270 ANNUAL REPORT SMITHSONIAN INSTITUTION, 1944 
Upon the airplane designer will fall the burden of combining into 
a working proposition the contributions of all his collaborators. He 
will need to provide for pressurized cabins, ice-free surfaces, and 
the many indispensable aids to control, navigation, take-off, and 
landing. 
To the user the prospects are such that he should spare no pains in 
encouraging the research worker and the engineer in their difficult 
tasks. He must support them to the full in obtaining the resources, 
in men and material, which will be essential for solving their prob- 
lems. And he must contribute, as a member of the team, the opera- 
tional information that will guide their efforts at all stages. 
The experimental resources that such work demands are large. 
They must be generously planned to provide the greatest possible 
scope and flexibility. It will take time to devise and to create them, 
and during this time we shall inevitably meet further difficulties whose 
exact nature we cannot yet foresee. We may be confident in our ability 
to adapt and to improvise, but we must ensure that the basic equip- 
ment is on an adequate scale. 
THE MANAGEMENT OF RESEARCH FOR AERONAUTICS 
I have left until last such remarks as I have to make on an aspect 
of planning research for aeronautics to which you may feel I should 
have paid more attention—namely, the organization and management 
of the work on the scale that the scope and complexity of the prob- 
lems demand. In what I said earlier I have emphasized my belief 
in the value of the independent small team of workers, who necessarily 
work on a small scale with relatively small equipment, and on one 
or at most a few problems. But we must recognize, perhaps reluc- 
tantly, that we have problems to solve which cannot be handled suc- 
cessfully in that way. 
It is not merely the large size and complexity of the equipment 
required which forces us to face the task of managing large research 
undertakings. It is rather that the many problems we must attack 
are interdependent, and that success in dealing with them depends 
on assembling and coordinating the efforts not only of a team but 
of many teams of workers. As in any large undertaking we have to 
break the work down into parts. Each part is the primary responsi- 
bility of a group of specialists under a leader. But the parts must 
be welded into a whole, and in this welding lies the problem of 
management. 
I believe that the problem is best approached not from the top but 
from the bottom—from the point of view of the individual member of a 
team. What does he need in order that he may do the best that is in 
him? In my experience, he needs the following: 
