According to the 2011 Skills Gap Survey by the Manufacturing Institute, about 600,000 manufacturing jobs are unfilled nationally because employers can't find qualified workers. To help produce a new generation of welders, pipe-fitters, electricians, carpenters, machinists and other skilled tradesmen, high schools should introduce students to the pleasure and pride they can take in making and building things in shop class.

American employers are so yearning to motivate young people to work in manufacturing and the skilled trades that many are willing to pay to train and recruit future laborers. CEO Karen Wright of Ariel Corp. in Mount Vernon, Ohio, recently announced that the manufacturer of gas compressors is donating $1 million to the Knox County Career Center to update the center's computer-integrated manufacturing equipment, so students can train on the same machines used in Ariel's operations.

Examples of activities that fall into the “simple but hard” quadrant: Building a trench with a spoon (a military punishment that involves many small, repetitive tasks, akin to doing 100 two-digit addition problems on a typical worksheet, as Droujkova points out), or memorizing multiplication tables as individual facts rather than patterns.

Far better, she says, to start by creating rich and social mathematical experiences that are complex (allowing them to be taken in many different directions) yet easy (making them conducive to immediate play). Activities that fall into this quadrant: building a house with LEGO blocks, doing origami or snowflake cut-outs, or using a pretend “function box” that transforms objects (and can also be used in combination with a second machine to compose functions, or backwards to invert a function, and so on).

On March 12, a day after the tsunami, Mr. Yoshida ignored an order from Tepco headquarters to stop pumping seawater into a reactor to try and cool it because of concerns that ocean water would corrode the equipment.

Tepco initially said it would penalize Mr. Yoshida even though Sakae Muto, then a vice president at the utility, said it was a technically appropriate decision. Mr. Yoshida received no more than a verbal reprimand after then-Prime Minister Naoto Kan defended the plant chief, the Yomiuri newspaper reported.

“I bow in respect for his leadership and decision-making,” Kan said Tuesday in a message posted on his Twitter account.

After 20 minutes, one of the aircraft, carrying a computer that processed images from an onboard camera, zeroed in on the tarp and contacted the second plane, which flew nearby and used its own sensors to examine the colorful object. Then one of the aircraft signaled to an unmanned car on the ground so it could take a final, close-up look.

Target confirmed.

This successful exercise in autonomous robotics could presage the future of the American way of war: a day when drones hunt, identify and kill the enemy based on calculations made by software, not decisions made by humans. Imagine aerial “Terminators,” minus beefcake and time travel.

He explained that each vehicle contains "layers of computer code that may be added from one model year to next" that control nearly every system, from acceleration to braking to stability. Rizzoni said this software is rigorously tested, but he added: "It is well-known in our community that there is no scientific, firm way of actually completely verifying and validating software."

Here's an example everyone is familiar with: You're working at your computer in Windows software and an error message pops up. It asks whether you want to report the error to Microsoft. Microsoft has exhaustively tested this version of Windows before its release, but it cannot completely predict how it will operate out in the world, subject to user demands. That's why it gathers error reports and uses them to fix the software on a rolling basis.

If you put a lot of parts together to form a complex electromechanical machine and make it talk to itself via software, it can behave, sometimes, in ways you cannot anticipate. It can fail for reasons you cannot anticipate.

Ahrens ends the piece with a quote from a 2009 LA Times interview with a psychologist:

"Richard Schmidt, a former UCLA psychology professor and now an auto industry consultant specializing in human motor skills, said the problem almost always lies with drivers who step on the wrong pedal.

'When the driver says they have their foot on the brake, they are just plain wrong,' Schmidt said. 'The human motor system is not perfect, and it doesn't always do what it is told.' "

Scientists believe the Earth's field comes from molten metal churning deep inside its core. If you could dig a deep hole, about 2,000 miles down, you would hit the outer core, which is probably made of liquid iron. That iron can conduct electricity. And if it flows in the right way, it can turn the Earth into what scientists call a dynamo, generating a self-sustaining magnetic field — in Earth's case, producing one pole up in Canada and another down in Antarctica.

Iron only melts at high temperatures, though, so Lathrop's team will fill his sphere with a different metal — sodium. Sodium becomes liquid at stovetop temperatures and conducts electricity well, but it's flammable. A sodium fire can't just be put out with water. Water can actually make things worse — Lathrop's team has disabled the sprinkler system.

Most companies are trying to figure out how to move jobs gracefully from one server to another, but Google is a few orders of magnitude above that challenge. It wants to be able to move jobs from one data center to another — automatically, at that.

In the bygone days of innovation, large corporations — like RCA, Xerox and the old AT&T — maintained internal laboratories like Bell Labs. These corporate labs were essentially research universities embedded in private companies, and their employees published academic papers, spoke at conferences and even gave away valuable breakthroughs. Bell Labs, for instance, created the world's first transistor after World War II — and never earned a dollar from the innovation.

Almost no corporate labs based on the Bell or Xerox model remain, victims of cost-cutting and a new appreciation by corporate leaders that commercial innovations may flow best when scientists and engineers stick to business problems.