Civil Aeronautics Administration, Bureau of Standards, several astronomical observatories, and our own Project Bear.
Our entire operational plan was similar to a Model A Ford I had while I was in high school--just about the time you would get one part working, another part would
When a report came through our screening process and still had the "Unknown" tag on it, it went to the MO file, where we checked its characteristics against
other reports. For example, on May 25 we had a report from Randolph AFB, Texas. It went through the screening process and came out "Unknown"; it wasn't a
balloon, airplane, or astronomical body. So then it went to the MO file. It was a flock of ducks reflecting the city lights. We knew that the Texas UFO's were ducks
because our MO file showed that we had an identical report from Moorhead, Minnesota, and the UFO's at Moorhead were ducks.
Radar reports that came into Blue Book went to the radar specialists of ATIC's electronics branch.
Sifting through reams of data in search of the answers to the many reports that were pouring in each week required many hours of overtime work, but when a report came
out with the final conclusion, "Unknown," we were sure that it was unknown.
To operate Project Blue Book, I had four officers, two airmen, and two civilians on my permanent staff. In addition, there were three scientists employed full time on
Project Bear, along with several others who worked part time. In the Pentagon, Major Fournet, who had taken on the Blue Book liaison job as an extra duty, was now
spending full time on it. If you add to this the number of intelligence officers all over the world who were making preliminary investigations and interviewing UFO
observers, Project Blue Book was a sizable effort.
Only the best reports we received could be personally investigated in the field by Project Blue Book personnel. The vast majority of the reports had to be evaluated on
the basis of what the intelligence officer who had written the report had been able to uncover, or what data we could get by telephone or by mailing out a
questionnaire. Our instructions for "what to do before the Blue Book man arrives," which had been printed in many service publications, were beginning to pay
off and the reports were continually getting more detailed.
The questionnaire we were using in June 1952 was the one that had recently been developed by Project Bear. Project Bear, along with psychologists from a midwestern university, had worked on it for
five months. Many test models had been tried before it reached its final form -- the standard questionnaire that Blue