Innovative Learning Quotes

Remember the two benefits of failure. First, if you do fail, you learn what doesn't work; and second, the failure gives you the opportunity to try a new approach.

In a world of change, the learners shall inherit the earth, while the learned shall find themselves perfectly suited for a world that no longer exists.

I think if you study--if you learn too much of what others have done, you may tend to take the same direction as everybody else.

if you cannot fail, you cannot learn.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

The patterns are simple, but followed together, they make for a whole that is wiser than the sum of its parts. 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.

What others view as setbacks, Firestarters see as opportunities to learn and grow more.

The path to innovation begins with curiosity

Success is not delivering a feature; success is learning how to solve the customer’s problem.

Innovate or die, and there’s no innovation if you operate out of fear of the new or untested.

Times change. God doesn’t, but times do. We learn and grow, and the world around us shifts, and the Christian faith is alive only when it is listening, morphing, innovating, letting go of whatever has gotten in the way of Jesus and embracing whatever will help us be more and more the people God wants us to be.

Firestarters are able to make associations between similar situations and use lessons learned from one sphere of their lives to inform actions and thoughts in seemingly unrelated situations. They look for patterns of success, and then they pounce on situations that have proven to be generators of that success.

Motivation is the catalyzing ingredient for every successful innovation. The same is true for learning.

This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.

Our most precious gift is our brain. It is what allows us to learn, love, think, create, and even to experience joy. It is the gateway to our emotions, to our capacity for deeply experiencing life, to our ability to have lasting intimacy. It allows us to innovate, grow, and accomplish.

If you don't innovate, You die

Imagination is not only the uniquely human capacity to envision that which is not, and therefore the fount of all invention aand innovation. In its arguably most transformative and revelatory capacity, it is the power that enables us to empathise with humans whose experiences we have never shared. Unlike any other creature on this planet, humans can learn and understand, without having experienced. They can think themselves into other people's minds, imagine themselves into other people's places. And many prefer not to exercise their imaginations at all. They choose to remain comfortably within the bounds of their own experience, never troubling to wonder how it would feel to have been born other than they are. They can close their minds and hearts to any suffering that does not touch them personally; they can refuse to know.

The innovator's motto is this; I succeed or I learn but I never fail.

Resistance to innovation is clearly demonstrated, not by the ignorant masses, but by professionals with a vested interest in tradition and the monopoly of learning.

To innovate, you must learn to fail well. Learn from your mistakes:

Have faith that your child's brain is an evolving planet that rotates at its own speed. It will naturally be attracted to or repel certain subjects. Be patient. Just as there are ugly ducklings that turn into beautiful swans, there are rebellious kids and slow learners that turn into serious innovators and hardcore intellectuals.

The ability to learn faster from customers is the essential competitive advantage that startups must possess.

Perfectionism reduces creativity and innovation,

Innovation is a learned organizational capability. You must train people how to innovate and navigate organizational barriers that kill off good ideas before they can be tested.

It is the innovation that never occurs, and the knowledge that is never created, because you have ceased to lay the groundwork for it. It is what you never learned that might have saved you.

Time. The one important thing that I believe is more powerful than even God.

The biggest lesson of my life – self-respect comes from respecting others; it is a two-way street.

Failure is our greatest teacher

My strength is my ability to think differently

The greatest power, even in today’s world, comes from the human mind

When we test our own limits, we can know our potential

Breakthrough innovation occurs when we bring down boundaries and encourage disciplines to learn from each other

Lifelong learning is no longer a luxury but a necessity for employment.

Failure is a prerequisite to learning.

if students leave school less curious than when they started, we have failed them.

Formal learning is like riding a bus: the driver decides where the bus is going; the passengers are along for the ride. Informal learning is like riding a bike: the rider chooses the destination, the speed, and the route.

As I would learn later on, developed countries will always welcome the Einsteins of this world -- those individuals whose talents are already recognized and deemed to have value. This welcome doesn't usually extend to the poor and uneducated people seeking to enter the country. But the truth, supported by the facts of history and the richness of immigrant contribution to America's distinction in the world, is that the most entrepreneurial, innovative, motivated citizen is the one who has been given an opportunity and wants to repay the debt.

Another year older, but am I wiser? Wisdom comes from learning and changing for the better. Sometimes we just go through life living the same day over and over and never gaining true wisdom. Let that never be me.

Their findings about who these people are should sound familiar by now: "high tolerance for ambiguity"; "systems thinkers"; "additional technical knowledge from peripheral domains"; "repurposing what is already available"; "adept at using analogous domains for finding inputs to the invention process"; "ability to connect disparate pieces of information in new ways"; "synthesizing information from many different sources"; "they appear to flit among ideas"; "broad range of interests"; "they read more (and more broadly) than other technologists and have a wider range of outside interests"; "need to learn significantly across domains"; "Serial innovators also need to communicate with various individuals with technical expertise outside of their own domain.

Hierarchy (or, more specifically, the fear it creates when not handled well) reduces psychological safety.

A good question is not concerned with a correct answer. A good question cannot be answered immediately. A good question challenges existing answers. A good question is one you badly want answered once you hear it, but had no inkling you cared before it was asked. A good question creates new territory of thinking. A good question reframes its own answers. A good question is the seed of innovation in science, technology, art, politics, and business. A good question is a probe, a what-if scenario. A good question skirts on the edge of what is known and not known, neither silly nor obvious. A good question cannot be predicted. A good question will be the sign of an educated mind. A good question is one that generates many other good questions. A good question may be the last job a machine will learn to do. A good question is what humans are for.  •

Humans had proven to be unusually good at learning to recognize visual patterns; we internalize our alphabets so well we don’t even have to think about reading once we’ve learned how to do it.

A lot of scientific evidence suggests that the difference between those who succeed and those who don't is not the brains they were born with, but their approach to life, the messages they receive about their potential, and the opportunities they have to learn.

All great people of history, all the heroes and leaders and innovators who lit humanity’s way out of darkness and ignorance, forged within themselves the courage to overcome their internal conflicts when it mattered most. In many ways, they are just like us: They worried. They procrastinated. They sometimes had lower opinions of their fellow human beings. But what made them celebrated, what pushed society forward, what gave birth to their legend, was their sheer will to overcome such impulses and to faithfully, actively, and lovingly fight for a better life for themselves and others. Let us learn from them, let us master ourselves, and let us now add our own chapter of courage to the good book of humanity.

Right now we have many twenty-first-century schools with twentieth-century learning.

The innovator’s mindset can be defined as the belief that the abilities, intelligence, and talents are developed so that they lead to the creation of new and better ideas.

What I care about is that kids are inspired to be better people because of their experiences in my school.

Research; the curiosity to find the unknown to make it known.

It is critical to learn how to listen for what is not being said.

For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas.

When shame becomes a management style, engagement dies. When failure is not an option we can forget about learning, creativity, and innovation .

I learned electronics as a kid by messing around with old radios that were easy to tamper with because they were designed to be fixed.

Using a slogan from ANT, you have 'to follow the actors themselves', that is try to catch up with their often wild innovations in order to learn from them what the collective existence has become in their hands, which methods they have elaborated to make it fit together, which accounts best define the new associations that they have been forced to established.

There is a difference between outcome and impact. Many people assume that because the encampments are gone and nothing tangible was produced, that there was no outcome. But when we think about the impact of these imaginative and innovative actions and these moments where people learned how to be together without the scaffolding of the state, when they learned to solve problems without succumbing to the impulse of calling the police, that should serve as a true inspiration for the work that we will do in the future to build these transnational solidarities.

Yes, there can be no innovation, learning, or creativity without failure. But failing is painful. It fuels the “shouldas and couldas,” which means judgment and shame are often lying in wait

If we want to do better things for students, we have to become the guinea pigs and immerse ourselves in new learning opportunities to understand how to create the necessary changes. We rarely create something different until we experience something different.

Now you might think that I chose my second theme, the importance of imagination, because of the part it played in rebuilding my life, but that is not wholly so. Though I personally will defend the value of bedtime stories to my last gasp, I have learned to value imagination in a much broader sense. Imagination is not only the uniquely human capacity to envision that which is not, and therefore the fount of all invention and innovation. In its arguably most transformative and revelatory capacity, it is the power that enables us to empathise with humans whose experiences we have never shared.

Likewise, civilizations have throughout history marched blindly toward disaster, because humans are wired to believe that tomorrow will be much like today — it is unnatural for us to think that this way of life, this present moment, this order of things is not stable and permanent. Across the world today, our actions testify to our belief that we can go on like this forever, burning oil, poisoning the seas, killing off other species, pumping carbon into the air, ignoring the ominous silence of our coal mine canaries in favor of the unending robotic tweets of our new digital imaginarium. Yet the reality of global climate change is going to keep intruding on our fantasies of perpetual growth, permanent innovation and endless energy, just as the reality of mortality shocks our casual faith in permanence.

To be successful in this field, you need to become a problem solver with good observation skills and a desire to create things. You never stop learning in this field. You face new challenges with every new project, many of which require innovative solutions that you must discover on your own.

Being born with power, as a boy, doesn’t necessarily spur innovation. But being born entirely without it forces innovation in women, who must learn to survive almost from the moment they are born. Afghan women do not need much well-intentioned training on that.

Compliance does not foster innovation.

Every subject is much easier than the people who wish to make money teaching it would have you know. So, for every single subject that can be systematized, there is a systematization that allows you to get 80% percent of the power with probably 5 or 10% of the effort. So the key question is that you have to prove that you have the superpower to rearrange the subject, to disintermediate the people who get paid for teaching it – which will always push you towards mastery, which is a question of getting the last 2 or 3% out of the system. And so the good news is that you can rearrange any subject to learn most of it very, very quickly. The bad news is that it will feel terrible because you will be told that you are doing the wrong thing and dooming yourself to a life of mediocrity as a jack of many trades, master of none – but in fact, the problem is that the jack of one trade is the connector of none. Good luck!

With well-designed pedagogy, we can empower kids with critical skills and help them turn passions into decisive life advantages. The role of education is no longer to teach content, but to help our children learn—in a world that rewards the innovative and punishes the formulaic.

An organization’s capabilities reside in two places. The first is in its processes—the methods by which people have learned to transform inputs of labor, energy, materials, information, cash, and technology into outputs of higher value. The second is in the organization’s values, which are the criteria that managers and employees in the organization use when making prioritization decisions.

The American mind was shaped in the mold of early modern Protestantism. Religion was the first arena for American intellectual life, and thus the first arena for an anti-intellectual impulse. Anything that seriously diminished the role of rationality and learning in early American religion would later diminish its role in secular culture. The feeling that ideas should above all be made to work, the disdain for doctrine and for refinements in ideas, the subordination of men of ideas to men of emotional power or manipulative skill are hardly innovations of the twentieth century; they are inheritances from American Protestantism.

But first the student must learn to think creatively, to innovate, and to do the things that will most quickly seek out the enemy’s weak spots and undo him. Learning to think in that fashion is fundamental. That is what this course is about: the fundamentals. Once these fundamentals are learned, that is, once the student has begun to think clearly about how best to undo his adversary, once he has been rewarded in the classroom or the field for creative thought, the careful weighing of alternatives and risks followed by boldness in decision-making, he will then be ready to study definitions, control measures and formats. He will grasp their meaning more rapidly, for he will have a context in which to place them. They will be more than mere words and symbols.

One of his motivating passions was to build a lasting company. At age twelve, when he got a summer job at Hewlett-Packard, he learned that a properly run company could spawn innovation far more than any single creative individual. " I discovered that the best innovation is sometimes the company, the way you organize a company," he recalled." The whole notion of how you build a company is fascinating. When i got the chance to come back to Apple, I realized that I would be useless without the company, and that's why I decided to stay and rebuild it.

IT'S TIME TO LEARN YOUR A.B.C.s Always BE CONFIDENT Confidence is a feeling, feel it. Always BE CREATIVE Creativity is an ability, enable it. Always BE CURIOUS Curiosity is a desire, desire it. Always BE COMPASSIONATE Compassion is an awareness, be aware. Always BE CHARITABLE Charity is generous, be generous. Always BE CONSIDERATE Consideration is thoughtful, think. Always BE COURTEOUS Courtesy is a mindset, be mindful. Always BE COACHABLE Coachability is a willingness, be willing. Always BE COMMITTED Commitment is purpose, live on purpose. Always BE CARING Caring is giving, give.

when you’re innovating, sheer thinking just won’t work. What gets you there is fast iteration, and fast failing. And when you fail, you’ve done something great: you’ve learned something. In hindsight, it might look a little embarrassing, and people will say, “You should’ve known that.” But the truth is you couldn’t have known because it’s unchartered territory.

The key point here is that large companies typically fail at disruptive innovation because the top management team is dominated by individuals who have been selected for delivery skills, not discovery skills. As a result, most executives at large organizations don’t know how to think different. It isn’t something that they learn within their company, and it certainly isn’t something they are taught in business school. Business schools teach people how to be deliverers, not discoverers.

One emerging view of Homo sapiens among evolutionary biologists is that he has built a trap for himself by clinging to certain orthodoxies in a time of environmental emergency. A belief in cultural progress, for example, or in the propriety of a social animal’s quest for individual material wealth is what has led people into the trap, or so goes the thinking. To cause the trap to implode, to disintegrate, humanity has to learn to navigate using a reckoning fundamentally different from the one it’s long placed its faith in. A promising first step to take in dealing with this trap might be to bring together wisdom keepers from traditions around the world whose philosophies for survival developed around the same uncertainty of a future that Darwin suggested lies embedded in everything biological. Such wisdom keepers would be people who are able to function well in the upheaval of any century. Their faith does not lie solely with pursuing technological innovation as an approach to solving humanity’s most pressing problems. Their solutions lie with a profound change in what humans most value.

as architect of choosing... choose. to. live. awakened. entirely. wholly. wildly powerful,  deeply masterful,  authentically creative, thriving.  this is not a hoped-for possible self. [reminder: this is an immutable Law of your being] needing not to learn the skill of being whole,  the antidote is to unlearn the habit of living incompletely here’s the practice: ‘know thyself‘—its about spirit  righteousness is underrated elevate connection with the changeless essence seek similitude with the will of Source and will of self 'choose thyself'—its about substance sacred. sagacious. spacious. in thought, word and deed— intend to: honor virtue. innovate enthusiastically. master integrity. 'become who you are'—its about style  a human, being an entrepreneur of life experiences a human, being a purveyor of preferences being-well with the known experience of soul, in service your relationship with insecurities, contradictions, & failures? obstacles or...invitations to grow? [mindset forms manifestation] emotions are messengers are gifts data for discernment: dare to deconstruct them your fears a belief renovation: fear.less. & aspire towards ascendance, anyway support your shine lean into the Light be.come. incandescent as architect of choosing, I choose...  to disrupt the energy of the status quo, to eclipse the realms of ordinary, & to live--a life-well lived. w/ spirit, substance & style.

I have learned to prioritize my actions into three buckets: things that drain my energy, things I don’t mind and are important and useful, and things that give me energy and bring me joy. My goal is to break my daily actions down so that I spend none of my time on tasks that fall into the first category, 10 percent of my time on the second category, and 90 percent of my time in the final category, the one that Robert Greene calls primal inclinations. When I find myself drifting too far from the goal, I reset my actions.

Out of love and desire to protect our children's self-esteem, we have bulldozed every uncomfortable bump and obstacle out of the way, clearing the manicured path we hoped would lead to success and happiness. Unfortunately, in doing so we have deprived our children of the most important lessons of childhood. The setbacks, mistakes, miscalculations, and failures we have shoved out of our children's way are the very experiences that teach them how to be resourceful, persistent, innovative and resilient citizens of this world.

As a practical matter I’ve learned to seek the minimum amount of technology for myself that will create the maximum amount of choices for myself and others. The cybernetician Heinz von Foerster called this approach the Ethical Imperative, and he put it this way: “Always act to increase the number of choices.” The way we can use technologies to increase choices for others is by encouraging science, innovation, education, literacies, and pluralism. In my own experience this principle has never failed: In any game, increase your options.      

I don’t believe in boundaries, either for what we can do in our personal lives or for what life and intelligence can accomplish in our universe. We stand at a threshold of important discoveries in all areas of science. Without doubt, our world will change enormously in the next fifty years. We will find out what happened at the Big Bang. We will come to understand how life began on Earth. We may even discover whether life exists elsewhere in the universe. While the chances of communicating with an intelligent extra-terrestrial species may be slim, the importance of such a discovery means we must not give up trying. We will continue to explore our cosmic habitat, sending robots and humans into space. We cannot continue to look inwards at ourselves on a small and increasingly polluted and overcrowded planet. Through scientific endeavour and technological innovation, we must look outwards to the wider universe, while also striving to fix the problems on Earth. And I am optimistic that we will ultimately create viable habitats for the human race on other planets. We will transcend the Earth and learn to exist in space. This is not the end of the story, but just the beginning of what I hope will be billions of years of life flourishing in the cosmos. And one final point—we never really know where the next great scientific discovery will come from, nor who will make it. Opening up the thrill and wonder of scientific discovery, creating innovative and accessible ways to reach out to the widest young audience possible, greatly increases the chances of finding and inspiring the new Einstein. Wherever she might be. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. And however difficult life may seem, there is always something you can do and succeed at. It matters that you don’t just give up. Unleash your imagination. Shape the future.

Scientific breakthroughs, as we just learned, require that you first get to the cutting edge of your field. Only then can you see the adjacent possible beyond, the space where innovative ideas are almost always discovered. Here’s the leap I made as I pondered Pardis Sabeti around the same time I was pondering Johnson’s theory of innovation: A good career mission is similar to a scientific breakthrough—it’s an innovation waiting to be discovered in the adjacent possible of your field. If you want to identify a mission for your working life, therefore, you must first get to the cutting edge—the only place where these missions become visible.

Inevitably, this is how Christianity has come to be understood by a great many good people who have no better instruction in it than they receive from ranters and politicians. Under such circumstances, it is only to their credit that they reject it. Though I am not competent to judge in such matters, it would not surprise me at all to learn in any ultimate reckoning that these “Nones” as they are called, for the box they check when asked their religion, are better Christians than the Christians. But they have not been given the chance even to reject the beautiful, generous heritage that might otherwise have come to them. The learned and uncantankerous traditions seem, as I have said, to have fallen silent, to have retreated within their walls to dabble in feckless innovation and to watch their numbers dwindle.

College does not equal job security. Entrepreneurship does not equal job security. For heaven's sake, "job security" does not equal job security. So what do you do? Don't be a one-trick pony. Add real value in everything you do. But most of all, study and apply business models. No matter what discipline you come from. Learn how to add value so that value can flow in the form of money to you. That, my friends, is job security. Learn where money comes from and you'll know where to turn when life throws a curve.

Always praise your kid even if he/she is unresponsive to learning. By insulting them or constantly criticizing them, you will only push them away and make them feel inadequate around other kids. Have faith that your child's brain is an evolving planet that rotates at its own speed. It will naturally be attracted to or repel certain subjects. Be patient. Just as there are ugly ducklings that turn into beautiful swans, there are rebellious kids and slow learners that turn into serious innovators and hardcore intellectuals.

a large-scale policy mandating a mono-cultural curriculum – focused on teaching to the job may very well create a society of trained workers; but it will fail at creating a learning society. If we want to maintain a position of being inventive and vibrant and robust, we need an inventive, vibrant and robust educational philosophy. Just as teaching to the test distorts the learning process in ways that are often directly in opposition to the desired outcomes of the test, a teaching policy aimed at jobs alone may very well end up destroying jobs, or at the very least compromising a truly innovative culture.

In accordance with the law of accelerating returns, paradigm shift (also called innovation) turns the S-curve of any specific paradigm into a continuing exponential. A new paradigm, such as three-dimensional circuits, takes over when the old paradigm approaches its natural limit, which has already happened at least four times in the history of computation. In such nonhuman species as apes, the mastery of a toolmaking or -using skill by each animal is characterized by an S-shaped learning curve that ends abruptly; human-created technology, in contrast, has followed an exponential pattern of growth and acceleration since its inception.

After all, we are all immigrants to the future; none of us is a native in that land. Margaret Mead famously wrote about the profound changes wrought by the Second World War, “All of us who grew up before the war are immigrants in time, immigrants from an earlier world, living in an age essentially different from anything we knew before.” Today we are again in the early stages of defining a new age. The very underpinnings of our society and institutions--from how we work to how we create value, govern, trade, learn, and innovate--are being profoundly reshaped by amplified individuals. We are indeed all migrating to a new land and should be looking at the new landscape emerging before us like immigrants: ready to learn a new language, a new way of doing things, anticipating new beginnings with a sense of excitement, if also with a bit of understandable trepidation.

If we’re going to put ourselves out there and love with our whole hearts, we’re going to experience heartbreak. If we’re going to try new, innovative things, we’re going to fail. If we’re going to risk caring and engaging, we’re going to experience disappointment. It doesn’t matter if our hurt is caused by a painful breakup or we’re struggling with something smaller, like an offhand comment by a colleague or an argument with an in-law. If we can learn how to feel our way through these experiences and own our stories of struggle, we can write our own brave endings. When we own our stories, we avoid being trapped as characters in stories someone else is telling.

The German economic historian Fanz Oertel in the 1950s points to another drastic consequence of a slave economy. A slave economy initially allowed an increase of productivity through the invention and use of new machinery. Roman products remained at a simple level and could be reproduced by handicraft. By the fourth century, for example, the robust pottery industry of Greece was in sharp decline because other parts of the empire also learned to make pottery. "The decline in international trade in the Mediterranean in the fourth century was partly due to increasing piracy, but it was also due to lack of industrial innovation and of need for exchange of manufactured goods.

When immigrants arrive in another country, we experience a lot of stress. We learn a new language, go to school, and work in a new environment, which is most likely some survival or transitional job initially. We probably lose social and professional status, and the overall experience is unpleasant and stressful. It sucks. I’ve been there myself. We also have less time compared with locals. For example, we have to spend time learning English - they don’t. Most likely, they can get a job with a higher pay. In our case, we most likely get a minimum-paying job first, which means we have to work more and longer hours. This means that if we want to progress in private and business life at the same rate as locals, we need to be better organized, more efficient, and more disciplined and use more effective and innovative tools and approaches. There is no other way around it. Therefore, I wanted to emphasize that we immigrants need our unique approach to dating.

I faced people from all walks of business who fully disregarded design (though they were completely influenced by it). I also met fine artists who drowned in their own work and the dense creative universe in their minds. Then I met designers. And instantly fell in love. Let me tell you why. Designers are familiar with critiques. They not only tolerate them but actively look out for them. They honestly believe in iterations and learn to edit down their work. They embrace simplicity and create beauty based on requirements other than their own. Design education teaches you to run away from assumptions and to have the stomach to scrap your work often. I’m bringing this up because it’s time to bridge the gap between design and business.

I’m convinced that parents are the most essential key to unlocking the next generation’s curiosity, creativity, and innovation. So much can be said for providing a home full of books, art supplies, open-ended toys, and freedom to wander outdoors. Being stingy with screen time and generous with our attention to a child’s natural interests can translate the message to him or her that learning matters better than any standardized test. And for parents like myself, this may require questioning the same method by which they were educated. Not only has our modern method of education continually declined in its success since we ourselves went through the system; it has left us wanting more—more education for ourselves, and definitely more for our kids.

But in situations where innovations proliferate, where group boundaries are uncertain, when the range of entities to be taken into account fluctuates, the sociology of the social is no longer able to trace actors’ new associations. At this point, the last thing to do would be to limit in advance the shape, size, heterogeneity, and combination of associations. To the convenient shorthand of the social, one has to substitute the painful and costly longhand of its associations. The duties of the social scientist mutate accordingly: it is no longer enough to limit actors to the role of informers offering cases of some well-known types. You have to grant them back the ability to make up their own theories of what the social is made of. Your task is no longer to impose some order, to limit the range of acceptable entities, to teach actors what they are, or to add some reflexivity to their blind practice. Using a slogan from ANT, you have ‘to follow the actors themselves’, that is try to catch up with their often wild innovations in order to learn from them what the collective existence has become in their hands, which methods they have elaborated to make it fit together, which accounts could best define the new associations that they have been forced to establish.

But Mather's smile faded as he thought of what other provisions the charter contained. What would the godly say when they learned that the electorate was no longer to be limited to members of the Covenant but broadened to include propertied members of every Christian sect this side of papistry? This was a revolutionary innovation, whose consequences would be incalculable. Hitherto the limitation of the privilege of voting to the elect had been the very corner-stone of theocracy. It had been a wise and human provision designed to keep the faithful in control even when, as had long ago become the case, they were heavily outnumbered by lesser men without the Covenant. God who had not designated the majority of men to salvation surely never intended for the damned to rule. Yet now, under the new charter, it very much looked as if they might.

THE METAPHYSICAL POETS Had we but world enough, and time, This coyness, lady, were no crime (Andrew Marvell, To His Coy Mistress) While theatre was the most public literary form of the period, poetry tended to be more personal, more private. Indeed, it was often published for only a limited circle of readers. This was true of Shakespeare's sonnets, as we have seen, and even more so for the Metaphysical poets, whose works were published mostly after their deaths. John Donne and George Herbert are the most significant of these poets. The term 'Metaphysical' was used to describe their work by the eighteenth-century critic, Samuel Johnson. He intended the adjective to be pejorative. He attacked the poets' lack of feeling, their learning, and the surprising range of images and comparisons they used. Donne and Herbert were certainly very innovative poets, but the term 'Metaphysical' is only a label, which is now used to describe the modern impact of their writing. After three centuries of neglect and disdain, the Metaphysical poets have come to be very highly regarded and have been influential in recent British poetry and criticism. They used contemporary scientific discoveries and theories, the topical debates on humanism, faith, and eternity, colloquial speech-based rhythms, and innovative verse forms, to examine the relationship between the individual, his God, and the universe. Their 'conceits', metaphors and images, paradoxes and intellectual complexity make the poems a constant challenge to the reader.

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Innovators and creators are persons who can to a higher degree than average accept the condition of aloneness—that is, the absence of supportive feedback from their social environment. They are more willing to follow their vision, even when it takes them far from the mainland of the human community. Unexplored spaces do not frighten them—or not, at any rate, as much as they frighten those around them. This is one of the secrets of their power—the great artists, scientists, inventors, industrialists. Is not the hallmark of entrepreneurship (in art or science no less than in business) the ability to see a possibility that no one else sees—and to actualize it? Actualizing one’s vision may of course require the collaboration of many people able to work together toward a common goal, and the innovator may need to be highly skillful at building bridges between one group and another. But this is a separate story and does not affect my basic point. That which we call “genius” has a great deal to do with independence, courage, and daring—a great deal to do with nerve. This is one reason we admire it. In the literal sense, such “nerve” cannot be taught; but we can support the process by which it is learned. If human happiness, well-being, and progress are our goals, it is a trait we must strive to nurture—in our child-rearing practices, in our schools, in our organizations, and first of all in ourselves.

Technological innovation is not what is hammering down working peoples’ share of what the country earns; technological innovation is the excuse for this development. Inno is a fable that persuades us to accept economic arrangements we would otherwise regard as unpleasant or intolerable—that convinces us that the very particular configuration of economic power we inhabit is in fact a neutral matter of science, of nature, of the way God wants things to be. Every time we describe the economy as an “ecosystem” we accept this point of view. Every time we write off the situation of workers as a matter of unalterable “reality” we resign ourselves to it. In truth, we have been hearing some version of all this inno-talk since the 1970s—a snarling Republican iteration, which demands our submission before the almighty entrepreneur; and a friendly and caring Democratic one, which promises to patch us up with job training and student loans. What each version brushes under the rug is that it doesn’t have to be this way. Economies aren’t ecosystems. They aren’t naturally occurring phenomena to which we must learn to acclimate. Their rules are made by humans. They are, in a word, political. In a democracy we can set the economic table however we choose. “Amazon is not happening to bookselling,” Jeff Bezos of Amazon likes to say. “The future is happening to bookselling.” And what the future wants just happens to be exactly what Amazon wants. What an amazing coincidence.

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

Throughout the Middle Ages, Jews had no part in the culture of Christian countries, and were too severely persecuted to be able to make contributions to civilization, beyond supplying capital for the building of cathedrals and such enterprises. It was only among the Mohammedans, at that period, that Jews were treated humanely, and were able to pursue philosophy and enlightened speculation. Throughout the Middle Ages, the Mohammedans were more civilized and more humane than the Christians. Christians persecuted Jews, especially at times of religious excitement; the Crusades were associated with appalling pogroms. In Mohammedan countries, on the contrary, Jews at most times were not in any way ill treated. Especially in Moorish Spain, they contributed to learning; Maimonides (1135–1204), who was born at Cordova, is regarded by some as the source of much of Spinoza’s philosophy.Mohammedan civilization in its great days was admirable in the arts and in many technical ways, but it showed no capacity for independent speculation in theoretical matters. Its importance, which must not be under-rated, is as a transmitter. Between ancient and modern European civilization, the dark ages intervened. The Mohammedans and the Byzantines, while lacking the intellectual energy required for innovation, preserved the apparatus of civilization—education, books, and learned leisure. Both stimulated the West when it emerged from barbarism—the Mohammedans chiefly in the thirteenth century, the Byzantines chiefly in the fifteenth.

Specialisation, accompanied by exchange, is the source of economic prosperity. Here, in my own words, is what a modern version of Smithism claims. First, the spontaneous and voluntary exchange of goods and services leads to a division of labour in which people specialise in what they are good at doing. Second, this in turn leads to gains from trade for each party to a transaction, because everybody is doing what he is most productive at and has the chance to learn, practise and even mechanise his chosen task. Individuals can thus use and improve their own tacit and local knowledge in a way that no expert or ruler could. Third, gains from trade encourage more specialisation, which encourages more trade, in a virtuous circle. The greater the specialisation among producers, the greater is the diversification of consumption: in moving away from self-sufficiency people get to produce fewer things, but to consume more. Fourth, specialisation inevitably incentivises innovation, which is also a collaborative process driven by the exchange and combination of ideas. Indeed, most innovation comes about through the recombination of existing ideas for how to make or organise things. The more people trade and the more they divide labour, the more they are working for each other. The more they work for each other, the higher their living standards. The consequence of the division of labour is an immense web of cooperation among strangers: it turns potential enemies into honorary friends. A woollen coat, worn by a day labourer, was (said Smith) ‘the produce of a great multitude of workmen. The shepherd, the sorter of the wool, the wool-comber or carder, the dyer, the scribbler, the spinner, the weaver, the fuller, the dresser . . .’ In parting with money to buy a coat, the labourer was not reducing his wealth. Gains from trade are mutual; if they were not, people would not voluntarily engage in trade. The more open and free the market, the less opportunity there is for exploitation and predation, because the easier it is for consumers to boycott the predators and for competitors to whittle away their excess profits. In its ideal form, therefore, the free market is a device for creating networks of collaboration among people to raise each other’s living standards, a device for coordinating production and a device for communicating information about needs through the price mechanism. Also a device for encouraging innovation. It is the very opposite of the rampant and selfish individualism that so many churchmen and others seem to think it is. The market is a system of mass cooperation. You compete with rival producers, sure, but you cooperate with your customers, your suppliers and your colleagues. Commerce both needs and breeds trust.

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

When I was growing up it was still acceptable—not to me but in social terms—to say that one was not interested in science and did not see the point in bothering with it. This is no longer the case. Let me be clear. I am not promoting the idea that all young people should grow up to be scientists. I do not see that as an ideal situation, as the world needs people with a wide variety of skills. But I am advocating that all young people should be familiar with and confident around scientific subjects, whatever they choose to do. They need to be scientifically literate, and inspired to engage with developments in science and technology in order to learn more. A world where only a tiny super-elite are capable of understanding advanced science and technology and its applications would be, to my mind, a dangerous and limited one. I seriously doubt whether long-range beneficial projects such as cleaning up the oceans or curing diseases in the developing world would be given priority. Worse, we could find that technology is used against us and that we might have no power to stop it. I don’t believe in boundaries, either for what we can do in our personal lives or for what life and intelligence can accomplish in our universe. We stand at a threshold of important discoveries in all areas of science. Without doubt, our world will change enormously in the next fifty years. We will find out what happened at the Big Bang. We will come to understand how life began on Earth. We may even discover whether life exists elsewhere in the universe. While the chances of communicating with an intelligent extra-terrestrial species may be slim, the importance of such a discovery means we must not give up trying. We will continue to explore our cosmic habitat, sending robots and humans into space. We cannot continue to look inwards at ourselves on a small and increasingly polluted and overcrowded planet. Through scientific endeavour and technological innovation, we must look outwards to the wider universe, while also striving to fix the problems on Earth. And I am optimistic that we will ultimately create viable habitats for the human race on other planets. We will transcend the Earth and learn to exist in space. This is not the end of the story, but just the beginning of what I hope will be billions of years of life flourishing in the cosmos. And one final point—we never really know where the next great scientific discovery will come from, nor who will make it. Opening up the thrill and wonder of scientific discovery, creating innovative and accessible ways to reach out to the widest young audience possible, greatly increases the chances of finding and inspiring the new Einstein. Wherever she might be. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. And however difficult life may seem, there is always something you can do and succeed at. It matters that you don’t just give up. Unleash your imagination. Shape the future.

The same thing, notes Brynjolfsson, happened 120 years ago, in the Second Industrial Revolution, when electrification—the supernova of its day—was introduced. Old factories did not just have to be electrified to achieve the productivity boosts; they had to be redesigned, along with all business processes. It took thirty years for one generation of managers and workers to retire and for a new generation to emerge to get the full productivity benefits of that new power source. A December 2015 study by the McKinsey Global Institute on American industry found a “considerable gap between the most digitized sectors and the rest of the economy over time and [found] that despite a massive rush of adoption, most sectors have barely closed that gap over the past decade … Because the less digitized sectors are some of the largest in terms of GDP contribution and employment, we [found] that the US economy as a whole is only reaching 18 percent of its digital potential … The United States will need to adapt its institutions and training pathways to help workers acquire relevant skills and navigate this period of transition and churn.” The supernova is a new power source, and it will take some time for society to reconfigure itself to absorb its full potential. As that happens, I believe that Brynjolfsson will be proved right and we will start to see the benefits—a broad range of new discoveries around health, learning, urban planning, transportation, innovation, and commerce—that will drive growth. That debate is for economists, though, and beyond the scope of this book, but I will be eager to see how it plays out. What is absolutely clear right now is that while the supernova may not have made our economies measurably more productive yet, it is clearly making all forms of technology, and therefore individuals, companies, ideas, machines, and groups, more powerful—more able to shape the world around them in unprecedented ways with less effort than ever before. If you want to be a maker, a starter-upper, an inventor, or an innovator, this is your time. By leveraging the supernova you can do so much more now with so little. As Tom Goodwin, senior vice president of strategy and innovation at Havas Media, observed in a March 3, 2015, essay on TechCrunch.com: “Uber, the world’s largest taxi company, owns no vehicles. Facebook, the world’s most popular media owner, creates no content. Alibaba, the most valuable retailer, has no inventory. And Airbnb, the world’s largest accommodation provider, owns no real estate. Something interesting is happening.