The Wright Brothers

More than a hundred years ago, the brothers Wright made the dream of flying come real. How did they do it? Is “inventing” just the result of lucky circumstances? With NATHAL®, it is not, because new ideas can be conceived at will and with purpose.

On Dec. 12th 1903, the brothers Wilbur and Orville Wright achieved the first manned flight with a motor powered craft. The ancient dream of men of rising into the sky had finally become real, after countless generations of scholars and engineers had declared it “impossible”.

Wilbur and Orville Wright were bicycle mechanics and had no higher degree of education. Actually, looking into the history of engineering, we can find that innovations were more often made by non-specialist outsiders than by “experts” on that field of research. For example, Gottfried Daimler did not make his business with carriages (or even horse breeding); Joseph Niépce (inventor of photography) was a lawyer and no painter, etc.

At the end oft he 19th century, there were several public funding programs for the invention of flying machines in the US and Europe: One example was that of Prof. Samuel Langley (at that time leader of the Smithonian Institute), who had proposed a new law of aerodynamics, which was going to prove as completely wrong. Only through his academic influence, his theories were taken seriously by many engineers and inventors. With fundings from the US Ministry of War, he made several unsuccessful experiments with his flying machines – which were, by the way, very dangerous for his test pilots.

The Wright brothers, on their behalf, were unprejudiced, and started their experiments without too many preconceptions. They even questioned the known principles (as e.g. set up by Otto Lilienthal), and proved them wrong.

Even after the experimental proof, that, thanks to their resourcefulness, humans can indeed rise into the air, the project was far from over. Put aside by the US administration as outsiders, the inventors had to muster an immense amount of energy, diplomacy and sense for business, until they could finally reap the fruits of their labor. Consequently, the first aircraft were produced in series not in their home country, but in France (from 1908). Only then, the former sceptics recognized that they had missed something important, and hurried to catch up.

How strange these circumstances must seem to us, who live in the “innovative knowledge-based society” (as constantly evoked by politicians). The example of the Wright brothers shows exemplary for many technical innovations:

  • Innovations are not made as a result of a political decree
  • They rarely come from the public institutions who have been funded for that purpose
  • Known technical principals are regularly discarded in the process, which means that opinions by the so-called experts are useless at best (impeding, even more often)
  • Innovations never run by themselves, but have to break through high resistive forces

From here, we can deduct several points, which are systematically approached with the NATHAL® method:

  • There is no need for an „official certificate“, in order to be able to come upon groundbreaking news. With NATHAL®, it is only a question of inner affirmation, independent of a user’s education or professional experience.
  • Neither it is necessary to look into “how it has always been done” – and often not even possible, if we goe forth into scientifically unexplored territory. Decisive are inner neutrality and intellectual modesty, i.e. the ability to say to oneself: „Although I know some things, I know that what I don’t know is infinitely much more, so I have to take myself back and approach this subject without preconceptions. I will even say 'Yes' to ideas contrary to my current knowledge!”
  • Finding the technical solution to a problem is only half the way. The invention cannot be realized without the adequate circumstances. With NATHAL®, every other aspect is naturally respected simultaneously – through the complex emotional perception – like the correct strategy for financing and marketing, security for one’s personal subsistence, even the readiness of the social environment to give support.
  • By continued application of the method it is made sure, that changes in the external conditions (market, personal situation) can be anticipated early, so the project’s strategy can be adapted before difficulties occur. Likewise, it is avoided to run into a deadlock with one’s concept and strategy, instead the training improves one’s ability to constantly reflect the own position.

Source: Wenzke: "Pioniere des Himmels", Düsseldorf 2002

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