Steven Berlin Johnson: good ideas

On October 20, I caught Steven Johnson’s talk at Book People in Austin. I’ve known Steven since the 90s – we met when he was operating Feed Magazine, one of the early web content sites. After Feed, Steven created a second content site, actually more of a web forum, called Plastic.com.

Starting with Interface Culture, Steven has mostly written books, and is generally thought of as a science writer, though I think of him as a writer about culture as well. His book Emergence: The Connected Lives of Ants, Brains, Cities, and Software was a major influence for those of us who were into social software and the percolation of “Web 2.0.” I related it to my earlier “nodal politics” thinking, and it influenced the collaborative paper created by Joi Ito et al., called “Emergent Democracy.” Steven wrote an analysis of the Howard Dean Presidential Campaign for the book I edited with Mitch Ratcliffe, Extreme Democracy.

When Steven wrote The Ghost Map, he came to realize that the story breaking the cholera epidemic in London in 1854 was more complicated than he had realized. John Snow is credited with identifying the source of the cholera (in water, not airborne as many thought), but he wasn’t working in a vacuum. Among others, Reverend Henry Whitehead assisted him, and it was Whitehead that located the index patient or “patient zero” for the outbreak, a baby in the Lewis House at 40 Broad Street. Ultimately the discovery that cholera was water-borne, and that the 1854 outbreak was associated with a specific water pump in London, was collaborative, a network affair. Realizing this, Steven wanted to know more about the origin of great ideas and the spaces that make them possible in both human and natural systems.

Before he got to his current book, Where Good Ideas Come From, Steven looked at the history of ecosystem science and found himself studying and writing about the life of Joseph Priestley, and publishing The Invention of Air. Ostensibly about Priestley, his discovery that plants produce oxygen, and his other contributions to science and nascent American democracy, the book is also about the conditions that contribute to innovation in science and elsewhere, including, per a review in New Yorker, “the availability of coffee and the unfettered circulation of information through social networks.”

These books form a trilogy about worldchanging ideas and the environments that make them possible. From what Steven learned in researching and writing them, he’s ready to dismantle the idea of the single scientist or thinker reversing or disrupting common paradigms with a eureka moment or flash of insight. That flash of light is the culmination of a longer process, 10-20 years of fragments of ideas, hunches that percolate and collide with other hunches. And there’s usually no thought of the impact of an idea. Tim Berners-Lee didn’t set out to create the World Wide Web, he was just scratching his own itch.

Good or great ideas emerge from what Steven calls “liquid networks,” clusters of people hanging out and talking, sharing thoughts in informal settings, often in coffee houses. The people who innovate and produce good ideas tend to be eclectic in their associations – they don’t hang out with people who are just like them, they’re exposed to diverse thinking.

This aligns with my own thinking that we should have idea factories that bring these diverse sets of people together… this is what I’ve seen as the real promise of coworking facilities and various other ways of bringing creative mixes of people to rub their brains together and produce sparks.

Here are three stray thoughts expressed that I really liked, that came up in Q&A:

  1. Error and noise are important parts of the process of discovery. You can’t advance without ’em.
  2. A startup is a search algorithm for a business model.
  3. There’s a thin line between saturation/overload and productive collision.

Photo by Jesús Gorriti

The manifesto that made my day

Earlier today I listened to a Buddhist Geeks talk with Stephen Batchelor, who said he was pretty sure there is no god… but then Chris Carfi sent a link to an email list we’re on that aligned so completely with where my life has been going that I thumbed my nose at Batchelor. There clearly is a god, and he made sure that I saw Maureen Johnson’s manifesto today: I AM NOT A BRAND. Have you read it? If not, stop now, go read it, then come back and we’ll talk.

“We can, if we group together, fight off the weenuses and hosebags who want to turn the Internet into a giant commercial…”

The rest of this is about me, and who cares? But I do want to download a bit and make a point.

All I’ve wanted to do for the last couple of decades is help people have meaningful conversations and solve problems together, i.e. build communities and organize effective collaborations. I’ve been in conversatoins about this with all sorts of people, including conversations in the early 2000s about social software and online social networks and how the web that was evolving – conversations captured to some extent in the collaborative paper “Emergent Democracy” that I had worked on with Joi Ito and others, and the post by Tim O’Reilly and Dale Daugherty that described “web 2.0.” I spent a lot of time thinking about political uses of the technology, with the Howard Dean campaign as a laboratory, and co-edited a book about social technology and politics called Extreme Democracy. About four years ago I was working on a consulting methodology that would help people leverage their physical and online social networks more effectively, and while I was working on this people started talking about social media. Specifically social media marketing.

I understand social technology and I get why the social web is attractive and compelling and starting to get all the mindshare we formerly committed to television. Clay Shirky talks about this in Cognitive Surplus: Creativity and Generosity in a Connected Age: maybe we really wanted, needed, to have two way conversations all along, and broadcast television was just an alternative we had to accept until we got the technology we have now.

Television has confused us, it makes us think that media is (are?_ a vehicle for commercial messages, and without ads and persistent selling, a medium is broken. (This makes me remmber Lance Rose’s contention more than a decade ago that THE INTERNET IS NOT A MEDIUM, it’s an environment, and that’s probably another conversation we should be having.)

I’ve tried to establish my social media cred, but in a world where social media, as a profession, is supposed to be about marketing and selling, I don’t completely fit. It’s not that I’m against selling, but it’s not really what my life’s about, and I’ve never been attracted to the world of sales and marketing, even less so when I found myself in the middle of it.

But I love the idea of building relationships – that businesses can build symmetrical relationships with their customers, and vice versa. Is that the new marketing? Time will tell. I was raving supporter of the ideas in The Cluetrain Manifesto: 10th Anniversary Edition, and I’ve been edging my way into a conversation started by one of its authors, Doc Searls, labeled Project VRM. Doc recently posted a piece called “Manage relationships, not each other,” that makes the point:

During the Industrial Age, the power asymmetry between vendor and customer got so steep that vendors got to talking about customers as if the latter were cattle or slaves. Customers became “targets” that vendors “captured,” “acquired,” “locked in” and “managed.” As the Information Age dawned, however, customers gradually became more independent. So, midway into the second decade of the new millennium, customers were no longer the ones being managed. Nor, however, were vendors. Instead, relationship itself was managed by both parties.

This perspective lines up pretty well with Maureen Johnson’s manifest. “I am not a target” is not unlike “I am not a brand.”

Every person I meet is a universe of experience and intelligence and spectacular complexity. I’m learning to appreciate this point, I can no longer easily and readily reduce someone to a statistic or a line of text or a bald concept bouncing around in my brain… there’s too much. We need more respect and reverence in our lives, and less of the reduction and dehumanization that we’ve somehow fallen into, no doubt driven by old media and mass marketing conceptual shorthand.

So this is where I have to quote, in full, the “I am not a brand” manifesto:

The Internet is made of people. People matter. This includes you. Stop trying to sell everything about yourself to everyone. Don’t just hammer away and repeat and talk at people -— talk TO people. It’s organic. Make stuff for the Internet that matters to you, even if it seems stupid. Do it because it’s good and feels important. Put up more cat pictures. Make more songs. Show your doodles. Give things away and take things that are free. Look at what other people are doing, not to compete, imitate, or compare . . . but because you enjoy looking at the things other people make. Don’t shove yourself into that tiny, airless box called a brand -— tiny, airless boxes are for trinkets and dead people.

Social software, social media… what’s happening

Three years ago I started thinking about how I might do consulting around my knowledge of online communities and collaboration, social networks, and general web strategy. I started meeting with David Swedlow, then Bill Anderson and Honoria Starbuck joined us. We were thinking how organizations could work through their social networks to build collaborative efforts. This could include viral marketing and collaboration with customers and clients. Bill and I had an engagement with an academic client that seemed to work as a proof of concept. I went on to form a partnership with David Armistead at Social Web Strategies, and as we worked through the construction of an ontology for our potential work, a couple of things happened. First, marketing communications professionals started seeing one point that we had been discussing – that mass aggregation of mindshare was becoming a thing of the past, that attention was fragmented and distributed among many niches and applications. Second, Twitter caught on with marketing professionals and they started thinking how they might use it, Facebook, and other social networking platforms to create presence for their clients. We started to see the label “social media,” and a few people who sort of knew marketing and sort of knew social software started building buzz for a new discipline, hoping they could sell consulting hours based on their (more or less limited) knowledge. However, well-established large consultancies started adding social media expertise, and selling social media consulting as just another of many services. Also, just incidentally, the economy crashed and money stopped flowing. (We started thinking about low barrier to entry/low cost of production as a social software plus, and we also started thinking hard about the impact of low transactional costs – thinking how we could consult on the uses of social software for coordination and collaboration inside companies – what others later started calling social business).

So now I’m seeing that the enterprise will buy social media marketing expertise from the same large consultancies that they’ve always used, and the same will probably be true of social business expertise, as thinking about the impact of social media on internal operations evolves. Medium-sized companies seem to be hiring rather than outsourcing expertise, if they’re willing to spend money at all. Small companies are doing what they can on their own. As a consequence of all this, there’s not much of a market for small social media consultancies and freelancers – I keep hearing of “social media consultants” who’ve gone to work for larger companies doing community management or working with marketing groupss to help address social media channels.

At Social Web Strategies, we saw that our best option was to do corporate training. We’d been doing these workshops anyway, so it makes sense to build a business around them.  I changed my relationship to the company, giving up my partnership but staying on as a principal, partly because I didn’t want to be as focused on training, and partly because I wanted more time to think and write – hard to do when you’re charged with building and running a business.

I also think that we’ve lost “social” in social media like Twitter and Facebook, that are set up for drive-by posting but don’t facilitate real collaboration very well. I’ve been working (with Kevin Leahy of Knowledge Advocate) to become a Google Wave expert, because I think Wave really does support collaboration. I want to help people build true collaboration and true community, where connections become sustained relationships and lead to authentic experiences. I’m also interested in support for collaborative innovation, and how R&D works in an network environment (I’ll post more about this later).

Currently I’m freelancing, and planning to write more here and elsewhere. I’m also still working for Social Web Strategies, and will be co-presenting a training on social media for entrepreneurs in February, based on Dave Evans’ book Social Media Marketing an Hour a Day.