By Eric Bender
“If people tell us, it's a really hard challenge and maybe it's impossible, that's great motivation for us,” says Dava Newman, director of the MIT Media Lab. “Because we want to solve the most challenging problems.”
“Our North Star is those crazy ideas, taking risks, working together across all the disciplines. We're a really amazing ecosystem, kind of a micro-ecosystem of MIT, where we have artists and designers, engineers and scientists all within the same lab,” says Newman.
Known for its willingness to take on daunting problems and its cornucopia of pathbreaking prototypes, the MIT Media Lab celebrates its 40th anniversary in 2025. The Lab is a 500+-person community of faculty, graduate students, and staff, which almost doubles in size if you add its undergraduate researchers, Newman says. The 25 research groups, centers, and initiatives solve hard puzzles on scales ranging from genetics and nanotechnology to the human body to cities and out into the solar system.
The Media Lab's best-known creations include the One Laptop per Child computer, robotic prostheses, technology behind the Guitar Hero games, LEGO Mindstorms, “electronic ink” that laid the foundation for today's touchscreens, autonomous vehicles of every kind, the wildly popular Scratch programming language for children, a string of famous “social robots”, the invention of new fields such as computational social science and affective computing, and more than 100 spinoff companies.
Among more recent projects, suggesting the wildly diverse spectrum of work currently underway, are imaging systems that can see around corners, ultrasound treatments for neurological diseases, transforming light within architecture into 3D glass sculptures, and garments made with fibers that change shape to become warmer when the temperature drops.
“Everything we do is human-centered design,” Newman emphasizes. “That's fundamental to our vision, our mission and our shared values. It's really important that we make sure that our inventions and our ideas are shared and have impact as widely as possible. That's when we know we've gotten it right.”