One anecdote, from Robert Gallager, captures both the power and subtlety of Shannon’s approach to the work of instruction: I had what I thought was a really neat research idea, for a much better communication system than what other people were building, with all sorts of bells and whistles. I went in to talk to him about it and I explained the problems I was having trying to analyze it. And he looked at it, sort of puzzled, and said, “Well, do you really need this assumption?” And I said, well, I suppose we could look at the problem without that assumption. And we went on for a while. And then
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