Conclusion
The ANP program is an example of the leaders failing to lead. In
this case it wasn't a matter of removing the snake's head. This time
there were too many heads all trying to control something. The
official government report of 1963 reviewed the program: "we do not
believe that a research and development effort of the complexity and
magnitude of the Aircraft Nuclear Propulsion Program can reach its
goal in an effective and efficient manner unless a certain degree of
stability in objectives is accorded to the program."[56] The politicians wanted to be in on
everything, and they tried to control things better left to the
experts, much like what they did with the Vietnam war, which took
place only slightly later. Herbert York wrote:
The politicians persisted in concerning themselves with
how to go about developing the power plant for a nuclear aircraft, In
particular, they tried to insist on a particular sequence of
developmental steps (all of which would be, to be sure, ultimately
necessary). The result was a mess, and the nuclear airplane was never
built.[57]
The technicians and scientists did their best to succeed with the
ANP program, and they did make a great deal of technological progress.
However, without guidance their efforts were too spread out. The blame
for the failure of the ANP program cannot rest with the technology, it
belongs to the politicians and the military. "While technical
objectives have been generally met by the contractors, there are
apparently no firm military requirements set by the Joint Chiefs of
Staff."[58]
The ANP program resembles in many ways the World War II German
atomic bomb effort. There wasn't enough leadership, and what was there
was indecisive. There were too many different development efforts
competing for the available resources. Both projects made significant
advances in their field, but both were too broad and shallow. If
either project had been given better direction early in their lives
then the odds are they would have succeeded. As it happened both
projects came close, but failed in the end. Perhaps it is a recurring
symptom which must be guarded against. We have to make sure that the
politicians and leaders set sound goals for new programs while leaving
the actual development work to the experts. If we don't, then we may
repeat these events yet again. Remember the ANP project cost a good
deal of money, but the German bomb effort may have cost them the
war.
Near the end of the ANP program Herbert York stepped in and tried
to reorganize the project. But it was too little and too late to save
the program. The damage had already been done. All the years of cost
overruns and disorganization had made the program seem to be a waste
of time and money, at least in the eyes of President Kennedy and his
staff, and those were the people who really mattered.
It has been said that the cancellation was partially due to the
development of accurate missiles, or due to ecological protests which
at the time were also plaguing the B-70 and SST programs. Surely these
played a part, but the majority of the blame lies with the
mismanagement of the program.
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