“New frontiers of the mind are before us, and if they are pioneered with the same vision, boldness, and drive with which we have waged this war we can create fuller and more fruitful employment and a fuller and more fruitful life.” — Franklin Delano Rooseveltpg 257

Safi Bahcall has applied a physics-based approach to understanding innovations and creativity in group settings. Through the careful study of a bunch of historical examples, he has discovered ways leaders can structure their businesses to best encourage the growth of “loonshots.”

The author has defined a “loonshot” as “a neglected project, widely dismissed, its champion written off as unhinged.” It is through these, Bahcall believes, that world-changing ideas are produced that can be applied from arenas as diverse as business to war.

“The twisted paths leading to great discoveries are the rule rather than the exception. And so are their revisionist histories: victors don’t just write history; they rewrite history.” pg 56

He suggests these breakthroughs are generally created by large groups of people, rather than solitary geniuses. And he thinks that “applying the science of phase transitions to the behavior of teams, companies, or any group with a mission provides practical rules for nurturing loonshots faster and better.”pg 2

For example: By examining Theodore Vail and the way he structured AT&T’s “fundamental research” department to Vannevar Bush’s non-military leadership for the Office for Scientific Research and Development for the military, Bahcall has come to some actionable conclusions.

He believes that, in a business, you need to separate the creative-types in the innovation departments from what he called the “soldiers” or people who run the rest of the business. Both are absolutely imperative to the success of the business, but if the two are working too closely together, “loonshots” can be strangled in their infancy.

The same risk of failure is faced by leaders who try to micromanage “loonshots”. Trust your people to do what they do best, whether that’s development or running the business, so that you don’t drive a business into the ground because you’re too attached to your own pet project.

Bahcall reminds us that structure is important but culture is as well. He makes a biological comparison to drive the point home: “Both genes and lifestyle matter. And so with teams and groups: both structure and culture matter. The aim of this book is not to replace the idea that certain patterns of behavior are helpful (celebrating victories, for example) and others are less so (screaming), but to complement it.” pg 227

I can’t say I completely understand what a “phase transition” is but Bahcall’s storytelling manner of imparting information is easy to understand. His writing is reminiscent, in some ways, of The Black Swan: The Impact of the Highly Improbable but with more emphasis on structure and culture instead of probability.

Readers who enjoyed one book, may like the other. Recommended for readers seeking more information about how to help businesses succeed, innovate and thrive.

Thanks for reading!

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