Patent Trolls: Good Riddance

This week, the U.S. Supreme Court announced a decision that might be the most important for innovation than anything else that happens this year. They ruled unanimously that patent trolls can’t file lawsuits anywhere they want. For years, anybody with a patent, that wanted to file a frivolous lawsuit against a big corporation, would take them to court in the Eastern District of Texas. Why? Because the judges there were perceived as more friendly to these “patent trolls” than anywhere else in the U.S.

About 40 percent of patent cases last year were filed in the tiny town of Marshall, Texas, which has only 25,000 residents. An amicus brief in the lawsuit said about Texas that “local practices and rules depart from national norms in ways attractive for incentivizing settlement for less than the cost of litigating the early stages of patent cases.” What that means is that the big companies often settle out of court, essentially paying extortion fees to the patent troll, simply to avoid the expense of defending themselves in Eastern Texas, knowing that the courts there usually side with the plaintiff. It’s called “venue shopping.” And with this decision, it stops.

Patent trolls block collaboration and innovation. Take a look at why, in my book Group Genius.

GROUP GENIUS: New and Improved!

A new version of the book Group Genius has just been published! I’ve updated every chapter and page, and I’ve written a new chapter on how social media drives collaborative creativity.

Group Genius, first published in 2007, showed that creativity is always collaborative–even when you’re alone. Back in 2007, it was pretty radical to claim that collaboration drives innovation. The accepted wisdom was that brilliant people came up with creative ideas all by themselves. Business leaders competed to hire the most creative professionals—offering free lunch, day care, and ping pong tables. They were convinced that they needed special geniuses to generate innovation. Most creativity advice books told people how to come up with better ideas.

Now, ten years later, the evidence for the creative power of collaboration is overwhelming. In 2015, a majority of executives say more collaboration leads to greater profits. In 2016, the Harvard Business Review reported that employee collaboration time was way up in the last two decades—from 50 percent to as much as 80 percent. In 2016, the New York Times wrote that “teams are now the fundamental unit of organization.” Today everyone agrees that collaboration is the key to innovation.

But there’s a problem: It turns out that it’s hard to collaborate successfully. Brainstorming is a good example: Numerous studies have shown that this popular technique is usually a waste of time. There’s so much ineffective collaboration and bad teamwork that there’s been a backlash. Susan Cain’s bestseller Quiet argues that when people spend time alone, they’re more effective, more creative, and more successful. She calls the increasing emphasis on teamwork “The New Groupthink.” The truth is that, despite the proliferation of advice in the business press, many companies don’t know how to foster creative collaboration.

Here’s where the research comes in. My research has shown that only certain kinds of collaboration work in the real world—improvisations that are guided and planned, but in a way that doesn’t kill the power of improvisation to generate unexpected insights. Fortunately, today’s research tells us how. For example, I show that improvised innovation is more likely to work when a group experiences group flow—the group equivalent of Mihaly Csikszentmihalyi’s famous “flow” state, when we perform at our peak and lose track of time. Most teams never experience group flow; knowing the research will help you attain this peak experience. And I show how to build brainstorming groups that realize their full creative potential.

Today’s Internet tools make collaboration easier than ever: Slack, Google Plus+, WebEx, Basecamp…the list grows longer every month. Critical business functions have migrated into the cloud, allowing everyone to work together more efficiently and access the same data. Social media like Facebook, Instagram, Vine, and Pinterest expand our social networks and bring us together in groups that include millions. More than ever before, we need to understand how to harness these tools to foster creative collaboration.

While doing research for this second edition, I bought so many books about collaboration that I had to buy another bookshelf. Just last month, another book about collaboration appeared, with almost exactly the same argument: The Knowledge Illusion: Why We Never Think Alone. But while reading these books, I discovered that some of the most exciting research on group creativity goes unnoticed. That’s why I’ve written this second edition—to share the surprising insights of the science of collaboration. In this new edition, I bring together research on face-to-face collaboration, everyday conversation, and even jazz, theater, and basketball teams, as well as the latest science of Internet-based collaboration. This research shows how we can use social media and business productivity apps to bring us together in ways that build on our deeply human need for collaboration.

Take a look at the new book: