This often- slighted function cannot be overemphasized in importance 

 in geophysical work. The last, maintenance, is a joint problem for a 

 centralized facility and field personnel properly trained in the operation 

 and maintenance of equipment. 



If full advantage is to be taken of the potential for improvement of 

 measurement and analysis techniques that exists within the Office, 

 greater opportunity must be made for the exploration and development 

 of instrumentation ideas generated by employees of the Office. Usually 

 these ideas result from recognition of a need and are accompanied by 

 a strong, creative motive. It is difficult to transfer the ideas to others 

 for further development and almost impossible to convey the essential 

 motivation. How to obtain the advantages of centralized facilities and 

 skills without obstructing initiative and creativity is a problem that 

 confronts every technical organization. 



A pattern is evident within established, progressive organizations: 

 Generally, after a period of experimentation with different degrees of 

 centralization, laboratories establish centralized facilities for engineer- 

 ing new instruments or components, calibrating and testing instruments, 

 preparing drawings and specifications, and for providing related con- 

 sultation and other services, but retain throughout the organization 

 appropriate laboratory space and facilities for the exploration and ini^ 

 tial development of ideas and for testing and becoming acquainted with 

 components. 



In most scientific work the selection, modification, maintenance, and 

 use of instrumentation are so intimately tied to the rest of the work 

 that separation of these responsibilities inevitably dilutes the effective- 

 ness of the overall scientific effort. On the other hand, very often the 

 investigating scientist has neither the capability nor the time to conduct 

 full-time instrument development. In the Hydrographic Office, as in 

 other organizations, ideas for improvements originate in both the 

 scientific units and the engineering units. Avenues for developing 

 these ideas include the following: (1) by the originating investigator, 

 (2) by the originating instrumentation engineer, (3) by the scientist 

 assisted by an instrument technician or engineer, (4) by the engineer 

 with access to consultation with scientist users, and (5) by private 

 firms under contracts originated and monitored by the originating 

 scientific unit or by the instrumentation component. 



It is the recommendation of this Committee, after considerable 

 study and discussion, that use of all of these avenues for improvement 

 of the technical capabilities of this Office be encouraged, and that it be 

 left to management decision, with advice from the Director, Instru- 



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