David A. Lee

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on the atlas — 49

highlights — 41

being that you will change your field of research every seven years with a reasonable definition of what it means, or at the end of 10 years, management has the right to compel you to change. I would insist on a change because I'm serious
You and Your Research
get the problem reasonably clear and then refuse to look at any answers until you've thought the problem through carefully how you would do it, how you could slightly change the problem to be the correct one
You and Your Research
If you read all the time what other people have done you will think the way they thought
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there would be no effect named after him in the long run
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first-class scientist you need to know yourself, your weaknesses, your strengths, and your bad faults, like my egotism
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had he been willing to conform a little bit instead of ego asserting
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good scientists will fight the system rather than learn to work with the system and take advantage of all the system has to offer. It has a lot, if you learn how to use it. It takes patience, but you can learn how to use the system pretty well, and you can learn how to get around it.
You and Your Research
The people who do great work with less ability but who are committed to it, get more done that those who have great skill and dabble in it
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You should paint a general picture to say why it's important, and then slowly give a sketch of what was done.
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you have to sell it.
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good man gets on with the job, given what he's got, and gets the best answer he can
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The essence of science is cumulative. By changing a problem slightly you can often do great work rather than merely good work. Instead of attacking isolated problems, I made the resolution that I would never again solve an isolated problem except as characteristic of a class.
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He who works with the door open gets all kinds of interruptions, but he also occasionally gets clues as to what the world is and what might be important
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The great scientists, when an opportunity opens up, get after it and they pursue it. They drop all other things. They get rid of other things and they get after an idea because they had already thought the thing through
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It's not the consequence that makes a problem important, it is that you have a reasonable attack
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creativity comes out of your subconscious.
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Great scientists tolerate ambiguity very well. They believe the theory enough to go ahead; they doubt it enough to notice the errors and faults so they can step forward and create the new replacement theory. If you believe too much you'll never notice the flaws; if you doubt too much you won't get started. It requires a lovely balance. But most great scientists are well aware of why their theories are true and they are also well aware of some slight misfits which don't quite fit and they don't forget it.
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Most great scientists are completely committed to their problem. Those who don't become committed seldom produce outstanding, first-class work
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You have to neglect things if you intend to get what you want done. There's no question about this
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one more hour of thinking will be tremendously more productive over a lifetime
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The more you know, the more you learn; the more you learn, the more you can do; the more you can do, the more the opportunity
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Knowledge and productivity are like compound interest
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Now for the matter of drive. You observe that most great scientists have tremendous drive
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when they found they couldn't do a problem finally began to study why not
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by turning the problem around a bit, changed a defect to an asset
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One of the better times of the Cambridge Physical Laboratories was when they had practically shacks - they did some of the best physics ever.
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Institute for Advanced Study in Princeton, in my opinion, has ruined more good scientists than any institution has created, judged by what they did before they came and judged by what they did after. Not that they weren't good afterwards, but they were superb before they got there and were only good afterwards.
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They fail to continue to plant the little acorns from which the mighty oak trees grow
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When you are famous it is hard to work on small problems
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They will go forward under incredible circumstances; they think and continue to think
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Once you get your courage up and believe that you can do important problems, then you can
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Once he got well started, his shyness, his awkwardness, his inarticulateness, fell away and he became much more productive in many other ways. Certainly he became much more articulate.
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brains correlates to a great extent with the ability to manipulate symbols
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But great work is something else than mere brains
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Early on, he had laid down some of the pieces by thinking of the fragments. Now that's the necessary but not sufficient condition. All of these items I will talk about are both luck and not luck.
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when they were young they had independent thoughts and had the courage to pursue them
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Newton said, ``If others would think as hard as I did, then they would get similar results.''
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it is about how you individually do your research
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Well, a lot of these modeling methodologies could be applied to power grids or world economic models. In fact stock-flow diagrams were first developed for economics and business in James Forrester’s book Industrial Dynamics, and they were later used in the famous Limits to Growth model of the world economy and ecology, called World3
Azimuth Project News | The n-Category Café
We thought a lot and wrote a lot about the huge problems confronting our civilization. We did some interesting stuff like making simple climate models—purely for educational purposes, not for trying to predict anything! We also recapitulated a network-based attempt to predict El Niños.
Azimuth Project News | The n-Category Café
Causal discovery and attribution How can we improve our frameworks for determining what causes what? • Wikipedia, Extreme event attribution. • Clark Glymour, Kun Zhang and Peter Spirtes, Review of causal discovery methods based on graphical models. • Alessio Zanga and Fabio Stella, A survey on causal discovery: theory and practice.
What Can Mathematicians Do About Climate Change? | Azimuth