Friday, April 4, 2008

Blind to Change, Even as It Stares Us in the Face



Leave it to a vision researcher to make you feel like Mr. Magoo.

When Jeremy Wolfe of Harvard Medical School, speaking last week at a symposium devoted to the crossover theme of Art and Neuroscience, wanted to illustrate how the brain sees the world and how often it fumbles the job, he naturally turned to a great work of art. He flashed a slide of Ellsworth Kelly’s “Study for Colors for a Large Wall” on the screen, and the audience couldn’t help but perk to attention. The checkerboard painting of 64 black, white and colored squares was so whimsically subtle, so poised and propulsive. We drank it in greedily, we scanned every part of it, we loved it, we owned it, and, whoops, time for a test.

Dr. Wolfe flashed another slide of the image, this time with one of the squares highlighted. Was the highlighted square the same color as the original, he asked the audience, or had he altered it? Um, different. No, wait, the same, definitely the same. That square could not now be nor ever have been anything but swimming-pool blue ... could it? The slides flashed by. How about this mustard square here, or that denim one there, or this pink, or that black? We in the audience were at sea and flailed for a strategy. By the end of the series only one thing was clear: We had gazed on Ellsworth Kelly’s masterpiece, but we hadn’t really seen it at all.

The phenomenon that Dr. Wolfe’s Pop Art quiz exemplified is known as change blindness: the frequent inability of our visual system to detect alterations to something staring us straight in the face. The changes needn’t be as modest as a switching of paint chips. At the same meeting, held at the Italian Academy for Advanced Studies in America at Columbia University, the audience failed to notice entire stories disappearing from buildings, or the fact that one poor chicken in a field of dancing cartoon hens had suddenly exploded. In an interview, Dr. Wolfe also recalled a series of experiments in which pedestrians giving directions to a Cornell researcher posing as a lost tourist didn’t notice when, midway through the exchange, the sham tourist was replaced by another person altogether.

Beyond its entertainment value, symposium participants made clear, change blindness is a salient piece in the larger puzzle of visual attentiveness. What is the difference between seeing a scene casually and automatically, as in, you’re at the window and you glance outside at the same old streetscape and nothing registers, versus the focused seeing you’d do if you glanced outside and noticed a sign in the window of your favorite restaurant, and oh no, it’s going out of business because, let’s face it, you always have that Typhoid Mary effect on things. In both cases the same sensory information, the same photonic stream from the external world, is falling on the retinal tissue of your eyes, but the information is processed very differently from one eyeful to the next. What is that difference? At what stage in the complex circuitry of sight do attentiveness and awareness arise, and what happens to other objects in the visual field once a particular object has been designated worthy of a further despairing stare?


Visual attentiveness is born of limited resources. “The basic problem is that far more information lands on your eyes than you can possibly analyze and still end up with a reasonable sized brain,” Dr. Wolfe said. Hence, the brain has evolved mechanisms for combating data overload, allowing large rivers of data to pass along optical and cortical corridors almost entirely unassimilated, and peeling off selected data for a close, careful view. In deciding what to focus on, the brain essentially shines a spotlight from place to place, a rapid, sweeping search that takes in maybe 30 or 40 objects per second, the survey accompanied by a multitude of body movements of which we are barely aware: the darting of the eyes, the constant tiny twists of the torso and neck. We scan and sweep and perfunctorily police, until something sticks out and brings our bouncing cones to a halt.

Click here to read the full NY Times article.

Posted by Liz.

Tuesday, March 18, 2008

The future of visualization: Vision 2020

In the rapidly changing visualization world, the future is not just about 3D, as Bill Gates would have it, but is a fully immersive and interactive world that will allow our children to unlock the oil and gas potential in the rock- and fluid-scapes beneath us.

Teams use 3D visualization images to share knowledge or complex data. Clever visualization allows us to see anomalies and attributes in both the subsurface and surface worlds, leading to reduction of uncertainty and a swifter project turn-around. Whether we’re concerned with prospect evaluation, well planning, reservoir engineering or surface facility design, bringing 3D visualization into everyday practice must be a priority.

In the near future, conventional 3D visualization will focus on higher resolution and improved image quality. Blending techniques will improve, and future digital projectors will be brighter and cheaper. Auto-stereo techniques are improving, though most of these are suitable for one viewer only, and the collaborative element is missed. Desktop technology used to drive visualization will become easier to use. Graphics cards will become faster and computer memory cheaper. Advances in video compression mean that remote working and virtual collaboration between sites working together on large integrated data sets will become more viable. But what do we need to achieve a step-change in visualization by 2020; what is revolutionary now? Will touch screens, gesture control and holograms get us there?

Click here to read the full World Oil article - January 2008.

Posted by Liz.

Accelerating Scientific Discovery Through Computation and Visualization

The rate of scientific discovery can be accelerated through computation and visualization. This acceleration results from the synergy of expertise, computing tools, and hardware for enabling high performance computation, information science, and visualization that is provided by a team of computation and visualization scientists collaborating in a peer-to. peer effort with the research scientists.

In the context of this discussion, high performance refers to capabilities beyond the current state of the art in desktop computing. To be effective in this arena, a team comprising a critical mass of talent, parallel computing techniques, visualization algorithms, advanced visualization hardware, and a recurring investment is required to stay beyond the desktop capabilities.
Click here to read this full article.

Posted by Liz.

Graphics and animation for software visualization

Computer graphics and animation are often associated with applications in diverse areas such as the entertainment industry, meteorology, and medicine. Sophisticated graphics software enables the creation of impressive feature films, as well as life-saving diagnostic tools. Both creating and maintaining this and other types of software are difficult tasks, which often push the limits of the human mind in managing detail and complexity. For example, software systems such as Windows 95, which has been estimated to contain more than ten million lines of program code, offer significant challenges because of their sheer size and complexity.

The Year 2000 problem has brought global attention to the inherent difficulties in maintaining complex software systems and the potential consequences of failing to do so. Much effort has been expended on developing tools and techniques that augment natural human abilities in dealing with software size and complexity. Many of these techniques are focused on augmenting the innate power of the human visual system in problemsolving and comprehension tasks.

Click here to read the full article.

Posted by Liz.

Introduction

PNL is a project management company which specializes in the management of complex environmental and remediation projects. We work nationwide, and overseas. We have a proven track record of saving millions of dollars for Fortune-50 clients at some of the most complex, politcally sensitive projects in the country.

We are known for developing a project strategy, and then working in conjuction with the clients to turn all the planning into reality in as cost-effective manner as possible.

To learn more, contact us via our business lead, Michelle Russell, at 925-969-9583.