Tradition And Innovation Quotes

Rulemaking and rule-breaking depend on ongoing negotiations between tradition and innovation. Rules can be both a basis for social interaction and a cause of restraint. Constant reflection and adaptation ensure that they remain significant and reasonable. ("When forgetting the rules of the game")

Forget professional,” Penny said. “Tonight, you and I are just man and woman like Adam and Eve, Tarzan and Jane.

James Ed went to his office and sat down at his small, metal desk. He smiled as he considered Penny Jones’ plan to shame him out of her life. Would he let her do that? He shook his head as he thought, No way in hell!

Tradition is a set of solutions for which we have forgotten the problems. Throw away the solution and you get the problem back. Sometimes the problem has mutated or disappeared. Often it is still there as strong as it ever was.

Without tradition, art is a flock of sheep without a shepherd. Without innovation, it is a corpse.

Our industry does not respect tradition. What it respects is innovation.

Under normal conditions the research scientist is not an innovator but a solver of puzzles, and the puzzles upon which he concentrates are just those which he believes can be both stated and solved within the existing scientific tradition.

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.

Part of the puzzle, surely, lies in the disconnect between official rhetoric and lived realities. Americans are constantly extolling “traditions”; litanies to family values are at the center of every politician’s discourse. And yet the culture of America is extremely corrosive of family life, indeed of all traditions except those redefined as “identities” that fit in the larger patterns of distinctiveness, cooperation, and openness to innovation.

There probably was a time when the idea of having a toilet inside a house was repulsive.

I am filled with conviction that the interests of humanity would be best served if the United States remained true to its traditions and kept out of “entangling alliances.

I’ve concluded that bittersweetness is not, as we tend to think, just a momentary feeling or event. It’s also a quiet force, a way of being, a storied tradition—as dramatically overlooked as it is brimming with human potential. It’s an authentic and elevating response to the problem of being alive in a deeply flawed yet stubbornly beautiful world. Most of all, bittersweetness shows us how to respond to pain: by acknowledging it, and attempting to turn it into art, the way the musicians do, or healing, or innovation, or anything else that nourishes the soul. If we don’t transform our sorrows and longings, we can end up inflicting them on others via abuse, domination, neglect. But if we realize that all humans know—or will know—loss and suffering, we can turn toward each other.[*2]

An optimistic civilization is open and not afraid to innovate, and is based on traditions of criticism.

One of the most brilliant Russian writers of the twentieth century, Yevgeny Zamyatin belongs to the tradition in Russian literature represented by Gogol, Leskov, Bely, Remizov, and, in certain aspects of their work, also by Babel and Bulgakov. It is a tradition, paradoxically, of experimenters and innovators. Perhaps the principal quality that unites them is their approach to reality and its uses in art - the refusal to be bound by literal fact, the interweaving of reality and fantasy, the transmutation of fact into poetry, often grotesque, oblique, playful, but always expressive of the writer's unique vision of life in his own, unique terms.

Tradition is not only bending down, or process of benign transmission. It is also a conflict between past genius and present aspiration in which the price is literary survival or canonical inclusion.

Breakthrough ideas have traditionally been difficult to manage for two reasons: 1) innovative ideas fail far more than they succeed, and 2) innovative ideas are always controversial before they succeed. If everyone could instantly understand them, they wouldn’t be innovative.

We have a natural tendency to romanticize breakthrough innovations, imagining momentous ideas transcending their surroundings, a gifted mind somehow seeing over the detritus of old ideas and ossified tradition. But ideas are works of bricolage; they’re built out of that detritus.

If there is destruction of hope, there is freedom from gods [lha]; if there is destruction of fear, there is freedom from spirits ['dre, demons].

As an innovator, you need to be aware of how traditions, habits and bias can act as barriers to accepting new ideas.

Unless Lin made the whole thing up - and nobody has said that he did - it suggest that however innovative Obama's speeches and Lin's show might seem, they are, in fact, traditional. They don't reinvent the American character, they renew it. They remind us of something we forgot, something that fell as far out of sight as the posthumously neglected Alexander Hamilton, who spent his life defending one idea above all: "the necessity of Union to the respectability and happiness of this Country." Obama's speeches and Lin's show resonate so powerfully with their audiences because they find eloquent ways to revive Hamilton's revolution, the one that spurred Americans to see themselves and each other as fellow citizens in a sprawling, polyglot, young republic. It's the change in thought and feeling that makes all the other changes possible.

True, hundreds of millions may nevertheless go on believing in Islam, Christianity or Hinduism. But numbers alone don’t count for much in history. History is often shaped by small groups of forward-looking innovators rather than by the backward-looking masses. Ten thousand years ago most people were hunter-gatherers and only a few pioneers in the Middle East were farmers. Yet the future belonged to the farmers. In 1850 more than 90 per cent of humans were peasants, and in the small villages along the Ganges, the Nile and the Yangtze nobody knew anything about steam engines, railroads or telegraph lines. Yet the fate of those peasants had already been sealed in Manchester and Birmingham by the handful of engineers, politicians and financiers who spearheaded the Industrial Revolution. Steam engines, railroads and telegraphs transformed the production of food, textiles, vehicles and weapons, giving industrial powers a decisive edge over traditional agricultural societies.

I'm convinced that the best solutions are often the ones that are counterintuitive - that challenge conventional thinking - and end in breakthroughs. It is always easier to do things the same old way...why change? To fight this, keep your dissatisfaction index high and break with tradition. Don't be too quick to accept the way things are being done. Question whether there's a better way. Very often you will find that once you make this break from the usual way - and incidentally, this is probably the hardest thing to do—and start on a new track your horizon of new thoughts immediately broadens. New ideas flow in like water. Always keep your interests broad - don't let your mind be stunted by a limited view.

The ancient Greeks worshipped the human capacity for insight. Scott Berkun, in examining the topic of innovation, pointed out that the Greek religious pantheon included nine goddesses who represented the creative spirit. Leading philosophers such as Socrates and Plato visited temples dedicated to these goddesses, these muses, who were a source of inspiration. We honor this tradition when we visit a museum, a “place of the muses,” and when we enjoy music, the “art of the muses

My concern, however, is that decision makers are too often caught in traditional, linear (and nondisruptive) thinking or too absorbed by immediate concerns to think strategically about the forces of disruption and innovation shaping our future.

At a deep, unconscious level, Broud sensed the opposing destinies of the two. Ayla was more than a threat to his masculinity, she was a threat to his existence. His hatred of her was the hatred of the old for the new, of the traditional for the innovative, of the dying for the living. Broud’s race was too static, too unchanging. They had reached the peak of their development; there was no more room to grow. Ayla was part of nature’s new experiment, and though she tried to model herself after the women of the clan, it was only an overlay, a façade only culture-deep, assumed for the sake of survival. She was already finding ways around it, in answer to a deep need that sought an avenue of expression. And though she tried in every way she could to please the overbearing young man, inwardly she began to rebel.

Traditional competition forces us to take on an attitude of winning. A Worthy Rival inspires us to take on an attitude of improvement. The former focuses our attention on the outcome, the latter focuses our attention on process. That simple shift in perspective immediately changes how we see our own businesses. It is the focus on process and constant improvement that helps reveal new skills and boosts resilience. An excessive focus on beating our competition not only gets exhausting over time, it can actually stifle innovation.

Without hope, Chöd practitioners are freed from the limits of hope and fear; having cut the ropes of grasping, definitely enlightened, where does one go?

Canonical writing is born of an originality fused with tradition. – From the book jacket

We all know, however, that the enormous weight of tradition, habit, and custom that occupies the greater part of our brain bears down pitilessly on the more brilliant and innovative ideas of which the remaining part is capable, and although it is true that, in some cases, this weight can balance the excesses and extravagances of the imagination that would lead us God knows where were they given free rein, it is equally true that it often has a way of subtly submitting what we believed to be our free will to unconscious tropisms, like a plant that does not know why it will always have to lean toward the side from which the light comes.

The greatest asset of the university has been its capacity for innovation. That capacity, in turn, rests partly on its traditions of small size, weak interdepartmental boundaries, and solid adminstrative support (or at least hunting licenses) for entrepreneurial undertakings.

Rome was no more conservative than nineteenth-century Britain. In both places, radical innovation thrived in dialogue with all kinds of ostensibly conservative traditions and rhetoric.

That tradition is the way our culture gets made. As I explain in the pages that follow, we come from a tradition of "free culture"—not "free" as in "free beer" (to borrow a phrase from the founder of the freesoftware movement[2] ), but "free" as in "free speech," "free markets," "free trade," "free enterprise," "free will," and "free elections." A free culture supports and protects creators and innovators. It does this directly by granting intellectual property rights. But it does so indirectly by limiting the reach of those rights, to guarantee that follow-on creators and innovators remain as free as possible from the control of the past. A free culture is not a culture without property, just as a free market is not a market in which everything is free. The opposite of a free culture is a "permission culture"—a culture in which creators get to create only with the permission of the powerful, or of creators from the past.

Oh, noble child, everything is severing the mind. As for the mind, it is severing pride. There is nothing whatsoever that is not included in pride. If one simply understands that it is merely the production of pride, then, for example, one is like a thief in an empty house: by simply recognizing [the situation], grasping is impossible. Having correctly understood, there is no practice with an intentional objective. Because it crushes any hesitations (mi phod), it is explained as Chöd.

It’s time to shake off the bogus fear that pursuing any interest that falls outside the traditionally “feminine”—say, working in a STEM field, exploring the world, designing a video game—will make us complete pariahs.

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.

My experience in traditional firms is that anything new is seen as innovative, and the people assigned to it, like any parent, become irrationally passionate about the project and refuse to acknowledge just how stupid and ugly your little project has become.

four suggested explanations are ideological, rather than economic or organizational: (1) Risk-taking behavior, essential for efforts at innovation, is more widespread in some societies than in others. (2) The scientific outlook is a unique feature of post-Renaissance European society that has contributed heavily to its modern technological preeminence. (3) Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it. (4) Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

The culture of a given time and place is a product of inherited tradition, of the recovery of lost or obscured forms of thought, of innovation. Such seeds, fertilized by prosperity, tended by leisure, and warmed by the sun of peace, may produce an abundant bloom.

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.

(1) Risk-taking behavior, essential for efforts at innovation, is more widespread in some societies than in others. (2) The scientific outlook is a unique feature of post-Renaissance European society that has contributed heavily to its modern technological preeminence. (3) Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it. (4) Religions vary greatly in their relation to technological innovation: some branches of Judaism and Christianity are claimed to be especially compatible with it, while some branches of Islam, Hinduism, and Brahmanism may be especially incompatible with it.

Contrary to what we hear, the great American divide is not a clash between conservatives who advocate liberty versus progressives who oppose liberty. Rather, the two sides each affirm a certain type of liberty. One side, for example, cherishes economic liberty while the other champions liberty in the sexual and social domain. Nor is it a clash between patriots and anti-patriots. Both sides love America, but they love a different type of America. One side loves the America of Columbus and the Fourth of July, of innovation and work and the “animal spirit” of capitalism, of the Boy Scouts and parochial schools, of traditional families and flag-saluting veterans. The other side loves the America of tolerance and social entitlements, of income and wealth redistribution, of affirmative action and abortion, of feminism and gay marriage.

Without discursive thought it is just dharma practice. Hope together with aim obscures. One does not cut through pride by meditatively cultivating the desire for happiness. If there is hope, even the hope for buddhas, it is a negative force. If there is apprehension, even apprehension about hells, it is a negative force.

Optimism (in the sense that I have advocated) is the theory that all failures—all evils—are due to insufficient knowledge. . . . Problems are inevitable, because our knowledge will always be infinitely far from complete. Some problems are hard, but it is a mistake to confuse hard problems with problems unlikely to be solved. Problems are soluble, and each particular evil is a problem that can be solved. An optimistic civilization is open and not afraid to innovate, and is based on traditions of criticism. Its institutions keep improving, and the most important knowledge that they embody is knowledge of how to detect and eliminate errors.3

It would be a very accurate historian who could pinpoint the precise day when the Japanese changed from being fiendish automatons who copied everything from the West, to becoming skilled and cunning engineers who would leave the West standing. But the Wasabi had been designed on that one confused day, and combined the traditional bad points of most Western cars with a host of innovative disasters the avoidance of which had made firms like Honda and Toyota what they were today. Newt

In a society caught up in the race for the better, limits on change are experienced as a threat. The commitments to the better at any cost makes the good impossible at all costs. Failure to renew the bill of goods frustrates the expectation of what is possible, while renewal of the bill of goods intensifies the expectations of unattainable progress. What people have and what they are about to get are equally exasperating to them. Accelerating change has become both addictive and intolerable. At this point the balance among stability, change and tradition has been upset; society has lost both its roots in shared memories and its bearings for innovation. Judgement on precedents has lost its value.

The modern world is also fascinated by innovation but scornful to tradition. Like the Athenians in Paul's day, many people do nothing but get involved in the latest fads (Acts 17:21). People stand in line to purchase the latest gimmicks, and no sooner do they learn how to use them than the manufacturers declare the models obsolete. Innovation! Progress!

Tolerance of diverse views and of heretics fosters innovation, whereas a strongly traditional outlook (as in China’s emphasis on ancient Chinese classics) stifles it.

If we keep operating within the traditional paradigm, we will not be able to fully manifest our true sensual potential.

All too often, even the most glamorous rebels are just as unappealing, under the surface, as the imperialist tyrants themselves.

It is an ominous sign that despite our prosperity, comfort, and security the rate of suicide in the developed world is much higher than in traditional society.

A traditional project manager focuses on following the plan with minimal changes, whereas an agile leader focuses on adapting successfully to inevitable changes.

Complexity theory shows that great changes can emerge from small actions. Change involves a belief in the possible, even the “impossible.” Moreover, social innovators don’t follow a linear pathway of change; there are ups and downs, roller-coaster rides along cascades of dynamic interactions, unexpected and unanticipated divergences, tipping points and critical mass momentum shifts. Indeed, things often get worse before they get better as systems change creates resistance to and pushback against the new. Traditional evaluation approaches

I think tradition is just as important as innovation. We focus so much on moving forward, we convince ourselves that where we are isn't good enough. But sometimes it's okay to stand still.

According to such a universalist and perennialist perspective, the teachings of Neoplatonism were not a sort of regrettable innovation (as modern classicists would have it), but the faithful perpetuation of pre-Platonic metaphysics put into a new dress. Plato himself was merely a link (albeit crucial) in the Golden Chain of the Pythagorean, Orphic and different Oriental traditions.

In a nutshell, Blue Ocean Strategy is about creating completely new industries through fundamental differentiation as opposed to competing in existing industries by tweaking established models. Rather than outdoing competitors in terms of traditional performance metrics, Kim and Mauborgne advocate creating new, uncontested market space through what the authors call value innovation.

The traditional fixed-rate 30-year mortgages, which were once a majority of all mortgages, were no longer a majority during the housing boom, as ARMs and other “creative” ways of financing the purchase of a home grew rapidly to cope with soaring housing prices. Such innovative mortgages quickly went from being rare to becoming common, especially in places with very high housing costs.

I refuse to believe that Southern pride stems from the pain we’ve inflicted on others. Southern pride comes from what we’ve built together. In our music and art and innovation. In the people who honor us by taking our culture out into the world and celebrating it. It comes from people seeking us out, and flocking here to experience all that we know and love. We are all neighbors. We are all Southerners. This is OUR culture, and it means what WE choose it to mean. So, yes. I’ll say it again—Southern Pride is good collard greens. Death to the flag. Long live the South.

The mechanisms that have traditionally been suggested for understanding companies can be divided into three broad categories: transaction costs, organizational structure, and competition in the marketplace.

With these distinctive traditions and millennial habits of superiority, China entered the modern age a singular kind of empire: a state claiming universal relevance for its culture and institutions but making few efforts to proselytize; the wealthiest country in the world but one that was indifferent to foreign trade and technological innovation; a culture of cosmopolitanism overseen by a political elite oblivious to the onset of the Western age of exploration; and a political unit of unparalleled geographic extent that was unaware of the technological and historical currents that would soon threaten its existence.

Tradition is the prison where change is detained... To make a change, you need to agree that you are not going with the statement "this is how we do it"! Yes, that was how it was done, but what next? Agree to change!

[...] a familiar art historical narrative [...] celebrates the triumph of the expressive individual over the collective, of innovation over tradition, and autonomy over interdependence. [...] In fact, a common trope within the modernist tradition of the nineteenth and early twentieth centuries involved the attempt to reconstruct or recover the lost ideal of an art that is integrated with, rather than alienated from, the social. By and large, however, the dominant model of avant-garde art during the modern period assumes that shared or collective values and systems of meaning are necessarily repressive and incapable of generating new insight or grounding creative praxis.

Even before the First World War there was a strain in European art and music – in Germany more than anywhere – that was turning from ripeness to over-ripeness and then into something else. The last strains of the Austro-German Romantic tradition – exemplified by Gustav Mahler, Richard Strauss and Gustav Klimt – seemed almost to have destroyed itself by reaching a pitch of ripeness from which nothing could follow other than complete breakdown. It was not just that their subject matter was so death-obsessed, but that the tradition felt as though it could not be stretched any further or innovated any more without snapping. And so it snapped: in modernism and then post-modernism.

We’re not big fans of focus groups. We don’t much care for traditional market research either. We go to the source. Not the "experts" inside a company, but the actual people who use the product or something similar to what we’re hoping to create.

Economics itself offers a parallel that explains why this integration affects creativity. Clay Christensen has written about the “Innovator’s Dilemma”: the fact that large traditional firms find it rational to ignore new, breakthrough technologies that compete with their core business. The same analysis could help explain why large, traditional media companies will undermine our tradition of free culture. The property right that is copyright is no longer the balanced right that it was, or was intended to be. The property right that is copyright has become unbalanced, tilted toward an extreme. The opportunity to create and transform becomes weakened in a world in which creation requires permission and creativity must check with a lawyer.

Border crossing' is a recurrent theme in all aspects of my work -- editing, writing, and painting. I'm interested in the various ways artists not only cross borders but also subvert them. In mythology, the old Trickster figure Coyote is a champion border crosser, mischievously dashing from the land of the living to the land of the dead, from the wilderness world of magic to the human world. He tears things down so they can be made anew. He's a rascal, but also a culture hero, dancing on borders, ignoring the rules, as many of our most innovative artists do. I'm particularly drawn to art that crosses the borders critics have erected between 'high art' and 'popular culture,' between 'mainstream' and 'genre,' or between one genre and another -- I love that moment of passage between the two; that place on the border where two worlds meet and energize each other, where Coyote enters and shakes things up. But I still have a great love for traditional fantasy, for Imaginary World, center-of-the-genre stories. I'm still excited by series books and trilogies if they're well written and use mythic tropes in interesting ways.

Blanc and Nandron were chefs in the Burgundian and Lyonnais traditions: founded on broad flavors as seductive as Burgundy wine (which was used in many of the recipes). Blanc was an innovator, but his tastes always had an authentic link to the classically pungent flavors of the region.

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.

Fundamentalist movements in all faiths share certain characteristics. They reveal a deep disappointment and disenchantment with the modern experiment, which has not fulfilled all that it promised. They also express real fear. Every single fundamentalist movement that I have studied is convinced that the secular establishment is determined to wipe religion out. This is not always a paranoid reaction. We have seen that secularism has often been imposed very aggressively in the Muslim world. Fundamentalists look back to a “golden age” before the irruption of modernity for inspiration, but they are not atavistically returning to the Middle Ages. All are intrinsically modern movements and could have appeared at no time other than our own. All are innovative and often radical in their reinterpretation of religion. As such, fundamentalism is an essential part of the modern scene. Wherever modernity takes root, a fundamentalist movement is likely to rise up alongside it in conscious reaction. Fundamentalists will often express their discontent with a modern development by overstressing those elements in their tradition that militate against it.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

private school teachers tend to have fewer credentials and to cling to traditional teaching styles, such as lecturing while students sit in rows and take notes. Public school teachers, by contrast, are much more likely to be certified, to hold higher degrees, and to embrace research-based innovations in curriculum and pedagogy

In the same way, hybrid models of blended learning are not noticeably simpler for teachers than the existing system. On the contrary, in many cases they appear to require all the expertise of the traditional model plus new expertise in managing digital devices and in integrating data across all the supplemental online experiences in the teacher-directed rotation.

Why do you think so few women run away? WHy do you think nothing really changes for book eaters, century after century?”…. “We lack imagination,” Devon said, relentless. “Even if we used dictaphone and scribes, we’d never be able to write books the way humans can. We struggle to innovate, are barely able to adapt, and end up stuck in our traditions. Just eating the same books generation after generation, thinking along the same rigid lines. Creativity is our world and yet we aren’t creative.”…… ‘Our childhood books always end in marriage and children. Women are taught not to envision life beyond those bounds, and men are taught to enforce those bounds. We grow up in a cultivated darkness and not even realize we are blind.”……. “I should have run sooner,” Devon said, voice cracking a little. “But I didn’t. Know what really stopped me? My lack of imagination, the same one that all ‘eaters suffer from. I could not imagine a better or different future, Hes, and because I couldn’t imagine it, I assumed it didn’t exist.” Her throat was lumping up. “I was wrong. Life can be different.

... schools in many industrialized nations were not, for the most part, designed to produce innovative thinkers or questioners -- their primary purpose was to produce workers. The author Seth Godin writes, "Our grandfathers and great grandfathers built schools to train people to have a lifetime of productive labor as part of the industrialized economy. And it worked." To create good workers, educations systems put a premium on compliancy and rote memorization of basic knowledge -- excellent qualities in an industrial worker. (Or, as the cartoonist and Simpsons creator Matt Groening puts it, "it seems the main rule that traditional schools teach is how to sit in rows quietly, which is perfect training for grown-up work in a dull office or factory, but not so good for education.") And not so good for questioning: To the extent a school is like a factory, students who inquire about "the way things are" could be seen as insubordinate. It raises, at least in my mind, a question that may seem extreme: If schools were build on a factory model, were they actually designed to squelch questions?

You think an idea's bad but to others, it's a brilliant idea. Instead of thinking that an idea is bad, look at it differently and the final outcome of this "bad" idea will shock you. Rules should be followed. It is a tradition to know what can and can't be done. But innovation doesn't require the boundaries rules provide. It is when you stop following that you start having unexpected fun.

One thing Great Groups do need is protection. Great Groups do things that haven’t been done before. Most corporations and other traditional organizations say they want innovation, but they reflexively shun the untried. Most would rather repeat a past success than gamble on a new idea. Because Great Groups break new ground, they are more susceptible than others to being misunderstood, resented, even feared. Successful

---In his major phase, he[Conrad] was "ahead of his times" in ideas and techniques;and this was because he was more intelligently and perceptively of his times than most writers then were. In his vigilant response to 19th century preoccupations, he anticipated--often critically--many 20th century preoccupations. He was a versatile intermediary between the Romantic and Victorian traditions and the innovations of Modernism.

There is a love for structure in them that I recognize, and a desire to worship correctness that I know and I share. When I look at them, I think: to prize traditionalism above all else in a church that began in revolution is to do a great violence to it. But I feel that same ache for the past in myself: to uphold the columns of literature, grammar, the Western tradition. The English language began as an upheaval; I am not protecting it when I try to guard it against change. The Jesus Christ of it, Chaucer, walked across the water telling dirty jokes, made twenty stories stretch to feed a million people, spelled the word "cunt" five ways, performed miracles. Any innovation I put down on paper is an attempt to remind myself of this. I am not modern. I was not born to blaze new paths or bring down walls. I break form against my nature to tell myself that revolution, too, is a tradition that must be upheld.

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it’s ready. And we charge money for it. After securing initial customers, we change the product constantly—much too fast by traditional standards—shipping new versions of our product dozens of times every single day.

One example is the familiar parable of the prodigal son (Luke 15:11-32), which in some ways might be better called the parable of the elder brother. For the point of the parable as a whole - a point frequently overlooked by Christian interpreters, in their eagerness to stress the uniqueness and particularity of the church as the prodigal younger son who has been restored to the father's favor - is in the closing words of the father to the elder brother, who stands for the people of Israel: 'Son, you are always with me, and all that is mine is yours. It was fitting to make merry and be glad, for this your brother was dead, and is alive; he was lost, and is found.' The historic covenant between God and Israel was permanent, and it was into this covenant that other peoples too, were now being introduced. This parable of Jesus affirmed both the tradition of God's continuing relation with Israel and the innovation of God's new relation with the church - a twofold covenant.

Power vacuums seldom last long. If in the twenty-first century traditional political structures can no longer process the data fast enough to produce meaningful visions, then new and more efficient structures will evolve to take their place.These new structures may be very different from any previous political institutions, whether democratic or authoritarian. The only question is who will build and control these structures. If humankind is no longer up to the task, perhaps it might give somebody else a try.

America's poor and working-class people have long been subject to invasive surveillance, midnight raids, and punitive public policy that increase the stigma and hardship of poverty. During the nineteenth century, they were quarantined in county poorhouses. During the twentieth century, they were investigated by caseworkers, treated like criminals on trial. Today, we have forged what I call a digital poorhouse from databases, algorithms, and risk models. It promises to eclipse the reach and repercussions of everything that came before. Like earlier technological innovations in poverty management, digital tracking and automated decision-making hid poverty from the professional middle-class public and give the nation the ethical distance it needs to make inhuman choices: who gets food and who starves, who has housing and who remains homeless, and which families are broken up by the state. The digital poorhouse is part of a long American tradition. We manage the individual poor in order to escape our shared responsibility for eradicating poverty.

Of course, the champions of totalitarianism protest that what they want to abolish is "only economic freedom" and that all "other freedoms" will remain untouched. But freedom is indivisible. The distinction between an economic sphere of human life and activity and a noneconomic sphere is the worst of their fallacies. If an omnipotent authority has the power to assign to every individual the tasks he has to perform, nothing that can be called freedom and autonomy is left to him. He has only the choice between strict obedience and death by starvation.1 Committees of experts may be called to advise the planning authority whether or not a young man should be given the opportunity to prepare himself for and to work in an intellectual or artistic field. But such an arrangement can merely rear disciples committed to the parrotIike repetition of the ideas of the preceding generation. It would bar innovators who disagree with the accepted ways of thought. No innovation would ever have been accomplished if its originator had been in need of an authorization by those from whose doctrines and methods he wanted to deviate. Hegel would not have ordained Schopenhauer or Feuerbach, nor would Professor Rau have ordained Marx or Carl Menger. If the supreme planning board is ultimately to determine which books are to be printed, who is to experiment in the laboratories and who is to paint or to sculpture, and which alterations in technological methods should be undertaken, there will be neither improvement nor progress. Individual man will become a pawn in the hands of the rulers, who in their "social engineering" will handle him as engineers handle the stuff of which they construct buildings, bridges, and machines. In every sphere of human activity an innovation is a challenge not only to ali routinists and to the experts and practitioners of traditional methods but even more to those who have in the past themselves been innovators. It meets at the beginning chiefly stubborn opposition. Such obstacles can be overcome in a society where there is economic freedom. They are insurmountable in a socialist system.

The key stone of Westem civilization is the sphere of spontaneous action it secures to the individual. There have always been attempts to curb the individuais initiative, but the power of the persecutors and inquisitors has not been absolute. It could not prevent the rise of Greek philosophy and its Roman offshoot or the development of modem science and philosophy. Driven by their inborn genius, pioneers have accomplished their work in spite of ali hostility and opposition. The innovator did not have to wait for invitation or order from anybody. He could step forward of his own accord and defy traditional teachings. In the orbit of ideas the West has by and large always enjoyed the blessings of freedom. Then came the emancipation of the individual in the field of business, an achievement of that new branch of philosophy, economics. A free hand was given to the enterprising man who knew how to enrich his fellows by improving the methods of production. A horn of plenty was poured upon the common men by the capitalistic business principie of mass production for the satisfaction of the needs of the masses.

While the exact changes Muhammad made to this tradition are far too complex to discuss in detail here, it is sufficient to note that women in the Ummah were, for the first time, given the right both to inherit the property of their husbands and to keep their dowries as their own personal property throughout their marriage. Muhammad also forbade a husband to touch his wife’s dowry, forcing him instead to provide for his family from his own wealth. If the husband died, his wife would inherit a portion of his property; if he divorced her, the entire dowry was hers to take back to her family. As one would expect, Muhammad’s innovations did not sit well with the male members of his community. If women could no longer be considered property, men complained, not only would their wealth be drastically reduced, but their own meager inheritances would now have to be split with their sisters and daughters—members of the community who, they argued, did not share an equal burden with the men. Al-Tabari recounts how some of these men brought their grievances to Muhammad, asking, “How can one give the right of inheritance to women and children, who do not work and do not earn their living? Are they now going to inherit just like men who have worked to earn that money?” Muhammad’s response to these complaints was both unsympathetic and shockingly unyielding. “Those who disobey God and His Messenger, and who try to overstep the boundaries of this [inheritance] law will be thrown into Hell, where they will dwell forever, suffering the most shameful punishment” (4:14). If Muhammad’s male followers were disgruntled about the new inheritance laws, they must have been furious when, in a single revolutionary move, he both limited how many wives a man could marry and granted women the right to divorce their husbands.

It should probably be said that the virtues of the society of the self are entirely debatable. Orienting laws around individuals led directly to an entire tradition of human rights and the prominence of individual liberty in legal codes. That has to count as progress. But reasonable people disagree about whether we have now tipped the scales too far in the direction of individualism, away from those collective organizations: the union, the community, the state. Resolving those disagreements requires a different set of arguments—and values—than the ones we need to explain where those disagreements came from.

Jerry Hirshberg, in his book The Creative Priority: Putting Innovation to Work in Your Business, writes, No one in a corporation deliberately sets out to stifle creative thought. Yet, a traditional bureaucratic structure, with its need for predictability, linear logic, conformance to accepted norms, and the dictates of the most recent “long-range” vision statement, is a nearly perfect idea-killing machine. People in groups regress toward the security of the familiar and the well-regulated. Even creative people do it. It’s easier. It avoids the ambiguity, the fear of unpredictability, the threat of the unfamiliar, and the messiness of intuition and human emotion.

Prior to Flew, major apologies for atheism were those of Enlightenment thinkers (David Hume, Arthur Schopenhauer, Ludwig Feuerbach, and Friedrich Nietzsche). Major philosophers of Flew’s generation who were atheists: W. V. O. Quine and Gilbert Ryle. But none took the step of developing book-length arguments to support their personal beliefs. In later years, atheist philosophers who critically examined and rejected the traditional arguments for God’s existence: Paul Edwards, Wallace Matson, Kai Nielsen, Paul Kurtz, J. L. Mackie, Richard Gale, Michael Martin. But their works did not change the agenda and framework of discussion the way Flew’s innovative publications did.

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.

Yet historians still start their books with a ritual lament about 'the sources' and their inadequacy. The lament is not entirely insincere (though it is something of a self-constructed problem): the sources often are inadequate for the particular questions that historians choose to pose. But that is part of the ancient-historical game: first pick your question, then demonstrate the appalling difficulty of finding an answer given the paucity of the evidence, finally triumph over that difficulty by scholarly 'skill'. Prestige in this business goes to those who outwit their sources, prising unexpected answers from unexpected places, and who play the clever (sometimes too clever) detective against an apparent conspiracy of ancient silence.

physicist David Deutsch’s defense of enlightenment, The Beginning of Infinity. Deutsch argues that if we dare to understand, progress is possible in all fields, scientific, political, and moral: Optimism (in the sense that I have advocated) is the theory that all failures—all evils—are due to insufficient knowledge. . . . Problems are inevitable, because our knowledge will always be infinitely far from complete. Some problems are hard, but it is a mistake to confuse hard problems with problems unlikely to be solved. Problems are soluble, and each particular evil is a problem that can be solved. An optimistic civilization is open and not afraid to innovate, and is based on traditions of criticism. Its institutions keep improving, and the most important knowledge that they embody is knowledge of how to detect and eliminate errors.3

But his friend and colleague the Egyptian scholar Muhammad Abdu (1849–1905) was a deeper and more measured thinker. He believed that education and not revolution was the answer. Abdu had been devastated by the British occupation of Egypt, but he loved Europe, felt quite at ease with Europeans and was widely read in Western science and philosophy. He greatly respected the political, legal and educational institutions of the modern West, but did not believe that they could be transplanted wholesale in a deeply religious country, such as Egypt, where modernization had been too rapid and had perforce excluded the vast mass of the people. It was essential to graft modern legal and constitutional innovations on to traditional Islamic ideas that the people could understand; a society in which people cannot understand the law becomes in effect a country without law.

So the question arose now, as it had in the wake of the Mongol holocaust: if the triumphant expansion of the Muslim project proved the truth of the revelation, what did the impotence of Muslims in the face of these new foreigners signify about the faith? With this question looming over the Muslim world, movements to revive Islam could not be extricated from the need to resurrect Muslim power. Reformers could not merely offer proposals for achieving more authentic religions experiences. They had to expound on how the authenticity they proposed would get history back on course, how their proposals would restore the dignity and splendor of the Umma, how they would get Muslims moving again toward the proper endpoint of history: perfecting the community of justice and compassion that flourished in Medina in the original golden moment and enlarging it until it included all the world. Many reformers emerged and many movements bubbled up, but all of them can sorted into three general sorts of responses to the troubling question. One response was to say that what needed changing was not Islam, but Muslims. Innovation, alterations, and accretions had corrupted the faith, so that no one was practicing the true Islam anymore. What Muslims needed to do was to shut out Western influence and restore Islam to its pristine, original form. Another response was to say that the West was right. Muslims had gotten mired in obsolete religious ideas; they had ceded control of Islam to ignorant clerics who were out of touch with changing times; they needed to modernize their faith along Western lines by clearing out superstition, renouncing magical thinking, and rethinking Islam as an ethical system compatible with science and secular activities. A third response was to declare Islam the true religion but concede that Muslims had certain things to learn from the West. In this view, Muslims needed to rediscover and strengthen the essence of their own faith, history and traditions, but absorb Western learning in the fields of science and technology. According to this river of reform, Muslims needed to modernize but could do so in a distinctively Muslim way: science was compatible with the Muslim faith and modernization did not have to mean Westernization.

WE LIVE IN AN age of nontraditional ladder climbing. Not just in politics, but in business and personal development and education and entertainment and innovation. Traditional paths are not just slow; they’re no longer viable if we want to compete and innovate. That’s great news, because throwing out the dues paradigm leads us toward meritocracy. But to be successful, we need to start thinking more like hackers, acting more like entrepreneurs. We have to work smarter, not just harder. We’ll see throughout the following chapters how Sinatra-style credibility and ladder switching—always parlaying for something more—are the foundation for how the most interesting people and companies in the world succeed. It’s not just how presidents get to the top. It’s how CEOs and comedians and racecar drivers hone their skills and make it in the big leagues. It’s how new businesses grow fast, and old businesses grow faster. It’s how entrepreneurs create life-changing products in record time and inventors parlay dreams for bigger dreams. Hacking the ladder is the mind-set they use to get places. The rest of this book is about becoming good enough to deserve it.

Christianity and other traditional religions are still important players in the world. Yet their role is now largely reactive. In the past, they were a creative force. Christianity, for example, spread the hitherto heretical notion that all humans are equal before God, thereby changing human political structures, social hierarchies and even gender relations. In his Sermon on the Mount Jesus went further, insisting that the meek and oppressed are God’s favourite people, thus turning the pyramid of power on its head, and providing ammunition for generations of revolutionaries. In addition to social and ethical reforms, Christianity was responsible for important economic and technological innovations. The Catholic Church established medieval Europe’s most sophisticated administrative system, and pioneered the use of archives, catalogues, timetables and other techniques of data processing. The Vatican was the closest thing twelfth-century Europe had to Silicon Valley. The Church established Europe’s first economic corporations – the monasteries – which for 1,000 years spearheaded the European economy and introduced advanced agricultural and administrative methods.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

By that time, Bezos and his executives had devoured and raptly discussed another book that would significantly affect the company’s strategy: The Innovator’s Dilemma, by Harvard professor Clayton Christensen. Christensen wrote that great companies fail not because they want to avoid disruptive change but because they are reluctant to embrace promising new markets that might undermine their traditional businesses and that do not appear to satisfy their short-term growth requirements. Sears, for example, failed to move from department stores to discount retailing; IBM couldn’t shift from mainframe to minicomputers. The companies that solved the innovator’s dilemma, Christensen wrote, succeeded when they “set up autonomous organizations charged with building new and independent businesses around the disruptive technology.”9 Drawing lessons directly from the book, Bezos unshackled Kessel from Amazon’s traditional media organization. “Your job is to kill your own business,” he told him. “I want you to proceed as if your goal is to put everyone selling physical books out of a job.” Bezos underscored the urgency of the effort. He believed that if Amazon didn’t lead the world into the age of digital reading, then Apple or Google would. When Kessel asked Bezos what his deadline was on developing the company’s first piece of hardware, an electronic reading

What is our Argentine tradition? I believe we can answer this question easily and that there is no problem here. I believe our tradition is all of Western culture, and I also believe we have a right to this tradition, greater than that which the inhabitants of one or another Western nation might have. I recall here an essay of Thorstein Veblen, the North American sociologist, on the pre-eminence of Jews in Western culture. He asks if this pre-eminence allows us to conjecture about the innate superiority of the Jews, and answers in the negative; he says that they are outstanding in Western culture because they act within that culture and, at the same time, do not feel tied to it by any special devotion; 'for that reason,' he says, 'a Jew will always find it easier than a non-Jew to make innovations in Western culture'; and we can say the same of the Irish in English culture. In the case of the Irish, we have no reason to suppose that the profusion of Irish names in British literature and philosophy is due to any racial pre-eminence, for many of those illustrious Irishmen (Shaw, Berkeley, Swift) were the descendants of Englishmen, were people who had no Celtic blood; however, it was sufficient for them to feel Irish, to feel different, in order to be innovators in English culture. I believe that we Argentines, we South Americans in general, are in an analogous situation; we can handle all European themes, handle them without superstition, with an irreverence which can have, and already does have, fortunate consequences.

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These four changes—in the nature of work, education, social values, and communication technology—make it harder for dictators to dominate citizens in the old way. Harsh laws and bureaucratic regulations provoke furious responses from previously docile groups. These groups have new skills and networks that help them resist. At the same time, violent repression and comprehensive censorship destroy the innovation now central to progress. Eventually, the expansion of the highly educated, creative class, with its demands for self-expression and participation, makes it difficult to resist a move to some form of democracy. But so long as this class is not too large and the leader has the resources to co-opt or censor its members, an alternative is spin dictatorship. At least for a while, the ruler can buy off the informed with government contracts and privileges. So long as they stay loyal, he can tolerate their niche magazines, websites, and international networking events. He can even hire the creative types to design an alternative reality for the masses. This strategy will not work against a Sakharov. But Sakharovs are rare. With a modern, centrally controlled mass media, they pose little threat. Co-opting the informed takes resources. When these run low, spin dictators turn to censorship, which is often cheaper. They need not censor everything. All that really matters is to stop opposition media reaching a mass audience. And here the uneven dynamics of cultural change help. Early in the postindustrial era, most people still have industrial-era values. They are conformist and risk averse. The less educated are alienated from the creative types by resentment, economic anxiety, and attachment to tradition. Spin dictators can exploit these sentiments, rallying the remaining workers against the “counterculture” while branding the intellectuals as disloyal, sacrilegious, or sexually deviant. Such smears inoculate the leader’s base against opposition revelations. As long as the informed are not too strong, manipulation works well. Dictators can resist political demands without destroying the creative economy or revealing their own brutality to the public.

As in other Buddhist Tantric techniques, recommended preliminaries for these practices include developing skill at both calm-abiding (zhi gnas; śamatha) and insight meditation (lhag mthong; vipaśyanā). As in earlier Buddhist teachings, many Chöd dehadāna practices emphasize renunciation, purification, and self-transformation through the accumulation of merit and the exhaustion of demerit. Rather than suggesting that one must wait to accumulate adequate merit before offering the gift of the body, however, Chöd provides the opportunity for immediately efficacious offering of the body through techniques of visualization. Using a technique which echoes the traditional Buddhist teaching of the of the mind-made body (manomayākāya), the practitioner engages in visualizations which allow her to experience the non-duality of agent and object as she offers her body. The process of giving the body as a means of attainment is commonly articulated in Chöd practice texts (sgrub pa; sādhana). These practice texts exhibit the framework of mature Tantra sādhana, including the stages of generating bodhicitta, going for refuge, meditating on the four immeasurables, and making the eight-limbed offering. Generally speaking, the main section of a developed Chöd sādhana has three components. The first two—a transference of consciousness (nam mkha’ sgo ‘byed) practice, and a body maṇḍala (lus dkyil) practice—have distinctly purifying purposes. The Chöd transference of consciousness practice has parallels with other Buddhist practices called "’pho ba." In this part of the visualization practice, the practitioner’s consciousness is "ejected" from one's body through the Brahma aperture at the crown of one's head. At this time, one's consciousness can be visualized as becoming identical with an enlightened consciousness, which is embodied in a figure such as Machik, Vajrayoginī (Rdo rje rnal byor ma) or Vajravārāhī (Rdo rje phag mo). [....] In th[e] first stage of this transformation, the practitioner identifies with an enlightened being, thus overcoming attachment to her own body-mind aggregates and purifying them through this non-attachment. In the second stage, the practitioner can extend this identification: the practitioner identifies the microcosm of her body with macrocosms of the mundane and supramundane worlds. The body maṇḍala (lus dkyil) stage also allows the practitioner to reconceptualize her body as expanding through space and time and becoming indistinguishable from the realm of the supramundane, or the Dharmadhātu (chos kyi dbyings). Through the process of reconstructing her identity, the practitioner is able to see herself as the ultimate source of offerings for all sentient beings.