The Heartland Institute attacks science teaching by spreading its dishonest message to schoolteachers.
A survey of 1,500 American science teachers published last year in the journal Science found 30 percent of those surveyed said they emphasized in their classes that recent global warming “is likely due to natural causes.” Less than half also correctly identified the degree of consensus among climate scientists that human activities are the primary cause of global warming.
They may therefore be vulnerable to suggestions that they should “teach the controversy” for the sake of balance, particularly in places like Tennessee and Louisiana, where state law permits the teaching of alternative interpretations of evolution and climate change in public schools. The Heartland Institute is now exploiting this opportunity to influence the next generation on a national scale.
The book is unscientific propaganda from authors with connections to the disinformation-machinery of the Heartland Institute. In a recent letter to his members, David L. Evans, executive director of the National Science Teachers Association, said that “labeling propaganda as science does not make it so.” He called the institute’s mass mailing of the book an “unprecedented attack” on science education.
The shortcomings of 3-D printing mean the vision that has long excited its advocates remains elusive. They would like to create a digital design, print out prototypes that they could test and refine, and then use the digital file of the optimized version to create a commercial product or part out of the same material whenever they hit “make” on a 3-D printer. Having an affordable and fast way to print metal parts would be an important step in making this vision a reality
t would give designers more freedom, allowing them to create and test parts and devices with complex shapes that can’t be made easily with any other production method—say, an intricate aluminum lattice or a metal object with internal cavities. It could eventually enable engineers and materials scientists to create parts with new functions and properties by depositing various combinations of materials—for example, printing out a magnetic metal next to a nonmagnetic one. Beyond that, it would redefine the economics of mass production, because the cost of printing something would be the same regardless of how many items were produced. That would change how manufacturers think about the size of factories, the need for backup inventory (why keep many parts in stock if you can simply and quickly print one out?), and the process of tailoring manufacturing to specialized products.
For months, Mr. Kalanick had pulled a fast one on Apple by directing his employees to help camouflage the ride-hailing app from Apple’s engineers. The reason? So Apple would not find out that Uber had been secretly identifying and tagging iPhones even after its app had been deleted and the devices erased — a fraud detection maneuver that violated Apple’s privacy guidelines.
But Apple was on to the deception, and when Mr. Kalanick arrived at the midafternoon meeting sporting his favorite pair of bright red sneakers and hot-pink socks, Mr. Cook was prepared. “So, I’ve heard you’ve been breaking some of our rules,” Mr. Cook said in his calm, Southern tone. Stop the trickery, Mr. Cook then demanded, or Uber’s app would be kicked out of Apple’s App Store.
For Mr. Kalanick, the moment was fraught with tension. If Uber’s app was yanked from the App Store, it would lose access to millions of iPhone customers — essentially destroying the ride-hailing company’s business. So Mr. Kalanick acceded.
In a quest to build Uber into the world’s dominant ride-hailing entity, Mr. Kalanick has openly disregarded many rules and norms, backing down only when caught or cornered. He has flouted transportation and safety regulations, bucked against entrenched competitors and capitalized on legal loopholes and gray areas to gain a business advantage. In the process, Mr. Kalanick has helped create a new transportation industry, with Uber spreading to more than 70 countries and gaining a valuation of nearly $70 billion, and its business continues to grow.
But the previously unreported encounter with Mr. Cook showed how Mr. Kalanick was also responsible for risk-taking that pushed Uber beyond the pale, sometimes to the very brink of implosion.