"Building a Second Subconscious: Uncovering Hidden Network Effects"

"Building a Second Subconscious: Uncovering Hidden Network Effects"

In today's fast-paced world, creativity and innovation are highly valued. As entrepreneurs and creators, we are constantly seeking new ways to generate ideas and push the boundaries of what is possible. One way to stimulate our creative thinking is by building a second subconscious – a creative oracle that provokes ideas, captures them, and remixes and resurfaces them in a feedback loop that fuels divergent thinking. But how can we achieve this?

Traditionally, companies have followed a standard playbook in software development and data ownership. They own and control the software and the data, limiting the potential for collaboration and collective thinking. However, what if we break away from this model and instead create personal, multiplayer, distributed, and evolvable tools?

Personal doesn't have to mean solitary, as one of the most interesting ways of thinking is thinking together. As Douglas Engelbart once said, "Knowledge production is a group activity, not an individual one." By fostering collaboration and creating tools that enable people to think and create together, we can tap into the power of collective intelligence.

Moreover, evolvability and distribution are key factors in building a second subconscious. By making our tools evolvable, we allow them to adapt and improve over time, responding to the changing needs and preferences of users. This not only enhances the user experience but also ensures that the tools remain relevant and valuable in the long run.

Similarly, distributing the tools across different platforms and networks enhances their reach and impact. By reaching a wider audience, we can tap into diverse perspectives and ideas, further fueling our creative thinking. Additionally, distributing the tools reduces the risk of centralization and control, allowing for a more democratic and inclusive creative process.

Now, let's shift our focus to the concept of hidden network effects. While the term "network effect" typically refers to the increase in value for users as the number of users grows, there are also hidden network effects that may not be immediately apparent. These hidden network effects can provide unique advantages and drive long-term success.

One example of a hidden network effect is the concept of a slow network. A slow network is defined by the delay between the establishment of the network and the realization of its value. In the case of a slow network, the product usage period is usually long, or the frequency of product usage is low, which weakens the momentum of network effects. However, the advantage of a slow network is that once it is established, it is difficult to displace, providing long-term stability.

Another type of hidden network effect is an incomplete network. An incomplete network refers to a network that is temporarily incomplete due to product characteristics or strategic decisions. However, once the network is completed, the network effect becomes immediately apparent. OpenTable, for example, focused on acquiring a sufficient number of restaurants before positioning itself as the go-to platform for users to find restaurants easily. The challenge with incomplete networks is that they often remain incomplete, resulting in missed opportunities for network effects to fully manifest.

Furthermore, there are inhibitory networks, which are networks that are limited in scale or consolidation due to product characteristics or strategic decisions. An example of an inhibitory network is a network for female executives. While these networks may initially show promise, the lack of scalability or consolidation inhibits their growth and impact. It is crucial to distinguish between inhibitory networks and limited networks to understand their implications for competition.

Lastly, there are networks that attract users primarily due to the tools or features they offer. Companies like Delicious and Instagram are classic examples of this, where users are drawn to the tools and stay for the network. By building communities that function like networks, where users interact and create value together, we can create the potential for hidden network effects. These networks are difficult to predict and execute but can yield significant advantages when successfully implemented.

So, how can we apply these insights and ideas to build a second subconscious that fosters divergent thinking and provokes ideas? Here are three actionable pieces of advice:

1. Foster Collaboration: Encourage collaboration and collective thinking by creating tools that enable users to interact and create together. Embrace the power of collective intelligence and tap into the diverse perspectives and ideas of a wider audience.

2. Embrace Evolvability: Make your tools evolvable by allowing them to adapt and improve over time. Respond to user feedback and changing needs to ensure that your tools remain relevant and valuable in the long run.

3. Harness Hidden Network Effects: Look for opportunities to leverage hidden network effects. Explore slow networks, incomplete networks, inhibitory networks, and networks that attract users primarily due to the tools or features offered. By understanding and capitalizing on these hidden network effects, you can gain a competitive edge.

In conclusion, building a second subconscious that fosters divergent thinking and provokes ideas requires a shift in mindset and approach. By embracing collaboration, evolvability, and hidden network effects, we can create convivial tools that empower users to think creatively and push the boundaries of innovation. So, let's break free from the standard playbook and embark on a journey to build a second subconscious that revolutionizes the way we think and create.