© 2020 Creative&CO
© 2020 Creative&CO
WHERE
GOOD IDEAS
COME FROM?
GOOD IDEAS
COME FROM?
The key lessons from the book by Steven Johnson
about the natural history of innovation
about the natural history of innovation
The greatest minds in human history seem to be springs of good ideas and innovation. Charles Darwin, Benjamin Franklin, and companies like Google never cease to amaze us with their ideas.
In many cases, their ideas seem to emerge out of thin air. Out to author Steven Johnson, their ideas are no coincidence.
In his book, Where Good Ideas Come From, Johnson explores the origin of innovation and seeks to determine what kind of environments are the best producers of ideas in order to give readers pragmatic strategies to innovate in their own lives.
At the outset, Johnson proposes that densely populated, urban areas are significantly more innovative than rural areas. But he goes much deeper to explore over two hundred ideas and identifies seven common patterns of idea formation: The Adjacent Possible, Liquid Networks, The Slow Hunch, Serendipity, Error, Exaptation, and Platforms. Then by classifying them into four kinds of environments to examine emerging patterns, Johnson concludes that open-source or academic environments are the best for innovation because they encourage ideas to be improved upon and re-imagined within a group setting. Johnson likens this environment to a coral reef.
In many cases, their ideas seem to emerge out of thin air. Out to author Steven Johnson, their ideas are no coincidence.
In his book, Where Good Ideas Come From, Johnson explores the origin of innovation and seeks to determine what kind of environments are the best producers of ideas in order to give readers pragmatic strategies to innovate in their own lives.
At the outset, Johnson proposes that densely populated, urban areas are significantly more innovative than rural areas. But he goes much deeper to explore over two hundred ideas and identifies seven common patterns of idea formation: The Adjacent Possible, Liquid Networks, The Slow Hunch, Serendipity, Error, Exaptation, and Platforms. Then by classifying them into four kinds of environments to examine emerging patterns, Johnson concludes that open-source or academic environments are the best for innovation because they encourage ideas to be improved upon and re-imagined within a group setting. Johnson likens this environment to a coral reef.
01
Four billion years ago, carbon atoms mulled around the primordial soup. But as life began, those atoms did not spontaneously arrange themselves into complex life forms like sunflowers or squirrels.
First, they had to form simpler structures like molecules, polymers, proteins, cells, primitive organisms and so forth. Each step along the way opened up possibilities for new combinations, expanding the realm of what was possible, until finally a carbon atom could reside in a sunflower.
Similarly, eBay could not be created in the 1950s. First, someone had to invent computers, the a way to connect those computers, then a World Wide Web for people to browse and then a platform which supported online payments.
Both evolution and innovation tend to happen within the bounds of the adjacent possible, in other words the realm of possibilities available at any given moment.
Great leaps beyond the adjacent possible are rare and doomed to be short-term failures. The environment is simply not ready for them yet. Had YouTube been launched in the 1990s, it would have flopped, since neither the fast internet connections nor the software required to view videos was available then.
The predominance of multiples in innovation highlights how the adjacent possible is constrained by existing parts and knowledge. A multiple occurs when several people independently make the same discovery almost simultaneously.
Joseph Priestley and Carl Wilhelm Scheele isolated oxygen in 1772-1774, unaware of the other's advancement. But they did share the same starting point, because their search for oxygen could not begin until the gaseous nature of air was first understood. Thus it was inevitable some scientists would reach their discoveries at around the same time.
First, they had to form simpler structures like molecules, polymers, proteins, cells, primitive organisms and so forth. Each step along the way opened up possibilities for new combinations, expanding the realm of what was possible, until finally a carbon atom could reside in a sunflower.
Similarly, eBay could not be created in the 1950s. First, someone had to invent computers, the a way to connect those computers, then a World Wide Web for people to browse and then a platform which supported online payments.
Both evolution and innovation tend to happen within the bounds of the adjacent possible, in other words the realm of possibilities available at any given moment.
Great leaps beyond the adjacent possible are rare and doomed to be short-term failures. The environment is simply not ready for them yet. Had YouTube been launched in the 1990s, it would have flopped, since neither the fast internet connections nor the software required to view videos was available then.
The predominance of multiples in innovation highlights how the adjacent possible is constrained by existing parts and knowledge. A multiple occurs when several people independently make the same discovery almost simultaneously.
Joseph Priestley and Carl Wilhelm Scheele isolated oxygen in 1772-1774, unaware of the other's advancement. But they did share the same starting point, because their search for oxygen could not begin until the gaseous nature of air was first understood. Thus it was inevitable some scientists would reach their discoveries at around the same time.
Evolution and innovation usually happen in the realm
of the adjacent possible
of the adjacent possible
02
World-changing ideas generally evolve over time as slow hunches
Although in retrospect great discoveries may seem like single, definable eureka-moments, in reality they tend to fade into view slowly. They are like gradually maturing slow hunches, which demand time and cultivation to bloom.
"Good idea!", illustration
by Christian Blake
by Christian Blake
According to Darwin, the theory of natural selection simply popped into his head when he was contemplating Malthus' writings on population growth. But Darwin's notebooks reveal that far before this so-called epiphany, he had already described a very nearly complete theory of natural selection. This slow hunch only matured
into a fully-formed theory over time.
Only in retrospect does the idea seem so obvious that it must have come in a flash of insight. Upon hearing of the theory for the first time, a supporter of Darwin even exclaimed "How incredibly stupid
not to think of that."
Another slow hunch led to a revolution in the way we share information today.
As a child, Tim Berners-Lee read a Victorian-era how-to book and was fascinated by the "portal of information" he had found. Well over a decade later, working as a consultant at the Swiss CERN laboratory and partially inspired by the book, he tinkered with a side-project which allow him to store and connect chunks of information, like nodes
in a network. Another decade later, CERN officially authorized him to work on the project, which finally maturedinto a network where documents on different computers could be connected through hypertext links. After decades of Berners-Lee's slow hunch maturing and developing, the World Wide Web was born.
Only in retrospect does the idea seem so obvious that it must have come in a flash of insight. Upon hearing of the theory for the first time, a supporter of Darwin even exclaimed "How incredibly stupid
not to think of that."
Another slow hunch led to a revolution in the way we share information today.
As a child, Tim Berners-Lee read a Victorian-era how-to book and was fascinated by the "portal of information" he had found. Well over a decade later, working as a consultant at the Swiss CERN laboratory and partially inspired by the book, he tinkered with a side-project which allow him to store and connect chunks of information, like nodes
in a network. Another decade later, CERN officially authorized him to work on the project, which finally maturedinto a network where documents on different computers could be connected through hypertext links. After decades of Berners-Lee's slow hunch maturing and developing, the World Wide Web was born.
03
Platforms are like springboards for innovations
and sudden breakthroughs
and sudden breakthroughs
Ecologists use the term keystone species
to describe organisms which are disproportionately important to the welfare of the ecosystem. On a small island with no other predators, a pack of wolves keeps the population of sheep under control, thus stopping them from eating the island bare and collapsing the entire ecosystem.
But around two decades ago, ecologists understood that a very specific and important type of keystone species warranted its own term entirely. Ecosystem engineers actually create habitats for other organisms, building platforms from which several others benefit. Consider for example the beavers that dam rivers turning forests into wetlands, or the coral that builds thriving reefs into the middle of the ocean.
Such platforms exist in the sphere if innovation as well, and they are used as springboards to leap into the adjacent possible. The Global Positioning System (GPS) is a good example of such a platform. Originally developed for military use, it has now spurned countless innovations from GPS trackers to location-based services
and advertising.
to describe organisms which are disproportionately important to the welfare of the ecosystem. On a small island with no other predators, a pack of wolves keeps the population of sheep under control, thus stopping them from eating the island bare and collapsing the entire ecosystem.
But around two decades ago, ecologists understood that a very specific and important type of keystone species warranted its own term entirely. Ecosystem engineers actually create habitats for other organisms, building platforms from which several others benefit. Consider for example the beavers that dam rivers turning forests into wetlands, or the coral that builds thriving reefs into the middle of the ocean.
Such platforms exist in the sphere if innovation as well, and they are used as springboards to leap into the adjacent possible. The Global Positioning System (GPS) is a good example of such a platform. Originally developed for military use, it has now spurned countless innovations from GPS trackers to location-based services
and advertising.
Ideas rise in crowds,
as Poincaré said. They rise
in liquid networks, where connection is valued more than protection
as Poincaré said. They rise
in liquid networks, where connection is valued more than protection
Platforms often stack on top of each other, meaning that one platform provides
the foundation for even more platforms, which again produce countless new innovations.
Beavers fell trees that rot and attract woodpeckers to drill nesting holes in them. But once the woodpeckers have left, these holes are occupied by songbirds. The woodpecker has also created a platform.
The story of Twitter is similar: the Web was based on existing protocols, Twitter was built on the Web and now countless apps have been designed on the Twitter platform, the adjacent possible being expanded at every step.
the foundation for even more platforms, which again produce countless new innovations.
Beavers fell trees that rot and attract woodpeckers to drill nesting holes in them. But once the woodpeckers have left, these holes are occupied by songbirds. The woodpecker has also created a platform.
The story of Twitter is similar: the Web was based on existing protocols, Twitter was built on the Web and now countless apps have been designed on the Twitter platform, the adjacent possible being expanded at every step.
"
"
04
Innovation and evolution thrive in large networks at connecting with other atoms
05
Collaboration is at least
as important a driver
of innovation as competition
as important a driver
of innovation as competition
The ability of inventors and entrepreneurs
to capitalize on their discoveries is often cited as a fundamental driver of innovation. But while the commercialization potential of inventions indeed spurs innovation, it also generates patents and other restrictions, thus hindering the circulation and further development of ideas.
Thus with regard to innovation, the very markets which are supposed to guarantee efficiency by rewarding inventors are in fact structurally inefficient, because they artificially prevent ideas from propagating and combining with others.
Over the past 600 years, the way that great inventions and discoveries are made seems to have gravitated increasingly away from individual inventors and toward networks of people. And even as the age of capitalism dawned and bloomed, most great discoveries have gone unrewarded by the markets. The World Wide Web,
the theory of relativity, computers, x-rays, pacemakers and penicillin are but a few examples where the inventorhas
not profited.
to capitalize on their discoveries is often cited as a fundamental driver of innovation. But while the commercialization potential of inventions indeed spurs innovation, it also generates patents and other restrictions, thus hindering the circulation and further development of ideas.
Thus with regard to innovation, the very markets which are supposed to guarantee efficiency by rewarding inventors are in fact structurally inefficient, because they artificially prevent ideas from propagating and combining with others.
Over the past 600 years, the way that great inventions and discoveries are made seems to have gravitated increasingly away from individual inventors and toward networks of people. And even as the age of capitalism dawned and bloomed, most great discoveries have gone unrewarded by the markets. The World Wide Web,
the theory of relativity, computers, x-rays, pacemakers and penicillin are but a few examples where the inventorhas
not profited.
Certainly market-spurred innovation has been far more effective than innovation achieved in command economies like the Soviet Union, but that still does not mean it is the optimal way forward. Yes, inventors may well deserve to be rewarded, but the real question should
be how to increase innovation in general.
In the Origin of Species, Darwin himself placed equal emphasis on the wonder of complex collaboration between species as on the natural selection that comes from competition for resources. Similarly open networks of connections among innovations can be just as generative as vigorous competition. Free markets have greatly spurred innovation, but so has the collaborative, open way of sharing knowledge in networks.
be how to increase innovation in general.
In the Origin of Species, Darwin himself placed equal emphasis on the wonder of complex collaboration between species as on the natural selection that comes from competition for resources. Similarly open networks of connections among innovations can be just as generative as vigorous competition. Free markets have greatly spurred innovation, but so has the collaborative, open way of sharing knowledge in networks.
Other studies have shown that the most creative individuals have broad social networks that extend outside their own organization, and hence get new ideas from many different contexts.
Cities facilitate such large networks which allow ideas to be diffused and combined in novel ways. This is one of the reasons why cities are disproportionately more creative than smaller towns. Today though the greatest such creative network is not a city at all, but the World Wide Web, creating, connecting and diffusing ideas more effectively than any network
before it.
Cities facilitate such large networks which allow ideas to be diffused and combined in novel ways. This is one of the reasons why cities are disproportionately more creative than smaller towns. Today though the greatest such creative network is not a city at all, but the World Wide Web, creating, connecting and diffusing ideas more effectively than any network
before it.
"Outside the box", illustration
by Christian Blake
by Christian Blake
06
Lucky connections between ideas drive innovations and
serendipitous discoveries
serendipitous discoveries
The ability of carbon to connect with other atoms was vital for the evolution of life, but a second, randomizing, force was also necessary: water.
Water moves and churns, dissolving
and eroding everything in its path, thus fostering new kinds of connections between atoms in the primordial soup. Just as importantly, the strong hydrogen bonds of water molecules helped maintain those new connections.
This mix of turbulence and stability is why liquid networks are optimal both for the evolution of life and for creativity. Innovative networks too must teeter on the brink of chaos, in the fruitful realm between order and anarchy, just like water.
Water moves and churns, dissolving
and eroding everything in its path, thus fostering new kinds of connections between atoms in the primordial soup. Just as importantly, the strong hydrogen bonds of water molecules helped maintain those new connections.
This mix of turbulence and stability is why liquid networks are optimal both for the evolution of life and for creativity. Innovative networks too must teeter on the brink of chaos, in the fruitful realm between order and anarchy, just like water.
Random connections drive serendipitous discoveries. Dreams for example are the primordial soup of innovation, where ideas connect seemingly at random. In fact, neuroscientists have confirmed that "sleeping on a problem" greatly helps solve it. Centuries ago, the German chemist Kekulé dreamtof a mythological serpent devouring its own tail, and subsequently realized how carbon atoms in a ring formed the molecule benzene.
But it seems chaos and creativity are linked even on a neurological level.
Ideas are in fact manifestations of a complex network of neurons firing in the brain, and new ideas are only possible when new connections
are formed.
For some reason, neurons in the brain alternate between states of chaos, where they fire completely out of sync with each other, and more organized phase-lock states where large clusters of neurons fire at exactly the same frequency.
The period of time spent in either state differs from brain to brain. Somewhat counter-intuitively, studies have shown that the longer the spells of chaos a person's brain tend to experience, the smarter the person usually is.
But it seems chaos and creativity are linked even on a neurological level.
Ideas are in fact manifestations of a complex network of neurons firing in the brain, and new ideas are only possible when new connections
are formed.
For some reason, neurons in the brain alternate between states of chaos, where they fire completely out of sync with each other, and more organized phase-lock states where large clusters of neurons fire at exactly the same frequency.
The period of time spent in either state differs from brain to brain. Somewhat counter-intuitively, studies have shown that the longer the spells of chaos a person's brain tend to experience, the smarter the person usually is.
"Thinking cycle", illustration
by Christian Blake
by Christian Blake
Questions for finding
good ideas
good ideas
What new possibilities are there today,
that didn't exist a year ago?
that didn't exist a year ago?
Based on a review of good ideas brought to life as innovations, Johnson suggests that there are seven specific places to look where you'll find the seeds of a great idea. Importantly, they'll not be found where you are right now. Changing up your environment, and exposing yourself
to new ideas is key. But one in a new space, the 'places' where your good ideas will come from are seven principles that can be formulated as seven questions
to ask yourself – and your colleagues.
to new ideas is key. But one in a new space, the 'places' where your good ideas will come from are seven principles that can be formulated as seven questions
to ask yourself – and your colleagues.
1
2
What hunches have you had for some
time about what to do?
time about what to do?
What do fresh eyes think we should do?
3
4
What's worked that's surprised us?
5
What's the biggest learning from
our biggest error?
our biggest error?
6
What other purpose can our product
or service be used for?
or service be used for?
7
What big success can we build on?
Great innovations emerge from environments that are partly contaminated by error
This is a book about the space of innovation. Some environments squelch new ideas; some environments seem to breed them effortlessly.
The argument of this book is that a series of shared properties and patterns recur again and again in unusually fertile environments. The more we embrace these patterns — in our private work habits and hobbies, in our office environments, in the design of new software tools —
the better we will be at tapping our extraordinary capacity
for innovative thinking.
The author gives us a broad historical outlook on how some ideas where born and then introduce each of his patterns and how they made that idea possible.
The argument of this book is that a series of shared properties and patterns recur again and again in unusually fertile environments. The more we embrace these patterns — in our private work habits and hobbies, in our office environments, in the design of new software tools —
the better we will be at tapping our extraordinary capacity
for innovative thinking.
The author gives us a broad historical outlook on how some ideas where born and then introduce each of his patterns and how they made that idea possible.
The basis of all life on earth (and likely any extraterrestrial life out there) is carbon, because it is fundamentally good at connecting with other atoms, and can thus construct complex chains of molecules. These connections allow new structures like proteins to emerge. Without carbon, the earth would have likely remained
a dead soup of chemicals.
Connections also facilitate ideas. When humans first began to organize themselves into settlements, towns and cities, they became members of networks, which exposed them to new ideas and allowed them to spread their own discoveries. Before this happened, a novel idea by one person could well die with her, since she had no network to spread it to. Great ideas rise in crowds.
To better understand the roots of scientific breakthroughs, in the 1990s psychologists decided to record everything that went on in four molecular biology laboratories. One imagines that in a field like molecular biology, great discoveries are made by peering through a microscope. Strikingly, it turned out the most important ideas arose during regular lab meetings, where the scientists informally discussed their work.
Connections also facilitate ideas. When humans first began to organize themselves into settlements, towns and cities, they became members of networks, which exposed them to new ideas and allowed them to spread their own discoveries. Before this happened, a novel idea by one person could well die with her, since she had no network to spread it to. Great ideas rise in crowds.
To better understand the roots of scientific breakthroughs, in the 1990s psychologists decided to record everything that went on in four molecular biology laboratories. One imagines that in a field like molecular biology, great discoveries are made by peering through a microscope. Strikingly, it turned out the most important ideas arose during regular lab meetings, where the scientists informally discussed their work.
