Infinity or Bust
(Page 3 of 3)
November / December 2006
Hannah Lobel Utne Reader
What's more, while rocketeers like Branson and Musk promise the
moon, a little skepticism would go a long way toward determining
whether the time has really come to trade the starts and spurts of
science for the swashbuckling mentality of the marketplace.
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'There has been a lot of hype,' says Roger Launius, chairman of
the Space History Division at the Smithsonian National Air and
Space Museum and former NASA chief historian. Though he tips his
hat to Rutan's SpaceShipOne (which hangs in his museum), he notes
that NASA was flying similar Mach 3 aircraft at higher speeds more
than 40 years ago. On suborbital flights like those being sold by
Branson, passengers can float weightless for a few minutes and
quickly snap a shot of the curve of Earth before heading for safe
ground. Breaking through to what most of us consider space-the dark
expanse John Glenn reached in 1962-is far more demanding and
risky.
That so much attention has been lavished on an industry whose
accomplishments lag decades behind NASA's is testament to the savvy
marketing of outfits courting capital and public opinion.
Commercialization has been framed as populism, as the answer to an
innovation-stifling bureaucracy, and several millionaires stand to
profit. These outfits have not had to face the tough scrutiny that
comes with inevitable failure, however, or the soul searching
triggered by the loss of human resources-traumas that have left
NASA averse to risk. The public mourned the astronauts lost in the
Challenger and Columbia accidents as people who died for their
country and for science. How will we regard the deaths of
adventurers risking life and limb for a $200,000 view?
The space program was never a pure pursuit of knowledge, of
course: Apollo was largely a warning shot in the Cold War. But the
impact of the feat managed to transcend politics. It inspired
wonder and, as it evoked the promise of worlds beyond our own,
encouraged people to envision new possibilities. Those intangibles,
unlikely to fit into a business plan, are at risk if exploration is
put at the mercy of pure profit.
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