Abstract
Human societies are collective brains. People within every society have cultural brains—brains that have evolved to selectively seek out adaptive knowledge and socially transmit solutions. Innovations emerge at a population level through the transmission of serendipitous mistakes, incremental improvements and novel recombinations. The rate of innovation through these mechanisms is a function of (1) a society's size and interconnectedness (sociality), which affects the number of models available for learning; (2) fidelity of information transmission, which affects how much information is lost during social learning; and (3) cultural trait diversity, which affects the range of possible solutions available for recombination. In general, and perhaps surprisingly, all three levers can increase and harm innovation by creating challenges around coordination, conformity and communication. Here, we focus on the ‘paradox of diversity’—that cultural trait diversity offers the largest potential for empowering innovation, but also poses difficult challenges at both an organizational and societal level. We introduce ‘cultural evolvability’ as a framework for tackling these challenges, with implications for entrepreneurship, polarization and a nuanced understanding of the effects of diversity. This framework can guide researchers and practitioners in how to reap the benefits of diversity by reducing costs.This article is part of a discussion meeting issue ‘The emergence of collective knowledge and cumulative culture in animals, humans and machines’.
Highlights
Innovation is often assumed to be the work of a talented few—the giants upon whose shoulders we stand
This assumption, is inconsistent with theoretical and empirical research in cultural evolution [1,2] which instead suggests that innovation is more accurately described as an emergent property of our species’ cultural learning psychology, applied within our societies and social networks
Human societies and social networks form ‘collective brains’ such that innovations emerge at a population level requiring a specific innovator no more than our thoughts require a specific neuron
Summary
Innovation is often assumed to be the work of a talented few—the giants upon whose shoulders we stand This assumption, is inconsistent with theoretical and empirical research in cultural evolution [1,2] which instead suggests that innovation is more accurately described as an emergent property of our species’ cultural learning psychology, applied within our societies and social networks. Incremental improvement, serendipity and recombination are influenced by three key levers: sociality, transmission fidelity and cultural trait diversity. We discuss the interdisciplinary theoretical and empirical literature on the relationship between cultural trait diversity and innovation in terms of the ‘paradox of diversity’—that diversity is both fuel for recombination and a challenge to communication and coordination. We focus on the policy implications of this approach to reaping the benefits of diversity while minimizing the costs
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