Temple Grandin Admires Elon Musk and Long Knew He Was on the Autism Spectrum

Professor Temple Grandin identifies as autistic and has written on what we can learn from the cognitively diverse. In the passages quoted below, she refers to the May 2021 Saturday Night Live hosted by Elon Musk in which he said he had Asperger’s syndrome.

(p. C7) I have always admired Elon Musk’s engineering of rockets and cars. I loved his cool space suits and how he made a rocket booster land upright. My must-read book is Walter Isaacson’s “Elon Musk.” Previously I had read Ashlee Vance’s book about Mr. Musk. It still has Post-it Notes stuck on it: I marked the pages that made me sure he was on the autism spectrum. I had to keep it to myself until he made his announcement on “Saturday Night Live.”

For the full review, see:

Temple Grandin. “12 Months of Reading: Temple Grandin.” The Wall Street Journal (Saturday, December 9, 2023): C7.

(Note: ellipsis added.)

(Note: the online version of the review has the date December 8, 2023, and has the title “Who Read What in 2023: Leaders in Business, Science and Technology: Temple Grandin.”)

The Elon Musk books Temple Grandin praises are:

Isaacson, Walter. Elon Musk. New York: Simon & Schuster, 2023.

Vance, Ashlee. Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future. New York: Ecco, 2015.

Wolfspeed Startup Survived Because “We Were Small, We Were Nimble, We Were Crazy”

(p. A12) As a graduate student in materials science in the early 1980s, John Palmour took a chance on an unproven way to make semiconductors, substituting silicon carbide for the usual pure silicon.

. . .

In 1987, Dr. Palmour and other researchers at NC State were among the co-founders of Cree Research, now known as Wolfspeed Inc.

. . .

In a sign of the technology’s strategic importance, the Committee on Foreign Investment in the U.S. in 2017 blocked the sale of a large part of the company to Infineon Technologies AG of Germany.

As Wolfspeed flourished over the past five years, Dr. Palmour remained chief technology officer, even while being treated for lymphoma.

. . .

Frugality was a helpful trait at a tech company that was slow to blossom. Wolfspeed was able to keep going because “we were small, we were nimble, we were crazy,” Dr. Edmond said.

. . .

Of his early days as an entrepreneur, Dr. Palmour wrote: “We were full of big plans and high hopes, but we were too young and stupid to know how hard it was going to be, how long it would take, or if it was even possible.”

For the full obituary, see:

James R. Hagerty. “Scientist Changed Recipe For Making Microchips.” The Wall Street Journal (Saturday, Dec. 3, 2022): A12.

(Note: ellipses added.)

(Note: the online version of the obituary has the date December 2, 2022, and has the title “John Palmour Changed Recipe for Making Microchips.”)

“I Do What I Want; You Don’t Like It, Don’t Buy It”

(p. 27) Terry Castro, a New York-based jewelry designer whose knack for blending the fantastical with the elegant propelled him from selling on the sidewalks of New York to adorning celebrities like Rihanna and Steven Tyler, died on July 18 [2022] at his home in Istanbul.

. . .

Mr. Castro, who worked under the single name Castro, considered himself a “creator of dreams.”

. . .

Passionate and at times confrontational, Mr. Castro considered himself a rebel within the industry.

“I do what I want; you don’t like it, don’t buy it,” he said in a 2012 interview with The Black Nouveau, a style blog. Recounting his scattered efforts to “go commercial,” he concluded that the income was not worth the creative price paid.

For the full obituary, see:

Alex Williams. “Terry Castro, 50, Rebel Who Created Exquisite Jewelry.” The New York Times, First Section (Sunday, August 7, 2022): 27.

(Note: ellipses, and bracketed year, added.)

(Note: the online version of the obituary has the date Aug. 4, 2022, and has the title “Terry Castro, a Proud Outsider in the Jewelry World, Dies at 50.”)

“If You Work Forever, You Can Live Forever”

(p. B12) At age 80, Byron Wien compiled “20 Life Lessons” from a long career as a Wall Street soothsayer. “Never retire” was No. 20. “If you work forever, you can live forever,’’ he explained. “I know there is an abundance of biological evidence against this theory, but I’m going with it anyway.”

Mr. Wien (pronounced ween) didn’t outrun biology. But when he died on Oct. 25 [2023], at 90, he was still engrossed daily in reading the economic tea leaves for his most recent employer, the private equity firm Blackstone. He continued to call politicians, central bankers and financial titans around the world for intelligence to help shape his strategic reports for his firm. And if he felt that his own colleagues weren’t picking his brain enough or adding him to enough meetings, he would tell them he had plenty of bandwidth.

“He was thirsty for knowledge and probably the most curious individual I have ever come across,” said Joan Solotar, the global head of the private wealth division at Blackstone, who was Mr. Wien’s boss.

“I had the pleasure of giving Byron his annual review,” she added, in an interview, “and he would sit down and every year ask the same question: ‘Tell me what I can do better.’”

For the full obituary, see:

Trip Gabriel. “Byron Wien, 90, Wall Street Seer of the Unexpected.” The New York Times (Saturday, November 11, 2023): B12.

(Note: bracketed year added.)

(Note: the online version of the obituary has the date Nov. 9, 2023, and has the title “Byron Wien, Wall Street Seer of the Unexpected, Dies at 90.”)

P&G CEO Defended Using Harsh Criticism of Workers

Deirdre McCloskey frequently says we should use more “sweet talk.” Edwin Artzt defended using harsh talk. Is there room for both?

(p. A8) Edwin Artzt, who expanded Procter & Gamble Co.’s global reach in the 1980s and then, as chief executive officer in the early 1990s, rattled the company’s managers with cost-cutting drives and harsh criticism of their work, died at the age of 92, the Cincinnati-based company said.

As CEO from 1990 until 1995, Mr. Artzt was known for berating managers and using words including “stupid” and “imbecilic” to describe some of their proposals, as recounted in “Soap Opera: The Inside Story of Procter & Gamble,” a 1993 book by Alecia Swasy, a former Wall Street Journal reporter. He didn’t sugarcoat his desire to eliminate weak brands and underperforming employees.

Mr. Artzt, who died on April 6, was sometimes called “The Prince of Darkness.” Some colleagues said the nickname reflected a hot temper. He said it came from his habit of working late.

“I certainly don’t want to have a short trigger with people and not give them a chance,” he told The Wall Street Journal in 1991. “But sure I’ve cleared out deadwood. Probably some of it was still breathing when it was cleared out.”

Two years later, he said: “Terrifying people is not my intention…People come to me years later and say, ‘Remember that meeting 10 years ago? You laid it on me, but I sure remember that lesson.’”

For the full obituary, see:

James R. Hagerty. “P&G CEO’s Harsh Talk Rattled a Bureaucracy.” The Wall Street Journal (Saturday, April 15, 2023): A10.

(Note: the online version of the obituary was updated April 12, 2023, and has the title “Edwin L. Artzt, P&G CEO Known for His Tough Talk, Dies at 92.”)

The book on Proctor & Gamble mentioned above is:

Swasy, Alecia. Soap Opera: The Inside Story of Proctor & Gamble. New York: Crown Publishing, 1993.

Bridge Man’s Courageous Protest Against Xi Kept Hope Alive

(p. B1) A protester unfurled two banners on a highway overpass in central Beijing on Oct. 13, [2022] denouncing Xi Jinping as a “despotic traitor.” China’s censors went to great lengths to scrub the internet of any reference to the act of dissent, prohibiting all discussion and shutting down many offending social media accounts.

The slogans didn’t go away. Instead, they caught on inside and outside China, online and offline.

Encouraged by the Beijing protester’s extremely rare display of courage, young Chinese are using creative ways to spread the banners’ anti-Xi messages. They graffitied the slogans in public toilets in China. They used Apple’s AirDrop feature to send photos of the messages to fellow passengers’ iPhones in subway cars. They posted the slogans on university campuses all over the world. They organized chat groups to bond and shouted “Remove Xi Jinping” in front of Chinese embassies. This all happened while the Communist Party was convening an all-important congress in Beijing and putting forth an image of a country singularly united behind a great leader.

The aftermath of the Beijing protest “made me feel, for the first time, hopeful,” said an organizer of an Instagram account known as Citizens Daily CN, which posts photo submissions of sightings of anti-Xi messages.

. . .

(p. B4) For Kathy, a Chinese student in London, political apathy . . . is what upsets her the most.

. . .

When she saw photos of the protest in Beijing, she was awed by the “Bridge Man’s” courage, too. Then she started seeing people posting sightings of anti-Xi slogans in many parts of the world.

She started to cry and couldn’t stop for hours, she said.

As the photos of the protest posters kept coming in, she felt she saw a little light in the darkness. She’s not alone anymore.

“I thought to myself that there are many Chinese who also want freedom and democracy,” she said. “But where are you? Where can I find you? If we meet on the street, how can we recognize each other?”

For the full commentary, see:

Li Yuan. “A Brash, Lonely Protest in Beijing Surfaces an Undercurrent of Dissent.” The New York Times (Tuesday, October 25, 2022): B1 & B4.

(Note: ellipses, and bracketed year, added.)

(Note: the online version of the commentary has the date Oct. 24, 2022, and has the title “A Lonely Protest in Beijing Inspires Young Chinese to Find Their Voice.”)

The Most Powerful A.I. Systems Still Do Not Understand, Have No Common Sense, and Cannot Explain Their Decisions

(p. B1) David Ferrucci, who led the team that built IBM’s famed Watson computer, was elated when it beat the best-ever human “Jeopardy!” players in 2011, in a televised triumph for artificial intelligence.

But Dr. Ferrucci understood Watson’s limitations. The system could mine oceans of text, identify word patterns and predict likely answers at lightning speed. Yet the technology had no semblance of understanding, no human-style common sense, no path of reasoning to explain why it reached a decision.

Eleven years later, despite enormous advances, the most powerful A.I. systems still have those limitations.

. . .

(p. B7) The big, so-called deep learning programs have conquered tasks like image and speech recognition, and new versions can even pen speeches, write computer programs and have conversations.

They are also deeply flawed. They can generate biased or toxic screeds against women, minorities and others. Or occasionally stumble on questions that any child could answer. (“Which is heavier, a toaster or a pencil? A pencil is heavier.”)

“The depth of the pattern matching is exceptional, but that’s what it is,” said Kristian Hammond, an A.I. researcher at Northwestern University. “It’s not reasoning.”

Elemental Cognition is trying to address that gap.

. . .

Eventually, Dr. Ferrucci and his team made progress with the technology. In the past few years, they have presented some of their hybrid techniques at conferences and they now have demonstration projects and a couple of initial customers.

. . .

The Elemental Cognition technology is largely an automated system. But that system must be trained. For example, the rules and options for a global airline ticket are spelled out in many pages of documents, which are scanned.

Dr. Ferrucci and his team use machine learning algorithms to convert them into suggested statements in a form a computer can interpret. Those statements can be facts, concepts, rules or relationships: Qantas is an airline, for example. When a person says “go to” a city, that means add a flight to that city. If a traveler adds four more destinations, that adds a certain amount to the cost of the ticket.

In training the round-the-world ticket assistant, an airline expert reviews the computer-generated statements, as a final check. The process eliminates most of the need for hand coding knowledge into a computer, a crippling handicap of the old expert systems.

Dr. Ferrucci concedes that advanced machine learning — the dominant path pursued by the big tech companies and well-funded research centers — may one day overcome its shortcomings. But he is skeptical from an engineering perspective. Those systems, he said, are not made with the goals of transparency and generating rational decisions that can be explained.

“The big question is how do we design the A.I. that we want,” Dr. Ferrucci said. “To do that, I think we need to step out of the machine-learning box.”

For the full story, see:

Steve Lohr. “You Can Lead A.I. to Answers, but Can You Make It Think?” The New York Times (Monday, August 29, 2022): B1 & B7.

(Note: ellipses added.)

(Note: the online version of the story was updated Sept. 8, 2022, and has the title “One Man’s Dream of Fusing A.I. With Common Sense.”)

“You Will Do Your Best Creative Work by Yourself”

(p. A12) The value of gathering to swap loosely formed thoughts is highly suspect, despite being a major reason many companies want workers back in offices.

“You do not get your best ideas out of these freewheeling brainstorming sessions,” says Sheena Iyengar, a professor at Columbia Business School. “You will do your best creative work by yourself.”

Iyengar has compiled academic research on idea generation, including a decade of her own interviews with more than a thousand people, into a book called “Think Bigger.” It concludes that group brainstorming is usually a waste of time.

Pitfalls include blabbermouths with mediocre suggestions and introverts with brilliant ones that they keep to themselves.

. . .

Plenty of people have always bemoaned brainstorming. Longtime Wall Street Journal readers may recall a 2006 “Cubicle Culture” column that skewered the popular practice, and Harvard Business Review published a research-based case against the usefulness of brainstorming in 2015.

. . .

Sometimes leaders bring employees together to create the illusion of wide-open input, says Erika Hall, co-founder of Mule Design Studio, a management consulting firm in San Francisco. In-person brainstorming is part of the back-to-office rationale for many of her clients, and she generally advises the ones that truly want to improve collaboration to first carve out some alone time for their workers.

When Hall needs inspiration, she goes for a run.

“It’s freaky,” she says. “I will go run on a problem, and things will happen in my head that do not happen under any other circumstance.”

Others might find “Aha!” moments in the shower or while listening to music. Leaving breakthroughs to private serendipity can feel, to bosses, like losing control, she acknowledges, but it might be more effective than trying to schedule magic in a conference room.

For the full commentary, see:

Callum Borchers. “ON THE CLOCK; Switch Off Brainstorming If You Want Brighter Ideas.” The Wall Street Journal (Thursday, May 18, 2023): A12.

(Note: ellipses added.)

(Note: the online version of the commentary was updated May 18, 2023, and has the title “ON THE CLOCK; Office Brainstorms Are a Waste of Time.”)

The book by Iyengar mentioned above is:

Iyengar, Sheena. Think Bigger: How to Innovate. New York: Columbia Business School Publishing, 2023.

“Flowers Never Bend, With the Rainfall”

Sometimes when I am in a dark mood I wonder how you keep moving forward when you do not know how much time is left. Some seek an answer in religion. I am more open to a kind of stoicism combined with the other gift of Prometheus: blind hope.

(p. 3) A few months into treatment, I realized that Josh might not make it to the next spring, when we would normally visit my extended family in Greece. I told Dr. Sara that I would like to take my husband to Greece, because he might not get the chance again.

. . .

My diary reminds me that while we were there, I asked Josh what he would do differently in life. “Not get cancer,” he said.

. . .

As for me, I kept hearing the lyrics to a Simon and Garfunkel song in my head: “So, I’ll continue to continue to pretend, my life will never end, and flowers never bend, with the rainfall.” It was my soundtrack.

For the full commentary, see:

Anemona Hartocollis. “My Husband’s Doctor, Onscreen.” The New York Times, SundayStyles Section (Sunday, November 20, 2022): 1-3.

(Note: the online version of the commentary was updated June 20, 2023 [sic], and has the title “Cancer, My Husband’s Doctor, and Catherine Deneuve.”)

For Musk “Hard Core” Means “Long Hours at High Intensity”

(p. A24) Have you ever gotten an email at midnight from the boss with ​an ominous subject line like “a fork in the road”? Granted, email etiquette today says we’re not supposed to get midnight emails from bosses at all. But Elon Musk is no ordinary boss, and it’s safe to assume he didn’t get the memo on empathetic leadership. So, true to form, as chief executive of Twitter, after laying off nearly half of his staff, bringing a sink to work and proclaiming he would be sleeping at the office “until the org is fixed,” Mr. Musk recently issued this late-night ultimatum to his remaining employees: From this point forward, Twitter was going to be “extremely hard core.” Were they ready to be hard core? They could select “yes” — or opt for three months of severance pay.

To Mr. Musk, “hard core” meant “long hours at high intensity,” a workplace where only the most “exceptional performance” would be accepted and a culture in which midnight emails would be just fine. I’d wager that more than a few workaholics, bosses or otherwise, weren’t entirely turned off by the philosophy behind that statement, and yet it immediately conjured images of sweaty Wall Street bankers collapsing at their desks, Silicon Valley wunderkinds sleeping under theirs and the high-intensity, bro-boss cultures of companies like Uber and WeWork, with their accompanying slogans about doing what you love and sleeping when you’re dead.

For the full commentary, see:

Jessica Bennett. “Elon, the Mosh Pit Called. It Wants ‘Hard Core’ Back.” The New York Times (Friday, November 25, 2022): A24.

(Note: the online version of the commentary has the date Nov. 23, 2022, and has the title “The Worst Midnight Email From the Boss, Ever.”)

Some High Performers Find Ways to Avoid Accumulating Microstresses

(p. C5) Have you had days that exhaust you extraordinarily without any particular reason why?

. . .

There’s a common but little-understood reason for that exhaustion. We call it “microstress”—brief, frequent moments of everyday tension that accumulate and impede us even though we don’t register them.

. . .

One study published in the journal Biological Psychology in 2015 found that exposure to social stress within two hours of a meal leads your body to metabolize the food in a way that adds 104 calories on average. “If this happens daily, that’s 11 pounds gained per year,” noted Lisa Feldman Barrett, a psychology professor at Northeastern University and author of “Seven and a Half Lessons About the Brain.”

. . .

In our research, we observed that some of the high performers—a small subset that we came to call the “Ten Percenters”—were much better at coping with microstress than the rest of those we studied, and perhaps than the rest of us, too. What do they do differently?

. . .

. . ., they’re better at removing themselves from interactions that generate microstress in their lives, whether or not they realize the dynamic. Ten Percenters are more likely to shape these interactions by dealing with simmering disagreements head-on or by limiting such contacts.

. . .

Our Ten Percenters were also thoughtful about not creating the kinds of conditions that cause microstress for others. Think about what happens—to both of you—when you push your child too hard on their grades and it comes back in the form of a rebellious attitude. Or the stress you may create as a manager by unnecessarily shifting expectations. Stopping this cycle helps to prevent microstress from boomeranging back on us.

For the full essay, see:

Rob Cross and Karen Dillon. “Combating the ‘Microstress’ That Causes Burnout.” The Wall Street Journal (Saturday, April 22, 2023): C5.

(Note: ellipses added.)

(Note: the online version of the essay has the date April 21, 2023, and has the same title as the print version.)

The essay quoted above is adapted from Cross and Dillon’s book:

Cross, Rob, and Karen Dillon. The Microstress Effect: How Little Things Pile Up and Create Big Problems—and What to Do About It. Boston, MA: Harvard Business Review Press, 2023.