149 lines
9.9 KiB
Markdown
149 lines
9.9 KiB
Markdown
|
---
|
|||
|
|
title: 'Richard Hamming: You and Your Research'
|
|||
|
|
author: kazu634
|
|||
|
|
date: 2006-01-04
|
|||
|
|
url: /2006/01/04/richard-hamming-you-and-your-research/
|
|||
|
|
wordtwit_post_info:
|
|||
|
|
- 'O:8:"stdClass":13:{s:6:"manual";b:0;s:11:"tweet_times";i:1;s:5:"delay";i:0;s:7:"enabled";i:1;s:10:"separation";s:2:"60";s:7:"version";s:3:"3.7";s:14:"tweet_template";b:0;s:6:"status";i:2;s:6:"result";a:0:{}s:13:"tweet_counter";i:2;s:13:"tweet_log_ids";a:1:{i:0;i:2243;}s:9:"hash_tags";a:0:{}s:8:"accounts";a:1:{i:0;s:7:"kazu634";}}'
|
|||
|
|
categories:
|
|||
|
|
- つれづれ
|
|||
|
|
|
|||
|
|
---
|
|||
|
|
<div class="section">
|
|||
|
|
<p>
|
|||
|
|
<a href="http://www.paulgraham.com/hamming.html" onclick="__gaTracker('send', 'event', 'outbound-article', 'http://www.paulgraham.com/hamming.html', 'Richard Hamming: You and Your Research');" target="blank">Richard Hamming: You and Your Research</a>を読んで気になった部分を書き出しています。面倒くさいから英語のまま。
|
|||
|
|
</p>
|
|||
|
|
|
|||
|
|
<hr />
|
|||
|
|
|
|||
|
|
<ul>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
So far as I know,    <br /> <blockquote>
|
|||
|
|
so<br /> far as I know, and I’ve been told by others, much of what I say applies<br /> to many fields. Outstanding work is characterized very much the same<br /> way in most fields[.]    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
One of the characteristics    <br /> <blockquote>
|
|||
|
|
One<br /> of the characteristics you see, and many people have it including great<br /> scientists, is that usually when they were young they had independent<br /> thoughts and had the courage to pursue them.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
One of the characteristics    <br /> <blockquote>
|
|||
|
|
One<br /> of the characteristics of successful scientists is having courage. Once<br /> you get your courage up and believe that you can do important problems,<br /> then you can. If you think you can’t, almost surely you are not going<br /> to.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
What most people think are the best working conditions    <br /> <blockquote>
|
|||
|
|
What<br /> most people think are the best working conditions, are not. Very<br /> clearly they are not because people are often most productive when<br /> working conditions are bad.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
What appears to be a fault    <br /> <blockquote>
|
|||
|
|
What<br /> appears to be a fault, often, by a change of viewpoint, turns out to be<br /> one of the greatest assets you can have.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
The more you know, the more you learn    <br /> <blockquote>
|
|||
|
|
The<br /> more you know, the more you learn; the more you learn, the more you can<br /> do; the more you can do, the more the opportunity – it is very much<br /> like compound interest.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
On this matter of drive    <br /> <blockquote>
|
|||
|
|
On<br /> this matter of drive Edison says, “Genius is 99% perspiration and 1%<br /> inspiration.” He may have been exaggerating, but the idea is that solid<br /> work, steadily applied, gets you surprisingly far. The steady<br /> application of effort with a little bit more work, intelligently<br /> applied is what does it. That’s the trouble; drive, misapplied, doesn’t<br /> get you anywhere. I’ve often wondered why so many of my good friends at<br /> Bell Labs who worked as hard or harder than I did, didn’t have so much<br /> to show for it. The misapplication of effort is a very serious matter.<br /> Just hard work is not enough – it must be applied sensibly.  <br />  </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
If you do not work on an important problem,    <br /> <blockquote>
|
|||
|
|
If you do not work on an important problem, it’s unlikely you’ll do important work. It’s perfectly obvious.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
If you want to do great work,    <br /> <blockquote>
|
|||
|
|
If you want to do great work, you clearly must work on important problems, and you should have an idea.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
there is a pretty good correlation    <br /> <blockquote>
|
|||
|
|
there<br /> is a pretty good correlation between those who work with the doors open<br /> and those who ultimately do important things, although people who work<br /> with doors closed often work harder. Somehow they seem to work on<br /> slightly the wrong thing – not much, but enough that they miss<br /> fame.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
by altering the problem, by looking at the thing differently    <br /> <blockquote>
|
|||
|
|
I<br /> suggest that by altering the problem, by looking at the thing<br /> differently, you can make a great deal of difference in your final<br /> productivity because you can either do it in such a fashion that people<br /> can indeed build on what you’ve done, or you can do it in such a<br /> fashion that the next person has to essentially duplicate again what<br /> you’ve done. It isn’t just a matter of the job, it’s the way you write<br /> the report, the way you write the paper, the whole attitude. It’s just<br /> as easy to do a broad, general job as one very special case. And it’s<br /> much more satisfying and rewarding!    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    
|
|||
|
|
|
|||
|
|
<li>
|
|||
|
|
one of the reasons is drive and commitment.    <br /> <blockquote>
|
|||
|
|
Well,<br /> one of the reasons is drive and commitment. The people who do great<br /> work with less ability but who are committed to it, get more done that<br /> those who have great skill and dabble in it, who work during the day<br /> and go home and do other things and come back and work the next day.<br /> They don’t have the deep commitment that is apparently necessary for<br /> really first-class work. They turn out lots of good work, but we were<br /> talking, remember, about first-class work. There is a difference. Good<br /> people, very talented people, almost always turn out good work. We’re<br /> talking about the outstanding work, the type of work that gets the<br /> Nobel Prize and gets recognition.    </p>
|
|||
|
|
</blockquote>
|
|||
|
|
|
|||
|
|
<p>
|
|||
|
|
    </li> </ul> </div>
|