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Yesterday’s mail contained a newsletter to neighbors (Cambridge, MA residents) from Harvard University. It was just after I read a news report on Harvard’s endowment, which earned 16.7 percent on an approximately $30 billion stash. In other words, Harvard earned around $4.5 billion, tax-free. After deducting for inflation, in other words, Harvard earned enough last year to purchase a nuclear-powered aircraft carrier, complete with a fleet of fighter jets. What did the letter to neighbors say? It seems that one day per year, Harvard’s museums, normally $10 per person per museum, open their doors to Cambridge residents for free. That’s right, 1/365th of the time, Harvard will not collect every last possible dime. When is this glorious day to occur? September 17, 2006. I.e., the “connections” newsletter arrived in my mailbox several days after it would have been possible to visit the museums for free.

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For those who believe that aviation and alcohol don’t mix well, a video of Robinson R22 and R44 helicopters being used to open beer bottles… http://www.glumbert.com/media/beerbottle

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Our summer rental in Lincoln, Massachusetts, a Boston suburb with two-acre minimum zoning, is coming to an end. My friend Tom asked me whether I was sorry to be giving up the yard, woods, and pond and moving back to my crummy two-bedroom apartment in Harvard Square. I said, “Well, in three months here I’ve only met one other person.” Tom said that he’d lived in a Manhattan high-rise and found it difficult to meet people outside of work. The authors of A Pattern Language advocated a three- or four-story maximum height for housing with a lot of public squares, which is sort of what Cambridge is like (sadly the three- and four-story structures are wooden and fell into disrepair 50+ years ago). It is definitely much easier to meet folks while out walking the dog in Cambridge than wandering around in isolation over the trails of Lincoln.

Could it be that Cambridge has the ideal physical structure?

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One of my favorite things about God is that He chose to give most of the world’s money to folks who aren’t sure what to do with it. Some friends of mine want to start and run an online community sort of like www.photo.net, but on a different topic. Have you ever asked yourself “I wish there were a photo.net for ____”? If so, on what topic(s)? Please use the comment section to answer.

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We gave at least 30 MIT students rides on Labor Day. An interested photo is on the front page of the September 8, 2006 Tech. The fly-in inspired me to write http://philip.greenspun.com/flying/helicopter-landing-zone

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A friend of mine recently went to work for a 50-year-old 200-employee company that has bumbled along with modest success as a niche supplier in its (very large) market. She talked about how happy the employees were and how so many had worked there for decades. I said “That means they are overpaid.” She questioned me on this point. I cited a study of married people that found that each thought he or she was doing more than 50% of the chores. The explanation was that a husband is guaranteed to be watching when he himself is doing a chore, but doesn’t see all of the things that the wife is doing (and vice versa). The same phenomenon applies at work. An employee knows all of the things that he or she does personally. The employee isn’t aware of what the others in the company are doing. Consequently, the employee develops a major overestimate of his or her relative productivity and the percentage of overall work done. (Programmers, starting off with massive egos and having little contact with other human beings, are perhaps the worst overestimators of all, especially the 80% of programmers whose contributions are purely negative.)

An employee will overestimate his value to the company by at least a factor of 2. If he is not griping about his salary, it means you’re paying him at least twice as much as he is worth.

[Shortly after this conversation, the investor who had recently purchased the enterprise decided to fire the long-serving Chief Operating Officer.]

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The weather forecast calls for clearing conditions here in Boston. If you’re around and want to go for a helicopter ride, come to Briggs Field at MIT (the end closer to the BU Bridge) between 10:30 and 1 tomorrow (Monday, September 4) and you can buy a raffle ticket for $5 that will probably get you on or just wave some serious cash and the students running the show will let you ride. The whole thing is a benefit for the MIT Flying Club and their Web page explains more about the event. All proceeds go to the club; I am paying for the machine and the gas.

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Yesterday’s airliner crash in Lexington, Kentucky has resulted in a few friends asking how it might have happened.

It was dark, one hour before sunrise, and hazy (see http://www.airnav.com/airport/KLEX). Runway 26 and Runway 22 start almost right next to each other (see official FAA airport diagram). The short runway, 26 (oriented in magnetic direction 260), would be reached first by an airplane taxiing from the terminal. The 3500′ of runway is very comfortable for a slow piston-powered airplane, tight for a light business jet, and more or less impossible for a fully loaded airliner.

This is not the kind of mistake that two professional pilots would be likely to make. If it hadn’t been dark and hazy, the control tower would probably have noticed the mistake and called to suggest aborting the takeoff.

How can we pilots protect against this kind of error? In airplanes with a heading bug, always set it up for runway heading before leaving the runup area. If you are positioned on a runway, preparing for takeoff, and the HSI is not lined up with the heading bug, this gives an extra opportunity to notice that something is wrong. Of course, the airline crews usually do things this way and it didn’t help the folks in Lexington.

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The September 2006 Atlantic magazine (nothing available online), though a pale shadow of even one week’s New Yorker, has some interesting articles. One journalist visits the pilots of Predator drones as they sit in trailers near Las Vegas and fire missiles at people we don’t like in Iraq or Afghanistan. Clive Crook writes about how most of America’s productivity gains between 1966 and 2001 have ended up in the pocket of the workers with salaries in the top 1% (this is based on a paper by Dew-Becker and Gordon). This is not necessarily a bad thing, of course. An article by Sheelah Kolhatkar covers the Starkey International Institute for Household Management in Denver, Colorado where retired military officers learn how to become “household managers” (just one big house) or “estate managers” (all the houses and the jets too).

If we combine these last two articles with some business energy, the question becomes “What kinds of products can we produce for the next generation of billionaires?”

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I strongly suggest a trip to the newsstand for the August 28, 2006 New Yorker magazine. There is a short story by Richard Ford (won the Pulitzer for Independence Day (my review)). There is an article on the Russian mathematician Grigory Perelman. We knew that he worked on the Poincare conjecture. We didn’t know that, at age 40, he lives with his mom and attends the opera in the evenings. Everyone he knows has decamped for sunnier climates and better paying jobs, but he returned to and stays in St. Petersburg: “I realize that in Russia I work better”. Malcolm Gladwell, inspiration to so many business executives today, writes about looking at the ratio of workers to non-workers to predict economic success in countries and companies (bad news for GM and Ford, of course). James Surowiecki (not online) writes about how executives at public companies manage to make $billions by running their companies badly (or at least doing the accounting so it looks as though things are going badly), taking them private, fixing the accounting or operational issues, then taking them public again. This is an old story, but Surowiecki is always fun to read.

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