Where Good Ideas Come From Quotes

“You need a system for capturing hunches, but not necessarily categorizing them, because categories can build barriers between disparate ideas, restrict them to their own conceptual islands. This is one way in which the human history of innovation deviates from the natural history. New ideas do not thrive on archipelagos.”
― Steven Johnson, Where Good Ideas Come From

“the snap judgments of intuition—as powerful as they can be—are rarities in the history of world-changing ideas. Most hunches that turn into important innovations unfold over much longer time frames. They start with a vague, hard-to-describe sense that there’s an interesting solution to a problem that hasn’t yet been proposed, and they linger in the shadows of the mind, sometimes for decades, assembling new connections and gaining strength. And then one day they are transformed into something more substantial: sometimes jolted out by some newly discovered trove of information, or by another hunch lingering in another mind, or by an internal association that finally completes the thought. Because these slow hunches need so much time to develop, they are fragile creatures, easily lost to the more pressing needs of day-to-day issues. But that long incubation period is also their strength, because true insights require you to think something that no one has thought before in quite the same way.”
― Steven Johnson, Where Good Ideas Come From

“A metropolis shares one key characteristic with the Web: both environments are dense, liquid networks where information easily flows along multiple unpredictable paths. Those interconnections nurture great ideas, because most great ideas come into the world half-baked, more hunch than revelation. Genuine insights are hard to come by;”
― Steven Johnson, Where Good Ideas Come From

“Call it the 10/10 rule: a decade to build the new platform, and a decade for it to find a mass audience.”
― Steven Johnson, Where Good Ideas Come From

“The Twitter team took the exact opposite approach. They built the API first, and exposed all the data that was crucial to the service, and then they built Twitter.com on top of the API.”
― Steven Johnson, Where Good Ideas Come from: The Natural History of Innovation

“As Lawrence Lessig has so persuasively argued over the years, there is nothing “natural” about the artificial scarcity of intellectual property law.”
― Steven Johnson, Where Good Ideas Come From

“innovation scholar Richard Ogle calls an “idea-space”: a complex of tools, beliefs, metaphors, and objects of study.”
― Steven Johnson, Where Good Ideas Come From

“Ronald Burt, looked at the origin of good ideas inside the organizational network of the Raytheon Corporation. Burt found that innovative thinking was much more likely to emerge from individuals who bridged “structural holes” between tightly knit clusters. Employees who primarily shared information with people in their own division had a harder time coming up with useful suggestions”
― Steven Johnson, Where Good Ideas Come From

“Diverse, horizontal social networks, in Ruef’s analysis, were three times more innovative than uniform, vertical networks. In groups united by shared values and long-term familiarity, conformity and convention tended to dampen any potential creative sparks.”
― Steven Johnson, Where Good Ideas Come From

“Jane Jacobs observed in The Death and Life of Great American Cities: “The larger a city, the greater the variety of its manufacturing, and also the greater both the number and the proportion of its small manufacturers.”
― Steven Johnson, Where Good Ideas Come From

“The FBI’s information network was a classic closed network: not only could outsiders not access information in it, but also, the system was designed so that documents were carefully shielded from other members of the organization, a legacy of an institution predicated on secrets and “need to know” restrictions.”
― Steven Johnson, Where Good Ideas Come From

“The computer scientist Christopher Langton observed several decades ago that innovative systems have a tendency to gravitate toward the “edge of chaos”:”
― Steven Johnson, Where Good Ideas Come From

“The second precondition is that the network be plastic, capable of adopting new configurations.”
― Steven Johnson, Where Good Ideas Come From

“…it is the public sector I find more interesting, because governments and other non-market institutions have long suffered from the innovation malaise of top-heavy bureaucracies. Today, these institutions have an opportunity to fundamentally alter the way they cultivate and promote good ideas. The more the government thinks of itself as an open platform instead of a centralized bureaucracy, the better it will be for all of us, citizens and activists, and entrepreneurs alike.”
― Steven Johnson, Where Good Ideas Come From: The Natural History of Innovation

“De Forest was wrong about the utility of gas as a detector, but he kept probing at the edges of that error, until he hit upon something that was genuinely useful. Being right keeps you in place. Being wrong forces you to explore.”
― Steven Johnson, Where Good Ideas Come From

“The simplest way to answer it is this: innovative environments are better at helping their inhabitants explore the adjacent possible, because they expose a wide and diverse sample of spare parts—mechanical or conceptual—and they encourage novel ways of recombining those parts.”
― Steven Johnson, Where Good Ideas Come From

“The platform builders and ecosystem engineers do not just open a door in the adjacent possible. They build an entire new floor.”
― Steven Johnson, Where Good Ideas Come From

“Wagner found that after an initial exposure to the numerical test, “sleeping on the problem” more than doubled the test subjects’ ability to discover the hidden rule. The mental recombinations of sleep helped them explore the full range of solutions to the puzzle, detecting patterns that they had failed to perceive in their initial training period. The work of dreams turns out to be a particularly chaotic, yet productive, way of exploring the adjacent possible.”
― Steven Johnson, Where Good Ideas Come From

“Memories and associations are triggered in a chaotic, semirandom fashion, creating the hallucinatory quality of dreams. Most of those new neuronal connections are meaningless, but every now and then the dreaming brain stumbles across a valuable link that has escaped waking consciousness. In this sense, Freud had it backward with his notion of dreamwork: the dream is not somehow unveiling a repressed truth. Instead, it is exploring, trying to find new truths by experimenting with novel combinations of neurons.”
― Steven Johnson, Where Good Ideas Come From

“We conventionally associate dream inspiration with the creative arts, but the canon of scientific breakthroughs contains many revolutionary ideas that originated in dreams.”
― Steven Johnson, Where Good Ideas Come From

“Like any other thought, a hunch is simply a network of cells firing inside your brain in an organized pattern. But for that hunch to blossom into something more substantial, it has to connect with other ideas. The hunch requires an environment where surprising new connections can be forged: the neurons and synapses of the brain itself, and the larger cultural environment that the brain occupies.”
― Steven Johnson, Where Good Ideas Come From

“It is simply hard to pinpoint exactly when Darwin had the idea, because the idea didn’t arrive in a flash; it drifted into his consciousness over time, in waves. In the months before the Malthus reading, we could probably say that Darwin had the idea of natural selection in his head, but at the same time was incapable of fully thinking it. This is how slow hunches often mature: by stealth, in small steps. They fade into view.”
― Steven Johnson, Where Good Ideas Come From

“What Ruef discovered was a ringing endorsement of the coffeehouse model of social networking: the most creative individuals in Ruef’s survey consistently had broad social networks that extended outside their organization and involved people from diverse fields of expertise. Diverse, horizontal social networks, in Ruef’s analysis, were three times more innovative than uniform, vertical networks. In groups united by shared values and long-term familiarity, conformity and convention tended to dampen any potential creative sparks. The limited reach of the network meant that interesting concepts from the outside rarely entered the entrepreneur’s consciousness. But the entrepreneurs who built bridges outside their “islands,” as Ruef called them, were able to borrow or co-opt new ideas from these external environments and put them to use in a new context.”
― Steven Johnson, Where Good Ideas Come from: The Natural History of Innovation

“a walk; cultivate hunches; write everything down, but keep your folders messy; embrace serendipity; make generative mistakes; take on multiple hobbies; frequent coffeehouses and other liquid networks; follow the links; let others build on your ideas; borrow, recycle, reinvent. Build a tangled bank.”
― Steven Johnson, Where Good Ideas Come From

“To a certain extent, Ruef’s and Burt’s research is a validation of the celebrated “strength of weak ties” argument first proposed by Mark Granovetter,”
― Steven Johnson, Where Good Ideas Come From

“Build a tangled bank.”
― Steven Johnson, Where Good Ideas Come From: The Natural History of Innovation

“Every twenty-five to thirty years a new batch of genres becomes dominant, as a new generation of readers seeks out new literary conventions.”
― Steven Johnson, Where Good Ideas Come From

“innovation thrives in discarded spaces.”
― Steven Johnson, Where Good Ideas Come From

“Early in its history, Google famously instituted a “20-percent time” program for all Google engineers: for every four hours they spend working on official company projects, the engineers are required to spend one hour on their own pet project, guided entirely by their own passions and instincts. (Modeled on a similar program pioneered by 3M known as “the 15-percent rule,” Google’s system is officially called “Innovation Time Off.”) The only requirements are that they give semiregular updates on their progress to their superiors. Most engineers end up drifting from idea to idea, and the vast majority of those ideas never turn into an official Google product. But every now and then, one of those hunches blooms into something significant. AdSense, Google’s platform that allows bloggers and Web publishers to run Google ads on their sites, was partially generated during 20-percent time. In 2009, AdSense was responsible for more than $5 billion of Google’s earnings, nearly a third of their total for the year. Orkut, one of the largest social network sites in India and Brazil, originated in the Innovation Time Off of a Turkish Google engineer named Orkut Büyükkökten. Google’s popular mail platform, Gmail, has roots in an Innovation Time Off project as well. Marissa Mayer, Google’s vice president of Search Products and User Experience, claims that over 50 percent of Google’s new products derive from Innovation Time Off hunches.”
― Steven Johnson, Where Good Ideas Come From

“Unlike modern readers, who follow the flow of a narrative from beginning to end, early modern Englishmen read in fits and starts and jumped from book to book. They broke texts into fragments and assembled them into new patterns by transcribing them in different sections of their notebooks. Then they reread the copies and rearranged the patterns while adding more excerpts. Reading and writing were therefore inseparable activities. They belonged to a continuous effort to make sense of things, for the world was full of signs: you could read your way through it; and by keeping an account of your readings, you made a book of your own, one stamped with your personality. Each rereading of the commonplace book becomes a new kind of revelation. You see the evolutionary paths of all your past hunches: the ones that turned out to be red herrings; the ones that turned out to be too obvious to write; even the ones that turned into entire books. But each encounter holds the promise that some long-forgotten hunch will connect in a new way with some emerging obsession. The beauty of Locke’s scheme was that it provided just enough order to find snippets when you were looking for them, but at the same time it allowed the main body of the commonplace book to have its own unruly, unplanned meanderings. Imposing too much order runs the risk of orphaning a promising hunch in a larger project that has died, and it makes it difficult for those ideas to mingle and breed when you revisit them. You need a system for capturing hunches, but not necessarily categorizing them, because categories can build barriers between disparate ideas, restrict them to their own conceptual islands. This is one way in which the human history of innovation deviates from the natural history. New ideas do not thrive on archipelagos.”
― Steven Johnson, Where Good Ideas Come From