Page:Sm all cc.pdf/176

 the discussion with others will not lead directly to a solution, but it will increase enthusiasm or at least decrease discouragement at how intractable the problem seems to be. Discussions are most likely to encourage insight if they are carried out in a relaxed and friendly, rather than highly critical and defensive, atmosphere.

The Incomplete Guide to the Art of Discovery, by Oliver [1991], suggests that the best way to foster insight is to “try to become associated with the fresh new observations. That is where the discoveries are most likely.” Oliver emphasizes that almost every really novel kind of observation brings surprises and enhances understanding. “We need only to recognize an important unexplored frontier and then plan and carry out a sound program of observation of that frontier.” Simple!

Most insights illuminate merely the central idea, then the mind rapidly grasps all of the details and implications [Platt and Baker, 1931]. At other times, insights can be partial or fleeting. Many scientists find that it is valuable to jot down such ideas for further consideration later; a pad and pencil near the bed can be helpful.

Obstacles to Insight
Some obstacles to insight are obvious; others are more insidious, masquerading as an essential part of scientific activity:

• Distractions -- particularly unpleasant distractions such as domestic or business worries, anxiety, and fatigue -- destroy the receptivity needed for insight. I have seen anxiety over possible layoffs cut worker productivity by about 50% and cut discoveries by nearly 100%, although management expected that 10% layoffs would cause only 10% reduction in overall productivity. In the years 1665-1666, plague in England forced the closing of Cambridge University, so Isaac Newton went home to the village of Woolsthorpe. There, in this brief time, he developed the calculus, discovered the relationship of color to light, and laid the foundation for his later elucidation of the laws of gravitation and dynamics. [Hoffmann, 1972]

Albert Einstein [1879-1955], whose physics eventually superseded Newton’s dynamics, said that the ideal job for a theoretical physicist is to be a lighthouse keeper. In 1933, living in the relatively isolated village of Cromer in England, he said, “I have wonderful peace here; only now do I realize how driven I usually am.” On another occasion he expressed similar thoughts about the same location: “I really enjoy the quiet and solitude here. One can think much more clearly, and one feels incomparably better.” Yet his most productive period for insights was 1905, during which he worked full-time at the Patent Office. Pleasant distractions, such as excitement or preoccupation with something other than the immediate problem, can be more insidious but just as inimical to research success and insight. Minor problems, experimental techniques, and equipment modifications are visible and readily attacked forms of problem solving, but also distractions from the main research thrust. Particularly dangerous is the black hole of computers: web crawling, software collection, and software usage can begin as a fascinating and justifiable diversion, then become a time-sink that eclipses their contribution to the primary research objective.