[HN Gopher] Where Do Research Problems Come From?
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       Where Do Research Problems Come From?
        
       Author : ltratt
       Score  : 46 points
       Date   : 2022-05-01 10:25 UTC (12 hours ago)
        
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       | amelius wrote:
       | > You can probably imagine my astonishment when I realised that
       | in some communities there is a widely accepted list of "the next
       | problems to work upon".
       | 
       | It would be nice if there was some curated list of problems to
       | work on, where the items on the list are obtained and sorted
       | through some consensus mechanism. I know HN is secretly obsessed
       | with To-do lists, so perhaps this "Super To-do list" is something
       | someone finds interesting to build.
       | 
       | Related question: where do startup ideas come from?
        
       | ourmandave wrote:
       | When a mommy DARPA Grant and daddy Defense Contractor love each
       | other very much...
        
       | amelius wrote:
       | My rule: is your research idea likely to bring money to the table
       | in 10 years or less? Don't research it! There is enough of this
       | kind of research going on already.
        
       | KineticLensman wrote:
       | I've worked in industry supporting UK govt research by helping to
       | define research programmes. This might involve doing horizon
       | scanning to identify tech that could address a customer
       | requirement and then defining risk reduction tasks that would
       | raise the technology readiness level (TRL). Industry could then
       | bid to execute these risk reduction tasks, which would then
       | involve a mix of engineers and academics as required.
        
         | Terry_Roll wrote:
         | So are you are a corporate spook for QinetiQ then?
        
         | Ar-Curunir wrote:
         | That's all a bunch of corporate speak that I, as a researcher,
         | am unable to understand, and cannot see why that would be
         | attractive to me in terms of defining my research direction.
        
       | Qem wrote:
       | Regarding "scouting mode", one time proven trick is assembling a
       | large stable of grad students to do the heavy lifting and tackle
       | the boring parts of research, while one spends most time
       | scouting. The downside is senior researchers tend to devolve into
       | managers. One inspiring thing about the likes of Feynman is it
       | seems they were able to keep tackling problems and doing a lot of
       | the heavy lifting themselves, even late in their careers.
        
         | sandworm101 wrote:
         | After devolving into managers, the most senior/successful
         | people reach a point where they can contract-out their
         | management functions and return to doing actual research
         | themselves. Or they are just so great from day one that they
         | tell their bosses they don't want to administer grad
         | students/junior researchers.
        
           | Qem wrote:
           | Even the particularly successful/well known ones must take
           | care to not fall victim of the Carl Sagan effect. See
           | https://www.jneurosci.org/content/jneuro/36/7/2077.full.pdf
           | 
           | TLDR: Some current Einsteins may be hiding, in case their
           | peers think they are slacking by wasting time making their
           | discoveries well know by laypeople, and becoming famous,
           | instead of doing their job.
        
         | chrisseaton wrote:
         | > one time proven trick is assembling a large stable of grad
         | students
         | 
         | Not likely to be able to achieve that in the UK!
        
       | larsrc wrote:
       | How is that even a problem? Ideas bubble into my head much faster
       | than I have the time or ability to work on them. Granted, most of
       | them are crap, but that's because most of them are outside of my
       | field of expertise.
       | 
       | As for usefulness, I seem to remember that it was the father of
       | category theory who on his deathbed said, "I can die happy,
       | knowing that my research will never have any practical
       | applications". Now it's the basis for most type systems.
        
         | Ar-Curunir wrote:
         | One of the hardest parts of doing good research is figuring out
         | what a good question is. "Good" here encompasses a lot of
         | things, such as
         | 
         | * is this an interesting problem to me?
         | 
         | * is this an interesting problem for my students?
         | 
         | * is this an interesting problem for the community?
         | 
         | * codes my team have the skill set to solve this problem?
         | 
         | * is this problem even within the reach of existing techniques?
         | 
         | * if not, what are the intermediate steps required to get
         | there?
        
         | chrisseaton wrote:
         | > Granted, most of them are crap
         | 
         | Well lol there you go. He probably wants good ideas not crap
         | ones.
        
           | [deleted]
        
       | gkuan wrote:
       | > The final approach I've encountered is where research problems
       | come from an external body.
       | 
       | For a good helping of the government research organizations, they
       | hire academics and practitioners as Program Managers (PMs) who
       | gather the experts in the field to come up with research
       | programs, agendas, and seedling programs. Of course, the PMs have
       | to sell areas to their higher ups too, but it does have some
       | degree of dynamism and alignment with academia. The amount of
       | resources that could be brought to bear on a problem is
       | impressive.
       | 
       | I do wonder about this whole notion of "success" of research.
       | Hundreds of years ago, wealth patrons sponsor the "researchers"
       | of their times. Creative people found problems that interested
       | them which sometimes led to unexpected results and new areas. I
       | don't think serendipity should be discounted.
        
         | the_snooze wrote:
         | >Creative people found problems that interested them which
         | sometimes led to unexpected results and new areas. I don't
         | think serendipity should be discounted.
         | 
         | From my own experience as a researcher, when conferences and
         | meetings are online (as they have been for most of the
         | pandemic), you lose a lot of opportunities to make unexpected
         | connections with new people and ideas. Serendipity helps jostle
         | you out of a local optimum.
        
           | PeterisP wrote:
           | Definitely. Before Covid, I routinely returned from the major
           | conferences with a notebook full of potential ideas, some of
           | which I could explore, some of which I handed out like candy
           | in the local environment to colleagues and students, and some
           | of which become very relevant years later.
           | 
           | The virtual conferences during the last two years were
           | useless in retrospect. I saw the presentations of the papers
           | I was interested in and that's it, I don't even remember
           | anything specific from any of them, somehow the format was so
           | routine. I'm glad that this is ending and we're having proper
           | conferences again. I understand that researchers in the
           | 'global south' had a different perspective with remote
           | conferences being more accessible, but I've come to a
           | conclusion that for me virtual conferences are a waste of
           | time - I'd rather just read the published papers
           | asynchronously at my convenience instead of framing it as an
           | event; if you don't want a conference for some reason, make
           | it a journal instead.
        
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