Where Good Ideas Come From Quotes

“Some will say that this is merely a matter of software, which is intrinsically more adaptable than hardware like televisions or cellular phones. But before the Web became mainstream in the mid-1990s, the pace of software innovation followed the exact same 10/ 10 pattern of development that we saw in the spread of other twentieth-century technologies.”
― Steven Johnson, Where Good Ideas Come From

“Now compare the way these two ideas—HDTV and YouTube—changed the basic rules of engagement for their respective platforms. Going from analog television to HDTV is a change in degree, not in kind: there are more pixels; the sound is more immersive; the colors are sharper. But consumers watch HDTV the exact same way they watched old-fashioned analog TV. They choose a channel, and sit back and watch. YouTube, on the other hand, radically altered the basic rules of the medium. For starters, it made watching video on the Web a mass phenomenon. But with YouTube you weren’t limited to sitting and watching a show, television-style; you could also upload your own clips, recommend or rate other clips, get into a conversation about them.”
― Steven Johnson, Where Good Ideas Come From

“Hurley, Chen, and Karim cobbled together a rough beta for a service that would correct these deficiencies, raised less than $ 10 million in venture capital, hired about two dozen people, and launched YouTube, a website that utterly transformed the way video information is shared online. Within sixteen months of the company’s founding, the service was streaming more than 30 million videos a day. Within two years, YouTube was one of the top-ten most visited sites on the Web.”
― Steven Johnson, Where Good Ideas Come From

“if you look at the entirety of the twentieth century, the most important developments in mass, one-to-many communications clock in at the same social innovation rate with an eerie regularity. 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

“Kleiber’s law proved that as life gets bigger, it slows down. But West’s model demonstrated one crucial way in which human-built cities broke from the patterns of biological life: as cities get bigger, they generate ideas at a faster clip. This is what we call “superlinear scaling”: if creativity scaled with size in a straight, linear fashion, you would of course find more patents and inventions in a larger city, but the number of patents and inventions per capita would be stable. West’s power laws suggested something far more provocative: that despite all the noise and crowding and distraction, the average resident of a metropolis with a population of five million people was almost three times more creative than the average resident of a town of a hundred thousand.”
― Steven Johnson, Where Good Ideas Come From

“But the most fascinating discovery in West’s research came from the data that didn’t turn out to obey Kleiber’s law. West and his team discovered another power law lurking in their immense database of urban statistics. Every datapoint that involved creativity and innovation—patents, R& D budgets, “supercreative” professions, inventors—also followed a quarter-power law, in a way that was every bit as predictable as Kleiber’s law. But there was one fundamental difference: the quarter-power law governing innovation was positive, not negative. A city that was ten times larger than its neighbor wasn’t ten times more innovative; it was seventeen times more innovative. A metropolis fifty times bigger than a town was 130 times more innovative.”
― Steven Johnson, Where Good Ideas Come From

“When they finally crunched the numbers, West and his team were delighted to discover that Kleiber’s negative quarter-power scaling governed the energy and transportation growth of city living. The number of gasoline stations, gasoline sales, road surface area, the length of electrical cables: all these factors follow the exact same power law that governs the speed with which energy is expended in biological organisms. If an elephant was just a scaled-up mouse, then, from an energy perspective, a city was just a scaled-up elephant.”
― Steven Johnson, Where Good Ideas Come From

“Darwin’s mind had been profoundly shaped by Lyell’s understanding of the deep time of geological transformation, but standing on the beach, watching the breakers crash against the coral, he knows that his mentor is wrong about the origin of the atolls. It is not a story of simple geology, he realizes. It is a story about the innovative persistence of life.”
― Steven Johnson, Where Good Ideas Come From

“Extract ten thousand cubic feet of water from just about anywhere in the Indian Ocean and do a full inventory on the life you find there: the list would be about as “poor” as Darwin’s account of the land animals of the Keelings. You might find a dozen fish if you were lucky. On the reef, you would be guaranteed a thousand. In Darwin’s own words, stumbling across the ecosystem of a coral reef in the middle of an ocean was like encountering a swarming oasis in the middle of a desert. We now call this phenomenon Darwin’s Paradox: so many different life forms, occupying such a vast array of ecological niches, inhabiting waters that are otherwise remarkably nutrient-poor. Coral reefs make up about one-tenth of one percent of the earth’s surface, and yet roughly a quarter of the known species of marine life make their homes there.”
― Steven Johnson, Where Good Ideas Come From

“You go to an auto show and see some glamorous and wildly innovative concept car on display and you think, “I’d buy that in a second.” And then five years later, the car finally comes to market and it’s been whittled down from a Ferrari to a Pinto—all the truly breakthrough features have been toned down or eliminated altogether, and what’s left looks mostly like last year’s model. The same sorry fate could have befallen the iPod as well: Ive and Jobs could have sketched out a brilliant, revolutionary music player and then two years later released a dud. What kept the spark alive? 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. The engineering team takes a look at the original design and says, “Well, we can’t really do that—but we can do 80 percent of what you want.” And then the manufacturing team says, “Sure, we can do some of that.” In the end, the original design has been watered down beyond recognition. Apple’s approach, by contrast, is messier and more chaotic at the beginning, but it avoids this chronic problem of good ideas being hollowed out as they progress through the development chain. Apple calls it concurrent or parallel production. All the groups—design, manufacturing, engineering, sales—meet continuously through the product-development cycle, brainstorming, trading ideas and solutions, strategizing over the most pressing issues, and generally keeping the conversation open to a diverse group of perspectives. The process is noisy and involves far more open-ended and contentious meetings than traditional production cycles—and far more dialogue between people versed in different disciplines, with all the translation difficulties that creates. But the results speak for themselves.”
― Steven Johnson, Where Good Ideas Come From

“Carbon may be a talented connector, but without a medium that allows it to collide randomly with other elements, those connective powers are likely to go to waste. All”
― Steven Johnson, Where Good Ideas Come From

“Go for 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

“When nature is in need of new ideas, it strives to connect, not protect.”
― Steven Johnson, Where Good Ideas Come From: The Natural History of Innovation

“The trick is to figure out ways to explore the edges of possibility that surround you. This can be as simple as changing the physical environment you work in, or cultivating a specific kind of social network, or maintaining certain habits in the way you seek out and store information. Recall the question we began with: What kind of environment creates good ideas? 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

“We feel surprise when travelers tell us of the vast dimensions of the Pyramids and other great ruins, but how utterly insignificant are the greatest of these, when compared to these mountains of stone accumulated by the agency of various minute and tender animals. This is a wonder which does not at first strike the eye of the body, but, after reflection, the eye of reason.”
― Steven Johnson, Where Good Ideas Come From

“John Locke first began maintaining a commonplace book in 1652, during”
― Steven Johnson, Where Good Ideas Come From

“we are often better served by connecting ideas than we are by protecting them.”
― Steven Johnson, Where Good Ideas Come From

“two key preconditions become clear. First, the sheer size of the network: you can’t have an epiphany with only three neurons firing.”
― Steven Johnson, Where Good Ideas Come From

“Los innovadores legendarios, como Franklin, Snow y Darwin, poseen unas cualidades intelectuales comunes –cierta rapidez mental y una curiosidad sin límites–, pero también comparten otra característica: tienen un montón de aficiones.”
― Steven Johnson, Las buenas ideas. Una historia natural de la innovación

“La cuestión es inventarse formas de explorar los límites posibles de lo que te rodea. Esto puede ser tan sencillo como cambiar el entorno físico en el trabajo, o cultivar un tipo específico de red social, o mantener ciertos hábitos en la forma de buscar y archivar la información.”
― Steven Johnson, Las buenas ideas. Una historia natural de la innovación