Coleman McCormick

Archive of posts with tag 'Vannevar Bush'

Science: The Endless Frontier →

October 21, 2020 • #

Vannevar Bush’s seminal report to President Truman, making the case for government support for foundational scientific research (and pushing to create the NSF).

Previously:

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How to Make a Memex →

March 27, 2020 • #

Been reading more about how others are using Roam the last few days. In this post, Sarah Constantin draws an apt connection to Vannevar Bush’s “memex” concept from his 1945 paper “As We May Think”. It was an early influence on what eventually became hypertext — his memex was an electromechanical device that could record and connect ideas on microfilm storage.

Arguably the Internet forms one big memex today. Bush was right in his prediction that “wholly new forms of encyclopedias will appear”, that “The patent attorney has on call the millions of issued patents,” and “The physician, puzzled by a patient’s reactions, strikes the trail established in studying an earlier similar case, and runs rapidly through analogous case histories, with side references to the classics.”

But Bush imagined the memex as a private (though shareable) record, not a communal one. Each person should have their own memex.

Roam feels to me a lot more valuable for personal rather than team use.

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Weekend Reading: Running Maps, Thinking, and Remote Work

April 20, 2019 • #

🏃🏻‍♂️ On the Go Map

Found via Tom MacWright, a slick and simple tool for doing run route planning built on modern web tech. It uses basic routing APIs and distance calculation to help plan out runs, which is especially cool in new places. I used it in San Diego this past week to estimate a couple distances I did. It also has a cool sharing feature to save and link to routes.

🔮 As We May Think

I mentioned scientist Vannevar Bush here a few days back. This is a piece he wrote for The Atlantic in 1945, looking forward at how machines and technology could become enhancers of human thinking. So many prescient segments foreshadowing current computer technology:

One can now picture a future investigator in his laboratory. His hands are free, and he is not anchored. As he moves about and observes, he photographs and comments. Time is automatically recorded to tie the two records together. If he goes into the field, he may be connected by radio to his recorder. As he ponders over his notes in the evening, he again talks his comments into the record. His typed record, as well as his photographs, may both be in miniature, so that he projects them for examination.

👨🏽‍💻 Best Practices for Managing Remote Teams

I thought this was an excellent rundown of remote work, who is suited for it, how to manage it, and the psychology of this new method of teamwork.

Let’s first cover values. Remote work is founded on specific core principles that govern this distinct way of operating which tend to be organization agnostic. They are the underlying foundation which enables us to believe that this approach is indeed better, more optimal, and thus the way we should live:

  • Output > Input
  • Autonomy > Administration
  • Flexibility > Rigidity

These values do not just govern individuals, but also the way that companies operate and how processes are formed. And like almost anything in life, although they sound resoundingly positive, they have potential pitfalls if not administered with care.

I found nearly all of this very accurate to my perception of remote work, at least from the standpoint of someone who is not remote, but manages and works with many that are. I’m highly supportive of hiring remote. With our team, we’ve gotten better in many ways by becoming more remote. And another (perhaps counterintuitive) observation: the more remote people you hire, the better the whole company gets and managing it.

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Process Not Products

April 14, 2019 • #

In his new book Loonshots, author Safi Bahcall uses the concept of phase transitions to analyze how companies work. When a substance changes phase, like water going from solid to liquid, the same exact substance is forced to take on a new structural form when the surrounding environment changes.

As Bahcall points out in the book, companies exhibit a similar behavior in their inventions and strategy. He contrasts two different types of innovations that companies tend to be built to produce: “P” type innovations, where a company is great at producing new products, and “S” type innovations, where they can stay ahead of the pack by developing new business strategies for the same products. There are many examples presented in the book of both types of innovation done right — Juan Trippe and Pan Am, Steve Jobs, Edwin Land and Polaroid, Bob Crandall and American Airlines — each of them was (or has been) a pillar innovator with a specialty in P or S types.

Process

Being great at a single type works great for a time, until the environment changes too much around you.

In the history of business, there are few examples of organizations able to straddle both phases simultaneously. Early on in the book there’s the example of Vannevar Bush, the engineer that led the historic Office of Scientific Research and Development during World War II. The OSRD was legendary for the systems and inventions developed during the war, many of which helped to tip the war in favor of the Allies. From the OSRD wiki page:

The research was widely varied, and included projects devoted to new and more accurate bombs, reliable detonators, work on the proximity fuze, guided missiles, radar and early-warning systems, lighter and more accurate hand weapons, more effective medical treatments, more versatile vehicles, and, most secret of all, the S-1 Section, which later became the Manhattan Project and developed the first atomic weapons.

What makes companies so focused on short term innovation, either in product or strategy? Humans (and organizations) are certainly known to be bad at having a long view of planning and decision making.

It’s a fascinating idea — that a successful, hard-to-kill organization becomes one by having a particular structure, one that can be water and ice at the same time. What Bush figured out 70 years ago was that the organization is what’s important. He focused on making organizations that could make great things, a focus on the process rather than its products:

This bit from a 1990 piece after his death sums it up:

He was an academic entrepreneur who co-founded Raytheon and was a vice president at the Massachusetts Institute of Technology who consolidated the school’s reputation as having the nation’s finest engineering program. It’s not just that Bush was a brilliant engineer; it’s that Bush knew how to map, build and manage the relationships and organizations necessary to get things done. He knew how to craft the human networks that could build the technological networks.

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