“Hey You, Get Busy” Bolted in Place

(p. D8) Most scientists rely on grants from the federal government and private foundations to finance their work. Michael W. Davidson turned to neckties.
Mr. Davidson, who died on Dec. 24 [2015] at 65, used sophisticated microscopes to create stunning, psychedelic images of crystallized substances like DNA and hormones, and he contributed to Nobel Prize-honored research about the inner workings of cells. His images were on the covers of scientific journals and, as unlikely as it might seem, on neckwear.
They found their way into men’s apparel in the early 1990s, when Mr. Davidson called Irwin Sternberg, the president of the necktie company Stonehenge Ltd., proposing a series of ties using his ultramagnified, wildly colorful images of vitamins. Mr. Sternberg, though skeptical, agreed to take a look.
“When I saw Michael’s work, I started to think I couldn’t get a designer more talented,” Mr. Sternberg said in an interview.
Stonehenge released a line of “vitamin ties” in September 1993. A year later, neckties with Mr. Davidson’s images of moon rocks were released on the 25th anniversary of Apollo 11, the first manned lunar mission. Ties with images of cocktails, beer and wine followed. Millions of ties were sold, and a slice of the profits — millions of dollars — went to charity. Mr. Davidson’s share went to his laboratory work at Florida State University in Tallahassee.
. . .
Mr. Davidson started college at Georgia Southern University, then attended Oglethorpe University in Georgia before earning a chemistry degree at Georgia State.
He arrived at Florida State in the early 1980s as a graduate student. He quit to start a business chrome-plating auto parts.
A few years later, Mr. Davidson returned to Florida State as a microscopy technician for a materials research laboratory. “He just came in and said, ‘I think there are things we can do,’ and he got hired,” said Kirby Kemper, a retired Florida State physics professor who was then associate chairman of the physics department.
To produce his work, Mr. Davidson hired an army of assistants. Some were undergraduates. Others were out of school with no credentials in the field. But the work helped propel many of them to successful jobs in academia and industry.
Eric Clark had been a nurse when Mr. Davidson hired him as an assistant in 1999. Now, as an application developer, he is continuing Mr. Davidson’s educational website and scientific illustration operations. (The molecular biology laboratory was disbanded.)
Mr. Davidson worked seven days a week, and he expected the same of the people who worked with him. On his door was a large metal sign that said, “Hey you, get busy.” MagLab officials told him to take it down. Mr. Davidson bolted it in place, and it is still there.

For the full obituary, see:
KENNETH CHANG. “Michael W. Davidson, 65, a Scientist Who Had an Artist’s Eye for Detail.” The New York Times (Sat., JAN. 16, 2016): D8.
(Note: ellipsis, and bracketed year, added.)
(Note: the online version of the obituary has the date JAN. 12, 2016, and has the title “Michael W. Davidson, a Success in Microscopes and Neckwear, Dies at 65.”)

Cooking Over Indoor Wood Fires Kills Millions

(p. A13) Indoor air pollution, caused mainly by cooking over wood fires indoors, is the world’s biggest cause of environmental death. It kills an estimated four million people every year, as noted by the nonprofit science news website, SciDev.Net. Getting fossil-fueled electricity and gas to them is the cheapest and quickest way to save their lives. To argue that the increasingly small risk of dangerous climate change many decades hence is something they should be more worried about is positively obscene.

For the full commentary, see:
MATT RIDLEY. “The Green Scare Problem; Raising constant alarms–about fracking, pesticides, GMO food–in the name of safety is a dangerous game.” The Wall Street Journal (Fri., Aug. 13, 2015): A13.
(Note: the online version of the commentary has the date Aug. 13, 2015.)

Regulations Slow Eradication of Cancer

(p. D3) . . . the triumph of chemotherapy for Hodgkin’s and then for many other tumors opened an interlocking series of dilemmas. In the clinic and the hospital, the new protocols demanded that doctors muster the courage to make their patients very sick in order to make them well. But how sick was too sick? The risks and benefits of the powerful treatments now needed careful, deliberate assessment at every stage of the disease.
Similar questions dogged those who developed, evaluated and regulated the drugs. How poisonous could these agents safely be? How assiduously should desperate patients be saved by their government from pharmaceutical risk?
Dr. DeVita stands firmly among those affirming cancer patients’ right to aggressive treatment. One particular exchange summarizes his philosophy: “Do your patients speak to you after you do this to them?” one skeptic asked him early on. “The answer is yes,” he replied, “and for a lot longer.”
The regulatory caution of the Food and Drug Administration has been a thorn in his side for decades: “I’d like to be able to say that as cancer drugs have become increasingly more complex and sophisticated, the F.D.A. has as well. But it has not.” In fact, he writes, “the rate-limiting step in eradicating cancer today is not the science but the regulatory environment we work in.”

For the full review, see:
ABIGAIL ZUGER, M.D. “An Unbowed Warrior.” The New York Times (Tues., Dec.. 1, 2015): D3.
(Note: ellipsis added.)
(Note: the online version of the review has the date NOV. 30, 2015, and has the title “Review: Science and Politics Collide in ‘The Death of Cancer’.”)

The book under review, is:
DeVita, Vincent T., and Elizabeth DeVita-Raeburn. The Death of Cancer: After Fifty Years on the Front Lines of Medicine, a Pioneering Oncologist Reveals Why the War on Cancer Is Winnable–and How We Can Get There. New York: Sarah Crichton Books, 2015.

Anti-GMO Chipotle No Longer Wears Health Halo

(p. A13) . . . if you need an anecdote for how the year unfolded for the anti-GMO movement, look no further than Chipotle. Last spring the fast food company announced with great fanfare that it would take GMO ingredients off its menu. It was all downhill after that. As was quickly pointed out, Chipotle wasn’t being fully truthful, since its soft drinks and cheese contain genetically modified ingredients, and its meat comes from animals fed genetically modified grains. A lawsuit filed in California, which is pending, accused Chipotle of false advertising and deceptive marketing.
Then cases of food-borne illnesses hit Chipotle locations across the country. Supporters of traditional agriculture, who have felt maligned by the burrito company, started keeping a tally of the number of people sickened by Chipotle’s food (ongoing, but more than 300) versus the number sickened by GMOs (zero). As the year winds to a close, the company that once wore the restaurant industry’s health halo is apologizing, preparing for lawsuits, recentralizing its vegetable preparation and cutting locally sourced ingredients.

For the full commentary, see:
JULIE KELLY. “The March of Genetic Food Progress; ‘Farmaceuticals’ and other GM products are slowly being approved, despite political scare campaigns.” The Wall Street Journal (Weds., Dec. 30, 2015): A13.
(Note: ellipsis added.)
(Note: the online version of the commentary has the date Dec. 29, 2015.)

In Poor Province, Chinese Communists Spend Over $400,000 Building Giant Golden Statue of Mao, Starver of Millions of the Proletariat

(p. B1) ZHUSHIGANG, China — Just two days after images of a giant gold-colored statue of Mao in the bare fields of Henan Province spread across the Internet, the statue was gone — torn down apparently on the orders of embarrassed local officials.
Villagers said demolition teams arrived on Thursday morning [January 7, 2016], and by Friday morning [January 8, 2016], only a pile of rubble remained.
The 120-foot-tall statue, which local media reports said cost $465,000, had been under construction for months and was nearing completion when it began to attract attention.
Some commenters on social media denounced the extravagance of the colossus in a poor, rural part of China, where the money might have been better spent on education or health care.
. . .
Others pointed out the historical irony of erecting the statue in one of the provinces worst hit by the famine caused by Mao Zedong’s Great Leap Forward.
. . .
Statues of Mao, the founder of the People’s Republic of China, were once ubiquitous in China, and many survive. President Xi Jinping has often praised Mao as a model for China today, saying Mao’s era was one when officials were selfless and honest.
But some of his policies were disastrous, including the forced agricultural collectivization and industrialization of the Great Leap Forward, which historians blame for a famine in which tens of millions of people died.

For the full story, see:
DIDI KIRSTEN TATLOW. “An Outcry Helps Topple a Mao Statue 120 Feet Tall.” The New York Times (Sat., JAN. 9, 2016): A4.
(Note: ellipses, and bracketed dates, added.)
(Note: the online version of the story has the date JAN. 8, 2016, and has the title “Golden Mao Statue in China, Nearly Finished, Is Brought Down by Criticism.”)

Private Start-Ups Pursue Fusion Approaches Ignored by Government

(p. B5) Fusion reactions release no carbon dioxide. Their fuel, derived from water, is abundant. Compared with contemporary nuclear reactors, which produce energy by splitting atoms apart, a fusion plant would produce little radioactive waste.
The possibilities have attracted Jeffrey P. Bezos, founder of Amazon.com. He has invested in General Fusion, a start-up in British Columbia, through Bezos Expeditions, the firm that manages his venture capital investments. Paul Allen, a co-founder of Microsoft, is betting on another fusion company, Tri Alpha Energy, based in Foothill Ranch, Calif., an hour south of Los Angeles, through his venture arm, Vulcan Capital.
Peter Thiel — the co-founder of PayPal, who once lamented the superficiality of the technology sector by saying, “We were promised flying cars and we got 140 characters” — has invested in a third fusion start-up, Helion Energy, based near Seattle, through Mithril Capital Management.
Government money fueled a surge in fusion research in the 1970s, but the fusion budget was cut nearly in half over the next decade. Federal research narrowed on what scientists saw as the most promising prototype — a machine called a tokamak, which uses magnets to contain and fuse a spinning, doughnut-shape cloud of hydrogen.
Today’s start-ups are trying to perfect some of the ideas that the government left by the wayside.
After earning his doctorate from the University of California, Irvine, in the mid-1990s, Michl Binderbauer had trouble securing federal funds to research an alternative approach to fusion that the American government briefly explored — one that adds the element boron into the hydrogen fuel. The advantage of the mixture is that the reaction does not fling off neutrons that, like shrapnel, can wear down machine parts and make them radioactive.
Mr. Binderbauer, along with his Ph.D. adviser, Norman Rostoker, founded Tri Alpha Energy, eventually raising money from the venture capital arms of Mr. Allen and the Rockefeller family. The company has raised over $200 million.

For the full story, see:
DINO GRANDONI. “Start-Ups Take on Challenge of Fusion.” The New York Times (Mon., OCT. 26, 2015): B1 & B5.
(Note: the online version of the story has the date OCT. 25, 2015, and has the title “Start-Ups Take On Challenge of Nuclear Fusion.”)

Madison Revised Notes to Aid Jefferson’s Attack on Hamilton

C-SPAN Book TV today played an extended interview with Mary Sarah Bilder about her book on James Madison’s notes on the constitutional convention. Madison revised his notes to share with Jefferson, who had not been present during the convention. Chernow, in his biography of Hamilton, reports how Jefferson criticized Hamilton for aristocratic tendencies. What is most surprising about Bilder’s comments is that Madison had made comments at the convention similar to Hamilton’s discussing whether there might be merits to monarchy. But in his revision of the notes, he deleted those comments before passing the notes to Jefferson, presumably as part of his desire to ally himself more closely with Jefferson and to join in Jefferson’s vilification of Hamilton.
This is not an earth-shattering finding, but it adds support to Chernow’s defense of Hamilton. Jefferson was the slave-holding aristocrat in practice, while Hamilton opposed slavery, and Hamilton’s intellectual speculations on the best form of government were not notably monarchist within the context of the time.

The book discussed on C-SPAN, was:
Bilder, Mary Sarah. Madison’s Hand: Revising the Constitutional Convention. Cambridge, MA: Harvard University Press, 2015.

The Chernow book I mention above, is:
Chernow, Ron. Alexander Hamilton. New York: The Penguin Press, 2004.

A More Dynamic Labor Market May Be the Answer to Italy’s “Quo Vado?”

(p. A19) ROME — A balding government clerk in his late 30s has one true love: “il posto fisso,” a job for life. He doesn’t want to compete in the labor market; he has no urge to move on. He doesn’t even want to earn more. Give him a desk, a chair and a 9-to-5 job in the “pubblica amministrazione,” and he’s happy. Clocking in late, chatting with colleagues, accepting small bribes from taxpayers (most favored: quail), a regular salary — that’s life!
And, of course, there are rubber stamps. The clerk loves them. Slam! Slam! Slam! When his boss, who wants to get rid of him, asks angrily: “What have you contributed to this department?” he shows her his stamping prowess, and almost demolishes her glass table.
This is, more or less, the story of “Quo Vado?” a new comedy that has smashed Italian box office records. It had its premiere on Jan. 1, and in its first week made $39 million; “Star Wars: The Force Awakens,” in three weeks, reached just $23 million. According to The Hollywood Reporter, “Quo Vado?” — or “Where Am I Going?” a modern spin on the Latin question “Quo vadis?” (“Where are you going?”) — is on course to beat the box-office record for an Italian film in the country, currently at $56 million, set by 2013’s “Sole a catinelle.”
. . .
Italians aren’t afraid of a more dynamic labor market. There is still the dream of making it in the private sector, even if it is less secure than the public-sector jobs that have long been the backbone of the Italian work force. Two out of three workers, according to a recent survey in the Turin newspaper La Stampa, wouldn’t mind taking a risk, as long as it meant the prospect of career advancement.
To foster this more proactive mood, Prime Minister Matteo Renzi — who has seen “Quo Vado?” with his family — last year introduced labor-market legislation known as the Jobs Act (in English, mysteriously). It makes hiring and firing easier, but only in the private sector. For state jobs, like Checco’s, things stay the same. Once you’re in, you’re in.

For the full commentary, see:
Severgnini, Beppe. “More Popular than ‘Star Wars’.” The New York Times (Sat., JAN. 16, 2016): A19.
(Note: ellipsis added.)
(Note: the online version of the commentary has the date JAN. 14, 2016, and has the title “The Secret Behind Italy’s Favorite New Film.” Where there are minor differences between the print and online versions, the version above follows the online version.)

Parents Set Up For-Profit Companies for Quicker Cures

(p. B1) Karen Aiach was working as a management consultant when she learned that her first daughter, Ornella, had Sanfilippo syndrome, a rare disease in which a missing enzyme causes toxic substances to build up in the body.

Ornella was 6 months old, and the prognosis was grim: She would develop mentally and physically to between ages 2 and 4, plateau and then lose whatever she had learned. She would become extremely hyperactive and develop sleeping disorders. Most likely she would not live past 15.
Within two years of the diagnosis, Ms. Aiach, who lives in a Paris suburb, had quit her consulting job to learn everything she could about the disease. She hired a neurobiologist to guide her in the world of medical research. And when she learned that few treatments were in the works, she founded a company called Lysogene to focus on genetic therapy.
Instead of raising money and awareness by setting up a nonprofit foundation, a more typical route, she opted to start a for-profit company to seek treatments, if not a cure. Far from common, what Ms. Aiach and other parents like her are trying is to leverage their wealth, contacts and the hope of sophisticated investors to jump-start research into rare diseases.
. . .
(p. B4) . . . with some rare diseases, where minimal research has been done, a little effort goes a long way.
Nicole Boice, who founded Global Genes, one of the leading rare-disease patient advocacy organizations, said even small investments can have meaningful impacts.
“You can start moving the needle with $3,500,” she said. “That leads you to the next $25,000, and then to innovation grants and funding at $100,000. That starts the interest from biotech.”
Gradually, parents like Matt Wilsey, a technology entrepreneur, have made headway. First, his family spent the better part of four years trying to figure out what afflicted his daughter, Grace, now 6. Even after her genome was sequenced, the first diagnosis turned out to be wrong. Grace, it finally was determined, was the second person in the world known to have a deficiency in the gene known as NGLY1.
“We went around the country,” Mr. Wilsey said. “We were just trying to find one doctor who had seen another patient with these symptoms.” After years of efforts, several dozen children have been found to have the same deficiency.
“Our goal is to find a cure,” said Mr. Wilsey, who lives in the San Francisco area.
“A lot of people in science dismiss that because cures are rare. But when I say cures, they’re not going to be astronauts. They’re going to be leading some sort of independent life. They’re going to be able to eat without choking. They’re going to be able to take a bath without drowning. They’re going to be able to communicate, whether with some assistive device or not.”
These parents also had a successful model to follow. In 1998, John Crowley left his job at Bristol-Myers Squibb to start a biotechnology company to search for a treatment for Pompe disease, a neuromuscular disorder that two of his children had. Within four years, the company, Novazyme Pharmaceuticals, had devised a treatment that he credits with saving their lives. His story was immortalized in the 2010 film “Extraordinary Measures,” starring Harrison Ford. And his company was bought by the pharmaceutical giant Genzyme for $137.5 million in 2001.

For the full story, see:
PAUL SULLIVAN. “Wealth Matters; Parents of Children With Rare Diseases Find Hope in For-Profit Companies.” The New York Times (Sat., DEC. 26, 2015): B1 & B4.
(Note: ellipsis added.)
(Note: the online version of the story has the date DEC. 25, 2015, and has the title “Wealth Matters; Building a Company to Treat a Rare Disease.”)

The Bet in Alphabet Is that Autonomy Will Work

(p. B4) To see how Google Inc. Chief Executive Larry Page hopes to turbocharge a growing fleet of speculative projects under a new holding company, look at Nest Labs.
After Google acquired the maker of connected-home devices for $3.2 billion in 2014, Nest kept its own recruiters and its own system for vetting job candidates, skirting Google’s famously deliberate hiring process. Nest still rents computer servers from Amazon.com Inc., rather than use Google’s data centers. Nest co-founder and CEO Tony Fadell also curbed some Google perks, such as free food, to maintain Nest’s scrappy vibe.
Mr. Fadell and co-founder Matt Rogers negotiated unusual autonomy for Nest. Now, as Google reorganizes and creates a new parent company, Alphabet Inc., it is using Nest as a model for running its other startup operations–the “bets” in Alphabet–according to people familiar with the plan.
The restructuring separates Google’s core businesses–including Internet search, the Android operating system and YouTube–from newer unrelated businesses such as Nest, Google Life Sciences and Fiber, the fast Internet service. Mr. Page will remain CEO of the Alphabet holding company, but step back from running Google’s core to oversee the other units, which will operate more independently.
. . .
“If Google can deliver more broadly what it gave Nest, that predicts success for the rest of the Alphabet projects,” said Max Levchin, a co-founder of PayPal Holdings Inc. who spent more than a year at Google after it bought his social startup Slide in 2010.

For the full story, see:
ALISTAIR BARR. “At Google, Breathing Room for New Ideas.” The Wall Street Journal (Fri., Oct. 2, 2015): B4.
(Note: ellipsis added.)
(Note: the online version of the article has the date Oct. 1, 2015, and has the title “At Google, Breathing Room for New Ideas.”)

Koch Employees Motivated by the Fulfillment of Meaningful Work

(p. A11) . . . , Mr. Koch defines “principled entrepreneurship” as the effort to maximize profit by “creating superior value,” as well as by “acting lawfully and with integrity.” What is good for business, he says, is good for society–another aspect of good profit.
The culture of a company is formed, Mr. Koch observes, when employees internalize such principles and practices. Although employees should be urged, he says, to be agents of change, to think critically and, when necessary, to challenge the decisions of their bosses, they will find that their most significant motivation is a sense of accomplishment and fulfillment. “We cannot ignite a passion for creating the greatest value,” Mr. Koch writes, “if there is no meaning in our work.”

For the full review, see:
JOSEPH MACIARIELLO. “BOOKSHELF; The Company He Keeps; Respect means treating people on their merits–not according to the rigid categories of identity politics. Merit will always create value.” The Wall Street Journal (Fri., Oct. 23, 2015): A11.
(Note: ellipsis added.)
(Note: the online version of the review has the date Oct. 22, 2015.)

The book under review, is:
Koch, Charles G. Good Profit: How Creating Value for Others Built One of the World’s Most Successful Companies. New York: Crown Business, 2015.