In 1900, Whitney received correspondence from
Edwin W. Rice and
Elihu Thomson of General Electric. They wanted Whitney to become the director of General Electric's new Electric Research Laboratory. Whitney blatantly turned down the offer multiples times on account of his love for teaching. Finally, Rice proposed that Whitney could come try performing experiments without any commitment and he could travel between M.I.T. until he chose either. Whitney took this offer and met
Charles Steinmetz on one of his first days there. Steinmetz had been working in his own private laboratory near the Schenectady lab for a while. Whitney was eager to produce something that would be beneficial to the company in order to prove his endeavor meaningful.
Electric Furnace One of the first problems Whitney solved at the General Electric Laboratory was that of making a furnace that produced porcelain rods with scientific precision. He noticed that many rods would go to waste because of various defects. To tackle this problem Whitney recruited the help of some of his former M.I.T. students and foreign scientists. Eventually in December 1903, Whitney found his solution. He used the electric furnaces from his porcelain experiment to subject the current carbon filaments to carefully controlled yet hotter temperatures. The carbon filaments began to form a graphite layer that had metal-like properties. The resistance of the outer layer of the filament grew with increasing temperature, allowing for the lamp to be run at hotter temperatures for longer. Using his connection with the G.E. Factory in Harrison, Whitney got his filaments into production as soon as possible. The lamps that used these filaments were named "General Electric Metallized" lamps or "G.E.M." lamps for short. It was shortly after this in May 1904, that Whitney decided to leave M.I.T. and accept the full-time position as director of the General Electric Research Laboratory. Whitney may have gotten his inspiration for his filaments from the time he visited the Paris laboratory of Henry Moissan, an electrochemist who subjected graphite to enough heat and pressure to believe he made diamonds.
Tungsten Lamps The new tantalum filaments created by
Werner von Bolton once again pressured the lamp industry. Whitney and his team set to work by investigating the elements near tantalum on the periodic table. They found that tungsten would be the most suitable for the job; if not for its brittleness. After recognizing that he needed to recruit another talented scientist, he enlisted the help of
William D. Coolidge, one of his former chemistry students. He gave Coolidge the same deal that Rice had given him; recognizing that Coolidge, like Whitney himself, did not want to leave his M.I.T. research for an industrial laboratory. Coolidge eventually became invested in his work on the tungsten filament and solved the problem using a cadmium amalgam binder to shape the filament. The binder would distil out as the filament was heated, leaving behind a pure tungsten filament. Whitney was sent to Germany to study incandescent and tungsten lamp work in Germany shortly after this discovery. Upon returning he explained to his employees that the Germans had a similar process that G.E. bought the patent to, but he insisted that Coolidge's process will be better in the long-run if it can be given a little more time to be perfected. Around December 1907, Coolidge reported that the process was perfected and that the filaments could be sent for mass production. Shortly after hearing Coolidge's report, Whitney was hospitalized due to untreated appendicitis. He spent Christmas there, but was comforted by his employees who came to visit him. These tungsten-filament lamps were sold alongside the G.E.M. lamps for a short period of time, until the company dropped the G.E.M. lamp altogether for the superior tungsten-filament lamp.
Blackening Bulbs After Whitney's return to the laboratory after recovering from appendicitis, Whitney met
Irving Langmuir, a young chemistry professor who came to the G.E. Laboratory to do research over the summer. Langmuir wondered why the lamp bulbs blackened after use and started working on a solution almost immediately after arriving at the lab. After not having produced tangible results during the summer, Langmuir was prepared to leave the G.E. Laboratory to avoid wasting funding and time. Whitney insisted that Langmuir stay as long as he was having fun; that he would take care of the administrative details. Three years later, the same scenario occurred. In 1913, Langmuir had a breakthrough. He found that by the blackening of the bulbs was caused by the tungsten filament evaporating on to the glass. Simply put, this could be mitigated by introducing a vapor to the bulb and by altering the shape of the filament; the best vapor based on Langmuir's experiments was argon. Argon slowed the evaporation of the tungsten and yet another revolution was made in the lamp industry. The new lamp, using Coolidge's tungsten process and Langmuir's gas-filling process was marketed as the
Mazda C Lamp, referencing the Persian god associated with light.
Inductotherm One day, some of the apprentice lab boys walked into Whitney's office and complained about feeling unwell. They had been working near high-frequency equipment all day. Whitney took this with skepticism, but allowed the boys to go home early for the day. The next day he had Dr. Glen Smith from the nearby hospital conspicuously sit-in with the boys to solve what was going on. Dr. Smith also developed a fever. Whitney ran experiments on cockroaches and mice, artificially increasing their internal temperatures with a high-frequency apparatus to get some more information. He eventually worked his way up to experimenting on a diseased dog and the dog was cured with one hour of treatment a day. Whitney recalled Dr. Julius Wagner-Jauregg's trials with purposely giving patients with brain disorders malarial injections to induce a fever in the hopes of curing them. Before progressing any further with this apparatus, he experimented on his self and found that it relieved his stiff shoulder pain. He progressed with his trials to Ellis Hospital. Then, he moved on to conducting trials at a clinic at
Columbia Presbyterian Medical Center. He later worked with doctors from the Albany Medical College to perfect this device. The device operated by using a vacuum tube to create electromagnetic waves as long as a meter or as short as one ten-thousandth of a meter at maximum. Whitney formally wrote a paper regarding the theory of how this device treated bursitis by raising levels of lactic acid near muscles and transporting calcium bone deposits. After the paper was published in the G.E. Review, the G.E. X- Ray corporation branded this device as the "Inductotherm" and sold it to the masses. The "Inductotherm" is actually a
diathermy device. It was for this that Whitney was later awarded with the French Legion of Honor.
Other Endeavors Coolidge also had a breakthrough in 1913 with his hot cathode X-ray tube. Ezekiel Weintraub worked on various projects alongside Coolidge, Whitney, and Langmuir but was especially drawn to wireless telegraphy. Other projects included developing better electrodes, lightning arresters, insulating materials, carbon motors, generator brushes, soapstone plates, electric blanket, etc. While Whitney did not work on each project directly, he would often come up with ideas and offer them to his employees for them to work on.
Research Directing Methods As the director of the General Electric Research Laboratory, Whitney had to take care of administrative details, hire employees, fire employees, read the latest scientific journals, write articles on new inventions, attend conferences, speak at conferences, etc. Whitney believed in encouraging collaboration in the laboratory and held mandatory weekly meetings that he called colloquia. In these meetings, his researchers were required to update each other on any progress or discoveries, disclose any issues, offer advice, or simply discuss something they learned somewhere. Whitney made it a point to check in with every one in the research lab every day to offer advice, encouragement, generally inquire, critique, or just say hello. He believed that this would encourage teamwork and boost morale. Whitney chose his research team applicants based on those who already had one to two years of experience performing their own experiments as well as based on the individual's desire to experiment and strong ideas. Considered the founding father of industrial research, Whitney came up with three main ideas for smooth direction. • All inventions would remain the researcher's work but would go to the company. • Each individual is allowed to have a personality. As a research director, Whitney wanted his employees to play to their strengths. • A research director should remain optimistic. Whitney was an astute believer in profiting from seemingly aimless research. As time got harder, the General Electric Laboratory focused more on short-term goals in order to maintain profit. However, they still had one or two major projects continuing at all times. When the stock market crashed in 1929, Whitney had to fire many of his employees. This plunged him into a depression that he took a six month vacation to remedy. Coolidge remained acting director ever since and eventually, in 1932, Whitney announced his plan to retire and effectively make Coolidge the next director. During Whitney's time, the G.E. Laboratory effectively combined the worlds of industry and research and became known as the "House of Magic." == Patents ==