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THE WISDOM OF
HARALD FRIIS
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HARALD TRAP FRIIS was born in Naestved, Denmark, February 22, 1893. He
attended the Royal Technical College, Copenhagen, where he received the degree
of Electrical Engineer in 1916 and Doctor of Science in 1938.
During his career with the Bell System, Harald Friis contributed substantially to
almost every aspect of the radio art. His earliest work was on vacuum tube
efficiency. He then worked on ship-to-shore radio reception. In the early twenties
he built the very first field measuring set, for the 300 to 400 meter range. He also
designed the first commercial double-detection or superheterodyne radio receiver,
the Western Electric 4A receiver.
In 1923 he spent several months in England setting up receivers for the long-
wave transatlantic telephone link. Later, he worked on short-wave problems. Here
his improvements in receiver noise figure made possible Jansky's discovery of
interstellar radio signals. The observation of Johnson noise in radio receiver
circuits led him to the concept of noise figure. He engaged in many studies of
propagation and of antennas; this work culminated in the design of the multiple
unit steerable antenna (MUSA).
In 1938 Harald Friis entered the field of microwaves. Here he established accurate
measurement techniques which proved invaluable both in the Bell Laboratories'
wartime microwave work and in the work of the Radiation Laboratory at M.LT.
During the war he was engaged in radar work, particularly in connection with
microwave components and antennas. All of this work was characterized by
thorough understanding and accurate measurements. In the field of antennas, his
invention of the simple rocking horse scanning antenna is particularly noteworthy.
Toward the end of World War II, Harald Friis and his people made extensive and
valuable measurements of microwave propagation. He had the responsibility for
the basic microwave design of the first large-scale application of microwaves to
communication, the TD-X New York-to-Boston microwave relay system.
Thereafter he actively pursued forward-looking aspects of microwave
communication, including an extensive program aimed at the use of millimeter
waves and waveguides for long-route broadband communication systems.
Although Harald Friis has summed up his work in only a modest number of
publications and patents, none is trivial; each is a milestone in the art.
Harald Friis was made Director of Radio Research in 1945. In 1952 he became
Director of Research in High Frequency and Electronics. He was awarded the
Morris Liebmann Memorial Prize for 1939 by the Institute of Radio Engineers, and
the I.R.E.'s Medal of Honor for 1955. He was awarded the Danish decoration
"Knight of the Order of Dannebrog,"~ presented by King Frederick IX, in 1954,
and the Valdemar Poulsen Gold Medal, presented by the Danish Academy of
Technical Sciences, in 1954.
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JOHN PIERCE
The following brief notes on research jobs may guide the newcomer in the field
and serve as a reminder to the experienced research worker.
STARTING A JOB
Except for the triggering action of some basic discovery, a job usually stems from
a definite need on a project or a hunch that an advance in the art is possible. The
boss is certainly involved in starting a comprehensive project. With a smaller job,
it is much better for the initiative to come from the research worker rather than
from his boss. It gives the worker a realization of responsibility, and a successful
solution is more likely.
Where possible, it is desirable to split the job into smaller units. It is easier for the
individual worker to manage and work efficiently on smaller and well-defined
jobs; and remember, that it is always the aggregate of successfully completed
small jobs that produces the successful big job.
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Harald Friis never searched the literature, but then, he has always been ahead of
it. He says, it's good pious advice, though. It is, now that so many people are
doing research in so many places.
The research worker should make sure that (a) the job has a well defined
objective, (b) there is a real need or a possibility for an advance in the art, and
(c) the state of the art is ready for the job. The worth-whileness of the job may
be checked by asking oneself the hypothetical question: "Would I do the job if I
had to pay for it?"
(a) Without an objective, you can't tell when a job is done. If you go
to a man and ask him what he is doing, you expect an answer.
(c) The state of the art was not ready for a waveguide system before
World War II, but it was afterwards.
The remark about paying means if you owned the Bell System, not
out of your own pocket.
The research worker should become obsessed with the job and it should haunt
him day and night if he is the right man for the job. He may believe that
scheduled hours of work limit his freedom of activity, but actually he has lost his
freedom to the job itself. Excessive amounts of outside activity such as committee
work and local affairs may indicate that the research worker is not in the right
job.
A job should be started with a light touch. The research worker should try
different approaches and not collect reams of data before he has done some
preliminary exploring aimed at a simple solution. He should discuss it with his
colleagues and his boss and consider their suggestions with an open mind. The
informal "coffee table" conference is unbelievably productive in research. He
should also search the literature critically.
Harald Friis never searched the literature, but then, he has always
been ahead of it. He says, it's good pious advice, though. It is, now
that so many people are doing research in so many places.
WORKING ON A JOB
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When working on a job the research worker should not ask others to solve his
problems for him. Certain aspects of the job may require help from experts in a
particular field, but the worker should be the real leader of his job.
The research worker should not be afraid to tackle work in unfamiliar fields, since
he cannot have too broad an experience where his job is involved. The electrical
engineer, for example, should not hesitate to enter the fields of chemistry,
physics, and structural design.
Harald Friis says you must have a good setup. You must do it the best
way you can think of. You must make good measurements.
The research worker is responsible for the work, education, and development of
the technicians assigned to him. Because of this responsibility, it is annoying to
have too much technical help. Overmanning a job by technicians also has a
tendency to foster unnecessary work. Technical help is required for construction
and maintenance of equipment and for routine measurement, but it is, in general,
preferable to minimize technical help and adopt the "do-it yourself" attitude.
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The research worker should not start work on a complicated and costly piece of
new equipment in the precision shop before he has had thorough discussions with
the shop foreman on the different ways of doing the job. Such a screening
process is very desirable, since in many laboratories only a signature on a shop
order is required to start a job.
Harald Friis says that one man sent orders to the shop for big pieces
of brass which came back all polished and accurate to a mil, which
wasn't necessary. Sometimes the foreman will know better than an
engineer how to make a thing.
The research worker should stick to his job and get it finished as soon as possible.
Delays caused by shop work are unavoidable nowadays and may sometimes
justify several jobs to be carried on simultaneously. Those jobs should be closely
related, since the worker who flounders from one thing to another because of too
many objectives generally does not produce.
The research worker should review and re-evaluate his job periodically. In
evaluating a new solution of a problem it is desirable to have an old solution in
mind for comparison purposes. Such a "standard-of-comparison" solution will
naturally change as the art progresses.
Something new has to be better than something old to be useful. Some people
seem to like things just because they are different. The research worker should
keep his boss informed and make certain that he, the boss, understands the job
thoroughly; the boss must be "on board." He should never mislead his boss.
Amen!
A man should know whether or not he is doing what his boss wants. A
man should not go ahead and do something different from what the
boss would do unless he knows he is right. He should have the right
to, though. I don't think that this should be interpreted to mean that
the man should rush to the boss every blue Monday and tell him the
job is going terribly. He should weigh the job and try to give the boss
a fair picture of it. I believe, however, that he should rush to the boss
immediately with all good news. The boss hates to hear such things
first from his boss.
Harald Friis likes the word integrity in connection with research, but
he didn't know quite where or how to get it into his text.
The research worker should record his results in detail in a notebook. He should
also be willing to write an informal quarterly progress report for the benefit of his
associates and boss. The quarterly report may also provide a valuable background
for a later publication.
A patent is important in getting credit for your work and to the Bell
Laboratories. Witnessed notebook entries are invaluable in connection
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with patents. Harald Friis said, on the other hand, I never kept a
notebook.
When working on a job there is a tendency for the creative research job to turn
into the "bread-and-butter" type job that occupies more than 50 per cent of the
time of the technical people in a research laboratory. The bread-and-butter job
requires competent technical help, but the highly creative worker can now relax
and explore new fields.
By-products may change the course of a job. Such changes are natural and
permissible in research.
The research worker should be happy if he was brought a job to a stage where
other workers make use of his results. If his job is so successful that great
expansion of effort is indicated, he should feel complimented rather than
disappointed that he is no longer in complete control of the job.
Some people think they would like to have a sort of patent on a field
of work. It is, however, a real accomplishment to sell your work to
others.
FINISHING A JOB
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In finishing a component or systems type of job, the research worker must have
carried his work to the stage where he can demonstrate his results by means of a
finished research model or system. He should publish his results in a logical and
concise manner, memorandum, paper, or patent, and he should see his job to
development. He should then be willing to drop the job and think about the
future.
If you insist on perfecting what you are working on, you will never
have time to do anything new.
It is important to the morale of the worker and his laboratory that his research
job be evaluated correctly. For example, does the job represent a real milestone
in the advance of the art or is it just a worth-while improvement? It is unfortunate
that the bosses in large laboratories often do not appreciate the value of the work
of their people, or at least they do not show that they do.
These are hard words, but there is some truth in them. Bosses should
try to get behind public acclaim and popular ideas. Big bosses should
show appreciation of fundamental advances. No one is above taking
pleasure in appreciation and praise. If they don't get praise for the
right things they won't learn right from wrong. It is also important, as
noted earlier, for people down the line to tell bosses what is
important.
The research worker should realize that he is not to blame if Nature has not
permitted favorable results. He is responsible for, and should be satisfied with,
accurate quantitative results.
I have seen a good man work for years on something that proved
impossible. Knowing what can't be done can be very valuable, as we
see in the case of perpetual motion. Harald Friis says that MUSA
didn't give as good results as people had expected.
The research worker must accept gracefully the possibility that, ahead of him,
someone in another laboratory has found a solution to his problem. With so much
effort along broad fronts nowadays, all research workers are exposed to such
disappointments.
The research worker should remember that some credit for a successful job,
perhaps more than 50 per cent, belongs to the laboratory employing him. The
laboratory supplied a large amount of know-how and gave him many aids and
inducements to carryon his work.
Harald Friis says that the percentage varies with the individual, and
that in many cases the Laboratories deserves more than 50 per cent
credit. He says, the fact that I was planted in the Labs, and all the
background, that was everything, John.
PUBLICATIONS
BOOKS
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Antennas: Theory and Practice (with S. A. Schelkunoff). New York: John Wiley
and Sons, 1952.
MAGAZINE ARTICLES
" A New Directional Receiving System," Proceedings of the IRE, December 1925,
pp. 685-707.
"A Static Recorder," Bell System Technical Journal, April 1926, pp. 282-291.
"Noise Figures of Radio Receivers" Proceedings of the IRE, Vol. 32, July 1944,
PP·419-422.
"Note on a Simple Transmission Formula,"' Proceedings of the IRE, Vol. 34, May
1946, pp. 254-256.
"Radar Reflections from the Lower Atmosphere," Proceedings of the IRE (Letter to
the Editor), Vol. 35, No.5, May 1947.
"Microwave Repeater Research," Bell System Technical Journal, Vol. 27, April
1948, pp. 183-246.
"A Reflection Theory for Propagation Beyond the Horizon" (with A. B. Crawford
and D.C. Hogg), Bell System Technical Journal, Vol. 36, May 1957, pp. 627-644.
PATENTS
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