Aerospace Engineers From The United States

"The conclusions of most good operations research studies are obvious."

"The ideal system engineer is an engineer thoroughly versed in his field but conversant with and knowledgeable of other fields. You have to have the capability and desire to become a 'six-month expert'... You've got to want to become a generalist, too."

"Scientists possess healthy skepticism. They realize that you've got to know the answer before you measure it."

"Mathematicians are there to find the constraints and to eliminate those things that aren't constraints... I know this will surprise many of you, but they are useful!"

"The purpose and real value of systems engineering is... to keep going around the loop; find inadequacies and make improvements."

"Everyone knows what engineering is. All that's left is to define systems, and I'm not fool enough to do that."

"Sometimes it is more difficult to formulate the criterion for a problem than to state the question itself."

"[There is a] basic problem … of building a mathematical model of thought processes, and in particular of those aspects of thought which are concerned with information and decision processes. The perceptron is one type of model -- a set of memory devices connected in random fashion-- which has not yet achieved useful results but certainly seems to be a promising approach. The self-adaptive feedback control system which goes beyond the normal servo function of controlling its output, and in addition controls the parameters by which it controls its output is another which has already achieved pragmatic results in equipment control. It may be that the question of self-adaptation is a key to the whole question of how the human functions in a decisioning situation. For in many cases the ability of the human mind to adapt itself to a changing and complex environment is beyond our present aims in model construction."

"We assert that it is possible to describe analytically any human function which can be reasonably defined in objective terms and we specifically include in such functions "thinking" insofar as that term is definable. If by "thinking" one means being able to do arithmetic, or play a good game of chess, or learn from experience, or make optimal decisions in exceedingly complex situations, then we assert that thinking can be described analytically. And there are two important corollaries: if It can be described analytically, it can be simulated; and if it can be simulated, it can be performed mechanically."

"We have discovered in this past decade that thinking, and decision, are not solely the province of the metaphysicist, but are appropriate subjects for scientific inquiry."

"At this time it is difficult to put one's finger on any single contribution in the decade 1950 - 1960 which is comparable to those above, and yet progress has probably been even greater. From the point of view of an educator, one cannot overlook the wide distribution which has been given to these ideas. There has been remarkable progress from analysis to synthesis, always a sign of maturity in a field of analytic endeavour. There has been consolidation, for example in the establishment of a more rigorous basis for information theory; there has been unification, for example in the demonstration of the formal similarity between game theory and ; there has been application to mathematically more difficult situations, for example nonlinear servo systems and information channels with memory; there has been implementation, as in commercially available computers which by any reasonable measure are hun- dreds of times more powerful than the primitive devices of 1950; there has been de-limitation of the boundaries of many of these fields."

"In April of 1959, ten of this country's leading scholars forgathered on the campus of Purdue University to discuss the nature of information and the nature of decision... What interests do these men have in common?... To answer these questions it is necessary to view the changing aspect of the scientific approach to epistemology, and the striking progress which has been wrought in the very recent past. The decade from 1940 to 1950 witnessed the operation of the first stored- program digital computer. The concept of information was quantified, and mathematical theories were developed for communication (Shannon) and decision (Wald). Known mathematical techniques were applied to new and important fields, as the techniques of complex- variable theory to the analysis of feedback systems and the techniques of matrix theory to the analysis of systems under multiple linear constraints. The word "cybernetics" was coined, and with it came the realization of the many analogies between control and communication in men and in automata. New terms like "operations research" and "system engineering" were introduced; despite their occasional use by charlatans, they have signified enormous progress in the solution of exceedingly complex problems, through the application of quantitative ness and objectivity."

"[This set of inputs [can be defined] as 1) input which is always the same or is of many types, 2) input which occurs periodically (or very infrequently), and 3) input which does or does not seek to destroy the system. Their rationale for developing the classification was to aid in the definition of steps to be followed in order to find the] solution of the problem of a large-scale or complex system."

"[Systems should be classified] on the basis of the types of inputs with which they must cope."

"There are four distinct bases on which a system-design book might be organized. First are the chronological phases through which the system-design effort passes, such as organization and preliminary design. Second are the logical steps such as analysis of the single thread (operation on a single input) and high traffic (methods of handling multiplex inputs). Third are the parts of the system, such as communications and displays. Fourth are the tools of system design, such as information theory and queueing theory."

"A new concept and a new method were needed. The concept from the engineering standpoint is the evolution of the engineering scientist, i.e., the scientific generalist who maintains a broad outlook. The method is that of the team approach. On large-scale-system problems, teams of scientists and engineers, generalists as well as specialists, exert their joint efforts to find a solution and physically realize it. We are led to the concept of the system-design team, a small group of engineers or scientists, to lead a large project and organize the system effort. Such men have been variously called engineering scientists, system engineers, system analysts, or large-scale-system designers. The technique has been variously called the systems approach or the team development method. It is toward this man and his teammates that these discussions are directed. With the realization that not enough can be learned in all the required fields to make him a specialist, enough is introduced to make him aware of the language and problems of the specialist. This generalist is a new quantity in the engineering world, and his education must be begun."

"The lack of formal definition does not prevent us from noting the characteristics which are frequently present in large scale systems. Each such system has a certain integrity. It may or may not be rigidly controlled from some central point, but in every case, all the parts of the system have some common purpose; in some sense, they all contribute to the production of a single set of optimum outputs from the given set of inputs, with respect to some appropriate measure of effectiveness."

"The fellow who is able to get the grants and contracts is the fellow who gets the doctoral students. Each student publishes two or three papers on his thesis, in each of which he cites his professor's work. Then he goes on and does his own subsequent work, in which, of course, he cites those thesis papers which were coauthorised by his professor."

"There comes a time when one must stop suggesting and evaluating new solutions, and get on with the job of analyzing and implementing one pretty good solution."

"I had professor Machol at Kellogg in 1985 for Operations. Professor Machol was intimidating. Rumor around the class was that he had been in charge of logistics for the U.S. Navy in the Pacific theatre during WWII. He was teaching EOQ modeling in one early class, leading me to pose a question, ‘Professor Machol, would it not make sense to do … for the sake of consistency’. His reply is oh so memorable almost 40 years ago.. “Mr. Clark, consistency is the bugaboo of small minds” (ouch!). No doubt relative to this giant, my mind was and remains small indeed!"

"Management has a design and operation function, as does engineering. The design is usually done under the heading of organization. It should be noted first that the performance of a group of people is a strong function of the capabilities of the individuals and a rather weak function of the way they are organized. That is, good people do a fairly good job under almost any organization and a somewhat better one when the organization is good. Poor talent does a poor job with a bad organization, but it is still a poor job no matter what the organization. Repeated reorganizations are noted in groups of individuals poorly suited to their function, though no amount of good organization will give good performance. The best architectural design fails with poor bricks and mortar. But the payoff from good organization with good people is worthwhile."

"Long before the moon mission, I had told NASA that Apollo 8 would be my last flight. It was a decision reached after a long talk with Susan, although the decision was strictly mine."

"This must be what God sees. I was absolutely awestruck, not so much at what we had accomplished but at what made the accomplishment possible. A machine produced by more than three hundred thousand Americans was circling the moon with three human beings aboard for the first time in history."

"There was one more impression we wanted to transmit: our feeling of closeness to the Creator of all things. This was Christmas Eve, December 24, 1968, and I handed Jim and Bill their lines from the Holy Scriptures."

"The Earth was the only thing in the world — in the universe — that had any color. Everything else was black and white but the earth was beautiful blue and white and brownish continents. That was the most impressive sight for me of the entire flight."

"A superior pilot uses his superior judgment to avoid situations which require the use of his superior skill."

"Capitalism without bankruptcy is like Christianity without hell."

"Give us, O God, the vision which can see Your love in the world in spite of human failure. Give us the faith to trust Your goodness in spite of our ignorance and weakness. Give us the knowledge that we may continue to pray with understanding hearts. And show us what each one of us can do to set forward the coming of the day of universal peace."

""God called the dry land Earth; and the gathering together of the waters called he Seas: and God saw that it was good." And from the crew of Apollo 8, we close with good night, good luck, a Merry Christmas, and God bless all of you — all of you on the good Earth."

"When you're finally up at the moon looking back on earth, all those differences and nationalistic traits are pretty well going to blend, and you're going to get a concept that maybe this really is one world and why the hell can't we learn to live together like decent people."

"Borman had a Tolstoy quotation on a wall in his office: "The only legitimate happiness is honest hard work and the surmounting of obstacles.""

"US forces were having no luck finding and destroying Iraqi Scud surface-to-surface missiles before they could be launched at Israel and elsewhere. So it was with welcome surprise that Colin Powell, then Chairman of the Joint Chiefs, learned that Gen. Norman Schwarzkopf had told the press that several Scuds had been located and destroyed on their launchers. Before Powell had time to rejoice, though, his intelligence chief warned that an imagery analyst on Schwarzkopf’s own staff had concluded that what had been destroyed were not Scuds but oil tanker trucks. Powell called Schwarzkopf at once, but Schwarzkopf badmouthed the imagery analyst and delivered himself of such a rich string of expletives that Powell decided to let the story stand–a decision he regretted the next day when CNN showed photos of the destroyed Jordanian oil tankers."

"A professional soldier understands that war means killing people, war means maiming people, war means families left without fathers and mothers. All you have to do is hold your first dying soldier in your arms, and have that terribly futile feeling that his life is flowing out and you can’t do anything about it. Then you understand the horror of war. Any soldier worth his salt should be anti-war. And still there are things worth fighting for."

"As far as Saddam Hussein being a great military strategist: He is neither a strategist, nor is he schooled in the operational art, nor is he a tactician, nor is he a general, nor is he a soldier. Other than that, he's a great military man."

"It doesn't take a hero to order men into battle. It takes a hero to be one of those men who goes into battle."

"Do what is right, not what you think the high headquarters wants or what you think will make you look good."

"True courage is being afraid, and going ahead and doing your job."

"I believe that forgiving them is God's function. Our job is to arrange the meeting."

"When placed in command — take charge."

"The truth of the matter is that you always know the right thing to do. The hard part is doing it."

"Frankly, any man that doesn't cry scares me a little bit. I don't think I would like a man who was incapable of enough emotion to get tears in his eyes every now and then. That type of person scares me. That's not a human being."

"At Newark airport, I climbed into a taxi. Wearing my uniform with all my ribbons and my Vietnamese airborne beret, I kept waiting for the driving to make a big fuss and exclaim "Hey! You're just back from Vietnam, aren't you!" Nothing. So I fed him hints like, "Gee, I haven't seen Newark for a while." But he dropped me at my mother's place with scarcely a word... I was pretty disoriented. I couldn't think about anything but Vietnam. The war was all over the newspapers, but people seemed not to care. Even when Mom introduced me to a few of her friends, they only said things like, "Well, I guess now you'll be able to get on with your life." No one wanted to know about Vietnam: the public wasn't caught up in the war, not at all like the spirit I remembered from my boyhood, during World War II. After two days I wanted to run through the streets yelling, "Hey! In Vietnam people are dying! Americans are dying! How can you act like nothing is happening?""

"I had to be a complete son of a bitch to get any results, which often entailed losing my temper five or six times in a day. Being calm and reasonable just didn't work. For one thing the antiwar protests were mounting in the United States and a lot of our draftees knew they'd been sent to an unpopular war and didn't want to fight. Then there was the Army's policy of keeping Vietnam tours to one year, which meant a constant stream of raw recruits and a constant exodus of experienced men. When these new kids arrived, they'd immediately be exposed to a bogus combat-veteran culture that was in reality no more than an accumulation of bad habits. Some other troops would tell them: "Forget that crap you learned in basic training. This is how we do it around here. This is the real thing.""

"My view of the Vietcong never changed. I saw them as opportunistic brigands who with guns and encouragement from the North Vietnamese oppressed the peasants, stole their money and crops, and bullied them into cooperation. I'd have loved to fight a full-scale battle against the Phantom 48th. We had a competent battalion staff and I was quite confident we could have outmaneuvered and destroyed them. But the war had degenerated by then into piecemeal engagements that played to our weaknesses: our shortage of capable junior officers and NCOS, and our draftees' reluctance to fight."

"Three black soldiers stopped me in the hallway. "Colonel, we saw what you did for the brother out there," one said. "We'll never forget that, and we'll make sure that all the other brothers in the battalion know what you did." I was stunned. It hadn't registered on me until that moment that the kid in the minefield was black."

"I took the red-eye out of San Francisco to Baltimore/Washington International Airport on Thursday, July 23, 1970. As we made our final approach early on Friday morning, we flew straight into a thunderstorm. Wind buffeted the plane, lightning flashed, and just as we reached the runway I watched the right wing outside my window dip sickeningly toward the ground. "Great," I thought, "Ive survived two tours in Vietnam and I'm gonna crash here in front of my wife.""

"That summer of 1970, the Army War College issued a scathing report- commissioned by General William Westmoreland, who was now chief of staff- that explained a great deal of what we're seeing. Based on a confidential survey of 415 officers, the report blasted the Army for rewarding the wrong people. It described how the system had been subverted to condone selfish behavior and tolerate incompetent commanders who sacrificed their subordinates and distorted facts to get ahead. It criticized the Army's obsession with meaningless statistics and was especially damning on the subject of body counts in Vietnam. A young captain had told the investigators a sickening story: he'd been under so much pressure from headquarters to boost his numbers that he'd nearly gotten into a fistfight with a South Vietnamese officer over whose unit would take credit for various enemy body parts. Many officers admitted they had simply inflated their reports to placate headquarters."

"The increasing pressure to launch the ground war early was making me crazy. I could guess what was going on figured Cheney and Powell were caught in the middle. There had to be a contingent of hawks in Washington who did not want to stop until we'd punished Saddam. We'd been bombing Iraq for more than a month, but that wasn't good enough. These were guys who'd seen John Wayne in The Green Beret, they'd seen Rambo, they'd seen Patton, and it was easy for them to pound their desks and say, "By God, we've got to go in there and kick ass! Gotta punish that son of a bitch!" Of course, none of them was going to get shot at. None of them would have to answer to the mothers and fathers of dead soldiers and Marines."

"I detest the term "friendly fire." Once a bullet leaves a muzzle or a rocket leaves an airplane, it is not friendly to anyone. Unfortunately, fratricide has been around since the beginning of war. The very chaotic nature of the battlefield, where quick decisions make the difference between life and death, has resulted in numerous incidents of troops being killed by their own fires in every war this nation has ever fought. Even at the National Training Center, where "kills" are simulated by lasers and computers, incidents of fratricide are observed. This does not make them acceptable. Not even one such avoidable death should ever be considered acceptable."

"The exact words from the citation of a Medal of Honor recipient state: "For conspicious gallantry and intrepidity, at the risk of life above and beyond the call of duty." Those last words are particularly meaningful: "above and beyond the call of duty." Duty. Robert E. Lee used that word in explaining why he had to leave the Union Army and go into the Confederate Army. He said, "Duty is the sublimest word of them all." Lee was a graduate of the United States Military Academy at West Point, the institution I also attended. Its motto is "Duty, Honor, Country.""