Pale Blue Dot - Carl Sagan [94]
The first law of bureaucracy is to guarantee its own continuance. Left to its own devices, without clear instructions from above, NASA gradually devolved into a program that would maintain profits, jobs, and perquisites. Pork-barrel politics, with Congress playing a leading role, became an increasingly powerful force in the design and execution of missions and long-term goals. The bureaucracy ossified. NASA lost its way.
On July 20, 1989, the twentieth anniversary of the Apollo 11 landing on the Moon, President George Bush announced a long-term direction for the U.S. space program. Called the Space Exploration Initiative (SEI), it proposed a sequence of goals including a U.S. space station, a return of humans to the Moon, and the first landing of humans on Mars. In a later statement, Mr. Bush set 2019 as the target date for the first footfall on that planet.
And yet the Space Exploration Initiative, despite clear direction from the top, foundered. Four years after it was mandated, it did not even have a NASA office dedicated to it. Small and inexpensive lunar robotic missions—that otherwise might well have been approved—were canceled by Congress because of guilt by association with SEI. What went wrong?
One problem was the timescale. SEI extended five or so presidential terms of office into the future (taking the average presidency as one and a half terms). That makes it easy for a president to attempt to commit his successors, but leaves in considerable doubt how reliable such a commitment might be. SEI contrasted dramatically with the Apollo program—which, it might have been conjectured at the time it began, could have triumphed when President Kennedy or his immediate political heir was still in office.
Second, there was concern about whether NASA, which had recently experienced great difficulty in safely lifting a few astronauts 200 miles above the Earth, could send astronauts on an arcing year-long trajectory to a destination 100 million miles away and bring them back alive.
Third, the program was conceived exclusively in nationalist terms. Cooperation with other nations was not fundamental to either design or execution. Vice President Dan Quayle, who had nominal responsibility for space, justified the space station as a demonstration that the United States was “the world’s only superpower.” But since the Soviet Union had an operational space station that was a decade ahead of the United States, Mr. Quayle’s argument proved difficult to follow.
Finally, there was the question of where, in terms of practical politics, the money was supposed to come from. The costs of getting the first humans to Mars had been variously estimated, ranging as high as $500 billion.
Of course, it’s impossible to predict costs before you have a mission design. And the mission design depends on such matters as the size of the crew; the extent to which you take mitigating steps against solar and cosmic radiation hazards, or zero gravity; and what other risks you are willing to accept with the lives of the men and women on board. If every crew member has one essential specialty, what happens if one of them falls ill? The larger the crew, the more reliable the backups. You would almost certainly not send a full-time oral surgeon, but what happens if you need root canal work and you’re a hundred million miles from the nearest dentist? Or could it be done by an endodontist on Earth, using telepresence?
Wernher von Braun was the Nazi-American engineer who, more than anyone else, actually took us into space. His 1952 book Das Marsprojekt envisioned a first mission with 10 interplanetary spacecraft, 70 crew members, and 3 “landing boats.” Redundancy was uppermost in his mind. The logistical requirements, he wrote, “are no greater than those for a minor military operation extending over a limited theater of war.” He meant to “explode once and for all the theory of the solitary space rocket and its little band of bold interplanetary adventurers,” and appealed to Columbus’ three