Rutherford’s time bomb

This article first appeared in the New Zealand Herald on 19 May 2004 to mark the 100th anniversary of Ernest Rutherford's famous lecture at the Royal Institution.
This reprint is to honour Rutherford's 150th birthday on 30 August 1871.

The classic story of a major scientific paradigm shift hinges on an oft-repeated anecdote from the lecture, but, as is often the way, the real story is somewhat more nuanced... I've kept the original version with minor edits, I'll add some relevant citations and links soon.

On May 20, 1904, Ernest Rutherford gave a lecture at the Royal Institution of Great Britain about the structure of atoms. That Friday night in London, Rutherford had every reason to be confident. The boy from colonial Brightwater, southwest of Nelson, was on the cutting-edge of a revolution that was shaking traditional scientists to the core and was taking the general public along for a fascinating ride.

We just don’t dress up for seminars anymore… Not Rutherford’s lecture, but something very similar – James Dewar lecturing at the Royal Institution in 1904. (© The Royal Institution; Supplied by The Public Catalogue Foundation)

But Rutherford had reason to be anxious, because his lecture would touch upon a particularly sensitive issue – the age of the Earth. Worse still, upon entering the lecture hall crammed with 800 people, Rutherford had spotted the chief protagonist of this bitter debate, Lord Kelvin, the pre-eminent scientist of the Victorian era. The scene was set for a classic moment in science – the young brilliant upstart from the colonies facing down a patriarch of the English establishment.

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Calling Time on the Cult of Busyness

This post was written in the Time Before COVID, so there are quaint notions about staying home if you have a cold... 
Everything else is still entirely relevant. Even in, especially in, working from home.

Simon Garfield’s book Timekeepers explores ideas about time and the history of timekeeping – it is the sort of amiable and eclectic read where your brain can contentedly hum along a country lane with a regular supply of scenic vistas and interesting surprises. But there was one passage in the book that unexpectedly jolted my scenic drive onto a pitted dirt track and I’ve been thinking about it ever since. The jolt was a bit tangential to the ‘history of time management’ narrative of that particular chapter so the author didn’t dwell on it, but it left me wanting to know more because it encapsulates a serious problem with business culture.

In that particular section, Garfield talks with Laura Vanderkam, the author of many self-help time management books. For her research she conducted detailed surveys on how people used their time and found people overestimated the hours they worked. And she wasn’t the only one to see this. There is ample sociological research to show that the higher the number of estimated hours the more it was likely to be exaggerated – up to 25 hours for people claiming to be working 75+ hours a week. People lying is hardly news, but I found Vanderkam’s assessment chilling:

‘When I get in a sombre mood it makes me angry, because I think there’s something insidious going on’, Vanderkam says. ‘By exaggerating workweeks, people can make some jobs appear off-limits to those that care about having a life. Making women – and men – think they must inevitably choose between a particular career and their families will knock a huge chunk of the competition out.’ 

Simon Garfield, Timeskeepers, p.296
Comparing the hours people estimated they were working with actual hours recorded in diaries – the more hours people claim they are working the more likely they are to be exaggerating. From Robinson et al. 2011, The overestimated workweek revisited, Monthly Labor Review.

There are so many thoughts intersecting in that statement around culture, gender equity and (self-)deception.

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Innovation Study Tour – Part 6: Hot-desking at KPMG

The next visit was across Darling Harbour to Tower Three in the new Barangaroo precinct and the Sydney office of KPMG. Pairing the Google and KPMG visits made an interesting study in contrasting similarity. Google leaves the impression that their hip-and-happening work environment is as effortless as ordering a skinny vanilla latte from Jasper down at the Broo’d on the way to work. KPMG have made a very conscious effort to create an innovative work environment with a journey more akin to organising an expedition to the Congo to collect coffee beans. While Google may be the nirvana, the KPMG experience probably has more resonance for the public service facing similar expeditions into the humid jungles of open-plan offices.

The only picture we could take at KPMG.

Pictures will be a little sparse in this post because we were asked not to take any. KPMG’s work is commercially sensitive so even an innocent snapshot might have inadvertent consequences. While it would be easy to make fun of an accounting firm’s grey-suited anxiety it should be noted for balance that although we had wide ranging access to Google’s meeting rooms in the previous visit we were never given any access to the actual work areas. You can get your sanctioned glimpse of the KPMG work environments here.

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Innovation Study Tour – Part 5: Google isn’t just a search engine

It is a truth universally acknowledged, that a hip person in possession of great talent must be in want of a job at Google. There are many, many articles that say so.

Needless to say that the visit to the Darling Harbour office of Google was a highlight of the Innovation Study Tour, although there was an early misstep when, ironically, Google Maps lead some of the group to the wrong side of the building.

The modest reception sign that took a bit of finding…

It was everything you might expect, and then some…

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A bit more detail – do enterprise social networks save time?

  1. Social networks are for teenagers at the mall, right?
  2. Social media is wasted time, especially if you’re doing it at work.
  3. I’m already really busy – where am I going to find time for yet another app?

Firstly, take your assumption in for an overdue oil change: teenagers don’t hang out in malls as much anymore…

Secondly, and following on from the previous post in a bit more detail, enterprise social networks can improve productivity.

Exhibit 20 – Improved communication and collaboration through social technologies could raise the productivity of interaction workers by 20 to 25 percent. McKinsey Global Institute.

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Innovation Study Tour – Part 4: Making an Enterprise Social Network Work

The second part of the Hargraves Innovation Study Tour continued on 20 September right in the heart of the Sydney CBD at the Microsoft Store on Pitt Street.

L: Before opening on Pitt Street, but you can see the staff in the corner having their morning scrum. Downstairs is the shop floor, upstairs are the training and presentation rooms. R: The toughest job in the store: “Go stand in the window and play games.”

Scott Ward of Digital Infusions spoke again, and as mentioned previously it was a continuation of an information rich and fascinating discussion. I wrote about Scott’s take on the three E’s of explore, engage and exploit in social networking in organisations. But why bother? What’s the impact really? And, even if you decide to be all ‘digital’, how do you make it happen?

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Watermelons, marbles, and lava

A lot of people have ‘seeing lava’ somewhere on their bucket list, but for geologists it is almost mandatory. So when a family holiday in Hawaii was in the planning stages, one of the caveats was the need for a side trip to the Big Island to see Kilauea which has been erupting since 1983. The Pu’u ‘O’o vent produces a stream of lava that reaches the southern coast of the island in a spectacular fashion that only 900ºC lava meeting sea water can. Very amazing and all, but, in a sobering twist, the cliff-top viewing area we stood on a few weeks before collapsed on New Year’s Eve.

The view of the lava ocean entry at Komokuna in mid-December – this viewing area collapsed on New Year’s Eve.

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Innovation Study Tour – Part 3: The Pope, Enterprise Social Networks and Innovation

A short walk brought us to the Microsoft head office in Australia. The building was suitably high tech with an overhead 360 degree screen displaying various Microsoft wares in the foyer, a break-out and kitchen space complete with an Xbox (something for the refurb?) and the meeting room was dominated by a 84 inch interactive Surface Hub (imagine a 2 metre wide tablet…)

Pictures from Microsoft offices
L: 360 degrees in the foyer. M: Xbox station in the breakout room. R: Meeting room with giant tablet.

The presenter, Scott Ward from Digital Infusions, gave a fascinating and information rich talk about the role of social media in organisational innovation. (So rich that I will have to chunk up the notes…) He started with an observation of how ubiquitous the social media scene has become in the last ten years. Two photos at major events at the Vatican in 2005 and 2013 show how mobile technology has become so common.


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Innovation Study Tour – Part 2: CSIRO and Accelerating Innovation

The next stop in the Innovation Study Tour was a visit to the CSIRO offices in North Ryde, a wonderfully eclectic collection of buildings in the classic research campus style (including my personal favourite – a building simply titled ‘Laboratory’ above the entrance).

Welcome to CSIRO North Ryde.

CSIRO has a proud record of achievement from eradicating the Prickly Pear cactus to inventing WiFi. The presenter, David Burt, spoke about a change in approach underway at CSIRO for fostering the next generation of achievement.

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Innovation Study Tour – Part 1: The Innovation Award and the CSR Way

Remember this from 27 July?

Geoscience Australia’s Mineral Potential Mapper team winning the IPAA Innovation Award for ‘Engaging with the Edge’ with Minister Greg Hunt (centre) and IPAA ACT President Gordon de Brouwer (right). Image from IPAA.

Geoscience Australia’s Mineral Potential Mapper project won an inaugural Institute of Public Administration Australia award for Innovation in the APS. An awesome and well deserved achievement for the team.

One of the results from the award was an invitation from the Hargraves Institute to attend study tours in Sydney in September. Unfortunately, the Mineral Potential Mapper team were not available on the dates provided and the Minerals Systems Branch Head, Richard Blewett, kindly offered an opportunity for me to attend in their place. I’m very grateful because it was an amazing chance to see some of the innovation ideas and processes underway in some private organisations and I undertook to return the favour by providing some notes and learnings from the experience. So here goes.

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