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10.10

By Terrance Malkinson

On 5 August  2010, 33 miners became trapped 2,300 feet underground at the San José copper and gold mine near the town of Copiapó in Chile, South America when the shaft collapsed.  Subsequent rock falls hampered rescue attempts and it was believed that the chance of the 33 miners surviving was unlikely.  Remarkably, on 22 August a small diameter rescue drill probe entered the area where the miners had taken refuge and contact was made.  Through this borehole food, medical supplies, clothing and other supplies are being lowered to the miners.  Soon after, efforts began to drill larger diameter rescue shafts through which the miners could escape their confinement and be raised to the surface.  This process is expected to take several months.

Pictured: In the foreground is one of the 4-inch in diameter pipes that are providing
 lifelines to the trapped miners in Chile. Credit: NASA/Clint Cragg.

At the same time, the Chilean government spoke with the United States Department of State requesting technical advice and assistance from NASA.  NASA has a wealth of knowledge and experience in planning for emergencies, and on the behaviour and physiological effects of humans who are confined in small spaces for long periods of time.  This unique knowledge could be transferred to help the Chilean miners.  On 31 August, a multidisciplinary team comprised of the best expertise across NASA arrived in Chile and immediately got to work providing valuable NASA knowledge of benefit to the survival and rescue of the miners trapped 2,300 feet underground. 

Many years of research and development at NASA has resulted in wide ranging inventions and processes, from the complexity of image processing, medical monitors, through fire-resistant kid's pyjamas. NASA is required by law to share its inventions and discoveries as widely as possible. For further information check out the NASA website or the NASA Headquarters Library.

Other Bytes

Here are some of the things going on in and around the community:

• Robert Schaffer describes four mistakes that leaders keep making in his article “Mistakes Leaders Keep Making” in Harvard Business Review [88(9):86-91, September 2001, www.hbr.org].  These include 1) failing to set proper expectations, 2)excusing subordinates from the pursuit of overall goals, 3) colluding with staff experts and consultants, and 4)  waiting while associates prepare, prepare, prepare. Schaffer provide s strategies for overcoming these behavior traps.

• Paul Roebber, Michael Westendorf and G. Richard Meadows describe how a student-based weather service leverages academic strengths and the needs of industry partners to further the core mission of a public university [“Innovative Weather: A New Strategy for Student, University, and Community Relationships,” American Meteorological Society, 91(7):877-888, July 2010, www.ametsoc.org].  As stated in the article’s introduction, “research indicates that employment during college, particularly in activities that provide experience congruent with career interests, enhances the development of career related skills.”  The authors explore the development of that idea through to implementation and benefits realized; and how the project coordinated the needs of community clients with the university’s research and operational expertise, while providing an opportunity for students to engage in applied research and operations.

• This year marks the 50^th anniversary of the demonstration of the first laser by Theodore Maiman in his laboratory at the Hughes Aircraft Company in 1960.  Lasers, today regarded as one of the most significant technological inventions, have wide-spread applications.  Many everyday commonly used devices and processes are enabled through laser technology. American Scientist recently published an article describing the development and growth of the technology [98(5):394-401, September-October 2010, www.americanscientist.org].

• One reason why many employees are not as productive as they might be is because of disruptive externalities.  In his introduction to “The Boss as a Human Shield” [Harvard Business Review, 88(9):106-109, September 2010], Robert Sutton quotes William Coyne, who headed research and development at 3M for more than a decade : “After you plant a seed in the ground, you don’t dig it up every week to see how it is doing.”  Sutton discusses seven ways that a boss can protect employees from roadblocks to doing real work.

• In an earlier World Bytes column, “The Great American Bike Race,” [July 2010, www.todaysengineer.org/2010/Jul/worldbytes.asp], I discussed the June 2010 race and its earliest solo finisher Jure Robic. Known the world over as the greatest endurance cyclist for winning the Race Across America five times, Jure was tragically killed in a traffic accident on 24 September. Jure’s athletic accomplishments were significant. He achieved more than 150 podium finishes and more than 100 victories in cycling events. Jure’s intensity on the bike, generosity towards fans, and passion for life have been an inspiration to many cyclists.  Endurance cycling will not be the same without Jure and his qualities of focus and passion.  He died doing what he enjoyed.  As has been a theme in many World Bytes columns, a person’s life is not measured by its length but by the quality of each day. Carpe diem:  "seize the day."

Terrance Malkinson is a communications specialist, business analyst and futurist. He is Vice-Chair of the IEEE-USA Communications Committee, an international correspondent for IEEE-USA Today's Engineer , editor-in-chief of IEEE-USA Today's Engineer Digest, associate editor for IEEE Canadian Review, and a member of the editorial advisory board of IEEE The Institute.  He was an elected Senator of the University of Calgary and an elected Governor of the IEEE Engineering Management Society as well as an elected Administrative Committee member of the IEEE Professional Communication Society. He has been the editor of several IEEE conference proceedings, and past editor of IEEE Engineering Management. He is the author of more than 400 publications, and is an accomplished triathlete. His career path includes being an accomplished technical supervisor and medical researcher at the University of Calgary a business proposal manager for the General Electric Company, an associate for Sears Canada Inc. and research administrator with the School of Health and Public Safety/Applied Research and Innovation Services at SAIT Polytechnic in Calgary Canada.

The author is grateful to the professional support of the Haskayne School of Business Library at the University of Calgary. He can be reached at todaysengineer@ieee.org.