The interpersonal strategies that surround the act of doing good science--hereafter referred to as scientific game play ing-have received some published attention, and many of the game rules are almost axiomatic among successful prac titioners of science. There is a need, however, to review pe riodically what we know and what we think we know about the art, and to add new insights that become available. This book is a response to that need; it has been written for science practitioners and grandstanders of the 1980s, drawing on in Sights and perceptions gained from victories and defeats of the 1970s. It seems especially important that the strategies and rules of scientific game playing be reviewed critically as we move into the decade of the 1980s, since many of those rules have changed during the 1970s--in fact each recent decade has seen significant changes. The 1950s were expansionist, when sci entific jobs were relatively easy to find, when faculties were expanding, when students were plentiful, and when federal grants were readily available. The 1960s began as a period of stabilization, and then became one of unrest and reexami nation of purpose. The climate was still good; students were v vi PREFACE still abundant, but there was less growth in faculty size, and federal grants reached a plateau. In the 1970s the student population started to decline, and federal funding for research began to dry up.

In this inspiring book of personal insight and sound advice, veteran scientist Carl J. Sindermann gives an insider's look at the competitive world of science and reveals the best strategies for attaining prominence and success. Taking apart the many different roles scientists must play during their careers, Sindermann compares common mistakes scientists make with what the best strategists do-whether they are publishing papers, presenting data, chairing meetings, or coping with government or academic bureaucracy. In the end, he maintains, well-honed interpersonal skills, a savvy eye on one's competitors, and excellent science are the keys to a satisfying and successful career.

Do games hold the secret to better productivity? If you’ve ever found yourself engrossed in Angry Birds, Call of Duty, or a plain old crossword puzzle when you should have been doing something more productive, you know how easily games hold our attention. Hardcore gamers have spent the equivalent of 5.93 million years playing World of Warcraft while the world collectively devotes about 5 million hours per day to Angry Birds. A colossal waste of time? Perhaps. But what if we could tap into all the energy, engagement, and brainpower that people are already expending and use it for more creative and valuable pursuits? Harnessing the power of games sounds like a New-Age fantasy, or at least a fad that’s only for hip start-ups run by millennials in Silicon Valley. But according to Adam L. Penenberg, the use of smart game design in the workplace and beyond is taking hold in every sector of the economy, and the companies that apply it are witnessing unprecedented results. “Gamification” isn’t just for consumers chasing reward points anymore. It’s transforming, well, just about everything. Penenberg explores how, by understanding the way successful games are designed, we can apply them to become more efficient, come up with new ideas, and achieve even the most daunting goals. He shows how game mechanics are being applied to make employees happier and more motivated, improve worker safety, create better products, and improve customer service. For example, Microsoft has transformed an essential but mind-numbing task—debugging software—into a game by having employees compete and collaborate to find more glitches in less time. Meanwhile, Local Motors, an independent automaker based in Arizona, crowdsources designs from car enthusiasts all over the world by having them compete for money and recognition within the community. As a result, the company was able to bring a cutting-edge vehicle to market in less time and at far less cost than the Big Three automakers. These are just two examples of companies that have tapped the characteristics that make games so addictive and satisfying. Penenberg also takes us inside organizations that have introduced play at work to train surgeons, aid in physical therapy, translate the Internet, solve vexing scientific riddles, and digitize books from the nineteenth century. Drawing on the latest brain science as well as his firsthand reporting from these cutting-edge companies, Penenberg offers a powerful solution for businesses and organizations of all stripes and sizes.

Explains how companies must pinpoint business strategies to a few critically important choices, identifying common blunders while outlining simple exercises and questions that can guide day-to-day and long-term decisions.

"When you are doing something that is a brand new adventure, breaking new ground, whether it is something like a techno logical breakthrough or simply a way of living that is not what the community can help you with, there is always the danger of too much enthusiasm, of neglecting certain mechan ical details. Then you fall off. 'A danger path this is. ' When you follow the path of your desire and enthusiasm and emotion, keep your mind in control, and don't let it pull you compulsively into disaster. " Joseph Campbell, The Power of Myth Through ten years of working with and observing scientists in the bio medical fields, I have found Joseph Campbell's words to be especially applicable to the scientist who decides to embark on an entrepreneurial journey. Joseph Campbell was not a student of entrepreneurship. His scholarship was contained in a series of comprehensive studies of mythology, the captivating stories of mankind's search over the ages for truth, meaning and significance. Still, his advice here contains many of the essential ingredients of successful science-based venturing: the charting of new ground socially, technological breakthroughs, enthusiasm and emotion balanced by careful reasoning, and finally, awareness of the danger of neglecting details. Coming from such a different philosophical and occupational culture into entrepreneurship and business, the scientist faces extraordinary challenges although the rewards of putting together a successful company can be equally satisfying.

This is the 24th book about science and scientists published by Carl J. Sindermann, Ph.D. It describes in some detail many places in the world that he visited in connection with his roles as government science administrator and scientific authority in marine pathology during a long career as a research laboratory and center director with the federal government on the Atlantic Coast of the United States. During that period he occupied various active roles in international scientific organizations such as the European-based International Council for the Exploration of the Sea (ICES) and the Tokyo-based United States-Japan Natural Resources Panels (UJNR). His research interests, while naturally concentrating on the Atlantic coast of North America, have been much broader, particularly with periodic oceanic phenomena such as disease outbreaks, which can be of worldwide occurrence. This book describes some of the travels involved in attempting to make the subject of disease in the oceans more understandable and to present the United States research favorably to the world scientific community.

Universities across the US have committed to a process of neoliberalization that is radically altering higher education: academia is increasingly being run like a business. As a result, the university is becoming less and less a place of wonder, self-cultivation and thinking and instead is becoming more and more a place to specialize, strategize, produce and profit. Students race through coursework to bolster job prospects while facing massive debt. Faculty scramble for the biggest grants and angle for the most prestigious journals. Sink or swim, publish or perish, triumph and win: there is no longer time to think and to wonder. This undermines the opportunity for students to develop into good citizens that can truly think critically and judge carefully. Thinking and judgment are, according to the philosopher Hannah Arendt, the only things that can save us if the powerful machines of science or capitalism begin to work in ways they should not. Arendt saw Nazi Germany use the newest science and the best economic management to systematically kill six million Jews. She saw the disturbing inability of the populace and the intellectuals to capably resist the Nazi machine once it got rolling. Applying Arendt’s insights to modern academia, Pack argues that unless checked, neoliberalization threatens to turn the university into a place that discourages thinking and the development of judgment in favor of hyper-specialization and strategic action.