Quotes About Collaboration

Journalists need experts as badly as experts need journalists.

How are you supposed to get everyone to pull in the same direction when they are all pulling primarily for themselves?

Los medios de comunicación necesitan a los expertos tanto como los expertos a los medios. Todos los días hay páginas de periódicos e informativos de televisión que llenar, y un experto que aporte una noticia discordante siempre es bienvenido. Juntos, periodistas y expertos son los artífices de gran parte de la sabiduría conven-cional.

Los medios de comunicación necesitan a los expertos tanto como los expertos a los medios.

Quizá resulte triste, pero para nada sorprendente, descubrir que expertos como Snyder son capaces de actuar en beneficio propio hasta el punto de engañar. Pero no pueden engañar solos. Los medios de comunicación necesitan a los expertos tanto como los expertos a los medios.

Product people are business people, first and foremost. They work across functions and serve to integrate or synchronize the work of others so that products and portfolios can be planned, developed, launched, and managed.

The garage is the space for the hacker, the tinkerer, the maker. The garage is not defined by a single field or industry; instead, it is defined by the eclectic interests of its inhabitants. It is a space where intellectual networks converge.

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.

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.

for 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.

Like every big idea, Birdseye's breakthrough was not a single insight, but a network of other ideas, packaged together in a new configuration. What made Birdseye's idea so powerful was not simply his individual genius, but the diversity of places and forms of expertise that he brought together.

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

It is rarely the isolated genius having a eureka moment alone in the lab. Nor is it merely a question of building on precedent, of standing on the shoulders of giants, in Newton's famous phrase. Great breakthroughs are closer to what happens in a flood plain: a dozen separate tributaries converge, and the rising waters lift the genius high enough that he or she can see around the conceptual obstructions of the age.

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.

Está en la naturaleza de las buenas ideas el subirse a hombros de los gigantes que las precedieron, lo que implica que, en alguna medida, toda innovación importante resulta ser fundamentalmente una red.

we are often better served by connecting ideas than we are by protecting them.

Go for 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.

Once key ideas from idea-spaces that otherwise had little contact with one another were connected, they began, quasi-autonomously, to make new sense in terms of one another, leading to the emergence of a whole that was more than the sum of its parts.

The individuals in the high-IQ group might have scored better individually on intelligence tests, but when it came to solving problems as a group, diversity matters more than individual brainpower.

When nature is in need of new ideas, it strives to connect, not protect.

The poet and the engineer (and the coral reef) may seem a million miles apart in their particular forms of expertise, but when they bring good ideas into the world, similar patterns of development and collaboration shape that process.

Good ideas may not want to be free, but they do want to connect, fuse, recombine.

You can see the fingerprints of the adjacent possible in one of the most remarkable patterns in all of intellectual history, what scholars now call "the multiple": A brilliant idea occurs to a scientist or inventor somewhere in the world, and he goes public with his remarkable finding, only to discover that three other minds had independently come up with the same idea in the past year.

Most hotbeds of innovation have similar physical spaces associated with them: the Homebrew Computing Club in Silicon Valley; Freud's Wednesday salon at 19 Berggasse; the eighteenth-century English coffeehouse. All these spaces were, in their own smaller-scale fashion, emergent platforms.