Give and Take: A Revolutionary Approach to Success

Nonfiction | Book | Adult | Published in 2013

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Summary

Background

Chapter Summaries & Analyses

Chapter 1

Chapter 2

Chapter 3

Chapter 4

Chapter 5

Chapter 6

Chapter 7

Chapter 8

Chapter 9

Key Figures

Themes

Index of Terms

Important Quotes

Essay Topics

Tools

Beta

Discussion Questions

Themes

Generosity as a Multiplier

In a world where self-interest often dominates, Adam Grant highlights the power of generosity. In Give and Take, the theme of generosity as a multiplier reveals how the actions of givers amplify value, inspire others, and even reshape the norms of entire groups.

By definition, givers are individuals who give more than they take. In contrast to takers or matchers, they actively try to contribute in a way that multiplies value rather than maintaining or hoarding it. Adam Rifkin, the individual revealed to be the best networker on LinkedIn, is a prime example of this: “When takers build networks, they try to claim as much value as possible for themselves from a fixed pie. When givers like Rifkin build networks, they expand the pie so that everyone can get a larger slice” (55). Generosity, as practiced by givers, increases opportunities and benefits everyone involved.

Grant shows that givers are also excellent leaders and teachers; their generosity translates into a talent for inspiring and motivating others. They often multiply the effects of their giving by empowering and encouraging fellow givers. Grant shows that Stu Inman, the former general manager of the Portland Trail Blazers, exemplified this kind of leadership through his generosity and support for others. Inman often identified players with giver qualities—individuals whom other teams would overlook. He saw past statistics and focused on personal character, knowing that these players would not only contribute on the court but also bring a sense of teamwork and generosity to the team. As a giver, Inman’s generosity had a multiplier effect; he was able to create something larger than himself: a cohesive team that not only achieved success on the court but also fostered a culture of giving and support.

Lastly, Grant argues that the generosity of givers is powerful because it has the ability to shift the reciprocity norm of an entire group. Grant shows this through several examples: Adam Rifkin encouraged a culture of generosity within his group 106 Miles; the founder of Freecycle inspired thousands of individuals to give away items for free instead of selling them or throwing them away; and Grant himself was able to shift the cutthroat culture of Wharton toward one of giving, thanks to the magic of the Reciprocity Ring. Grant recounts:

[A]t the end of the semester, the cynical student who had questioned whether there were any givers at Wharton quietly approached me. ‘Somehow,’ he said, ‘everyone in the class became intrinsically motivated to give, and it transcends the class itself.’ (248)

These examples illustrate how generosity, when practiced and modeled by givers, has the power to multiply and create a positive ripple effect in various domains.

Givers, such as Adam Rifkin and Stu Inman, embody the idea that giving does not deplete resources; instead, it catalyzes an expansion of opportunities and success. The ripple effect of generosity can extend far beyond the initial act, inspiring and empowering others to join the cycle of giving.

The Importance of Interdependence

In the world of professional and personal achievement, the notion of interdependence often takes a back seat to individual success stories. However, in Give and Take, the significance of interdependence emerges as a central theme that challenges prevailing beliefs about success. Through stories about figures like Frank Lloyd Wright and George Meyer, Grant reveals how takers and givers interpret and experience interdependence differently. Grant argues that even geniuses cannot succeed in isolation and that interdependence is vital to the success of givers.

Grant illustrates the importance of interdependence through the contrasting stories of Frank Lloyd Wright and George Meyer. Wright, an architectural genius, initially thrived on his taker tendencies, believing he could independently create his architectural masterpieces. However, his retreat into isolation led to a nine-year slump in his career. Without the collaboration and expertise of the craftspeople and apprentices he had depended on, his productivity stagnated. Grant says that Wright bought into a fallacy of Western culture:

[W]e tend to privilege the lone genius who generates ideas that enthrall us, or change our world. According to research by a trio of Stanford psychologists, Americans see independence as a symbol of strength, viewing interdependence as a sign of weakness. This is particularly true of takers, who tend to see themselves as superior to and separate from others. (71)

According to Grant, Wright’s story underscores a broader truth: that even in seemingly independent fields, success often hinges on the ability to work interdependently with others.

In contrast, givers like George Meyer appreciate the strength found in interdependence. They embrace the idea of harnessing the diverse skills and perspectives of a team for the greater good. This outlook aligns with the fact that true innovation and accomplishment often result from collective contributions. The juxtaposition of Wright’s isolation and Meyer’s collaborative success exemplifies the stark contrast between the taker’s perspective of independence and the giver’s belief in the power of interdependence.

Grant not only illuminates the pitfalls of isolation for takers like Wright but also underscores the significance of a strong support system for givers. Grant accentuates the idea that givers who avoid burnout are those who actively seek help and embrace the power of interdependence. While givers possess a natural inclination to contribute to others without expecting immediate returns, they are not immune to the potential hazards of overextending themselves. Grant highlights the concept of “otherish” giving, where givers balance their altruism with self-preservation. Otherish givers understand that to continue making meaningful contributions, they must maintain their well-being and avoid burnout: “[O]therish givers seek help, which enables them to marshal the […] resources necessary to maintain their motivation and energy […] [R]eceiving support from colleagues is a robust antidote to burnout” (176). Givers cannot function alone; they need a network of friends and collaborators to help them succeed.

Give and Take challenges the myths surrounding individual genius. Grant’s revelations call for a shift in perspective, emphasizing that the lone genius is a rarity and that the success of many, particularly givers, is rooted in their ability to harness the diverse skills, expertise, and support of others. Grant questions traditional notions of success, promoting a new vision of accomplishment through the power of interdependence.

The Subversion of Traditional Notions of Power in the Workplace

Give and Take challenges conventional notions of power, demonstrating that giving can be more effective than taking in many professional contexts. This paradigm shift subverts the traditional understanding of power dynamics, paving the way for a new perspective on success based on collaboration, humility, and collective achievement.

Grant acknowledges that, in American culture, traditional notions of power revolve around a competitive paradigm: “Workplaces and schools are often designed to be zero-sum environments, with forced rankings and required grading curves that pit group members against one another in win-lose contests” (241). This zero-sum mindset naturally leads people to assume that self-interest and taker behaviors prevail in such environments. Consequently, they often withhold their giving, contributing to a self-reinforcing cycle where the true extent of generosity is underestimated. Grant argues that the taker reciprocity style is not the only way to succeed and that giving can actually be a more powerful, more successful—and preferred—style in many workplaces.

Givers subvert Western norms by challenging the prevailing zero-sum mindset and fostering an environment of collaboration and mutual support. In contrast to the typical competitive landscape, where individuals vie for limited resources and recognition, givers prioritize helping others without expecting immediate returns. In doing so, they earn what Grant calls “idiosyncrasy credits,” providing them with the flexibility and freedom to introduce or experiment with new ideas and take risks, even if they stray from norms. Givers thus demonstrate that power can be wielded through influence, cooperation, and a commitment to collective achievements, rather than through cutthroat competition. In this way, they challenge the conventional notion that self-interest and zero-sum games are the only pathways to success, ultimately reshaping the dynamics of power in the workplace.

Another specific way in which givers subvert traditional notions of power is through the use of powerless communication. Those who use powerless communication “speak less assertively, expressing plenty of doubt and relying heavily on advice from others. They […] signal vulnerability, revealing their weaknesses and making use of disclaimers, hedges, and hesitations” (130). Paradoxically, it’s through powerless communication that givers exert significant influence. By humbly soliciting input, showcasing vulnerability, and openly acknowledging their limitations, they establish a sense of authenticity and relatability that resonates with their colleagues. This subversion of traditional power dynamics is a conscious choice to connect with others on a more personal level, promoting trust and cooperation rather than enforcing authority through assertive communication.

Grant asserts that givers, by embracing their humanity, encouraging open dialogue, and focusing on collaboration and the needs of the collective, can transform the workplace into a more inclusive and empowering space, fundamentally challenging traditional notions of power rooted in dominance and assertiveness.