Category Archives: Life as a Physicist

IPhT’s 60-Year Anniversary

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This year is the 60th anniversary of my new employer, the Institut de Physique Théorique of CEA Paris-Saclay (or IPhT for short). In celebration, they’re holding a short conference, with a variety of festivities. They’ve been rushing to complete a film about the institute, and I hear there’s even a vintage arcade game decorated with Feynman diagrams. For me, it will be a chance to learn a bit more about the history of this place, which I currently know shamefully little about.

(For example, despite having his textbook on my shelf, I don’t know much about what our Auditorium’s namesake Claude Itzykson was known for.)

Since I’m busy with the conference this week, I won’t have time for a long blog post. Next week I’ll be able to say more, and tell you what I learned!

Physics’ Unique Nightmare

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Halloween is coming up, so let’s talk about the most prominent monster of the physics canon, the nightmare scenario.

Not to be confused with the D&D Nightmare, which once was a convenient source of infinite consumable items for mid-level characters.

Right now, thousands of physicists search for more information about particle physics beyond our current Standard Model. They look at data from the Large Hadron Collider to look for signs of new particles and unexpected behavior, they try to detect a wide range of possible dark matter particles, and they make very precise measurements to try to detect subtle deviations. And in the back of their minds, almost all of those physicists wonder if they’ll find anything at all.

It’s not that we think the Standard Model is right. We know it has problems, deep mathematical issues that make it give nonsense answers and an apparent big mismatch with what we observe about the motion of matter and light in the universe. (You’ve probably heard this mismatch called dark matter and dark energy.)

But none of those problems guarantee an answer soon. The Standard Model will eventually fail, but it may fail only for very difficult and expensive experiments, not a Large Hadron Collider but some sort of galactic-scale Large Earth Collider. It might be that none of the experiments or searches or theories those thousands of physicists are working on will tell them anything they didn’t already know. That’s the nightmare scenario.

I don’t know another field that has a nightmare scenario quite like this. In most fields, one experiment or another might fail, not just not giving the expected evidence but not teaching anything new. But most experiments teach us something new. We don’t have a theory, in almost any field, that has the potential to explain every observation up to the limits of our experiments, but which we still hope to disprove. Only the Standard Model is like that.

And while thousands of physicists are exposed to this nightmare scenario, the majority of physicists aren’t. Physics isn’t just the science of the reductionistic laws of the smallest constituents of matter. It’s also the study of physical systems, from the bubbling chaos of nuclear physics to the formation of planets and galaxies and black holes, to the properties of materials to the movement of bacteria on a petri dish and bees in a hive. It’s also the development of new methods, from better control of individual atoms and quantum states to powerful new tricks for calculation. For some, it can be the discovery, not of reductionistic laws of the smallest scales, but of general laws of the largest scales, of how systems with many different origins can show echoes of the same behavior.

Over time, more and more of those thousands of physicists break away from the nightmare scenario, “waking up” to new questions of these kinds. For some, motivated by puzzles and skill and the beauty of physics, the change is satisfying, a chance to work on ideas that are moving forward, connected with experiment or grounded in evolving mathematics. But if your motivation is really tied to those smallest scales, to that final reductionistic “why”, then such a shift won’t be satisfying, and this is a nightmare you won’t wake up from.

Me, I’m not sure. I’m a tool-builder, and I used to tell myself that tool-builders are always needed. But I find I do care, in the end, what my tools are used for. And as we approach the nightmare scenario, I’m not at all sure I know how to wake up.

Academic Hiring: My Field vs. Bret’s

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Bret Deveraux is a historian and history-blogger who’s had a rough time on the academic job market. He recently had a post about how academic hiring works, at least in his corner of academia. Since we probably have some overlap in audience (and should have more, if you’re at all interested in ancient history he’s got some great posts), I figured I’d make a post of my own pointing out how my field, and fields nearby, do things differently.

First, there’s a big difference in context. The way Bret describes things, it sounds like he’s applying only to jobs in the US (maybe also Canada?). In my field, you can do that (the US is one of a few countries big enough to do that), but in practice most searches are at least somewhat international. If you look at the Rumor Mill, you’ll see a fair bit of overlap between US searches and UK searches, for example.

Which brings up another difference: rumor mills! It can be hard for applicants to get a clear picture of what’s going on. Universities sometimes forget to let applicants know they weren’t shortlisted, or even that someone else was hired. Rumor mills are an informal way to counteract this. They’re websites where people post which jobs are advertised in a given year, who got shortlisted, and who eventually got offered the job. There’s a rumor mill for the US market (including some UK jobs anyway), a UK rumor mill, a German/Nordic rumor mill (which also has a bunch of Italian jobs on it, to the seeming annoyance of the organizers), and various ones that I haven’t used but are linked on the US one’s page.

Bret describes a seasonal market with two stages: a first stage aimed at permanent positions, and a second stage for temporary adjunct teaching positions. My field doesn’t typically do adjuncts, so we just have the first stage. This is usually, like Bret’s field, something that happens in the Fall through Winter, but in Europe institutional funding decisions can get made later in the year, so I’ve seen new permanent positions get advertised even into the early Spring.

(Our temporary positions are research-focused, and advertised at basically the same time of year as the faculty positions, with the caveat that there is a special rule for postdocs. Due to a widely signed agreement, we in high-energy theory have agreed to not require postdocs to make a decision about whether they will accept a position until Feb 15 at the earliest. This stopped what used to be an arms race, with positions requiring postdocs to decide earlier and earlier in order to snatch the good ones before other places could make offers. The deadline was recently pushed a bit later yet, to lower administrative load during the Christmas break.)

Bret also describes two stages of interviews, a long-list interviewed on Zoom (that used to be interviewed at an important conference) and a short-list interviewed on campus. We just have the latter: while there are sometimes long-lists, they’re usually an internal affair, and I can’t think of a conference you could expect everyone to go to for interviews anyway. Our short-lists are also longer than his: I was among eight candidates when I interviewed for my position, which is a little high but not unheard of, five is quite typical.

His description of the actual campus visit matches my experience pretty well. There’s a dedicated talk, and something that resembles a “normal job interview”, but the rest, conversations from the drive in to the dinners if they organize them, are all interviews on some level too.

(I would add though, that while everyone there is trying to sort out if you’d be a good fit for them, you should also try to sort out if they’d be a good fit for you. I’ll write more about this another time, but I’m increasingly convinced that a key element in my landing a permanent position was the realization that, rather than just trying for every position I where I plausibly had a chance, I should focus on positions where I would actually be excited to collaborate with folks there.)

Bret’s field, as mentioned, has a “second round” of interviews for temporary positions, including adjuncts and postdocs. We don’t have adjuncts, but we do have postdocs, and they mostly interview at the same time the faculty do. For Bret, this wouldn’t make any sense, because anyone applying for postdocs is also applying for faculty positions, but in my field there’s less overlap. For one, very few people apply for faculty positions right out of their PhD: almost everyone, except those viewed as exceptional superstars, does at least one postdoc first. After that, you can certainly have collisions, with someone taking a postdoc and then getting a faculty job. The few times I’ve broached this possibility with people, they were flexible: most people have no hard feelings if a postdoc accepts a position and then changes their mind when they get a faculty job, and many faculty jobs let people defer a year, so they can do their postdoc and then start their faculty job afterwards.

(It helps that my field never seems to have all that much pressure to fill teaching roles. I’m not sure why (giant lecture courses using fewer profs? more research funding meaning we don’t have to justify ourselves with more undergrad majors?), but it’s probably part of why we don’t seem to hire adjuncts very often.)

Much like in Bret’s field, we usually need to submit a cover letter, CV, research statement, and letters of recommendation. Usually we submit a teaching statement, not a portfolio: some countries (Denmark) have been introducing portfolios but for now they’re not common. Diversity statements are broadly speaking a US and Canada thing: you will almost always need to submit one for a job in those places (one memorable job I looked at asserted that Italian-American counted as diversity), and sometimes in the UK, but much more rarely elsewhere in Europe (I can think of only one example). You never need to submit transcripts except if you’re applying to some unusually bureaucracy-obsessed country. “Writing samples” sometimes take the form of requests for a few important published papers: most places don’t ask for this, though. Our cover letters are less fixed (I’ve never heard a two-page limit, and various jobs actually asked for quite different things). While most jobs require three letters of recommendation, I was surprised to learn (several years in to applying…) that one sometimes can submit more, with three just being a minimum.

Just like Bret’s field, these statements all need to be tailored to the job to some extent (something I once again appreciated more a few years in). That does mean a lot of work, because much like Bret’s field there are often only a few reasonable permanent jobs one can apply for worldwide each year (maybe more than 6-12, but that depends on what you’re looking for), and they essentially all have hundreds of applicants. I won’t comment as much on how hiring decisions get made, except to say that my field seems a little less dysfunctional than Bret’s with “just out of PhD” hires quite rare and most people doing a few postdocs before finding a position. Still, there is a noticeable bias towards comparatively fresh PhDs, and this is reinforced by the European grant system: the ERC Starting Grant is a huge sum of money compared to many other national grants, and you can only apply for it within seven years from your PhD. The ERC Consolidator Grant can be applied for later (twelve years from PhD), but has higher standards (I’m working on an application for it this year). If you aren’t able to apply for either of those, then a lot of European institutions won’t consider you.

On the Care and Feeding of International Employees

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Science and scholarship are global. If you want to find out the truth about the universe, you’ll have to employ the people best at figuring out that truth, regardless of where they come from. Research shuffles people around, driving them together to collaborate and apart to share their expertise.

(If you don’t care about figuring out the truth, and just want to make money? You still may want international employees. For plenty of jobs, the difference between the best person in the world and the best person in your country can be quite substantial.)

How do you get these international employees? You could pay them a lot, I guess, but that’s by definition expensive, and probably will annoy the locals. Instead, most of what you need to do to attract international employees isn’t to give them extra rewards: instead, it’s more important to level the playing field, and cover for the extra disadvantages an international employee will have.

You might be surprised when I mention disadvantages, but while international employees may be talented people, that doesn’t make moving to another country easy. If you stay in the same country you were born, you get involved in that country’s institutions in a regular way. Your rights and responsibilities, everything from driving to healthcare to taxes, are set up gradually over the course of your life. For someone moving to a new country, that means all of this has to be set up all at once.

This means that countries that can process these things quickly are much better for international employees. If your country takes six months to register someone for national healthcare, then new employees are at risk during that time or will have to pay extra for private insurance. If a national ID number is required to get a bank account, then whatever processing time that ID number takes must pass before the new employee can get paid. It also matters if the rules are clearly and consistently communicated, as new international employees can waste a lot of time and money if they’re given incorrect advice, or if different bureaucrats enforce different rules at their own discretion.

It also means that employers have an advantage if they can smooth entry into these institutions. In some countries it can be quite hard to find a primary care physician, as most people have the same doctor as their parents, switching only when a doctor retires. When I worked with the Perimeter Institute, they had a relationship with a local clinic that would accept their new employees as clients. In a city where it was otherwise quite hard to find a doctor, that was a real boon. Employers can also offer consistent advice even when their government doesn’t. They can keep track of their employees experiences and make reliable guides for how to navigate the system. If they can afford it, they can even keep an immigration lawyer on staff to advise about these questions.

An extremely important institution is the language itself. Moving internationally will often involve moving somewhere where you don’t speak the language, or don’t speak it very well. This gives countries an advantage if their immigrant-facing institutions are proficient in a language that’s common internationally, which at the moment largely means English. It also means countries have a big advantage if their immigrant-facing institutions are digital. If you communicate with immigrants with text, they can find online translations and at least try to figure things out. If you communicate in person, or worse through a staticky phone line, then you will try the patience even of people who do passably speak the language.

In the long term, of course, one cannot get by in one’s native language alone. As such, it is also important for countries to have good ways for people to learn the language. While I lived there, Denmark went back and forth on providing free language lessons for recent immigrants, sometimes providing them and sometimes not.

All of these things become twice as important in the case of spouses. You might think the idea that a country or employer should help out a new employee’s spouse is archaic, a product of an era of housewives discouraged from supporting themselves. But it is precisely because we don’t live in such an era that countries and employers need to take spouses into account. For an employer, hiring someone from another country is already an unusual event. Two partners getting hired to move to the same country by different employers at the same time is, barring special arrangements, extremely unlikely. That means that spouses of international employees should not have to wait for an employer to give them the same rights as their spouse: they need the same right to healthcare and employment and the like as their spouse, on arrival, so that they can find jobs and integrate without an unfair disadvantage. An employer can level the playing field further. The University of Copenhagen’s support for international spouses included social events (important because it’s hard to make new friends in a new country without the benefit of work friends), resume help (because each country has different conventions and expectations for job seekers), and even legal advice. At minimum, every resource you provide your employees that could in principle also be of use to their spouses (language classes, help with bureaucracy) should be considered.

In all your planning, as a country or an employer, keep in mind that not everyone has the same advantages. You can’t assume that someone moving to a new country will be able to integrate on their own. You have to help them, if not for fairness’ sake, then because if you don’t you won’t keep getting international employees to come at all.

Getting Started in Saclay

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I started work this week in my new position, as a permanent researcher at the Institute for Theoretical Physics of CEA Paris-Saclay. I’m still settling in, figuring out how to get access to the online system and food at the canteen and healthcare. Things are slowly getting into shape, with a lot of running around involved. Until then, I don’t have a ton of time to write (and am dedicating most of it to writing grants!) But I thought, mirroring a post I made almost a decade ago, that I’d at least give you a view of my new office.

Learning for a Living

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It’s a question I’ve now heard several times, in different forms. People hear that I’ll be hired as a researcher at an institute of theoretical physics, and they ask, “what, exactly, are they paying you to research?”

The answer, with some caveats: “Whatever I want.”

When a company hires a researcher, they want to accomplish specific things: to improve their products, to make new ones, to cut down on fraud or out-think the competition. Some government labs are the same: if you work for NIST, for example, your work should contribute in some way to achieving more precise measurements and better standards for technology.

Other government labs, and universities, are different. They pursue basic research, research not on any specific application but on the general principles that govern the world. Researchers doing basic research are given a lot of freedom, and that freedom increases as their careers go on.

As a PhD student, a researcher is a kind of apprentice, working for their advisor. Even then, they have some independence: an advisor may suggest projects, but PhD students usually need to decide how to execute them on their own. In some fields, there can be even more freedom: in theoretical physics, it’s not unusual for the more independent students to collaborate with other people than just their advisor.

Postdocs, in turn, have even more freedom. In some fields they get hired to work on a specific project, but they tend to have more freedom as to how to execute it than a PhD student would. Other fields give them more or less free rein: in theoretical physics, a postdoc will have some guidance, but often will be free to work on whatever they find interesting.

Professors, and other long-term researchers, have the most freedom of all. Over the climb from PhD to postdoc to professor, researchers build judgement, demonstrating a track record for tackling worthwhile scientific problems. Universities, and institutes of basic research, trust that judgement. They hire for that judgement. They give their long-term researchers free reign to investigate whatever questions they think are valuable.

In practice, there are some restrictions. Usually, you’re supposed to research in a particular field: at an institute for theoretical physics, I should probably research theoretical physics. (But that can mean many things: one of my future colleagues studies the science of cities.) Further pressure comes from grant funding, money you need to hire other researchers or buy equipment that can come with restrictions attached. When you apply for a grant, you have to describe what you plan to do. (In practice, grant agencies are more flexible about this than you might expect, allowing all sorts of changes if you have a good reason…but you still can’t completely reinvent yourself.) Your colleagues themselves also have an impact: it’s much easier to work on something when you can walk down the hall and ask an expert when you get stuck. It’s why we seek out colleagues who care about the same big questions as we do.

Overall, though, research is one of the free-est professions there is. If you can get a job learning for a living, and do it well enough, then people will trust your judgement. They’ll set you free to ask your own questions, and seek your own answers.

Enfin, Permanent

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My blog began, almost eleven years ago, with the title “Four Gravitons and a Grad Student”. Since then, I finished my PhD. The “Grad Student” dropped from the title, and the mysterious word “postdoc” showed up on a few pages. For three years I worked as a postdoc at the Perimeter Institute in Canada, before hopping the pond and starting another three-year postdoc job in Denmark. With a grant from the EU, three years became four. More funding got me to five (with a fancier title), and now nearing on six. Each step, my contract has been temporary: at first three years at a time, then one-year extensions. Each year I applied, all over the world, looking for a permanent job: for a chance to settle down somewhere, to build my own research group without worrying about having to move the next year.

This year, things have finally worked out. In the Fall I will be moving to France, starting a junior permanent position with L’Institut de Physique Théorique (or IPhT) at CEA Paris-Saclay.

A photo of the entryway to the Institute, taken when I interviewed

It’s been a long journey to get here, with a lot of soul-searching. This year in particular has been a year of reassessment: of digging deep and figuring out what matters to me, what I hope to accomplish and what clues I have to guide the way. Sometimes I feel like I’ve matured more as a physicist in the last year than in the last three put together.

The CEA (originally Commissariat à l’énergie atomique, now Commissariat à l’énergie atomique et aux énergies alternatives, or Alternative Energies and Atomic Energy Commission, and yes that means they’re using the “A” for two things at the same time), is roughly a parallel organization to the USA’s Department of Energy. Both organizations began as a way to manage their nation’s nuclear program, but both branched out, both into other forms of energy and into scientific research. Both run a nationwide network of laboratories, lightly linked but independent from their nations’ universities, both with notable facilities for particle physics. The CEA’s flagship site is in Saclay, on the outskirts of Paris, and it’s their Institute for Theoretical Physics where I’ll be working.

My new position is genuinely permanent: unlike a tenure-track position in the US, I don’t go up for review after a fixed span of time, with the expectation that if I don’t get promoted I lose the job altogether. It’s also not a university, which in particular means I’m not required to teach. I’ll have the option of teaching, working with nearby universities. In the long run, I think I’ll pursue that option. I’ve found teaching helpful the past couple years: it’s helped me think about physics, and think about how to communicate physics. But it’s good not to have to rush into preparing a new course when I arrive, as new professors often do.

It’s also a really great group, with a lot of people who work on things I care about. IPhT has a long track record of research in scattering amplitudes, with many leading figures. They’ve played a key role in topics that frequent readers will have seen show up on this blog: on applying techniques from particle physics to gravitational waves, to the way Calabi-Yau manifolds show up in Feynman diagrams, and even recently to the relationship of machine learning to inference in particle physics.

Working temporary positions year after year, not knowing where I’ll be the next year, has been stressful. Others have had it worse, though. Some of you might have seen a recent post by Bret Deveraux, a military historian with a much more popular blog who has been in a series of adjunct positions. Deveraux describes the job market for the humanities in the US quite well. I’m in theoretical physics in Europe, so while my situation hasn’t been easy, it has been substantially better.

First, there’s the physics component. Physics has “adjunctified” much less than other fields. I don’t think I know a single physicist who has taken an adjunct teaching position, the kind of thing where you’re paid per course and only to teach. I know many who have left physics for other kinds of work, for Wall Street or Silicon Valley or to do data science for a bank or to teach high school. On the other side, I know people in other fields who do work as adjuncts, particularly in mathematics.

Deveraux blames the culture of his field, but I think funding also must have an important role. Physicists, and scientists in many other areas, rarely get professor positions right after their PhDs, but that doesn’t mean they leave the field entirely because most can find postdoc positions. Those postdocs are focused on research, and are often paid for by government grants: in my field in the US, that usually means the Department of Energy. People can go through two or sometimes even three such positions before finding something permanent, if they don’t leave the field before that. Without something like the Department of Energy or National Institutes of Health providing funding, I don’t know if the humanities could imitate that structure even if they wanted to.

Europe, in turn, has a different situation than the US. Most European countries don’t have a tenure-track: just permanent positions and fixed-term positions. Funding also works quite differently. Department of Energy funding in the US is spread widely and lightly: grants are shared by groups of theorists at a given university, each getting funding for a few postdocs and PhDs across the group. In Europe, a lot of the funding is much more concentrated: big grants from the European Research Council going to individual professors, with various national and private grants supplementing or mirroring that structure. That kind of funding, and the rarity of tenure, in turn leads to a different kind of temporary position: one not hired to teach a course but hired for research as long as the funding lasts. The Danish word for my current title is Adjunkt, but that’s as one says in France a faux ami: the official English translation is Assistant Professor, and it’s nothing like a US adjunct. I know people in a variety of forms of that kind of position in a variety of countries, people who landed a five-year grant where they could act like a professor, hire people and so on, but who in the end were expected to move when the grant was over. It’s a stressful situation, but at least it lets us further our research and make progress, unlike a US adjunct in the humanities or math who needs to spend much of their time on teaching.

I do hope Deveraux finds a permanent position, he’s got a great blog. And to return to the theme of the post, I am extremely grateful and happy that I have managed to find a permanent position. I’m looking forward to joining the group at Saclay: to learning more about physics from them, but also, to having a place where I can start to build something, and make a lasting impact on the world around me.

Extrapolated Knowledge

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Scientists have famously bad work-life balance. You’ve probably heard stories of scientists working long into the night, taking work with them on weekends or vacation, or falling behind during maternity or paternity leave.

Some of this is culture. Certain fields have a very cutthroat attitude, with many groups competing to get ahead and careers on the line if they fail. Not every field is like that though: there are sub-fields that are more collaborative than competitive, that understand work-life balance and try to work together to a shared goal. I’m in a sub-field like that, so I know they exist.

Put aside the culture, and you’ve still got passion. Science is fun, it’s puzzle after puzzle, topics chosen because we find them fascinating. Even in the healthiest workplace you’d still have scientists pondering in the shower and scribbling notes on the plane, mixing business with pleasure because the work is genuinely both.

But there’s one more reason scientists are workaholics. I suspect, ultimately, it’s the most powerful reason. It’s that every scientist is, in some sense, irreplaceable.

In most jobs, if you go on vacation, someone can fill in when you’re gone. The replacement may not be perfect (think about how many times you watched movies in school with a substitute teacher), but they can cover for you, making some progress on your tasks until you get back. That works because you and they have a shared training, a common core that means they can step in and get what needs to be done done.

Scientists have shared training too, of course. Some of our tasks work the same way, the kind of thing that any appropriate expert can do, that just need someone to spend the time to do them.

But our training has a capstone, the PhD thesis. And the thing about a PhD thesis is that it is, always and without exception, original research. Each PhD thesis is an entirely new result, something no-one else had known before, discovered by the PhD candidate. Each PhD thesis is unique.

That, in turn, means that each scientist is unique. Each of us has our own knowledge, our own background, our own training, built up not just during the PhD but through our whole career. And sometimes, the work we do requires that unique background. It’s why we collaborate, why we reach out to different people around the world, looking for the unique few people who know how to do what we need.

Over time, we become a kind of embodiment of our accumulated knowledge. We build a perspective shaped by our experience, goals for the field and curiosity just a bit different from everyone else’s. We act as agents of that perspective, each the one person who can further our particular vision of where science is going. When we enter a collaboration, when we walk into the room at a conference, we are carrying with us all we picked up along the way, each a story just different enough to matter. We extrapolate from what we know, and try to do everything that knowledge can do.

So we can, and should, take vacations, yes, and we can, and should, try to maintain a work-life balance. We need to to survive, to stay sane. But we do have to accept that when we do, certain things won’t get done as fast. Our own personal vision, our extrapolated knowledge…will just have to wait.

Bottlenecks, Known and Unknown

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Scientists want to know everything, and we’ve been trying to get there since the dawn of science. So why aren’t we there yet? Why are there things we still don’t know?

Sometimes, the reason is obvious: we can’t do the experiments yet. Victorian London had neither the technology nor the wealth to build a machine like Fermilab, so they couldn’t discover the top quark. Even if Newton had the idea for General Relativity, the telescopes of the era wouldn’t have let astronomers see its effect on the motion of Mercury. As we grow (in technology, in resources, in knowledge, in raw number of human beings), we can test more things and learn more about the world.

But I’m a theoretical physicist, not an experimental physicist. I still want to understand the world, but what I contribute aren’t new experiments, but new ideas and new calculations. This brings back the question in a new form: why are there calculations we haven’t done yet? Why are there ideas we haven’t had yet?

Sometimes, we can track the reason down to bottlenecks. A bottleneck is a step in a calculation that, for some reason, is harder than the rest. As you try to push a calculation to new heights, the bottleneck is the first thing that slows you down, like the way liquid bubbles through the neck of a literal bottle. If you can clear the bottleneck, you can speed up your calculation and accomplish more.

In the clearest cases, we can see how these bottlenecks could be solved with more technology. As computers get faster and more powerful, calculations become possible that weren’t possible before, in the same way new experiments become possible with new equipment. This is essentially what has happened recently with machine learning, where relatively old ideas are finally feasible to apply on a massive scale.

In physics, a subtlety is that we rarely have access to the most powerful computers available. Some types of physics are done on genuine supercomputers, but for more speculative or lower-priority research we have to use small computer clusters, or even our laptops. Something can be a bottleneck not because it can’t be done on any computer, but because it can’t be done on the computers we can afford.

Most of the time, bottlenecks aren’t quite so obvious. That’s because in theoretical physics, often, we don’t know what we want to calculate. If we want to know why something happens, and not merely that it happens, then we need a calculation that we can interpret, that “makes sense” and that thus, hopefully, we can generalize. We might have some ideas for how that calculation could work: some property a mathematical theory might have that we already know how to understand. Some of those ideas are easy to check, so we check, and make progress. Others are harder, and we have to decide: is the calculation worth it, if we don’t know if it will give us the explanation we need?

Those decisions provide new bottlenecks, often hidden ones. As we get better at calculation, the threshold for an “easy” check gets easier and easier to meet. We put aside fewer possibilities, so we notice more things, which inspire yet more ideas. We make more progress, not because the old calculations were impossible, but because they weren’t easy enough, and now they are. Progress fuels progress, a virtuous cycle that gets us closer and closer to understanding everything we want to understand (which is everything).

Why Are Universities So International?

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Worldwide, only about one in thirty people live in a different country from where they were born. Wander onto a university campus, though, and you may get a different impression. The bigger the university and the stronger its research, the more international its employees become. You’ll see international PhD students, international professors, and especially international temporary researchers like postdocs.

I’ve met quite a few people who are surprised by this. I hear the same question again and again, from curious Danes at outreach events to a tired border guard in the pre-clearance area of the Toronto airport: why are you, an American, working here?

It’s not, on the face of it, an unreasonable question. Moving internationally is hard and expensive. You may have to take your possessions across the ocean, learn new languages and customs, and navigate an unfamiliar bureaucracy. You begin as a temporary resident, not a citizen, with all the risks and uncertainty that involves. Given a choice, most people choose to stay close to home. Countries sometimes back up this choice with additional incentives. There are laws in many places that demand that, given a choice, companies hire a local instead of a foreigner. In some places these laws apply to universities as well. With all that weight, why do so many researchers move abroad?

Two different forces stir the pot, making universities international: specialization, and diversification.

Researchers may find it easier to live close to people who grew up with us, but we work better near people who share our research interests. Science, and scholarship more generally, are often collaborative: we need to discuss with and learn from others to make progress. That’s still very hard to do remotely: it requires serendipity, chance encounters in the corridor and chats at the lunch table. As researchers in general have become more specialized, we’ve gotten to the point where not just any university will do: the people who do our kind of work are few enough that we often have to go to other countries to find them.

Specialization alone would tend to lead to extreme clustering, with researchers in each area gathering in only a few places. Universities push back against this, though. A university wants to maximize the chance that one of their researchers makes a major breakthrough, so they don’t want to hire someone whose work will just be a copy of someone they already have. They want to encourage interdisciplinary collaboration, to try to get people in different areas to talk to each other. Finally, they want to offer a wide range of possible courses, to give the students (many of whom are still local), a chance to succeed at many different things. As a result, universities try to diversify their faculty, to hire people from areas that, while not too far for meaningful collaboration, are distinct from what their current employees are doing.

The result is a constant international churn. We search for jobs in a particular sweet spot: with people close enough to spur good discussion, but far enough to not overspecialize. That search takes us all over the world, and all but guarantees we won’t find a job where we were trained, let alone where we were born. It makes universities quite international places, with a core of local people augmented by opportune choices from around the world. It makes us, and the way we lead our lives, quite unusual on a global scale. But it keeps the science fresh, and the ideas moving.