The initial idea is just a starting point-- not a blueprint, but a question. It might help if they were expressed that way. Instead of saying that your idea is to make a collaborative, web-based spreadsheet, say: could one make a collaborative, web-based spreadsheet? A few grammatical tweaks, and a woefully incomplete idea becomes a promising question to explore.

You get ideas from daydreaming. You get ideas from being bored. You get ideas all the time. The only difference between writers and other people is we notice when we're doing it.

Queueing and Disney.

Links relating to SBJ's 'Where Good Ideas Come From'.

Lore and Bharara did about $180 million in revenue in 2009 and expect to bring in about $300 million in 2010. Just five years old, Quidsi (the name means "what if?" in Latin) is already breaking even in a category that wasn't supposed to work on the internet: Quickly shipping bulky, low-margin commodities. The partners don't make money on diapers, and never planned to. Diapers are the draw that brings in loyal customers who order over and over. The money comes when a shopper throws in one of the other 25,000 SKUs, or Stock Keeping Units, that Diapers.com lists on its site—higher-margin items like brand-name baby shampoo, wipes, and formula.

“What am I passionate about?” This is the essential starting point for any discussion of what the Web is, what it is becoming, and how it should be presented. The individual, with their needs, their passions, their opinions, their desires and their goals is always paramount. We tend to forget this, or overlook it, or just plain ignore it. We design from a point of view which is about what we have to say, what we want to present, what we expect to communicate. It’s not that that we should ignore these considerations, but they are always secondary. The Web is a ground for being. Individuals do not present themselves as receptacles to be filled. They are souls looking to be fulfilled. This is as true for children as for adults – perhaps more so – and for this reason the educational Web has to be about space and place for being, not merely the presentation of a good-looking set of data.

In one of his recent presentations, Frans Johansson explained why groundbreaking innovators generate and execute far more ideas than their counterparts. After watching his presentation The Secret Truth About Executing Great Ideas, my thoughts began to surface about how meaningful the presentation was regardless of a persons industry, culture, field or discipline. Anyone can come up with an amazing idea but how you execute the idea will determine your success.

People who know a lot about a lot have long been an exclusive club, but now they are an endangered species. Edward Carr tracks some down ...

Just as an IQ test tracks intelligence, the Torrance Test of Creative Thinking measures your CQ: how well you think creatively. Usually a 90-minute series of discrete tasks administered by a psychologist, the Torrance Test is not a perfect measure of creativity. But it has proven remarkably accurate in predicting creative accomplishments. We asked a group of ordinary children and adults to try their hands at several drawing tests: everyone was presented with incomplete line drawings and was given five minutes to turn them into pictures. We then sent a selection of the results to two well-known creativity scholars.

Bernadette Mayer's List of Journal Ideas:

ne of Buckminster Fuller’s earliest inventions was a car shaped like a blimp. The car had three wheels—two up front, one in the back—and a periscope instead of a rear window. Owing to its unusual design, it could be maneuvered into a parking space nose first and could execute a hundred-and-eighty-degree turn so tightly that it would end up practically where it had started, facing the opposite direction. In Bridgeport, Connecticut, where the car was introduced in the summer of 1933, it caused such a sensation that gridlock followed, and anxious drivers implored Fuller to keep it off the streets at rush hour.

Psychologist Anders Ericsson and other researchers in the field of ‘expertise studies’ have, in recent years, introduced a plethora of new information about how people develop advanced skills that is beginning to change our view of human potential and its limits. This is an opportunity to move the public conversation beyond clichés such as innate talent, giftedness and nature versus nurture, instead moving towards a more nuanced discussion of how human skills actually develop, ultimately helping people to maximise their potential.

Nobody predicted this. The pioneers of political economy expected eventual stagnation. Adam Smith, David Ricardo, and Robert Malthus all predicted that diminishing returns would eventually set in, that the improvement in living standards they were seeing would peter out. “The discovery, and useful application of machinery, always leads to the increase of the net produce of the country, although it may not, and will not, after an inconsiderable interval, increase the value of that net produce,” said Ricardo, who perceived an inexorable tendency toward what he called a “stationary state.” John Stuart Mill, conceding that returns were showing no signs of diminishing in the 1840s, put it down to luck. Innovation, he said, was an external factor, a cause but not an effect of economic growth.

I realized recently that what one thinks about in the shower in the morning is more important than I'd thought. I knew it was a good time to have ideas. Now I'd go further: now I'd say it's hard to do a really good job on anything you don't think about in the shower.

"In the late 1800s, the Brooklyn Bridge was built with no power tools, no heavy machinery, and only a basic, evolving understanding of how to make steel. It’s not these facts, but the stories surrounding the facts that inspire me when I take a good, long stare at a suspension bridge."