NASA Headquarters NACA
Oral History Project
Edited Oral History Transcript
John C.
Dusterberry
Interviewed by Jennifer Ross-Nazzal
Palo
Alto, California –
29 September 2005
Ross-Nazzal: Today is September 29th, 2005. This oral history session
is being conducted with John C. Dusterberry of Palo Alto, California,
as part of the NACA [National Advisory Committee for Aeronautics]
Oral History Project sponsored by the NASA [National Aeronautics and
Space Administration] Headquarters History Office. The interview is
being held in Palo Alto, California, during the Eleventh NACA Reunion.
The interviewer is Jennifer Ross-Nazzal, assisted by Rebecca Wright.
Thank you again for taking the time to meet with us this morning.
I’d like to begin today by asking you how you began working
at the NACA.
Dusterberry:
Well, it was in the middle of the war, May 1st, ’43, I believe,
and I had just graduated from Stanford [University, Palo Alto]. In
fact, the last quarter of my senior year, because of the exigencies
of the war, I had gone to summer school in the summer of ’42.
I got out a quarter earlier than I otherwise would have gotten out,
and I had been recruited by NASA—by NACA, pardon me. Art [Arthur
B.] Freeman, who was later an Associate Director of the Center, came
out to Stanford on a recruiting trip, and then he took me on a trip
through Moffett Field [California] afterwards.
I had known a little bit about [NACA] and was excited by what I saw
out there. I’m an electrical engineer by training, and he didn’t
offer me a job as an electrical engineer. They were taking anybody
who had an engineering background and they would teach them aeronautics,
I guess. I was delighted to find when I first went to work that there
was an opening for a junior electrical engineering job, and I got
that opening. So that’s how I started working there.
Ross-Nazzal:
I wonder if you can describe the work atmosphere out at Moffett Field
when you first arrived, and then also what it was like. What did it
look like when you first arrived in ’43?
Dusterberry:
Well, the forty-by-eighty wind tunnel was under construction. The
two seven-by-ten wind tunnels and the sixteen-foot wind tunnel were
in operation. The Flight Research Hangar was in operation, and I believe
the management offices were there, because the Administration Building,
what’s the present Administration Building, was under construction
at the time, as I remember. There was a big Shop Building. There was
a Utilities Building, where I worked, which housed the motor pool
and the electrical shop. There was something else in there I can’t
remember. Oh, the stockroom. And that was the extent of the buildings.
I think the atmosphere I would think of as kind of frantic. Maybe
it always has been frantic. [Laughs] But there was a war on, and they
were trying to build a Center and trying to do research and trying
to do all these things at the same time. I guess I found myself pretty
bewildered. They didn’t really have the chance to teach you
very much. You had to kind of learn by doing.
Certainly one of the great things about it was, because of this—because
everyone was so frantic, because there was so much to do—particularly
in a wartime atmosphere that, although you started out with pretty
trivial jobs, you really had responsibility thrust on you earlier
than you did ten years later or something like that. They had to give
the job to somebody, and the fact that you didn’t know how to
do it and had to find out for yourself how to do it, that was just
one of the rules of the game in that atmosphere. [Laughs]
Ross-Nazzal:
What was your first assignment when you first came on board?
Dusterberry:
I can’t really answer that specifically. There was a lot of
trivial jobs which were really things that the more experienced electrical
engineers had to get off of their jobs, I mean, they didn’t
have time to do, and they were glad to have somebody do them for them.
So I didn’t for a year or so consider I had any project or that
I was working on any particular project or anything. Since the forty-by-eighty
wind tunnel was under construction and, in some ways, they had never
accounted for some of the electrical design, I got doing some of that.
I remember designing the installation of a bunch of underground duct
lines for electrical cables and going out and seeing people with a
shovel, having to excavate those duct lines. Made me feel either guilty
or powerful, I’m not sure; some combination of guilt and power,
I guess. Nobody should have to work with a shovel like that.
Ross-Nazzal:
As you came out to work at Ames [Aeronautical Laboratory, Moffett
Field, California], what division or branch were you assigned to?
Dusterberry:
Well, I was assigned to what was called the Electrical Branch, which
had both electrical engineers and electricians in the same group under
Jim [James A.] White as Branch Chief.
Ross-Nazzal:
Your biographical data sheet indicates, and you’ve also indicated
today, that you did some work with wind tunnels. Can you talk to us
about designing wind tunnel drives and their auxiliary systems?
Dusterberry:
I guess the first important job I had was on the twelve-foot wind
tunnel auxiliary system. I was assigned the electrical engineering
job. The twelve-foot wind tunnel was pressurized. You could run it
from a vacuum up to seventy-five pounds per square inch pressure,
and they had about five thousand horsepower worth of air compressors
to evacuate or pressurize the tunnel, together with equipment to take
water out of the air and so on. I was assigned the electrical work
on that job. Now, I guess it’s fair to say the systems engineering
had been done by the contractor, but no installation plans had really
been made, and I had to make all the electrical installation plans
for that. I’m not sure when that started, probably about a year
after I got there.
Ross-Nazzal:
What did that involve, making the installation plans?
Dusterberry:
Well, you had to make drawings of where all the underground duct lines
went from the motor-starting equipment to the machinery, to these
three large motors and about ten small motors, oil-circulating pumps,
and things like that. You had to make up a control sequence drawing,
so you press the button and certain auxiliaries start, and then you
check to see, with pressure switches and things like that, that things
have come up to pressure and that it’s okay to start the big
machines. And then a sequencing so that you didn’t start all
the thousand-horsepower and larger machines, didn’t start them
all at the same time, but sequenced them on. That’s about it,
I guess.
Ross-Nazzal:
Did you play any role in the construction then of the wind tunnels?
Dusterberry:
Absolutely, yes.
Ross-Nazzal:
Can you talk about that?
Dusterberry:
I guess you could call it construction supervision. I was learning
more from the people who were installing it than I was teaching them,
I think it would be fair to say. And I must say, they were all contractors—they
were not NACA personnel—and they were very helpful.
In fact, one of the things—this is getting away from your question,
but one of the things I found out was that I learned an awful lot
from people like head wind tunnel mechanics and chief electricians
and people like that, the nonprofessionals. I really learned a lot
from them. Part of the technical—I think more than that—well,
how to get the nonprofessional people to do the work that you wanted
them to do and not act like you knew it all. Ask them how to do it,
or ask them how they would do it. Don’t tell them how to do
it, because they were skilled tradespeople, and they knew more than
a punk engineer knew. Generally, throughout my career with NACA, I
think that always happened. In a sense, they helped you grow up I
think is the best way to put it.
Ross-Nazzal:
Once the wind tunnels were finished, was there ever any sort of dedication
ceremony?
Dusterberry:
They used to have these—what were they?—triennial inspections.
In a sense, the place shut down for about three weeks, and they invited
in several hundred people, academics, local chamber of commerce, for
these big tours around the Center, which were very formal. There would
be a explanation at each wind tunnel or flight line, what research
was going on and what had been accomplished. They were big public
relations deals. I remember that the forty-by-eighty wind tunnel was
dedicated on one of those. But that occurred only once every three
years, and that’s the only dedication that I can recall.
Ross-Nazzal:
I had another question about the impact of the war. I had read in
one of the Ames books that some of the men were inducted into the
Navy.
Dusterberry:
You bet.
Ross-Nazzal:
Were you one of those men?
Dusterberry:
Yes.
Ross-Nazzal:
Can you talk about what was going on at the Center and how people
reacted to that news?
Dusterberry:
Well, yes. Let’s see. I worked there for about a year as a civilian,
and then they, whatever arrangements NACA had with the Selective Service
was renegotiated, and renegotiated differently at the different Centers.
At Ames, everyone who was not a journeyman tradesman or not a professional
at some level—and I couldn’t tell you what level; P-4
or something like that, I would guess, was the designation at the
time—who was draft eligible was drafted into the Navy. You were
given the opportunity to go out and apply for a commission, which
I did. I had a speech defect at the time, and I didn’t get a
commission.
Everyone, whether he got a commission or not, went through a six-weeks
boot camp there at Moffett Field, where we stayed in the Navy barracks.
They gave us, oh, I don’t know, maybe three hours of training
every morning, and this was naval history and—what did they
used to call it? “Rocks and Shoals”—[Articles for
the Government of] the Navy or something. Which you were supposed
to read to every enlisted man, once every six months or something
like that, so you can’t ever say, “Nobody ever told me
I shouldn’t do that.” That took about three hours of our
day, and then we still had to work eight hours for NACA, so we worked
through in the evening till eight o’clock or something like
that. That went on for about three—well, I guess about six weeks,
and then you were given some sort of rating. I was made a Chief Petty
Officer; chief Specialist X was exactly what it was called. Some people
got commissions. Some people got first class or lower, Petty Officer
First Class or lower.
That was kind of tough for—the people who got commissions were
a lot better off than those that didn’t, in the sense that they
could live off the base. I had recently married, and my wife and I
were living in East Palo Alto, so for a while I got home every fourth
night and was still maintaining a household, if you could call it
that, while people who got commissions automatically—well, had
the opportunity to live in the Bachelor Officer Quarters if they wanted
to, or if they didn’t want to and were married, got an allowance
for food and lodging, which I didn’t get. There were some anomalies
coming out of the fact that some people got commissions and some didn’t,
because in the NACA structures, there were commissioned officers working
for Chief Petty Officers and things like that.
In fact, there’s some story about some Admiral who came in and
got a briefing from a Branch Chief who was—well, if your coat’s
off, it’s not immediately obvious whether you’re a commissioned
officer or a Chief Petty Officer, and this Admiral came in and the
Center Director—Engineer in Charge, he was called—took
him down to talk to this Branch Chief on some problem the Navy was
having. The Admiral said when he left, “What was the rank of
that guy in there?”
[Dr. Smith J.] DeFrance said he was Chief Petty Officer.
He says, “Isn’t that the Navy for you?” Here was
the expert on the subject, who was not a commissioned officer.
Ross-Nazzal:
You mentioned that you made it home probably every fourth night. Where
were you staying?
Dusterberry:
We had a little house in East Palo Alto.
Ross-Nazzal:
Were you living at Moffett Field, though, for the rest of that time?
Dusterberry:
Oh yes.
Ross-Nazzal:
Were there barracks there for—
Dusterberry:
Oh yes, yes. You know, there are barracks for four thousand people
or something like that.
Ross-Nazzal:
Was there a cafeteria there on-site for everyone?
Dusterberry:
Well, there was the Navy Mess. Yes, there was a cafeteria primarily
for civilians. There was the Navy Mess for enlisted personnel, and
the Bachelor Officers’ Quarters had some kind of feeding facilities.
I don’t really know what they were.
Ross-Nazzal:
What was the reaction of most of the people who were working for NACA
when they became members of the Navy? What was your reaction?
Dusterberry:
Well, I suppose, obviously, you wish that it hadn’t happened.
At the same time, there were an awful lot of your friends who were
out getting shot at, and so you couldn’t feel too bad about
it.
Ross-Nazzal:
And how long did you stay in the Navy?
Dusterberry:
Almost two years.
Ross-Nazzal:
So you stayed until ’46?
Dusterberry:
Yes, it was sometime in the spring of ’46. I know it was just
under two years because I guess in the Korean War there was talk about
calling up people who hadn’t served two years, and I wondered
if it was going to hit me.
Ross-Nazzal:
Right. Sure. I can imagine. Let me ask you some more questions about
your work with the wind tunnels. Your biographical sheet indicated
that you worked on operation of some of the wind tunnels. What did
that involve?
Dusterberry:
Well, it depends what you mean by operation, I guess. I wouldn’t
have called it quite operation, in that I would say that those people
who were conducting the tests were the wind tunnel operators. I never
did that. I, at times, operated—well, you’re certainly
on-call for electrical problems on all wind tunnels, and as you achieve
some rank in the organization, you were expected to walk in and find
the trouble on any wind tunnel which wouldn’t start or any of
the auxiliary equipment that wouldn’t start.
I guess the main thing that I think of myself as doing was there was
a lot of installation of things like model support systems. They put
the model on a couple of prods, two or three prods sticking up, and
then they want to change the attitude of the model or things like
that, and automatic systems to do that, and I did a lot of work on
design and installation and troubleshooting on those systems.
Ross-Nazzal:
So were you building models then?
Dusterberry:
No. No, I’m speaking of the kind of things that hold the models
in the wind tunnel. As you probably know, the model is sitting there
on some sort of support system, and that in turn is connected to a
force-measuring system of some sort so you can see what forces the
wind imposes on the airplane.
Ross-Nazzal:
What were some of the challenges that you encountered while working
on this type of position or job?
Dusterberry:
I think that there weren’t many precedents for the design of
such things, and that they were unique systems, and so you had to
figure out how to make it work. You had to figure out a design that
would make it work.
Ross-Nazzal:
Can you give us an example of some of the groundbreaking techniques
that you might have come up with?
Dusterberry:
Well, I guess in the forty-by-eighty wind tunnel model support system—on
all those systems—there is some sort of shroud surrounding the
struts that hold the model in the tunnel, and let me explain that
further. You want to get the wind forces on the model, not on the
struts, which are also out in the wind, so you put a shroud around
the struts so those forces are not detected by the force-measuring
system. So then when you move the thing, when you move the model,
you’ve got to move both the strut and the shroud but keep the
shroud away, not touching the strut, because then the forces that
would be on the shroud would be transmitted to the strut and to the
force-measuring system. So you need a system where one thing tracks
another, so you’ve got one motor moving it, moving the strut,
and one motor moving the shroud, and you’ve got to keep them
tracking each other. Those turned out to be rather difficult control
problems.
Ross-Nazzal:
How many people typically worked with you on these systems?
Dusterberry:
Well, there were, of course, mechanical engineers. I was doing the
electrical engineering work. There were, on the building of a system
like that, of course, there’s a lot of people in the shop before
they ever showed up to be installed, showed up in the wind tunnel
to be installed. I never worked in the shop or were contracted out.
And then the crew of wind tunnel mechanics had probably six people
or so putting it together, and a couple of mechanical engineers and
one electrical engineer, I guess, putting together a system like that.
Ross-Nazzal:
Where was your office located at the time that you were working on
these?
Dusterberry:
It was in what was called the Utilities Building. It’s across
the street from the fourteen-foot wind tunnel.
Ross-Nazzal:
How much time did you spend in the wind tunnels while you were working
on these systems?
Dusterberry:
Oh, maybe 25 percent of the time.
Ross-Nazzal:
What was your average workday like? Can you give us a sense of when
you might arrive, what you might do during the day, and when you might
leave?
Dusterberry:
Actually, arriving—well, particularly when I was a civilian,
arriving and leaving had to be pretty much on a schedule because of
gas rationing during the war. You had to form ride groups, and that
meant everybody got there about eight o’clock and everybody
left about four-thirty. Now, obviously, if you had some hot job going
on, you might have to stay beyond four-thirty. I hitchhiked home a
lot of times.
Repeat the question, please. I got on a side track there.
Ross-Nazzal:
Oh, sure. No, but that’s great information for us to have, actually.
Can you give us a sense of your workday as you’re working out
at Ames, what you might do during the course of the day?
Dusterberry:
Well, I don’t really know what to say there. Most of the time
the work was in the office, and probably you ended up taking at least
one trouble call a day which got you out of the office for what could
turn out to be two or three days, but more likely fifteen minutes
to an hour and a half. Most of the work was in the office, and I really
find it difficult to characterize it other than that.
Ross-Nazzal:
What type of tools or equipment did you use to do your job?
Dusterberry:
Well, I guess about the only thing an electrical engineer normally
kept with him was a so-called analyzer or a multimeter, which was
a combination voltmeter, ohmmeter, ammeter, and you used that a lot.
In fact, I can recall when, after I had been there about a year, I
guess, Jim White was moved upstairs, and the new Branch Chief saw
to it that every engineer got a multimeter so that he didn’t
have to go out someplace without an instrument and then come back
to his office to get one, that he could take one with him.
That, to me, was kind of indicative of the depression. You know, in
the questions or fact sheet that you sent out or whatever, it said
what were the changes from the war. It seems to me you could see the
depression in the organization still, that every electrical engineer
didn’t have a meter all the time when they should have, and
if you wanted to make a phone call, you had to get—oh, god,
this went on into the NASA—if you wanted to make a long-distance
phone call, you had to get permission of your Division Chief or somebody
or other. Those things, to me, were holdovers from the depression,
from the time when they really had to squeeze every dollar, and that
they were just carried on after the depression was over.
One of the guys I worked for, it seemed to be more important that
you got to work promptly at eight o’clock than it was what you
did after you got there. [Laughs] And I think that was a holdover
from the depression. You know, during the depression there were a
lot of good people who didn’t have jobs, and so if you had a
job, you got there at eight o’clock, or a quarter to eight,
better yet. I think you could see signs of the depression even in
the early forties.
Ross-Nazzal:
Once the war ended, what was Ames like?
Dusterberry:
Let’s see. The six-by-six-foot wind tunnel was started late
in the war, and I worked on that. There came a period in the late
forties where I felt that things were just kind of drifting along.
The jobs weren’t very interesting. I think you ought to be careful
about my saying that, because I was not on the research side of the
house. The people on the research side of the house may have felt,
“We’ve finally got the equipment we need, and we’re
able to do the work we always really wanted to do.”
Well, I had been in the business of providing new equipment for people,
and when the war was over, they said, “Well, we don’t
need anything new for a while,” and so things slowed down to,
“Well, can we make this a little better? Can we make that a
little better?” And there were no big construction projects.
Ross-Nazzal:
Did you work at all on deactivating any wind tunnels or making changes
to certain wind tunnels?
Dusterberry:
Deactivating, did you say?
Ross-Nazzal:
Yes. Did you help out with deactivating or closing down any wind tunnels?
Dusterberry:
No. I don’t know of any that were—well at least under
NACA, I don’t know any that were deactivated at that time.
Ross-Nazzal:
What about making any changes to any wind tunnels?
Dusterberry:
Yes, a lot of changes.
Ross-Nazzal:
Can you talk about some of the changes that you helped [with]?
Dusterberry:
Well, there were a lot of variable-frequency motor generator sets
put in. The wind tunnel models used to have in them motors to drive
the propellers in the model, and they had to be very small. They were
water-cooled, because you want to get a lot of horsepower output in
a small volume. And then you got speed control of the propellers by
feeding them with electrical power that was adjustable frequency,
from zero to 150 cycles in some cases, zero to 400 cycles in other
cases. There was installation of that equipment in a number of wind
tunnels that I worked on, forty-by-eighty and the six-by-six wind
tunnel. I think that’s all.
Ross-Nazzal:
What was the impact of the use of jet engines on your position at
NACA?
Dusterberry:
Well, little or none, I’d say, I guess, in the sense that when
I was first there they kept buying more and more of these motors to
put into models, and they quit buying those, although they were used
to drive air compressors in models to simulate the jet in a model.
But little effect on the things I did.
Ross-Nazzal:
What about the use of supersonic aircraft? Did that have any sort
of influence on your career?
Dusterberry:
Well, only in the sense that I was working on new kinds of wind tunnels,
supersonic wind tunnels. In general, in the older wind tunnels the
speed of the drive motors went through a continuous range, from zero
to top speed, while in the supersonic wind tunnels, they were driven
by compressors within the speed being set by an adjustable throat
in the wind tunnel.
Ross-Nazzal:
While you were working for NACA, did you frequently give presentations
or write papers?
Dusterberry:
Under NACA, not at all.
Ross-Nazzal:
Was that common for electrical engineers working for NACA?
Dusterberry:
Yes.
Ross-Nazzal:
Did you belong to any sort of professional organizations while you
were working out at the Center?
Dusterberry:
On the NACA, I had joined what’s now IEEE [Institute of Electrical
and Electronics Engineers] in college, and that organization has a
nice advantage of when you reach a combination of age and length of
membership reaches, I don’t know, eighty or something like that,
you’re home free. No more dues. [Laughs]
Ross-Nazzal:
That’s excellent. Were you encouraged by your Branch Chief or
anyone else at NACA to join professional organizations and to go to
conferences?
Dusterberry:
No, no strong pressure. I think encouraged is okay; that is an okay,
word, but there was no strong pressure.
Ross-Nazzal:
Do you recall if NACA paid your dues, or did you have to pay your
dues?
Dusterberry:
Oh, I recall they did not. [Laughter]
Ross-Nazzal:
What impact do you think that Ames has had on the surrounding area
of San Jose and some of the universities in the area?
Dusterberry:
Well, certainly one of the criteria in choosing Moffett Field was
the fact that Stanford and UC [University of California] Berkeley
[Berkeley, California] were in the vicinity. I don’t have a
good answer for your question. I don’t think I know.
Ross-Nazzal:
How did you get around the Laboratory once you were on-site? Did you
ride a bicycle to get around the site, or did you walk?
Dusterberry:
Oh yes. Oh yes, the Electrical Branch had about six bicycles, which
were kept under lock and key so nobody else would take them. Then
somebody figured out this elaborate scheme where, when the bicycle
got old—they wouldn’t give you a new bicycle, but when
the bicycle got old, you could ask that it be condemned, and then
you could get a new bicycle. But then somehow or other you fixed up
the condemned bicycle, so you got one more that way. Yes, mainly by
bicycle. When I was first there, the Electrical Branch had no transportation
except bicycles.
Sometime during the war—it was before I got there—they
had a barrage balloon. You know what a barrage balloon is? Well, during
the war they set up these free balloons with cables dangling from
them so an airplane couldn’t fly low. That is to keep out enemy
fighters, primarily, or any kind of enemy plane. One of them broke
loose—I think it was from Mare Island—and it ended up
on the Ames Substation, where it shorted out the buses, I guess. It
was before I was there. I guess the engineer in charge said, “Well,
look, you guys weren’t really equipped to handle a big emergency
like that. I’m going to get you a truck.”
Ross-Nazzal:
Do you recall when you got that pickup truck? Was that before you
came or after?
Dusterberry:
Afterwards. Took about a year to get the truck, I would guess.
Ross-Nazzal:
Did you belong to any organizations that were active at Ames?
Dusterberry:
No. Well, I guess so, in the sense that in the first ten years or
so, fifteen, maybe, the Electrical Branch had a softball team, and
everybody under the age of thirty played on the softball team. Everybody
had to, because that was the only way you could field a team.
Ross-Nazzal:
So did the other branches then have their own softball teams as well?
Dusterberry:
Yes.
Ross-Nazzal:
Do you recall how well the Electrical Branch did in competitions?
Dusterberry:
Not really, no.
Ross-Nazzal:
Were there any sort of dances or social activities that were sponsored
by Ames that you attended?
Dusterberry:
Not very many. Now, what I’m going to tell you is hearsay, but
it’s probably so. At Langley [Aeronautical Laboratory, Hampton,
Virginia], you know, they were kind of isolated there. There was no
large cities in the vicinity, and so that there were a lot of dances
and amateur theatricals. In fact, I believe they even had a symphony
orchestra there. So when the hierarchy of Ames came out from Langley,
they attempted to start things like that here, and my impression was
that people here were used to going to San Francisco [California]
for the theater and the symphony and things like that, and that they
didn’t need that bush-league, amateur theatricals and things
like that. There were some dances, but it is my impression that the
management tried to foster things like that, and they really fell
kind of flat because people out here didn’t feel they needed
them.
Ross-Nazzal:
Speaking of Langley, did you ever do any work with individuals who
worked at Langley while you were working on projects at Ames?
Dusterberry:
Not under NACA, no, I did not. Under NASA, yes, but not under NACA.
Ross-Nazzal:
Did you ever do any work with any of the universities near Ames?
Dusterberry:
No. I took some courses at Stanford, but nothing work-related. I mean,
the courses were, of course, work-related, but only taking courses
there, and I can’t even remember—that’s one of those
places where I can’t draw the NACA/NASA line.
Ross-Nazzal:
What impact do you think that the Korean War had on NACA?
Dusterberry:
I didn’t see any impact. Now, other people may have and that’s
quite possible. The only impact I saw was the threat of recalling
to service or drafting of some of the people who were working for
me at the time. NACA was always successfully able to defend those
people against the draft and against recall, but that’s the
only thing I remember about the Korean War.
Ross-Nazzal:
By that time, what position were you at NACA?
Dusterberry:
I was what’s called Section Head of the Electrical Engineering
Section. Sometime, I can’t remember when, maybe 1950 or something
like that, the Electrical Branch was split into two sections, and
there was a branch organization which was just the Branch Chief and,
I guess, two assistants, and then there were Engineer Section and
an Electrician Section, and I was head of the Engineer Section.
Ross-Nazzal:
Do you recall why that branch was split into two?
Dusterberry:
No. It’s not that I don’t recall. I don’t think
I ever really [knew]. I suspect that it was some sort of political
move that they could give more prestige to the organization and get
better pay for everybody.
Ross-Nazzal:
I wonder if you could talk about the transition from NACA to NASA
that occurred in ’58.
Dusterberry:
I don’t recall any great transition in ’58 except, I guess,
Jim [James E.] Webb was coming out, and they had to get the sign.
They had to be sure they had the NACA signs off of all the buildings
and got NASA signs up. And, in fact, the front of the Administration
Building had, cast in concrete, “Ames Aeronautical Laboratory”
on it, and they had to get a jackhammer and dig that out and put “Ames
Research Center” [Moffett Field] out there. That was done in
a hurry because everybody thought, “Well, we’ll do that
in good time,” but James Webb was coming out, and they wanted
it done before he got there.
I don’t recall any big instant transformation. Activities began
to expand. There were more people. I got the opportunity to move into
flight simulation, which was a great opportunity for me.
Ross-Nazzal:
Were there any members of Ames who were not happy with the move from
NACA to NASA?
Dusterberry:
Well, I can remember Smith J. DeFrance, who was Engineer in Charge
under NACA and the Center Director under NASA, I remember him saying,
“Well, I could have done the same thing and not changed the
name; changed the act. We could have done all this under the old legislation.”
I’m sure he lost a lot of independence, and, well, I’m
also sure that he’d worked there long enough so he was reluctant
to make any changes. As long as he was the boss, why would you want
to change anything? [Laughs]
Ross-Nazzal:
How do you think that the work environment changed, if at all, when
you started working for NASA?
Dusterberry:
I think, to me and to a number of other people, there were just a
lot more opportunities. There was a lot of different kinds of work
going on, so that if you had experience and a record of working hard
and doing well, that new opportunities were presented to you.
Ross-Nazzal:
Looking back over your work with NACA, what do you think was your
most significant accomplishment?
Dusterberry:
I guess I can’t think of any really significant accomplishments
there. One thing I think I did after White left and his successor
left, the new boss was physically not very well, and I felt like that
I kept the electrical end of the operation out there going. Obviously
not all by myself, but I felt I was providing as much direction as
anybody else to all the electrical work going on.
Ross-Nazzal:
What do you think was your biggest challenge while working for NACA?
Dusterberry:
I think my biggest challenge was doing what I just told you without
making it obvious to my boss. [Laughs]
Ross-Nazzal:
What do you think has been the impact of your work with NACA on aviation
research?
Dusterberry:
I’ve never done any aviation research, so I only enabled others
to do aviation research.
Ross-Nazzal:
Would you like to tell us a little bit about your work with NASA?
Dusterberry:
Well, I guess it was 1960. They’d been doing some flight simulation
work at Ames, and they were about to put in a small centrifuge. In
general, work on simulation machinery was expanding, and they wanted
me to set up a separate group to handle that. I was asked to be the
Branch Chief of that group, so this was a great change in formal responsibility
to me and opportunity to do things more the way I wanted to do them.
It expanded to more than that. You asked about writing papers. I began
to write papers, which I had never done under NACA. I began to meet
with people from other NASA Centers. I began to go to international
meetings. So there was a great personal change to me.
Were these changes because of the change from NACA to NASA, or were
they just the way technology was expanding? That’s a hard line
to draw, I guess, but I never saw anybody in the kind of work I had
been doing in electrical machinery, I never saw anybody at Ames do
things like that under NACA, and I could do that under NASA. Maybe
that was time rather than change in organization; but I think it was
change in organization.
Ross-Nazzal:
You mentioned you did work in simulations. What aspect of simulations,
specifically?
Dusterberry:
Well, the thing that Ames was primarily good at was motion cues in
flight simulation; that is, putting the forces on a pilot, giving
him the physical feel of the airplane as opposed to just looking at
an instrument panel. We had a lot of machinery to do that, eventually
developed a lot of machinery to do that. Then they had really before
that had done nothing but an instrument panel, a pilot and an instrument
panel and control devices. So the expansion there was to get these
motion systems in, get out-the-window visual systems and things like
that.
Ross-Nazzal:
Did you work with any aircraft companies or the military on these
simulators?
Dusterberry:
Yes. AIAA [American Institute of Aeronautics and Astronautics] set
up—there was a working group on flight simulation, which included
military and NASA and airframe manufacturers, generally. We used to
meet twice a year, I guess, and we’d go jumping around the country
and look at each other’s facilities, and people would get up
and explain what they’re doing. It was a very free interchange
of ideas. It was a good group.
Ross-Nazzal:
How did simulations change over time, from 1960 until you left Ames?
Dusterberry:
Well, as I said, when I first got there about all they had was a pilot
and a joy stick and an instrument panel. By the time I left, they
had big motion-producing devices, out-the-window visual systems, and
things like this, so much more realistic.
Ross-Nazzal:
Looking back over your career with NASA, what do you think was your
most significant accomplishment?
Dusterberry:
Well, I think I played an important role in putting together the Simulation
Lab. The people who had headed it up before thought of this as a sideline
to the mathematical work they were doing, which was perfectly okay;
it just grew to the point where you had to put more concentration
on it, and the people who headed it up before weren’t interested
in doing that kind of work.
Ross-Nazzal:
What do you think was your biggest challenge while working for NASA?
Dusterberry:
I think it was putting together that simulation stuff.
Ross-Nazzal:
And when did you finally leave NASA?
Dusterberry:
’81.
Ross-Nazzal:
And why did you decide to leave NASA at that point?
Dusterberry:
Well, I worked for two or three years, four years, I guess, in the
Director’s Office at a staff position, and the last couple of
years as a what’s called a Research Assistant to the Director,
which was a really good job. One thing you did was you were kind of
stage manager for every Headquarters review, NASA panel that met and
so on. You got to meet many of the important scientific brains and
personalities in the country.
The only thing wrong with the job was that it was cyclical. The first
time you did these things, nobody told you how to do them, and you
kind of fumbled your way through. Then a year later the same cycle
starts coming up again, and you thought, “This time I’m
going to get it really right.” Then the third year comes around
and you think, “Oh, not that again.” [Laughs] So I asked
to be relieved.
As a matter of fact, Hans Mark had resigned as Director to go to work
for the Air Force, and his successor, “Sy” [Clarence A.]
Syvertson, who is a real nice guy, well, he was Acting Director for
some time, and then when he was finally made Director, then they had
to choose a Deputy Director. God, that took forever, six months or
something. Those last six or nine months I was in that cycle of “god,
I’m doing the same thing a third time,” but I didn’t
really want to leave because I felt until the Director or the Deputy
Director, there was somebody filling those positions, that it wasn’t
right for me to further detract from the organization.
I went back and worked on the reconstruction and rebuilding of the
forty-by-eighty wind tunnel. I wanted to go back to being an engineer
for a couple of years, which I did. I had kind of decided that when
they got the wind tunnel running that I would retire at that time.
I didn’t see any job I wanted to do. I didn’t see I was
going to get any job that I might want to do, that I hadn’t
felt I had done the equivalent of before.
As it turned out, I didn’t quite stick that out. My wife was
taking radiation therapy and she needed help at home, and I actually
got out of there three or four months before I planned because I’d
seen somebody else to hang in there while his wife went through radiation
therapy, and then when she was finished, he said, “Okay, now
I’ll retire.” [Laughs] I didn’t want to do that.
And that was great luck on my part. As you may know, they had a disaster
in the reconstruction of the wind tunnel, and if I’d hung in
there until they had that disaster, then I would have been on the
horns of a dilemma; do I want to leave now, or do I want to help put
it back together? So I was lucky to have gotten out when I did.
Ross-Nazzal:
So you’ve been retired since then?
Dusterberry:
Yes. I’ve done some work in the first five or six years after
I retired. I did some work on contract for Ames, mainly writing instruction
books on various things for the forty-by-eighty wind tunnel.
Ross-Nazzal:
If you don’t mind, I’m going to ask Rebecca if she has
any questions for you.
Dusterberry:
Why not?
Wright:
I have a couple. One of them focuses on budgets. Can you share with
us how you put together your budget, especially during those first
years in NACA, and then how maybe the budget process changed for NASA?
And then again, I know NASA had some lean years as well. But just
kind of talk to us about how money impacted the work that you did,
if it did at all. Did budget increases or decreases affect your projects?
Dusterberry:
I can remember the last simulator we built. I can’t give you
a good general answer. I remember the last simulator we built. We
were told, “You’re never going to get the amount of money
you need for that. Why don’t you make this compromise now, and
we’ll come back later and bring it up to the specifications
that you really want.” That’s the only thing that I can
really remember where we didn’t get the amount of money we needed.
Wright:
You mentioned earlier about when Jim White took over and gave everyone
the instruments that they needed—
Dusterberry:
Well, when he was taken over from.
Wright:
But you got the instruments. You had said that NACA for a while was
living through a depression mentality, that you weren’t exactly
getting what you needed to do your job. But you saw that change where
you got more instruments. When you were in charge of that branch,
were you able to get your employees what they needed to do their job?
Dusterberry:
I think so.
Wright:
How big was your workforce at the biggest?
Dusterberry:
About ten.
Wright:
And you were scattered all over the Research Center?
Dusterberry:
No, we were all in one group, although we worked all over the Center.
You just said something that—I can’t remember what it
was. You just said something that put a spark in my head, but—oh,
I know. It seemed to me that I guess in the latter days of NASA, that
engineers, the electrical engineers—it was probably true in
the other branches—that they should have been hiring more clerical
help and fewer engineers, that the engineers were doing things that
were primarily clerical tasks that could have been passed on to other
people, and some of them would have been happier.
Wright:
Probably. Before we started our interview today, you and I were talking
about Mr. White and how we’re not going to be able to interview
him. Is there anything you’d like to add, before we finish our
interview today with you, about working for him? Any memories or anything
that you have of him that you’d like to share?
Dusterberry:
Well, I remember him as a very intelligent and smart person. I guess
until I went to work for Hans Mark I think Jim was really the smartest
person I ever met, and remembered everything he learned and knew how
to use it. He was kind of a conservative person, but I really admired
his intellect.
Wright:
Now, he was one of the people from Langley that had come?
Dusterberry:
That’s right.
Wright:
Were there others that you worked under directly that had come from
Langley?
Dusterberry:
Well, I can remember one man who was in charge of the Drafting Room.
It turned out that on one job I had, I had to spend a lot of time
with a draftsman, and here I was, a young engineer who really didn’t
know what I was doing, and the guy who was the head of the Drafting
Room was a Langley engineer, and he was one of those people who wasn’t
your supervisor that you learned a great deal from.
Wright:
When you first came to work for the NACA, most of the new hire people
that you were working with, were they from this area, or did they
recruit them from all over the country to come work with you?
Dusterberry:
I wouldn’t say they were from this immediate area, although
there were a number of people from Stanford and UC Berkeley. There
were a lot of tradespeople. There used to be something called the
San Jose Technical High School [San Jose, California], and a lot of
the tradespeople apparently came directly out of that high school.
Graduated from high school just about the time Ames started, and constituted,
at the time, the journeyman level in a number of the trades there;
as years went on, rose to be heads of the various shops and so on.
Oh, one thing about the Navy, in addition to the people who were at
Ames, the Navy sent in a lot of people. They had a lot of ensigns
were who in the V-12 Program, which was a Navy program that allowed
you to stay in college, and when you got out, I guess you got an ensign’s
commission when you got out. A lot of those people, they were really
just stockpiling in universities till they needed them. They sent
in a lot of people. A lot of those people that came out of the V-12
Program, they were scattered all over the Center. I think there were
three of them or four of them who were electrical engineers, but they
were scattered throughout the Center.
Then they also sent in a lot of tradespeople, some of them who came
off aircraft carriers and things like that, who had spent enough time
at sea or on the battlefront that the Navy gave them duty Stateside
for a while. They must have sent in a hundred and fifty people or
something like that. I’d forgotten about that.
Ross-Nazzal:
How many people were working at Ames during World War II, do you recall?
Dusterberry:
My badge was number 6-0-6, and obviously, some people had left. About
five hundred, I would guess. By the time I left, there were about
three thousand, although, as the boss used to put it, there were three
thousand people come through the gate every morning, but not all of
them were NASA employees.
Ross-Nazzal:
How do you think Ames changed from the time that you arrived until
the time that you retired?
Dusterberry:
I think it was a much more open establishment, open in the sense that
individuals had more freedom to pursue their own goals. In general,
I think that’s right. It’s obviously much more diverse.
It was not just propeller-driven airplanes, and it was not just airplanes,
because it involved spacecraft materials and life sciences, so it
was a much, much more diverse organization.
You read about what they did yesterday?
Ross-Nazzal:
About Google? Yes.
Dusterberry:
There you go.
Ross-Nazzal:
That’s fantastic. Do you have any more questions, Rebecca?
Wright:
No.
Ross-Nazzal:
Is there anything that you’d like to tell us that we might not
know about that we should talk about, about NACA? I’m curious
to know, did a President ever come out to NACA, [Harry S.] Truman
or [Dwight D.] Eisenhower, while you were there?
Dusterberry:
No. Lyndon [B.] Johnson came out when he was Vice President.
Ross-Nazzal:
Can you tell us about that?
Dusterberry:
Well, we did a demonstration on a moving base simulator for him, that
is, motion, force-exhibiting simulator for him. And then I was just
reading in a biographical note on George Cooper that George Cooper
had flown Lyndon Johnson in one of the simulators. I’ve got
a job to take one of the tour groups out to Cooper’s Winery
tomorrow, so I dug up some biographical information on him, and I
noticed that he said, “Lyndon Johnson said he knew how to fly
an airplane, but he didn’t. I had to rescue him every time.”
[Laughter]
Pat [Thelma Catherine Ryan] Nixon came out one time, but those are
the only presidential—well, neither one was president at the
time.
Wright:
You’ve spent a lifetime at Ames. Did you ever think about leaving
and moving somewhere else?
Dusterberry:
Yes. Well, about the time I got this job in flight simulation, I felt
that, well, as I told you, I felt that my boss wasn’t physically
capable of keeping the place going, and that I was doing a great deal
of it—the Electrical Branch—and that I wasn’t getting
credit for it or getting paid for it, and yes, I started looking around
for a job. Fortunately for me, this other opportunity came up about
that time.
Ross-Nazzal:
We thank you for your time this morning.
Dusterberry:
Sure.
[End
of interview]