What is *Here Comes Everybody* by Clay Shirky about?

*Here Comes Everybody* explores how digital tools like social media enable mass collaboration, disrupting traditional organizations and hierarchies. Shirky argues that platforms reduce the costs of group formation, empowering grassroots movements (e.g., Wikipedia, political activism) and challenging institutional gatekeepers. The book examines cases where decentralized networks outperform centralized systems in creativity and problem-solving.

Who should read *Here Comes Everybody*?

This book is essential for entrepreneurs, tech professionals, and students of digital culture. It offers insights for social media managers, journalists, and policymakers navigating online collaboration’s opportunities and risks. Shirky’s analysis of network dynamics also appeals to readers interested in societal shifts driven by technology.

Is *Here Comes Everybody* worth reading in 2025?

Yes. Despite being published in 2008, its core themes—like the democratization of content creation—remain critical amid debates about AI, misinformation, and platform governance. Shirky’s framework for understanding decentralized action provides context for modern phenomena like TikTok activism and blockchain communities.

What are the key concepts in *Here Comes Everybody*?

- **Transaction cost collapse**: Digital tools eliminate barriers to group coordination. - **Mass amateurization**: Non-experts challenge traditional institutions (e.g., journalism). - **Failure of scarcity**: Abundant information shifts power dynamics. - **Situated software**: Platforms succeed by aligning with user behavior, not imposed structures.

How does Clay Shirky view technology’s impact in *Here Comes Everybody*?

Shirky argues technology is a double-edged sword: it enables collective action (e.g., disaster response) but also spreads misinformation. He cautions that “a group is its own worst enemy,” highlighting how communities self-sabotage without governance.

What critiques exist about *Here Comes Everybody*?

Critics argue Shirky underestimates risks like echo chambers and platform monopolies. Some note his optimism about “amateur” contributions overlooks quality control issues (e.g., Wikipedia biases). Others contend he oversimplifies institutional collapse.

How can *Here Comes Everybody* apply to business innovation?

The book advises leveraging decentralized networks for R&D and customer engagement. Examples include open-source software development and crowdsourced problem-solving, where distributed groups outpace hierarchical organizations.

How does *Here Comes Everybody* compare to *The Long Tail* by Chris Anderson?

Both books explore digital disruption, but Anderson focuses on niche markets vs. Shirky’s emphasis on collective action. *The Long Tail* analyzes consumer choice, while *Here Comes Everybody* examines organizational transformation.

Hier kommt alle Welt

Die Macht des Organisierens ohne Organisationen

Clay Shirky

3.78(7139 Reviews)

Überblick über Hier kommt alle Welt

„Here Comes Everybody“ zeigt auf, wie Technologie kollektives Handeln transformiert. Von Wikipedia-Gründer Jimmy Wales empfohlen, sagte Shirkys einflussreiches Werk soziale Bewegungen wie den Arabischen Frühling voraus. Was passiert, wenn Organisieren mühelos wird? Die Antwort gestaltet die Wirtschaft, die Politik und die Art und Weise, wie wir uns für Veränderungen mobilisieren, neu.

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Kapitel 1

The Digital Revolution That Changed Everything

Imagine a world where a stolen phone can mobilize a million-person army, where teenagers in Belarus can challenge a dictator with ice cream cones, and where a free encyclopedia created by volunteers outperforms the work of paid experts. This isn't science fiction-it's our present reality, shaped by Clay Shirky's groundbreaking insights in "Here Comes Everybody." Published in 2008, this book became an instant classic that predicted the social media revolution before most people understood what was happening. When Mark Zuckerberg needed to explain Facebook's mission to his team, he distributed copies of Shirky's book. Business leaders, political activists, and cultural critics have all turned to Shirky's analysis to make sense of how the internet has fundamentally changed human organization. As The Guardian noted, "As a work of contemporary history, it's comparable to Rachel Carson's Silent Spring...it's that important."

Kapitel 2

When Everyone Can Organize, Everything Changes

In May 2006, a New York woman named Ivanna had her Sidekick phone stolen by a teenager. When the thief refused to return it, Ivanna's friend Evan created a simple webpage documenting the situation. What happened next was extraordinary-the page went viral, attracting over a million viewers. Internet users uncovered the thief's identity, found her address, and even recorded video driving by her house. The NYPD, which had initially dismissed the case as "lost property," reversed course under enormous public pressure and arrested the teenager. This incident revealed something profound: Evan had essentially commanded "an army" of supporters-including lawyers, police officers, and online detectives-without belonging to any formal organization. He wielded more power than an ordinary citizen ever could before the internet age. But this raises troubling questions about proportionality and power. Should well-off individuals be able to leverage global attention to have teenagers arrested for trivial infractions? What about poor people who lose phones but lack social leverage? These questions are rhetorical because this world of asymmetric influence already exists. The real question is: what happens next? The changes we're experiencing stem from a fundamental truth about human nature: we are inherently social creatures. Our sociability permeates everything, from our rich vocabulary for describing different types of groups to our complex social relationships. What makes humans unique is our combination of individual intelligence and social intuition, allowing us to tackle tasks far beyond any individual's capabilities-from building airplanes to performing symphonies. Throughout modern history, our talent for group effort has been filtered through rigid institutional structures because managing groups was complex. We've had only the groups we could afford, not all the groups we wanted. Now, most barriers to group action have collapsed, creating what cultural critic George W.S. Trow called a "Tectonic Plate Shift"-familiar institutions remain, but society has fundamentally changed. Traditional institutions won't disappear, but their influence will weaken as novel alternatives for group action emerge. We see this everywhere: the music industry reeling as customers handle reproduction and distribution themselves, governments struggling with spontaneous protests, religious institutions facing challenges from self-organized groups. For any institution, the only questions are when and how they will change, not if.

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Kapitel 3

The End of Institutional Monopolies

Groups are inherently complex, and this complexity has traditionally required formal organizations to manage. As groups grow, the number of possible connections between members increases exponentially-with just 36 people, there are over 600 possible pairs, making coordination exponentially more difficult as groups expand. Traditional hierarchical organizations emerged as the solution to these coordination problems, but they come with significant transaction costs that often divert energy from their primary mission to self-preservation. Economist Ronald Coase explained that firms exist because they reduce transaction costs compared to pure markets, but there's a limit-activities whose coordination costs exceed their value simply don't happen. Now, new social tools are lowering these coordination costs, enabling previously impossible forms of group action. Consider the Mermaid Parade in Coney Island: Previously, hundreds of photographers would take pictures that few people would see. In 2005, however, over a hundred photographers pooled thousands of images on Flickr using the simple tag "mermaidparade." What's remarkable isn't just the sharing but how it happened-Flickr didn't identify the parade, coordinate photographers, or assign tags. Users coordinated themselves. This approach proved valuable beyond quirky parades-during the 2005 London bombings, Flickr hosted citizen photos from the scene before professional journalists could arrive, including not just damage documentation but official notices, expressions of defiance, and personal "I'm OK" messages that generated supportive communities through comments. The organizational chart-that inverted tree of boxes and arrows showing management hierarchy-originated with railroad management in the 1800s. Alfred Chandler documented how railroads pioneered modern management to solve coordination problems like preventing train collisions on single tracks. David McCallum of the New York & Erie Railroad identified this problem in 1855: small railroads could function with informal management, but larger operations faced exponentially growing coordination challenges. His solution was hierarchical oversight with regional divisions and clear responsibility delineation-creating perhaps the first commercial org chart. Organizations adopt hierarchies to manage coordination costs, which grow faster than the organization itself. But when transaction costs don't just fall but collapse, something radical happens: activities that previously couldn't justify institutional overhead now become possible through loosely coordinated groups. Flickr exemplifies this shift-it's not directing photographers like a newspaper would but providing a platform where users create the coordination themselves. Social tools now provide a third alternative beyond state or business management: action by loosely structured groups operating outside the profit motive. Group undertakings follow a ladder of increasing difficulty: sharing (like on Flickr), cooperation (involving synchronized behavior changes and conversation), and collective action (requiring binding group commitments). What makes our current era revolutionary is what Seb Paquet calls "ridiculously easy group-forming"-our basic human instinct to form groups is no longer constrained by high transaction costs, unleashing an explosion of new group experiments.

Kapitel 4

Everyone Is a Media Outlet Now

Our social tools have removed traditional obstacles to public expression, eliminating the bottlenecks that defined mass media and leading to mass amateurization of what was once reserved for professionals. Small-town newspaper publisher Howard recognized the competitive threat from USA Today, calling it "TV on paper" while understanding its business challenge. Yet USA Today wasn't the catastrophic threat newspapers feared. The real danger came from radical changes in the information ecosystem that newspaper professionals couldn't grasp-the possibility that paper transmission of news might become obsolete. Their professional narcissism had them defending against the wrong threats; they only took other professional media outlets seriously. Even as websites like eBay and Craigslist siphoned off crucial ad revenue and bloggers published for free, newspaper executives were slow to understand and react. When Senator Trent Lott praised Strom Thurmond's segregationist 1948 presidential campaign at Thurmond's 100th birthday party, the mainstream press initially ignored it. But bloggers, unconstrained by professional conventions, kept the story alive. Conservative blogger Glenn Reynolds declared Lott's comments "evil and loony," while amateur researcher Ed Sebesta shared damaging historical information about Lott's past statements. When Lott finally issued a halfhearted apology five days later, traditional media could cover the apology while quoting the original remarks as context. Mass amateurization of publishing has broken the professional uniformity of worldview that once determined what counted as news. While individual amateur outlets may be less trustworthy than established media, their sheer volume creates an amplifying effect that can outweigh professional verdicts. Consider a 15th century scribe, whose rare writing ability made him essential for preserving cultural memory through painstaking manuscript copying. By century's end, Gutenberg's movable type had upended this reality-books could now be copied faster than they could be read. The Protestant Reformation illustrates how technological and social change interact: movable type didn't cause the Reformation, but made it possible by enabling rapid dissemination of Luther's ideas and vernacular Bibles. In 1492, Abbot Johannes Trithemius defended the scribal tradition in "De Laude Scriptorum," ironically publishing his defense via printing press-the medium undermined the message. This hypocrisy reveals how professionals become gatekeepers, defending their profession even when technological change benefits society. Today's technological shift resembles literacy more than mobile phones-a capability moving from professionals to society itself. When reproduction, distribution, and categorization were difficult, we needed professionals. Now these tasks are simpler, making older roles optional or even obstacles. Just as literacy ended the scribal profession, today's mass amateurization is ending professional categories.

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Kapitel 5

From Filtering Before to Filtering After

The media landscape has transformed as personal communication and publishing now overlap. Professional filtering before publication is giving way to social filtering after the fact. Amateur content seems overwhelming-LiveJournal users sharing party stories, YouTube videos of pit bulls nudging chicks viewed millions of times, MySpace users discussing drunken nights. But dismissing this as mere "user-generated content" misses the point-these people aren't talking to us. Unlike professional content aimed at audiences, most online sharing resembles mall conversations among friends. The median MySpace user has just two friends, while the average is fifty-five. These aren't failed publishers-they're communities having conversations in public spaces. The distinction between broadcast media (one-to-many) and communications media (one-to-one) is dissolving into many-to-many patterns. Fame isn't an attitude or technological artifact-it's an imbalance between inbound and outbound attention. For someone to be famous, they need scale (thousands of viewers) and an inability to reciprocate. Even with two-way technology, cognitive limits mean popular practitioners get forced into one-way patterns. Communities of practice form naturally when people with shared interests help each other improve. Xerox researchers observed repair staff gathering at breakfast spots to trade tips, leading Xerox to provide walkie-talkies to facilitate these exchanges. Social tools dramatically lower transaction costs for such communities, making it easy to ask "How did you do that?" questions. These communities thrive online-from Yahoo mailing lists about Creole cooking to Gaia Online's anime fan forums. With over a billion people online, these communities can reach unprecedented scale-creating "meganiches" that combine niche appeal with mainstream-sized audiences. Every webpage represents a latent community of people interested in its contents. Comment sections and similar features allow these communities to activate, bridging the gap between publishing and conversation. Unlike traditional assumptions that love motivates small efforts while money drives large ones, these new tools enable people to "do big things for love"-creating and sharing content at scales previously possible only through commercial enterprises. Communications technologies become truly transformative only when they become invisible-so normal we stop noticing them. We're experiencing the largest increase in human expressive capability in history. Previous communication revolutions-printing press, telegraph/telephone, recorded content, and broadcasting-each transformed society, but with limitations. Today's merged mobile and internet platforms uniquely provide both expressive power and massive audience reach.

Kapitel 6

Wikipedia: The Impossible Success Story

Wikipedia emerged in 2001 as an offshoot of Nupedia, a free online encyclopedia conceived by Jimmy Wales and Larry Sanger. When Nupedia's expert-driven model proved too slow-producing fewer than twenty articles in nine months-Sanger suggested using a wiki, allowing direct user editing. After moving the wiki to its own domain due to objections from Nupedia's advisory board, Wikipedia quickly flourished. Within weeks, it surpassed Nupedia's article count, reaching fifteen thousand articles by year's end. Wikipedia's articles demonstrate remarkable quality and depth. From comprehensive entries on Pluto to detailed accounts of the Okeechobee Hurricane, the platform's self-correction process has proven highly effective. The community's shared vision of encyclopedia standards helps maintain quality across diverse topics. The platform has evolved beyond traditional encyclopedia functions. During the 2005 London bombings, users created and updated an article from five sentences to a comprehensive resource within four hours, demonstrating its capacity for real-time knowledge sharing. Wikipedia's success relies on spontaneous division of labor at scale. Articles begin as simple "stubs" that attract readers and contributors. Some add content, others edit, add references, or fix errors. This decentralized approach allows for incremental improvements without requiring comprehensive knowledge from any single contributor. Participation follows a power law distribution-a small number of users typically contribute the majority of edits. For instance, in the asphalt articles, just six of 129 contributors made about a quarter of all edits. This pattern consistently appears across collaborative platforms. The platform thrives by reducing barriers to participation and engaging users through various motivations: applying unused knowledge, seeking recognition, and contributing to public good. When vandalism occurs, the community responds rapidly, often restoring content within minutes. Like Japan's Ise Shrine, rebuilt every couple decades for 1,300 years, Wikipedia's permanence stems not from physical structure but from continuous community engagement and dedication. Its sustainability relies on users' commitment to both the project and their fellow contributors.

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Kapitel 7

When Institutions Can't Stop Group Action

Collective action, where a group acts as a whole, is even more complex than collaborative production, but new tools enable new forms of action that challenge existing institutions by eroding their monopoly on large-scale coordination. The Boston Globe's 2002 expose of Father John Geoghan, a Catholic priest who had abused over a hundred boys while being moved between parishes for decades, ignited outrage among Catholics. In response, physician James Muller organized a meeting that birthed Voice of the Faithful (VOTF). Unlike typical grassroots organizations, VOTF experienced explosive growth-from thirty people in a church basement to 25,000 members across twenty countries in just six months. Why did the Catholic Church scandal erupt in 2002 rather than a decade earlier when similar abuse cases emerged? In 1992, despite extensive Globe coverage, the outrage dissipated with no Vatican response or calls for Law's resignation. The critical difference wasn't the severity of abuse or media coverage, but rather that ordinary Catholics could now easily share information and coordinate responses. The fundamental change was how easily information could be shared. In 1992, clipping and mailing newspaper articles created significant friction-copying for multiple recipients was cumbersome, and recipients couldn't both keep and forward articles easily. By 2002, Boston.com existed, readers had email, and some had blogs. Forwarding stories became effortless, even to groups, and recipients could share as easily as original senders. Beyond information sharing, the ability to form groups rapidly transformed the landscape. Had VOTF formed in 1992, potential members would have faced numerous small hurdles-locating the organization, requesting literature, waiting for responses-subjecting action to "death by a thousand cuts." In 2002, websites and email eliminated these barriers, enabling unprecedented growth. Technology didn't cause the abuse scandal, but it fundamentally altered its spread, force, and duration by removing two critical obstacles: locality of information and barriers to group reaction. Before social tools were widely available, the church didn't have to forbid the laity to organize across parish lines-it simply wasn't possible. The lack of previous challenges from the laity wasn't forbearance but inability. Before email, we had few tools for group communication, and none very good. Email succeeded where others failed because of cost (free regardless of distance or number of recipients) and asynchrony (instant delivery without requiring synchronized presence). These advantages stem from the internet itself-the first communications network to make group communication native to its design.

Kapitel 8

The Acceleration of Everything

As more people adopt simple social tools enabling increasingly rapid communication, the speed of group action accelerates-and faster is fundamentally different. Flash mobs in Belarus evolved into powerful political tools against Lukashenko's repressive regime. When protesters gathered to eat ice cream, read books by banned writers, or simply smile at each other in Oktyabrskaya Square, police arrested them while participants documented everything with digital photos uploaded to Flickr and LiveJournal. These images spread globally through political bloggers, revealing the state's repression. The government's dilemma was clear: they couldn't prevent the gatherings since there was no secret plot to uncover (the events were publicly announced on blogs), and they couldn't break them up without creating damaging documentation. This represents a fundamental shift in power dynamics: when previously uncoordinated actors can create protests that governments can neither prevent in advance nor suppress without triggering global documentation. Germany's blitzkrieg success against France in 1940 wasn't about superior tanks-German Panzers were actually inferior to French Char Bs. The decisive advantage was radios in German tanks, allowing commanders to coordinate in real-time while French tanks couldn't. This transformed individual tanks into a coordinated group weapon. This same principle-using social tools for coordination against stronger forces-powers modern political movements. The Falun Gong shocked Chinese authorities by assembling 10,000 people at Zhongnanhai through text messages. In the Philippines, citizens coordinated via mobile phones to protest President Estrada's corruption trial. As mobile technology spreads, precise advance planning gives way to real-time coordination. In January 1999, Northwest Airlines flight 1829 sat on a Detroit runway for seven hours after landing. Desperate passengers eventually found CEO John Dasburg's home phone number, called his wife, and finally got the captain to demand gate access. Despite bad press and a lawsuit settled out of court, little changed. But when similar delays hit American Airlines flights in December 2006, passenger Kate Hanni transformed individual frustration into collective action. She formed a passenger rights group, proposed an Airline Passengers' Bill of Rights, lobbied Congress, and gathered thousands of petition signatures within weeks. Simple tools often prove most revolutionary in unexpected contexts. Evan Williams, who created Blogger (later acquired by Google), developed Twitter as a minimalist service allowing users to post short text updates via web, instant message, or phone. While much Twitter content seems trivial, the platform transforms when used by activists like Egyptian programmer Alaa Abd El Fattah. During his arrest in Cairo for opposing censorship, Alaa documented his twelve-hour detention through tweets, turning a seemingly banal tool into a powerful instrument for transparency.

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Kapitel 9

New Solutions to Ancient Social Problems

Social dilemmas present permanent challenges that can only be optimized, never fully solved. These optimization strategies can be amplified through social tools. The Prisoners' Dilemma illustrates how individuals making rational self-interested choices can lead to worse outcomes for everyone involved. In iterated interactions, however, strategies like Tit-for-Tat emerge, where cooperation becomes possible through the "shadow of the future"-the expectation of continued interaction and reciprocity. Social capital-the mysterious but critical characteristics that enable community cooperation-has been declining in America according to Robert Putnam's influential book "Bowling Alone." When your neighbor walks your dog while you're ill or a shopkeeper trusts you to pay later, that's social capital at work. Scott Heiferman read Putnam's work not as inevitable decline but as opportunity. He created Meetup to reduce the transaction costs of getting together, assuming people wanted community but found it increasingly difficult to coordinate. Rejecting the notion of "cyberspace" as separate from real life, Meetup groups people by both affinity and proximity. The most popular early Meetups weren't traditional civic groups but three distinct categories: marginalized belief systems (Witches, Atheists), online communities wanting real-world connection (LiveJournal users, bloggers), and fans of niche cultural phenomena. Meetup didn't recreate old community models-it enabled entirely new forms of gathering. Stay at Home Moms (SAHM) is among Meetup's most popular groups, which seems puzzling since mothers have gathered for millennia. But modern life has raised transaction costs so high that even ancient habits of congregation have been defeated. Suburbanization creates physical barriers-houses separated from commerce, car-centric transportation that prevents chance encounters, and the shift of social gravity from neighborhoods to workplaces. In 2002, teen magazine YM shut down its health and beauty bulletin board because they couldn't prevent pro-anorexia ("Pro-Ana") girls from sharing dangerous weight-loss tips and "thinspiration" photos. The dilemma reveals how technology has fundamentally changed group formation. Historically, society could enable or suppress gatherings through formal mechanisms (like laws) and informal support or disapproval. Now these groups operate "under the Coasean floor," where dramatically lowered transaction costs make gathering possible regardless of social approval. This isn't a side effect of our social tools but their primary effect-the ability for like-minded people to locate and cooperate with each other now exists independently of social approval or disapproval. Our new freedoms of assembly create three distinct types of social loss. First, people whose jobs relied on solving formerly difficult problems face obsolescence. Second, existing social bargains are breaking down. Election-related media restrictions become unenforceable when "the media" includes everyone. Third, terrorist networks and criminal gangs benefit from better communication tools and flexible social structures just as much as Wikipedians or protesters do.

Kapitel 10

Small Worlds and Network Effects

Social networks follow a "Small World" pattern that explains why we frequently discover mutual connections with strangers. These networks balance dense local connections with sparse global ones, creating systems that are both efficient and robust. The pattern works because while most people have moderate connections, a few highly-connected individuals serve as critical bridges between clusters, enabling the "six degrees of separation" phenomenon despite most people knowing relatively few others directly. The Small World network pattern, identified by Watts and Strogatz in 1998, explains how social networks manage to be simultaneously sparse yet efficient. These networks combine two key characteristics: dense connections within small groups (where everyone knows everyone) and sparse connections between groups (maintained by a few highly-connected individuals). Modern social tools both support and extend Small World network patterns. Services like Meetup, MySpace, and weblogs all exhibit classic Small World characteristics-most users have few connections while a small minority have thousands. Dodgeball exemplifies how these tools can activate latent connections through friend-of-a-friend (FOAF) networking. Small World networks function as both amplifiers and filters of information. Messages passed through friends and contacts tend to reach people who share similar interests-the more friends who care about particular information, the likelier you are to hear about it. Conversely, information none of your extended network cares about rarely reaches you. This dual function powered the 2006 MySpace-organized student protests against anti-immigration law HR 4437 in Los Angeles. Tens of thousands of students walked out of school and marched to City Hall, organizing quickly through MySpace and mobile phones. Unlike traditional broadcast-based protests, these messages primarily reached students already interested in participating, without becoming public beforehand-catching school administrators completely by surprise. Small World networks create clusters where people interact with the same individuals frequently, reducing the Prisoner's Dilemma problem and helping build social capital. Sociologists distinguish between bonding capital (deeper connections within homogeneous groups) and bridging capital (connections between heterogeneous groups). Joi Ito's IRC channel #joiito exemplifies how digital tools can create bridging capital. The channel evolved from a gathering place for Ito's contacts into a persistent community with custom software (jibot) that helped integrate newcomers through "heralding"-announcing users with contextual information when they logged in. Ronald Burt's research "The Social Origins of Good Ideas" revealed that the best ideas come from people who bridge "structural holes"-those whose social networks include people outside their own departments. These bridges predict good ideas more reliably than intellect or rank. People connected across different groups import and export concepts that may be mundane in one context but revolutionary in another.

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Kapitel 11

The Freedom to Fail and the Path to Success

The logic of publish-then-filter means new social systems must tolerate enormous failure to uncover rare successes. The Stay at Home Moms Meetup group exemplifies the tension between specificity and size that all groups navigate. Too specific (bald fathers of two in Brooklyn who teach at NYU and like bagpipe music) and you'll have only one member; too generic (parents, TV watchers) and you'll have no meaningful commonality. Linux began with a simple message from Linus Torvalds in 1991, announcing his intention to build a free operating system as "just a hobby." This casual note contained critical elements that enabled its success: the promise of freedom through the GPL license, modest initial goals rather than world-changing ambitions, and an open invitation for user participation. While Linux represents open source's greatest success story, the broader reality of open source development is dominated by failure. SourceForge.net hosts over 100,000 open source projects, but the vast majority never gain traction. Nearly three-quarters of proposed open source projects never reach sufficient completeness to attract even a single user. However, this widespread failure is precisely what makes open source so threatening to traditional software development. Open systems lower the cost of failure dramatically-they don't reduce failure's likelihood, they reduce its cost, essentially getting "failure for free." Unlike traditional organizations where trying anything incurs significant expense, open source follows a "publish-then-filter" pattern where experimentation is cheap. What Microsoft executive Nick McGrath failed to understand when dismissing Linux's development model was that the imbalance between a handful of core developers and thousands of casual contributors is actually Linux's greatest strength. By radically lowering transaction costs, open source can take advantage of contributors who may have only one good idea-people traditional organizations can't afford to hire. In the mid-1990s, our small web design firm clashed culturally with AT&T engineers over programming languages. When we explained we relied on community support for Perl rather than commercial support, they couldn't comprehend it. Even showing them how quickly the Perl community answered questions couldn't convince them-they believed support required contracts, not communities. Twelve years later, the Perl community continues thriving while AT&T shrank to irrelevance, selling itself for a fifth of its 1995 value. Perl survived because people woke up loving both Perl and each other within its context. The community creates social capital through distributed, delayed payback-I help you now, someone helps me later. This reveals the secret of open source ecosystems: shared interest creates longevity. Because anyone can try anything, failed projects die quickly while successful ones attract migrating contributors. The best predictor of software success isn't "What's the business model?" but "Do the people who like it take care of each other?"

Kapitel 12

The Three Elements of Successful Social Systems

Every successful social tool system combines three elements: a plausible promise, effective tools, and an acceptable bargain with users. The promise explains why people should participate. The tools address how coordination difficulties will be managed. The bargain establishes expectations for participants. The promise matters most-it must offer enough value to make people reallocate their time from existing activities. It needs to hit a sweet spot: Voice of the Faithful balanced loyalty with anger ("Keep the faith, change the church"), while Linux offered a modest but interesting project for collaborative learning. Getting people to join collaborative efforts faces the paradox of groups: there can be no group without members, but no members without a group. Users must believe not only that they'll find value, but that enough others will join to make it worthwhile. Unlike the complexity of crafting promises, selecting tools should be straightforward-but context complicates things. Good social tools, like good woodworking tools, must fit the job and help people do something they actually want to do. When you improve available tools, you expand the number of plausible promises in the world. Two critical questions are whether groups need to be small or large, and short-lived or long-lived. Small groups enable tighter interaction and higher social density, making them better conversational environments that can more easily achieve consensus through convergent thinking. Large groups, conversely, have looser connections but can better produce "the wisdom of crowds" by pooling knowledge without requiring agreement. The bargain comes last, mattering only when a promise and tools are already working together. It's the most complex aspect of a functioning group because it's least explicit and most user-created. Bargains clarify mutual expectations-like driving rules, what matters isn't which side of the road you drive on but that everyone agrees. Some bargains are elegantly balanced, like wikis where anyone can edit anyone else's writing. This symmetry gives honest users the advantage-when I discovered fake entries on WikiTravel about New York City ("former Portuguese colonial capital"), Boston ("four-mile-high city"), and Massachusetts ("technically not a state but a common-whelk"), I deleted all three in ninety seconds, undoing an hour of mischief. Creating successful group action requires perfect alignment of promise, tool, and bargain. The complexity comes not just from each element but from their interactions. Wikipedia's initial promise was modest-"Humor me. Go there and add a little article"-focusing on the tool's simplicity. Now Jimmy Wales describes it grandly: "Imagine a world in which every single person is given free access to the sum of all human knowledge." The 1960s White Bicycle program in Amsterdam demonstrates a fundamental truth about social systems: no group effort can succeed without governance. The anarchist Provo group distributed unlocked white bicycles for free public use, hoping to create communal infrastructure while rejecting capitalism. Within a month, all bikes were stolen or thrown in canals. Social groups are homeostatic-resistant to external pressures-but require governance. Pierre Omidyar's eBay wasn't sustainable on trust alone; it needed a reputation system to reward good behavior and discourage bad actions. Groups that survive their first year often endure much longer, sometimes outlasting their original purpose.

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Kapitel 13

Looking Forward: The Revolution Has Just Begun

The 2008 Sichuan earthquake in China demonstrates the transformative power of social media during crises. News of the quake spread globally within minutes through QQ (China's largest social network) and Twitter, with citizens uploading photos and videos from mobile phones before any official media coverage. Wikipedia created a page within forty minutes, and donation sites appeared within hours. The most remarkable aspect emerged after the initial crisis. When parents of approximately 5,000 children killed in collapsed schools began protesting against corrupt officials who had permitted substandard construction, they used these same networks to organize and share their grievances. These weren't traditional dissidents but ordinary citizens radicalized by tragedy, with direct communication channels to each other and the world. We often misjudge which technologies will truly transform society. In my youth, we debated whether the Atomic Age or Space Age would define our era, but the truly revolutionary technologies were actually the transistor and birth control pill. The most hyped technologies tend to feature impressive engineering with limited practical applications-like flying cars. After a showing of Michael Moore's "Sicko" in a Texas mall, something remarkable happened. The audience spontaneously formed an impromptu town hall meeting in the theater lobby. A diverse group of strangers-including a "redneck" and a black gentleman-engaged in passionate discussion about healthcare reform. The conversation culminated with people exchanging email addresses, promising to stay connected and "do something" about the issues raised in the film. While stories of rapidly coordinated citizen protests are common in social media, they typically focus on "stop energy"-short-term, negative goals aimed at making organizations capitulate to demands. This contrasts sharply with the creative collaboration we see everywhere else online. We may be on the verge of a revolution in collective action driven by new legal structures that support productive collaboration at scale. In 1501, Venetian printer Aldus Manutius published a pocket-sized Virgil designed to fit in a gentleman's saddlebags. This small innovation-making books portable and cheaper-helped spread the written word by making books more desirable. Manutius's principal insight was to assume the printing press was here to stay, making improvements that seem obvious in retrospect but were revolutionary extensions of movable type. The future belongs to those who take the present for granted. Those born before 1980 remember a time before group communication tools existed, giving our relationship with technology a provisional quality. But in revolutionary times, experience becomes a liability. We risk dismissing genuine transformations as passing fads. The advantage of youth is relative, not absolute. As everyone eventually came to treat calculators as ubiquitous and invisible tools, we are all coming to take our social tools for granted. The ability of people to share, cooperate, and act together is being improved dramatically by these tools, leading to an epochal change that will reshape society in ways we're only beginning to understand.

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collaborative production

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Our social tools remove older obstacles to group assembly, and thus make it easier to create new kinds of groups.
Institutions will try to preserve the problem to which they are the solution.
When we change the way we communicate, we change society.
The problem isn't information overload. The problem is filter failure.

Personen in Hier kommt alle Welt

Clay ShirkyAuthor and expert on social media's impact
IvannaWoman whose stolen phone sparked a viral movement
EvanFriend of Ivanna who created the viral webpage
Ronald CoaseEconomist who studied transaction costs and firms
David McCallumRailroad manager who pioneered the org chart

Über den Autor

Clay Shirky, gefeierter Social-Media-Theoretiker und Autor von Here Comes Everybody: The Power of Organizing Without Organizations, ist eine führende Stimme zu den transformativen Auswirkungen von Internettechnologien auf die Gesellschaft.

Als Distinguished Writer in Residence am Arthur L. Carter Journalism Institute der New York University und Assistant Arts Professor in dessen Interactive Telecommunications Program schlägt Shirkys Arbeit die Brücke zwischen Wissenschaft und praktischer Anwendung. Seine Expertise in dezentralen Netzwerken, kollektivem Handeln und digitaler Zusammenarbeit resultiert aus jahrzehntelanger Beratungstätigkeit für Organisationen, die den Übergang von traditionellen Hierarchien zu Peer-gesteuerten Modellen bewältigen.

Shirkys einflussreiche Schriften, darunter Cognitive Surplus: Creativity and Generosity in a Connected Age und Little Rice: Smartphones, Xiaomi, and The Chinese Dream, untersuchen, wie Technologie Kultur und Regierungsführung neu gestaltet. Als regelmäßiger Autor für die New York Times, den Harvard Business Review und Wired hielt er TED-Talks über Internetfreiheit, die millionenfach angesehen wurden.

Here Comes Everybody, ein Grundlagentext der digitalen Soziologie, wurde in über ein Dutzend Sprachen übersetzt und bleibt eine Pflichtlektüre, um die Macht von Online-Communities bei der Förderung gesellschaftlichen Wandels zu verstehen.

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Hier kommt alle Welt

ÜberblickÜberblick über Hier kommt alle Welt

Ein Buch. Viele Arten, es zu hören.

The Digital Revolution That Changed Everything

When Everyone Can Organize, Everything Changes

Sieh jedes Wort, während du es hörst

The End of Institutional Monopolies

Everyone Is a Media Outlet Now

Hol mehr aus Hier kommt alle Welt heraus

From Filtering Before to Filtering After

Wikipedia: The Impossible Success Story

Sieh jedes Wort, während du es hörst

When Institutions Can't Stop Group Action

The Acceleration of Everything

Hol mehr aus Hier kommt alle Welt heraus

New Solutions to Ancient Social Problems

Small Worlds and Network Effects

Sieh jedes Wort, während du es hörst

The Freedom to Fail and the Path to Success

The Three Elements of Successful Social Systems

Hol mehr aus Hier kommt alle Welt heraus

Looking Forward: The Revolution Has Just Begun

Du bist am Ende von Hier kommt alle Welt angekommen

Kernthemen in Hier kommt alle Welt

Zitate aus Hier kommt alle Welt

Personen in Hier kommt alle Welt

Über den Autor

Zusammenfassung von Hier kommt alle Welt herunterladen

Nutzern gefiel auch

FAQ zu diesem Buch

What is Here Comes Everybody by Clay Shirky about?

Who should read Here Comes Everybody?

Is Here Comes Everybody worth reading in 2025?

What are the key concepts in Here Comes Everybody?

Mehr entdecken

1,000,000+ curious minds.

1,000,000+ curious minds.

Ein Buch. Viele Arten, es zu hören.

The Digital Revolution That Changed Everything

When Everyone Can Organize, Everything Changes

Sieh jedes Wort, während du es hörst

The End of Institutional Monopolies

Everyone Is a Media Outlet Now

Hol mehr aus Hier kommt alle Welt heraus

From Filtering Before to Filtering After

Wikipedia: The Impossible Success Story

Sieh jedes Wort, während du es hörst

When Institutions Can't Stop Group Action

The Acceleration of Everything

Hol mehr aus Hier kommt alle Welt heraus

New Solutions to Ancient Social Problems

Small Worlds and Network Effects

Sieh jedes Wort, während du es hörst

The Freedom to Fail and the Path to Success

The Three Elements of Successful Social Systems

Hol mehr aus Hier kommt alle Welt heraus

Looking Forward: The Revolution Has Just Begun

Du bist am Ende von Hier kommt alle Welt angekommen

Nutzern gefiel auch

Mehr entdecken

Überblick über Hier kommt alle Welt