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Book: Where Good Ideas Come From: The Natural History of Innovation
Quotes of Book: Where Good Ideas Come From:
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  1. Steven Johnson _ Where Good Ideas Come From:

    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.
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  2. 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.
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  3. 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":
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  4. Steven Johnson _ Where Good Ideas Come From:

    The second precondition is that the network be plastic, capable of adopting new configurations.
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  5. 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.
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  6. 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.
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  7. 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.
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  8. Steven Johnson _ Where Good Ideas Come From:

    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.
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  9. 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."
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  10. 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,
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  11. 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
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  12. 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.
    book-quote
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