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We can see from Fig. 10.6 that three leads go to each half of the coil windings and that the coil windings are connected in pairs. If you just picked this stepper motor and didn t know anything about it, the simplest way to analyze it would be to check the electrical resistance between the leads. By making a table of the wire colors and resistances measured between the leads you would quickly find which wires were connected to which coils. (In some cases a unipolar stepper motor will only have five wires coming out of it. In this case the center taps of the coils are wired together.) The motor we are using has a 110-ohm resistance between the center tap wire and each end lead and a 220-ohm resistance between the two end leads. A wire from each of the separate coils will show an infinitely high resistance (no connection) between them. Armed with this information you can just about tackle any six-wire stepper motor you come across. The stepper motor we are using rotates 1.8 degrees per step.

UCN-5804

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and get it back next year probably became management s view of things. The professor goes on to point out that we re far more sensitive to changes that are instantaneous than to those that are gradual. His point is that the human species is far more programmed to deal with predators and enemies in the Pleistocene Age than with twenty-first-century challenges. The financial crisis was indeed instantaneous. Piers Steel, an assistant professor in human resources and organizational dynamics at Canada s University of Calgary, also has some insights about procrastination. His feeling is that the reason we procrastinate may be more about confidence than about perfectionism. Essentially, procrastinators have less confidence in themselves, less expectancy that they can actually complete a task, Steel said in a University of Calgary news release. Perfectionism is not the culprit, he continued. In fact, perfectionists procrastinate less, but they worry about it more. Steel reviewed procrastination research from scholarly books, conferences, journals, and other sources. His analysis appeared in the January 2007 edition of the American Psychological Association s Psychological Bulletin. Procrastination has been around ever since civilization began and does not appear to be disappearing anytime soon, wrote Steel.

Figure 10.7 is a schematic pin-out of the UCN-5804. This integrated circuit (IC) is designed to control and drive a four-phase unipolar stepper motor, such as the one we are using. Features of the UCN-5804 are as follows: 1.25-ampere (A) maximum output current (continuous) 35-volt (35V) output sustaining voltage Full-step and half-step outputs Output enable and direction control Internal clamp diodes Power-on reset Internal thermal shutdown circuitry The IC has a continuous output rating of 1.25 A per phase at a maximum voltage of 35 V. This is more than enough power to run our 12V stepper motor. The current required per phase (12 V/110 ohms 0.11 A) is about one-tenth of an ampere. The UCN-5804 internal logic sequences its output pins in time with a square wave pulse delivered to pin 11. Each square wave pulse (high to low transition) delivered to this pin increments the stepper motor sequence. When you reach the end of your table, the sequence repeats starting from the top of the table. To reverse the stepper motor direction, start the sequence from the bottom and work toward the top. Pin 15 is the output enable. When this pin is held high, all outputs on the IC are disabled (off). If this function isn t required by your circuit or system, this pin should be tied to ground (low).

a On b On c On d On Output pins of UCN-5804 (see Fig. 10.7)

a On On On b On On On c On On On d On On On Output pins of UCN-5804

The antidote for the way we are wired against risk is a heavy dose of reality from an outside observer and a willingness to have an open mind. The biggest problem you ll face is a decision in which people are already invested. This brings to mind a meeting we had with a large company that was about to embark on what we considered an ill-conceived multimillion-dollar assortment of new products. After a presentation on why this line of products was likely to fail, the vice chairman appeared to be convinced that we were right. He looked at us and said, Where were you a year ago, when we presented all this to the board While the problems were obvious, the launch of these products went forward. There was too much ego invested. By the way, as predicted, the products all failed. It cost the company a fortune, but it gave me a great story to tell. Let s move on to obvious solutions that also are often hard to sell.

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