Organizations that empower folks further down the chain or try to get rid of the big hierarchal chains and allow decision making to happen on a more local level end up being more adaptive and resilient because there are more minds involved in the problem.

The patterns are simple, but followed together, they make for a whole that is wiser than the sum of its parts. Go for a walk; cultivate hunches; write everything down, but keep your folders messy; embrace serendipity; make generative mistakes; take on multiple hobbies; frequent coffeehouses and other liquid networks; follow the links; let others build on your ideas; borrow, recycle; reinvent. Build a tangled bank.

Popular culture, on average, has been growing more cognitively challenging over the past thirty years, not less. Despite everything you hear about declining standards and dumbing-down, you have to do more intellectual work to make sense of today's television or games - much less the internet - than you did a few decades ago.

It is extraordinary how safe flying has become. You are now statistically more likely to be elected president of the United States in your lifetime than you are to die in a plane crash. What an amazing achievement as a society! But what we end up focusing on are the catastrophic failures that are incredibly rare but happen every now and then.

This is not the wisdom of the crowd, but the wisdom of someone in the crowd. It’s not that the network itself is smart; it’s that the individuals get smarter because they’re connected to the network.

We are strangely biased, as individuals and media institutions, to focus on big sudden changes, whether good or bad - amazing breakthroughs, such as a new gadget that gets released, or catastrophic failures, like a plane crash.

The fusion of art and technology that we call interface design.