Side-Lights on Astronomy and Kindred Fields of Popular ScienceNewcomb, Simon
Science
Side-Lights on Astronomy and Kindred Fields of Popular Science
Newcomb, Simon
Astronomy; Compass; Flying-machines; Hyperspace; Learning and scholarship; Rain-making
The first and most important of these lessons is that research has
never reached its highest development except at centres where bodies of
men engaged in it have been brought together, and stimulated to action
by mutual sympathy and support. We must call to mind that, although the
beginnings of modern science were laid by such men as Copernicus,
Galileo, Leonardo da Vinci, and Torricelli, before the middle of the
seventeenth century, unbroken activity and progress date from the
foundations of the Academy of Sciences of Paris and the Royal Society
of London at that time. The historic fact that the bringing of men
together, and their support by an intelligent and interested community,
is the first requirement to be kept in view can easily be explained.
Effective research involves so intricate a network of problems and
considerations that no one engaged in it can fail to profit by the
suggestions of kindred spirits, even if less acquainted with the
subject than he is himself. Intelligent discussion suggests new ideas
and continually carries the mind to a higher level of thought. We must
not regard the typical scientific worker, even of the highest class, as
one who, having chosen his special field and met with success in
cultivating it, has only to be supplied with the facilities he may be
supposed to need in order to continue his work in the most efficient
way. What we have to deal with is not a fixed and permanent body of
learned men, each knowing all about the field of work in which he is
engaged, but a changing and growing class, constantly recruited by
beginners at the bottom of the scale, and constantly depleted by the
old dropping away at the top. No view of the subject is complete which
does not embrace the entire activity of the investigator, from the tyro
to the leader. The leader himself, unless engaged in the prosecution of
some narrow specialty, can rarely be so completely acquainted with his
field as not to need information from others. Without this, he is
constantly liable to be repeating what has already been better done
than he can do it himself, of following lines which are known to lead
to no result, and of adopting methods shown by the experience of others
not to be the best. Even the books and published researches to which he
must have access may be so voluminous that he cannot find time to
completely examine them for himself; or they may be inaccessible. All
this will make it clear that, with an occasional exception, the best
results of research are not to be expected except at centres where
large bodies of men are brought into close personal contact.
Public-domain text, read in full here on John Shaqi.
Reviews
Reviews
No reviews yet
Be the first to share your thoughts on this work.
Elsewhere in the archive
Join the Discussion
Join the discussion
Sign in to leave a comment or review.
Sign InorCreate an account