Jon Gertner

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“I Met An Idiosyncratic Troupe Of Former Park Rangers, Sculptors, Philosophers, And Machinists”

April 15, 2014 in Books, Excerpts, Science/Tech, Urban Studies | Permalink

Jon Gertner, who wrote an excellent book about Bell Labs, has an article at Fast Company about Google X, the lab that is trying to be its creative descendant, though the search giant’s “moonshot” wing is even further afield, more an amorphous thing than something that is solid state. An excerpt:

“X does not employ your typical Silicon Valley types. Google already has a large lab division, Google Research, that is devoted mainly to computer science and Internet technologies. The distinction is sometimes framed this way: Google Research is mostly bits; Google X is mostly atoms. In other words, X is tasked with making actual objects that interact with the physical world, which to a certain extent gives logical coherence to the four main projects that have so far emerged from X: driverless cars, Google Glass, high-­altitude Wi-Fi balloons, and glucose-monitoring contact lenses. Mostly, X seeks out people who want to build stuff, and who won’t get easily daunted. Inside the lab, now more than 250 ­employees strong, I met an idiosyncratic troupe of former park rangers, sculptors, philosophers, and machinists; one X scientist has won two Academy Awards for special effects. [Astro] Teller himself has written a novel, worked in finance, and earned a PhD in artificial intelligence. One recent hire spent five years of his evenings and weekends building a helicopter in his garage. It actually works, and he flew it regularly, which seems insane to me. But his technology skills alone did not get him the job. The helicopter did. ‘The classic definition of an expert is someone who knows more and more about less and less until they know everything about nothing,’ says DeVaul. ‘And people like that can be extremely useful in a very focused way. But these are really not X people. What we want, in a sense, are people who know less and less about more and more.’

If there’s a master plan behind X, it’s that a frictional arrangement of ragtag intellects is the best hope for creating products that can solve the world’s most intractable issues. Yet Google X, as Teller describes it, is an experiment in itself–an effort to reconfigure the process by which a corporate lab functions, in this case by taking incredible risks across a wide variety of technological domains, and by not hesitating to stray far from its parent company’s business. We don’t yet know if this will prove to be genius or folly. There’s actually no historical model, no ­precedent, for what these people are doing.”

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“When He Got A Pogo Stick, He Would Go Up And Down The Hall On That, Too”

December 9, 2012 in Books, Excerpts, Science/Tech | Permalink

I mentioned Jon Gertner’s Bell Lab history, The Idea Factory, a couple of times recently. For me, the most interesting parts are the passages about Information Theory mastermind Claude Shannon. As the author points out, Shannon’s co-workers were often years ahead of the curve in their work, but Shannon himself was working decades in the future. In addition to knowing what the world would look like generations in advance, Shannon, a wisp of a man, was deeply eccentric and fond of games and parlor tricks. He designed the first computer chess program and the initial computerized mouse that “learned” more every time it went through a maze. (Like this, but 60 years ago.) His wife, Betty, was always challenged when choosing a Christmas present for him because what do you get for the man who has everything–in his head? An excerpt from Gertner’s book, which recalls how the scientist turned Bell Labs into a fucking clown car:

“One year, Betty gave him a unicycle as a gift. Shannon quickly began riding; then he began building his own unicycles, challenging himself to see how small he could make one that could still be ridden. One evening after dinner at home in Morristown, Claude began to spontaneously juggle three balls, and his efforts soon won him some encouragement from the kids in the apartment complex. There was no reason, as far as Shannon could see, why he shouldn’t pursue his two new interests, unicycling and juggling, at Bell Labs, too. Nor was there any reason not to pursue them simultaneously. When he was in the office, Shannon would take a break from work to ride his unicycle up and down the long hallways, usually at night when the building wasn’t so busy. He would nod to passerby, unless he was juggling as he rode. Then he would be lost in concentration. When he got a pogo stick, he would go up and down the hall on that, too.

Here, then, was a picture of Claude Shannon, circa 1955, a man–slender, agile, handsome, abstracted–who rarely showed up on time for work, who often played chess or fiddled with amusing machines all day; who frequently went down the halls juggling or pogoing, and who didn’t seem to care, really, what anyone thought of him or his pursuits. He did what was interesting. He was categorized, still, as a scientist. But it seemed obvious that he had the temperament and sensibility of an artist.”

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“Physical Proximity Was Everything; Phone Calls Alone Wouldn’t Do”

February 27, 2012 in Excerpts, Science/Tech, Urban Studies, Videos | Permalink

I’ve always believed that smaller offices in which there is a great deal of incidental interaction is a way more productive environment than spacious, comfy quarters. In a segment of “True Innovation,” Jon Gertner’s New York Times Opinion piece about creativity in America, the author explains the guiding principles of Mervin Kelly, one of the leading lights of Bell Labs during its glorious future-building run in the 20th century, who designed architecture that forced employee contact. An excerpt:

“At Bell Labs, the man most responsible for the culture of creativity was Mervin Kelly. Probably Mr. Kelly’s name does not ring a bell. Born in rural Missouri to a working-class family and then educated as a physicist at the University of Chicago, he went on to join the research corps at AT&T. Between 1925 and 1959, Mr. Kelly was employed at Bell Labs, rising from researcher to chairman of the board. In 1950, he traveled around Europe, delivering a presentation that explained to audiences how his laboratory worked.

His fundamental belief was that an ‘institute of creative technology’ like his own needed a ‘critical mass’ of talented people to foster a busy exchange of ideas. But innovation required much more than that. Mr. Kelly was convinced that physical proximity was everything; phone calls alone wouldn’t do. Quite intentionally, Bell Labs housed thinkers and doers under one roof. Purposefully mixed together on the transistor project were physicists, metallurgists and electrical engineers; side by side were specialists in theory, experimentation and manufacturing. Like an able concert hall conductor, he sought a harmony, and sometimes a tension, between scientific disciplines; between researchers and developers; and between soloists and groups.

ONE element of his approach was architectural. He personally helped design a building in Murray Hill, N.J., opened in 1941, where everyone would interact with one another. Some of the hallways in the building were designed to be so long that to look down their length was to see the end disappear at a vanishing point. Traveling the hall’s length without encountering a number of acquaintances, problems, diversions and ideas was almost impossible. A physicist on his way to lunch in the cafeteria was like a magnet rolling past iron filings.”

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1960s computer animation by Bell Labs visual neuroscientist Béla Julesz:

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“It Is A Curiosity Of Modern Life That Information Companies Can Create Extraordinary Social Disruptions And Vast Shareholder Wealth But Relatively Few Jobs”

August 29, 2011 in Excerpts, Politics, Science/Tech, Urban Studies | Permalink

From Jon Gertner’s excellent New York Times Magazine article about the burgeoning lithium-battery market and the future of manufacturing in America:

“On both sides of the world, the fundamental appeal of expanding manufacturing is jobs. It is a curiosity of modern life that information companies can create extraordinary social disruptions and vast shareholder wealth but relatively few jobs. Facebook has about 2,000 employees worldwide. Google has about 29,000. Even in its new, slimmed-down state, General Motors, a decidedly less valuable company, has about 200,000 employees. What’s more, that number represents only a fraction of the people behind the production of a G.M. car. ‘When you’re manufacturing anything, even if the work is done by robots and machines, there’s an incredible value chain involved,’ Susan Hockfield, the president of M.I.T., says. ‘Manufacturing is simply this huge engine of job creation.’ For batteries, that value chain would include scientists researching improved materials to companies mining ores for metals; contractors building machines for factory work; and designers, engineers and machine operators doing the actual plant work. By some estimates, manufacturing employs about 65 percent of America’s scientists and engineers.”

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