sodium cloride

glass surface

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The atomic force microscope (AFM) or scanning force microscope (SFM) is a very high-resolution type of scanning probe microscopy, with demonstrated resolution of fractions of a nanometer, more than 1000 times better than the optical diffraction limit. The precursor to the AFM, the scanning tunneling microscope, was developed by Gerd Binnig and Heinrich Rohrer in the early 1980s, a development that earned them the Nobel Prize for Physics in 1986. Binnig, Quate and Gerber invented the first AFM in 1986. The AFM is one of the foremost tools for imaging, measuring and manipulating matter at the nanoscale. The information is gathered by "feeling" the surface with a mechanical probe. Piezoelectric elements that facilitate tiny but accurate and precise movements on (electronic) command enable the very precise scanning.

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AFM cantilever (after use) viewed in the scanning electron microscope, magnification 1,000 x (top, image width ~ 100 micrometers) and 3,000 x (bottom, image width ~ 30 micrometers)

A researcher named Homer Hibarger had been testing theories about the effect of workplace illumination on worker productivity. His work, not surprisingly, had been sponsored by a maker of electric lightbulbs. While a group of female workers assembled telephone relays and receiver coils, Homer turned the lights up. Productivity went up. Then he turned the lights down. Productivity still went up! Puzzled, Homer tried a new series of interventions. First, he told the “girls” that they would be entitled to two five-minute breaks every day. Productivity went up. Next it was six breaks a day. Productivity went up again. Then he let them leave an hour early every day. Up again. Free lunches and refreshments. Up! Then Homer cut the breaks, reinstated the old workday, and scrapped the free food. But productivity barely dipped at all.

Mayo, who was brought in to make sense of this, was exultant. His theory: the various interventions in workplace routine were as nothing compared with the new interpersonal dynamics generated by the experimental situation itself. “What actually happened was that six individuals became a team and the team gave itself wholeheartedly and spontaneously to cooperation … They felt themselves to be participating, freely and without afterthought, and were happy in the knowledge that they were working without coercion.” The lessons Mayo drew from the experiment are in fact indistinguishable from those championed by the gurus of the nineties: vertical hierarchies based on concepts of rationality and control are bad; flat organizations based on freedom, teamwork, and fluid job definitions are good.

Professor Elton Mayo of the Harvard Business School in the 1920s.

#geometria / florlis

Infographic: Cisco is run by 15 execs, 12 councils, 47 boards, and untold working groups

The ellipse (drawn in red) may be expressed as a special case of the hypotrochoid, with R = 2r; here R = 10, r = 5, d = 1.

The red curve is a hypotrochoid drawn as the smaller black circle rolls around inside the larger blue circle (parameters are R = 5.0, r = 3, d = 5).

rhombic triacontahedron is a convex polyhedron with 30 rhombic faces. It is an Archimedean dual solid, or a Catalan solid. It is the polyhedral dual of the icosidodecahedron, and it is a zonohedron.

Icosidodecahedron
(dual polyhedron)