If you look at history, innovation doesn't come just from giving people incentives; it comes from creating environments where their ideas can connect.
Interpretation
Innovation is fostered not just by incentives, but by environments that encourage idea interaction.
The quote by Steven Johnson suggests that the key to innovation lies in creating a supportive environment that allows ideas to mingle and evolve. While monetary or material incentives can motivate individuals, it is the collaborative atmosphere that facilitates the growth of fresh ideas and innovative solutions, highlighting the importance of community and interaction in the creative process.
In practice
During a team meeting, we discussed how to create a more innovative workspace.
How could so many intelligent people be so grievously wrong for such an extended period of time? How could they ignore so much overwhelming evidence that contradicted their most basic theories? These questions, too, deserve their own discipline: the sociology of error.
The adjacent possible is a kind of shadow future, hovering on the edges of the present state of things, a map of all the ways in which the present can reinvent itself.
Most new movements start this way: hundreds or thousands of individuals and groups, working in different fields and different locations, start thinking about change using a common language, without necessarily recognizing those shared values. You just start following your own vector, propelled along by people in your immediate vicinity. And then one day, you look up and realize that all those individual trajectories have turned into a wave.
Organizations that empower folks further down the chain or try to get rid of the big hierarchal chains and allow decision making to happen on a more local level end up being more adaptive and resilient because there are more minds involved in the problem.
What you end up seeing when you look at history is that people who have been good at pushing the boundaries of possibility, and exploring those frontiers of good ideas and innovations, have rarely done it in moments of great inspiration. They don't just have a brilliant breakthrough idea out of nowhere and leap ahead of everyone else.
For decades, we've worked under the assumption that mass culture follows a steadily declining path toward lowest-common-denominator standards, presumably because the 'masses' want dumb, simple pleasures and big media companies want to give the masses what they want.
Surprise drives progress because innovation depends on the sort of knowledge no one can gather in a central place.
To be an inventor, you have to be willing to live with a sense of uncertainty, to work in this darkness and grope towards an answer, to put up with anxiety about whether there is an answer.
The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
If every effect of any new products or methods were required to be known before they could be produced and marketed, they would not be true innovations - and thus not represent new knowledge of what people would like, if offered.
Companies over-emphasize idea generation and under-emphasize idea execution when it comes to innovation.
Innovation is not born from the dream, innovation is born from the struggle
Subscribe for the occasional hand-picked quote. No noise.