George Johnson on Douglas Hofstadter’s new book

George is a super accomplished science writer and we both share a close mutual friend. Here he reviews Douglas Hofstadter’s new book in The Scientific American.

Money quote:

Think of your eyes as that video camera, but with a significant upgrade: a mechanism, the brain, that not only registers images but abstracts them, arranging and constantly rearranging the data into mental structures–symbols, Hofstadter calls them–that stand as proxies for the exterior world. Along with your models of things and places are symbols for each of your friends, family members and colleagues, some so rich that the people almost live in your head.

Jim

Another PhD

My student passed his defense with flying colors today. Kudos to him on a major achievement. Now (actually following the various bureaucratic forms that must be filed) he joins the world of neuroscientists, his “union card” in hand. And yet, the challenges ahead for him, and the other newly minted science PhD’s are substantial. First to find a rewarding post-doctoral fellowship and a new mentor, and subsequently to begin to formulate scientific “independence”–something that is hard to define, but that we all know when we see it.

Jim

A thesis defense and management styles

Tomorrow one of my students will defend his dissertation and hopefully transition to the community of doctoral scholars. I’m looking forward to it. Thinking back on his thesis work with me, my mind goes back to the project he was working on at the beginning of his pilgrim’s progress and how massively it has evolved over the course of the work. That’s the nature of science, you can’t predict how it will play out. How one experiment that doesn’t work leads to a new experiment that does, but gives you a totally unexpected result and forces you to change directions.

Which bring me to the topic of management style. How is one to manage science given the challenges predicting course? Should we look to the strategy of the day-trader or alternatively play science as one might play poker (it doesn’t matter if you have the best hand as long as you win what’s in the pot). I reject both of these approaches. It seems to me that the best management is that which creates an environment that is likely to produce some successes (think bacterial cultures on an agar plate). And then, I would suggest to step back and watch the experiment unfold. Unfortunately that’s very difficult.

Jim

Digging out

It’s been a couple of days to get things moving again after the storm, but we’re making progress. At the same time, I managed to screw up my home directory on my macbook, so I spent much of yesterday reconstructing the account–which is now fine. So there are a couple of fine excuses for the sparseness of posting.

It has been extremely busy however. We’re working on a reconfiguration for the various neuroscience programs that will put the Krasnow Institute in a more central role academically. At the same time we’re now preparing to make offers in our three faculty searches. All of this has been going on the last 48hrs using Treos, Blackberries and home networks–we’re not very good at dealing with the winter weather here in Washington.

Jim

working from home

We're getting one of the mid-Atlantic's typical weather events today: a combination of various winter precipitation mixtures that is a result of having an ambient temperature of right around freezing. Worst case and everything turns to ice, the power goes out for several days and cars spin like pin-wheels. Best case, it stays all rain, albeit the very cold miserable variety. Middle case, we get several inches of snow. Impossible to tell right now, but I'll be working from home today.

Which will give me time to read some articles and necessary time to work on a very complicated budget for next academic year.

Jim

Patricia and Paul Churchland profile

It’s behind their subscription wall, but you can just go out and pick up a copy of The New Yorker at your local newsstand: Larissa MacFarquhar’s wonderful profile of Patricia and Paul Churchland (a marriage devoted to the mind-body problem).

In the meantime, a reminder that Patricia will be at Krasnow in May for the “Decade of the Mind” symposium.

Jim

Krasnow in 2056: II

My hope is that the Institute will have no more than perhaps 150 scientific staff. That’s just a bit more than twice our current size. The reason is that, at least in my experience, scientific research institutions when they grow larger than that, inevitably gain an intermediate layer of bureaucracy–the dreaded mid-level managers. I’m guessing that 50 years from now, interpersonal interactions between real people will still be crucial to maintaining a productive milieu for doing science. Hence, the current growth path (in terms of staff numbers) will have to slow.

On the other hand, I’m imagining that the scientific productivity of our staff will reach a level qualitatively different from what we do now. Part of that will be due to advances in technology which will allow us to finally ask (and answer) some of the hard questions about human consciousness, and part will be due to a new level of data-sharing between researchers around the world. Krasnow scientists will have access to primary experimental data (and therefore be able to test hypotheses) in an open access manner. My hope is that this data-sharing gives us a much larger bang-for-the research buck.

I am also anticipating that Krasnow scientists will be studying cognition and developing theories of neural and machine computation that are much more unified with the rest of our physical model of the universe around us. It seems to me that new hierarchical levels will be added to the ones we currently study (molecules to brains) that connect us both to the quantum world but also to the galactic scale. Perhaps, we will find new rules that constrain intelligence (or at least our complete understanding of the same). Alternatively, perhaps we will find traces of the emergence of human intelligence in the initial events of The Big Bang. These are some of the mysteries for the future.

Jim

Financial Times on doctors with MBA’s

This is an issue that I talk about quite a bit with colleagues: the notion that as we train a new generation of physicians, they will need a constellation of skills above and beyond their classical medical training. One such area has to do with business know how. Today’s Financial Times (click on the link above) has an excellent article about this new niche in business education.

Money quote:

In the fast-changing world of modern healthcare, the job of a doctor is more and more like the job of chief executive. The people who run hospitals and physicians’ practices don’t just need to know medicine. They must also be able to balance budgets, motivate a large and diverse staff and make difficult marketing and legal decisions.