92 smithsonian miscellaneous collections vol. i07 



Techniques 



The Board utilized a series of techniques for answering questions 

 and for promotion. These were directed almost entirely to Wash- 

 ington relationships. Several other techniques were proposed and dis- 

 cussed but never tried out. These referred largely to establishing 

 relations with academic institutions and scholars, and to gathering 

 information. In other words, the techniques most closely concerned 

 with the problem of building up a research stock pile were never 

 advanced. 



I. EXTRA-WASHINGTON PROMOTION 



The Board was well aware of its deficiency in keeping in touch 

 with research institutions and scholars. At each Board meeting new 

 techniques were discussed which involved either more personal, direct 

 contacts, or more indirect publicity. 



The Director and his immediate staff were obviously so occupied in 

 Washington that they could not pay visits to the universities. An 

 additional staff member was recommended but none could be found. 

 The Chairman was authorized both to spend more time in Washington 

 keeping in touch with the Sponsors and their committees and to devote 

 more time to visiting leading research centers. The Chairman, how- 

 ever, was already so occupied with other Washington duties that his 

 university was wondering whether he worked for them or not. Other 

 obligations also kept the Board members from assuming the respon- 

 sibility of establishing academic contacts. Various proposals for in- 

 creasing the number of consultants, organizing a committee of col- 

 laborators, or establishing formal liaison with research institutions 

 were all tabled without being seriously considered. Research grants 

 were denied by policy. 



In fact, every proposal that involved increasing the size of the 

 Board in any way was unfavorably received. This was due to the fear 

 both that the organization might become too cumbersome to be effec- 

 tive, and that any increase might convey an impression of permanence 

 and stability beyond the Sponsors' mandate. However justified these 

 fears, a review of the Board's activities shows clearly that the only 

 effective assistance from extra-Washington sources came through 

 personal connections. Yale cooperated most effectively because of the 

 presence of a Board member, a consultant, and a research consultant. 

 Next in order were Columbia (the Director's employer), California 

 (the Director's alma mater), Michigan (the Chairman's employer), 

 and the Chicago Natural History Museum (the Director's former 

 employer) . 



