159 Quotes by Steven Johnson

Jane Jacobs observed in The Death and Life of Great American Cities: “The larger a city, the greater the variety of its manufacturing, and also the greater both the number and the proportion of its small manufacturers.

Even in the best of times, life aboard a seventeenth-century privateering ship was a challenging and claustrophobic experience. The fact that a community of a hundred or more people could survive on the open seas for months at a time, in a vessel with dimensions not much larger than a tennis court, should go down as one of the great achievements in our long history of creating life-sustaining habitats in fundamentally inhospitable environments.

If we think that innovation comes from a lone genius inventing a new technology from scratch, that model naturally steers us toward certain policy decisions, like stronger patent protection. But if we think that innovation comes out of collaborative networks, then we want to support different policies and organizational forms: less rigid patent laws, open standards, employee participation in stock plans, cross-disciplinary connections.

The second precondition is that the network be plastic, capable of adopting new configurations.

The lightbulb was the kind of innovation that comes together over decades, in pieces. There was no lightbulb moment in the story of the lightbulb.

You need a system for capturing hunches, but not necessarily categorizing them, because categories can build barriers between disparate ideas, restrict them to their own conceptual islands. This is one way in which the human history of innovation deviates from the natural history. New ideas do not thrive on archipelagos.

Right now we’re in an arms race with the microbes, because, effectively, we’re operating on the same scale that they are. The viruses are both our enemy and our arms manufacturer.

But epidemics create a kind of history from below: they can be world-changing, but the participants are almost inevitably ordinary folk, following their established routines, not thinking for a second about how their actions will be recorded for posterity.

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.