Approaching a New Project—Untying Knots

After a project is underway and it is known more clearly which natural rules govern the game, more sophisticated questions can be approached. In the early stages a broad brush approach is usually more rewarding. Nature is relatively free to answer yes or no questions, but is much more demanding and reluctant to answer quantitative questions. However, computers make it abundantly evident that if enough yes or no , + or 1 or 0 qualitative questions are asked, answers can become quantitative.  

To approach a new project requiring a demonstrable practical end, very general initial approaches will usually help to direct a meticulous painter from painting a Rembrandt on an outhouse. Too often, much wasted effort is spent in detailed studies of a wrong project. In an industrial setting where money dictates project mortality, often only one serious approach is tolerated. 

Any number of project probes can usually be launched before a declaration of commitment is required. This is usually called bootlegging a project while obtaining some encouraging results before a project is called to the attention of those who control budgets. These persons are seldom swayed by scientific reasons, but can be persuaded by tangible results, particularly if they can gain from a venture. 

It is at this stage that the supervisors usually take the project away from the inventors who nursed the project through the ugly baby stage that most projects must traverse. If the inventors and technical staff can persuade newly appointed directors (there seems to be no other kind) to ignore the project for a while, the new product may have an even chance of reaching the market. 

---