you're causing us to

physically shake in our seats."
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Mae McDonnell : "So great to finally have a professor from
e Australia. y OU started strong but then got softer. y OU need
tenure
tenure, so toughen up with these brats." I'm from Alabama.
*
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Michael Sinkinson: " Prof Sinkinson acts all down with pop
culture but secretly thinksAriana Grande is a font in Microsoft
C Word."
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AG: After I show these clips in class, students give more

thoughtful feedback. They rethink what's relevant. They also
Q become more comfortable telling me what to think, because I'm
not just claiming I'm receptive to criticism. I'm clemonstrating demonstrate
that I can take it. We need that kind of openness in schools, in
families, in businesses, in governments, in nonprofits.
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Acouple of years ago, I was working on a project for the Gates Gates
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Foundation, and I suggested that leaders could record their own Foundation
version of Mean Tweets. Melinda Gates volunteered to go first, Mi~-~~ 0
and one of the points of feedback that she read said "Melinda is
like Mary effing Poppins. Practically perfect in every way ."
And then, she started Iisting her imperfections. People at the imperfection
Gates Foundation who saw that video ended up becoming more n.::f:.fE 0
willing to recognize and overcome their own limitations. They
were also more likely to speak up about problems and
solutions. What Melinda was modeling was confident humility.
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Confident humility is being secure enough in your strengths to
acknowledge your weaknesses. Believing that the best way to
prove yourself is to improve yourself, knowing that weak 0
leaders silence their critics and make themselves weaker, while
strong leaders engage their critics and make themselves
stronger. Confident(hµmili~ gives you the courage to say "I humility
don't know," instead oD pretendi~ to have all the answers. n.i,i~

pretend
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 Da : Date:
e To say "I was wrong," instead of insisting you were right. It
encourages you to listen to ideas that make you think hard, not
just the ones that make you feel good, and to surround yourself
with people who challenge your thought process, not just the
ones who agree with your conclusions. And sometimes, it even
leads you to challenge your own conclusions, like with the story
C about the frog that can't survive the slow-boiling pot.
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I found out recently that's a myth. If you heat up the water, the
C frog will jump out as soon as it gets uncomfortably warm. Of
course it jumps out, it's not an idiot. The problem is not the frog, idiot
it's us. Once we accept the story as true, we don't bother to think n.Sffii
E again. What ifwe were more like the frog, ready to jump out if
the water gets too warm? We need to be quick to rethink.

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