Insights into Science from Richard Feynman

Hardly anyone captures the essence and ethos of science more eloquently than The Great Explainer. In 1966, the National Science Teachers Association asked the great Richard Feynman to give an address that answers the question, "What is science?" The answer comes true to character:

And so what science is, is not what the philosophers have said it is, and certainly not what the teacher editions say it is. What it is, is a problem which I set for myself after I said I would give this talk.
After some time, I was reminded of a little poem:
A centipede was happy quite, until a toad in fun
Said, "Pray, which leg comes after which?"
This raised his doubts to such a pitch
He fell distracted in the ditch
Not knowing how to run.
All my life, I have been doing science and known what it was, but what I have come to tell you--which foot comes after which--I am unable to do, and furthermore, I am worried by the analogy in the poem that when I go home I will no longer be able to do any research.

Later in the speech, Feynman hones a more answer-like answer:

[I]f you are going to teach people to make observations, you should show that something wonderful can come from them. I learned then what science was about: it was patience. If you looked, and you watched, and you paid attention, you got a great reward from it -- although possibly not every time.

Later:

[Science] teaches the value of rational thought as well as the importance of freedom of thought; the positive results that come from doubting that the lessons are all true.

He closes with a keen point for his audience of professional science educators:

Science alone of all the subjects contains within itself the lesson of the danger of belief in the infallibility of the greatest teachers of the preceding generation.

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Dr Carl Sagan remembered - Visionary, philosopher and charismatic speaker, an inspiration to to his generation

The late, great Dr Carl Sagan, a professor of astronomy and space science at Cornell University and an adviser to Nasa, played a major role in setting up Seti, the Search for Extra-Terrestrial Intelligence.

However, he is probably best known to the public for the television series Cosmos: A Personal Voyage, and his books Pale Blue Dot and The Demon-Haunted World: Science as a Candle in the Dark.

As well as his research, he was a major science advocate and populariser, and a vociferous supporter of scepticism and rationality.

He was a visionary, philosopher and charismatic speaker, an inspiration to to his generation and hopefully, those that come on behind. A truly great human being and one that is sorely missed.

Iran: Brazil Enjoying Closer Nuclear Co-operation

Iranian President Mahmoud Ahmadinejad defended closer ties with Brazil Friday, hinting at a bilateral nuclear cooperation ahead of a state visit.

Ahmadinejad stressed the "need for cooperation between the two countries in various fields," according to a statement distributed here by the Iranian embassy.

"While there is an unfair polemic in Western countries against Iran's peaceful nuclear program, the people of Brazil side with the Iranian people."

Pointing to Brazil's own nuclear program, Ahmadinejad said Brazilians "understand that a few arrogant powers... are trying to prevent other nations from having access to advanced science."

Ahmadinejad arrives in Brazil on Monday for a busy day-long visit that includes a meeting with President Luiz Inacio Lula da Silva, signing bilateral trade deals, a visit to Congress, a press conference and a speech at a Brasilia university, according to the embassy.

It will be the first visit by an Iranian president to Brazil, and Ahmadinejad's third round of talks with Lula, who is scheduled to visit Tehran in early 2010.

Israel, whose conservative government considers Ahmadinejad-ruled Iran an existential threat, has already blasted Brazil's "mistake" in hosting the firebrand leader.

Brazil has backed Iran's nuclear development program, as long as it serves peaceful, civilian uses. Lula told AFP in September that he was against sanctions on Iran, preferring instead diplomacy.

His stance contrasts with the United States, its Western allies and Israel, which charge that Tehran is seeking to develop a nuclear bomb under the cover of its suspect nuclear program.

World powers are engaged in long-running efforts to persuade Iran to curb its nuclear ambitions but in the latest setback, Tehran has rejected a proposed nuclear fuel deal.

The Iranian leader called for Brasilia's cooperation on Middle East concerns, as Brazil seeks to boost its international profile to match its growing economic heft.

"If the Brazilian people and the Iranian people are united on issues such as the Zionist regime's cruel attack on the defenseless people of Gaza, this will show a mutual desire" for peace, Ahmadinejad said.

He was referring to the 22-day Israeli offensive in the Gaza Strip that ended in January, killing some 1,400 Palestinians and 13 Israelis.

Ahmadinejad's stop in Brazil, part of a broader Latin American tour to boost its influence in the region, comes just over a week after Lula hosted Israeli President Shimon Peres.

Adaptive Change Management - Part 2 The Science

The Science of Change, is a completely different entity. It provides the structure to support change management activities.

It helps bring order to the often complex process of managing the human elements of a project by defining the tasks, roles, milestones and timelines required to achieve project objectives.

Without Science, our insights into human motivation remain only insights without the corresponding actions needed to create desired behavioural change.

The Science of Change is more than a well-designed deliverable. It is the process that can translate the language of human behaviour into the language of project management. You will understand how necessary this is because it helps Project managers better understand the relationship between technical activities and the actions required to achieve the behavioural change required.

The elements that need to be applied include:

• Project Management 101 - Although the change team can create a high-level plan upfront, they also need to expand the detail once the project has started. They also need to fully link their activities with those of other work streams. This will build their credibility and they are more likely to be seen as collaborative, and avoid the change team being seen as separate from the project, the PMO and technical teams.
• Follow the Leader - The change team need to identify one clear leader, and avoid operating in a loose formation. Busy project managers, who are focused on driving to timelines and budgets, will better understand the chain of command and will easily direct the communications and accountability, in that direction. Increasing the visibility of the change leader improves the perception of accountability and establishes a clear point of communication, which project leaders need and demand.
• Boundaries - Once you have established clear divisions and boundaries capture them in a detailed project plan. That way the team will better understand what skills and capability is needed to complete the work. This strengthens the quality focus and the targetted results because team members are assigned work consistent with their skills.
• Define Tasks - Provide a clear project structure with well defined tasks and task responsibilities. This will help everyone focus on their specific objectives and prevent the change team holding a crisis meeting every day, to address the latest hot issue of the day.
• Proven Tools - Use the well trodden path and well proven tools, wherever possible and include them in the detailed project plan. It introduces more constants and helps the team see where they can bring consistency into the use of tools. This also brings with it an improvement in the quality of reports, assessments, and templates that work stream leaders use. It is teh responsibility of the change team to make project teams aware of the existance of such tools and that they are used appropriately.
• Regular Team Meetings - The Science of Change will also help manage the regular team meetings effectively and make them more focused and directed. The change team needs to create a more consistent meeting schedule and again make sure the appropriate structure is adhered to.

When the 'Art of change' is applied without the 'Science of Change', the change team will be visibly less successful and less able to help the project resources adapt to the new organisational realities.

When you apply the surgical tools of the Science, the PMO team will not only understand the actions required for intervention, but also the deliverables and accountability to help them generate better results.

Integration is essential.
The 'Science' needs the 'Art' because the 'Art' identifies any underlying issues and the drivers of behavioural change. It identifies pathways and conduits for adaptive solutions to flow through and this is required to overcome any and all project challenges.

Likewise, the 'Art' needs the 'Science' because the 'Science' converts the 'Art’s information and ideas into an understanable and realisable structured action with clearly defined outcomes.

The 'Art' identifies what needs to happen and the 'Science' makes it happen. By recognising and understanding the existance and the connections between the two, change leaders will be far better able to bring about the adaptive capability, required to manage change, more effectively.

Technology and Romance

Technology is very like a stormy romance. When everything clicks, you’re on top of the world — but every now and then, something goes horribly wrong, and your heart gets broken.

Like when your hard drive dies, or your new gadget becomes obsolete after two weeks, or you find out that that gorgeous iPhone runs only on a limited T-Mobile service.