Originality Is a Myth: The Rise and Evolution of Risk Culture

In today’s hyperconnected world, it seems nearly impossible to formulate an idea that hasn’t already been conceived of or even shared elsewhere. From multiple patents filed for strikingly similar inventions, to the unsettling yet familiar moment when someone voices the exact thought you were just about to say, these phenomena challenge our long-held belief in the romantic notion of pure originality. The question then becomes: If nothing is truly original, what does that mean for the evolution of risk culture, and is risk-taking behavior something that arises organically or is deliberately shaped ?

The Myth of Originality

It has long been claimed that there is “nothing new under the sun.” Each day, researchers stumble upon new patents that virtually replicate ones filed by other innovators across the globe. Musicians realize that certain combinations of chords and melodies naturally repeat over time. Writers discover stories with striking similarities to their own, written in far-flung corners of the world. Even on social media, people regularly post nearly identical content without any direct interaction or cross-pollination of ideas.

Indeed, as humanity grows in population and the cumulative knowledge base expands, countless minds around the world are exposed to similar problems, trends, and inspirations. Often, they arrive at comparable solutions or creative expressions around the same time. This pattern is not limited to scientific discoveries or high-stakes inventions; it’s equally evident in everyday conversations. In classrooms or boardrooms, you might be seconds away from contributing an insight, only to hear someone else articulate precisely what you had in mind.

This phenomenon challenges the romantic ideal of the lone genius having a “eureka” moment. More often than not, breakthroughs happen when a critical mass of people or teams gather enough puzzle pieces to solve a problem. If individuals across the planet witness similar data or influences, it’s inevitable that their insights will converge. In essence, total uniqueness, in thought or invention, is often an overestimation.

The Concept of Risk Culture

Where does this leave “risk culture”, the attitudes and behaviors around how and why people take risks ? Risk culture might seem like it depends on radical individualism and revolutionary thinking to push boundaries. Yet if originality itself is in question, then risk-taking behaviors, too, could be more about societal alignment than about forging entirely new paths.

At its core, risk culture refers to the values, beliefs, knowledge, and understanding of risk shared by a group. It influences how organizations, communities, and individuals perceive and manage uncertainty. Risk culture has historically been viewed through two main lenses:

Evolutionary View?– Suggests that risk culture evolves organically over time as people adapt to changing environments. It is a gradual shift spurred by collective experiences (e.g., economic downturns, public health crises, technological revolutions) that reshape our collective appetite for risk.

Constructivist (or “Built”) View?– Proposes that risk culture is deliberately constructed or managed by key individuals or authorities. For example, policymakers might enact regulations, or corporate leaders might emphasize risk mitigation strategies that systematically drive changes in how organizations and people respond to threats and opportunities.

Yet, it’s not necessarily an either-or proposition. Risk culture can and often does reflect both elements. It might mature organically as it adapts to social, technological, and political shifts, but leaders and institutions simultaneously steer it, consciously or otherwise.

The Interplay Between “Original” Ideas and Risk Culture

If fresh ideas are almost always developed in parallel by multiple minds, then risk culture is less about originality and more about communal tipping points. These tipping points occur when enough people become aware of a shared mindset or challenge and collectively adapt or change their behaviors:

Collective Awareness: As new technologies or global trends emerge, large segments of society simultaneously perceive an opportunity or threat. This shared perception spurs similar risk-taking behaviors, or conversely, cautious stances across diverse communities.

Simultaneous Inspiration: When multiple innovators develop the same technology at once, like the light bulb, the telephone, or more recently, breakthroughs in AI, this synergy can lower the perceived risk of investing time, energy, and resources in a project. The knowledge that several parallel efforts are working toward the same goal can push an idea from mere concept to broader acceptance.

Cultural Reinforcement: Society collectively learns from both successes and failures. When a certain approach, be it entrepreneurial or regulatory, proves beneficial, others echo that approach, weaving new behaviors into the broader cultural tapestry. Thus, risk culture is part adaptation, part replication, and part reinforcement.

Implications for Innovators and Leaders

Recognizing the myth of total originality can free leaders, entrepreneurs, and creatives from the paralyzing obsession with being “first” or “unique.” It shifts the focus onto impact, execution, and collaboration?rather than simply novelty. The same applies to risk culture: understanding that people naturally converge on similar ideas can foster a more open environment for experimentation without fear of “losing” originality.

Encourage Shared Exploration: Recognize that multiple groups might simultaneously explore the same ideas. Embracing this reality can create more opportunities for collaboration, reducing individual risk and distributing it across networks.

Focus on Impact Over Novelty: Being the “first” to do something is less important than ensuring it’s done well and in a manner that benefits others. A culture that celebrates improvements on existing concepts rather than only the brand-new can spur more sustainable innovation.

Balance Organic and Intentional Shifts: A healthy risk culture will naturally evolve, but it also benefits from leadership that consciously steers that evolution. By setting guidelines, investing in education, and rewarding calculated risk-taking, leaders can channel the organic process toward constructive ends.

Conclusion

Originality, in the traditional sense, may be a myth, but creativity and innovation are alive and well, emerging everywhere, often all at once. This collective phenomenon does not diminish the significance or utility of new ideas. Rather, it highlights the interconnectedness of human thought and the iterative nature of progress. Understanding this can free us to think less about protecting and glorifying “original” ideas and more about how best to implement, refine, and collaborate on them.

As for risk culture, it is not exclusively born of radical leaps by lone visionaries. Instead, it emerges from and is shaped by many actors, forces, and shared perceptions. It evolves through organic adaptation, yet it can also be guided and shaped with intentional strategies. In short, every risk culture is as much a collective chorus as it is a carefully crafted symphony—and acknowledging that can help leaders and communities better position themselves for sustainable, impactful innovation.

_______________________________________________________________________

Disclaimer: The thoughts expressed in this article are my personal opinions and do not reflect the views of any organization I'm associated with or anyone I know. I publish these articles primarily for myself, so the thought remains with me, and I can revisit them when needed. Recently, I realized that many good and interesting thoughts cross my mind, and while I think deeply about them at the time, I often struggle to recollect the thought process later when opportunities arise to apply them. I see these articles as a tool for converting risks into opportunities. These articles are simply a medium to hold on to my thought process and continually improve upon them. I encourage you to do your own due diligence before acting on any of the ideas or opinions shared here.