Johnson 2010 Penguin Books: Difference between revisions
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::::* p 21: Analyzing innovation on the scale of individuals and organizations - as the standard textbooks do - distorts our view. It creates a picture of innovation theat overstates the role of proprietary research and "survival of the fittest" competition. The long-zoom apporach lets us see that openness and connectivity may, in the end, be more valuable to innovation than purely competitive mechanisms. Those patterns of innovation deserve recognition - in part because it's intrinsically important to understand why good ideas emerge historically, and in part because by embracing these patterns we can build environments that do a better job of nurturing good ideas, wheter those environments are schools, governments, software platforms, poetry seminars, or social movements. We can think more creatively if we open our minds to the many connected environments that make creativity possible. | ::::* p 21: Analyzing innovation on the scale of individuals and organizations - as the standard textbooks do - distorts our view. It creates a picture of innovation theat overstates the role of proprietary research and "survival of the fittest" competition. The long-zoom apporach lets us see that openness and connectivity may, in the end, be more valuable to innovation than purely competitive mechanisms. Those patterns of innovation deserve recognition - in part because it's intrinsically important to understand why good ideas emerge historically, and in part because by embracing these patterns we can build environments that do a better job of nurturing good ideas, wheter those environments are schools, governments, software platforms, poetry seminars, or social movements. We can think more creatively if we open our minds to the many connected environments that make creativity possible. | ||
::: '''1. The adjacent possible''' | |||
::::* p 41: Innovative environments are better at helping their inhabitants explore the adjacent possible, because they expose a wide and diverse sample of spare parts - mechanical and conceptual - and they encourage novel ways of recombining those parts. Environments that block or limit those new combinations - by punishing experimentation, by obscuring certain branches of possibility, by making the current state wo satisfying that no one bothers to explore the edges - will, on average, generate and circulate fewer innovations than environments that encourage exploration. | ::::* p 41: Innovative environments are better at helping their inhabitants explore the adjacent possible, because they expose a wide and diverse sample of spare parts - mechanical and conceptual - and they encourage novel ways of recombining those parts. Environments that block or limit those new combinations - by punishing experimentation, by obscuring certain branches of possibility, by making the current state wo satisfying that no one bothers to explore the edges - will, on average, generate and circulate fewer innovations than environments that encourage exploration. | ||
::: '''2. Liquid networks''' | |||
::::* p 61: .. most important ideas emerged during regular lab meetings, where a dozen or so researchers would gather and informally present and discuss their latest work. .. the most productive tool for generating good ideas remains a circle of humans at a table, talking shop. | ::::* p 61: .. most important ideas emerged during regular lab meetings, where a dozen or so researchers would gather and informally present and discuss their latest work. .. the most productive tool for generating good ideas remains a circle of humans at a table, talking shop. | ||
::::* p | ::: '''3. The slow hunch''' | ||
::::* p 78: Sustaining the slow hunch is less a matter of perspiration than of ''cultivation''. You give the hunch enough neourishment to keep it growing, and plant it in fertile soil, where its roots can make new connections. And then you give it time to bloom. | |||
::::* p 83: You get a feeling that there's an interesting avenue to explore, a problem that might someday lead you to a solution, but then you get distracted by more pressing matters and the hunch disappears. So part of the secret of hunch cultivation is simple: write everything down. | |||
::::* p 84: In its most customary form, "commonplacing", as it was called, involved transcribitn interesting or inspiraitonal passages from one's reading, assembling a personalized encyclopedia of quotations. | |||
::::* p 93: 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, guiuded entirely by theor own passions and instincts. .. 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 and official Google product. But every now and then, one of those hunches blooms into something significant. | |||
::: '''4. Serendipity''' | |||
::::* p 103: | ::::* p 103: | ||
| Line 24: | Line 34: | ||
::::* p 127: | ::::* p 127: | ||
::: '''5. Error''' | |||
::: '''6. Exaptation''' | |||
::: '''7. Platforms''' | |||
::::* p 233: | ::::* p 233: | ||
Revision as of 12:00, 6 April 2017
| Johnson S (2010) Where good ideas come from. The seven patterns of innovation. Penguin Books London:326 pp. |
Johnson S (2010) Penguin Books
Abstract: If there is a single maxim that runs through this book's arguments, it is that we are often better served by connecting ideas than we are by protecting them. Like the free market itself, the case for restricting the flow of innovation has long been buttressed by appeals to the "natural" order of things. But the truth is, when one looks at innovation in nature and in culture, environments that build walls around good ideas tend to be less innovative in the long run than more open-ended environments. Good ideas may not want to be free, but they want to connect, fuse, recombine. They want to reinvent themselves by crossing conceptual borders. They want to complete each other as much as they want to compete.
• Bioblast editor: Gnaiger E
Selected quotes
- p 21: Analyzing innovation on the scale of individuals and organizations - as the standard textbooks do - distorts our view. It creates a picture of innovation theat overstates the role of proprietary research and "survival of the fittest" competition. The long-zoom apporach lets us see that openness and connectivity may, in the end, be more valuable to innovation than purely competitive mechanisms. Those patterns of innovation deserve recognition - in part because it's intrinsically important to understand why good ideas emerge historically, and in part because by embracing these patterns we can build environments that do a better job of nurturing good ideas, wheter those environments are schools, governments, software platforms, poetry seminars, or social movements. We can think more creatively if we open our minds to the many connected environments that make creativity possible.
- 1. The adjacent possible
- p 41: Innovative environments are better at helping their inhabitants explore the adjacent possible, because they expose a wide and diverse sample of spare parts - mechanical and conceptual - and they encourage novel ways of recombining those parts. Environments that block or limit those new combinations - by punishing experimentation, by obscuring certain branches of possibility, by making the current state wo satisfying that no one bothers to explore the edges - will, on average, generate and circulate fewer innovations than environments that encourage exploration.
- 1. The adjacent possible
- 2. Liquid networks
- p 61: .. most important ideas emerged during regular lab meetings, where a dozen or so researchers would gather and informally present and discuss their latest work. .. the most productive tool for generating good ideas remains a circle of humans at a table, talking shop.
- 2. Liquid networks
- 3. The slow hunch
- p 78: Sustaining the slow hunch is less a matter of perspiration than of cultivation. You give the hunch enough neourishment to keep it growing, and plant it in fertile soil, where its roots can make new connections. And then you give it time to bloom.
- 3. The slow hunch
- p 83: You get a feeling that there's an interesting avenue to explore, a problem that might someday lead you to a solution, but then you get distracted by more pressing matters and the hunch disappears. So part of the secret of hunch cultivation is simple: write everything down.
- p 84: In its most customary form, "commonplacing", as it was called, involved transcribitn interesting or inspiraitonal passages from one's reading, assembling a personalized encyclopedia of quotations.
- p 93: 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, guiuded entirely by theor own passions and instincts. .. 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 and official Google product. But every now and then, one of those hunches blooms into something significant.
- 4. Serendipity
- p 103:
- 4. Serendipity
- p 108:
- p 125:
- p 127:
- 5. Error
- 6. Exaptation
- 7. Platforms
- p 233:
- p 241:
- p 245:
