Technical b r Report - International Military Testing Association

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So, you see, the solutlon to the problem is clearly in the hands of
management.
Now, being in research I cannot help but come forward with not one but
several approaches for solution.
The problem is not easy to solve: there are cany levels of competencies
as well as many specialties in the research function just as, in production
facility, one will find a variety of competencies and specialties within the
work force. In the research function, for example, there are personnel who
work well in fundamental research problems but who, perhaps, are Impractical
In the broad field of applied research. The converse is axiomatic. The
Department of Defense RDTLE structure speaks to such specialties in the functional
terms of: -
6.1 Fundamental research
6.2 Exploratory development
6.3 Advanced development
6.4 Engineering development
6.5 ?lanagement and support, and
6.6 Operational Systems development,
recognizing the unique facets of research and development. It seems to me
that management should recognize, if not the categories, &en certainly the
functions of .the several types of research programs.
Glenn Bryan, in a published article entitled “The Role of Basic Research
in the Total RLD Process”, in the January.1973 issue of Research Yanagement,
conceptualizes a series of models which address the enigma of placement of the
various types of research into an organization.
ALlong the node18 arc several organizational ones with which we are
familiar. First, he depicts.3 “Linear Production Xodel” which, for my
purposes today, adapts the DOD research functions into a production scheme.
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