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| | The U.S.A.-China Strategy, by Lyndon H. LaRouche, Jr. (Apr. 9, 1997) |
 | | The skilled production management, especially in the relatively smaller-sized, closely held firm of the strategic machine-tool-design sector, and also in the technologically advanced, capital-intensive industrial giants, operated on the basis of planning backwards, from a targetted economic "horizon" to be reached either a half or full capital-turnover cycle, seven to twenty-odd years ahead. |
 | | The result was a "draw down" of the productive sector of the national economy, including a relative inhibition of scientific research and development, and a relatively diminished role for the "strategic machine-tool-design" sector. |
 | | Once it was assumed, that the terror of the 1962 "missiles crisis," and the consolidation of a "détente" orientation, promised to lower the risk of warfare, from general warfare, to "cabinet" and "surrogate" warfare, the priority upon strategic implications of technological attrition was virtually eliminated. |
| www.larouchepub.com /lar/1997/lhl_usa-china_strategy.html (8978 words) |
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