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part, national preparation to satisfy domestic energy needs and, in 

 part, national protectiveness for domestic industries and for a 

 competitive position as an eventual supplier of fusion plant 

 equipment. This policy constraint gives rise to the question of 

 technology transfer in the implementation of cooperative programs. 



If it is true that national research and development budgets are 

 tight and that international cooperation is seen as a way to share 

 costs and maintain comprehensive programs, then it is also true that 

 the funds available for international cooperation are not unlimited. 

 And the funds that are contributed from national programs to 

 international cooperation will be, at least in part, at the sacrifice 

 of some elements of the national programs. 



Preserving National Program Prestige 



There is a similar reluctance to give up national prestige that comes 

 from successful technical and professional competition. It is a 

 natural instinct of project managers, laboratory directors, and 

 government program officers to seek to maintain and extend world 

 leadership. These instincts are reinforced by the prospect that 

 national objectives may be in some sense endangered by giving up 

 certain program management authority. However, there can be no 

 international cooperation without some financial cost and some 

 surrendering of national control to the joint enterprise. 



Safeguarding National Security 



A policy constraint that must be taken into account is to avoid 

 impairment of national security through disclosure of militarily 

 useful technology to potential adversaries. The degree of constraint 

 will depend principally on the way that the question of technology 

 transfer is perceived and handled in the implementation. The 

 committee does not suggest that national security imposes serious 

 limitations on international cooperation in fusion with the Western 

 countries; rather, the topic is included here for completeness and is 

 discussed more fully in the chapter on implementation. 



PERCEPTIONS OF INCENTIVES AND CONSTRAINTS 

 BY VARIOUS U.S. GROUPS 



There are diverse perceptions of the incentives and constraints for 

 international cooperation in fusion among the senior technical leaders 

 in the U.S. program, government program administrators, high-ranking 

 administration officials, Congressional oversight and appropriation 

 committees, manufacturing industries as suppliers, and electric 

 utilities as users. (See Appendix B.) 



