Have you ever dismissed others’ ideas in favor of your own, even when the alternatives prove superior? If so, you may have experienced the Not-Invented-Here syndrome (NIH syndrome). This phenomenon blinds us to the value of external ideas, leading to a biased preference for our creations. In this article, we delve into the effects of NIH syndrome, explore its impact in various domains, and discuss strategies to counteract this tendency and foster a culture of openness and innovation.

The Culinary Revelation: Recognizing NIH Syndrome

A personal anecdote involving a culinary creation highlights the presence of NIH syndrome. After concocting a unique and bold sauce for a baked sole dish, the author’s spouse scraped it off her plate, favoring a familiar sauce. Later, the author discovered that the rejected sauce was, in fact, their masterpiece from a previous occasion. This incident reveals how we often fall in love with our ideas and underestimate alternatives, even when they prove more successful.

The Psychological Grip of NIH Syndrome

At the heart of Not-Invented-Here (NIH) syndrome is a powerful psychological bias that distorts our perception of ideas, particularly our own. This cognitive bias leads us to believe that our creations, whether in business, art, or everyday tasks, are inherently superior to those created by others. It’s a psychological trap that can often go unnoticed because it aligns with our natural tendencies to feel pride in what we’ve crafted. This emotional connection to our ideas blinds us to their potential flaws and prevents us from recognizing superior alternatives, even when they’re readily available.

The origins of NIH syndrome lie in the deep psychological connection we form with our work. When we create something, it is often a reflection of our identity, values, and thinking. Whether it’s a business plan, a product, or even a meal, the act of creation gives us a sense of accomplishment, a validation of our capabilities. This sense of ownership is an ego boost and a defense mechanism against doubt. By overestimating the value of our work, we protect ourselves from facing criticism and the fear of failure. This is why the NIH bias is so ingrained; it is often rooted in an unconscious need to preserve our self-esteem.

In the world of business, this bias is especially pervasive. Organizations, particularly established ones, often have a strong attachment to in-house solutions, even when there may be better alternatives elsewhere. Over the years, employees pour time, resources, and expertise into developing systems, processes, or products that become deeply embedded in the company culture. The longer a solution is in place, the more difficult it becomes to entertain alternatives, even if those alternatives might yield better results. This creates a self-perpetuating cycle where the company becomes increasingly insular, refusing to acknowledge that solutions from the outside could improve its current state.

NIH syndrome also leads to a form of groupthink. In collaborative environments, individuals may reinforce each other’s ideas, bolstering a sense of pride in their collective creation. This social reinforcement creates an echo chamber where outside ideas are dismissed, not because they lack merit but because they challenge the group’s internal narrative. The result is a lack of innovation, as external ideas are rejected without objective evaluation, and the organization becomes complacent in its solutions.

The Entrepreneurial Cost of NIH Syndrome

The impact of NIH syndrome on entrepreneurship is profound, often standing as a barrier to growth and innovation. Entrepreneurs, by nature, are individuals who believe in their ideas, sometimes with an intensity that borders on the irrational. This self-confidence is a driving force behind entrepreneurship. Without it, many of the world’s greatest inventions, companies, and movements might never have come to fruition. However, when this confidence becomes unchecked, it can quickly morph into arrogance, leading entrepreneurs to become overly attached to their ideas and dismiss external feedback, even when it could lead to better outcomes.

Start-up founders are particularly vulnerable to NIH syndrome. They often begin with a small, closely-knit team and an intimate connection to their product or service. This connection can lead to a biased view of the product’s potential and an inability to see its shortcomings. In some cases, founders become so enamored with their vision that they ignore data, feedback, or market signals suggesting their concept may not be as strong as they thought. This overconfidence can cause entrepreneurs to pour additional resources into a failing venture, believing their ideas are flawless simply because they originated from within the company.

The consequences of the NIH syndrome in entrepreneurship are clear: It stifles innovation, creates blind spots, and prevents necessary pivots. Entrepreneurs often become so attached to their original concept that they refuse to adapt or change, even when the market or customer feedback suggests otherwise. This reluctance to pivot or improve can result in wasted time, money, and effort. When entrepreneurs cannot accept that their initial idea is flawed, they risk missing out on opportunities to innovate, grow, and adapt.

A perfect example of this phenomenon can be found in the startup world. Many tech startups, for instance, develop a product based on a founder’s vision. While the product might be groundbreaking in theory, it may fail to meet users’ real-world needs. Instead of refining the product or exploring other market opportunities, the founder fixates on their original vision, resulting in stagnation. This is a direct result of NIH syndrome: a refusal to acknowledge the value of external input or alternative ideas.

Psychologist Dan Ariely’s experiment sheds light on this issue by demonstrating how people are blind to their biases. In it, participants were asked to propose solutions to various problems, such as reducing city water consumption. They were also asked to evaluate their solutions alongside others. The results showed that people consistently rated their ideas as more effective and valuable, even when they were strikingly similar. This overvaluation of our ideas is a characteristic of NIH syndrome and a significant contributor to entrepreneurial failure.

NIH Syndrome and Societal Consequences

Beyond the world of business and entrepreneurship, NIH syndrome has profound societal consequences. At its most extreme, it can lead to cultural, political, and technological stagnation. Societies that cling to the belief that only homegrown ideas are worth pursuing can fall behind in the global race for progress and innovation. This resistance to external ideas has historically manifested in various ways, from rejecting scientific theories to slowly adopting beneficial technologies.

One of the most notable examples of NIH syndrome on a societal level can be found in the history of women’s suffrage in Switzerland. Even though women in many countries worldwide had gained the right to vote long before Switzerland, a small canton held out against this progress for decades. This canton, Appenzell Innerrhoden, was so entrenched in its traditional ways of thinking that it refused to acknowledge the broader social shift happening in the rest of the world. It wasn’t until a 1990 federal court ruling that women’s suffrage was finally granted in this canton. The resistance to external ideas was so strong that it took a legal intervention to force the change.

Similarly, adopting traffic roundabouts is another clear example of NIH syndrome delaying societal progress. Designed by British engineers in the 1960s as a solution to traffic congestion, the roundabout was met with skepticism and resistance in other parts of the world. For years, countries like the United States and France refused to adopt this innovation despite clear evidence of its effectiveness. It wasn’t until much later—decades, in fact—that the roundabout became a widespread solution in Europe and the United States. The French, in particular, have often credited the design to the famous Place de l’Étoile roundabout in Paris, even though the modern roundabout was conceived elsewhere. This is a classic example of NIH syndrome at a societal level, where an effective idea was dismissed simply because it came from outside the country.

These examples highlight how the NIH syndrome can prevent societies from adopting new ideas and innovations. Whether in politics, infrastructure, or social policy, a refusal to accept external ideas can lead to missed opportunities for progress. Societies that fall victim to this syndrome risk becoming isolated, insular, and resistant to change, hindering their ability to adapt to the evolving global landscape.

Breaking Free from NIH Syndrome

The key to breaking free from NIH syndrome lies in cultivating self-awareness and fostering an openness to external ideas. The first step is to recognize that our ideas, no matter how well-intentioned, are not infallible. By acknowledging this, we can separate our personal attachment to our creations from objectively evaluating their merit. The innovation process requires humility and a willingness to accept that we don’t always have the best answer.

To overcome NIH syndrome, we must actively seek diverse perspectives. This means looking outside our immediate circle of colleagues, friends, or industry peers. Engaging with individuals from different fields, cultures, and backgrounds can offer fresh insights that challenge our assumptions and force us to re-evaluate our ideas. Collaboration, in this context, becomes a powerful tool for innovation. The more we expose ourselves to various perspectives, the more likely we are to see the value in ideas that originate elsewhere.

Additionally, breaking free from NIH syndrome requires a culture of constructive feedback. Whether within an organization or in a personal setting, creating an environment where feedback is valued is crucial. We can foster a culture of continuous improvement by encouraging open dialogue and creating systems where ideas are evaluated based on their merits rather than their origins. This is particularly important in businesses and startups, where pivoting, adapting, and refining ideas is crucial for long-term success.

Finally, reflecting on past decisions and ideas can help us gain perspective. By critically assessing the ideas and projects that we’ve been passionate about, we can better understand which were truly successful and which were merely the products of our own biases. This reflective practice allows us to approach new ideas with a clearer mind and a more open attitude.

Ultimately, overcoming NIH syndrome is about letting go of the ego and embracing the value of ideas, regardless of their source. We can create a more innovative, adaptable, and successful future by remaining open to external input and constantly challenging our assumptions.

Conclusion

The “Not-Invented-Here” syndrome significantly challenges our ability to embrace external ideas and innovations. By acknowledging its presence and implementing strategies to counteract its effects, we can cultivate a culture that values openness, collaboration, and the recognition of valuable contributions, regardless of origin. Let us step back, objectively assess our own ideas, and welcome the brilliance beyond our individual perspectives. Only then can we truly unleash our creative potential and achieve outstanding outcomes.

This article is part of The Art of Thinking Clearly Series based on Rolf Dobelli’s book.