W. Henry Lambright – författare

How do science and technology issues become important to a particular presidency? Which issues gain priority? How? Why? What is the role of the presidency in the adoption of national policies affecting science and technology? In their implementation? How does the presidency try to curtail certain programs? Eliminate others? Or rescue programs Congress might seek to terminate? How does implementation vary between a president's own program and one that is inherited? Such are the questions raised in this book, one of the first to address the relationship between scientists, few of whom have political backgrounds, and presidents, few of whom are knowledgeable in matters of science and technology. Drawing on extensive research performed at the Lyndon B. Johnson Library in Austin, Texas, and the National Archives in Washington, as well as on secondary sources and interviews, W. Henry Lambright describes, discusses, and analyzes this relationship and shows how one presidency set its agenda, adopted, implemented, and curtailed or eliminated science and technology programs. Twenty-four case studies of specific decision processes occurring in the era of Lyndon Johnson anchor the book in the world of real events. Some programs adopted under Johnson are now all but forgotten, such as the Manned Orbiting Laboratory, nuclear desalting, and electronic barrier. The effects of many more, initiated, maintained, or enlarged under LBJ, lasted far beyond his administration. These include environmental pollution control, Project Apollo, and the application of Agent Orange in Vietnam. Finally, there are those that were redirected, placed on hold, or terminated under Johnson, such as the supersonic transport, antiballistic missile, and Project Mohole. In this important book, Lambright has provided a framework for analyzing how the presidency as an institution deals with such issues, and he has established a strong foundation on which all future students of presidential policy management can build.

Technology and U.S. global competitiveness is a major concern today, and yet there is no study that surveys the key issues describing federal and state policies in the United States. What new technologies are likely to increase our national productivity and international competitiveness in the future? Editors Lambright and Rahm have gathered together a group of experts to provide varying perspectives and recommendations for students, scholars, experts, and policymakers to consider.The edited collection describes federal and state programs, institutions, and changing policy issues given the new world order of technology and competitiveness. Part I analyzes federal competitiveness policy, the decontrolling of technology transfer, the role of the National Institute of Standards and Technology, and the emerging role of the Department of Defense in Technology Transfer. Part II covers turbulent state programs in the 1990s, state space technology programs, and basic research and development. Part III deals with recent theoretical and organizational approaches to U.S. technology policy, changing international relations and U.S.-Japanese competitiveness, and corporate culture in small high tech firms.

When President Kennedy issued his well-known challenge to reach the moon and return safely before the end of the 1960s, the immediate responsibility for undertaking the task fell to 54-year-old NASA director James E. Webb. Eight years later, when the Apollo II spacecraft splashed down safely in the Pacific and the screens in NASA's Mission Control at Houston flashed the words "Task Accomplished", it was Webb who deserved much of the credit. In powering Apollo, W. Henry Lambright explores Webb's leadership role in NASA's spectacular success -- success that is rare in ambitious government policies and programs. A North Carolina native and Congressional staff member, Jim Webb had served in Congress, worked in the Truman administration, and risen to high office in the defense and energy industries by 1961 when Kennedy named him to head the new National Aeronautics and Space Administration. Examining Webb's role as both Washington insider and government program director, Lambright probes the skills and experience that equipped him to handle his enormous responsibilities.He also shows how Webb's performance reflected important changes in twentieth century public life, including the concentration of political power in Washington; expansion of the federal bureaucracy; the rise of big science; and visions of cooperation among government, industry, and higher education.

Mars has captured the human imagination for decades. Since NASA's establishment in 1958, the space agency has looked to Mars as a compelling prize, the one place, beyond the Moon, where robotic and human exploration could converge. Remarkably successful with its roaming multi-billion-dollar robot, Curiosity, NASA's Mars program represents one of the agency's greatest achievements. Why Mars analyzes the history of the robotic Mars exploration program from its origins to today. W. Henry Lambright examines the politics and policies behind NASA's multi-decade quest, illuminating the roles of key individuals and institutions, along with their triumphs and defeats. Lambright outlines the ebbs and flows of policy evolution, focusing on critical points of change and factors that spurred strategic reorientation. He explains Mars exploration as a striking example of "big science" and describes the ways a powerful advocacy coalition-composed of NASA decision makers, the Jet Propulsion Laboratory, the Mars academic science community, and many others-has influenced governmental decisions on Mars exploration, making it, at times, a national priority.The quest for Mars stretches over many years and involves billions of dollars. What does it take to mount and give coherence to a multi-mission, big science program? How do advocates and decision makers maintain goals and adapt their programs in the face of opposition and budgetary stringency? Where do they succeed in their strategies? Where do they fall short? Lambright's insightful book suggests that from Mars exploration we can learn lessons that apply to other large-scale national endeavors in science and technology.

Today, there exists an integrated, large-scale satellite system to track sea-level rise, its speed, causes, and impacts. Building it was a struggle every step of the way. It was the most vivid and potentially consequential program within NASA’s larger Earth Science directorate. How did it happen? Who did what? Why? This book seeks to answer such questions. It goes back to the origins of NASA’s interest in the oceans in the 1960s and first true ocean satellite, Seasat, in 1978. After three months of operation, Seasat failed. But before it did, it showed how much satellites could tell about the ocean’s dynamics. In many ways, sea-level rise is the clearest and most understandable result of a warming planet.

Today, there exists an integrated, large-scale satellite system to track sea-level rise, its speed, causes, and impacts. Building it was a struggle every step of the way. It was the most vivid and potentially consequential program within NASA’s larger Earth Science directorate. How did it happen? Who did what? Why? This book seeks to answer such questions. It goes back to the origins of NASA’s interest in the oceans in the 1960s and first true ocean satellite, Seasat, in 1978. After three months of operation, Seasat failed. But before it did, it showed how much satellites could tell about the ocean’s dynamics. In many ways, sea-level rise is the clearest and most understandable result of a warming planet.