Where Good Ideas Come From Quotes

“The answer is that Apple’s development cycle looks more like a coffeehouse than an assembly line. The traditional way to build a product like the iPod is to follow a linear chain of expertise. The designers come up with a basic look and feature set and then pass it on to the engineers, who figure out how to actually make it work. And then it gets passed along to the manufacturing folks, who figure out how to build it in large numbers—after which it gets sent to the marketing and sales people, who figure out how to persuade people to buy it. This model is so ubiquitous because it performs well in situations where efficiency is key, but it tends to have disastrous effects on creativity, because the original idea gets chipped away at each step in the chain.”
― Steven Johnson, Where Good Ideas Come From

“The coffeehouse model of creativity helps explain one of those strange paradoxes of twenty-first-century business innovation. Even as much of the high-tech culture has embraced decentralized, liquid networks in their approach to innovation, the company that is consistently ranked as the most innovative in the world—Apple—remains defiantly top-down and almost comically secretive in its development of new products.”
― Steven Johnson, Where Good Ideas Come From

“Cities, then, are environments that are ripe for exaptation, because they cultivate specialized skills and interests, and they create a liquid network where information can leak out of those subcultures, and influence their neighbors in surprising ways. This is one explanation for superlinear scaling in urban creativity. The cultural diversity those subcultures create is valuable not just because it makes urban life less boring. The value also lies in the unlikely migrations that happen between the different clusters. A world where a diverse mix of distinct professions and passions overlap is a world where exaptations thrive.”
― Steven Johnson, Where Good Ideas Come From

“big cities nurture subcultures much more effectively than suburbs or small towns. Lifestyles or interests that deviate from the mainstream need critical mass to survive; they atrophy in smaller communities not because those communities are more repressive, but rather because the odds of finding like-minded people are much lower with a smaller pool of individuals. If one-tenth of one percent of the population are passionately interested in, say, beetle collecting or improv theater, there might only be a dozen such individuals in a midsized town. But in a big city there might be thousands. As Fischer noted, that clustering creates a positive feedback loop, as the more unconventional residents of the suburbs or rural areas migrate to the city in search of fellow travelers. “The theory . . . explains the ‘evil’ and ‘good’ of cities simultaneously,” Fischer wrote. “Criminal unconventionality and innovative (e.g., artistic) unconventionality are both nourished by vibrant subcultures.” Poetry collectives and street gangs might seem miles apart on the surface, but they each depend on the city’s capacity for nurturing subcultures.”
― Steven Johnson, Where Good Ideas Come From

“If mutation and error and serendipity unlock new doors in the biosphere’s adjacent possible, exaptations help us explore the new possibilities that lurk behind those doors. A match you light to illuminate a darkened room turns out to have a completely different use when you open a doorway and discover a room with a pile of logs and a fireplace in it. A tool that helps you see in one context ends up helping you keep warm in another. That’s the essence of exaptation.”
― Steven Johnson, Where Good Ideas Come From

“exaptation. An organism develops a trait optimized for a specific use, but then the trait gets hijacked for a completely different function.”
― Steven Johnson, Where Good Ideas Come From

“But it is clear that Gutenberg had no formal experience pressing grapes. His radical breakthrough relied, instead, on the ubiquity of the screw press in Rhineland wine-making culture, and on his ability to reach out beyond his specific field of expertise and concoct new uses for an older technology.”
― Steven Johnson, Where Good Ideas Come From

“As many scholars have noted, Gutenberg’s printing press was a classic combinatorial innovation, more bricolage than breakthrough. Each of the key elements that made it such a transformative machine—the movable type, the ink, the paper, and the press itself—had been developed separately well before Gutenberg printed his first Bible. Movable type, for instance, had been independently conceived by a Chinese blacksmith named Pi Sheng four centuries before. But the Chinese (and, subsequently, the Koreans) failed to adapt the technology for the mass production of texts, in large part because they imprinted the letterforms on the page by hand rubbing, which made the process only slightly more efficient than your average medieval scribe. Thanks to his training as a goldsmith, Gutenberg made some brilliant modifications to the metallurgy behind the movable type system, but without the press itself, his meticulous lead fonts would have been useless for creating mass-produced Bibles.”
― Steven Johnson, Where Good Ideas Come From

“Big organizations like to follow perfectionist regimes like Six Sigma and Total Quality Management, entire systems devoted to eliminating error from the conference room or the assembly line, but it’s no accident that one of the mantras of the Web startup world is fail faster. It’s not that mistakes are the goal—they’re still mistakes, after all, which is why you want to get through them quickly. But those mistakes are an inevitable step on the path to true innovation.”
― Steven Johnson, Where Good Ideas Come From

“Being correct is like the phase-lock states of the human brain, all the neurons firing in perfect synchrony. We need the phase-lock state for the same reason we need truth: a world of complete error and chaos would be unmanageable, on a social and a neurochemical level. (Not to mention genetic.) But leaving some room for generative error is important, too. Innovative environments thrive on useful mistakes, and suffer when the demands of quality control overwhelm them.”
― Steven Johnson, Where Good Ideas Come From

“A good idea has to be correct on some basic level, and we value good ideas because they tend to have a high signal-to-noise ratio. But that doesn’t mean you want to cultivate those ideas in noise-free environments, because noise-free environments end up being too sterile and predictable in their output. The best innovation labs are always a little contaminated.”
― Steven Johnson, Where Good Ideas Come From

“good ideas are more likely to emerge in environments that contain a certain amount of noise and error.”
― Steven Johnson, Where Good Ideas Come From

“In other words, when subjects were exposed to inaccurate descriptions of the slides, they became more creative. Associations that traditionally lay on the fringes of the probability table suddenly became mainstream. Nemeth had deliberately introduced noise into the decision-making process, and what she found ran directly counter to our intuitive assumptions about truth and error. The groups that had been deliberately contaminated with erroneous information ended up making more original connections than the groups that had only been given pure information. The “dissenting” actors prodded the other subjects into exploring new rooms in the adjacent possible, even though they were, technically speaking, adding incorrect data to the environment.”
― Steven Johnson, Where Good Ideas Come From

“be one of the key functions of the lab conference. In Dunbar’s research, outsiders working on different problems were much less likely to dismiss the apparent error as useless noise. Coming at the problem from a different perspective, with few preconceived ideas about what the “correct” result was supposed to be, allowed them to conceptualize scenarios where the mistake might actually be meaningful.”
― Steven Johnson, Where Good Ideas Come From

“The trouble with error is that we have a natural tendency to dismiss it.”
― Steven Johnson, Where Good Ideas Come From

“Being wrong on its own doesn’t unlock new doors in the adjacent possible, but it does force us to look for them.”
― Steven Johnson, Where Good Ideas Come From

“subtle case for the role of error in innovation, because error is not simply a phase you have to suffer through on the way to genius. Error often creates a path that leads you out of your comfortable assumptions. 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 errors of the great mind exceed in number those of the less vigorous one.”
― Steven Johnson, Where Good Ideas Come From

“Greatbatch’s pacemaker is an instance where a great idea came—literally—from a novel combination of spare parts. Sometimes those novel combinations arrive courtesy of the random collisions of city streets or the dreaming brain. But sometimes they come from simple mistakes. You reach into the bag of resistors and pull out the wrong one, and four years later, you’re saving someone’s life.”
― Steven Johnson, Where Good Ideas Come From

“The invention of the Audion sounds like a classic story of ingenuity and persistence: a maverick inventor holed up in his bedroom lab notices a striking pattern and tinkers with it for years as a slow hunch, until he hits upon a contraption that changes the world. But telling the story that way misses one crucial fact: that at almost every step of the way, de Forest was flat-out wrong about what he was inventing. The Audion was not so much an invention as it was the steady, persistent accumulation of error. The strange communication between the spark gap transmitter and the Wersbach gas burner flame turned out to have nothing to do with the electromagnetic spectrum. (The flame was responding to ordinary sound waves emitted by the spark gap transmitter.) But because de Forest had begun with this erroneous notion that the gas flame was detecting the radio signals, all his iterations of the Audion involved some low-pressure gas inside the device, which severely limited their reliability. It took another decade for researchers at General Electric and other firms to realize that the triode performed far more effectively in a true vacuum. (Hence the term “vacuum tube.”) Even de Forest himself willingly admitted that he didn’t understand the device he had invented. “I didn’t know why it worked,” he remarked. “It just did.”
― Steven Johnson, Where Good Ideas Come From

“The secret to organizational inspiration is to build information networks that allow hunches to persist and disperse and recombine. Instead of cloistering your hunches in brainstorm sessions or R&D labs, create an environment where brainstorming is something that is constantly running in the background, throughout the organization, a collective version of the 20-percent-time concept that proved so successful for Google and 3M.”
― Steven Johnson, Where Good Ideas Come From

“The problem with these closed environments is that they inhibit serendipity and reduce the overall network of minds that can potentially engage with a problem. This is why a growing number of large organizations—businesses, nonprofits, schools, government agencies—have begun experimenting with work environments that encourage the architecture of serendipity. Traditionally, organizations that have a strong demand for innovation have created a kind of closed playpen for hunches: the research-and-development lab. Ironically, R&D labs have historically functioned as a kind of idea lockbox; the hunches evolving in those labs tended to be the most heavily guarded secrets in the entire organization. Allowing these early product ideas to circulate more widely would allow rival firms to copy or exploit them. Some organizations—including Apple—have gone to great length to keep R&D experiments sequestered from other employees inside the organization. But that secrecy, as we have seen, comes with great cost. Protecting ideas from copycats and competitors also protects them from other ideas that might improve them, might transform them from hints and hunches to true innovations.”
― Steven Johnson, Where Good Ideas Come From

“If the commonplace book tradition tells us that the best way to nurture hunches is to write everything down, the serendipity engine of the Web suggests a parallel directive: look everything up.”
― Steven Johnson, Where Good Ideas Come From

“But whether or not you accept the premise that the average media consumer experiences more serendipitous discoveries thanks to the Web, there can be little doubt that the Web is an unrivaled medium for serendipity if you are actively seeking it out. If you want to build a daily reading list of eclectic and diverse perspectives, you can stitch one together in your RSS reader or your bookmarks bar in a matter of minutes, for no cost, while sitting on your couch. Just as important, you can use the Web to fill out the context when you do stumble across some interesting new topic.”
― Steven Johnson, Where Good Ideas Come From

“DEVONthink features a clever algorithm that detects subtle semantic connections between distinct passages of text.”
― Steven Johnson, Where Good Ideas Come From

“While the creative walk can produce new serendipitous combinations of existing ideas in our heads, we can also cultivate serendipity in the way that we absorb new ideas from the outside world. Reading remains an unsurpassed vehicle for the transmission of interesting new ideas and perspectives.”
― Steven Johnson, Where Good Ideas Come From

“how do you get those particular clusters of neurons to fire at the right time? One way is to go for a walk. The history of innovation is replete with stories of good ideas that occurred to people while they were out on a stroll. (A similar phenomenon occurs with long showers or soaks in a tub; in fact, the original “eureka” moment—Archimedes hitting upon a way of measuring the volume of irregular shapes—occurred in a bathtub.) The shower or stroll removes you from the task-based focus of modern life—paying bills, answering e-mail, helping kids with homework—and deposits you in a more associative state. Given enough time, your mind will often stumble across some old connection that it had long overlooked, and you experience that delightful feeling of private serendipity: Why didn’t I think of that before?”
― Steven Johnson, Where Good Ideas Come From

“The challenge, of course, is how to create environments that foster these serendipitous connections, on all the appropriate scales: in the private space of your own mind; within larger institutions; and across the information networks of society itself.”
― Steven Johnson, Where Good Ideas Come From

“But serendipity is not just about embracing random encounters for the sheer exhilaration of it. Serendipity is built out of happy accidents, to be sure, but what makes them happy is the fact that the discovery you’ve made is meaningful to you. It completes a hunch, or opens up a door in the adjacent possible that you had overlooked.”
― Steven Johnson, Where Good Ideas Come From

“If natural selection rewarded organisms exclusively for sheer reproductive power, sexual reproduction might never have evolved. Asexual organisms reproduce on average twice as quickly as their sexual counterparts, in part because without a male/female distinction, every organism is capable of producing offspring directly. But evolution is not just a game of sheer quantity. Overpopulation, after all, poses its own dangers, and a community of organisms with identical DNA makes a prime target for parasites or predators. For these reasons, natural selection also rewards innovation, life’s tendency to discover new ecological niches, new sources of energy. This is what Stuart Kauffman recognized when he first formulated the idea of the adjacent possible: that there is something like an essential drive in the biosphere to diversify into new ways of making a living. Scrambling together two distinct sets of DNA with each generation made for a far more complicated reproductive strategy, but it paid immense dividends in the rate of innovation. What we gave up in speed and simplicity, we made up for in creativity.”
― Steven Johnson, Where Good Ideas Come From