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A New View of Technical Management here is an interesting confluence developing between the intellectual theorists studying the nature of scientific thought and the practical realists dictating policies for industrial research and development. I t would appear that the voice of experience is now forcing industry to practice R&D in a way that conforms to the conclusions being tentatively reached by sociologists and psychologists examining the basic nature of man. Over the past several years, a few thinkers have been saying that need is the cause of action-that scientific and technical advances result most often from the pressures of the profit motive, war, or the drive toward national goals such as space supremacy. A far less effective drive is any abstract goal such as undirected scientific inquiry, the pursuit of truth, or other forms of intellectual fulfillment. To many scientists and engineers, particularly the former, such thoughts are close to heresy. Even in terms of the federal funding of research, including applied research, statements of this kind raise serious questions relative to purposes and effectiveness. But they are well documented and have not been rebutted except in isolated cases. Industrial technical activities, on the other hand, have progressed through several types of organization and several levels of understanding. When industry first began to employ significant numbers of scientists, it ran headlong into some firmly ensconced tenets of the scientific ethic-that the creative process was a tender bud easily crushed by attempts to direct it to profit motives and corporate lines of endeavor, that scientists and engineers could not be fruitful under the same rules and restraints applied to other segments of the organization, that research and development could not be made subject to the “accountants’ mentality” that dominates much of industry. I n large measure, industrial executives have adjusted their control system for technical functions to accommodate these attitudes. But more and more they are concerned about the declining rate of generation of profitable new ideas and are casting sterner and sterner looks at the R&D establishment. I n effect, therefore, industry has by experience found a way to produce in the scientist and engineer the stimulus which the intellectuals on another plane of thought have found essential to technical progress. The device is not fully understood, any more than is the reason why free scientific thought should be so much less effective than driven scientific thought. Many questions remain, such as the effect of size on the entrepreneurial attitude, the role of creative free thinkers, the creative process itself, and many others. The general trend seems well established, though the specifics are not. Nonetheless, the technical community now has an opportunity, through this merging of theory and experience, to build an integrated view of itself that will unite its segments-the academic, the industrial, the federal-in a structure that will also relate to the rest of society.
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