Science
Interdisciplinary
Which half?
Scientific writing
A tiny rivulet in a distant forest
The downgrading of experience
Humility
Art and science
The Structure of Scientific Revolutions
BLDGBLOG
The Art of Doing Science and Engineering: Learning to Learn
The illustrated guide to a Ph.D.
evermore, and other beautiful things
An Article by Linus the SephistIf all evidence of civilization on Earth was destroyed, and humans had to re-build society from the ground up, what would be different? Feynman reckons that pivotal scientific moments, like the discovery of the atom, will still happen in the same way. Perhaps mathematics will be similarly rediscovered.
Someone told me once in response to this question, no artwork would ever be recreated. The art we create – music, stories, dance, film – isn’t a fundamental element of the universe, or even of humanity. It’s unique to each artist. If you choose to create art, you leave something in the world that has never had a chance to exist before, and will never again have a chance to exist. There will never be another Beatles or Studio Ghibli or Picasso. Art, in its infinite variations of originality, is cosmically unique in a way the sciences will never be. Art immortalizes human experiences that would otherwise vanish in time.
Reality is Very Weird and You Need to be Prepared for That
An EssayWe might be closer than we think to cures for depression, hypertension, and yes, even obesity.
The answer to scurvy was just one thing, plus a few wrinkles — mostly “not all citrus has the antiscorbutic property” and “most animals can’t get scurvy”. This was only difficult because people weren’t prepared to deal with basic wrinkles, but we can do better by learning from their mistakes.
This means don’t give up easily. It suggests that there is lots of low-hanging fruit, because even simple explanations are easily missed.
Lots of theories have been tried, and lots of them have been given up because of something that looks like contradictory evidence. But the evidence might not actually be a contradiction — the real explanation might just be slightly more complicated than people realized. Go back and revisit scientific near-misses, maybe there’s a wrinkle they didn’t know how to iron out.
Tortured phrases
An Article by Holly ElseIn April 2021, a series of strange phrases in journal articles piqued the interest of a group of computer scientists. The researchers could not understand why researchers would use the terms ‘counterfeit consciousness’, ‘profound neural organization’ and ‘colossal information’ in place of the more widely recognized terms ‘artificial intelligence’, ‘deep neural network’ and ‘big data’.
Further investigation revealed that these strange terms — which they dub “tortured phrases” — are probably the result of automated translation or software that attempts to disguise plagiarism. And they seem to be rife in computer-science papers.
Why Most Published Research Findings Are False
A Research Paper by John P.A. IoannidisThere is increasing concern that most current published research findings are false. The probability that a research claim is true may depend on study power and bias, the number of other studies on the same question, and, importantly, the ratio of true to no relationships among the relationships probed in each scientific field. In this framework, a research finding is less likely to be true when the studies conducted in a field are smaller; when effect sizes are smaller; when there is a greater number and lesser preselection of tested relationships; where there is greater flexibility in designs, definitions, outcomes, and analytical modes; when there is greater financial and other interest and prejudice; and when more teams are involved in a scientific field in chase of statistical significance.
A hypothesis is a liability
A Research Paper by Itai Yanai & Martin LercherThere is a hidden cost to having a hypothesis. It arises from the relationship between night science and day science, the two very distinct modes of activity in which scientific ideas are generated and tested, respectively [1, 2]. With a hypothesis in hand, the impressive strengths of day science are unleashed, guiding us in designing tests, estimating parameters, and throwing out the hypothesis if it fails the tests. But when we analyze the results of an experiment, our mental focus on a specific hypothesis can prevent us from exploring other aspects of the data, effectively blinding us to new ideas.
Managing Oneself
Only from strength
Most people think they know what they are good at. They are usually wrong. More often, people know what they are not good at—and even then more people are wrong than right. And yet, a person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all.
Feedback analysis
The only way to discover your strengths is through feedback analysis. Whenever you make a key decision or take a key action, write down what you expect will happen. Nine or 12 months later, compare the actual results with your expectations.
Taking pride in ignorance
First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results.
Second, work on improving your strengths.
Third, discover where your intellectual arrogance is causing disabling ignorance and overcome it...First-rate engineers, for instance, tend to take pride in not knowing anything about people. Human resources professionals, by contrast, often pride themselves on their ignorance of elementary accounting or of quantitative methods altogether. But taking pride in such ignorance is self-defeating. Go to work on acquiring the skills and knowledge you need to fully realize your strengths.
But bulldozers move mountains
A planner may find that his beautiful plans fail because he does not follow through on them. Like so many brilliant people, he believes that ideas move mountains. But bulldozers move mountains; ideas show where the bulldozers should go to work.
Waste as little effort as possible on low competence
One should waste as little effort as possible on improving areas of low competence. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
How do I perform?
For knowledge workers, How do I perform? may be an even more important question than What are my strengths?.
A few common personality traits usually determine how a person performs:
- Am I a reader or a listener?
- How do I learn? Writing? Taking notes? Doing? Talking?
- Do I work well with people, or am I a loner? And if I do work well with people, in what relationship?
- Do I produce results as a decision maker or as an adviser?
- Do I perform well under stress, or do I need a highly structured and predictable environment?
- Do I work best in a big organization or a small one?
To improve the way you perform
Do not try to change yourself—you are unlikely to succeed. But work hard to improve the way you perform. And try not to take on work you cannot perform or will only perform poorly.
The mirror test
In the early years of this century, the most highly respected diplomat of all the great powers was the german ambassador in London. He was clearly destined for great things...yet in 1906 he abruptly resigned rather than preside over a dinner given by the diplomatic corps for Edward VII. The king was a notorious womanizer and made it clear what kind of dinner he wanted. The ambassador is reported to have said, "I refuse to see a pimp in the mirror in the morning when I shave."
This is the mirror test. Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning?
Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
Values vs. strengths
There is sometimes a conflict between a person's values and his or her strengths. What one does well – even very well and successfully – may not fit with one's value system. In that case, the work may not appear to be worth devoting one's lift to (or even a substantial portion thereof).
Values are and should be the ultimate test.
Successful careers are not planned
Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values. Knowing where one belongs can transform an ordinary person – hardworking and competent but otherwise mediocre – into an outstanding performer.
The best-laid plans
It is rarely possible – or even particularly fruitful – to look too far ahead. A plan can usually cover no more than 18 months and still be reasonably clear and specific. So the question is most cases should be, Where and how can I achieve results that will make a difference within the next year and a half?
The second half of your life
Today, most work is knowledge work, and knowledge workers are not "finished" after 40 years on the job, they are merely bored.
There are three ways to develop a second career. The first is to actually start one. The second is to develop a parallel career. Finally, there are the social entrepreneurs.
There is one prerequisite for managing the second half of your life: You must begin long before you enter it. If one does not begin to volunteer before one is 40 or so, one will not volunteer once past 60.