Word: g
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Dates: during 1950-1959
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With different starting altitudes, angles of climb and speeds, we repeated the maneuver 18 times in little more than an hour's flying. The 4-g phase was miserable for me, unaccustomed to it, and I felt befuddled for a few seconds after each pullout. As we homed to Langley (going supersonic on the way), Brett told me that he had felt as clearheaded during weightlessness as in any other acrobatic flight, had never for an instant forgotten his oil-pressure gauge, which might easily have dipped dangerously low in these maneuvers. His clearheadedness showed that training can make...
...tentative assumptions about possibly grave long-term effects (over days, weeks or months) of weightlessness on the human circulatory and respiratory systems. But these suggestions emerged: a weightless man in space need not be witless if he has had time to recover from the probable dulling effect of massive g forces during blastoff; his reasoning powers should be unimpaired; he need be in little danger of injuring himself from muscular overshooting-neither of us overshot objects that we reached for, though we did our reaching gingerly...
...point of exaltation. And not necessarily because of the novelty alone. To Stallings, after 38 hours, zero gravity is old hat, yet he still feels exhilarated by it, aptly calls it "like swimming without getting wet." Airman Brett got no such emotional lift, only a solid, 4-g satisfaction from a job well done. It depends...
...eyed from exhaustion. General Motors' chunky Vice President Louis G. Seaton stomped out of a 14½-hour bargaining session with United Auto Workers President Walter Reuther shortly after one midnight last week and issued a grave statement. For the first time, said Seaton, the nation's biggest manufacturer and its second biggest union would have to work together without a contract because it was "impossible" to agree...
Industry's top executives are learning dozens of ways to improve operations. Sylvania Electric Products Inc. was poking along with one of its lighting products because several companies were all scrambling for the same market. Then President Don G. Mitchell decided to mechanize his operation; he cut costs and hiked production so successfully that he ran way out ahead of his competition. Says he: "What we did was spend a little more money in bad times, and we won 60% of the market where we had only 15% before." To stay competitive in its auto-supply business, Detroit...