When he started managing groups of people who handled laborious computation, he developed a reputation for glancing over people’s shoulders and stabbing his finger at each error: “That’s wrong.” His staff would ask why he was putting them to such labor if he already knew the answers. He told them he could spot wrong results even when he had no idea what was right—something about the smoothness of the numbers or the relationships between them. Yet unconscious estimating was not really his style. He liked to know what he was doing. He would rummage through his toolbox for an analytical gimmick,
...more
Thiago Ghisi liked this
