Technology – Page 13 – artdiamondblog.com

Rickenbacker Wasn’t the Best Pilot or the Best Shot “but He Could Put More Holes in a Target that Was Shooting Back”

Source of book image: http://jacketupload.macmillanusa.com/jackets/high_res/jpgs/9781250033772.jpg

(p. C6) With his unpolished manners, Rickenbacker encountered a good deal of arrogance from the privileged sons of Harvard and Yale, but after he had downed his first five enemies, criticism ceased. About Rickenbacker’s killer instinct his colleague Reed McKinley Chambers had this to say: “Eddie wasn’t the best pilot in the world. He could not put as many holes in a target that was being towed as I could, but he could put more holes in a target that was shooting back at him than I could.”

For the full review, see:
HENRIK BERING. “Daring Done Deliberately.” The Wall Street Journal (Sat., May 31, 2014): C6.
(Note: the online version of the review has the date May 30, 2014, and has the title “Book Review: ‘Enduring Courage’ by John F. Ross.”)

The book under review is:
Ross, John F. Enduring Courage: Ace Pilot Eddie Rickenbacker and the Dawn of the Age of Speed. New York: St Martin’s Press, 2014.

Instead of 50 Silicon Valleys, Andreessen Sees 50 Kinds of Silicon Valley

“Marc Andreessen, co-founder of the first major web browser, Netscape, has a record for knowing what’s coming next with technology.” Source of caption and photo: online version of the NYT article quoted and cited below.

(p. B8) Mr. Andreessen said new valleys will eventually emerge. But they won’t be Silicon Valley copycats.

Over the past couple of years, venture firms have invested in start-ups in Los Angeles, New York, Chicago and all over China. Los Angeles, for example, is home to Snapchat, Tinder, Whisper, Oculus VR and Beats, some of the big tech stories of the year. Mr. Andreessen said another hot place is Atlanta, the home of Georgia Tech.
But he offers a caveat.
“My personal view is that Silicon Valley will continue to take a disproportionate share of the No. 1 positions in great new markets, and I think that’s just a reflection that the fact that the valley works as well as it does,” Mr. Andreessen said.
There is a caveat to his caveat.
In Mr. Andreessen’s view, there shouldn’t be 50 Silicon Valleys. Instead, there should be 50 different kinds of Silicon Valley. For example, there could be Biotech Valley, a Stem Cell Valley, a 3-D Printing Valley or a Drone Valley. As he noted, there are huge regulatory hurdles in many of these fields. If a city wanted to spur innovation around drones, for instance, it might have to remove any local legal barriers to flying unmanned aircraft.

For the full interview, see:
NICK BILTON. “DISRUPTIONS; Forecasting the Next Big Moves in Tech.” The New York Times (Mon., MAY 19, 2014): B8.
(Note: the online version of the interview has the date MAY 18, 2014, and has the title “DISRUPTIONS; Marc Andreessen on the Future of Silicon Valley(s), and the Next Big Technology.” )

In Bringing Us Electricity, Westinghouse Rejected the Precautionary Principle

(p. 180) The defensive position that Westinghouse found himself in is illustrated by the way he contradicted himself as he tried to defend overhead wires. The wires that were supposedly safe were also the same wires that he had to admit, yes, posed dangers, yes, but dangers of various kinds had to be accepted throughout the modern city. Westinghouse said, “If all things involving the use of power were to be prohibited because of the danger to life, then the cable cars, which have already killed and maimed a number of people, would have to be abolished.” Say good-bye to trains, too, he added, because of accidents at road crossings.

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.

Entrepreneurial Consumer J.P. Morgan “Handled Setbacks with Equanimity”

Schumpeter wrote that the entrepreneur is the one who overcomes obstacles to get the job done (1950, p. 132). Obstacles come in many forms. One of them is consumer resistance to change. So one key contributor to the technological progress is the “entrepreneurial consumer” who is willing to invest in new, buggy, possibly dangerous technologies at an early stage. (Paul Nodskov, a student in my spring 2014 Economics of Technology seminar suggested using the phrase “entrepreneurial consumer.”)
Alexis de Tocqueville observed that in contrast to Europeans, Americans were “restless in the midst of their prosperity” (2000 [first published 1835], Ch. 13). Perhaps even that early, America had more entrepreneurial consumers?

(p. 131) Morgan prized being ahead of everyone else, and the next year was concerned that his plant was already less than state of the art, a suspicion that was confirmed when he persuaded Edison to send Edward Johnson to the house for an evaluation. Johnson was instructed to upgrade the equipment and also to devise a way to provide an electric light that would sit on Morgan’s desk in his library. At a time when the very concept of an electrical outlet and detachable electrical appliances had yet to appear, this posed a significant challenge. Johnson’s solution was to run wires beneath the floor to metal plates that were installed in different places beneath the rugs. One of the legs of the desk was equipped with sharp metal prongs, designed to make contact with one of the plates when moved about the room.

In conception, it was clever; in implementation, it fell short of ideal. On the first evening when the light was turned on, there was a flash, followed by a fire that quickly engulfed the desk and spread across the rug before being put out. When Johnson was summoned to the house the next morning, he was shown into the library, where charred debris was piled in a heap. He expected that when Morgan appeared, he would angrily announce that the services of Edison Electric were no longer needed.
(p. 132) “Well?” Morgan stood in the doorway, with Mrs. Morgan standing behind him, signaling Johnson with a finger across her lips not to launch into elaborate explanations. Johnson cast a doleful eye at the disaster in the room and remained silent.
“Well, what are you going to do about it?” Morgan asked. Johnson said the fault was his own and that he would personally reinstall everything, ensuring that it would be done properly.
“All right. See that you do.” Morgan turned and left. The eager purchaser of first-generation technology handled setbacks with equanimity. “I hope that the Edison Company appreciates the value of my house as an experimental station,” he would later say. A new installation with second-generation equipment worked well, and Morgan held a reception for four hundred guests to show off his electric lights. The event led some guests to place their own orders for similar installations. Morgan also donated entire systems to St. George’s Church and to a private school, dispatching Johnson to oversee the installation as a surprise to the headmistress. The family biographer compared Morgan’s gifts of electrical power plants to his sending friends baskets of choice fruit.

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.

Schumpeter’s book is:
Schumpeter, Joseph A. Capitalism, Socialism and Democracy. 3rd ed. New York: Harper and Row, 1950.

The other book I mention, is:
de Tocqueville, Alexis. Democracy in America. Chicago: University of Chicago Press, 2000 [first published in two volumes in 1835 and 1840].

Edison Genuinely Believed that AC Was More Dangerous than DC

(p. 174) In Edison’s view, . . . , Westinghouse did not pose a serious threat in the power-and-light business because he used the relatively more dangerous alternating current, certain to kill one of his own customers within six months.
Edison’s conviction that direct current was less dangerous than alternating current was based on hunch, however, not empirical scientific research. He, like others at the time, focused solely on voltage (the force that pushes electricity through a wire) without paying attention to amperage (the rate of flow of electricity), and thought it would be best to stay at 1,200 volts or less. Even he was not certain that his own system was completely safe–after all, he had elected to place wires in underground conduits, which was more expensive than stringing wires overhead but reduced the likelihood of electrical current touching a passerby. Burying the wires could not give him complete peace of mind, however. Privately, he told Edward Johnson that “we must look out for crosses [i.e., short-circuited wires] for if we ever kill a customer it would be a bad blow to the business.”

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.
(Note: ellipsis added, bracketed words in original.)

Delta Overcomes Obstacles that Ground Other Airlines

Source of graphic: online version of the WSJ article quoted and cited below.

Cancellations due to mechanical failures, piliot illness and government regulations are often announced as though they were acts of God, outside the possible control of airlines, for which the airline is blameless. But airlines can take actions, and improve processes, to reduce the frequency and consequences of such cancellations. In airlines, and in other firms, there is not a sharp line between what can and what cannot be under the firm’s control.

(p. D3) Atlanta

The crew of Delta Air Lines Flight 55 last Thursday couldn’t legally fly from Lagos, Nigeria, to Atlanta unless they waited a day due to new limits on how much pilots can fly in a rolling 28-day period. The trip would have to be canceled.
Instead, Delta headquarters told the captain to fly to San Juan, Puerto Rico, which they could reach within their duty limits. There, two new pilots would be waiting to take the Boeing 767 on to Atlanta. The plane arrived in San Juan at 2:44 a.m., quickly took on fuel and pilots, and landed in Atlanta only 40 minutes late.
The episode, unorthodox in the airline industry, illustrates the fanaticism Delta now has for avoiding cancellations. Last year, Delta canceled just 0.3% of its flights, according to flight-tracking service FlightStats.com. That was twice as good as the next-best airlines, Southwest and Alaska, and five times better than the industry average of 1.7%.
. . .
Managers in Delta operations centers move planes, crews and parts around hourly trying to avoid canceling flights. How well an airline maintains its fleet and how smartly it stashes spare parts and planes at airports affect whether your flight goes or not.
Delta thinks it has come up with new analytical software and instruments that can help monitor the health of airplanes and predict which parts will soon fail. Empty planes are ferried to replace crippled jets rather than waiting for overnight repairs.
Mechanics developed a vibration monitor to install on cooling fans for cockpit instruments. A plane can’t be sent out on a new trip with a broken fan.
Now when vibration starts to increase, indicating that a bearing may be wearing down and getting close to failing, a new fan is swapped in. The wobbly fan goes to the shop for new bearings. That has reduced canceled flights.
So has spending $2 million to have spare starters for Boeing 767 engines at all 767 stations abroad. Starters last about five years. While each plane has two and both engines can be started with one, you can’t send a plane out on a long trip over oceans with only one working.

For the full story, see:
SCOTT MCCARTNEY. “THE MIDDLE SEAT; A World Where Flights Aren’t Canceled; How Smartly an Airline Stashes Spare Parts and Planes at Airports Affects Whether or Not Your Flight Takes Off.” The Wall Street Journal (Thurs., April 3, 2014): D3.
(Note: ellipsis added.)
(Note: the online version of the story was updated April 2, 2014, and has the title “THE MIDDLE SEAT; A World Where Flights Aren’t Canceled; Inside Delta’s new strategies to avoid stranding fliers.”)

In the End Edison Said “I Am Not Business Man Enough to Spend Time” in the Electricity Business

(p. 186) In early 1892, the deal was done: Edison General Electric and Thomson-Houston merged as nominal equals. The organization chart, however, reflected a different understanding among the principals. Thomson-Houston’s chief executive, Charles Coffin, became the new head and other Thomson-Houston executives filled out the other positions. Insull was the only manager from the Edison side invited to stay, which he did only briefly. From the outside, it appeared that Thomas (p. 187) Edison and his coterie had arranged the combination from a position of abject surrender. Edison did not want this to be the impression left in the public mind, however. When the press asked him about the announcement, he said he had been one of the first to urge the merger. This was not close to the truth, and is especially amusing when placed in juxtaposition to Alfred Tate’s account of the moment when Tate, hearing news of the merger first, had been the one to convey the news to Edison.

I always have regretted the abruptness with which I broke the news to Edison but I am not sure that a milder manner and less precipitate delivery would have cushioned the shock. I never before had seen him change color. His complexion naturally was pale, a clear healthy paleness, but following my announcement it turned as white as his collar.

“Send for Insull,” was all he said as he left me standing in his library.

Having collected himself before meeting with the reporters, Edison could say with sincerity that he was too busy to “waste my time” on the electric light. For the past three years, since he first realized that his direct-current system would ultimately be driven to the margins by alternating current, he had been carting his affections elsewhere. The occasion of the merger did shake him into a rare disclosure of personal shortcoming: He allowed that “I am not business man enough to spend time” in the power-and-light business.

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.

One Way to Appreciate All We Take for Granted

Source of book image: http://knowledge.dsruptiv.net/en-gb/wp-content/uploads/2013/12/The-Knowledge-Full-Cover_lowres.jpg

(p. 8) Over the past generation or two we’ve gone from being producers and tinkerers to consumers. As a result, I think we feel a sense of disconnect between our modern existence and the underlying processes that support our lives. Who has any real understanding of where their last meal came from or how the objects in their pockets were dug out of the earth and transformed into useful materials? What would we do if, in some science-fiction scenario, a global catastrophe collapsed civilization and we were members of a small society of survivors?

My research has to do with what factors planets need to support life. Recently, I’ve been wondering what factors are needed to support our modern civilization. What key principles of science and technology would be necessary to rebuild our world from scratch?
. . .
. . . there are the many materials society requires: How do you transform base substances like clay and iron into brick or concrete or steel, and then shape that material into a useful tool? To learn a small piece of this, I spent a day in a traditional, 18th-century iron forge, learning the essentials of the craft of the blacksmith. Sweating over an open coke-fired hearth, I managed to beat a lump of steel into a knife. Once shaped, I got it cherry-red hot and then quenched it with a satisfying squeal into a water trough, before reheating the blade slightly to temper it for extra toughness.
. . .
. . . , it needn’t take a catastrophic collapse of civilization to make you appreciate the importance of understanding the basics of how devices around you work. Localized disasters can disrupt normal services, making a reasonable reserve of clean water, canned food and backup technologies like kerosene lamps a prudent precaution. And becoming a little more self-reliant is immensely rewarding in its own right. Thought experiments like these can help us to explore how our modern world actually came to be, and to appreciate all that we take for granted.

For the full commentary, see:
LEWIS DARTNELL. “OPINION; Civilization’s Starter Kit.” The New York Times, SundayReview Section (Sun., MARCH 30, 2014): 8.
(Note: ellipses added.)
(Note: the online version of the commentary has the date MARCH 29, 2014.)

Dartnell’s commentary, quoted above, has been elaborated in his book:
Dartnell, Lewis. The Knowledge: How to Rebuild Our World from Scratch. New York: Penguin Press, 2014.

Bill Clinton Says U.S. Control of Internet Protects Free Speech

(p. A11) . . . , Mr. Clinton, appearing on a panel discussion at a recent Clinton Global Initiative event, defended U.S. oversight of the domain-name system and the Internet Corporation for Assigned Names and Numbers, or Icann.
. . .
“I understand why the reaction in the rest of the world to the Edward Snowden declarations has given new energy to the idea that the U.S. should not be in nominal control of domain names on the Internet,” Mr. Clinton said. “But I also know that we’ve kept the Internet free and open, and it is a great tribute to the U.S. that we have done that, including the ability to bash the living daylights out of those of us who are in office or have been.
“A lot of people who have been trying to take this authority away from the U.S. want to do it for the sole purpose of cracking down on Internet freedom and limiting it and having governments protect their backsides instead of empower their people.”
Mr. Clinton asked Jimmy Wales, founder of Wikipedia: “Are you at all worried that if we give up this domain jurisdiction that we have had for all these years that we will lose Internet freedom?”
“I’m very worried about it,” Mr. Wales answered. People outside the U.S. often say to him, “Oh, it’s terrible. Why should the U.S. have this special power?” His reply: “There is the First Amendment in the U.S., and there is a culture of free expression.”
He recalled being told on Icann panels to be more understanding of differences in cultures. “I have respect for local cultures, but banning parts of Wikipedia is not a local cultural variation that we should embrace and accept. That’s a human-rights violation.”

For the full commentary, see:
L. GORDON CROVITZ. “INFORMATION AGE; Open Internet: Clinton vs. Obama; The former president strongly defends the current system of oversight by the U.S.” The Wall Street Journal (Mon., MARCH 31, 2014): A11.
(Note: ellipses added.)
(Note: the online version of the commentary has the shorter title “INFORMATION AGE; Open Internet: Clinton vs. Obama.”)

William Vanderbilt Helped Disrupt His Gas Holdings by Investing in Edison’s Electricity

(p. 84) But even the minimal ongoing work on the phonograph would be pushed aside by the launch of frenzied efforts to find a way to fulfill Edison’s premature public claim that his electric light was working. A couple of months later, when asked in an interview about the state of his phonograph, Edison replied tartly, “Comatose for the time being.” He changed metaphors and continued, catching hold of an image that would be quoted many times by later biographers: “It is a child and will grow to be a man yet; but I have a bigger thing in hand and must finish it to the temporary neglect of all phones and graphs.”
Financial considerations played a part in allocation of time and resources, too. Commissions from the phonograph that brought in hundreds of dollars were hardly worth accounting for, not when William Vanderbilt and his friends were about to advance Edison $50,000 for the electric light. Edison wrote a correspondent that he regarded the financier’s interest especially satisfying as Vanderbilt was “the largest gas stock owner in America.”

Source:
Stross, Randall E. The Wizard of Menlo Park: How Thomas Alva Edison Invented the Modern World. New York: Crown Publishers, 2007.
(Note: ellipses, and capitals, in original.)