REBEL IDEAS (B PB)

Showed me why diversity is not a desirable, nice to have initiative in the organisation but a must have mission critical imperative.

Syed's book is woven around the singular point that today's world and its problems are too complex to be solved by unidimensional thinking/teams. He keeps it interesting throughout, citing relevant concepts from psychology, anthropology and human behaviour.

Excellent stories, illuminates the true meaning of diversity and its value

When I started reading this book, I was convinced it was one more of those books by a management consultant. However, the book proved to be an excellent read. The book, I must say, resonates with me. There are many good stories and examples in the book that illustrate each chapter's central point.The book starts with a story - the Twin Towers - which clearly illustrates the dangers of not understanding other perspectives. From there, he moved on to concepts like echo chambers; illustrations on the dangers of 'the average'; the benefits of diversity, education, and the development of humanity.All in all, an excellent book.

Was expecting a new book but instead received one that is extremely worn, dusty and stained. Not against second hand, but it’s not what the description said, and even with second hand would at least expect it to be cleaned.

Two heads are better than one. Or four heads are better than two. Or a hundred heads are better than fifty. Or a thousand heads are better than five hundred. This is the basic message of this excellent book. Having written and published books on the importance of high-quality practice and training in achieving success, especially in sports and the arts, and the benefits gained by learning from failure, Syed now tackles a subject that is clearly close to his heart: diversity.The argument of Rebel Ideas is that the solving of a complex problem can sometimes only be achieved by assembling a group consisting of different-minded people and then getting the group to work on the difficulty using each individual's particular talents to provide some part of the solution. By combining different perspectives, insights and thought processes, sometimes even the most challenging of obstacles can be overcome.The diversity that Syed refers to in this book isn't racial or gender diversity: it's what he calls cognitive diversity, i.e. diversity in the way a problem is looked at, the usefulness of any pre-existing knowledge of the problem and the thought processes that could be used to solve the problem. Sometimes this does involve gender and racial diversity: in the book Syed gives a couple of examples where a woman and a Muslim man provided missing insights that aided the solutions of two difficult tasks. They were able to see things that white middle-class men couldn't. But this book is mainly about the importance of bringing together people who think differently.The book opens with Syed retelling the dreadful tale of the 9/11 hijackings and explaining just why the CIA, whose job it was to detect and prevent such a terrible atrocity, pathetically failed the United States. Its agents and analysts were almost exclusively white, Ivy-League educated, Christian, American-born citizens. These people had failed to anticipate or appreciate the deadly threat of Bin Laden and al-Qaeda because they had a massive collective blind spot when it came to understanding the mindset and capabilities of the terrorists. Crucial insights and enlightening alternative perspectives could only be provided by people who came from a world that was closer to that of the bad guys. A lack of diversity had led to an awful tragedy. At the end of the book Syed tells the encouraging story of how, in later years, a Muslim CIA member was crucial in identifying and assessing the dangers posed by a key al-Qaeda member. That terrorist was subsequently eliminated in a drone attack, probably saving many lives. Cognitive diversity worked.But this book explores the usefulness of diversity in solving many different types of problems, from political and social to scientific and sporting ones. Syed himself had first-hand experience of the benefits of cognitive diversity when he was asked to be part of a team that was tasked with explaining why the England soccer team had so badly and consistently under-performed over the last half-century. The group were deliberately made up of people who were not ex-soccer players or managers; instead people from the world of table-tennis (Syed), Rugby, the British Army, the high-tech business world and cycling were assembled. The idea was simple and clear: if you want to solve a complex problem then you need people from the outside who can provide fresh and diverse perspectives, insights and thought processes. Groups of people who all think in the same way (whom Syed disparagingly referes to as "clones") often fail to solve problems, and sometimes make them worse.Syed also explores the barriers to cognitive diversity, the main one being hierarchy. In business organisations in particular, diverse opinions are often either drowned out or not even aired because of the fear of conflict with people higher up in the food chain. In the book Syed tells the tragic story of the 1996 Mount Everest disaster, which could have been avoided had lower-ranking members of the climb spoken up and shared their knowledge. By keeping quiet they helped cause a catastrophe that was avoidable. Homophily is another obstacle to effective cognitive diversity. Our natural tendency to want to associate with people who look like, think like and act like we do can deprive us of the benefits of diversity. This was the main reason why the CIA was stuffed with the same type of people, and look what happened there.My favourite chapter of the book was "Beyond Average". It explained the subtle but beautiful point that although we live in a world where everybody is trying to average everybody and everything out, there's no such thing as average. Each one of us is unique. But by adjusting and making allowances for our various differences maximum performances can be attained from each one of us. Our uniqueness can be positively employed. The section on how modern research is proving that each one of us requires our own specifically tailored diet was very interesting. The chapter on innovation was also very interesting too. Recombination is a process where two or more branches of science are combined to produce dynamic and fresh ideas and inventions. This is the essence of cognitive diversity: people bringing different ideas together and creating something original.The book ends with Syed contending that the massively elevated rate of human evolution compared to other creatures on this planet is the result of this cognitive diversity: that humans had the unique ability to share both genes and knowledge. That's why we have such large and developed brains. I don't agree with him: there are plenty of other socially tight-knit animals on this earth that haven't developed huge intellects, and many of them have been around a lot longer than we have. The reason why only mankind is so smart is probably the greatest mystery of this world.But I absolutely loved this book. Syed does here exactly what he did with Bounce and Black-Box Thinking: he provides a stimulating and thought-provoking argument concerning an important facet of human existence. This was a very interesting read. If you are involved in the management of a business or organisation then you may find this book very useful. Its ideas were extremely refreshing.

Well researched and some nice anecdotes. This is (sadly) typical of management consultants who take old ideas and give them new life as if they were new ideas. One for the charity shop.The whole book can be simply set out as below:Positives aspects of diversity:-• Diversity brings new ideas and cultural perspectives to make better decisions• One size never fits all – no one fits the average. Allow employees to personalise their work.• Recombinant innovation = two diverse ideas combine into a new novel oneNegatives factors detracting from diversity:-• Does diversity lead to a successful company or is it that successful companies can afford diversity? Then, diversity just for its own sake is tokenism.• Diversity in large organisations can create cliques of like-minded/same culture.• “Birds of a feather flock together” supporting prejudices. Social media helps to reinforce this with stereotyping and false facts.• HiPPO rule = Highest Paid Person’s Opinion overrides all.• “Meetings” can engender team think and HiPPO.

Matthew Sayed is a great magpie of other people’s ideas without ever having much of an original thought himself. This is an entertaining pop science book in the mode of Malcom Gladwell but there are plenty of better books out there from more credible sources if your really interested in the central theme of this book. Social Physics by Alex Pentland Superforecasting by Philip Tetlock and Dan Gardner, from researchers, Principles by Ray Dalio Thirteen Days by Robert Kennedy by Practioners to name a few.

This book outdoes the author's previous work Black Box Thinking. It is well written full of insights and fascinating anecdotes. The focus of the book is the benefit of using diversity in all its forms from culture to mind set to solve complex promlems more effectively and gain competitive advantage. In passing, it clarifies some mysteries. For example the section on the science of diet is a new insight and sufficient in itself to justify the cover price.

Rebel Ideas by Matthew SyedI’ve spent nearly 10 hours on a train and had some lazy morning and early nights over the weekend, which have allowed me to consume Rebel Ideas. This book is excellent and sits right up there on the top of my list of lightbulb generating, sense making and thought provoking booksMatthew Syed’s writing is engaging and intelligent and he sets out the concept of cognitive diversity with the voice of the storyteller and the wisdom of a scientist.The tenet of the book is cognitive diversity: both recognising that we need rebel ideas to generate solutions to wicked problems and we need to build self awareness into organisational structures and processes to give us the chance to benefit from the myriad people who need to come together to generate these rebel ideasSome of my takeaways...We don’t know what we don’t know....As a researcher of self-awareness, this notion of individuals not knowing what they don’t know sits well with me, but this book transports that notion and places it within the construct of an organisation. When organisations are homogeneous, there is a collective inability to know what they don’t know. Syed describes the cognitive similarities of individuals in the CIA a contributory to its failure to spot the signs of 9/11. As individuals, we rely on other individuals to tell us what we don’t know, but if all of the other individuals around us have the same blind spot as we do, we’re headed for disasterHumans need hierarchy...Humans feel safer when there are people at the top who have the knowledge to know what to do and the confidence to do it. As with Simba’s pride, humans too crave leadership. However, hierarchy often blinds us to the need to speak up because within a hierarchy someone at the top is ‘supposed’ to know what to do. We don’t challenge the hierarchy and we don’t question the leader. We could have our careers chopped off! This means that when the leader gets it wrong or isn’t availed of all the information she needs to discharge her duties, catastrophes occur and aeroplanes fall out of the sky. Those who think differently to the leader need to be able to speak up and advise the leader from their different vantage point to ensure that a full 360 degrees worth of important information is shared and considered.Beware loud voices...In meetings some people are louder than others. There’s one meeting that certainly comes to my mind. A group of 30 people would get together once a quarter and listen to the 3 loudest voices for the day and go home, having contributed nothing and learnt not-much. Syed describes the stifling impact of loud voices on the sharing of viewpoints by the many, and shares a suggestion of silent contemplation, written ideas, lastly followed by audible articulation. A revelation and an idea I’ll borrow and use. This resonates with what Adam Grant says about wanting to fit in to groups, but that ultimately leads to the generation of common mistakes rather than creative solutionsIf you work with people, then this is a book you need to read. If you work in big organisations dealing with big problems, this is a book you definitely need to read. Thank you for the share, @ben. Im feeling mighty Rebellious!