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11 steps to a healthier brain

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From: http://www.newscientist.com/article.ns?id=mg18625011.900&print=true

11 steps to a better brain - Features | Print | New Scientist

11 steps to a better brain

  • 28 May 2005
  • NewScientist.com news service
  • Kate Douglas
  • Alison George
  • Bob Holmes
  • Graham Lawton
  • John McCrone
  • Alison Motluk
  • Helen Phillips
Bionic Brains
You must remember this

It doesn't matter how brainy you are or how much education you've had - you can still improve and expand your mind. Boosting your mental faculties doesn't have to mean studying hard or becoming a reclusive book worm. There are lots of tricks, techniques and habits, as well as changes to your lifestyle, diet and behaviour that can help you flex your grey matter and get the best out of your brain cells. And here are 11 of them.

Smart drugs

Does getting old have to mean worsening memory, slower reactions and fuzzy thinking?

AROUND the age of 40, honest folks may already admit to noticing changes in their mental abilities. This is the beginning of a gradual decline that in all too many of us will culminate in full-blown dementia. If it were possible somehow to reverse it, slow it or mask it, wouldn't you?

A few drugs that might do the job, known as "cognitive enhancement", are already on the market, and a few dozen others are on the way. Perhaps the best-known is modafinil. Licensed to treat narcolepsy, the condition that causes people to suddenly fall asleep, it has notable effects in healthy people too. Modafinil can keep a person awake and alert for 90 hours straight, with none of the jitteriness and bad concentration that amphetamines or even coffee seem to produce.

In fact, with the help of modafinil, sleep-deprived people can perform even better than their well-rested, unmedicated selves. The forfeited rest doesn't even need to be made good. Military research is finding that people can stay awake for 40 hours, sleep the normal 8 hours, and then pull a few more all-nighters with no ill effects. It's an open secret that many, perhaps most, prescriptions for modafinil are written not for people who suffer from narcolepsy, but for those who simply want to stay awake. Similarly, many people are using Ritalin not because they suffer from attention deficit or any other disorder, but because they want superior concentration during exams or heavy-duty negotiations.

The pharmaceutical pipeline is clogged with promising compounds - drugs that act on the nicotinic receptors that smokers have long exploited, drugs that work on the cannabinoid system to block pot-smoking-type effects. Some drugs have also been specially designed to augment memory. Many of these look genuinely plausible: they seem to work, and without any major side effects.

So why aren't we all on cognitive enhancers already? "We need to be careful what we wish for," says Daniele Piomelli at the University of California at Irvine. He is studying the body's cannabinoid system with a view to making memories less emotionally charged in people suffering from post-traumatic stress disorder. Tinkering with memory may have unwanted effects, he warns. "Ultimately we may end up remembering things we don't want to."

Gary Lynch, also at UC Irvine, voices a similar concern. He is the inventor of ampakines, a class of drugs that changes the rules about how a memory is encoded and how strong a memory trace is - the essence of learning (see New Scientist, 14 May, p 6). But maybe the rules have already been optimised by evolution, he suggests. What looks to be an improvement could have hidden downsides.

Still, the opportunity may be too tempting to pass up. The drug acts only in the brain, claims Lynch. It has a short half-life of hours. Ampakines have been shown to restore function to severely sleep-deprived monkeys that would otherwise perform poorly. Preliminary studies in humans are just as exciting. You could make an elderly person perform like a much younger person, he says. And who doesn't wish for that?

Food for thought

You are what you eat, and that includes your brain. So what is the ultimate mastermind diet?

YOUR brain is the greediest organ in your body, with some quite specific dietary requirements. So it is hardly surprising that what you eat can affect how you think. If you believe the dietary supplement industry, you could become the next Einstein just by popping the right combination of pills. Look closer, however, and it isn't that simple. The savvy consumer should take talk of brain-boosting diets with a pinch of low-sodium salt. But if it is possible to eat your way to genius, it must surely be worth a try.

First, go to the top of the class by eating breakfast. The brain is best fuelled by a steady supply of glucose, and many studies have shown that skipping breakfast reduces people's performance at school and at work.

But it isn't simply a matter of getting some calories down. According to research published in 2003, kids breakfasting on fizzy drinks and sugary snacks performed at the level of an average 70-year-old in tests of memory and attention. Beans on toast is a far better combination, as Barbara Stewart from the University of Ulster, UK, discovered. Toast alone boosted children's scores on a variety of cognitive tests, but when the tests got tougher, the breakfast with the high-protein beans worked best. Beans are also a good source of fibre, and other research has shown a link between a high-fibre diet and improved cognition. If you can't stomach beans before midday, wholemeal toast with Marmite makes a great alternative. The yeast extract is packed with B vitamins, whose brain-boosting powers have been demonstrated in many studies.

A smart choice for lunch is omelette and salad. Eggs are rich in choline, which your body uses to produce the neurotransmitter acetylcholine. Researchers at Boston University found that when healthy young adults were given the drug scopolamine, which blocks acetylcholine receptors in the brain, it significantly reduced their ability to remember word pairs. Low levels of acetylcholine are also associated with Alzheimer's disease, and some studies suggest that boosting dietary intake may slow age-related memory loss.

A salad packed full of antioxidants, including beta-carotene and vitamins C and E, should also help keep an ageing brain in tip-top condition by helping to mop up damaging free radicals. Dwight Tapp and colleagues from the University of California at Irvine found that a diet high in antioxidants improved the cognitive skills of 39 ageing beagles - proving that you can teach an old dog new tricks.

Round off lunch with a yogurt dessert, and you should be alert and ready to face the stresses of the afternoon. That's because yogurt contains the amino acid tyrosine, needed for the production of the neurotransmitters dopamine and noradrenalin, among others. Studies by the US military indicate that tyrosine becomes depleted when we are under stress and that supplementing your intake can improve alertness and memory.

Don't forget to snaffle a snack mid-afternoon, to maintain your glucose levels. Just make sure you avoid junk food, and especially highly processed goodies such as cakes, pastries and biscuits, which contain trans-fatty acids. These not only pile on the pounds, but are implicated in a slew of serious mental disorders, from dyslexia and ADHD (attention deficit hyperactivity disorder) to autism. Hard evidence for this is still thin on the ground, but last year researchers at the annual Society for Neuroscience meeting in San Diego, California, reported that rats and mice raised on the rodent equivalent of junk food struggled to find their way around a maze, and took longer to remember solutions to problems they had already solved.

It seems that some of the damage may be mediated through triglyceride, a cholesterol-like substance found at high levels in rodents fed on trans-fats. When the researchers gave these rats a drug to bring triglyceride levels down again, the animals' performance on the memory tasks improved.

Brains are around 60 per cent fat, so if trans-fats clog up the system, what should you eat to keep it well oiled? Evidence is mounting in favour of omega-3 fatty acids, in particular docosahexaenoic acid or DHA. In other words, your granny was right: fish is the best brain food. Not only will it feed and lubricate a developing brain, DHA also seems to help stave off dementia. Studies published last year reveal that older mice from a strain genetically altered to develop Alzheimer's had 70 per cent less of the amyloid plaques associated with the disease when fed on a high-DHA diet.

Finally, you could do worse than finish off your evening meal with strawberries and blueberries. Rats fed on these fruits have shown improved coordination, concentration and short-term memory. And even if they don't work such wonders in people, they still taste fantastic. So what have you got to lose?

The Mozart effect

Music may tune up your thinking, but you can't just crank up the volume and expect to become a genius

A DECADE ago Frances Rauscher, a psychologist now at the University of Wisconsin at Oshkosh, and her colleagues made waves with the discovery that listening to Mozart improved people's mathematical and spatial reasoning. Even rats ran mazes faster and more accurately after hearing Mozart than after white noise or music by the minimalist composer Philip Glass. Last year, Rauscher reported that, for rats at least, a Mozart piano sonata seems to stimulate activity in three genes involved in nerve-cell signalling in the brain.

This sounds like the most harmonious way to tune up your mental faculties. But before you grab the CDs, hear this note of caution. Not everyone who has looked for the Mozart effect has found it. What's more, even its proponents tend to think that music boosts brain power simply because it makes listeners feel better - relaxed and stimulated at the same time - and that a comparable stimulus might do just as well. In fact, one study found that listening to a story gave a similar performance boost.

There is, however, one way in which music really does make you smarter, though unfortunately it requires a bit more effort than just selecting something mellow on your iPod. Music lessons are the key. Six-year-old children who were given music lessons, as opposed to drama lessons or no extra instruction, got a 2 to 3-point boost in IQ scores compared with the others. Similarly, Rauscher found that after two years of music lessons, pre-school children scored better on spatial reasoning tests than those who took computer lessons.

Maybe music lessons exercise a range of mental skills, with their requirement for delicate and precise finger movements, and listening for pitch and rhythm, all combined with an emotional dimension. Nobody knows for sure. Neither do they know whether adults can get the same mental boost as young children. But, surely, it can't hurt to try.

Bionic brains

If training and tricks seem too much like hard work, some technological short cuts can boost brain function

(See graphic, above)
Gainful employment

Put your mind to work in the right way and it could repay you with an impressive bonus

UNTIL recently, a person's IQ - a measure of all kinds of mental problem-solving abilities, including spatial skills, memory and verbal reasoning - was thought to be a fixed commodity largely determined by genetics. But recent hints suggest that a very basic brain function called working memory might underlie our general intelligence, opening up the intriguing possibility that if you improve your working memory, you could boost your IQ too.

Working memory is the brain's short-term information storage system. It's a workbench for solving mental problems. For example if you calculate 73 - 6 + 7, your working memory will store the intermediate steps necessary to work out the answer. And the amount of information that the working memory can hold is strongly related to general intelligence.

A team led by Torkel Klingberg at the Karolinska Institute in Stockholm, Sweden, has found signs that the neural systems that underlie working memory may grow in response to training. Using functional magnetic resonance imaging (fMRI) brain scans, they measured the brain activity of adults before and after a working-memory training programme, which involved tasks such as memorising the positions of a series of dots on a grid. After five weeks of training, their brain activity had increased in the regions associated with this type of memory (Nature Neuroscience, vol 7, p 75).

Perhaps more significantly, when the group studied children who had completed these types of mental workouts, they saw improvement in a range of cognitive abilities not related to the training, and a leap in IQ test scores of 8 per cent (Journal of the American Academy of Child and Adolescent Psychiatry, vol 44, p 177). It's early days yet, but Klingberg thinks working-memory training could be a key to unlocking brain power. "Genetics determines a lot and so does the early gestation period," he says. "On top of that, there is a few per cent - we don't know how much - that can be improved by training."

Memory marvels

Mind like a sieve? Don't worry. The difference between mere mortals and memory champs is more method than mental capacity

AN AUDITORIUM is filled with 600 people. As they file out, they each tell you their name. An hour later, you are asked to recall them all. Can you do it? Most of us would balk at the idea. But in truth we're probably all up to the task. It just needs a little technique and dedication.

First, learn a trick from the "mnemonists" who routinely memorise strings of thousands of digits, entire epic poems, or hundreds of unrelated words. When Eleanor Maguire from University College London and her colleagues studied eight front runners in the annual World Memory Championships they did not find any evidence that these people have particularly high IQs or differently configured brains. But, while memorising, these people did show activity in three brain regions that become active during movements and navigation tasks but are not normally active during simple memory tests.

This may be connected to the fact that seven of them used a strategy in which they place items to be remembered along a visualised route (Nature Neuroscience, vol 6, p 90). To remember the sequence of an entire pack of playing cards for example, the champions assign each card an identity, perhaps an object or person, and as they flick through the cards they can make up a story based on a sequence of interactions between these characters and objects at sites along a well-trodden route.

Actors use a related technique: they attach emotional meaning to what they say. We always remember highly emotional moments better than less emotionally loaded ones. Professional actors also seem to link words with movement, remembering action-accompanied lines significantly better than those delivered while static, even months after a show has closed.

Helga Noice, a psychologist from Elmhurst College in Illinois, and Tony Noice, an actor, who together discovered this effect, found that non-thesps can benefit by adopting a similar technique. Students who paired their words with previously learned actions could reproduce 38 per cent of them after just 5 minutes, whereas rote learners only managed 14 per cent. The Noices believe that having two mental representations gives you a better shot at remembering what you are supposed to say.

Strategy is important in everyday life too, says Barry Gordon from Johns Hopkins University in Baltimore, Maryland. Simple things like always putting your car keys in the same place, writing things down to get them off your mind, or just deciding to pay attention, can make a big difference to how much information you retain. And if names are your downfall, try making some mental associations. Just remember to keep the derogatory ones to yourself.

Sleep on it

Never underestimate the power of a good night's rest

SKIMPING on sleep does awful things to your brain. Planning, problem-solving, learning, concentration,working memory and alertness all take a hit. IQ scores tumble. "If you have been awake for 21 hours straight, your abilities are equivalent to someone who is legally drunk," says Sean Drummond from the University of California, San Diego. And you don't need to pull an all-nighter to suffer the effects: two or three late nights and early mornings on the trot have the same effect.

Luckily, it's reversible - and more. If you let someone who isn't sleep-deprived have an extra hour or two of shut-eye, they perform much better than normal on tasks requiring sustained attention, such taking an exam. And being able to concentrate harder has knock-on benefits for overall mental performance. "Attention is the base of a mental pyramid," says Drummond. "If you boost that, you can't help boosting everything above it."

These are not the only benefits of a decent night's sleep. Sleep is when your brain processes new memories, practises and hones new skills - and even solves problems. Say you're trying to master a new video game. Instead of grinding away into the small hours, you would be better off playing for a couple of hours, then going to bed. While you are asleep your brain will reactivate the circuits it was using as you learned the game, rehearse them, and then shunt the new memories into long-term storage. When you wake up, hey presto! You will be a better player. The same applies to other skills such as playing the piano, driving a car and, some researchers claim, memorising facts and figures. Even taking a nap after training can help, says Carlyle Smith of Trent University in Peterborough, Ontario.

There is also some evidence that sleep can help produce moments of problem-solving insight. The famous story about the Russian chemist Dmitri Mendeleev suddenly "getting" the periodic table in a dream after a day spent struggling with the problem is probably true. It seems that sleep somehow allows the brain to juggle new memories to produce flashes of creative insight. So if you want to have a eureka moment, stop racking your brains and get your head down.

Body and mind

Physical exercise can boost brain as well as brawn

IT'S a dream come true for those who hate studying. Simply walking sedately for half an hour three times a week can improve abilities such as learning, concentration and abstract reasoning by 15 per cent. The effects are particularly noticeable in older people. Senior citizens who walk regularly perform better on memory tests than their sedentary peers. What's more, over several years their scores on a variety of cognitive tests show far less decline than those of non-walkers. Every extra mile a week has measurable benefits.

It's not only oldies who benefit, however. Angela Balding from the University of Exeter, UK, has found that schoolchildren who exercise three or four times a week get higher than average exam grades at age 10 or 11. The effect is strongest in boys, and while Balding admits that the link may not be causal, she suggests that aerobic exercise may boost mental powers by getting extra oxygen to your energy-guzzling brain.

There's another reason why your brain loves physical exercise: it promotes the growth of new brain cells. Until recently, received wisdom had it that we are born with a full complement of neurons and produce no new ones during our lifetime. Fred Gage from the Salk Institute in La Jolla, California, busted that myth in 2000 when he showed that even adults can grow new brain cells. He also found that exercise is one of the best ways to achieve this.

In mice, at least, the brain-building effects of exercise are strongest in the hippocampus, which is involved with learning and memory. This also happens to be the brain region that is damaged by elevated levels of the stress hormone cortisol. So if you are feeling frazzled, do your brain a favour and go for a run.

Even more gentle exercise, such as yoga, can do wonders for your brain. Last year, researchers at the University of California, Los Angeles, reported results from a pilot study in which they considered the mood-altering ability of different yoga poses. Comparing back bends, forward bends and standing poses, they concluded that the best way to get a mental lift is to bend over backwards.

And the effect works both ways. Just as physical exercise can boost the brain, mental exercise can boost the body. In 2001, researchers at the Cleveland Clinic Foundation in Ohio asked volunteers to spend just 15 minutes a day thinking about exercising their biceps. After 12 weeks, their arms were 13 per cent stronger.

Nuns on a run

If you don't want senility to interfere with your old age, perhaps you should seek some sisterly guidance

THE convent of the School Sisters of Notre Dame on Good Counsel Hill in Mankato, Minnesota, might seem an unusual place for a pioneering brain-science experiment. But a study of its 75 to 107-year-old inhabitants is revealing more about keeping the brain alive and healthy than perhaps any other to date. The "Nun study" is a unique collaboration between 678 Catholic sisters recruited in 1991 and Alzheimer's expert David Snowdon of the Sanders-Brown Center on Aging and the University of Kentucky in Lexington.

The sisters' miraculous longevity - the group boasts seven centenarians and many others well on their way - is surely in no small part attributable to their impeccable lifestyle. They do not drink or smoke, they live quietly and communally, they are spiritual and calm and they eat healthily and in moderation. Nevertheless, small differences between individual nuns could reveal the key to a healthy mind in later life.

Some of the nuns have suffered from Alzheimer's disease, but many have avoided any kind of dementia or senility. They include Sister Matthia, who was mentally fit and active from her birth in 1894 to the day she died peacefully in her sleep, aged 104. She was happy and productive, knitting mittens for the poor every day until the end of her life. A post-mortem of Sister Matthia's brain revealed no signs of excessive ageing. But in some other, remarkable cases, Snowdon has found sisters who showed no outwards signs of senility in life, yet had brains that looked as if they were ravaged by dementia.

How did Sister Matthia and the others cheat time? Snowdon's study, which includes an annual barrage of mental agility tests and detailed medical exams, has found several common denominators. The right amount of vitamin folate is one. Verbal ability early in life is another, as are positive emotions early in life, which were revealed by Snowdon's analysis of the personal autobiographical essays each woman wrote in her 20s as she took her vows. Activities, crosswords, knitting and exercising also helped to prevent senility, showing that the old adage "use it or lose it" is pertinent. And spirituality, or the positive attitude that comes from it, can't be overlooked. But individual differences also matter. To avoid dementia, your general health may be vital: metabolic problems, small strokes and head injuries seem to be common triggers of Alzheimer's dementia.

Obviously, you don't have to become a nun to stay mentally agile. We can all aspire to these kinds of improvements. As one of the sisters put it, "Think no evil, do no evil, hear no evil, and you will never write a best-selling novel."

Attention seeking

You can be smart, well-read, creative and knowledgeable, but none of it is any use if your mind isn't on the job

PAYING attention is a complex mental process, an interplay of zooming in on detail and stepping back to survey the big picture. So unfortunately there is no single remedy to enhance your concentration. But there are a few ways to improve it.

The first is to raise your arousal levels. The brain's attentional state is controlled by the neurotransmitters dopamine and noradrenalin. Dopamine encourages a persistent, goal-centred state of mind whereas noradrenalin produces an outward-looking, vigilant state. So not surprisingly, anything that raises dopamine levels can boost your powers of concentration.

One way to do this is with drugs such as amphetamines and the ADHD drug methylphenidate, better known as Ritalin. Caffeine also works. But if you prefer the drug-free approach, the best strategy is to sleep well, eat foods packed with slow-release sugars, and take lots of exercise. It also helps if you are trying to focus on something that you find interesting.

The second step is to cut down on distractions. Workplace studies have found that it takes up to 15 minutes to regain a deep state of concentration after a distraction such as a phone call. Just a few such interruptions and half the day is wasted.

Music can help as long as you listen to something familiar and soothing that serves primarily to drown out background noise. Psychologists also recommend that you avoid working near potential diversions, such as the fridge.

There are mental drills to deal with distractions. College counsellors routinely teach students to recognise when their thoughts are wandering, and catch themselves by saying "Stop! Be here now!" It sounds corny but can develop into a valuable habit. As any Zen meditator will tell you, concentration is as much a skill to be lovingly cultivated as it is a physiochemical state of the brain.

Positive feedback

Thought control is easier than you might imagine

IT SOUNDS a bit New Age, but there is a mysterious method of thought control you can learn that seems to boost brain power. No one quite knows how it works, and it is hard to describe exactly how to do it: it's not relaxation or concentration as such, more a state of mind. It's called neurofeedback. And it is slowly gaining scientific credibility.

Neurofeedback grew out of biofeedback therapy, popular in the 1960s. It works by showing people a real-time measure of some seemingly uncontrollable aspect of their physiology - heart rate, say - and encouraging them to try and change it. Astonishingly, many patients found that they could, though only rarely could they describe how they did it.

More recently, this technique has been applied to the brain - specifically to brain wave activity measured by an electroencephalogram, or EEG. The first attempts were aimed at boosting the size of the alpha wave, which crescendos when we are calm and focused. In one experiment, researchers linked the speed of a car in a computer game to the size of the alpha wave. They then asked subjects to make the car go faster using only their minds. Many managed to do so, and seemed to become more alert and focused as a result.

This early success encouraged others, and neurofeedback soon became a popular alternative therapy for ADHD. There is now good scientific evidence that it works, as well as some success in treating epilepsy, depression, tinnitus, anxiety, stroke and brain injuries.

And to keep up with the times, some experimenters have used brain scanners in place of EEGs. Scanners can allow people to see and control activity of specific parts of the brain. A team at Stanford University in California showed that people could learn to control pain by watching the activity of their pain centres (New Scientist, 1 May 2004, p 9).

But what about outside the clinic? Will neuro feedback ever allow ordinary people to boost their brain function? Possibly. John Gruzelier of Imperial College London has shown that it can improve medical students' memory and make them feel calmer before exams. He has also shown that it can improve musicians' and dancers' technique, and is testing it out on opera singers and surgeons.

Neils Birbaumer from the University of T�bingen in Germany wants to see whether neurofeedback can help psychopathic criminals control their impulsiveness. And there are hints that the method could boost creativity, enhance our orgasms, give shy people more confidence, lift low moods, alter the balance between left and right brain activity, and alter personality traits. All this by the power of thought.

Keep it clean in 19 minutes

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From: http://www.realsimple.com/realsimple/content/print/0,22304,1020737,00.html

Real Simple | The Keep-It-Clean Plan

The Keep-It-Clean Plan

With a plan of attack, you can maintain a sparkling house in just 19 minutes a day

KITCHEN, 4 1/2 minutes daily
Always start with the sink. "Keep it empty and shining," says Marla Cilley, author of Sink Reflections (Bantam, $15) and creator of www.FlyLady.net, a housekeeping website. A sparkling sink becomes your kitchen's benchmark for hygiene and tidiness, inspiring you to load the dishwasher immediately and keep counters, refrigerator doors, and the stove top spick-and-span, too.
  • Wipe down the sink after doing the dishes or loading the dishwasher (30 seconds).
  • Wipe down the stove top (one minute).
  • Wipe down the counters (one minute).
  • Sweep, Swiffer, or vacuum the floor (two minutes).


BATHROOM, 2 minutes daily
Make cleaning the basin as routine as washing your hands. But don't stop there. Get the most out of your premoistened wipe by using it to clean around the edges of the tub and then the toilet before tossing it.
  • Wipe out the sink (30 seconds). Wipe the toilet seat and rim (15 seconds).
  • Swoosh the toilet bowl with a brush (15 seconds).
  • Wipe the mirror and faucet (15 seconds).
  • Squeegee the shower door (30 seconds).
  • Spray the entire shower and the curtain liner with shower mist after every use (15 seconds).


BEDROOM, 6 1/2 minutes daily
Make your bed right before or after your morning shower. A neat bed with inspire you to deal with other messes immediately. Although smoothing sheets and plumping pillows might not seen like a high priority as you're rushing to work, the payoff comes at the end of the day, when you slip back under the unruffled covers.
  • Make the bed (two minutes).
  • Fold or hang clothing and put away jewelry (four minutes).
  • Straighten out the night-table surface (30 seconds).


FAMILY ROOM, LIVING ROOM, FOYER, 6 minutes daily
Start with the sofa — as long as it's in disarray, your living room will never look tidy. Once you've fluffed the pillows and folded the throws, you're halfway home. If you pop in a CD while you dust, you should be able cover the whole room by the end of the third track.
  • Pick up crumbs and dust bunnies with a handheld vacuum (one minute).
  • Fluff the cushions and fold throws after use (two minutes).
  • Wipe tabletops and spot-clean cabinets when you see fingerprints (one minute).
  • Straighten coffee-table books and magazines. Throw out newspapers. Put away CDs and videos. (Two minutes.)

You and your research

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From: http://www.cs.virginia.edu/~robins/YouAndYourResearch.html

You and Your Research

Richard Hamming

"You and Your Research"

Transcription of the
Bell Communications Research Colloquium Seminar
7 March 1986

J. F. Kaiser
Bell Communications Research
445 South Street
Morristown, NJ 07962-1910
jfk@bellcore.com

At a seminar in the Bell Communications Research Colloquia Series, Dr. Richard W. Hamming, a Professor at the Naval Postgraduate School in Monterey, California and a retired Bell Labs scientist, gave a very interesting and stimulating talk, `You and Your Research' to an overflow audience of some 200 Bellcore staff members and visitors at the Morris Research and Engineering Center on March 7, 1986. This talk centered on Hamming's observations and research on the question ``Why do so few scientists make significant contributions and so many are forgotten in the long run?'' From his more than forty years of experience, thirty of which were at Bell Laboratories, he has made a number of direct observations, asked very pointed questions of scientists about what, how, and why they did things, studied the lives of great scientists and great contributions, and has done introspection and studied theories of creativity. The talk is about what he has learned in terms of the properties of the individual scientists, their abilities, traits, working habits, attitudes, and philosophy.

In order to make the information in the talk more widely available, the tape recording that was made of that talk was carefully transcribed. This transcription includes the discussions which followed in the question and answer period. As with any talk, the transcribed version suffers from translation as all the inflections of voice and the gestures of the speaker are lost; one must listen to the tape recording to recapture that part of the presentation. While the recording of Richard Hamming's talk was completely intelligible, that of some of the questioner's remarks were not. Where the tape recording was not intelligible I have added in parentheses my impression of the questioner's remarks. Where there was a question and I could identify the questioner, I have checked with each to ensure the accuracy of my interpretation of their remarks.

INTRODUCTION OF DR. RICHARD W. HAMMING

As a speaker in the Bell Communications Research Colloquium Series, Dr. Richard W. Hamming of the Naval Postgraduate School in Monterey, California, was introduced by Alan G. Chynoweth, Vice President, Applied Research, Bell Communications Research.

Alan G. Chynoweth: Greetings colleagues, and also to many of our former colleagues from Bell Labs who, I understand, are here to be with us today on what I regard as a particularly felicitous occasion. It gives me very great pleasure indeed to introduce to you my old friend and colleague from many many years back, Richard Hamming, or Dick Hamming as he has always been know to all of us.

Dick is one of the all time greats in the mathematics and computer science arenas, as I'm sure the audience here does not need reminding. He received his early education at the Universities of Chicago and Nebraska, and got his Ph.D. at Illinois; he then joined the Los Alamos project during the war. Afterwards, in 1946, he joined Bell Labs. And that is, of course, where I met Dick - when I joined Bell Labs in their physics research organization. In those days, we were in the habit of lunching together as a physics group, and for some reason this strange fellow from mathematics was always pleased to join us. We were always happy to have him with us because he brought so many unorthodox ideas and views. Those lunches were stimulating, I can assure you.

While our professional paths have not been very close over the years, nevertheless I've always recognized Dick in the halls of Bell Labs and have always had tremendous admiration for what he was doing. I think the record speaks for itself. It is too long to go through all the details, but let me point out, for example, that he has written seven books and of those seven books which tell of various areas of mathematics and computers and coding and information theory, three are already well into their second edition. That is testimony indeed to the prolific output and the stature of Dick Hamming.

I think I last met him - it must have been about ten years ago - at a rather curious little conference in Dublin, Ireland where we were both speakers. As always, he was tremendously entertaining. Just one more example of the provocative thoughts that he comes up with: I remember him saying, ``There are wavelengths that people cannot see, there are sounds that people cannot hear, and maybe computers have thoughts that people cannot think.'' Well, with Dick Hamming around, we don't need a computer. I think that we are in for an extremely entertaining talk.

THE TALK: ``You and Your Research'' by Dr. Richard W. Hamming

It's a pleasure to be here. I doubt if I can live up to the Introduction. The title of my talk is, ``You and Your Research.'' It is not about managing research, it is about how you individually do your research. I could give a talk on the other subject - but it's not, it's about you. I'm not talking about ordinary run-of-the-mill research; I'm talking about great research. And for the sake of describing great research I'll occasionally say Nobel-Prize type of work. It doesn't have to gain the Nobel Prize, but I mean those kinds of things which we perceive are significant things. Relativity, if you want, Shannon's information theory, any number of outstanding theories - that's the kind of thing I'm talking about.

Now, how did I come to do this study? At Los Alamos I was brought in to run the computing machines which other people had got going, so those scientists and physicists could get back to business. I saw I was a stooge. I saw that although physically I was the same, they were different. And to put the thing bluntly, I was envious. I wanted to know why they were so different from me. I saw Feynman up close. I saw Fermi and Teller. I saw Oppenheimer. I saw Hans Bethe: he was my boss. I saw quite a few very capable people. I became very interested in the difference between those who do and those who might have done.

When I came to Bell Labs, I came into a very productive department. Bode was the department head at the time; Shannon was there, and there were other people. I continued examining the questions, ``Why?'' and ``What is the difference?'' I continued subsequently by reading biographies, autobiographies, asking people questions such as: ``How did you come to do this?'' I tried to find out what are the differences. And that's what this talk is about.

Now, why is this talk important? I think it is important because, as far as I know, each of you has one life to live. Even if you believe in reincarnation it doesn't do you any good from one life to the next! Why shouldn't you do significant things in this one life, however you define significant? I'm not going to define it - you know what I mean. I will talk mainly about science because that is what I have studied. But so far as I know, and I've been told by others, much of what I say applies to many fields. Outstanding work is characterized very much the same way in most fields, but I will confine myself to science.

In order to get at you individually, I must talk in the first person. I have to get you to drop modesty and say to yourself, ``Yes, I would like to do first-class work.'' Our society frowns on people who set out to do really good work. You're not supposed to; luck is supposed to descend on you and you do great things by chance. Well, that's a kind of dumb thing to say. I say, why shouldn't you set out to do something significant. You don't have to tell other people, but shouldn't you say to yourself, ``Yes, I would like to do something significant.''

In order to get to the second stage, I have to drop modesty and talk in the first person about what I've seen, what I've done, and what I've heard. I'm going to talk about people, some of whom you know, and I trust that when we leave, you won't quote me as saying some of the things I said.

Let me start not logically, but psychologically. I find that the major objection is that people think great science is done by luck. It's all a matter of luck. Well, consider Einstein. Note how many different things he did that were good. Was it all luck? Wasn't it a little too repetitive? Consider Shannon. He didn't do just information theory. Several years before, he did some other good things and some which are still locked up in the security of cryptography. He did many good things.

You see again and again, that it is more than one thing from a good person. Once in a while a person does only one thing in his whole life, and we'll talk about that later, but a lot of times there is repetition. I claim that luck will not cover everything. And I will cite Pasteur who said, ``Luck favors the prepared mind.'' And I think that says it the way I believe it. There is indeed an element of luck, and no, there isn't. The prepared mind sooner or later finds something important and does it. So yes, it is luck. The particular thing you do is luck, but that you do something is not.

For example, when I came to Bell Labs, I shared an office for a while with Shannon. At the same time he was doing information theory, I was doing coding theory. It is suspicious that the two of us did it at the same place and at the same time - it was in the atmosphere. And you can say, ``Yes, it was luck.'' On the other hand you can say, ``But why of all the people in Bell Labs then were those the two who did it?'' Yes, it is partly luck, and partly it is the prepared mind; but `partly' is the other thing I'm going to talk about. So, although I'll come back several more times to luck, I want to dispose of this matter of luck as being the sole criterion whether you do great work or not. I claim you have some, but not total, control over it. And I will quote, finally, Newton on the matter. Newton said, ``If others would think as hard as I did, then they would get similar results.''

One of the characteristics you see, and many people have it including great scientists, is that usually when they were young they had independent thoughts and had the courage to pursue them. For example, Einstein, somewhere around 12 or 14, asked himself the question, ``What would a light wave look like if I went with the velocity of light to look at it?'' Now he knew that electromagnetic theory says you cannot have a stationary local maximum. But if he moved along with the velocity of light, he would see a local maximum. He could see a contradiction at the age of 12, 14, or somewhere around there, that everything was not right and that the velocity of light had something peculiar. Is it luck that he finally created special relativity? Early on, he had laid down some of the pieces by thinking of the fragments. Now that's the necessary but not sufficient condition. All of these items I will talk about are both luck and not luck.

How about having lots of `brains?' It sounds good. Most of you in this room probably have more than enough brains to do first-class work. But great work is something else than mere brains. Brains are measured in various ways. In mathematics, theoretical physics, astrophysics, typically brains correlates to a great extent with the ability to manipulate symbols. And so the typical IQ test is apt to score them fairly high. On the other hand, in other fields it is something different. For example, Bill Pfann, the fellow who did zone melting, came into my office one day. He had this idea dimly in his mind about what he wanted and he had some equations. It was pretty clear to me that this man didn't know much mathematics and he wasn't really articulate. His problem seemed interesting so I took it home and did a little work. I finally showed him how to run computers so he could compute his own answers. I gave him the power to compute. He went ahead, with negligible recognition from his own department, but ultimately he has collected all the prizes in the field. Once he got well started, his shyness, his awkwardness, his inarticulateness, fell away and he became much more productive in many other ways. Certainly he became much more articulate.

And I can cite another person in the same way. I trust he isn't in the audience, i.e. a fellow named Clogston. I met him when I was working on a problem with John Pierce's group and I didn't think he had much. I asked my friends who had been with him at school, ``Was he like that in graduate school?'' ``Yes,'' they replied. Well I would have fired the fellow, but J. R. Pierce was smart and kept him on. Clogston finally did the Clogston cable. After that there was a steady stream of good ideas. One success brought him confidence and courage.

One of the characteristics of successful scientists is having courage. Once you get your courage up and believe that you can do important problems, then you can. If you think you can't, almost surely you are not going to. Courage is one of the things that Shannon had supremely. You have only to think of his major theorem. He wants to create a method of coding, but he doesn't know what to do so he makes a random code. Then he is stuck. And then he asks the impossible question, ``What would the average random code do?'' He then proves that the average code is arbitrarily good, and that therefore there must be at least one good code. Who but a man of infinite courage could have dared to think those thoughts? That is the characteristic of great scientists; they have courage. They will go forward under incredible circumstances; they think and continue to think.

Age is another factor which the physicists particularly worry about. They always are saying that you have got to do it when you are young or you will never do it. Einstein did things very early, and all the quantum mechanic fellows were disgustingly young when they did their best work. Most mathematicians, theoretical physicists, and astrophysicists do what we consider their best work when they are young. It is not that they don't do good work in their old age but what we value most is often what they did early. On the other hand, in music, politics and literature, often what we consider their best work was done late. I don't know how whatever field you are in fits this scale, but age has some effect.

But let me say why age seems to have the effect it does. In the first place if you do some good work you will find yourself on all kinds of committees and unable to do any more work. You may find yourself as I saw Brattain when he got a Nobel Prize. The day the prize was announced we all assembled in Arnold Auditorium; all three winners got up and made speeches. The third one, Brattain, practically with tears in his eyes, said, ``I know about this Nobel-Prize effect and I am not going to let it affect me; I am going to remain good old Walter Brattain.'' Well I said to myself, ``That is nice.'' But in a few weeks I saw it was affecting him. Now he could only work on great problems.

When you are famous it is hard to work on small problems. This is what did Shannon in. After information theory, what do you do for an encore? The great scientists often make this error. They fail to continue to plant the little acorns from which the mighty oak trees grow. They try to get the big thing right off. And that isn't the way things go. So that is another reason why you find that when you get early recognition it seems to sterilize you. In fact I will give you my favorite quotation of many years. The Institute for Advanced Study in Princeton, in my opinion, has ruined more good scientists than any institution has created, judged by what they did before they came and judged by what they did after. Not that they weren't good afterwards, but they were superb before they got there and were only good afterwards.

This brings up the subject, out of order perhaps, of working conditions. What most people think are the best working conditions, are not. Very clearly they are not because people are often most productive when working conditions are bad. One of the better times of the Cambridge Physical Laboratories was when they had practically shacks - they did some of the best physics ever.

I give you a story from my own private life. Early on it became evident to me that Bell Laboratories was not going to give me the conventional acre of programming people to program computing machines in absolute binary. It was clear they weren't going to. But that was the way everybody did it. I could go to the West Coast and get a job with the airplane companies without any trouble, but the exciting people were at Bell Labs and the fellows out there in the airplane companies were not. I thought for a long while about, ``Did I want to go or not?'' and I wondered how I could get the best of two possible worlds. I finally said to myself, ``Hamming, you think the machines can do practically everything. Why can't you make them write programs?'' What appeared at first to me as a defect forced me into automatic programming very early. What appears to be a fault, often, by a change of viewpoint, turns out to be one of the greatest assets you can have. But you are not likely to think that when you first look the thing and say, ``Gee, I'm never going to get enough programmers, so how can I ever do any great programming?''

And there are many other stories of the same kind; Grace Hopper has similar ones. I think that if you look carefully you will see that often the great scientists, by turning the problem around a bit, changed a defect to an asset. For example, many scientists when they found they couldn't do a problem finally began to study why not. They then turned it around the other way and said, ``But of course, this is what it is'' and got an important result. So ideal working conditions are very strange. The ones you want aren't always the best ones for you.

Now for the matter of drive. You observe that most great scientists have tremendous drive. I worked for ten years with John Tukey at Bell Labs. He had tremendous drive. One day about three or four years after I joined, I discovered that John Tukey was slightly younger than I was. John was a genius and I clearly was not. Well I went storming into Bode's office and said, ``How can anybody my age know as much as John Tukey does?'' He leaned back in his chair, put his hands behind his head, grinned slightly, and said, ``You would be surprised Hamming, how much you would know if you worked as hard as he did that many years.'' I simply slunk out of the office!

What Bode was saying was this: ``Knowledge and productivity are like compound interest.'' Given two people of approximately the same ability and one person who works ten percent more than the other, the latter will more than twice outproduce the former. The more you know, the more you learn; the more you learn, the more you can do; the more you can do, the more the opportunity - it is very much like compound interest. I don't want to give you a rate, but it is a very high rate. Given two people with exactly the same ability, the one person who manages day in and day out to get in one more hour of thinking will be tremendously more productive over a lifetime. I took Bode's remark to heart; I spent a good deal more of my time for some years trying to work a bit harder and I found, in fact, I could get more work done. I don't like to say it in front of my wife, but I did sort of neglect her sometimes; I needed to study. You have to neglect things if you intend to get what you want done. There's no question about this.

On this matter of drive Edison says, ``Genius is 99% perspiration and 1% inspiration.'' He may have been exaggerating, but the idea is that solid work, steadily applied, gets you surprisingly far. The steady application of effort with a little bit more work, intelligently applied is what does it. That's the trouble; drive, misapplied, doesn't get you anywhere. I've often wondered why so many of my good friends at Bell Labs who worked as hard or harder than I did, didn't have so much to show for it. The misapplication of effort is a very serious matter. Just hard work is not enough - it must be applied sensibly.

There's another trait on the side which I want to talk about; that trait is ambiguity. It took me a while to discover its importance. Most people like to believe something is or is not true. Great scientists tolerate ambiguity very well. They believe the theory enough to go ahead; they doubt it enough to notice the errors and faults so they can step forward and create the new replacement theory. If you believe too much you'll never notice the flaws; if you doubt too much you won't get started. It requires a lovely balance. But most great scientists are well aware of why their theories are true and they are also well aware of some slight misfits which don't quite fit and they don't forget it. Darwin writes in his autobiography that he found it necessary to write down every piece of evidence which appeared to contradict his beliefs because otherwise they would disappear from his mind. When you find apparent flaws you've got to be sensitive and keep track of those things, and keep an eye out for how they can be explained or how the theory can be changed to fit them. Those are often the great contributions. Great contributions are rarely done by adding another decimal place. It comes down to an emotional commitment. Most great scientists are completely committed to their problem. Those who don't become committed seldom produce outstanding, first-class work.

Now again, emotional commitment is not enough. It is a necessary condition apparently. And I think I can tell you the reason why. Everybody who has studied creativity is driven finally to saying, ``creativity comes out of your subconscious.'' Somehow, suddenly, there it is. It just appears. Well, we know very little about the subconscious; but one thing you are pretty well aware of is that your dreams also come out of your subconscious. And you're aware your dreams are, to a fair extent, a reworking of the experiences of the day. If you are deeply immersed and committed to a topic, day after day after day, your subconscious has nothing to do but work on your problem. And so you wake up one morning, or on some afternoon, and there's the answer. For those who don't get committed to their current problem, the subconscious goofs off on other things and doesn't produce the big result. So the way to manage yourself is that when you have a real important problem you don't let anything else get the center of your attention - you keep your thoughts on the problem. Keep your subconscious starved so it has to work on your problem, so you can sleep peacefully and get the answer in the morning, free.

Now Alan Chynoweth mentioned that I used to eat at the physics table. I had been eating with the mathematicians and I found out that I already knew a fair amount of mathematics; in fact, I wasn't learning much. The physics table was, as he said, an exciting place, but I think he exaggerated on how much I contributed. It was very interesting to listen to Shockley, Brattain, Bardeen, J. B. Johnson, Ken McKay and other people, and I was learning a lot. But unfortunately a Nobel Prize came, and a promotion came, and what was left was the dregs. Nobody wanted what was left. Well, there was no use eating with them!

Over on the other side of the dining hall was a chemistry table. I had worked with one of the fellows, Dave McCall; furthermore he was courting our secretary at the time. I went over and said, ``Do you mind if I join you?'' They can't say no, so I started eating with them for a while. And I started asking, ``What are the important problems of your field?'' And after a week or so, ``What important problems are you working on?'' And after some more time I came in one day and said, ``If what you are doing is not important, and if you don't think it is going to lead to something important, why are you at Bell Labs working on it?'' I wasn't welcomed after that; I had to find somebody else to eat with! That was in the spring.

In the fall, Dave McCall stopped me in the hall and said, ``Hamming, that remark of yours got underneath my skin. I thought about it all summer, i.e. what were the important problems in my field. I haven't changed my research,'' he says, ``but I think it was well worthwhile.'' And I said, ``Thank you Dave,'' and went on. I noticed a couple of months later he was made the head of the department. I noticed the other day he was a Member of the National Academy of Engineering. I noticed he has succeeded. I have never heard the names of any of the other fellows at that table mentioned in science and scientific circles. They were unable to ask themselves, ``What are the important problems in my field?''

If you do not work on an important problem, it's unlikely you'll do important work. It's perfectly obvious. Great scientists have thought through, in a careful way, a number of important problems in their field, and they keep an eye on wondering how to attack them. Let me warn you, `important problem' must be phrased carefully. The three outstanding problems in physics, in a certain sense, were never worked on while I was at Bell Labs. By important I mean guaranteed a Nobel Prize and any sum of money you want to mention. We didn't work on (1) time travel, (2) teleportation, and (3) antigravity. They are not important problems because we do not have an attack. It's not the consequence that makes a problem important, it is that you have a reasonable attack. That is what makes a problem important. When I say that most scientists don't work on important problems, I mean it in that sense. The average scientist, so far as I can make out, spends almost all his time working on problems which he believes will not be important and he also doesn't believe that they will lead to important problems.

I spoke earlier about planting acorns so that oaks will grow. You can't always know exactly where to be, but you can keep active in places where something might happen. And even if you believe that great science is a matter of luck, you can stand on a mountain top where lightning strikes; you don't have to hide in the valley where you're safe. But the average scientist does routine safe work almost all the time and so he (or she) doesn't produce much. It's that simple. If you want to do great work, you clearly must work on important problems, and you should have an idea.

Along those lines at some urging from John Tukey and others, I finally adopted what I called ``Great Thoughts Time.'' When I went to lunch Friday noon, I would only discuss great thoughts after that. By great thoughts I mean ones like: ``What will be the role of computers in all of AT&T?'', ``How will computers change science?'' For example, I came up with the observation at that time that nine out of ten experiments were done in the lab and one in ten on the computer. I made a remark to the vice presidents one time, that it would be reversed, i.e. nine out of ten experiments would be done on the computer and one in ten in the lab. They knew I was a crazy mathematician and had no sense of reality. I knew they were wrong and they've been proved wrong while I have been proved right. They built laboratories when they didn't need them. I saw that computers were transforming science because I spent a lot of time asking ``What will be the impact of computers on science and how can I change it?'' I asked myself, ``How is it going to change Bell Labs?'' I remarked one time, in the same address, that more than one-half of the people at Bell Labs will be interacting closely with computing machines before I leave. Well, you all have terminals now. I thought hard about where was my field going, where were the opportunities, and what were the important things to do. Let me go there so there is a chance I can do important things.

Most great scientists know many important problems. They have something between 10 and 20 important problems for which they are looking for an attack. And when they see a new idea come up, one hears them say ``Well that bears on this problem.'' They drop all the other things and get after it. Now I can tell you a horror story that was told to me but I can't vouch for the truth of it. I was sitting in an airport talking to a friend of mine from Los Alamos about how it was lucky that the fission experiment occurred over in Europe when it did because that got us working on the atomic bomb here in the US. He said ``No; at Berkeley we had gathered a bunch of data; we didn't get around to reducing it because we were building some more equipment, but if we had reduced that data we would have found fission.'' They had it in their hands and they didn't pursue it. They came in second!

The great scientists, when an opportunity opens up, get after it and they pursue it. They drop all other things. They get rid of other things and they get after an idea because they had already thought the thing through. Their minds are prepared; they see the opportunity and they go after it. Now of course lots of times it doesn't work out, but you don't have to hit many of them to do some great science. It's kind of easy. One of the chief tricks is to live a long time!

Another trait, it took me a while to notice. I noticed the following facts about people who work with the door open or the door closed. I notice that if you have the door to your office closed, you get more work done today and tomorrow, and you are more productive than most. But 10 years later somehow you don't know quite know what problems are worth working on; all the hard work you do is sort of tangential in importance. He who works with the door open gets all kinds of interruptions, but he also occasionally gets clues as to what the world is and what might be important. Now I cannot prove the cause and effect sequence because you might say, ``The closed door is symbolic of a closed mind.'' I don't know. But I can say there is a pretty good correlation between those who work with the doors open and those who ultimately do important things, although people who work with doors closed often work harder. Somehow they seem to work on slightly the wrong thing - not much, but enough that they miss fame.

I want to talk on another topic. It is based on the song which I think many of you know, ``It ain't what you do, it's the way that you do it.'' I'll start with an example of my own. I was conned into doing on a digital computer, in the absolute binary days, a problem which the best analog computers couldn't do. And I was getting an answer. When I thought carefully and said to myself, ``You know, Hamming, you're going to have to file a report on this military job; after you spend a lot of money you're going to have to account for it and every analog installation is going to want the report to see if they can't find flaws in it.'' I was doing the required integration by a rather crummy method, to say the least, but I was getting the answer. And I realized that in truth the problem was not just to get the answer; it was to demonstrate for the first time, and beyond question, that I could beat the analog computer on its own ground with a digital machine. I reworked the method of solution, created a theory which was nice and elegant, and changed the way we computed the answer; the results were no different. The published report had an elegant method which was later known for years as ``Hamming's Method of Integrating Differential Equations.'' It is somewhat obsolete now, but for a while it was a very good method. By changing the problem slightly, I did important work rather than trivial work.

In the same way, when using the machine up in the attic in the early days, I was solving one problem after another after another; a fair number were successful and there were a few failures. I went home one Friday after finishing a problem, and curiously enough I wasn't happy; I was depressed. I could see life being a long sequence of one problem after another after another. After quite a while of thinking I decided, ``No, I should be in the mass production of a variable product. I should be concerned with all of next year's problems, not just the one in front of my face.'' By changing the question I still got the same kind of results or better, but I changed things and did important work. I attacked the major problem - How do I conquer machines and do all of next year's problems when I don't know what they are going to be? How do I prepare for it? How do I do this one so I'll be on top of it? How do I obey Newton's rule? He said, ``If I have seen further than others, it is because I've stood on the shoulders of giants.'' These days we stand on each other's feet!

You should do your job in such a fashion that others can build on top of it, so they will indeed say, ``Yes, I've stood on so and so's shoulders and I saw further.'' The essence of science is cumulative. By changing a problem slightly you can often do great work rather than merely good work. Instead of attacking isolated problems, I made the resolution that I would never again solve an isolated problem except as characteristic of a class.

Now if you are much of a mathematician you know that the effort to generalize often means that the solution is simple. Often by stopping and saying, ``This is the problem he wants but this is characteristic of so and so. Yes, I can attack the whole class with a far superior method than the particular one because I was earlier embedded in needless detail.'' The business of abstraction frequently makes things simple. Furthermore, I filed away the methods and prepared for the future problems.

To end this part, I'll remind you, ``It is a poor workman who blames his tools - the good man gets on with the job, given what he's got, and gets the best answer he can.'' And I suggest that by altering the problem, by looking at the thing differently, you can make a great deal of difference in your final productivity because you can either do it in such a fashion that people can indeed build on what you've done, or you can do it in such a fashion that the next person has to essentially duplicate again what you've done. It isn't just a matter of the job, it's the way you write the report, the way you write the paper, the whole attitude. It's just as easy to do a broad, general job as one very special case. And it's much more satisfying and rewarding!

I have now come down to a topic which is very distasteful; it is not sufficient to do a job, you have to sell it. `Selling' to a scientist is an awkward thing to do. It's very ugly; you shouldn't have to do it. The world is supposed to be waiting, and when you do something great, they should rush out and welcome it. But the fact is everyone is busy with their own work. You must present it so well that they will set aside what they are doing, look at what you've done, read it, and come back and say, ``Yes, that was good.'' I suggest that when you open a journal, as you turn the pages, you ask why you read some articles and not others. You had better write your report so when it is published in the Physical Review, or wherever else you want it, as the readers are turning the pages they won't just turn your pages but they will stop and read yours. If they don't stop and read it, you won't get credit.

There are three things you have to do in selling. You have to learn to write clearly and well so that people will read it, you must learn to give reasonably formal talks, and you also must learn to give informal talks. We had a lot of so-called `back room scientists.' In a conference, they would keep quiet. Three weeks later after a decision was made they filed a report saying why you should do so and so. Well, it was too late. They would not stand up right in the middle of a hot conference, in the middle of activity, and say, ``We should do this for these reasons.'' You need to master that form of communication as well as prepared speeches.

When I first started, I got practically physically ill while giving a speech, and I was very, very nervous. I realized I either had to learn to give speeches smoothly or I would essentially partially cripple my whole career. The first time IBM asked me to give a speech in New York one evening, I decided I was going to give a really good speech, a speech that was wanted, not a technical one but a broad one, and at the end if they liked it, I'd quietly say, ``Any time you want one I'll come in and give you one.'' As a result, I got a great deal of practice giving speeches to a limited audience and I got over being afraid. Furthermore, I could also then study what methods were effective and what were ineffective.

While going to meetings I had already been studying why some papers are remembered and most are not. The technical person wants to give a highly limited technical talk. Most of the time the audience wants a broad general talk and wants much more survey and background than the speaker is willing to give. As a result, many talks are ineffective. The speaker names a topic and suddenly plunges into the details he's solved. Few people in the audience may follow. You should paint a general picture to say why it's important, and then slowly give a sketch of what was done. Then a larger number of people will say, ``Yes, Joe has done that,'' or ``Mary has done that; I really see where it is; yes, Mary really gave a good talk; I understand what Mary has done.'' The tendency is to give a highly restricted, safe talk; this is usually ineffective. Furthermore, many talks are filled with far too much information. So I say this idea of selling is obvious.

Let me summarize. You've got to work on important problems. I deny that it is all luck, but I admit there is a fair element of luck. I subscribe to Pasteur's ``Luck favors the prepared mind.'' I favor heavily what I did. Friday afternoons for years - great thoughts only - means that I committed 10% of my time trying to understand the bigger problems in the field, i.e. what was and what was not important. I found in the early days I had believed `this' and yet had spent all week marching in `that' direction. It was kind of foolish. If I really believe the action is over there, why do I march in this direction? I either had to change my goal or change what I did. So I changed something I did and I marched in the direction I thought was important. It's that easy.

Now you might tell me you haven't got control over what you have to work on. Well, when you first begin, you may not. But once you're moderately successful, there are more people asking for results than you can deliver and you have some power of choice, but not completely. I'll tell you a story about that, and it bears on the subject of educating your boss. I had a boss named Schelkunoff; he was, and still is, a very good friend of mine. Some military person came to me and demanded some answers by Friday. Well, I had already dedicated my computing resources to reducing data on the fly for a group of scientists; I was knee deep in short, small, important problems. This military person wanted me to solve his problem by the end of the day on Friday. I said, ``No, I'll give it to you Monday. I can work on it over the weekend. I'm not going to do it now.'' He goes down to my boss, Schelkunoff, and Schelkunoff says, ``You must run this for him; he's got to have it by Friday.'' I tell him, ``Why do I?''; he says, ``You have to.'' I said, ``Fine, Sergei, but you're sitting in your office Friday afternoon catching the late bus home to watch as this fellow walks out that door.'' I gave the military person the answers late Friday afternoon. I then went to Schelkunoff's office and sat down; as the man goes out I say, ``You see Schelkunoff, this fellow has nothing under his arm; but I gave him the answers.'' On Monday morning Schelkunoff called him up and said, ``Did you come in to work over the weekend?'' I could hear, as it were, a pause as the fellow ran through his mind of what was going to happen; but he knew he would have had to sign in, and he'd better not say he had when he hadn't, so he said he hadn't. Ever after that Schelkunoff said, ``You set your deadlines; you can change them.''

One lesson was sufficient to educate my boss as to why I didn't want to do big jobs that displaced exploratory research and why I was justified in not doing crash jobs which absorb all the research computing facilities. I wanted instead to use the facilities to compute a large number of small problems. Again, in the early days, I was limited in computing capacity and it was clear, in my area, that a ``mathematician had no use for machines.'' But I needed more machine capacity. Every time I had to tell some scientist in some other area, ``No I can't; I haven't the machine capacity,'' he complained. I said ``Go tell your Vice President that Hamming needs more computing capacity.'' After a while I could see what was happening up there at the top; many people said to my Vice President, ``Your man needs more computing capacity.'' I got it!

I also did a second thing. When I loaned what little programming power we had to help in the early days of computing, I said, ``We are not getting the recognition for our programmers that they deserve. When you publish a paper you will thank that programmer or you aren't getting any more help from me. That programmer is going to be thanked by name; she's worked hard.'' I waited a couple of years. I then went through a year of BSTJ articles and counted what fraction thanked some programmer. I took it into the boss and said, ``That's the central role computing is playing in Bell Labs; if the BSTJ is important, that's how important computing is.'' He had to give in. You can educate your bosses. It's a hard job. In this talk I'm only viewing from the bottom up; I'm not viewing from the top down. But I am telling you how you can get what you want in spite of top management. You have to sell your ideas there also.

Well I now come down to the topic, ``Is the effort to be a great scientist worth it?'' To answer this, you must ask people. When you get beyond their modesty, most people will say, ``Yes, doing really first-class work, and knowing it, is as good as wine, women and song put together,'' or if it's a woman she says, ``It is as good as wine, men and song put together.'' And if you look at the bosses, they tend to come back or ask for reports, trying to participate in those moments of discovery. They're always in the way. So evidently those who have done it, want to do it again. But it is a limited survey. I have never dared to go out and ask those who didn't do great work how they felt about the matter. It's a biased sample, but I still think it is worth the struggle. I think it is very definitely worth the struggle to try and do first-class work because the truth is, the value is in the struggle more than it is in the result. The struggle to make something of yourself seems to be worthwhile in itself. The success and fame are sort of dividends, in my opinion.

I've told you how to do it. It is so easy, so why do so many people, with all their talents, fail? For example, my opinion, to this day, is that there are in the mathematics department at Bell Labs quite a few people far more able and far better endowed than I, but they didn't produce as much. Some of them did produce more than I did; Shannon produced more than I did, and some others produced a lot, but I was highly productive against a lot of other fellows who were better equipped. Why is it so? What happened to them? Why do so many of the people who have great promise, fail?

Well, one of the reasons is drive and commitment. The people who do great work with less ability but who are committed to it, get more done that those who have great skill and dabble in it, who work during the day and go home and do other things and come back and work the next day. They don't have the deep commitment that is apparently necessary for really first-class work. They turn out lots of good work, but we were talking, remember, about first-class work. There is a difference. Good people, very talented people, almost always turn out good work. We're talking about the outstanding work, the type of work that gets the Nobel Prize and gets recognition.

The second thing is, I think, the problem of personality defects. Now I'll cite a fellow whom I met out in Irvine. He had been the head of a computing center and he was temporarily on assignment as a special assistant to the president of the university. It was obvious he had a job with a great future. He took me into his office one time and showed me his method of getting letters done and how he took care of his correspondence. He pointed out how inefficient the secretary was. He kept all his letters stacked around there; he knew where everything was. And he would, on his word processor, get the letter out. He was bragging how marvelous it was and how he could get so much more work done without the secretary's interference. Well, behind his back, I talked to the secretary. The secretary said, ``Of course I can't help him; I don't get his mail. He won't give me the stuff to log in; I don't know where he puts it on the floor. Of course I can't help him.'' So I went to him and said, ``Look, if you adopt the present method and do what you can do single-handedly, you can go just that far and no farther than you can do single-handedly. If you will learn to work with the system, you can go as far as the system will support you.'' And, he never went any further. He had his personality defect of wanting total control and was not willing to recognize that you need the support of the system.

You find this happening again and again; good scientists will fight the system rather than learn to work with the system and take advantage of all the system has to offer. It has a lot, if you learn how to use it. It takes patience, but you can learn how to use the system pretty well, and you can learn how to get around it. After all, if you want a decision `No', you just go to your boss and get a `No' easy. If you want to do something, don't ask, do it. Present him with an accomplished fact. Don't give him a chance to tell you `No'. But if you want a `No', it's easy to get a `No'.

Another personality defect is ego assertion and I'll speak in this case of my own experience. I came from Los Alamos and in the early days I was using a machine in New York at 590 Madison Avenue where we merely rented time. I was still dressing in western clothes, big slash pockets, a bolo and all those things. I vaguely noticed that I was not getting as good service as other people. So I set out to measure. You came in and you waited for your turn; I felt I was not getting a fair deal. I said to myself, ``Why? No Vice President at IBM said, `Give Hamming a bad time'. It is the secretaries at the bottom who are doing this. When a slot appears, they'll rush to find someone to slip in, but they go out and find somebody else. Now, why? I haven't mistreated them.'' Answer, I wasn't dressing the way they felt somebody in that situation should. It came down to just that - I wasn't dressing properly. I had to make the decision - was I going to assert my ego and dress the way I wanted to and have it steadily drain my effort from my professional life, or was I going to appear to conform better? I decided I would make an effort to appear to conform properly. The moment I did, I got much better service. And now, as an old colorful character, I get better service than other people.

You should dress according to the expectations of the audience spoken to. If I am going to give an address at the MIT computer center, I dress with a bolo and an old corduroy jacket or something else. I know enough not to let my clothes, my appearance, my manners get in the way of what I care about. An enormous number of scientists feel they must assert their ego and do their thing their way. They have got to be able to do this, that, or the other thing, and they pay a steady price.

John Tukey almost always dressed very casually. He would go into an important office and it would take a long time before the other fellow realized that this is a first-class man and he had better listen. For a long time John has had to overcome this kind of hostility. It's wasted effort! I didn't say you should conform; I said ``The appearance of conforming gets you a long way.'' If you chose to assert your ego in any number of ways, ``I am going to do it my way,'' you pay a small steady price throughout the whole of your professional career. And this, over a whole lifetime, adds up to an enormous amount of needless trouble.

By taking the trouble to tell jokes to the secretaries and being a little friendly, I got superb secretarial help. For instance, one time for some idiot reason all the reproducing services at Murray Hill were tied up. Don't ask me how, but they were. I wanted something done. My secretary called up somebody at Holmdel, hopped the company car, made the hour-long trip down and got it reproduced, and then came back. It was a payoff for the times I had made an effort to cheer her up, tell her jokes and be friendly; it was that little extra work that later paid off for me. By realizing you have to use the system and studying how to get the system to do your work, you learn how to adapt the system to your desires. Or you can fight it steadily, as a small undeclared war, for the whole of your life.

And I think John Tukey paid a terrible price needlessly. He was a genius anyhow, but I think it would have been far better, and far simpler, had he been willing to conform a little bit instead of ego asserting. He is going to dress the way he wants all of the time. It applies not only to dress but to a thousand other things; people will continue to fight the system. Not that you shouldn't occasionally!

When they moved the library from the middle of Murray Hill to the far end, a friend of mine put in a request for a bicycle. Well, the organization was not dumb. They waited awhile and sent back a map of the grounds saying, ``Will you please indicate on this map what paths you are going to take so we can get an insurance policy covering you.'' A few more weeks went by. They then asked, ``Where are you going to store the bicycle and how will it be locked so we can do so and so.'' He finally realized that of course he was going to be red-taped to death so he gave in. He rose to be the President of Bell Laboratories.

Barney Oliver was a good man. He wrote a letter one time to the IEEE. At that time the official shelf space at Bell Labs was so much and the height of the IEEE Proceedings at that time was larger; and since you couldn't change the size of the official shelf space he wrote this letter to the IEEE Publication person saying, ``Since so many IEEE members were at Bell Labs and since the official space was so high the journal size should be changed.'' He sent it for his boss's signature. Back came a carbon with his signature, but he still doesn't know whether the original was sent or not. I am not saying you shouldn't make gestures of reform. I am saying that my study of able people is that they don't get themselves committed to that kind of warfare. They play it a little bit and drop it and get on with their work.

Many a second-rate fellow gets caught up in some little twitting of the system, and carries it through to warfare. He expends his energy in a foolish project. Now you are going to tell me that somebody has to change the system. I agree; somebody's has to. Which do you want to be? The person who changes the system or the person who does first-class science? Which person is it that you want to be? Be clear, when you fight the system and struggle with it, what you are doing, how far to go out of amusement, and how much to waste your effort fighting the system. My advice is to let somebody else do it and you get on with becoming a first-class scientist. Very few of you have the ability to both reform the system and become a first-class scientist.

On the other hand, we can't always give in. There are times when a certain amount of rebellion is sensible. I have observed almost all scientists enjoy a certain amount of twitting the system for the sheer love of it. What it comes down to basically is that you cannot be original in one area without having originality in others. Originality is being different. You can't be an original scientist without having some other original characteristics. But many a scientist has let his quirks in other places make him pay a far higher price than is necessary for the ego satisfaction he or she gets. I'm not against all ego assertion; I'm against some.

Another fault is anger. Often a scientist becomes angry, and this is no way to handle things. Amusement, yes, anger, no. Anger is misdirected. You should follow and cooperate rather than struggle against the system all the time.

Another thing you should look for is the positive side of things instead of the negative. I have already given you several examples, and there are many, many more; how, given the situation, by changing the way I looked at it, I converted what was apparently a defect to an asset. I'll give you another example. I am an egotistical person; there is no doubt about it. I knew that most people who took a sabbatical to write a book, didn't finish it on time. So before I left, I told all my friends that when I come back, that book was going to be done! Yes, I would have it done - I'd have been ashamed to come back without it! I used my ego to make myself behave the way I wanted to. I bragged about something so I'd have to perform. I found out many times, like a cornered rat in a real trap, I was surprisingly capable. I have found that it paid to say, ``Oh yes, I'll get the answer for you Tuesday,'' not having any idea how to do it. By Sunday night I was really hard thinking on how I was going to deliver by Tuesday. I often put my pride on the line and sometimes I failed, but as I said, like a cornered rat I'm surprised how often I did a good job. I think you need to learn to use yourself. I think you need to know how to convert a situation from one view to another which would increase the chance of success.

Now self-delusion in humans is very, very common. There are enumerable ways of you changing a thing and kidding yourself and making it look some other way. When you ask, ``Why didn't you do such and such,'' the person has a thousand alibis. If you look at the history of science, usually these days there are 10 people right there ready, and we pay off for the person who is there first. The other nine fellows say, ``Well, I had the idea but I didn't do it and so on and so on.'' There are so many alibis. Why weren't you first? Why didn't you do it right? Don't try an alibi. Don't try and kid yourself. You can tell other people all the alibis you want. I don't mind. But to yourself try to be honest.

If you really want to be a first-class scientist you need to know yourself, your weaknesses, your strengths, and your bad faults, like my egotism. How can you convert a fault to an asset? How can you convert a situation where you haven't got enough manpower to move into a direction when that's exactly what you need to do? I say again that I have seen, as I studied the history, the successful scientist changed the viewpoint and what was a defect became an asset.

In summary, I claim that some of the reasons why so many people who have greatness within their grasp don't succeed are: they don't work on important problems, they don't become emotionally involved, they don't try and change what is difficult to some other situation which is easily done but is still important, and they keep giving themselves alibis why they don't. They keep saying that it is a matter of luck. I've told you how easy it is; furthermore I've told you how to reform. Therefore, go forth and become great scientists!

(End of the formal part of the talk.)

DISCUSSION - QUESTIONS AND ANSWERS

A. G. Chynoweth: Well that was 50 minutes of concentrated wisdom and observations accumulated over a fantastic career; I lost track of all the observations that were striking home. Some of them are very very timely. One was the plea for more computer capacity; I was hearing nothing but that this morning from several people, over and over again. So that was right on the mark today even though here we are 20 - 30 years after when you were making similar remarks, Dick. I can think of all sorts of lessons that all of us can draw from your talk. And for one, as I walk around the halls in the future I hope I won't see as many closed doors in Bellcore. That was one observation I thought was very intriguing.

Thank you very, very much indeed Dick; that was a wonderful recollection. I'll now open it up for questions. I'm sure there are many people who would like to take up on some of the points that Dick was making.

Hamming: First let me respond to Alan Chynoweth about computing. I had computing in research and for 10 years I kept telling my management, ``Get that !&@#% machine out of research. We are being forced to run problems all the time. We can't do research because were too busy operating and running the computing machines.'' Finally the message got through. They were going to move computing out of research to someplace else. I was persona non grata to say the least and I was surprised that people didn't kick my shins because everybody was having their toy taken away from them. I went in to Ed David's office and said, ``Look Ed, you've got to give your researchers a machine. If you give them a great big machine, we'll be back in the same trouble we were before, so busy keeping it going we can't think. Give them the smallest machine you can because they are very able people. They will learn how to do things on a small machine instead of mass computing.'' As far as I'm concerned, that's how UNIX arose. We gave them a moderately small machine and they decided to make it do great things. They had to come up with a system to do it on. It is called UNIX!

A. G. Chynoweth: I just have to pick up on that one. In our present environment, Dick, while we wrestle with some of the red tape attributed to, or required by, the regulators, there is one quote that one exasperated AVP came up with and I've used it over and over again. He growled that, ``UNIX was never a deliverable!''

Question: What about personal stress? Does that seem to make a difference?

Hamming: Yes, it does. If you don't get emotionally involved, it doesn't. I had incipient ulcers most of the years that I was at Bell Labs. I have since gone off to the Naval Postgraduate School and laid back somewhat, and now my health is much better. But if you want to be a great scientist you're going to have to put up with stress. You can lead a nice life; you can be a nice guy or you can be a great scientist. But nice guys end last, is what Leo Durocher said. If you want to lead a nice happy life with a lot of recreation and everything else, you'll lead a nice life.

Question: The remarks about having courage, no one could argue with; but those of us who have gray hairs or who are well established don't have to worry too much. But what I sense among the young people these days is a real concern over the risk taking in a highly competitive environment. Do you have any words of wisdom on this?

Hamming: I'll quote Ed David more. Ed David was concerned about the general loss of nerve in our society. It does seem to me that we've gone through various periods. Coming out of the war, coming out of Los Alamos where we built the bomb, coming out of building the radars and so on, there came into the mathematics department, and the research area, a group of people with a lot of guts. They've just seen things done; they've just won a war which was fantastic. We had reasons for having courage and therefore we did a great deal. I can't arrange that situation to do it again. I cannot blame the present generation for not having it, but I agree with what you say; I just cannot attach blame to it. It doesn't seem to me they have the desire for greatness; they lack the courage to do it. But we had, because we were in a favorable circumstance to have it; we just came through a tremendously successful war. In the war we were looking very, very bad for a long while; it was a very desperate struggle as you well know. And our success, I think, gave us courage and self confidence; that's why you see, beginning in the late forties through the fifties, a tremendous productivity at the labs which was stimulated from the earlier times. Because many of us were earlier forced to learn other things - we were forced to learn the things we didn't want to learn, we were forced to have an open door - and then we could exploit those things we learned. It is true, and I can't do anything about it; I cannot blame the present generation either. It's just a fact.

Question: Is there something management could or should do?

Hamming: Management can do very little. If you want to talk about managing research, that's a totally different talk. I'd take another hour doing that. This talk is about how the individual gets very successful research done in spite of anything the management does or in spite of any other opposition. And how do you do it? Just as I observe people doing it. It's just that simple and that hard!

Question: Is brainstorming a daily process?

Hamming: Once that was a very popular thing, but it seems not to have paid off. For myself I find it desirable to talk to other people; but a session of brainstorming is seldom worthwhile. I do go in to strictly talk to somebody and say, ``Look, I think there has to be something here. Here's what I think I see ...'' and then begin talking back and forth. But you want to pick capable people. To use another analogy, you know the idea called the `critical mass.' If you have enough stuff you have critical mass. There is also the idea I used to call `sound absorbers'. When you get too many sound absorbers, you give out an idea and they merely say, ``Yes, yes, yes.'' What you want to do is get that critical mass in action; ``Yes, that reminds me of so and so,'' or, ``Have you thought about that or this?'' When you talk to other people, you want to get rid of those sound absorbers who are nice people but merely say, ``Oh yes,'' and to find those who will stimulate you right back.

For example, you couldn't talk to John Pierce without being stimulated very quickly. There were a group of other people I used to talk with. For example there was Ed Gilbert; I used to go down to his office regularly and ask him questions and listen and come back stimulated. I picked my people carefully with whom I did or whom I didn't brainstorm because the sound absorbers are a curse. They are just nice guys; they fill the whole space and they contribute nothing except they absorb ideas and the new ideas just die away instead of echoing on. Yes, I find it necessary to talk to people. I think people with closed doors fail to do this so they fail to get their ideas sharpened, such as ``Did you ever notice something over here?'' I never knew anything about it - I can go over and look. Somebody points the way. On my visit here, I have already found several books that I must read when I get home. I talk to people and ask questions when I think they can answer me and give me clues that I do not know about. I go out and look!

Question: What kind of tradeoffs did you make in allocating your time for reading and writing and actually doing research?

Hamming: I believed, in my early days, that you should spend at least as much time in the polish and presentation as you did in the original research. Now at least 50% of the time must go for the presentation. It's a big, big number.

Question: How much effort should go into library work?

Hamming: It depends upon the field. I will say this about it. There was a fellow at Bell Labs, a very, very, smart guy. He was always in the library; he read everything. If you wanted references, you went to him and he gave you all kinds of references. But in the middle of forming these theories, I formed a proposition: there would be no effect named after him in the long run. He is now retired from Bell Labs and is an Adjunct Professor. He was very valuable; I'm not questioning that. He wrote some very good Physical Review articles; but there's no effect named after him because he read too much. If you read all the time what other people have done you will think the way they thought. If you want to think new thoughts that are different, then do what a lot of creative people do - get the problem reasonably clear and then refuse to look at any answers until you've thought the problem through carefully how you would do it, how you could slightly change the problem to be the correct one. So yes, you need to keep up. You need to keep up more to find out what the problems are than to read to find the solutions. The reading is necessary to know what is going on and what is possible. But reading to get the solutions does not seem to be the way to do great research. So I'll give you two answers. You read; but it is not the amount, it is the way you read that counts.

Question: How do you get your name attached to things?

Hamming: By doing great work. I'll tell you the hamming window one. I had given Tukey a hard time, quite a few times, and I got a phone call from him from Princeton to me at Murray Hill. I knew that he was writing up power spectra and he asked me if I would mind if he called a certain window a ``Hamming window.'' And I said to him, ``Come on, John; you know perfectly well I did only a small part of the work but you also did a lot.'' He said, ``Yes, Hamming, but you contributed a lot of small things; you're entitled to some credit.'' So he called it the hamming window. Now, let me go on. I had twitted John frequently about true greatness. I said true greatness is when your name is like ampere, watt, and fourier - when it's spelled with a lower case letter. That's how the hamming window came about.

Question: Dick, would you care to comment on the relative effectiveness between giving talks, writing papers, and writing books?

Hamming: In the short-haul, papers are very important if you want to stimulate someone tomorrow. If you want to get recognition long-haul, it seems to me writing books is more contribution because most of us need orientation. In this day of practically infinite knowledge, we need orientation to find our way. Let me tell you what infinite knowledge is. Since from the time of Newton to now, we have come close to doubling knowledge every 17 years, more or less. And we cope with that, essentially, by specialization. In the next 340 years at that rate, there will be 20 doublings, i.e. a million, and there will be a million fields of specialty for every one field now. It isn't going to happen. The present growth of knowledge will choke itself off until we get different tools. I believe that books which try to digest, coordinate, get rid of the duplication, get rid of the less fruitful methods and present the underlying ideas clearly of what we know now, will be the things the future generations will value. Public talks are necessary; private talks are necessary; written papers are necessary. But I am inclined to believe that, in the long-haul, books which leave out what's not essential are more important than books which tell you everything because you don't want to know everything. I don't want to know that much about penguins is the usual reply. You just want to know the essence.

Question: You mentioned the problem of the Nobel Prize and the subsequent notoriety of what was done to some of the careers. Isn't that kind of a much more broad problem of fame? What can one do?

Hamming: Some things you could do are the following. Somewhere around every seven years make a significant, if not complete, shift in your field. Thus, I shifted from numerical analysis, to hardware, to software, and so on, periodically, because you tend to use up your ideas. When you go to a new field, you have to start over as a baby. You are no longer the big mukity muk and you can start back there and you can start planting those acorns which will become the giant oaks. Shannon, I believe, ruined himself. In fact when he left Bell Labs, I said, ``That's the end of Shannon's scientific career.'' I received a lot of flak from my friends who said that Shannon was just as smart as ever. I said, ``Yes, he'll be just as smart, but that's the end of his scientific career,'' and I truly believe it was.

You have to change. You get tired after a while; you use up your originality in one field. You need to get something nearby. I'm not saying that you shift from music to theoretical physics to English literature; I mean within your field you should shift areas so that you don't go stale. You couldn't get away with forcing a change every seven years, but if you could, I would require a condition for doing research, being that you will change your field of research every seven years with a reasonable definition of what it means, or at the end of 10 years, management has the right to compel you to change. I would insist on a change because I'm serious. What happens to the old fellows is that they get a technique going; they keep on using it. They were marching in that direction which was right then, but the world changes. There's the new direction; but the old fellows are still marching in their former direction.

You need to get into a new field to get new viewpoints, and before you use up all the old ones. You can do something about this, but it takes effort and energy. It takes courage to say, ``Yes, I will give up my great reputation.'' For example, when error correcting codes were well launched, having these theories, I said, ``Hamming, you are going to quit reading papers in the field; you are going to ignore it completely; you are going to try and do something else other than coast on that.'' I deliberately refused to go on in that field. I wouldn't even read papers to try to force myself to have a chance to do something else. I managed myself, which is what I'm preaching in this whole talk. Knowing many of my own faults, I manage myself. I have a lot of faults, so I've got a lot of problems, i.e. a lot of possibilities of management.

Question: Would you compare research and management?

Hamming: If you want to be a great researcher, you won't make it being president of the company. If you want to be president of the company, that's another thing. I'm not against being president of the company. I just don't want to be. I think Ian Ross does a good job as President of Bell Labs. I'm not against it; but you have to be clear on what you want. Furthermore, when you're young, you may have picked wanting to be a great scientist, but as you live longer, you may change your mind. For instance, I went to my boss, Bode, one day and said, ``Why did you ever become department head? Why didn't you just be a good scientist?'' He said, ``Hamming, I had a vision of what mathematics should be in Bell Laboratories. And I saw if that vision was going to be realized, I had to make it happen; I had to be department head.'' When your vision of what you want to do is what you can do single-handedly, then you should pursue it. The day your vision, what you think needs to be done, is bigger than what you can do single-handedly, then you have to move toward management. And the bigger the vision is, the farther in management you have to go. If you have a vision of what the whole laboratory should be, or the whole Bell System, you have to get there to make it happen. You can't make it happen from the bottom very easily. It depends upon what goals and what desires you have. And as they change in life, you have to be prepared to change. I chose to avoid management because I preferred to do what I could do single-handedly. But that's the choice that I made, and it is biased. Each person is entitled to their choice. Keep an open mind. But when you do choose a path, for heaven's sake be aware of what you have done and the choice you have made. Don't try to do both sides.

Question: How important is one's own expectation or how important is it to be in a group or surrounded by people who expect great work from you?

Hamming: At Bell Labs everyone expected good work from me - it was a big help. Everybody expects you to do a good job, so you do, if you've got pride. I think it's very valuable to have first-class people around. I sought out the best people. The moment that physics table lost the best people, I left. The moment I saw that the same was true of the chemistry table, I left. I tried to go with people who had great ability so I could learn from them and who would expect great results out of me. By deliberately managing myself, I think I did much better than laissez faire.

Question: You, at the outset of your talk, minimized or played down luck; but you seemed also to gloss over the circumstances that got you to Los Alamos, that got you to Chicago, that got you to Bell Laboratories.

Hamming: There was some luck. On the other hand I don't know the alternate branches. Until you can say that the other branches would not have been equally or more successful, I can't say. Is it luck the particular thing you do? For example, when I met Feynman at Los Alamos, I knew he was going to get a Nobel Prize. I didn't know what for. But I knew darn well he was going to do great work. No matter what directions came up in the future, this man would do great work. And sure enough, he did do great work. It isn't that you only do a little great work at this circumstance and that was luck, there are many opportunities sooner or later. There are a whole pail full of opportunities, of which, if you're in this situation, you seize one and you're great over there instead of over here. There is an element of luck, yes and no. Luck favors a prepared mind; luck favors a prepared person. It is not guaranteed; I don't guarantee success as being absolutely certain. I'd say luck changes the odds, but there is some definite control on the part of the individual.

Go forth, then, and do great work!

(End of the General Research Colloquium Talk.)

BIOGRAPHICAL SKETCH OF RICHARD HAMMING

Richard W. Hamming was born February 11, 1915, in Chicago, Illinois. His formal education was marked by the following degrees (all in mathematics): B.S. 1937, University of Chicago; M.A. 1939, University of Nebraska; and Ph.D. 1942, University of Illinois. His early experience was obtained at Los Alamos 1945-1946, i.e. at the close of World War II, where he managed the computers used in building the first atomic bomb. From there he went directly to Bell Laboratories where he spent thirty years in various aspects of computing, numerical analysis, and management of computing, i.e. 1946-1976. On July 23, 1976 he `moved his office' to the Naval Postgraduate School in Monterey, California where he taught, supervised research, and wrote books.

While at Bell Laboratories, he took time to teach in Universities, sometimes locally and sometimes on a full sabbatical leave; these activities included visiting professorships at New York University, Princeton University (Statistics), City College of New York, Stanford University, 1960-61, Stevens Institute of Technology (Mathematics), and the University of California, Irvine, 1970-71.

Richard Hamming has received a number of awards which include: Fellow, IEEE, 1968; the ACM Turing Prize, 1968; the IEEE Emanuel R. Piore Award, 1979; Member, National Academy of Engineering, 1980; and the Harold Pender Award, U. Penn., 1981. In 1987 a major IEEE award was named after him, namely the Richard W. Hamming Medal, ``For exceptional contributions to information sciences and systems''; fittingly, he was also the first recipient of this award, 1988. In 1996 in Munich he received the prestigious $130,000 Eduard Rhein Award for Achievement in Technology for his work on error correcting codes. He was both a Founder and Past President of ACM, and a Vice Pres. of the AAAS Mathematics Section.

He is probably best known for his pioneering work on error-correcting codes, his work on integrating differential equations, and the spectral window which bears his name. His extensive writing has included a number of important, pioneering, and highly regarded books. These are:

  • Numerical Methods for Scientists and Engineers, McGraw-Hill, 1962; Second edition 1973; Reprinted by Dover 1985; Translated into Russian.
  • Calculus and the Computer Revolution, Houghton-Mifflin, 1968.
  • Introduction to Applied Numerical Analysis, McGraw-Hill, 1971.
  • Computers and Society, McGraw-Hill, 1972.
  • Digital Filters, Prentice-Hall, 1977; Second edition 1983; Third edition 1989; translated into several European languages.
  • Coding and Information Theory, Prentice-Hall, 1980; Second edition 1986.
  • Methods of Mathematics Applied to Calculus, Probability and Statistics, Prentice-Hall, 1985.
  • The Art of Probability for Scientists and Engineers, Addison-Wesley, 1991.
  • The Art of Doing Science and Engineering: Learning to Learn, Gordon and Breach, 1997.

He continued a very active life as Adjunct Professor, teaching and writing in the Mathematics and Computer Science Departments at the Naval Postgraduate School, Monterey, California for another twenty-one years before he retired to become Professor Emeritus in 1997. He was still teaching a course in the fall of 1997. He passed away unexpectedly on January 7, 1998.

ACKNOWLEDGEMENT

I would like to acknowledge the professional efforts of Donna Paradise of the Word Processing Center who did the initial transcription of the talk from the tape recording. She made my job of editing much easier. The errors of sentence parsing and punctuation are mine and mine alone. Finally I would like to express my sincere appreciation to Richard Hamming and Alan Chynoweth for all of their help in bringing this transcription to its present readable state.

J. F. Kaiser

10 ways to live longer

Book page

From: http://msnbc.msn.com/id/7065794/

Ten ways to live longer - Forbes.com

1.	Don't oversleep
2.	Be optimistic
3.	Have more sex
4.	Get a pet
5.	Get a VAP
6.	Be rich
7.	Stop smoking
8.	Chill out
9.	Eat your antioxidants
10.	Marry well

Thomas Nelson Corporate Blogging Policy

Book page

From: http://michaelhyatt.blogs.com/workingsmart/2005/03/corporate_blogg_1.html

Working Smart: Corporate Blogging Guidelines, Draft #2

[deleted]

...

What follows below is the fruit of our labor. Once again it is offered as a public discussion draft. We may have now erred on the site of being too liberal and too informal, but I am hopeful that this will serve the goal of encouraging blogging within our company and also provide some direction to those who do.

Thomas Nelson Blogging Guidelines
At Thomas Nelson, we want to encourage you to blog about our company, our products, and your work. Our goal is three-fold:
  • To raise the visibility of our company,


  • To make a contribution to our industry, and


  • To give the public a look at what goes on within a real live publishing company.
Therefore, we have established a “blog aggregator page” that is linked to the ThomasNelson.com Web site. “House Work,” the name of this page, contains links to employee blogs, along with the first few sentences from the most recent entry. The page is automatically updated whenever a blogger creates a new post. This way readers can quickly scan new entries, click on those that interest them, and then read the entry on the blogger’s site. This makes it convenient for people who are interested in reading employee blogs. It also helps publicize individual blogs and generates traffic for everyone.

In order to give some direction to employees who wish to blog, we have established a “Blog Oversight Committee” or “BOC.” This is a group of fellow-employee bloggers who are committed to promoting blogging within our company and making sure that the Company’s interests are served.

If you would like to have us link to your blog, you must submit it to the BOC. Before doing so, you should design your blog and write at least one entry. Once you have done this, send an e-mail to Gave Wicks with a link to your blog. The BOC will then review your blog and notify you whether or not it meets the criteria.

In order to participate in this program, you must abide by the following guidelines. (Please keep in mind that review by the BOC and participation in this program does not absolve you of responsibility for everything you post.)
  1. Start with a blogging service. We do not host employee blogs. We think it adds more credibility if the Company does not officially sponsor them. Therefore, please use one of the many third-party blog hosting sites on the Internet. Some of these are free, such as Blogger.com, LiveJournal.com, Blog-City.com, Xanga.com, and MSN Spaces. Others charge a nominal fee. Examples include TypePad.com, SquareSpace.com, BlogIdentity.com, and Bubbler.com. If you use one of the latter, any expense is your responsibility.


  2. Write as yourself. In other words, please use your real name. We don’t want people writing anonymously or under a pseudonym. Your name should be prominently displayed on your blog’s title or subtitle. This will add credibility with your readers and promote accountability within our company.


  3. Own your content. Employee blog sites are not Company communications. Therefore, your blog entries legally belong to you. They represent your thoughts and opinions. We think it is important that you remind your readers of this fact by including the following disclaimer on your site: “The posts on this blog are provided ‘as is’ with no warranties and confer no rights. The opinions expressed on this site are my own and do not necessarily represent those of my employer.” You assume full responsibility and liability for all actions arising from your posts. We also encourage you to put a copyright notice on your site in your name (e.g., “© 2005, John Smith”).


  4. Write relevant. Write often. Whether you know it or not, you are an expert. You have a unique perspective on our company based on your talents, skills, and current responsibilities. People what to hear about that perspective. Also, in order to develop a consistent readership, you should try to write on a regular basis. For some, this will be daily; for others, it may be weekly. The important thing is consistent posting. New content is what keeps readers coming back. You may also write on company time, provided it doesn’t become excessive and doesn’t interfere with your job assignments and responsibilities.


  5. Advertise—if you wish. While there is no requirement to run ads on your blog, you are free to do this if you wish. Some of the free blog services run ads as a way to offset their costs. If you use such a service, you won’t have a choice. On the other hand, if you pay for your service, you can avoid advertising altogether or participate in a service like Google’s AdSense or Amazon’s Associate Program. These types of programs will pay you based on “page views,” “click-throughs,” or purchases made on participating Web sites. You might want to ask the BOC or fellow bloggers for suggestions. The only thing we ask is that, to the extent you have control, you run ads or recommend products that are congruent with our core values as a Company.


  6. Be nice. Avoid attacking other individuals or companies. This includes fellow employees, authors, customers, vendors, competitors, or shareholders. You are welcome to disagree with the Company’s leaders, provided your tone is respectful. If in doubt, we suggest that you “sleep on it” and then submit your entry to the BOC before posting it on your blog.


  7. Keep secrets. Do not disclose sensitive, proprietary, confidential, or financial informa-tion about the Company, other than what is publicly available in our SEC filings and corporate press releases. This includes revenues, profits, forecasts, and other financial information related to specific authors, brands, products, product lines, customers, operating units, etc. Again, if in doubt, check with the BOC before posting this type of information.


  8. Respect copyrights. For your protection, do not post any material that is copyrighted unless (a) you are the copyright owner, (b) you have written permission of the copyright owner to post the copyrighted material on your blog, or (c) you are sure that the use of any copyrighted material is permitted by the legal doctrine of “fair use.” (Please note: this is your responsibility. The Company cannot provide you with legal advice regarding this.)


  9. Obey the law. This goes without saying, but by way of reminder, do not post any material that is obscene, defamatory, profane, libelous, threatening, harassing, abusive, hateful, embarrassing to another person or entity, or violates the privacy rights of another. Also, do not post material that contains viruses, Trojan horses, worms, or any other computer code that is intended to damage, interfere with, or surreptitiously intercept or expropriate any system, data, or information.


  10. Remember the Handbook. As a condition of your employment, you agreed to abide by the rules of the Thomas Nelson Company Handbook. This also applies to your blogging activities. We suggest you take time to review the section entitled, “Employee Responsibilities” (pp. 36–39).
If you do not abide by the above guidelines, we reserve the right to stop linking to your blog.

Paul Graham on Writing

Book page

From: http://www.paulgraham.com/writing44.html

Writing, Briefly




(Informal surveys of referring urls suggested demand for essays that were short and didn't mention Lisp.)

March 2005

A lot of people ask for advice about writing. How important is it to write well, and how can one write better? In the process of answering one, I accidentally wrote a tiny essay on the subject.

I usually spend weeks on an essay. This one took 67 minutes-- 23 of writing, and 44 of rewriting. But as an experiment I'll put it online. It is at least extremely dense.

I think it's far more important to write well than most people realize. Writing doesn't just communicate ideas; it generates them. If you're bad at writing and don't like to do it, you'll miss out on most of the ideas writing would have generated.

As for how to write well, here's the short version: Write a bad version 1 as fast as you can; rewrite it over and over; cut out everything unneccessary; write in a conversational tone; develop a nose for bad writing, so you can see and fix it in yours; imitate writers you like; if you can't get started, tell someone what you plan to write about, then write down what you said; expect 80% of the ideas in an essay to happen after you start writing it, and 50% of those you start with to be wrong; be confident enough to cut; have friends you trust read your stuff and tell you which bits are confusing or drag; don't (always) make detailed outlines; mull ideas over for a few days before writing; carry a small notebook or scrap paper with you; start writing when you think of the first sentence; if a deadline forces you to start before that, just say the most important sentence first; write about stuff you like; don't try to sound impressive; don't hesitate to change the topic on the fly; use footnotes to contain digressions; use anaphora to knit sentences together; read your essays out loud to see (a) where you stumble over awkward phrases and (b) which bits are boring (the paragraphs you dread reading); try to tell the reader something new and useful; work in fairly big quanta of time; when you restart, begin by rereading what you have so far; when you finish, leave yourself something easy to start with; accumulate notes for topics you plan to cover at the bottom of the file; don't feel obliged to cover any of them; write for a reader who won't read the essay as carefully as you do, just as pop songs are designed to sound ok on crappy car radios; if you say anything mistaken, fix it immediately; ask friends which sentence you'll regret most; go back and tone down harsh remarks; publish stuff online, because an audience makes you write more, and thus generate more ideas; print out drafts instead of just looking at them on the screen; use simple, germanic words; learn to distinguish surprises from digressions; learn to recognize the approach of an ending, and when one appears, grab it.



What should I do with my life?

Book page

From: http://www.fastcompany.com/online/66/mylife.html

Fast Company | What Should I Do With My Life?

What Should I Do With My Life?

The real meaning of success -- and how to find it

From: Issue 66 | January 2003, Page 69 By: Po Bronson

It's time to define the new era. Our faith has been shaken. We've lost confidence in our leaders and in our institutions. Our beliefs have been tested. We've discredited the notion that the Internet would change everything (and the stock market would buy us an exit strategy from the grind). Our expectations have been dashed. We've abandoned the idea that work should be a 24-hour-a-day rush and that careers should be a wild adventure. Yet we're still holding on.

We're seduced by the idea that picking up the pieces and simply tweaking the formula will get the party started again. In spite of our best thinking and most searing experience, our ideas about growth and success are mired in a boom-bust mentality. Just as LBOs gave way to IPOs, the market is primed for the next engine of wealth creation. Just as we traded in the pinstripes and monster bonuses of the Wall Street era for T-shirts and a piece of the action during the startup revolution, we're waiting to latch on to the new trappings of success. (I understand the inclination. I've surfed from one boom to the next for most of my working life -- from my early days as a bond trader to my most recent career as a writer tracking the migration of my generation from Wall Street to Silicon Valley.)

There's a way out. Instead of focusing on what's next, let's get back to what's first. The previous era of business was defined by the question, Where's the opportunity? I'm convinced that business success in the future starts with the question, What should I do with my life? Yes, that's right. The most obvious and universal question on our plates as human beings is the most urgent and pragmatic approach to sustainable success in our organizations. People don't succeed by migrating to a "hot" industry (one word: dotcom) or by adopting a particular career-guiding mantra (remember "horizontal careers"?). They thrive by focusing on the question of who they really are -- and connecting that to work that they truly love (and, in so doing, unleashing a productive and creative power that they never imagined). Companies don't grow because they represent a particular sector or adopt the latest management approach. They win because they engage the hearts and minds of individuals who are dedicated to answering that life question.

This is not a new idea. But it may be the most powerfully pressing one ever to be disrespected by the corporate world. There are far too many smart, educated, talented people operating at quarter speed, unsure of their place in the world, contributing far too little to the productive engine of modern civilization. There are far too many people who look like they have their act together but have yet to make an impact. You know who you are. It comes down to a simple gut check: You either love what you do or you don't. Period.

Those who are lit by that passion are the object of envy among their peers and the subject of intense curiosity. They are the source of good ideas. They make the extra effort. They demonstrate the commitment. They are the ones who, day by day, will rescue this drifting ship. And they will be rewarded. With money, sure, and responsibility, undoubtedly. But with something even better too: the kind of satisfaction that comes with knowing your place in the world. We are sitting on a huge potential boom in productivity -- if we could just get the square pegs out of the round holes.

Of course, addressing the question, What should I do with my life? isn't just a productivity issue: It's a moral imperative. It's how we hold ourselves accountable to the opportunity we're given. Most of us are blessed with the ultimate privilege: We get to be true to our individual nature. Our economy is so vast that we don't have to grind it out forever at jobs we hate. For the most part, we get to choose. That choice isn't about a career search so much as an identity quest. Asking The Question aspires to end the conflict between who you are and what you do. There is nothing more brave than filtering out the chatter that tells you to be someone you're not. There is nothing more genuine than breaking away from the chorus to learn the sound of your own voice. Asking The Question is nothing short of an act of courage: It requires a level of commitment and clarity that is almost foreign to our working lives.

During the past two years, I have listened to the life stories of more than 900 people who have dared to be honest with themselves. Of those, I chose 70 to spend considerable time with in order to learn how they did it. Complete strangers opened their lives and their homes to me. I slept on their couches. We went running together. They cried in my arms. We traded secrets. I met their families. I went to one's wedding. I witnessed many critical turning points.

These are ordinary people. People of all ages, classes, and professions -- from a catfish farmer in Mississippi to a toxic-waste inspector in the oil fields of Texas, from a police officer in East Los Angeles to a long-haul trucker in Pennsylvania, from a financier in Hong Kong to a minister at a church on the Oregon coast. These people don't have any resources or character traits that give them an edge in pursuing their dream. Some have succeeded; many have not. Only two have what accountants call "financial independence." Only two are so smart that they would succeed at anything they chose (though having more choices makes answering The Question that much harder). Only one, to me, is saintly. They're just people who faced up to it, armed with only their weaknesses, equipped with only their fears.

What I learned from them was far more powerful than what I had expected or assumed. The first assumption to get busted was the notion that certain jobs are inherently cool and that others are uncool. That was a big shift for me. Throughout the 1990s, my basic philosophy was this: Work=Boring, but Work+Speed+Risk=Cool. Speed and risk transformed the experience into something so stimulating, so exciting, so intense, that we began to believe that those qualities defined "good work." Now, betrayed by the reality of economic uncertainty and global instability, we're casting about for what really matters when it comes to work.

On my journey, I met people in bureaucratic organizations and bland industries who were absolutely committed to their work. That commitment sustained them through slow stretches and setbacks. They never watched the clock, never dreaded Mondays, never worried about the years passing by. They didn't wonder where they belonged in life. They were phenomenally productive and confident in their value. In places unusual and unexpected, they had found their calling, and those callings were as idiosyncratic as each individual.

And this is where the second big insight came in: Your calling isn't something you inherently "know," some kind of destiny. Far from it. Almost all of the people I interviewed found their calling after great difficulty. They had made mistakes before getting it right. For instance, the catfish farmer used to be an investment banker, the truck driver had been an entertainment lawyer, a chef had been an academic, and the police officer was a Harvard MBA. Everyone discovered latent talents that weren't in their skill sets at age 25.

Most of us don't get epiphanies. We only get a whisper -- a faint urge. That's it. That's the call. It's up to you to do the work of discovery, to connect it to an answer. Of course, there's never a single right answer. At some point, it feels right enough that you choose, and the energy formerly spent casting about is now devoted to making your choice fruitful.

This lesson in late, hard-fought discovery is good news. What it means is that today's confused can be tomorrow's dedicated. The current difficult climate serves as a form of reckoning. The tougher the times, the more clarity you gain about the difference between what really matters and what you only pretend to care about. The funny thing is that most people have good instincts about where they belong but make poor choices and waste productive years on the wrong work. Why we do this cuts to the heart of the question, What should I do with my life? These wrong turns hinge on a small number of basic assumptions that have ruled our working lives, career choices, and ambitions for the better part of two decades. I found hardly any consistencies in how the people I interviewed discovered what they love to do -- the human soul resists taxonomy -- except when it came to four misconceptions (about money, smarts, place, and attitude) that have calcified into hobbling fears. These are stumbling blocks that we need to uproot before we can find our way to where we really belong.

MONEY Doesn't Fund Dreams
Shouldn't I make money first -- to fund my dream? The notion that there's an order to your working life is an almost classic assumption: Pay your dues, and then tend to your dream. I expected to find numerous examples of the truth of this path. But I didn't find any.

Sure, I found tons of rich guys who were now giving a lot away to charity or who had bought an island. I found plenty of people who had found something meaningful and original to do after making their money. But that's not what I'm talking about. I'm talking about the garden-variety fantasy: Put your calling in a lockbox, go out and make a ton of money, and then come back to the lockbox to pick up your calling where you left it.

It turns out that having the financial independence to walk away rarely triggers people to do just that. The reality is, making money is such hard work that it changes you. It takes twice as long as anyone plans for. It requires more sacrifices than anyone expects. You become so emotionally invested in that world -- and psychologically adapted to it -- that you don't really want to ditch it.

I met many people who had left the money behind. But having "enough" didn't trigger the change. It had to get personal: Something had to happen such as divorce, the death of a parent, or the recognition that the long hours were hurting one's children. (One man, Don Linn, left investment banking after he came home from a business trip and his two-year-old son didn't recognize him. )

The ruling assumption is that money is the shortest route to freedom. Absurdly, that strategy is cast as the "practical approach." But in truth, the opposite is true. The shortest route to the good life involves building the confidence that you can live happily within your means (whatever the means provided by the choices that are truly acceptable to you turn out to be). It's scary to imagine living on less. But embracing your dreams is surprisingly liberating. Instilled with a sense of purpose, your spending habits naturally reorganize, because you discover that you need less.

This is an extremely threatening conclusion. It suggests that the vast majority of us aren't just putting our dreams on ice -- we're killing them. Joe Olchefske almost lost his forever. Joe started out in life with an interest in government. In the early 1980s, he made what seemed like a minor compromise: When he graduated from Harvard's Kennedy School of Government, he went into public finance. He wouldn't work in government, he'd work with government.

Joe went on to run Piper Jaffray in Seattle. By the mid-1990s, he realized that one little compromise had defined his life. "I didn't want to be a high-priced midwife," he said. "I wanted to be a mother. It was never my deal. It was my clients' deal. They were taking the risk. They were building hospitals and bridges and freeways, not me. I envied them for that."

One night, riding up the elevator of his apartment building, Joe met newly hired Seattle schools superintendent John Stanford. Soon after, Stanford offered Olchefske a job as his CFO -- and partner in turning the troubled school system around. Olchefske accepted. Stanford rallied the city around school reform and earned the nickname Prophet of Hope. Meanwhile, Olchefske slashed millions from the budget and bloodlessly fired principals, never allowing his passions to interfere with his decisions. People called him Prophet of Doom.

Then Stanford died suddenly of leukemia. It was one of the great crises in the city's history. Who could fill this void? Certainly not the green-eyeshade CFO. But Stanford's death transformed Olchefske. It broke him open, and he discovered in himself a new ability to connect with people emotionally, not just rationally. As the new superintendent, he draws on that gift more than on his private-sector skills. He puts up with a lot of bureaucrap, but he says that avoiding crap shouldn't be the objective in finding the right work. The right question is, How can I find something that moves my heart, so that the inevitable crap storm is bearable?

SMARTS Can't Answer The Question
If the lockbox fantasy is a universal and eternal stumbling block when it comes to answering The Question, the idea that smarts and intensity are the essential building blocks of success and satisfaction is a product of the past decade. A set of twin misconceptions took root during the celebration of risk and speed that was the 90s startup revolution. The first is the idea that a smart, motivated individual with a great idea can accomplish anything. The corollary is that work should be fun, a thrill ride full of constant challenge and change.

Those assumptions are getting people into trouble. So what if your destiny doesn't stalk you like a lion? Can you think your way to the answer? That's what Lori Gottlieb thought. She considered her years as a rising television executive in Hollywood to be a big mistake. She became successful but felt like a fraud. So she quit and gave herself three years to analyze which profession would engage her brain the most. She literally attacked the question. She dug out her diaries from childhood. She took classes in photography and figure drawing. She interviewed others who had left Hollywood. She broke down every job by skill set and laid that over a grid of her innate talents. She filled out every exercise in What Color Is Your Parachute?

Eventually, she arrived at the following logic: Her big brain loved puzzles. Who solves puzzles? Doctors solve health puzzles. Therefore, become a doctor. She enrolled in premed classes at Pepperdine. Her med-school applications were so persuasive that every school wanted her. And then -- can you see where this is headed? -- Lori dropped out of Stanford Medical School after only two and a half months. Why? She realized that she didn't like hanging around sick people all day.

The point is, being smarter doesn't make answering The Question easier. Using the brain to solve this problem usually only leads to answers that make the brain happy and jobs that provide what I call "brain candy." Intense mental stimulation. But it's just that: candy. A synthetic substitute for other types of gratification that can be ultimately more rewarding and enduring. As the cop in East L.A. said of his years in management at Rockwell, "It was like cheap wood that burns too fast."

I struggled with this myself, but not until I had listened to hundreds of others did the pattern make itself shockingly clear. What am I good at? is the wrong starting point. People who attempt to deduce an answer usually end up mistaking intensity for passion. To the heart, they are vastly different. Intensity comes across as a pale busyness, while passion is meaningful and fulfilling. A simple test: Is your choice something that will stimulate you for a year or something that you can be passionate about for 10 years?

This test is tougher than it seems on paper. In the past decade, the work world has become a battleground for the struggle between the boring and the stimulating. The emphasis on intensity has seeped into our value system. We still cling to the idea that work should not only be challenging and meaningful -- but also invigorating and entertaining. But really, work should be like life: sometimes fun, sometimes moving, often frustrating, and defined by meaningful events. Those who have found their place don't talk about how exciting and challenging and stimulating their work is. Their language invokes a different troika: meaningful, significant, fulfilling. And they rarely ever talk about work without weaving in their personal history.

PLACE Defines You
Every industry has a culture. And every culture is driven by a value system. In Hollywood, where praise is given too easily and thus has been devalued, the only honest metric is box-office receipts. So box-office receipts are all-important. In Washington, DC, some very powerful politicians are paid middling salaries, so power and money are not equal. Power is measured by the size of your staff and by how many people you can influence. In police work, you learn to be suspicious of ordinary people driving cars and walking down the street.

One of the most common mistakes is not recognizing how these value systems will shape you. People think that they can insulate themselves, that they're different. They're not. The relevant question in looking at a job is not What will I do? but Who will I become? What belief system will you adopt, and what will take on heightened importance in your life? Because once you're rooted in a particular system -- whether it's medicine, New York City, Microsoft, or a startup -- it's often agonizingly difficult to unravel yourself from its values, practices, and rewards. Your money is good anywhere, but respect and status are only a local currency. They get heavily discounted when taken elsewhere. If you're successful at the wrong thing, the mix of praise and opportunity can lock you in forever.

Don Linn, the investment banker who took over the catfish farm in Mississippi, learned this lesson the hard way. After years as a star at PaineWebber and First Boston, he dropped out when he could no longer bring himself to push deals on his clients that he knew wouldn't work. His life change smacked of foolish originality: 5.5 million catfish on 1,500 water acres. His first day, he had to clip the wings of a flock of geese. Covered in goose shit and blood, he wondered what he had gotten himself into. But he figured it out and grew his business into a $16 million operation with five side businesses. More important, the work reset his moral compass. In farming, success doesn't come at another farmer's expense. You learn to cooperate, sharing processing plants, feed mills, and pesticide-flying services.

Like Don, you'll be a lot happier if you aren't fighting the value system around you. Find one that enforces a set of beliefs that you can really get behind. There's a powerful transformative effect when you surround yourself with like-minded people. Peer pressure is a great thing when it helps you accomplish your goals instead of distracting you from them.

Carl Kurlander wrote the movie St. Elmo's Fire when he was 24. For years afterward, he lived in Beverly Hills. He wanted to move back to Pittsburgh, where he grew up, to write books, but he was always stopped by the doubt, Would it really make any difference to write from Pittsburgh instead of from Beverly Hills? His books went unwritten. Last year, when a looming Hollywood writers' strike coincided with a job opening in the creative-writing department at Pitt, he finally summoned the courage to move. He says that being in academia is like "bathing in altruism." Under its influence, he wrote his first book, a biography of the comic Louie Anderson.

ATTITUDE Is the Biggest Obstacle
Environment matters, but in the end, when it comes to tackling the question, What should I do with my life? it really is all in your head. The first psychological stumbling block that keeps people from finding themselves is that they feel guilty for simply taking the quest seriously. They think that it's a self-indulgent privilege of the educated upper class. Working-class people manage to be happy without trying to "find themselves," or so the myth goes.

But I found that just about anybody can find this question important. It's not just for free agents, knowledge workers, and serial entrepreneurs. I met many working-class people who found this question essential. They might have fewer choices, but they still care. Take Bart Handford. He went from working the graveyard shift at a Kimberley-Clark baby-wipes plant in Arkansas to running the Department of Agriculture's rural-development program. He didn't do this by just pulling up his bootstraps. His breakthrough came when his car was hit by a train, and he spent six months in bed exploring The Question.

Probably the most debilitating obstacle to taking on The Question is the fear that making a choice is a one-way ride, that starting down a path means closing a door forever.

"Keeping your doors open" is a trap. It's an excuse to stay uninvolved. I call the people who have the hardest time closing doors Phi Beta Slackers. They hop between esteemed grad schools, fat corporate gigs, and prestigious fellowships, looking as if they have their act together but still feeling like observers, feeling as if they haven't come close to living up to their potential.

Leela de Souza almost got lost in that trap. At age 15, Leela knew exactly what she wanted to be when she grew up: a dancer. She pursued that dream, supplementing her meager dancer's pay with work as a runway model. But she soon began to feel that she had left her intellect behind. So, in her early twenties, with several good years left on her legs, she took the SATs and applied to college. She paid for a $100,000 education at the University of Chicago with the money that she had earned from modeling and during the next seven years made a series of seemingly smart decisions: a year in Spain, Harvard Business School, McKinsey & Co., a White House Fellowship, high-tech PR. But she never got any closer to making a real choice.

Like most Phi Beta Slackers, she was cursed with tremendous ability and infinite choices. Figuring out what to do with her life was constantly on her mind. But then she figured something else out: Her need to look brilliant was what was keeping her from truly answering The Question. When she let go of that, she was able to shift gears from asking "What do I do next?" to making strides toward answering "To what can I devote my life?"

Asking "What Should I Do With My Life?" is the modern, secular version of the great timeless questions about our identity. Asking The Question aspires to end the conflict between who you are and what you do. Answering The Question is the way to protect yourself from being lathed into someone you're not. What is freedom for if not the chance to define for yourself who you are?

I have spent the better part of the past two years in the company of people who have dared to confront where they belong. They didn't always find an ultimate answer, but taking the question seriously helped get them closer. We are all writing the story of our own life. It's not a story of conquest. It's a story of discovery. Through trial and error, we learn what gifts we have to offer the world and are pushed to greater recognition about what we really need. The Big Bold Leap turns out to be only the first step.

Sidebar: One Size Does Not Fit All

Two different answers to one ultimate question

Organization Man

Of the 900 people who I talked to, only one has had the same employer for his entire adult life. His name is Russell Carpenter, he's 35, and he's an aerospace engineer at NASA Goddard. We can all learn from him. Russell began working at NASA during college. In exchange for his summers, they paid for his tuition and, later, financed his PhD. Russell is a GS-14, stuck to government pay scales. The money is okay, but it's never the reason to stay. He's building a guidance system for the newest type of satellite.

The halls and offices at NASA are quiet. These engineers are content with slowly pushing toward a solution. Which I took as Extractable Lesson number one: time frame. At NASA, Russell has found an intermediate time frame where he can accomplish the high-minded objectives that his division is charged with, but he's not under absurd pressure to do it all in 90 days.

Aerospace engineers are obsessed with redundancy and backup systems. Russell knows that metals give, that gears slip, and that motors overheat, and he plans for that in his designs. Not everything has to go right in order for it to work. And that way of thinking shows up in every aspect of his life, including how he achieves his ambitions. Which I took as Extractable Lesson number two: His backup plans do not lead to different destinations, such as "If I don't get into business school, I'll be a schoolteacher." His backup plans lead to the same destination, and if he has to arrive late by a back road, that's fine.

Later, Russell and I went to a baseball game, which clued me in to Extractable Lesson number three: Russell doesn't let himself get burned out. He doesn't think it's a big deal that he's only had one employer. His method is his secret, but it's no secret.

"So what do you do?" For five years, Marcela Widrig had a dream job that compensated her well, let her live in Barcelona, and paid for her frequent travel throughout Southern Europe. She sold modems for a big modem manufacturer. Modems were her means to her ends: money, travel, human connection.

When her company moved her to San Francisco, she suffered culture shock. The Internet was destroying everything that she loved about sales. The new ethos was speed. Get the deal done in a day! Don't even fly -- email makes it so easy! The human contact was gone.

The worst part was constantly being asked The Inevitable Cocktail-Party Question: "What do you do?" Marcela had been away long enough to have forgotten about this disgusting American custom. She found it degrading and reductive and mercenary. I too used to think that The Inevitable Cocktail-Party Question was a scourge on our society. But I'm starting to see that it is really about freedom to choose. A status system has evolved that values being unique and true even more than it values being financially successful.

In other words, if you don't like The Inevitable Cocktail-Party Question, maybe it's partly because you don't like your answer.

Marcela no longer liked her answer. She endured migraines and insomnia. After flying all the way to Hong Kong for a meeting that didn't even last one hour, she vowed, "I cannot sell one more modem." But she didn't quit for two more years. On her vacations, she flew to Switzerland to train in a school for deep-tissue massage. It was her way to move toward genuine human contact. The day she returned from one of her Switzerland trips, the modem company went under, and she was forced into her new life.

It took her about a year to drop the business-suit persona and truly embrace her new profession. The Inevitable Cocktail-Party Question no longer bothers her. "I do body work," she says. "I love what I do, and I think that comes across."

Po Bronson is the author of three best-selling books. This article is adapted from his new book, What Should I Do with My Life? The True Story of People Who Answered the Ultimate Question (Random House, January 2003). Contact him by email (pobronson@pobronson.com).

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78 Questions to Ask About Any Technology

Book page

From: http://www.mindfully.org/Sustainability/2003/78-Questions-TechnologyFeb03.htm

78 Reasonable Questions to Ask about Any Technology STEPHANIE MILLS / Clamor, i.18, Jan/Feb03

78 Reasonable Questions to Ask about Any Technology 

STEPHANIE MILLS / Clamor, i.18, Jan/Feb03

Ecological

  1. What are its effects on the health of the planet and of the person?
  2. Does it preserve or destroy biodiversity?
  3. Does it preserve or reduce ecosystem integrity?
  4. What are its effects on the land?
  5. What are its effects on wildlife?
  6. How much and what kind of waste does it generate?
  7. Does it incorporate the principles of ecological design?
  8. Does it break the bond of renewal between humans and nature?
  9. Does it preserve or reduce cultural biodiversity?
  10. What is the totality of its effects�it's "ecology"? 

Social

  1. Does it serve community?
  2. Does it empower community members?
  3. How does it affect our perception of our needs?
  4. Is it consistent with the creation of a communal, human economy?
  5. What are its effects on relationships?
  6. Does it undermine conviviality?
  7. Does it undermine traditional forms of community?
  8. How does it affect our way of scene and experiencing the world?
  9. Does it foster a diversity of forms of knowledge?
  10. Does it build on, or contribute to, the renewal of traditional forms of knowledge?
  11. Does it serve to commodify knowledge or relationships?
  12. To what extent does it redefine reality?
  13. Does it to raise a sense of time and history?
  14. What is its potential to become addictive?

Moral

  1. What values does its use foster?
  2. What is gained by its use?
  3. What are its effects beyond its ability to the individual?
  4. What is lost in using it?
  5. What are its effects on the least person in the society?

Aesthetic

  1. Is it ugly?
  2. Does cause ugliness?
  3. What noise does it make?
  4. What pace does it set?
  5. How does it affect quality of life (as distinct from standard of living)?

Practical

  1. What does it make?
  2. Who does it benefit?
  3. What is its purpose?
  4. Where was produced?
  5. Where is it used?
  6. Where must go when it's broken or obsolete?
  7. How expensive is it?
  8. Can it be repaired? By an ordinary person?
  9. What is the entirety of its cost�the full cost accounting?

Ethical

  1. How complicated is it?
  2. What does it allow us to ignore?
  3. To what extent does it distance agents from effect?
  4. Can we assume personal, or communal, responsibility for its effects?
  5. Can its effects be directly apprehended?
  6. What ancillary technologies does it require?
  7. What behavior might it make possible in the future?
  8. What other technologies might it make possible?
  9. Does it alter our sense of time and relationships in ways conducive to nihilism?

Vocational

  1. What is its impact on craft?
  2. Does it reduce, deaden, or enhance human creativity?
  3. Is it the least imposing technology available for the task?
  4. Does it replace, or does it aid, human hands and human beings?
  5. Can it be responsive to organic circumstance?
  6. Does it depress or enhance the quality of goods?
  7. Does it depress or enhance the meaning of work?

Political

  1. What is its mystique?
  2. Does it concentrate or equalize power?
  3. Does it require, or institute, a knowledge elite?
  4. Is it totalitarian?
  5. Does it require a bureaucracy for its perpetuation?
  6. What legal empowerments does it require?
  7. Does it undermine traditional moral authority?
  8. Does it require military defense?
  9. Does it enhance, or serve, military purposes?
  10. How does it affect warfare?
  11. Does it foster a mass thinking or behavior?
  12. Is it consistent with the creation of global economy?
  13. Does it empower transnational corporations?
  14. What kind of capital does it require?

Metaphysical

  1. What aspect of the inner self does it reflect?
  2. Does it express love?
  3. Does it express rage?
  4. What aspect of our past does it reflect?
  5. Does it reflect cynical or linear thinking?

48 Laws of Power

Book page

From: http://www.tech.purdue.edu/Cgt/Courses/cgt411/covey/48_laws_of_power.htm

The 48 Laws of Power

The 48 Laws of Power

by Robert Greene and Joost Elffers

Law 1

Never Outshine the Master

Always make those above you feel comfortably superior.  In your desire to please or impress them, do not go too far in displaying your talents or you might accomplish the opposite � inspire fear and insecurity.  Make your masters appear more brilliant than they are and you will attain the heights of power.

Law 2

Never put too Much Trust in Friends, Learn how to use Enemies

Be wary of friends-they will betray you more quickly, for they are easily aroused to envy.  They also become spoiled and tyrannical. But hire a former enemy and he will be more loyal than a friend, because he has more to prove.  In fact, you have more to fear from friends than from enemies.  If you have no enemies, find a way to make them.

 Law 3

Conceal your Intentions

Keep people off-balance and in the dark by never revealing the purpose behind your actions.  If they have no clue what you are up to, they cannot prepare a defense.  Guide them far enough down the wrong path, envelope them in enough smoke, and by the time they realize your intentions, it will be too late.

 Law 4

Always Say Less than Necessary

When you are trying to impress people with words, the more you say, the more common you appear, and the less in control.  Even if you are saying something banal, it will seem original if you make it vague, open-ended, and sphinxlike.  Powerful people impress and intimidate by saying less.  The more you say, the more likely you are to say something foolish.

 Law 5

So Much Depends on Reputation � Guard it with your Life

Reputation is the cornerstone of power.  Through reputation alone you can intimidate and win; once you slip, however, you are vulnerable, and will be attacked on all sides.  Make your reputation unassailable.  Always be alert to potential attacks and thwart them before they happen.  Meanwhile, learn to destroy your enemies by opening holes in their own reputations.  Then stand aside and let public opinion hang them.

 Law 6

Court Attention at all Cost

Everything is judged by its appearance; what is unseen counts for nothing.  Never let yourself get lost in the crowd, then, or buried in oblivion.  Stand out.  Be conspicuous, at all cost.  Make yourself a magnet of attention by appearing larger, more colorful, more mysterious, than the bland and timid masses.

  Law 7

Get others to do the Work for you, but Always Take the Credit

Use the wisdom, knowledge, and legwork of other people to further your own cause.  Not only will such assistance save you valuable time and energy, it will give you a godlike aura of efficiency and speed.  In the end your helpers will be forgotten and you will be remembered.  Never do yourself what others can do for you.

 Law 8

Make other People come to you � use Bait if Necessary

When you force the other person to act, you are the one in control.  It is always better to make your opponent come to you, abandoning his own plans in the process.  Lure him with fabulous gains � then attack.  You hold the cards.

 Law 9

Win through your Actions, Never through Argument

Any momentary triumph you think gained through argument is really a Pyrrhic victory:  The resentment and ill will you stir up is stronger and lasts longer than any momentary change of opinion.  It is much more powerful to get others to agree with you through your actions, without saying a word.  Demonstrate, do not explicate.

 Law 10

Infection: Avoid the Unhappy and Unlucky

You can die from someone else�s misery � emotional states are as infectious as disease.  You may feel you are helping the drowning man but you are only precipitating your own disaster.  The unfortunate sometimes draw misfortune on themselves; they will also draw it on you.  Associate with the happy and fortunate instead.

Law 11

Learn to Keep People Dependent on You

To maintain your independence you must always be needed and wanted.  The more you are relied on, the more freedom you have.  Make people depend on you for their happiness and prosperity and you have nothing to fear.  Never teach them enough so that they can do without you.

 Law 12

Use Selective Honesty and Generosity to Disarm your Victim

One sincere and honest move will cover over dozens of dishonest ones.  Open-hearted gestures of honesty and generosity bring down the guard of even the most suspicious people.  Once your selective honesty opens a hole in their armor, you can deceive and manipulate them at will.  A timely gift � a Trojan horse � will serve the same purpose.

 Law 13

When Asking for Help, Appeal to People�s Self-Interest,

Never to their Mercy or Gratitude

If you need to turn to an ally for help, do not bother to remind him of your past assistance and good deeds.  He will find a way to ignore you.  Instead, uncover something in your request, or in your alliance with him, that will benefit him, and emphasize it out of all proportion.  He will respond enthusiastically when he sees something to be gained for himself.

 Law 14

Pose as a Friend, Work as a Spy

Knowing about your rival is critical.  Use spies to gather valuable information that will keep you a step ahead.  Better still: Play the spy yourself.  In polite social encounters, learn to probe.  Ask indirect questions to get people to reveal their weaknesses and intentions.  There is no occasion that is not an opportunity for artful spying.

 Law 15

Crush your Enemy Totally

All great leaders since Moses have known that a feared enemy must be crushed completely.  (Sometimes they have learned this the hard way.)  If one ember is left alight, no matter how dimly it smolders, a fire will eventually break out.  More is lost through stopping halfway than through total annihilation:  The enemy will recover, and will seek revenge.  Crush him, not only in body but in spirit.

 Law 16

Use Absence to Increase Respect and Honor

Too much circulation makes the price go down:  The more you are seen and heard from, the more common you appear.  If you are already established in a group, temporary withdrawal from it will make you more talked about, even more admired.  You must learn when to leave.  Create value through scarcity.

 Law 17

Keep Others in Suspended Terror: Cultivate an Air of Unpredictability

Humans are creatures of habit with an insatiable need to see familiarity in other people�s actions.  Your predictability gives them a sense of control.  Turn the tables: Be deliberately unpredictable.  Behavior that seems to have no consistency or purpose will keep them off-balance, and they will wear themselves out trying to explain your moves.  Taken to an extreme, this strategy can intimidate and terrorize.

 Law 18

Do Not Build Fortresses to Protect Yourself � Isolation is Dangerous

The world is dangerous and enemies are everywhere � everyone has to protect themselves.  A fortress seems the safest. But isolation exposes you to more dangers than it protects you from � it cuts you off from valuable information, it makes you conspicuous and an easy target.  Better to circulate among people find allies, mingle.  You are shielded from your enemies by the crowd.

 Law 19

Know Who You�re Dealing with � Do Not Offend the Wrong Person

There are many different kinds of people in the world, and you can never assume that everyone will react to your strategies in the same way.  Deceive or outmaneuver some people and they will spend the rest of their lives seeking revenge.  They are wolves in lambs� clothing.  Choose your victims and opponents carefully, then � never offend or deceive the wrong person.

 Law 20

Do Not Commit to Anyone

It is the fool who always rushes to take sides.  Do not commit to any side or cause but yourself.  By maintaining your independence, you become the master of others � playing people against one another, making them pursue you.

 Law 21

Play a Sucker to Catch a Sucker � Seem Dumber than your Mark

No one likes feeling stupider than the next persons.  The trick, is to make your victims feel smart � and not just smart, but smarter than you are.  Once convinced of this, they will never suspect that you may have ulterior motives.

 Law 22

Use the Surrender Tactic: Transform Weakness into Power

When you are weaker, never fight for honor�s sake; choose surrender instead.  Surrender gives you time to recover, time to torment and irritate your conqueror, time to wait for his power to wane.  Do not give him the satisfaction of fighting and defeating you � surrender first.  By turning the other check you infuriate and unsettle him.  Make surrender a tool of power.

 Law 23

Concentrate Your Forces

Conserve your forces and energies by keeping them concentrated at their strongest point.  You gain more by finding a rich mine and mining it deeper, than by flitting from one shallow mine to another � intensity defeats extensity every time.  When looking for sources of power to elevate you, find the one key patron, the fat cow who will give you milk for a long time to come.

 Law 24

Play the Perfect Courtier

The perfect courtier thrives in a world where everything revolves around power and political dexterity.  He has mastered the art of indirection; he flatters, yields to superiors, and asserts power over others in the mot oblique and graceful manner.  Learn and apply the laws of courtiership and there will be no limit to how far you can rise in the court.

 Law 25

Re-Create Yourself

Do not accept the roles that society foists on you.  Re-create yourself by forging a new identity, one that commands attention and never bores the audience.  Be the master of your own image rather than letting others define if for you.  Incorporate dramatic devices into your public gestures and actions � your power will be enhanced and your character will seem larger than life.

 Law 26

Keep Your Hands Clean

You must seem a paragon of civility and efficiency: Your hands are never soiled by mistakes and nasty deeds.  Maintain such a spotless appearance by using others as scapegoats and cat�s-paws to disguise your involvement.

Law 27

Play on People�s Need to Believe to Create a Cultlike Following

People have an overwhelming desire to believe in something.  Become the focal point of such desire by offering them a cause, a new faith to follow.  Keep your words vague but full of promise; emphasize enthusiasm over rationality and clear thinking.  Give your new disciples rituals to perform, ask them to make sacrifices on your behalf.  In the absence of organized religion and grand causes, your new belief system will bring you untold power.

 Law 28

Enter Action with Boldness

If you are unsure of a course of action, do not attempt it.  Your doubts and hesitations will infect your execution.  Timidity is dangerous:  Better to enter with boldness.  Any mistakes you commit through audacity are easily corrected with more audacity.  Everyone admires the bold; no one honors the timid.

 Law 29

Plan All the Way to the End

The ending is everything.  Plan all the way to it, taking into account all the possible consequences, obstacles, and twists of fortune that might reverse your hard work and give the glory to others.  By planning to the end you will not be overwhelmed by circumstances and you will know when to stop.  Gently guide fortune and help determine the future by thinking far ahead.

 Law 30

Make your Accomplishments Seem Effortless

Your actions must seem natural and executed with ease.  All the toil and practice that go into them, and also all the clever tricks, must be concealed.  When you act, act effortlessly, as if you could do much more.  Avoid the temptation of revealing how hard you work � it only raises questions.  Teach no one your tricks or they will be used against you.

 Law 31

Control the Options: Get Others to Play with the Cards you Deal

The best deceptions are the ones that seem to give the other person a choice:  Your victims feel they are in control, but are actually your puppets.  Give people options that come out in your favor whichever one they choose.  Force them to make choices between the lesser of two evils, both of which serve your purpose.  Put them on the horns of a dilemma:  They are gored wherever they turn.

 Law 32

Play to People�s Fantasies

The truth is often avoided because it is ugly and unpleasant.  Never appeal to truth and reality unless you are prepared for the anger that comes for disenchantment.  Life is so harsh and distressing that people who can manufacture romance or conjure up fantasy are like oases in the desert:  Everyone flocks to them. There is great power in tapping into the fantasies of the masses.

 Law 33

Discover Each Man�s Thumbscrew

Everyone has a weakness, a gap in the castle wall.  That weakness is usual y an insecurity, an uncontrollable emotion or need; it can also be a small secret pleasure.  Either way, once found, it is a thumbscrew you can turn to your advantage.

  Law 34

Be Royal in your Own Fashion:  Act like a King to be treated like one

The way you carry yourself will often determine how you are treated; In the long run, appearing vulgar or common will make people disrespect you.  For a king respects himself and inspires the same sentiment in others.  By acting regally and confident of your powers, you make yourself seem destined to wear a crown.

 Law 35

Master the Art of Timing

Never seem to be in a hurry � hurrying betrays a lack of control over yourself, and over time.  Always seem patient, as if you know that everything will come to you eventually.  Become a detective of the right moment; sniff out the spirit of the times, the trends that will carry you to power.  Learn to stand back when the time is not yet ripe, and to strike fiercely when it has reached fruition.

 Law 36

Disdain Things you cannot have:  Ignoring them is the best Revenge

By acknowledging a petty problem you give it existence and credibility.  The more attention you pay an enemy, the stronger you make him; and a small mistake is often made worse and more visible when you try to fix it.  It is sometimes best to leave things alone.  If there is something you want but cannot have, show contempt for it.  The less interest you reveal, the more superior you seem. 

Law 37

Create Compelling Spectacles

Striking imagery and grand symbolic gestures create the aura of power � everyone responds to them.  Stage spectacles for those around you, then full of arresting visuals and radiant symbols that heighten your presence.  Dazzled by appearances, no one will notice what you are really doing.

Law 38

Think as you like but Behave like others

If you make a show of going against the times, flaunting your unconventional ideas and unorthodox ways, people will think that you only want attention and that you look down upon them.  They will find a way to punish you for making them feel inferior.  It is far safer to blend in and nurture the common touch. Share your originality only with tolerant friends and those who are sure to appreciate your uniqueness.

Law 39

Stir up Waters to Catch Fish

Anger and emotion are strategically counterproductive.  You must always stay calm and objective.  But if you can make your enemies angry while staying calm yourself, you gain a decided advantage.  Put your enemies off-balance: Find the chink in their vanity through which you can rattle them and you hold the strings.

Law 40

Despise the Free Lunch

What is offered for free is dangerous � it usually involves either a trick or a hidden obligation.  What has worth is worth paying for.  By paying your own way you stay clear of gratitude, guilt, and deceit.  It is also often wise to pay the full price � there is no cutting corners with excellence.  Be lavish with your money and keep it circulating, for generosity is a sign and a magnet for power.

Law 41

Avoid Stepping into a Great Man�s Shoes

What happens first always appears better and more original than what comes after.  If you succeed a great man or have a famous parent, you will have to accomplish double their achievements to outshine them.  Do not get lost in their shadow, or stuck in a past not of your own making:  Establish your own name and identity by changing course.  Slay the overbearing father, disparage his legacy, and gain power by shining in your own way.

Law 42

Strike the Shepherd and the Sheep will Scatter

Trouble can often be traced to a single strong individual � the stirrer, the arrogant underling, the poisoned of goodwill.  If you allow such people room to operate, others will succumb to their influence.  Do not wait for the troubles they cause to multiply, do not try to negotiate with them � they are irredeemable.  Neutralize their influence by isolating or banishing them.  Strike at the source of the trouble and the sheep will scatter.

Law 43

Work on the Hearts and Minds of Others

Coercion creates a reaction that will eventually work against you.  You must seduce others into wanting to move in your direction.  A person you have seduced becomes your loyal pawn.  And the way to seduce others is to operate on their individual psychologies and weaknesses.  Soften up the resistant by working on their emotions, playing on what they hold dear and what they fear.  Ignore the hearts and minds of others and they will grow to hate you.

Law 44

Disarm and Infuriate with the Mirror Effect

The mirror reflects reality, but it is also the perfect tool for deception: When you mirror your enemies, doing exactly as they do, they cannot figure out your strategy.  The Mirror Effect mocks and humiliates them, making them overreact.  By holding up a mirror to their psyches, you seduce them with the illusion that you share their values; by holding up a mirror to their actions, you teach them a lesson.  Few can resist the power of Mirror Effect.

Law 45

Preach the Need for Change, but Never Reform too much at Once

Everyone understands the need for change in the abstract, but on the day-to-day level people are creatures of habit.  Too much innovation is traumatic, and will lead to revolt.  If you are new to a position of power, or an outsider trying to build a power base, make a show of respecting the old way of doing things.  If change is necessary, make it feel like a gentle improvement on the past.

Law 46

Never appear too Perfect

Appearing better than others is always dangerous, but most dangerous of all is to appear to have no faults or weaknesses.  Envy creates silent enemies.  It is smart to occasionally display defects, and admit to harmless vices, in order to deflect envy and appear more human and approachable.  Only gods and the dead can seem perfect with impunity.

Law 47

Do not go Past the Mark you Aimed for; In Victory, Learn when to Stop

The moment of victory is often the moment of greatest peril.  In the heat of victory, arrogance and overconfidence can push you past the goal you had aimed for, and by going too far, you make more enemies than you defeat.  Do not allow success to go to your head.  There is no substitute for strategy and careful planning.  Set a goal, and when you reach it, stop.

Law 48

Assume Formlessness

By taking a shape, by having a visible plan, you open yourself to attack.  Instead of taking a form for your enemy to grasp, keep yourself adaptable and on the move.  Accept the fact that nothing is certain and no law is fixed.  The best way to protect yourself is to be as fluid and formless as water; never bet on stability or lasting order.  Everything changes.

 

 

 

 

 

Housing Bubble

http://housingbubble.blogspot.com/

Bubble Deflation

Why the bubble willl burst?

1) Higher Interest Rates

2) Record levels of debt

3) Low savings rate

4) Poor economy

5) Rental rates vs House prices

6) Record unemployment : While statistics have you believe that the number of workers seeking unemployment benefits is dropping, that is happening due to workers losing their eligiblity to draw down further unemployment benefits. With several millions of jobs transferred overseas and several hundreds of thousands of jobs permanently lost after the dot com bust, it is almost impossible for the employment situation to be what it was, a few years ago.

Myths

1) The bubble is regional. (If the rise in prices is nation wide, there is no reason to believe that any deflation will be limited to a small region)

2) Limited land : Most people believe that a CEO and his board could print stock certificates out of thin air and sell them to the gullible public and that unlike stock, the supply of land is limited. While the supply of land is limited, there is ample land in most areas (except in the downtown areas), for most people. Further land is almost always available in the suburbs or within a few miles of the city. There is no reason, why houses in areas very far from the city, should command astronomical prices

3) The amount of land is shrinking due to environmental regulations : A large portion of the rise in house prices took place between 2000 and 2005, during the term of an administration that would rather be caught dead, than enforce environmental laws.

4) Immigrants : Despite popular belief, facts do not support the myth that recent immigrants are responsible for the housing boom. Most immigrants work for years and try to get their immigration details sorted out, before they plan to buy a house (if they can afford to buy one, that is...)

5) For the housing market to collapse, there should be a large external stimulus or shock : False. The collapse can be kicked off by fairly small events. All it takes, is one seller in a single block to sell his/her home below what is widely propagated as the market value and the domino effect is set into motion.

Why the bubble may not burst

1) Overzealous administration : The administration may be willing to pour in more money to keep the bubble going, as this may potentially be the only legacy of this administration and an election issue for Jeb Bush

2) Greenspan : With Alan Greenspan in his last term, he would like to leave on a high note, rather than have two-thirds of the population think that he was responsible for the utter collapse in their standard of living.

3) Trade deficit : Foreign nations continue to buy our bonds, because their chief economists may be under the misguided notion, that it is better to finance our debt than to lose us as their primary market.

What are the signs to look for? (based on previous bubbles)

1) Old homes are on the market longer
2) Home builders offer free upgrades
3) Home builders quietly offer discounts to select buyers
4) Home builders old "closeout events"
5) Quality of earnings (profits) decline
6) Revenues decline
7) Prices are in a downward spiral until they reach 40-50% below their current levels
8) Foreclosure rate rises
9) Number of personal bankruptcies rise
10) There is a pressure on the prices of homes at the high end
11) There is a pressure on the pricces of homes at the low end
12) Number of new home permits issued, begins to decrease.
13) Revenues at home improvement stores, begin to trend downwards on an year over year basis
14) Decline in employment in the construction industry

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