Edwin H. Land Quotes

I think we must say this to each department: "Sharpen up the edges of ideas for the students in fields other than your own. They will not have years in which to find out what you meant, years during which they might achieve a sense of rich insight into your domain. But they are intelligent, they are earnest in their own department; they will profit all their lives from one year of brilliant teaching."

We have not found anti-intellectualism a problem at the Polaroid Corporation, except in the very initial state of penetration. It only takes a day to change someone from an anti-intellectual to an intellectual by persuading him that he might be one!

Our society is changing so rapidly that none of us can know what it is or where it is going. All of us who are mature feel that there are historic principles of behavior and morality, of things that we all believe in that are being lost, not because young people couldn't believe in them, but because there is no language for translating them into contemporary terms. The search for that language, the search for the ways to tell young people what we know as we grow older — the permanent and wonderful things about life — will be one of the great functions of this system. We are losing this generation. We all know that. We need a way to get them back.

What do I mean by the Generation of Greatness? I mean that in this age, in this country, there is an opportunity for the development of man's intellectual, cultural, and spiritual potentialities that has never existed before in the history of our species. I mean not simply an opportunity for greatness for a few, but an opportunity for greatness for the many.

Now this error in attitude — mistaking these men for boys — permeates the whole scholastic domain, permeates it so thoroughly that it is hard for anyone within the domain to recognize it. What do I mean by saying that a man is treated as a boy? I mean that he is told, the moment he arrives, that his secret dream of greatness is a pipe-dream; that it will be a long time before he makes a significant, personal contribution — if ever. He is told this not with words. He is told this in a much more convincing way. He is shown, in everything that happens to him, that nobody could dream that he could make a significant, personal contribution.

In thinking about what the human animal might have gone through in the evolutionary process, have you wondered how some of the small changes which must have occurred could have had survival value? Haven't you wondered how they could have survived, when, in all of our experimental work every small change we make dies? … How many changes must have occurred in the human eye, occurred and died, before one change came along — an apparently trivial change … that gave the whole animal a significant increase in its power to perceive and hunt down its enemies and find its food. This is the kind of change that survives.

In a few wretched buildings, we created a whole new industry with international significance.

In my opinion, neither organisms nor organizations evolve slowly and surely into something better, but drift until some small change occurs which has immediate and overwhelming significance. The special role of the human being is not to wait for these favorable accidents but deliberately to introduce the small change that will have great significance. To treat young men like men; to use modern recording techniques to capture the moment of exciting teaching; to gather ninety great men out of our one-hundred and seventy million — these, in retrospect, will seem like small changes indeed if they succeed in building a generation of greatness.

Most large industrial concerns are limited by policy to special directions of expansion within the well-established field of the company. On the other hand, most small companies do not have the resources or the facilities to support "scientific prospecting." Thus the young man leaving the university with a proposal for a new kind of activity is frequently not able to find a matrix for the development of his ideas in any established industrial organization.

Now, partly that was work, and partly that was brains, but very largely it was having the guts, the guts to be immodest in the right way.

If you sense a deep human need, then you go back to all the basic science. If there is some missing, then you try to do more basic science and applied science until you get it. So you make the system to fulfill that need, rather than starting the other way around, where you have something and wonder what to do with it.

The world is a scene changing so rapidly that it takes every bit of intuitive ability you have, every brain cell each one of you has, to make the sensible decision about what to do next. You cannot rely upon what you have been taught. All you have learned from history is old ways of making mistakes. There is nothing that history can tell you about what we must do tomorrow. Only what we must not do.

I believe it is pretty well established now that neither the intuition of the sales manager nor even the first reaction of the public is a reliable measure of the value of a product to the consumer. Very often the best way to find out whether something is worth making is to make it, distribute it, and then to see, after the product has been around a few years, whether it was worth the trouble.

Who can object to a monopoly when there are several thousands of them? Who can object to a monopoly when every few years the company enjoying the monopoly revises, alters, perhaps even discards its product, in order to supply a superior one to the public? Who can object to a monopoly when any new company, if it is built around a scientific nucleus, can create a new monopoly of its own by creating a wholly new field?

Over the years, I have learned that every significant invention has several characteristics. By definition it must be startling, unexpected, and must come into a world that is not prepared for it. If the world were prepared for it, it would not be much of an invention.