By Géza Tóth, Sustainability Manager Tropical Oils, SBU Ferrero and IIASA alumnus
This famous sentence providing the catchy title for my blog and inspiration throughout my professional career comes from David Grey, who was one of my great mentors at IIASA.
During my seven years at the institute, I had the opportunity to work with several research programs where I had to find my way in various disciplines. Even though I was not the typical modeler, I was fortunate to work with patient tutors and great leaders who were supporting my development and triggering constructive thoughts. I was eager to learn about the crosscutting nature of global challenges and transversal opportunities. As a natural consequence, I found myself migrating between many IIASA programs and roles, constantly on the lookout for new challenges.
I completed a multidisciplinary PhD alongside my regular work at IIASA and changed titles and topics several times. I was into regional development and sustainability dynamics of post-war geographies where you cannot omit any influencing factors, whether it be political, environmental, or socioeconomic in nature. As I look back, I believe my overall results would not be complete without the flexibility and inclusiveness that I had the privilege of experiencing at IIASA.
When I moved into the food industry, I realized that everything I had learnt at IIASA, especially the systems thinking, come in handy when tackling the complex sustainability problems the industry faces. I have always liked connecting dots and fostering collaboration. While it is difficult to pitch policy-relevant research results, I believe there is a clear business case in bringing science and industry closer together.
Our global food supply chains are increasingly untraceable and so we have to connect a multitude of dots. Yet, industry is a very complex animal, driven by powerful shareholder corporations with a clear business agenda. IIASA can predict futures of our declining resources, influencing social aspects, even costs and required investments of businesses. Nevertheless, transforming industry does not depend on scientific facts and publications alone. What we need is to be able to translate scientific findings into innovations that will break current business rules or even disrupt them.
I feel that one of the biggest challenges of industry is to hear and understand the voice of science. Trading is a straightforward business where sustainability can be managed by compliance. As part of my responsibility of managing palm oil supply chain sustainability at Ferrero, I learned that in consumer goods manufacturing, consumers are the main drivers for Corporate Social Responsibility actions and their behavior and consumption patterns are changing.
Severe environmental destruction and unethical labor issues heavily affect the palm oil sector. The production and trade of agricultural commodities follow the rapidly increasing demand for food but, ironically, the amount of food waste and number of hungry people is also tipping. While European policymakers send contradicting messages about whether to eat palm oil or burn it in car engines, the destruction of ancient forests has reached unprecedented levels. Time is of the essence and science must have its voice heard in the language of industry, politicians and consumers. We cannot afford to work in silos. It is time to collaborate and finally link science with people.
The IIASA Young Scientists Summer Program (YSSP) is a unique platform and I am convinced that the positive impact it creates is enormous. Although I was never officially part of the YSSP, I interacted with the participants every year and felt like one of them. Highly skilled young thinkers come together from all around the world, influence and learn from each other under IIASA mentorship and are bound to end up in various disciplines and roles out there. They will surely know how to translate applied science into the right language and channel.
As a family-owned global company, Ferrero is one of the few businesses that is able to make long-term systematic plans and has a successful history of working with a forward looking and constructive vision. Its potential to be a lighthouse model for the industry is enormous and thus its responsibility too. It should therefore come as no surprise that supporting the YSSP program was a natural first step in Ferrero’s collaboration with IIASA.
It is not easy to explain what IIASA does and how it is relevant for the industry. It is equally difficult to illustrate it with good examples. IIASA scientists have however been helping me a lot to identify appropriate channels. I hope there will be more outputs from IIASA in the future that translate science into the business case allowing us in the industry sector to connect more dots.
Note: This article gives the views of the author, and not the position of the Nexus blog, nor of the International Institute for Applied Systems Analysis.
By Sandra Ortellado, IIASA 2018 Science Communication Fellow
If fashion is the science of appearances, what can beauty and aesthetics tell us about the way we perceive the world, and how it influences us in turn?
From cognitive science research, we know that aesthetics not only influence superficial appearances, but also the deeper ways we think and experience. So, too, do all kinds of creative thinking create change in the same way: as our perceptions of the world around us changes, the world we create changes with them.
From the merchandizing shelves of H&M and Vero Moda to doctoral research at the Faculty of Information Technology at the University of Jyväskylä, Finland, 2018 YSSP participant Laura Mononen has seen product delivery from all angles. Whether dealing with commercialized goods or intellectual knowledge, Mononen knows that creativity is all about a change in thinking, and changing thinking is all about product delivery.
“During my career in the fashion and clothing industry, I saw the different levels of production when we sent designs to factories, received clothing back, and then persuaded customers to buy them. It was all happening very effectively,” says Mononen.
But Mononen saw potential for product delivery beyond selling people things they don’t need. She wanted to transfer the efficiency of the fashion world in creating changes in thinking to the efforts to build a sustainable world.
“Entrepreneurs make change with products and companies, fashion change trends and sell them. I’m really interested in applying this kind of change to science policy and communication,” says Mononen. “We treat these fields as though they are completely different, but the thing that is common is humans and their thinking and behaving.”
Often, change must happen in our thinking first before we can act. That’s why Mononen is getting her doctorate in cognitive science. Her YSSP project involved heavy analysis of systems theories of creativity to find patterns in the way we think about creativity, which has been constantly changing over time.
In the past, creativity was seen as an ability that was characteristic of only certain very gifted individuals. The research focused on traits and psychological factors. Today, the thinking on creativity has shifted towards a more holistic view, incorporating interactions and relationships between larger systems. Instead of being viewed as a lightning bolt of inspiration, creativity is now seen as more of a gradual process.
New understandings of creativity also call on us to embrace paradoxes and chaos, see ourselves as part of nature rather than separate from it, experience the world through aesthetics, pay careful attention to our perception and how we communicate it, and transmit culture to the next generation.
Perhaps most importantly, Mononen found in her research that the understanding of creativity has changed to be seen as part of a process of self-creation as well as co-creation.
“The way we see creativity also influences ourselves. For example if I ask someone if they are creative, it’s the way they see themselves that influences how creative they are,” says Mononen. “I have found that it’s more crucial to us than I thought, creativity is everywhere and it’s everyday and we are sharing our creativity with others who are using that to do something themselves and so on.”
This means on the one hand that we use our creativity to decide who we are and how we see the world around us for ourselves. But it also means that the outcomes and benefits of creativity are now intended for society as a whole rather than purely for individuals, as it was in the past. It may sound like another paradox, but being able to embrace ambiguity and complexity and take charge of our role in a larger system is important for creating a sustainable future.
“From the IIASA perspective this finding brings hope because the more people see themselves as part of systems of creating things, the more we can encourage sustainable thinking, since nature is a part of the resources we use to create,” says Mononen.
Mononen says a systems understanding of creativity is especially important for people in leadership positions. If a large institution needs new and innovative solutions and technology, but doesn’t have the thinking that values and promotes creativity, then the cooperative, open-minded process of building is stifled.
Working in both the fashion industry and academic research, Mononen has encountered narrow-minded attitudes towards art and science firsthand.
“Communicating your research is very difficult coming from my background, because you don’t know how the other person is interpreting what you say,” says Mononen. “People have different ideas of what fashion and aesthetics are, how important they are and what they do. Additionally, scientific concepts are used differently in different fields.”
“We are often thinking that once we get information out there, then people will understand, but there are much more complex things going on to make change and create influence in settings that combine several different fields.” says Mononen.
For Mononen, the biggest lesson is that creativity can enhance the efforts of science towards a sustainable world simply by encouraging us to be aware of our own thinking, how it differs from that of others, and how it affects all of us.
“When you become more aware of your ways of thinking, you become more effective at communicating,” says Mononen. “It’s not always that way and it’s very challenging, but that’s what the research on creativity from a systems perspective is saying.”
Pavel Kabat is chief scientist at the World Meteorological Organization and was director general of IIASA from February 2012 until September 2018
As I leave IIASA after almost seven years, it is interesting to reflect on my time here. When I came to IIASA, the Strategic Plan 2011- 2020 was in the initial stages of implementation. Among the priorities was increasing the level of systems science and cross-cutting thinking across the institute’s programs and to make IIASA a really global institution.
My priorities initially were exactly that. IIASA had 18 national members and was then largely dominated by the “Global North”. My priority was to expand global membership and at the same time to activate the role of the existing “Global South” members like China and India.
We pursued a strategy in which new IIASA members represent a particular regional and thematic setting, , and where IIASA’s systems approach can make a difference. For example, we invited Vietnam to join as I believe it is a country which will be one of the next “Asian tigers”, with a fast-growing, booming economy and society. IIASA developed the models and methods to understand fast transition processes in Asian tiger countries, like the Republic of Korea. Such representative examples allow us to test the models.
We welcomed other new members like Indonesia, Mexico, and Australia. The UK was one of the key founding members of IIASA in 1972 but it left IIASA for political reasons in 1982. I was extremely proud that my IIASA colleagues, the IIASA Council and I were able to make a sufficiently appealing case for the UK to rejoin IIASA in 2015. The concept of building bridges across the political divide through IIASA collaborative science came best into fruition by having both Iran and Israel to join as members in 2016 and 2017 respectively.
This steep growth in membership inevitably brought additional challenges to the IIASA system. IIASA has also not been unaffected by changes in the world, with an erosion and fragmentation of the global political and economic discourse, decreasing levels of global solidarity, and new geopolitical tensions.
Now, the future role of IIASA in this changing world is a main subject of discussion as IIASA and the Council develop an updated strategy beyond 2020, assisted by a large external review of IIASA in 2017. In my view, the current world needs IIASA more than ever. There are very few places in the world which provide a truly scientific platform to interact across geopolitical divides in and between the global North and the global South. IIASA can act as a unique kind of “honest broker”, not to be compared to the major think tanks or science councils, as we have both a think tank function and the multidisciplinary capacity to do actual analytical work in house.
I believe there is a paramount set of reasons for this wonderful, unique institute to be supported in the future but a number of things will have to change, and in some cases, radically.
Let me start with the most important aspect of IIASA, its people. I believe that the IIASA system should revisit the way talent and human capital is attracted to and kept at IIASA with a good 21st century attitude to career and personal life balance.
We now have 380 colleagues on our staff coming from 48 countries. In addition we have about 2,400 collaborators from 830 partner institutions connected to IIASA activities and projects across the world. In 2017 we hosted 2,421 additional researchers and conference delegates to collaborate with us. In my six and a half years as IIASA director general I saw IIASA staff growing from about 270 in 2011 to almost 400 in 2018 and I’m proud to see that more than half of our new colleagues are young, mid-career high potentials.
I think it is our duty as senior management to provide decent career and life perspectives to our young and mid-career generation colleagues, and to focus more on the equality, diversity, and overall wellbeing of staff. IIASA could introduce new elements like shared appointments across the world, and better aid colleagues with young families. IIASA should invest intellectually and financially into succession plans, and attracting and keeping talent, particularly the young talent. Within the next five years, more than three quarters of senior IIASA management will reach retirement age.
My second suggestion is that IIASA should substantially recalibrate and improve its relationship with its National Member Organizations (NMOs). But it takes two to waltz, as a good Viennese would say. A genuine mix of a global good scientific and science-to-policy work with a regional portfolio and national value portfolios, together with a capacity development and research partnership training concept can be easily developed for every IIASA member individually as well as for clusters of countries. However, the NMOs in most of our member countries would need to change their modus operandi too, and become active co-owners, distributors and true strategic focal points of IIASA in both academic and science-to-policy landscapes in their countries.
Thirdly, I believe the IIASA community, from the Council to individual researchers, should “walk the talk” and demonstrate a pioneering, leadership spirit when it comes to future strategic scientific focus. For example, IIASA integrated models, despite being among to the best in the world, are not really able to deal with the major social, institutional, governance, and behavioral changes needed for a global transformation. What sense does it make to produce yet another set of articles and assessments about the world to be kept within 1.5°C of global warming instead of 2°C, while we have no real clue how the social, economic, political, and individual behavior system will cope with the already very bold 2°C degree target? We need to understand the role of social science to achieve our bold environmental ambitions.
Fourthly, IIASA should remain a place for exploration, new ideas, surprising combinations of thoughts and disciplines, a place welcoming exploratory thinking in system science, and open to those with good ideas regardless of their place of origin or nationality.
Finally, it is imperative that IIASA keeps investing in collaborative and partnership links with its host country Austria, whose crucial role cannot be overemphasized. I have been deeply thankful for the generous support of Austrian institutions ranging from the federal president, and the Academy of Science, to the municipality of Laxenburg.
In my new role as the Chief Scientist of the UN WMO I will be dealing with many fields in which IIASA has been active, so we will continue to meet and collaborate often. IIASA has become part of my identity and I will give any support I can to this unique institution in the future.
I would like to wish my successor, Albert van Jaarsveld, the IIASA governing council, and all of my IIASA colleagues, all possible success.
Note: This article gives the views of the author, and not the position of the Nexus blog, nor of the International Institute for Applied Systems Analysis.
By Sandra Ortellado, IIASA Science Communication Fellow 2018
In 2007, Sepo Hachigonta was a first-year PhD student studying crop and climate modeling and member of the YSSP cohort. Today, he is the director in the strategic partnership directorate at the National Research Foundation (NRF) in South Africa and one of the editors of the recently launched book Systems Analysis for Complex Global Challenges, which summarizes systems analysis research and its policy implications for issues in South Africa.
From left: Gansen Pillay, Deputy Chief Executive Officer: Research and Innovation Support and Advancement, NRF, Sepo Hachigonta, Editor, Priscilla Mensah, Editor, David Katerere, Editor, Andreas Roodt Editor
But the YSSP program is what first planted the seed for systems analysis thinking, he says, with lots of potential for growth.
Through his YSSP experience, Hachigonta saw that his research could impact the policy system within his home country of South Africa and the nearby region, and he forged lasting bonds with his peers. Together, they were able to think broadly about both academic and cultural issues, giving them the tools to challenge uncertainty and lead systems analysis research across the globe.
Afterwards, Hachigonta spent four years as part of a team leading the NRF, the South African IIASA national member organization (NMO), as well as the Southern African Young Scientists Summer Program (SA-YSSP), which later matured into the South African Systems Analysis Centre. The impressive accomplishments that resulted from these programs deserved to be recognized and highlighted, says Hachigonta, so he and his colleagues collected several years’ worth of research and learning into the book, a collaboration between both IIASA and South African experts.
“After we looked back at the investment we put in the YSSP, we had lots of programs that were happening in South Africa, and lots of publications and collaboration that we wanted to reignite,” said Hachigonta. “We want to look at the issues that we tackled with system analysis as well as the impact of our collaborations with IIASA.”
Now, many years into the relationship between IIASA and South Africa, that partnership has grown.
Between 2012 and 2015, the number of joint programs and collaborations between IIASA and South Africa increased substantially, and the SA-YSSP taught systems analysis skills to over 80 doctoral students from 30 countries, including 35 young scholars from South Africa.
In fact, several of the co-authors are former SA-YSSP alumni and supervisors turned experts in their fields.
“We wanted to use the book as a barometer to show that thanks to NMO public entity funding, students have matured and developed into experts and are able to use what they learned towards the betterment of the people,” says Hachigonta. The book is localized towards issues in South Africa, so it will bring home ideas about how to apply systems analysis thinking to problems like HIV and economic inequality, he adds.
“It’s not just a modeling component in the book, it still speaks to issues that are faced by society.”
Complex social dilemmas like these require clear and thoughtful communication for broader audiences, so the abstracts of the book are organized in sections to discuss how each chapter aligns systems analysis with policymaking and social improvement. That way, the reader can look at the abstract to make sense of the chapter without going into the modeling details.
“Systems analysis is like a black box, we do it every day but don’t learn what exactly it is. But in different countries and different sectors, people are always using systems analysis methodologies,” said Hachigonta, “so we’re hoping this book will enlighten the research community as well as other stakeholders on what systems analysis is and how it can be used to understand some of the challenges that we have.”
“Enlightenment” is a poetic way to frame their goal: recalling the age of human reason that popularized science and paved the way for political revolutions, Hachigonta knows the value of passing down years of intellectual heritage from one cohort of researchers to the next.
“You are watching this seed that was planted grow over time, which keeps you motivated,” says Hachigonta.
“Looking back, I am where I am now because of my involvement with IIASA 11 years ago, which has been shaping my life and the leadership role I’ve been playing within South Africa ever since.”
Last year, I had the fantastic opportunity to spend three months at IIASA as part of the Young Scientists Summer Program (YSSP), to collaborate with the Ecosystems Services and Management (ESM) research program. During this very enriching experience, both intellectually, socially, and culturally, I worked with Petr Havlik, David Leclère, and Christian Folberth on modeling global rangelands and pasturelands under farming and climate scenarios. I also progressed on the development of a global animal stocking rate optimizer. The overall objective of this YSSP project, and more broadly of my PhD, is to assess the role of grazing systems in a sustainable food system.
However, my trip to IIASA was not my only adventure last year. Just before moving to Vienna, I received the great news that I was selected along with 77 other women to take part in a women in science and leadership program called Homeward Bound.
What would our world look like if women and men were equally represented, respected, and valued at the leadership table? How might we manage our resources and our communities differently? How might we coordinate our response to global problems like food security and climate change?
Homeward Bound is a worldwide and world-class initiative that seeks to support and encourage women with scientific backgrounds into leadership roles, believing that diversity in leadership is key to addressing these complex and far-reaching issues. The program’s bold mission is to create a 1000-strong collective of women in science around the world over the next 10 years, with the enhanced leadership, strategic, and visibility capacity to influence policy and decision making for the benefit of the planet.
This year-long program culminated in an intensive three-week training course in Antarctica, a journey from which I have just come back. The voyage to Antarctica was incredible. We learnt intensively during this 24/7 floating conference in the midst of majestic icebergs, very cute penguins, graceful whales, and extraordinary women from various cultures and backgrounds, from PhD students to Nobel Laureates. I have returned full of hope for the planet, deeply inspired, and emotionally energized. It was a truly unforgettable experience, one that will keep me reflecting for a lifetime.
Our days in Antarctica typically followed a similar routine – half of the day was dedicated to a landing (we visited Argentinian, Chinese, US, and UK research stations) and the other half to classes and workshops. We discussed systemic gender issues and learnt about leadership styles, peer-coaching, the art of providing feedback, science communication, core personal values, or what matter to us. The list goes on! We were also encouraged to practice reflective journaling. Regularly recording activities, situations, and thoughts on paper is actually a very powerful technique for self-discovery and personal and professional growth as it helps us think in a critical and analytical way about our behaviors, values, and emotions. We also spent quite some time developing our personal and professional strategies: What is our purpose as individuals? What are our core values, aspirations, and short- and long-term goals? From that, we developed a roadmap that could be executed as soon as we stepped off the ship. While I haven’t solved all my life’s mysteries, this activity gave me strong foundations to keep growing and actively shape my own life, rather than letting society do it for me.
In the evenings, we watched our film faculty sharing their tips with us on television, including primatologist Jane Goodall, world leading marine biologist Sylvia Earle, and former Executive Secretary of the UN Framework Convention on Climate Change (UNFCC), Christiana Figueres. We also had a collective art project called “Confluence: A Journey Homeward Bound”, which was underpinned by our inner journey of reflection, growth, and transformation and our outer physical journey to Antarctica.
Both my stay at IIASA and my journey to Antarctica taught me a lot about the value of getting out of my comfort zone, exploring different leadership styles, and collaborating. I have also witnessed how visibility (visibility to ourselves, to understand who we are, and visibility to others, to let the world know we exist) helps to open up opportunities. The good news is that the beliefs we have about ourselves are just that – beliefs – and these beliefs can be changed.
My visibility to others has also increased notably in relation to my involvement in Homeward Bound and my recent award of the Queensland Women in STEM prize. This Australian annual prize, awarded by the Minister for Environment and Science, Leeanne Enoch and Acting Chief Scientist Dr Christine Williams, aims to celebrate the achievements of women who are making a difference in the fields of science, technology, engineering, and mathematics. As a result, I have been contacted by fascinating people from various fields of work, from researchers and teachers to entrepreneurs, start-ups, and industries. All these connections have broadened my approach to food security and global change and helped me shape my research vision, purpose, and values.
When we were in Antarctica, our story reached 750 million people. Why? Because, and may we never forget, the world believes in us – ‘us’ in its broadest sense: humans, scientists, women, etc. – in our skill, compassion, and capability. While we are facing alarming global social, economic, and environmental challenges, I believe that the many collaborations that embrace diversity of knowledge, skills, processes, and leadership styles that are currently emerging all around the world, will help us get closer to our development goals.
Brian, now 71, is one of the most influential early thinkers of the SFI, a place that without exaggeration could be called the cradle of complexity science.
Brian became famous with his theory of increasing returns. An idea that has been developed in Vienna, by the way, where Brian was part of a theoretical group at the IIASA in the early days of his career: from 1978 to 1982.
“I was very lucky,” he recalls. “I was allowed to work on what I wanted, so I worked on increasing returns.”
The paper he wrote at that time introduced the concept of positive feedbacks into economy.
The concept of “increasing returns”
Increasing returns are the tendency for that which is ahead to get further ahead, for that which loses advantage to lose further advantage. They are mechanisms of positive feedback that operate—within markets, businesses, and industries—to reinforce that which gains success or aggravate that which suffers loss. Increasing returns generate not equilibrium but instability: If a product or a company or a technology—one of many competing in a market—gets ahead by chance or clever strategy, increasing returns can magnify this advantage, and the product or company or technology can go on to lock in the market.”
(W Brian Arthur, Harvard Business Review 1996)
This was a slap in the face of orthodox theories which saw–and some still see–economy in a state of equilibrium. “Kind of like a spiders web,” Brian explains me in our short conversation last Friday, “each part of the economy holding the others in an equalization of forces.”
The answer to heresy in science is that it does not get published. Brian’s article was turned down for six years. Today it counts more than 10.000 citations.
At the latest it was the development and triumphant advance of Silicon Valley’s tech firms that proved the concept true. “In fact, that’s now the way how Silicon Valley runs,” Brian says.
The youngest man on a Stanford chair
William Brian Arthur is Irish. He was born and raised in Belfast and first studied in England. But soon he moved to the US. After the PhD and his five years in Vienna he returned to California where he became the youngest chair holder in Stanford with 37 years.
Five years later he changed again – to Santa Fe, to an institute that had been set up around 1983 but had been quite quiet so far.
Q: From one of the most prestigious universities in the world to an unknown little place in the desert. Why did you do that?
A: In 1987 Kenneth Arrow, an economics Nobel Prize winner and mentor of mine, said to me at Stanford: We’re holding a small conference in September in a place in the Rockies, in Santa Fe, would you go?
When a Nobel Prize winner asks you such a question, you say yes of course. So I went to Santa Fe.
We were about ten scientists and ten economists at that conference, all chosen by Nobel Prize winners. We talked about the economy as an evolving complex system.
Veni, vidi, vici
Brian came – and stayed: The unorthodox ideas discussed at the meeting and the “wild” and free atmosphere of thinking at “the Institute”, as he calls the Santa Fe Institute (SFI), thrilled him right away.
In 1988 Brian dared to leave Stanford and started to set up the first research program at Santa Fe. Subject was the economy treated as a complex system.
Q: What was so special about SF?
A: The idea of complexity was quite new at that time. But people began to see certain patterns in all sorts of fields, whether it was chemistry or the economy or parts of physics, that interacting elements would together create these patterns…To investigate this in universities with their particular disciplines, with their fixed theories, fixed orthodoxies–where it is all fixed how to do things–turned out to be difficult.
Take the economy for example. Until then people thought it was in an equilibrium. And there we came and proved, no, economics is no equilibrium! The Stanford department would immediately say: You can’t do that! Don’t do that! Or they would consider you to be very eccentric…
So a bunch of senior fellows at Los Alamos in the 1980s thought it would be a good idea if there was an independent institute to research these common questions that came to be called complexity.
At Santa Fe you could talk about any science and any basic assumptions you wanted without anybody saying you couldn’t or shouldn’t do that.
Our group as the first there set a lot of this wild style of research. There were lots of discussions, lots of open questions, without particular disciplines… In the beginning there were no students, there was no teaching. It was all very free.
This wild style became more or less the pattern that has been followed ever since. I think the Hub is following this model too.
The magic formula for excellence
Q: Was this just a lucky concurrence: the right people and atmosphere at the right time? Or is there a pattern behind it that possibly could be repeated?
A: I am sure: If you want to do interdisciplinary science – which complexity is: It is a different way of looking at things! – you need an atmosphere where people aren’t reinforced into all the assumptions of the different disciplines.
This freedom is crucial to excellent science altogether. It worked out not only for Santa Fe. Take the Rand Corporation for instance, that invented a lot of things including the architecture of the internet, or the Bell Labs in the Fifties that invented the transistor. The Cavendish Lab in Cambridge is another one, with the DNA or nuclear astronomy…
The magic formula seems to be this:
First get some first rate people. It must be absolutely top-notch people, maybe ten or twenty of them.
Make sure they interact a lot.
Allow them to do what they want – be confident that they will do something important.
And then when you protect them and see that they are well funded, you are off and running.
Probably in seven cases out of ten that will not produce much. But quite a few times you will get something spectacular – game changing things like quantum theory or the internet.
Don’t choose programs, choose people
Q: This does not seem to be the way officials are funding science…
A: Yes, in many places you have officials telling people what they need to research. Or where people insist on performance and indices… especially in Europe, I have the impression, you have a tradition of funding science by insisting on all these things like indices and performance and publications or citation numbers. But that’s not a very good formula.
Excellence is not measurable by performance indicators. In fact that’s the opposite of doing science.
I notice at places where everybody emphasize all this they are not on the forefront. Maybe it works for standard science; and to get out the really bad science. But it doesn’t work if you want to push boundaries.
Many officials don’t understand that.
In Singapore the authorities once asked me: How did you decide on the research projects in Santa Fe? I said, I didn’t decide on the research projects. They repeated their question. I said again, I did not decide on the research projects. I only decided on people. I got absolutely first rate people, we discussed vaguely the direction we wanted things to be in, and they decided on their research projects.
That answer did not compute with them. They are the civil service, they are extraordinarily bright, they’ve got a lot of money. So they think they should decide what needs to be researched.
I should have told them – I regret I didn’t: This is fine if you want to find solutions for certain things, like getting the traffic running or fixing the health care system. Surely with taxpayer’s money you have to figure such things out. But you will never get great science with that. All you get is mediocrity.
Of course now they asked, how do we decide which people should be funded? And I said: “You don’t! Just allow top people to bring in top people. Give them funding and the task of being daring.”
Any other way of managing top science doesn’t seem to work.
I think the Hub could be such a place – all the ingredients are here. Just make sure to attract some more absolutely first rate people. If they are well funded the Hub will put itself on the map very quickly.