part2--rtgreenes book of 50pg excerpts of his 24 books--2nd 3 bks--innovatn creativity leader tools

8/17/2019 Part2--RTGreenes BOOK of 50pg Excerpts of His 24 Books--2nd 3 Bks--Innovatn Creativity Leader Tools

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BOOK OF BOOKS by RTGreeneFirst 50 pages of 24 Books

TABLE OF CONTENTS

1. Your Door to Creativity --42 models summarized 8 in detail--PAGE 4--862. Are You Creative? 60 Models--world’s most comprehensive--PAGE 88-142 3. Are You Creative? 128 Steps--to becoming creator & creating--PAGE 143-192

4. Getting Real about Creativity in Business--measures tools--PAGE 193-245 5. Your Door to Creativity, Revised --42 general 12 deailed models--PAGE 246-3036. 72 Innovation Models--a grammar of changes that change history--PAGE 304-367 7. Creativity Leadership Tools--intructors’ manual & student text--PAGE 368-420 8. Creativity Leader --managing creativity of self & other, everywhere--PAGE 421-4689. Thinking Design--160 approaches, tools, leading design, designs that lead--PAGE 469-53810. Designs that Lead, Leaders who Design--an article collection--PAGE 539-594

11. Are You Educated?--an empirical science-based definition as 48 capabilities--PAGE 595-65712. Are You Educated, Japan, China, EU, USA--300 capabilities from 5 models--PAGE 658-728 13. Managing Self--128 Dynamics--redoing Plato, Freud, Sartre, Kegan,Zen--PAGE 728-80514. Power from Brain Training--exercises for 225 brain modules--PAGE 806-86615. Knowledge Epitome--200 new face to face tools from revising ancient media--PAGE 867-93316. Your Door to Culture Power --the shared practiced routines model--PAGE 934-98917. Culture Power --what can be done with it, models & articles--PAGE 990-1055

18. Global Quality --24 approaches, 30 shared aims, quality soft-&-hard-ware--PAGE 1056-1129

19. Are You Effective?--100 methods from the world’s top performers--PAGE 1130-1193 20. A Science of Excellence--54 routes to the top of nearly any field--PAGE 1194-124221. SuperSelling--tools, methods, cases from 150 best at ALL forms of selling--PAGE 1243-130422. Managing Complexity --3 sources, 3 paradoxes of handling them--PAGE 1305-1370 23. Taking Place--creative city theory & practice via 288 city-fications--PAGE 1371-143124. Innovations in Innovation--& in 29 other creativity sciences--PAGE 1432-1491

All page numbers are PDF not print page numbers.

FREE download of this entire book of books via either LINK below:

https://drive.google.com/open?id=0B9XSvwJ-xErSSkoyMGU0azN0eF k

STEP 1--use links below to download FREE 1450 page PDF file of

the first 50+ pages of EACH of Richard’s 24 books below.STEP 2--choose titles below to order, email me at address at bottom

of this page, I send PayPal fund request $20/title, you PAY withyour Paypal, instantly I send you LINK to book download = 3 min. total


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72 INNOVATION MODELS72 INNOVATION MODELS

A Grammar of Changesthat Change Entire Fields !istorA Grammar of Changesthat Change Entire Fields !istor

by Richard Tabor Greeneby Richard Tabor Greeneby Richard Tabor Greene


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72 INNOVATION MODELS, A Grammar of Changes that Change Entire Fiels ! "istor#$# %i&har Ta$or Greene

TA'LE OF CONTENTS

(NCONVENTIONAL MODELS )slightl# har*1. zenovation 162 digital world 353. creativity & novelty sciences 414. monastic change 475. innovation as culture work 536. computational system type dialog 137. counter the culture o! "igness 16#. innovation noise 16#$. academic !ailure 1741. new sciences %knowledge orgn 2511. nested anti'cultures 24612 interacting religions o! "usiness 25413 insight pulsed systems 26114 !eminizations 2$15 creativity grammar 3716 other world e(plorer 32417 purpose o! all arts 332

1# social automata 3611$ "iosense 412 mindscapes 42721 tipping point 43122 %well located "rain'!law'countering 43$23 intensi!ied socialness 4624 non'linear commonsense 4#225 "ecome theorist 51$

CONVENTIONAL MODELS )slightl# $oring*26 disrupt 53527 search) psyche) social 53#

2# democratic 5422$ social li!e o! in!ormation 5463 network hero %intellectual space 5531 radicality 55432 technology lives 55#33 increasing returns to scale 56534 technology tipping points 55#35 strategy constipation 57236 silicon valley intro*ection 57737 niche riding niches 5#43# de'organizing 5##3$ inventor mental practices 5$$

4 manage mental models 6441 inventor myth 61142 network hole spanning 61543 necessity'!unction'emergence 61#44 career dynamics 62245 venture start 625*46 !ounder stories 63147 trust theory o! entrepreneurship 64#4# in!ormation ecology 6544$ open "usiness model 675 media convergence 67#51 managing +&, 6#4

52 knowledge management 6$153 su"stance o! style and design 7154 knowledge dynamics %dialectic idea evolution 76

57 culture o! development 71#5# darwinian culture evolution 7225$ innovation o! copying %patterns in history6 sel! organizing criticality 7361 ad*acent "eyond 73262 simple programs 73363 glo"alization theory 73764 de'localization 73$65 de'mass'i!ication 74266 !our social relations 74667 diversity 74$6# creative class 7556$ order !or !ree 75$7 lowered coordination costs 76471 tipping point "links 76#72 e(cellence sciences %higher standards 77

MODELS FO% +OSSI'LE LATE% INCL(SION

%"rie! summaries provided at "ook-s end73. !ractal model e(pansion74. design thinking genres75. meisterlie"ig76. totalizing "odies o! knowledge77. decade colleges7#. idea wave catch and su"strate upgrade79. new "asic unit o! intelligence#. aternate delivery o! !unctions#1. inha"it the !uture) puncture pro!ession cultures#2. long outrageous practical demand#3. social plasma idea !usion interaction density#4. product as asserted sel! %insanely great#5. !ractal model re"alancing

#6. tro*an product#7. meta'product %recursive service##. strategically e(aggerate o"stacles#$. culture crossing$. morphologic !orecasting$1. structural cognition$2 !unding pulses %long pu"lic sort private

MODELS DELI'E%ATEL- E.CL(DED/here are 3 generations o! academic models o! innovatithat really are *ust math games' take 0di!!usion models an e(ample''using gas di!!usion thermodynamics maths !innovation spread / any who acts like or gets his !ito act like 0a gas in order to innovate) is doomed the

models are nice "ut useless. 8itchen sink academic modare also dropped''you switch 0"eing !ather 0run a scotroop in place o! 0innovation in them and everythimakes *ust as much sense. 9arvard models o! :ilicon ;al45 years too late are also e(cluded too much old news) dtorted elitistly. :imilarly 0early adopter models are *umonkey'see monkey'do re'written to impress in academprose. /his "ook does not waste reader time on them.


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CAUSAL MAP OF 92 INNOVATION MODELS (left to right)

MOTIVE DIVERGE TIN! FIND " MI#SOCIALL$COMPUTE

%ORRO&GRO&T

OID ' 1 innovation %ASE 4 monasticchange

!NO&LEDGENE&STRUCTURE

10 new sci-ences

E#PLORE SPACES

2 digital world COMPUTATIONAL SOCIALIT$

6 computa-tional typedialog

RIDE 32 technololifespans

44 career

dynamics

19 biosense 52 nowledge

management

33 increasing

returns! netecon

1" social

automata

34 technolo

tipping poin

"4 product asasserted self#insanelygreat$

%9 new basicunit of intelli-gence

!NO&LEDGENE&D$NAMICS

39 inventormental prac-tices

4" info ecol-ogy

63 simple pro-grams

3% niche rid

ASSIONDEA

43 need-func-tion-emer-gence

91 structuralcognition

40 managemental models

%0 loweredcoordinationcosts

SOCIALIEDDOER

2" demo-cratic invent

50 media cvergence

45 passionstarts ven-tures

PLURALIE

3 creativity &novelty sci-ences

54 nowledgedynamics #dia-lectic$

16 otherworld e'plore

41 lone inven-tor myth

53 substancof style anddesign

46 founderstories

15 creativitygrammar

META!NO&LEDGE

%5 meister-lie-big

24 non-linearcommonsense

49 open busi-ness model

4" darwiniaculture evotion

TEN

F$

23 intense

sociality

1% purposes of

all arts

"% meta-prod-

uct #recursiveservice$

2% search

psyche social

55 social

movement

66 four soc

relation typevolving

31 radicali(edresearch

25 becometheorist

)ie fairy tales! theinnovators goes intoanother worldwhere all differsfrom this world andsurvives dangers!monsters! and evilwitches* +he heroinnovator comesbac to this worldwith special pow-ers developed inthose battles! andspecial perspec-tives! new things heor she can noticewith new ways toreact to familiarand novel things*

+here are manynew such worlds toe'plore with mod-els of innovation foreach*

+ae that otherworld stuff and

mae new struc-tures and processesof nowledge withtme*

+hen you e'ploreyour new nowl-edge forms! shaeand mi' them up!and alternate,)./. over time of engagement withdetachment till.+. appear*

90 morohoforecast

56 social revo-lution

%% decade leges

36 silicon val-ley intro-ect

51 manage&7

MI#SPACES

12 interact-ing religionsof business

6" creativeclass

%" catch idwave 8upgrade sustrates

4% trust spanventure

%3 fractalmodel e'pand

42 netholespan

"0 alterna-tive functiondelivery

"1 inhabit tfuture! punture profession culture

"3 socialplasma ideafusions

%4 genres ofdesign thin-ing

61 adacentbeyond

29 social lifeof info

FI# FATANDSLO&

26 disrupt

ANTI 5 innovationas culturewor

64 de-local-i(ation 5% culture ofdevelopoment 35 strategyconstipatio

$OND %2 e'cellencescience#higher stan-dards$

% counter big-ness culture

63 globali(a-tion

"2 long outra-geous practi-cal demand

65 de-mass

5" e'aggerateobstacles

" innovationnoise

6% diversityleverage

TUNECOMPLE#IT$EMERGENCE

21 tippingpoint

eople do innovat-gs--that meansassion plus idea!ghting obstacles*

eople need to

teract to getverse ideas tose--there are

arious routes touch dense inten-ties of interac-on*

hen there is theotive to pusherely beyondst because it is

eyond*

9 academicfailure

59 innovatevia copyingerror

60 self orga-ni(ing critical-ity

11 nested

anti-cultures

"9 culture

crossing

69 order for

free

14 femini(a-

tions

%1 tipping

point intui-tions

22 brain flaw

counter

MI#

TIMES

13 insight

pulsed sys-

tems

o lone inventor or idea suffices as a

one great invention reuires a host

supporting other ones and systems

mae it wor* .o the innovator mo

li(es groups and communities of colal

ration to elaborate the core insight i

systems of value and delivery to t

world: coming to teh world by hitch

rides on burgeoning other trends! pro

ucts! and developments! and fi'ing w

fat old products! ideas! firms fail to fi

3" de-orga-

ni(e

"6 troan

products

%6 totali(e

bodies of

nowledge

92 funding

pulses public

and private

FI#

MIND

(rel*+,

e)

20 mindscapes

"5 fractal

model balance


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ZENOVATION

DIGITALWORLD

CREATIVITY& NOVELTYSCIENCES

MONASTICCHANGE

INNOVATIONAS CULTUREWORK

COMPUTA-TION TYPEDIALOG

COUNTER BIGNESSCULTURE

INNOVATIONNOISE

ACADEMICFAILURE

NEWSCIENCES

(KNOWLEDGEORGANIZATION)

NESTEDANTI-CULTURES

INTERACTINGRELIGIONSOF BUSINESS

INSIGHTPULSEDSYSTEMS

FEMINIZA-TIONSCREATIVITY

GRAMMAR

OTHERWORLDEXPLORER

PURPOSEOF ALLARTS

SOCIALAUTOMATA

BIOSENSE

MINDSCAPES

TIPPINGPOINTS

COUNTER BRAIN FLAWS

INTENSI-FIED

SOCIAL-NESS

NON-LINEAR COMMON- SENSE

BECOMETHEORIST

DISRUPT SEARCH,PSYCHE,SOCIAL

DEMO- CRATIC iNNOVA-

TING

SOCIAL LIFEOF INFO

NET HEROINTELLECTSPACE

RADICALITYGOALS

TECHNOLOGY GENERATIONS

& LIFESPANS

INCREASING

RETURNSTO SCALE

TECHTIPPINGPOINTS

STRATEGYCONSTIPA-TION

SILICONVALLLEYINTROECT

NICHERIDING

DE-ORGANIZE

INVENTOR MENTALSPACES

MANAGE MENTAL MODELS

INVENTOR MYTH

NETHOLESPAN

NEED-FUNCTION-EMERGENCE

CAREER DYNAMICS

PASSIONSTARTSVENTURES

FOUNDER STORIES

TRUSTSPAN ISVENTURESPAN

INFO ECOLOGY

OPENBUSINESSMODELS

MEDIACONVER-GENCE

MANAGEPROECTREPERTOIRE

KNOWLEDGEMANAGEMENT

STYLE &DESIGNSUBSTANCE

DIALECTICKNOWLEDGEDYNAMICS

SOCIALMOVE-MENT

SOCIALREVOLU-TION

CULTUREOFDEVELOP- MENT

DARWIN-IANCULTUREEVOLU-

TION

INNOVATIONBY COPYINGERROR

SELFORGANIZINGCRITICALITY

ADACENT BEYOND

SIMPLEPROGRAMS

GLOBALI-ZATIONTHEORY

DE-LOCAL-IZATION

DE-MASS-IFICATION

FOUR SOCIALRELATIONSEVOLUTION

DIVERSITYLEVERAGING

CREATIVECLASSCONCENTRATIONS

ORDER FOR FREE

LOWEREDCOORDINATIONCOSTS

TIPPING POINTINTUITIONS

EXCELLENCE

SCIENCES(HIGHERSTANDARDS)

FRACTALMODELEXPANSION

!"

!#

GENRES OFDESIGNTHINKING !$

!% !!

MEISTER LIEBIG

TOTALIZEBODIES OFKNOWLEDGE

DECADECOLLEGES

!'

!

'

'*

CATCH IDEA WAVES UPGRADE SUBSTRATES

NEW BASICUNIT OFINTELLIGENCE

ALTER-NATIVEFUNCTIONDELIVERY

INHABIT THEFUTURE

PUNCTURE PROFESSION CULTURES

'+LONG OUTRA-GEOUS PRAC-TICAL DEMAND

'"

SOCIALPLASMAIDEA FUSION'# PRODUCT ASASSERTEDSELF

'$

FRACTALMODELREBALANCE

'%

TROANPRODUCTS

'! META-PRODUCT RECURSIVE

SERVICE

''

EXAGGERATEOBSTACLES

' CULTURE CROSSINGS

MORPHOLOGIC FORECASTING * STRUCTURAL COGNITION

+ FUNDING PULSES

(PUBLIC PRIVATE)

THE HEAVYHITTERS

COREIDEAS

RARE

KNOWLEDGE

EXTENDINGSEARCH

THINKINGDYNAMICS

IDEA

PASSION ECOSYSTEM

KNOWLEDGE

EVOLUTIONDYNAMICS

NON-LINEAR DYNAMICSPACES

LUBRICATEDCONCENTRATED

EXCELLENCES

*%

"$#*

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+$

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Copyright 2015 by Richard Tabor Greene, Rights Reserved, Registered [email protected]

SUMMARY PARAGRAPHS FOR THE 72 MODELS

UNCONVENTIONAL MODELS (slightly ha!"

#$ %&')ati' #* First become a Void Master seeing beyond all that exists, no attachments, seeing

the ALL from a remote vantage point, then re-entering the World, re-doing all itslayers of assumptions in ways no one else can fathom or match L!", #en, $apan,india, design

2 !igital +l! ,- !ee the information aspects of all things and revise the time and space nature ofall things based on a planet wide web of everyone and everything having real timeaccess to the information of all things !pot under-used fallow resources, uncon-nected things that combine for creativity,

,$ .&ati)ity / ')0&lty s.i&'.&s 1#

Where others employ one or two, at most, creativity sciences, you master anddeploy % or &' or more of the (' of them available, simultaneously--turning prod-uct, service, ads, retail space, costume, events, announcements, repairs into Won-ders

1$ 'asti. .ha'g&17

)dentify things done do#ens of times a day, that are centuries old, unchanged, and

update them in the simplest possible ways that yet multiply their impact and pro-ductivity by factors of *''+ or more--then simultaneous use of them do#ens of times a day by billions will change history and entire fields

-$ i'')ati' as.3lt3& +4 -,

)dentify the do#en of so nested cultures inside other cultures, that each constraintwhat people need, want, imagine, try, and by un-doing their limiting neurotic sta-tus-generating influence, you do what each and all of them find impossible in waysnone of them try

*$ .53tati'alsyst& ty5& !ialg#,6

he five nown types of computational system--brains, minds, societies, machines,biologies--dialog spawning ever more new forms of computational system to spot,invent, go beyond--an expanding gyre of innovations, from seeing the computa-tional nature, possibilities, and ecosystems of all

7$ .3't& th& .3l0t3& 8ig'&ss #*6.ig anythings have a common set of culture traits that wor against innovation--bymapping the contradictions, neuroses, biases, and bad elements of humanityencouraged by si#e, and countering each of them, you create the miraculous para-dox of huge organi#ations nimbly dancing into new nascent combining fluxingevolving futures

9$ i'')ati' 'is&#*9

A huge number of forces from male hormones, status and territory fights, primatebehaviors that bigness encourages, desire for promotion and little men feelingunimportant saying a do#en different ways /mommy mommy loo at me0--turn anychange or difference however slight and copy-cat into /innovations0--by subtract-ing them out from all you see, hear, suggest, plan, and do, you aim at the actualhistory and entire field changes possible

:$ a.a!&i. ail0

3& #71

!chools do a lot of things to students to mae them passive, filled with un-usedideas, /beating0 each other in competitions, and the lie1 colleges fail to even try

to educate settling for 2ob e3uipment and venal value installations--teaching hostsof /right0 models and formulas that will be out of date in months, that please popmedia--simply by countering all that schools and colleges do you ama#e and /inno-vate0

#6$ '&+ s.i&'.&s(4'+l&!g& g'"26-

For &''' years colleges worldwide have split nowledge into the same ancient cat-egories--the narrow people, sill sets, professions, disciplines of nowledge fromthat, mae all tiny-er and tiny-er fractions of all that is needed and nown--simplyby re-organi#ing nowledge to fit the cross-world cross-culture cross-professioncross-everything nature of what we all face, you innovate

##$ '&st&! a'ti0.3l0t3&s 21*

4eople moved to 5alifornia to escape the snob hierarchy aristocratic 6nglish waysof 7!A 6ast 5oast and its 8eligion of .usiness1 people moved from southern 5alifor-nia to 4alo Alto to escape the central broadcast media and passive consumptionpatterns of 9ollywood1 people moved from analog tech to digital tech to escapethe narrow craft traditions and technologies of traditional fields and industries1people moved from organi#ing around status rans of moneys to networs of cooperating dispersed diverse entities--!ilicon Valley contributed : times as much


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22 (+&ll l.at&!"8ai'0la+0.3't&0i'g 1,:

here are over &:' documented replicated-in-research flaws in how brains processreality1 every minute of every day what we thin, feel, and do is distorted orharmed by many of them, but these effects are generally slight--at certain loca-tions for certain issues, their impact is huge and if noticed, bloced, or preventedresults in innovation

2, i't&'sii&!s.ial'&ss 1*6

here are at least & ways of being social such that is several of them are intensi-fied at the same time and place, innovation emerges

21 ''0li'&a .0's&'s& 192

here are particular genres, types, and flaws in handling system effects, and peo-ple who abide among them all, mastering the recognition and handling of them all,find their every step innovates--they inhabit a non-linear land others miss

2- 8&.& th&0ist -#:

!imilarly, people with more theories, more abstract ones, more diverse ones, moremulti-level ones, more detailed ones--notice more and can imagine alternativesother miss D they live in a bigger world and most of what they say and do, inno-vates

CONVENTIONAL MODELS (slightly 8i'g"

2* !is35t -,- Large establish organi#ations by doing well their profitable traditional businessesand ways guarantee failure--"anny Miller noted this in an article /!uccess Fails0>always?--what wors in your present framewor bribes you to leave on the mar-gins utterly new formulas that grow, unseen, and unminded till massive defectionsfrom you to them

27 s&a.h< 5sy.h&<s.ial -,9

he number of present needs, ideas, and ways grows exponentially allowing enor-mous numbers of combinations D a space too vast to search effectively alone--soinnovation comes from reducing search spaces in clever ways, or increasing whosearches in clever ways

29 !&.ati%&!i'')ati'g -12

)f you mae a range from competitors, to customers of competitors, to your cus-tomers, to your pioneer lead customers, to your inventive adapting-the-productlead customers, to your sales and service staff, to your 8" staff--and processesacross that range to compile learnings to the next stage towards the interior andpush prototypes and ideas for testing out across the range toward the outside--youexpand /who invents0 and increase innovation

2: s.ial li& i'ati' -1*

here is an invisible surround of unconscious routines and habits that maes anyexisting device or technology wor well for peoplel so that new ones, if they donot fit those ways and instead re3uire ma2or shifts in them, will be re2ected,unless the new devices are designed so as to ease the transition-of-routinesinvolved )nnovations have hidden social life supports and opposers

,6 '&t+4 h&(i't&ll&.t3al s5a.&",-6

A shared intellectual space among people across various organi#ations, nations,professions, develops and spawns innovations if we see beyond myths of the loneinventor and marshal and welcome the diverse sources that have to interactrespectfully to get the new to appear

,# a!i.ality ,-1 here are degree of innovativeness in reality and to get home run innovations youhave to aim higher and farther, try more risy approaches, yet avoid giant expen-sive falures that ill efforts--a weave of smaller scale doable inventions that payfor big riss and delays of home run ones

,2 t&.h'lgyli)&s ,-9

)nnovations appear from riding waves of sets of inter-related new technologiesthat fit together--recogni#ing each set and fitting it rather than fitting past sets orones not yet emerging is ey to being 2udged innovative

,, i'.&asi'g&t3's t s.al&,*-

Cetwor economics differs from soybean economics in that first msovers win all,learning costs loc in early ueers even to bad interfaces and features--so speed tomaret and spread, even if profitless brings value to users of being able toexchange with users of the same /wide spread0 device--it is not 2ust features butlins to many other users and their advice, apps, inventions that is value for cus-tomers




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,1 t&.h'lgy ti505i'g 5i'ts ,-9

5reate channels that amplify and develop intiutions, impressions that are vagueand new, 2udgments without solid data or basis, surprising changes and news notunderstood--channel these to further investigation and confirmation rather thandismiss anything not /solid0 and /proven0 and /data supported0---it is the slightthings the nascent vague things, the un-2ustified senses and impressions where96 87LG C6W appears--listening and developing that leads to big innovations

,- stat&gy .'sti05ati' -72

his is a model of how disruptors ills establish big firms--these firms get close totheir lead customers who twea existing offerings and refuse examination of newtechs D lead customer following ills big firms--because these lead customers 5@C-8@L 56@s

,* sili.' )all&yi't=&.ti' -77

Gou need more than a population of ventures and proposed ventures--you need,more importantly, a population of diverse, not agreeing with each other, compet-ing, funders of venture ideas---so intrapreneuring fails unless there are pluraldiverse, disagreeing, competing sources of funding in big firms Gou also need apopulation of diverse, disagreeing, competing sources of funding for your venturesby @7!)"68!--so internal 2udgements compete with outsider ones--only whenG@78 people can consistently and publically L@!6 .A"LG will your internal peoplelearn and change ways

,7 'i.h& i!i'g'i.h&s -91

rying to invent something totally new that sells is foolish )nstead invent some-thing totally new that customers of some wonderfully growing businessBventureBtech .A"LG C66" C@W--hitch a ride on their growth .7 do not trust them totallyand loo around for another ride to hitch onto, hopping here and there, alwaysriding growth >marets, collectings of new customers? done by others Let them dothe heavy lifting of getting eyeballs and attention

,9 !&0ga'i%i'g-99

Large corporations are expert at standard delivery globally of standard sets of functions--in variable laws, nations, climates, and so on hey perfect stampingout variations o expect them to innovate runs counter to all they aim for, areexpert at, and what maes them pay and be paid o innovate you need them tobe expert at differing from themselves, trying multiple iffy things till some findhomes that lead to exponential growth, etc Gou need a totally different si#e,speed, set of people, goals, approaches, context Gou have to 7C-@8;AC)H6 toventure and innovate, in ALL dimensions

,: i')&'t &'0tal 5a.ti.&s -::

)nventing is not at all what we thin--inventorsI mae %' patents to enable & tosell well, tend to invent @C6 thing in do#ens of diverse contexts lifelong, inventorslive in a land betwen future and present rather than visiting the new from time totime, big organi#ations are noise filled and nasty competition filled so anythingnew subtle nascent unclear unproven-by-data is ignored or illed outright D noinnovations not fitting existing interest groups .ig firms end up--always--usingthe smallest possible amount of novelty able to mae customers dis-satisfied withwhat they were 2ust sold by the company D resales so vastly easier cheaper thansellilng to new people or selling new things to old familiar people

16 a'ag& &'tal!&ls *61

he myth that we sense reality---we all sense a tiny portion of reality, we noticewhat our existing mental models direct us to emotionally then conceptuallyhings not fitting our models are /noise0 not signal and igored he C6W is always

first C@)!6 )nnovation D how to turn C@)!6 into signalJ Ceed diverse detailedmulti-level comprehensive abstract repertoire of models--to run by various C@)!6!till one, seen via one of those models, becomes, magically !);CAL 5annot reusethe repertoire--it has to continually grow and differ from its past self D unre-warded models to eep minds open and beyond themselves D constant 4A)C, soinnovation is rare

1# i')&'t yth*##

;iant global societial manias and L7!! for a particular ind of newness brea out--things fitting it, get notice, funds, tries, become innovations ;reat things notfitting it die, un-noticed forever iming is critical--to see and fit the mania ofyour time o cloa an old new idea in 9)! era


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12 '&t+4 hl&s5a''i'g *#-

9uman networs are lumpy--some few nodes have many shallow contacts, whilemost nodes have speciali#ed intentional few sharing values and experience withthem D deep ties, not wea ties herefore human societies have long strands ofsubnetwors not aware of each other for years and decades, even if in the samevillage or industry )LL some brave person, nowing they will be an alien not wel-come, leaps to another subnet and maes a regular linage there--overcoming lac

of expertise and respect in that other web and getting familiar there then bringingbac new stuff and gradually getting colleagues in one5hinese everywhere?, someare congregational in scale >groups of families sharing rites and values?, some areprofession in scale >friends and family in a few overlapping professions?, some aremulti-profession multi-industry in scale At every scale, the ey is how many peo-ple you mae and eep promises with, without worry or legal guarantees orenforcements @968 9AC !@5)AL 7C) 86$65)@C @F 87! V)@LA@8! )t isthe shunning by whole communities of trust that allows legal free, ban free, insti-

tution free, fast, flexible building of enterprises--done with trust socially not oth-erwise enforced 9owever a balance of warmth from trusting social ties and coldevaluation of doing of roles assignedBassumed is needed to prevent trust declininginto corruption




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19 i'ati'&.lgy *-1

.iology is replacing physics as the main science of this era hat means ecosys-tems of products, technologies, tech ventures in valleys are seen and dynamicsamong them views in analogy to ecosystem relations among species hat meansnatural selection among them is noticed, using precise analogies with nautralselection features--neutral drift, mutation in mutation rates, epigenetic inherit-ance of learnings, and more 9owever, fol views of natural selection are terribly

wrong--it is C@ the fittest who survive but the organisms with the largest reper-toires of useless neutral traits >some of which foster survival if environments shiftin a ma2or way? .eing optimally adapted to present circumstances, without sucha large diverse repertoire of useless traits--is fatal, suicidal D an example of /suc-cess fails0 What natural selection generates, if not fitness, is new higher levelsof organi#ation, where components lose some adaptiveness and flexibility for thesae of powers to survive and adapt from higher level cooperations and structures--others in /society0 levels fighting an enemy that would overcome you alone, forexample )nnovations are natural results of natural selection processes amongproducts, ideas, fund, venture competing in ecosystems of interaction

1: 5&' 83si'&ss!&l *76

ae the basic dynamics of !ilicon Valley and spread them out lie butter acrossthe customers, suppliers, competitors, production systems, etc of a normal firm--that is the base image of /open0-ing in this model 7nfortunately you do not havethe peninsula that !ilivon Valley has to concentrate chance encounters Gou do not

have &'E years of ==,''' new wanted technologies funded by government of theApollo program >then forced commerciali#ation suddenly of &' years of high techdoings? Gou do not have a beginning of the digital tech revolution in Fairchild andits alums all over your non-peninsula Gou do not have the nested anti-cultures of5alifornia


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-# a'agi'g R/D*91

8" is boring 8eally--timid, cowardly, great ideas constantly illed by ignorantM.A managers unable to understand technologies but pretending to grasp them )tis really really boring )n its best, pre-M.A forms, it is all about 4@8F@L)@ MAC-A;6M6C--herding a hoard of diverse 48@$65! as the prospects for them evolve,decay, emerge, change, blend, split M@! written on 8" as an innovationmodel, is M.Aish, sic, and humerously stupid 9arvard regularly burps up ridicu-

lous comic boos by professors living in other centuries 6ven Kerox 4A85and issing up of top engineers to their /superiors0 M.As bosses? largediverse populations of pro2ects, half from insiders and half with outsiders, inter-act, spawning emergence of blends, clumps, pathways of new pro2ects 4runingnoise from signal, sampling the interactions in mid-process, expanding and con-tracting population bounds in outcourcing experiments and commerciali#ation con-centrations are some of the operations applied here to entire populations of pro2ects )t is C@ about evaluating the individual pro2ect but managing emer-gents from the population of interacting ones

-2 4'+l&!g&a'ag&&'t *:#

)ndividual people A86 nowledge interfaces in this model, who locate themselves--their minds--in intersecting flow of nowledge, often constipated by organi#a-tionsBexecutivesB6ast-coast-religion-of-busines-norms nowing, inventing,learning, applying are F@78 distinct cultures at war with each other--pretendingthey are one /organi#ation culture0 is a tric by venal 56@s and M.As to rip all offfor their personal wealth building pro2ects Vendors push biased limited technolo-gies that hinder nowing, inventing, learning, applying in unadmitted ways--newsystems cost lots unadmitted here are *E ways organi#ation learn and eachnew device, system, product, and technology has to be examine for which of themit helps and hinders Violating borders D getting things to flow D is the main 2oband constipated flows are the norm >and why big firms fail? o flow re3uires toviolate hat means managing nowledge to the point of innovations re3uires a57L786 @F V)@LA)C; .@7C"!--not something taught in M.A programs nowl-edge appears in particular formats--people using the same ideas pacaged in dif-

ferent formats stupidly argue and fight--translating idea across formats is 6G @;6)C; )"6A! @ FL@W

-, s38sta'.& styl& a'! !&sig'76#

)f global warming does not destroy all rapidly we face a world of extreme produc-tivities maing essentials widely and cheaply available, though perhaps without2obs for most Cational stipends may result or some unforeseen system >everyonea servant for some rich cocaine addict is one alternative promoted by right wing-ers?

Whatever the income base of populations--super productivity will mae everyone aproducer What happens to the world, culture, economies when everyone is a pro-ducerJ !tyle and Fashion and "esign rule he value added is surprise, ama#inggreatness, rare perfection in a world of opportunists, and AL!@, importantly F)C"-68! whether apps or communities or tours or media here will be so diversemany options and inventions that that rate of evolution maing F)C")C; values foryou an immensely growing in difficulty tas 586A@8! and F)C"68! will be thepolarity between poles of which everything orients and taes place Cew princi-ples of production appear--7;L)C6!! as the cost of failed attempts at new .6A7-)6! "istricts will become vital as concentrations of fast interactions that getahead of others elsewhere not as passionate about that districts chosen maindirection




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-1 4'+l&!g&!y'ai.s (!ial&.ti.i!&a &)l3ti'" 76*

!tudy the history of ideas, publishings, awards in any field for a century and youfind huge generational effects--the present generation A


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-: i'')ati' .5yi'g (5att&'si' histy" 727

6rrors in copying, misunderstanding local contexts of use, misunderstanding yourown contexts of use, mis-seeing what you are copying and how it wors--these aresome of the ways that copying nearly always results in innovation $apan tooFeigenbaum, "eming, $uran ways of totali#ing handling of a body of nowledge--3uality nowledge--and used them to erect a counter to ordinary $apanese verticalhierarchy money cultures of management M was a counter to $apan


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*, gl8ali%ati'th&y 7,7

6very home in the world is a collection of global things--each locale is global inthis sense !ystems, increasingly, are getting global so anything can get delivered3uicly locally and local productions can get global exposure rapidly and inexpen-sively Locals becoming global and global things getting into all locales--thesetwin forces relativi#e local absolutes, undermine tribal norms, give proof that alllocal ways are suboptimal in every sense except that they are already there and

imposed on all Migrations result as local values are seen--always everywhere--wanting Get the load of mang your own self freely from a globe of alternativecomponents scares and overwhelms local people, forcing some of them into long-ing for rigid set hierarchies and ways of centuries ago .ut wishing the globe awayand wishing the mixing of local with global away will not stand a chance unless allmodern media are refused and all trade is refused he globali#ation processesare F@85)C; ALL L@5AL))6! to get seen and used as distinct uni3ue innovationswhen exposed to global audiences !ome fits will be found, even if evil ones attimes !imilarly many things gone global, when penetrating locales will be experi-enced as serious innovations in local ways and potentials ;lobali#ing is innovat-ing

*1 !&0l.ali%a0ti' 7,:

;lobal things, views, programs, lives entering each locality involves icing peopleinto maing their own selves, assembling from an entire globe of alternative styes,sills, values, 2obs, careers, family types his ia a heavey self reflection burden,

particular due to the expert system society type it leads to--where many forms ofself care re3uire you individually to find and research and assemble teams of do#-ens of narrow speciality professions, no member of which actually taes responsi-ble for your overall good outcome his is such a heavy burden that peoplecollapse into longing for rigid hierarchic localities they fled and freed from 6achperson is him-Bher-self a potential innovation, though most of these self built per-sons fail in the sense of not meeting a lot of their dreams, aspirations, and needsMany succeed however, maing populatins of person-innovations that interact tospawn businesses, styles, shows, new experiences, new expert services for others

*- !&0ass0ii.a0ti' 712

7niform mass manufacture creates global within-home diversity )nstitutions andproducts are wrong si#eI too big and too little at the same time >family si#es arenow both too big and too small at the same time? We are more and more togetherin loneliness We yearn for rigid hierarchies we 2ust wored hard to liberate our-selves from he above paradoxes are generating bottom up mid-range institu-

tions, processes, communities to fill out and fix the paradox results .etweenglobal and local an entire new self- and group-built world is emerging his is theemergence of do#ens, hundreds of inter-related innovations, continually inventedand launched to fill voids in our too big and too small policies, results, institutionsMass means for custom designs, delivery, to global marets means each localebecomes innovative when launching its views and ways globally

** 3 s.ial &la0ti's 71*

here is a direction of evolution--things start from communal sharing, throughhierarchic raning, through reciprocating exchanges, to maret pricing !ex wasoriginally communal, all with all in tribal festivals, then was stratified by statusrans, then was mutual exchange, then in cities becamse bought and sold 6very-thing else traverses these stages of treatment )nnovations are all merely stagesalong this 2ourney, each new stage done with and as new innovations

*7 !i)&sity 71: here are many inds of diversity--gender, age, era, nation, culture, profession,personality, educatedness, etc--which map onto the many types of tas to bedone--some forms of diversity fit well some forms of tas 9owever diversitydrives people cra#y, they avoid it--though it may improve innovativity of out-comes, for many it is not worth the hassle For diversity puts the huge uncon-scious iceberg of effortless views and ways of you against the e3ually hugeunconscious iceberg of effortless views and ways of me--which always are differ-ent When together neither you nor ) can do anything effortlessly--as we do notshare growing up and mastering same routines 4eople hate this effort of havingto operate without their effortless unconscious routines and views hey avoid ito 78C ")V68!))6! @F VA8)@7! G46! )C@ )CC@VA)@C! you have to build stuff >ways? that overcome this 5@! @F @468A)C; ")V68!6LG )nnovation comes fromsuccessful targeting and achieving of that machinery




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*9 .&ati)& .lass7--

5ities are insight processes in this model hey collections of diverse populationsinteracting, from which unintended inventions and innovations naturally emerge--if someone spots them and separates signal from noise o turn the turmoil ofmixing in cities into innovations you have to have some minds as diverse as whatemerges in terms of diverse within-mind framewors that !4@ different emer-gents and !4@ uses that ama#e with them 5ities enact on plural si#e scales ALL

the dynamics of the )C!);9 M@"6L of )CC@VA)@C presented in this booI alter-nation of engagement with detachment, applied to ever more abstract renderingsof situations, collecting failed solution attempts, indexng them lovingly till theyinversely specify what eventual solutions must be lie, till a sudden avalancheevent occurs, the punch-line of a slight idea leading to entire re-seeing of every-thing in the situation D eventual solution he "espair "oorway--you have to tryall you now and can imagine and FA)L, get into enough despair to hate the partsof who you now are in the way of solution enough to change those usually self-loved parts, 96C the door to solution opens--when you stop loving those old partsof your own self and its ways 5ities compete for the global mobile creative classof innovators by selling themselves A! )C!);9 48@56!!6!, not as sets of buildingsand facilties )nterestingly homosexuality tolerated widely is a ey indicator ofpresence of these city wide city deep insight processes in robust operation

*: !& &&

7-:

here is a critical value in populations interacting at which tiny local actions have

some global results, enough to create emergent patterns of great complexity butnot the total chaos of every local impacting the global state he edge of chaosthis value of some critical parameter of the populationsee above? his goes for teams,congresses, corporations, !ilicon Valley entities interacting Finding such criticalvalues and tuning till ama#ing emergent complex results emerge is an art, onlynow being engineered--in the past it happened as sudden unplannable )C!);9processes "esign is being challenged by the inventiveness for free of such emer-gent results

76 l+&&! .!i0

'ati' .sts 7*1

Cew ditigal info technologies and global transport and smartphone infrastructures,with the world wide web--are changing time and space--bringing things closer to

other things in both time and space terms--shrining the si#e and delays betweenthings his maes reactions occur enromously faster, increases diversity of whatinteracts with what, and speeds evolution in all processes, marets, minds 5oor-dinations costs lower greatly--maing doing everything in one vertically integratedorgani#ation too slow and expensive 4opulations instantly re-configurable canform temporary coalitions to do things Auctions replace transfer pricing amongfixed firms he results appear---coalitions of ventures meet and associate witheach other on the web, big organi#ations dissolve into populations bidding andinteracting, tuned not structured1 larger scale populations @F LA8;6 F)8M! appeardynamically cooperating and competing at the same time with myriad pro2ectsshared between them As a result all types and si#es of diversity get found andcombined more--resulting in more innovative everything

7# ti55i'g 5i't

8li'4s 7*9

Con-linear dynamics within minds meet non-linear dynamics between minds so theform of output from persons and organi#atins becomes viral spreading epidemicsthat pulsate, throbe for a while and ebb away in waves Catural selection pro-cesses among ideas contending get resolved into decisions and actions when tip-ping points among them get reached, avalanche )C!);9 events changing wholemind commitments and views !imilarly natural selection processes among prod-ucts, firms, techs, persons, funds, funders in societies get resolved when tippingpoints get reached, spreading one pattern globally in viral dynamics o ;@ V)8ALa thing in heads has to cause between idea tipping and a thing in society has tocause between contender tipping Aiming mental processes at finding suchbetween idea tipping points and aiming innovations released into society at soci-etal tipping points becomes our new non-linear path to innovation




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72 &;.&ll&'.& s.i0&'.&s (high& sta'0!a!s" 771

All inherited myths, certainties, philosophies, virtues, norms and ways get erodedby comparison with an entire globe of alternative ones--maing local excellencesnot so excellence emotionally and maing local certainties not so certain emotion-ally What is excellent here and now among my friends is vile, evil, a crime inother locales and vice versa 6veryone certain they are right 9686.G are wrong8ightness in principle is always wrong hat leaves what is good, what is excel-

lent--4lato


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7*$ ttali%i'g 8!0i&s 4'+l&!g&

$apan too a body of nowledge--3uality nowledge--and instead of treating it viaprofessions as the West did, treated it via several totali#ations, so all managersand all worers were made responsible for continual 3uality improvement in theirwor areas M that resulted con3uered && global industries in every non-$apannation in the &NO's and &N:'s 9arvard professors, lied, and stripped the word$apan off and substitutes /lean0 so professors could pretend the ('E totali#ation

tools $apan invented were professorial bright ideas from elites his was both dis-honest and sic &? the versions of the tools in the 7!, for example, were individ-uali#ed, made analytic and complex, eliti#ed, ruining their power vis-a-vis $apan=? where $apan had invented M as a counter culture to usual vertical $apanesemanagement culture, the West did not mae M into a counter to their vertical-ity cultures >elites 2ust made non-elite parts of M elite-y? W9A @968 .@"-)6! @F C@WL6";6 )F @AL)H6" W@7L" 5@C768 >@7 48@"756? 96 W@8L"J8obotics--$apan followed M with a whole worforce totali#ation of roboticsnowledge--producing, for example, simple reliable easy to learn and use 4anaro-bots that defeature 4hd developed M) 7! robots that 4hds could not safely pro-gram and set up his is innovations of enormous power by totali#ing bodies ofnowledge

77$ !&.a!& .ll&g&s here used to be one college experience in lives--between decade two and three.7 people go bac for masters degrees between decade three and four, and again

between decade four and five, and retirees go bac for degree between decade :and N 5ollege as a withdrawal from the world into professional study is becom-ing an every decade thing his is the decade college idea---bringing 48A5)56experience in the form of new cohorts to 86!6A859 results and initiatives every6C years his is a speeding up and extension of the Liebig E meister formula forinnovation

79$i!&a +a)& .at.ha'! s38stat&35ga!&

About every : years ma2or consulting firms start un-selling what they 2ust pro-moted and start pushing something newer and much better )n truth every : yearsnew idea waves wash over every field of nowledge, profession, and researchorgani#ation For example, complexity theory washed over all in the &NN's as bigdata washes over all since ='&' @ther waves of technology infrastructure comein waves too--a 45 wave (' years ago, a tablet wave &' years ago, and a smart-phone wave % years ago Gou are F@856" to catch .@9 waves to some extent--as everyone else around all over society will 9@W6V68 innovators are those who

pioneer catching both wave types and seeing what their contents can be made todo As $obs at Apple insisted--engineers are trained to twea and have no experi-ence of the serious experimentation and testing needed to find what a new techcan actually be made to do Waves to made to do experiments to ma2or innova-tions

79. new 8asi. 3'it i't&llig&'.&

6uropean elites leading 6uropeans into illling millions of each other every *'years for centuries1 American elites leading Americans around the world losingwars on the world


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96$ at&'at& !&li)0&y 3'.ti's

)f you find what functions achieve ")865)@CAL)G in groups and ")8656"C6!! inthem >the former, everyone aiming the same direction1 the latter every actionmoving in that direction in actuality?, then you can examine AL68CA)V6 WAG! todeliver such functions other than present money hierarchies of males--a fixedexpensive inventory that leads to constant over-shooting >too much managing? andunder-shooting >too little managing? "elivering functions not by a specially en-

pered social class is both faster and more effective Many alternative systems offunction delivery have been developed in Cordic 6urope, canada, .ra#il and else-where hese forms of leadership liberate huge innovation forces--removing thethrall of commanding males and their primate intimidations--they way so manywives mae everything better as soon as their long-time husbands die

9#$ i'ha8it th&3t3&< 53'.t3&5&ssi' .3lt3&s

Many people in !ilicon Valley tal about the impossibility of innovating outside thatgeography---each daily place and encounter involves chance encounters with somany ideas, people, initiatives, ventures, funders ;oing to the store, to thebeach, picing up ids, bacyard parties, news, local clubs and sports--everywhereinforms here is so much that is new, experimental, being tried for the first timein history around you that you C@ L@C;68 L)V6 )C 96 486!6C Gou are L)V)C; )CA6M46" F7786! Gour natural thoughts and reactions become innovations,without any personal effort to be smart or innovate Gour daydreams, conversa-tions, musings, goofy cartons---it all becomes innovative when viewed outside !ili-

con Valley

92$ l'g 3tag&3s5a.ti.al !&a'!

Long term high tech demanding public funded pro2ects of great aspirationalappeal--the 7! man on the moon Apollo program is the perfect example--developlots of tries and re-tries of great new techs needed, till suddenly at pro2ect


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:6$ 5hlgi.&.asti'g

his is the story of an oil crisis that made in days ;eneral 6lectric


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72 INNOVATION MODELS72 INNOVATION MODELS

A Grammar of Changesthat Change Entire Fields !istorA Grammar of Changesthat Change Entire Fields !istor



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Copyright 2015 by Richard Tabor Greene ([email protected]), All Rights Reserved, Registered PAGE 1

72 nnovation !odelsby Richard Tabor Greene

"h !y #od$ %ot Another

Book on &nnovation'--

(ho %eeds Another?One of the 100 innovation models this book presents is the Innovation Noise model. I will

not summarize it here, but use only its main point--that the vast majority of talk, writin,

spee!hes, slideshows, a!ademi! arti!les about "innovation# are not real. If you read$listen!arefully you !an substitute the word "!hane# for "innovation# and realize that it pays toe%aerate and inflate nearly all !hanes of all sorts into "innovations#. &his I !all "innova-

tion nosie#. There is almost NO writing and presenting on innovation! INSTEADwe have an absolute FOOD o INNO"ATION NOISE . 'ou may not believe that riht

now as you read this first pararaph of this book, but by the time you et to pae ten or so,you will be a believer(

)hat are all these so-!alled "innovation# books, then, a!tually presentin* +irst, they take

updatin of the te!hni!al substrates of work and business, shiftin from s to tablets, then

to smartphones, shiftin to pro!ess software, then /, then !loud !omputin software, and

so forth--all as "innovation#. &his is a stream of evolvin new substrates for doin work

fun!tions that will never end. veryone does these uprades to survive, whether they wantto or not, whether they are well led or not. &his is just a pie!e of normal business e%ist-

en!e. allin ea!h tiny little shift of te!hni!al substrate "innovation# is lyin, pure and sim-

ple--a dishonest self inflatin ross e%aeration. &he new ideas involved were inventedelsewhere and for!ed on you and your oranization--if by nothin else by maazines that

e%e!utives read in first !lass se!tions of airplanes.

e!ond, if ten thousand other firms are doin e%a!tly what I am doin, thouh most of them

did it a few years or months earlier than I did it--am I an "innovator# when I do it* If you

ather, as my students have, hundreds of last years slideshows on "innovation# by repre-

sentatives or Os or /23 heads of +ortune 4lobal 100 firms, and !ompare them for !ontent

points--55.67 of their points are e%a!tly the same. Only 8 points per hundred presentations

are different. o "innovation# of this sort, the most !ommon sort we find in maazine arti-

!les, business !onferen!es, and leader spee!hes, is apparently a !ommon oo that ten thou-

sand firms spread all over themselves from some sort of iant oo-bottle somewhere.

Innovation that does, in no way, differ from what nearly every firm alive is now or has

re!ently done, is either "not# innovation or is "a nearly worthless version# of it.

O9 :;9


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"innovation#. 1? system relo!ation 8?

!apability re-taretin ? data analysis. I+ &A ;/"INNOC;&ION# then nearly all !hanes whatsoever inbusiness and work are "innovations#.

I repeat# there are almost NO boo$s% spee&hes% or presentations on inno'

vation presently in the world! SO this boo$ is NEEDED!

&he debasin of talk oes alon with the debasin of thouht and debasement of a!tion--they all are symptoms of dyin /eliions of Dusiness. &his book does NOT partake of that.

)eeing nnovation *learly--by )tripping "ff +is-

torting *ultures by (hich we ,iew t

&alk Eand writin? about "innovation# and su!h matters, takes pla!e inside !ultures and !on-te%ts that are all but never noti!ed, dis!ussed, improved, !haned, !onsidered. &hese same!ultures plus some others, are the environment in whi!h "innovation# takes pla!e.

Cital aspe!ts of "innovation# su!h as whether it is in any way real or just "for show#, thee%tent of novelty a!hieved, whether it addresses major human needs or merely finds "prof-its# for investors, and the like, are limited, prevented, distorted, or otherwise affe!ted bythese !ultures.

; few of su!h !ultures with lare endurin limitations on "innovation# both as it is thouht

of, dis!ussed, and done, are listed here, not a !omplete list, but suffi!ient to make one ofthe main points of this book, and to distinuish it, reatly from every other boo$ on innova'tion that has ever been written(

1. publish-or-perish a!ademi! !ulture of the ;meri!an sort, widely aped lobally;ll resear!h on innovation takes pla!e within the biases, biotries, male hierar!hy

subservien!es, !rowd phenomena, of this unproven approa!h to new knowledeE;meri!an resear!h superma!y was established in the 15F0s by brilliant Gews,fleein urope, meetin /obber Daron foundations, fundin raduate resear!h,apin


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4amble@s orporate New Centures proram usin ;mabile@s "resear!h# at Aar-vard--her "reat# so!ial s!ien!e stats produ!ed !opyin a hit Gapanese produ!t 6years later in the B; as the result of !hanin F8J environment variables at24--with results like that who needs enemies.

8. nerd software enineers in ili!on Calley makin an +ran!is!o !ulture banal&hink of that episode of the Dritish !omedy, the I& rowd, when the elevator opens

onto the basement where two I& nerds do their thin, and--the sho!k--a

"woman# walks out--#what is it, one nerd asks the other, who hits )ikipediaimmediately and reads the first pararaph there on what a women is "how doesit operate*# the first nerd asks--#does it have a manual*#--this is what we aretalkin about--software enineer !ulture

Kuite a few of these people have made billions and bouht immense boats, man-sions, inventin strane new !harities and universities--inularity, 9inerva 9an-hattan is full of people who have fled from an +ran!is!o, driven out by the la!kof so!ial ra!e and taste of everythin in an +ran!is!o area, due to enineersuberalles

&hese people have developed their own software-enineer !ulture, repla!in earlier+air!hild and aturn proram !ultures of ili!on Calley autism is rampant as isthe brutality of treatment of people, selves, persons, life by minds full of theirown brillian!e and not used to toleran!e and !ompromise and other fun!tions/uby, Gava, Aaskell, Aadoop, and other !omputer lanuaes do not !all for.

&A /B


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items from a "reliion of what business is# a "reliion of what leadin is# that re-installed uropean !lass strata as the "essen!e of business#, the "!ore of lead-in#.

eople, most from ast oast universities, write that tanford was key to ili!onCalley@s emeren!e and its domination of /oute 186 around Aarvard-9I& E6 timesmore !ontribution to 43 than /oute 186 over the last L0 years? this is a myth,from the ast oast reliion of business, repeated by professors, but not by

a!tual founders in the area--no one Eof 1L0J interviewed by my rad students?who founded a su!!essful ili!on Calley venture between 15L0 and 1550attributes a key role to tanford, other than a laid ba!k atmosphere that toler-ated student friendships and internin at nearby firms, and other side-effe!ts ofthe eneral "laid ba!k# !ulture of the )est oast reliion of doin business.

&A /B


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oes, on "I run into te!h venture founders everywhere talkin about !ompetitionbein @ood@ for @business@#. )ell, he says, it is not ood for them--it is a harmand to be avoided at all !osts. 'ou want to inje!t into the world somethin noone else !an et their mind around but with su!h immediate payba!k to users$!ustomers that they want more of it and tell their friends to et it. 'ou wantyears of bein un!ompeted with. 'et founders fresh out of enineerin s!hools,um up their thinkin by toleratin levels of !ompetition out of some vaue, pro-fessor enerated toleran!e for it as vauely in eneral "ood#. ompetition is

bad, harmful, to be avoided--if your new te!h venture baby is to et bi enouhto survive and thrive. &his is one story in one book about how one word--#!om-petition#--!omes into heads ummin up their ability to innovate, due to profes-sorial wrappins around the word, operatin in those minds. &his is e%a!tly theharm done to innovation by 0 years later professor renderins of what was pas-sion, oofy riskin, and venturin as "business# "plans# "models# "businessmodel innovations#---bullshit. ;ll that 0 years later professorial stuff was 0years after the fact re-interpreting all as if what professors are good at was and is the center of all good things! ; power rab pure and simple, done by !olleesindire!tly and sneakily, and now spreadin like an ;lzheimer@s plaMue all over il-

i!on Calley, from 4oole@s new 4oldman a!hs@ +O, to Aarvard@s new depart-ments in alo ;lto area, to rewritins of ili!on Calley history as if tanford were!entral.

8. software enineer nerd-otaku !ulture--the autism that produ!es software toolsand systems invisibly be!omes the workstyles and lifestyles enabled by whatthose nerds and their software produ!ts "produ!e#

&A /B "improvements# in life and work that, at least initially for a fewde!ades, harm life and work more than they improve them.

. ast oast reliion of business invadin )est oast reliion of business--repla!-in ealitarian, laid ba!k, knowlede sharin, friendship based intera!tionswith hierar!hi!, ruthless, knowlede hoardin, alter!ative based intera!tions

Aennessey, resident of tanford, went to New 'ork ity, to e%amine settin up ase!ond enineerin s!hool there, to form a se!ond ili!on Calley on the astoast--but the first meetins were rooms full of lawyers with !ontra!ts ivin allthe profits to New 'ork ity and all the !osts and risks to tanford--so Aennessey

realized, a!!ordin to the a!!ompanyin New orer reporter ;lito, that the !ul-ture ap was too hue for any !ontra!ts or arranements to !ounter--he hoppedon a plane before the week was out, lettin Israel, a militarist, super-male !ul-ture, repla!e tanford in the proje!t.

&A /B like an ;lzheimer@s plaMue the snobberies, ruthless self-uberalles,"returns to investers# anti-produ!t oals, elite university math-y analyses insertthemselves slowin down and mis-dire!tin all pro!esses, killin off idea afteridea, venture after venture, te!h after te!h--repli!atin innovation death till the)est oast de!lines into mere "money shuffles# for the ri!h on )all treet.

It is a ood time now, for readers, to either put this book down and retreat to personallyfavored euphemisms for ideoloies about how they want the world to be or to eaerly


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embra!e the rest of this book, with the !onfiden!e that I, the author of it, aim to a!!ountfully for biases, blindspots, hidden self interests, and other ways !ultures distort innovationand related !on!epts and pra!ti!es. &his book loo$s at innovation un-em!umbered by su!hdistortions and biases. It is fresh and refreshin to all who have read dozens of usual New'ork ity and Aarvard Dusiness !hool publishins on innovation.

)ome 3articular !eans and nds of This Book’sTreatment of nnovation

;!ademi! !ulture, nerd enineer !ulture, ast oast reliion of business !ulture--ea!h ofthem has it spe!ifi! enius and reat deeds, but far too mu!h and often, ea!h hides behindthose, severe dysfun!tion. Aow do we write a book on any topi! as mu!h mentoned andoverly published as "innovation# without blindly repeatin distortions around and in it fromthese three !ultures*

&he answer to that Muestion, ne!essarily, has to be in!omplete at the time of this writin. Ire!ently bouht and read Ediarammin the L0J main points of the key or so !hapters inea!h of? F00 books on innovation, not merely in business, but in art, in so!ial welfare, in psy-!hotherapies, in !ulture buildin and handlin, in a total of H0J areas of life. &o "et# thea!tual ideas, pra!ti!es, te!hniMues, results, and !ore in ea!h of them about "innovation# Ifound myself repeatin !ertain treatments that amounted to strippin off distortive effe!tsof a!ademi! !ulture, nerd enineer !ulture, and ast oast reliion of business !ulture, asfollows>

1. //&OI/ O+ 9O3


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. D'ON3 9/ DBIN ;/; O+ INNOC;&ION--from the "innovations# prod-u!ts, business models, business pro!esses, and te!hnoloies to innovations inwelfare, art, !ommunity buildin, justi!e, edu!ation.

AO) &AI A


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improve the world. Indeed, Muite the !ontrary, in most fields, narrow a!ademi! modelswhen applied produ!e immensely harmful side-effe!ts--as derivative pri!in took trilliondollars from world e!onomies in 8006$5 not yet paid ba!k to the populations thusly indebtedaainst their will.

In the world outside a!ademia, where top innovations et done and appear, resear!h !annotfind one riht-y model. Os tend to fear any !onsultant, model, or professor who !omes tothem sayin "my model is better than the models of all others#. Os have a lot to lose and

not mu!h to ain by puttin all their innovation marbles in one basket. &hey prefer a !ombi-nation of models that !ompensate for ea!h other@s weaknesses and a!tual major industryinnovations tend from !ome from &)O sour!es /I9;/I


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they most needed--they wanted portable mowers to redu!e annual ri!e harvestin from Qweeks to F days yearly. I ot a Gapanese firm to donate 186 su!h mowers and bino, all vil-lae women suddenly had H weeks of free time. &hey invested that time in Geju ity, in!ash-paid part-time work. &hat !ash got the attention of villae men--!ash meant buyinse% and al!ohol to them so the men suddenly be!ame interested in serious developmentwork! &his was years before the )orld Dank openly admitted its L0 years of lendin onlyfrom men to men, had failed to dent poverty as mu!h as one proje!t amon women by 'un-nus in Danledesh, 4rameen Dank. I have oranized 800 students in so!!er stadiums, operat-

in as so!ial automata, eneratin 100 meter by 80 meter !anvas artworks, that, when !utinto 8000 one meter sMuare pie!es and sold, produ!ed R800,000 in four hours of work. Ihave desined and led staff in produ!in two sofware systems that B overnment intelli-en!e aen!ies ordered hundreds of !opies of "at any reasonable pri!e# months before pub-li! release of these apps. &hree su!h apps were released as te!h ventures near alo ;lto--two survive to this day, one died. I !reated the world@s first metaphori! thinkin assessmentproram in the world@s top sinle hih s!hool Emeasured as how many rads went to tan-ford, Aarvard, and 9I& ea!h year?--)eston Aih !hool--workin under a enius, Dru!e 9a!-3onald. /e!ently I established the world@s most !hallenin intelle!tual methods !urri!ulumin 80 of hina@s top hih s!hools--methods beyond levels of readin, writin, modelin,

meetin, desinin at Aarvard and 9I& rad s!hools.

F1 of my students at the Bniversity of hi!ao, at &emple Bniversity in Gapan, at =eio Bniver-sity in Gapan, at Deijin Bniversity in hina have set up their own desin firms. Over Q0 ofmy former students have won prizes as "best in ;sia# manaer of this or that, in!ludin bestmarketin manaer in all of ;sia Ein!ludin hina? for ro!ter 2 4amble. 9any of them!haned fundamental !ompany routes to su!!ess, su!h as shiftin 100 years of 24 data-based marketin to !elebrity marketin.

;ll the models and ideas in this book have been tested by me and my students--they )O/=.

)ources of this book’s !odelsIt all started with Noam homsky, whom I went to as an 9I& underrad, be!ause a friend toldme the easiest s!ien!e for !ompletin my "s!ien!e distribution reMuirement# was !onitivelinuisti!s. homsky sent me to a rad student who ave me malley@s honeti! 4rammer, abook with ways to write down all the sounds of all the lanuaes in the world Enearly?, andiant tapes of baby talk. &o make the story short, I no loner trusted that "friend# as I tran-s!ribed baby talk usin malley. &he result was we trained Aarvard and 9I& moms in aspe!tsof lanuae so they !ould spot and reward partially !orre!t utteran!es by their babies,allowin babies behind in lanuae development to "!at!h up#. I thouht that was morethan enouh for the distribution reMuirement but I was wron. rofessor homsky wantedmore--a survey of Aarvard-9I& fa!ulty to find "whose thinkin ability is best# alon variousdimensions, and an interview of those top thinkers for keys to what enabled thinkin at thetop to be top. &he result was a 8L0 pae book $tructural "ognition that I wrote as a 9I&junior on one mental stru&ture, the fra!tal !on!ept hierar!hy, that we found enablin topfa!ulty to apply ordinary mental operators to 80 and 0 ideas at a time, that ordinary Aar-vard 9I& fa!ulty applied to F to 10 ideas at a time.


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I have previously written 16 books, many of them more than 8000 or 000 paes. I probablyam oin to have to re-format them on ;F size paes with F00 or less words per pae. 9anyof them now are on DF paes with 8000 words per pae in small fonts. ;t the time theywere written I was redu!in pae !ount be!ause my students !opied the books on !opyma!hines so more words per pae, redu!ed pae !ount and student !opy !osts. 3+ and theweb make that no loner useful. o I will probably reformat my 16 prior books in !ominyears.

3oes the world really want and need another book by me on any of these %!ellen!e !i-en!es* ;nd if so, should it be a book about "innovation# and why*

&here is a palpable mood of !onfusion or anst or self doubt arisin in and about ili!on Cal-ley. &he re!ent eneration of software only te!h ventures, leave behind the 9is!rosoft and;pple enerations of software and hardware wedded to ea!h other. 9ore and more huevaluations are iven to apps without profits and with e%pandin user-bases that disappearwith a "puff# in an instant. 9ore and more valuations are in!reased for ;mazon and !ompa-nies like it that row immense but never have profits be!ause they re-invest all in furtherdominan!e, s!ale, s!ope, and e%pansion. 9ost of these firms have tiny workfor!es !om-

pared to the manufa!turin firms with similar valuations they repla!ed. mployee-less,profit-less, transient produ!ts, leaders, and firms abound, are the new normal it seems.

On the other hand hue lobal threats in!rease danerously with no ventures handlin them>!limate !hane, nu!lear proliferation, anti-bioti! resistant erms, and more. )e are inno-vatin without addressin our deepest threats. )e are not even !onfident that innovationwill be able to handle diminishin water, violent wind storms, massive mirations of tens ofmillions of starvin poor, erms that mutate to wipe out hundreds of millions in months likethe Dla!k laue. )e all feel precarious and the more that feelin endures in spite of ballyhoo about "innovation# from nerds in an +ran!is!o, the more fear fills us. Innovation isdriftin to trivial domains, danerously, this amounts to.

; man, fa!in a tier, who invents the wheel, then be!omes tier food--should we !elebratehis inventiveness* Ae !an@t, that is for sure.

If we add to the above, the distortive !ultures I started this book with and fi%es for the dis-tin!t ways they hide and distort "innovation#--there is mu!h deep almost ontoloi!al workneeded to !lear brush and bias, self interest and male hormone e%!esses of self praise, fromthe !on!ept--to leave somethin spare, bare, !ore, powerful, worthy of a book. &hat is themain job this book ta!kles, alon the way !overin more models of innovation, a reatervariety of innovation pro!esses and results, more detailed models of it, than any other book,and possibly more than any subseMuent book for Muite some time. I have an arti!le present-in 180 models of !reativity that stopped the publishin of a dozen books by professors onfive or si% models, and a book on H0 models that sealed the fate of those initiated-but-never-finished books Eall announ!ed as "forth!omin# on amazon.!om but now, years later, still notaround and no "forth!omin# messae remains for them?. &his book will probably have asimilar effe!t--bein the o to book for>

O9/ANIC &/;&9N&

3IC/ &/;&9N&3&;I


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of the innovation topi!.

&here is one further !onsideration--innovation of the type that !hanes entire fields and his-tory is.............fun, lots of fun. )ritin a book on innovation allows me to re-live lots ofreat times, hue !hallenes met or avoided, small ideas that somehow ended up with reatimpa!ts. )ritin a book on innovation allows me to revisit most of my past and interateN4O, major !orporation, lon +ren!h lun!hes with !ole oly rads, artifi!ial intellien!ete!hnoloy, hina prorams of vast e%tent, keynote spee!hes at =arlsruhe Institute of &e!h-

noloy, panel dis!ussions Elarely borin? with Dill 4ates and another with =issener, Gapa-nese !onservatism over!ome, =orean villae dynami!s, stadiums filled with so!ial automata,and mu!h else.

)o (hat +o >00 !odels of nnovation +o for !e8

the 4eaderA/eardless of all the above dis!ussion, some readers may not be !lear of the value of movinfrom L or H models of thins like innovation to H0 or 100 models* )hat benefit does all that

e%tra !omple%ity, attention, detail, and differen!e provide*

&o answer that Muestion we have to o into a parti!ular view of what persons are. )e are alltheorists, only most of us end up at 80 years old, filled with theories we are not !ons!ious of,that operate invisibly inside us, determinin what we noti!e, imain doin, !onsider, value,and prefer. +or those people who do not realize this--that most of what determines them isinvisible and put there de!ades earlier while they rew up--that most of those routines and!ontants are terribly dated, lo!al, bioted, and biased--they end up with L0 year old bodiesinhabited by 18 year old minds. )e all know su!h people--they are the ones who majored ine!onomi!s or manaement in underrad s!hool in order to et money and su!!ess at a !ost ofbein in!omplete and danerous human beins all life lon, hurtin friend and family, bossand employee, !ustomer and supplier, as they bandy about thins they learned as a !hild asthey were !ertain, riht, and sole ways to think, feel, and a!t in the world. 'B=.

du!atedness, is the property of persons who do realize this, and at about ae 80 determineto eliminate most of their own selves, of the routines that !onstitute them, and one by onerepla!e those happenstan!e routines from their upbrinin, to better ones !ons!iously !ho-sen, praa!ti!ed into automati!ity, and forotten. If they work hard at this self repla!ementwork for 0J years, at about ae LL, they be!ome, that rarest of persons--adults S peoplewho, from observin their values, attitudes, words, and a!tions you !annot tell when andwhere they were born and raised.

)e are all theorists of one of these above two sorts> filled with theories from our upbrininthat we never !ons!iously realized, !hallened, or repla!ed with better ones, or, filled withroutines we have !ons!iously sele!ted from the best in history and in our !ontemporaryworld Ewhi!h true !ollees are supposed to provide?, and pra!ti!ed into automati!ity.

&he person filled with L or H models of innovation, walks into situation and noti!es, let ussay 0 thins that tell how to innovate there the person filled with L0 models of innovation,

walks into situations and noti!es, let us say, 8L0 thins that tell how to innovate there theperson filled with 100 models of innovation, walks into situations and noti!es, let us say, L00thins that tell how to innovate there.


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&his means, the world itself, is a!tually bigger for people filled with more theories, moredetailed theories, more various theories. &his book enables you to>

1. walk into situations and noti!e hundreds of avenues to innovation others miss8. swit!h effortlessly to any of dozens of other models of innovatin when one

ets stymied, stu!k, or blo!ked. !ompensate for the flaws or omissions of any one model of innovatin by

!hoosin from a lare repertoire of alternative models, just that model thatperfe!tly !ompensates for what your one model la!ks

F. aim for and a!hieve major whole field and history !hanin s!ale innovationwhere others are doin mere improvements or adaptation of systems to !on-tinually new te!hni!al substrates

L. dianose e%a!tly whi!h innovation models a person, firm, proje!t, nation la!ksand whi!h, if immediately installed, would most improve s!ale and Muality ofinnovations a!hieved.

&hese are !onsiderable powers, almost mai!--when others view them in you. 'ou walk into

the same situations they do but you noti!e hundreds of thins, blo!ks, possibilities those oth-ers miss. 'ou work on a proje!t with them and whenever everythin rinds to a halt, withoutapparent effort, you swit!h everyone to an alternative innovation model that bypassesblo!ks and thins in the way. &hese appear almost mai!al to those unaware of their basisas a repertoire of diverse models of innovation in your mind. &his book ives these powersto all who read it sin!erely. I and hundreds of my students over the years in the B, inGapan, in the B;, and in hina, have a!Muired these powers and prospered as a result. 'ourare invited to join us by readin the rest of this book below.

)ome %on-!odels of nnovation by Typical *on-sultants8 /B48 elly8 eeley8 *hristensen spe-

cially the &Business !odel' #uysC

rofessors sit writin rant proposal after proposal, radin Eslihtly? papers and e%ams,tea!hin the o!!asional !ourse Erelu!tantly for the most part?, analyzin some biased,dated, partial nearly useless data otten at reat effort from relu!tant firms la!kin de!entdata themselves. &hey then write and publish papers, small, in riid formats, enerally oftiny topi! fittin ideoloies in the editors of their field-journals. Non-!onformin thouhtsand topi!s are rather ruthlessly edited out--till entire fields !ollapse every L0 years or so.No one reads most of this papers--ever--and that is a very good thin, you have to say, whenyou !onsider that, for e%ample, so!ial s!ien!e papers publish "effe!ts# without boundary!onditions or manitudes, based on "results# totally ruined by powerful sample biases thatoverwhelm the minimal !orrelations found. in!e all aree on these rules of the ame, itdoes not matter that these rules produ!e junk results of no impa!t power--topi!s too !on-firmist, topi!s too narrow, stats too poorly understood, a sear!h for "rihtness# that drivesall "!reativity# out of topi!s, treatments, and results. 'ou et thins like stes at Aarvard,

published in top journals for de!ades, tryin to et brain stru!tures from pro!essin time dif-feren!es Ebefore f9/I was available?. Ais entire lifework, worthless, as soon as better eMuip-ment appeared, the f9/I. Oh well--it was after his retirement.


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&his is not a bad way to live and work but it is not the epitome of anythin vital either. o,from time to time professors read new stuff the world pops up, like the flood of new thinsili!on Calley pops up, and after F0 or so years, even elite "top# university fa!ulty "noti!e#in their distorted, delayed, abstra!t, impra!ti!al theoreti!al paper-publishin ways, stuffoin on. I hope I am not offendin anyone by bein overly honest and une%aerated here.

&ake "business model# from the most re!ent software wave of ili!on Calley start ups from

say 1550. 9any of these firms delayed profits or forwent them entirely, re-inventin inrowth--seekin what Drian ;rthur !alled network effe!ts Tin!reasin returns to s!aleT.&hey struled, eventually, to "monetize# hue hit rates, user populations, and the like.&hey shifted from one "business model# to another, the press said--thouh people insidethese firms did not in their talk and minds have anythin at all to do with business "models#.

In sooth, "business models# were a power rab by professors. &he term was invented bymedia and professors to, more and more, make some sort of professorial analysis seem keyto te!h venture su!!ess in ili!on Calley. Nevermind that L0 years of ili!on Calley burpinup 6 times more !ontribution to 43 than 9I&-Aarvard and the ast oast reliion of business

without any mention of "business model#. uddenly "business models# were where it wasat, what everyone "needed# a!!ordin to professors and media apin professor terminolo-ies. &his was phony thru and thru--a si!k nar!issist, elitist reliion of business invadin the)est oast reliion of business and en-si!k-enin it.

Dut there are other si!knesses, passin belated and useless professorial analyses as essentialto business su!!ess--hundreds of re!ent AD/ "analyses# of )est oast ventures, hundreds ofbooks with roovy raphi!s on "innovation# "se!rets# of ili!on Calley by people not relatedto it at all, even a error-filled bad dissertation plus !ompany e%amples that dis-illustratewhat books written suested of hristensen, the man who most bally--hooed "disruption#as a term Ea New orer arti!le demonstrates?. Intel and 9i!rosoft overthrew ID9 domi-nan!e of the world@s reatest re!ent tool--the !omputer--and 0 years later, hristensen atAarvard "dis!overs# the key to Intel and 9i!rosoft Ewhi!h they apparently missed? was "dis-ruptive te!hnoloies#. trane that the disruptors themselves never needed or used su!hideas( It is, obvious therefore, that "disruption# as a !on!ept was not then and is not nowvital for a!tual a!hievin of "!hanes that modify entire industries and history itself#. "3is-ruption# is just a !ir!ular ame--innovations that !hane entire fields, industries, and historyare, ho hum, "disruptive#---we all knew that, thank you, without Aarvard and 9r. hris-tensen. &alk about "disruptive innovations# how about the automobile--it disrupted a lot ofhorses, ar!hite!ture of streets, !reated suburbs and !ommutes, polluted, made drive inmovie theatres and restaurants--it wiped out a dozen kinds of business and ushered in anentire new national infrastru!ture--it was plenty disruption--all big innovations disrupt''the word as )hristensen used it% is worthless% without merit( This is typi&al o how

proessors rewrite the past to insert terms and analyses that had no part in innova'

tions that &hanged the world% to ma$e a new history as i proessorial ideas were $ey!

/eaders should re-read that senten!e ten times.

&ake =eeley--his ten models of "innovation#. I wanted to in!orporate his models andinsihts in this book. o I paid a lot of attention to them. Bnfortunately five minutes suf-

fi!ed--=eeley has no models of innovation at all. Ais "ten models of innovation# book is notabout innovation( It is about ten pla&es where innovations may appear. Dut we all knew allthose ten Ean

part2--rtgreenes book of 50pg excerpts of his 24 books--2nd 3 bks--innovatn creativity leader tools

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