How Oppenheimer Saved The Manhattan Project
Many materials are needed in order to make a bomb. Any bomb. Particularly a complex bomb such as an atom bomb. Besides the steel, lenses, wiring, plutonium and uranium, gas centrifuge, pipes, nitroglycerine, detonator, there is another ingredient — the mind capable of combining all these materials in the proper order and manner. To be sure, putting together a bomb is much easier today, after 60 years of development. In 1942 when the Manhattan Project began, all the precise ingredients were still unknown. Thus, we must add another ingredient to our dangerous mix: genius. The genius to discover the correct materials and the correct combination necessary to produce a completely new creation powerful enough to end the most devastating war in human history.
There is one more, yet unknown, and even more mysterious element within this admixture. This undefined element is a skill — possessed by few, exercised by fewer still — but equally necessary to the development of a complex project. The skill is called negotiation.
In charge of this mix of chemicals and geniuses was an academic named Robert Oppenheimer. He had the unenviable task of keeping all the combustible materials, both human and otherwise, in concert toward a common end. Just as molecules are said to mysteriously “swerve,” so to was the unpredictable nature of men.
One such unpredictable component was a man by the name of Edward Teller. His actions could lead to the failure of the entire project. Like a diva he threatened to quit the project entirely if his demands were not met. He said that most of his time was being spent on the fission development project, a key component to developing an atomic bomb. But Teller complained that this fission project was too routine for him. He had loftier goals — he wanted to work on hydrogen theories. (It must here be acknowledged that Mr. Teller did indeed go on to create the hydrogen bomb — ten years later.) Teller’s theorizing endeavors, however, would take the entire project off track. Oppenheimer would need to persuade Teller to remain on the fission development project today, rather than work for ten years on an even more powerful weapon that would come too late.
Oppenheimer’s strategy was genius in its simplicity. First, like any good manager, he brought Teller into his office and listened as he vented his frustration. Next Oppenheimer needed to eke out the true underlying issues. As a scientist he knew that what seemed clear at the outset, often would reveal mysterious and unknown causes, if the right questions were asked. He discovered there were two underlying reasons to Teller’s dissatisfaction. First Teller wanted to spend his time investigating the possibility of a hydrogen device. This excited him. Fission development did not. Second, he wanted more face time with Oppenheimer. This was something he missed in the bureaucratic Manhattan Project structure.
Oppenheimer leaned back in his chair and developed his theory; He decided to make a proposal based on his conclusions. He agreed to let Teller dabble on the hydrogen project, but only during a limited time. For the second proposition, he emphasized how difficult it was to schedule time now that he was head of this enormous project. But — and he stressed the sacrifice — he was willing to schedule weekly one-hour sessions with Teller.
Teller agreed to stay on the fission development project.
Oppenheimer had successfully avoided another war. This time, a war over who was really in charge of the Manhattan project. There was no butting heads or yelling or quitting or setbacks to the project. Here, he met Teller on his terms, offered a compromise that would satisfy both parties, and kept the critical balance that is so essential to the success of any complex project.
