otes 22 and 23.

4. On the real function of "Star Wars," see for example, Dave Griffiths, Evert Clark, and Alan Hall, "Why Star Wars Is A Shot In The Arm For Corporate R&D," Business Week, April 8, 1985, p. 77. An excerpt:
Not surprisingly, the goings-on at the Star Wars office are closely watched from corporate boardrooms. Says Army Colonel Robert W. Parker, director of resource management at S.D.I.'s office: "One way or another, 80% of our money is going to the private sector." On any given day, representatives of dozens of companies and universities visit the headquarters. . . . [Star Wars head James Abrahamson] has given the private sector an unprecedented role in shaping a defense project. . . . S.D.I. will need much more than existing technology if it is ever to fly. To get all the necessary advances, it will pump 3% to 4% of its projected budget [$26 billion] over the next five years into pushing innovations in technologies ranging from advanced computers to optics. . . . Almost no cutting-edge technology will go without a shot of new research funds. . . . Whether or not Star Wars comes to fruition, Abrahamson and Ionson [head of S.D.I.'s Innovative Science and Technology Office] are convinced that it will produce a wealth of new technology. "Star Wars will create an industrial revolution," insists Ionson.

Malcolme W. Browne, "The Star Wars Spinoff" (cover story), New York Times Magazine, August 24, 1986, p. 18. The subtitles on the cover and in the story read:
For better or worse, the controversial Strategic Defense Initiative is already yielding new technologies that seem destined to change the world. . . . It is estimated that adapted Star Wars technology will eventually yield private-sector sales of $5 trillion to $20 trillion. . . . Experts say the computers and programs S.D.I. is helping to bring into being are powerful tools whose civilian counterparts