How Do You Spot A Nonconformist? You Can Start With Their Internet Browser

In a wide-ranging interview with NPR, organizational psychologist Adam Grant reflects on decision-making, creativity, and workplace behavior—drawing on research that includes a well-known study by economist Michael Housman on internet browser choice and job performance.

Grant recounts hearing Housman present research showing that, in customer service and call center roles, employees who used Chrome or Firefox performed better on the job and stayed in their roles about 15% longer than those who used default browsers like Internet Explorer or Safari.

The takeaway, Grant emphasizes, is not that downloading a new browser magically improves performance. Rather, browser choice serves as a signal of behavioral tendencies. Chrome and Firefox must be actively installed, whereas Safari and Internet Explorer come preloaded. Choosing a non-default option reflects a willingness to question defaults and explore alternatives.

“If you’re the kind of person who just accepts the default,” Grant explains, “you tend not to take as many original steps.” By contrast, those who ask whether there might be a better option—even in something as small as a browser—may be more inclined to challenge defaults in other areas of work and life.

Grant situates this insight within a broader discussion of creativity and originality. He argues that excessive experience can sometimes narrow perspective, making people more likely to repeat established patterns rather than generate novel ideas. Familiarity, while valuable, can also lead to cognitive entrenchment.

To counter this, Grant points to practices such as job rotation, cross-functional exposure, and what he calls job crafting—small, proactive changes employees make to shape their roles around their strengths and interests. These adjustments can increase meaning, motivation, and effectiveness without sacrificing performance.

He also highlights the role of artistic hobbies in fostering originality. Research on Nobel Prize–winning scientists shows they are far more likely than peers to engage in creative pursuits outside their primary field. These activities help individuals recognize patterns and connections others miss.

Taken together, the interview underscores a central idea shared by both Grant’s work and Housman’s research: seemingly small choices and behaviors—whether questioning defaults, cultivating side interests, or reshaping one’s role—can be powerful indicators of how people think, create, and ultimately perform at work.