What is Big Think?  

We are Big Idea Hunters…

We live in a time of information abundance, which far too many of us see as information overload. With the sum total of human knowledge, past and present, at our fingertips, we’re faced with a crisis of attention: which ideas should we engage with, and why? Big Think is an evolving roadmap to the best thinking on the planet — the ideas that can help you think flexibly and act decisively in a multivariate world.

A word about Big Ideas and Themes — The architecture of Big Think

Big ideas are lenses for envisioning the future. Every article and video on bigthink.com and on our learning platforms is based on an emerging “big idea” that is significant, widely relevant, and actionable. We’re sifting the noise for the questions and insights that have the power to change all of our lives, for decades to come. For example, reverse-engineering is a big idea in that the concept is increasingly useful across multiple disciplines, from education to nanotechnology.

Themes are the seven broad umbrellas under which we organize the hundreds of big ideas that populate Big Think. They include New World Order, Earth and Beyond, 21st Century Living, Going Mental, Extreme Biology, Power and Influence, and Inventing the Future.

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Lucky Charms

over 4 years ago

New research indicates that superstition may be able to influence the outcome of event. Study subjects who were told they were playing with a "lucky" golf ball, on average, sank more putts.


Reviving Cities

over 4 years ago

Tim Logan writes that the trouble with talent attraction as an economic development strategy is that talent seeks opportunity—and without jobs, a "creative class" city will wither.


Who's Paying?

over 4 years ago

"Americans must be willing to show a greater appreciation for the things government rightly does on our behalf and have an honest discussion about how to pay for them," writes Dennis Jett.

Think, See, Feel

Is the Scarlet Letter a G for Goldman?

over 4 years ago

The members of the Senate Permnanent Subommittee on Investigations were angry. Their anger was predictably performative, and often nasty. McCaskill’s analogy of Goldman Sachs to a bookie managing bets on an MU football game was, while artfully conceived, respectfully dismissed by the quiet bankers ...