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More than 750 NASA, government, contractor, and academic representatives attended the Seventh Annual NASA/Contractors Conference on Quality and Productivity. The panel presentations and Keynote speeches revolving around the theme of total quality leadership provided a solid base of understanding of the importance, benefits, and principles of total quality management (TQM). The presentations from the conference are summarized.
Astrobiology is defined in the 1996 NASA Strategic Plan as 'The study of the living universe.' At NASA's Ames Research Center, this endeavor encompasses the use of space to understand life's origin, evolution, and destiny in the universe. Life's origin refers to understanding the origin of life in the context of the origin and diversity of planetary systems. Life's evolution refers to understanding how living systems have adapted to Earth's changing environment, to the all-pervasive force of gravity, and how they may adapt to environments beyond Earth. Life's destiny refers to making long-term human presence in space a reality, and laying the foundation for understanding and managing changes in Earth's environment. The first Astrobiology Workshop brought together a diverse group of researchers to discuss the following general questions: Where and how are other habitable worlds formed? How does life originate? How have the Earth and its biosphere influenced each other over time? Can terrestrial life be sustained beyond our planet? How can we expand the human presence to Mars? The objectives of the Workshop included: discussing the scope of astrobiology, strengthening existing efforts for the study of life in the universe, identifying new cross-disciplinary programs with the greatest potential for scientific return, and suggesting steps needed to bring this program to reality. Ames has been assigned the lead role for astrobiology by NASA in recognition of its strong history of leadership in multidisciplinary research in the space, Earth, and life sciences and its pioneering work in studies of the living universe. This initial science workshop was established to lay the foundation for what is to become a national effort in astrobiology, with anticipated participation by the university community, other NASA centers, and other agencies. This workshop (the first meeting of its kind ever held) involved life, Earth, and space scientists in a truly interdisciplinary sharing of ideas related to life in the universe, and by all accounts was a resounding success.
When President Gerald Ford appointed Donald Rumsfeld as his Secretary of Defense in 1975, Rumsfeld became the youngest defense secretary in US. history. Today, as defense secretary for President George W. Bush, Rumsfeld is the most senior appointee to hold that post. Between political assignments, he became an expert at turning around troubled corporations. His work at G.D. Searle-now a subsidiary of Pharmacia-earned him awards as an outstanding chief executive officer in the pharmaceutical industry. Rumsfeld's management philosophy is unique and direct, and the best part is he's written it down. While serving in the Ford administration, Rumsfeld wrote a white paper titled Rumsfeld's Rules. These rules were written as guiding principles for White House staff. First published in 1980, the rules were revised and expanded in 2001 to include broader insights on management, work and leadership. They reflect more than 40 years of Rumsfeld's wisdom and experience.
More than 750 NASA, government, contractor, and academic representatives attended the Seventh Annual NASA/Contractors Conference on Quality and Productivity on October 12-13, 1990, in Grenelefe, Florida. The panel presentations and keynote speeches revolving around the theme of 'Total Quality Leadership" provided a solid base of understanding of the importance, benefits, and principles of total quality management. The implementation of these strategies is critical if we are to effectively pursue our mission of continuous quality improvement and reliability in our products, processes, and services. The annual NASA/contractors conferences serve as catalysts for achieving success in this mission.
More than 750 NASA, government, contractor, and academic representatives attended the Seventh Annual NASA/Contractors Conference on Quality and Productivity on October 12-13, 1990, in Grenelefe, Florida. The panel presentations and keynote speeches revolving around the theme of 'Total Quality Leadership' provided a solid base of understanding of the importance, benefits, and principles of total quality management. The implementation of these strategies is critical if we are to effectively pursue our mission of continuous quality improvement and reliability in our products, processess, and services. The annual NASA/contractors conferences serve as catalysts for achieving success in this mission. The conference was highlighted by the announcement of the first recipients of the George M. Low Trophy: NASA's Quality and Excellence Award. My congratulations go out to all nine finalist organizations and to the two recipients of this prestigious honor: Rockwell Space Systems Division and Marotta Scientific Controls, Inc. (the first small business to achieve this honor). These organizations have demonstrated a commitment to quality that is unsurpassed in the aerospace industry. This report summarizes the presentations and is not intended to be a verbatim proceedings document. You are encouraged to contact the speakers with any requests for further information.
NASA flight controllers have always worked in a very demanding environment, but the International Space Station (ISS) poses even more challenges than prior missions. A recent NASA/Ames survey by Parke and Orasanu of NASA/Johnson flight controllers uncovered concerns about communications problems between American personnel and their international counterparts. To better understand these problems, we interviewed 14 senior and 12 junior ISS flight controllers at NASA/Johnson about leadership and cultural challenges they face and strategies for addressing these challenges. The qualitative interview data were coded and tabulated. Here we present quantitative analyses testing for differences between junior and senior controllers. Based on nonparametric statistical tests comparing responses across groups, the senior controllers were significantly more aware of the impact of working in dispersed teams, the context of constant change, and the upcoming multilateral challenges, while junior controllers were more aware of language and cultural issues. We consider our findings in light of other studies of controllers and other known differences between senior and junior controllers. For example, the fact that senior controllers had their formative early experience controlling pre-ISS short-duration Shuttle missions seems to have both positive and negative aspects, which are supported by our data. Our findings may also reflect gender differences, but we cannot unconfound this effect in our data because all the senior respondents were males. Many of the junior-senior differences are not only due to elapsed time on the job, but also due to a cohort effect. The findings of this study should be used for training curricula tailored differently for junior and senior controllers.
Speech topics include: Leadership in Space; Space Exploration: Real and Acceptable Reasons; Why Explore Space?; Space Exploration: Filling up the Canvas; Continuing the Voyage: The Spirit of Endeavour; Incorporating Space into Our Economic Sphere of Influence; The Role of Space Exploration in the Global Economy; Partnership in Space Activities; International Space Cooperation; National Strategy and the Civil Space Program; What the Hubble Space Telescope Teaches Us about Ourselves; The Rocket Team; NASA's Direction; Science and NASA; Science Priorities and Program Management; NASA and the Commercial Space Industry; NASA and the Business of Space; American Competitiveness: NASA's Role & Everyone's Responsibility; Space Exploration: A Frontier for American Collaboration; The Next Generation of Engineers; System Engineering and the "Two Cultures" of Engineering; Generalship of Engineering; NASA and Engineering Integrity; The Constellation Architecture; Then and Now: Fifty Years in Space; The Reality of Tomorrow; and Human Space Exploration: The Next 50 Years.
The Constellation Program renews the nation's commitment to human space exploration a) Access to ISS. b) Human explorers to the Moon and beyond. c) Large telescopes and other hardware to LEO . Hardware is being built today. Development made easier by applying lessons learned from 50 years of spaceflight experience. Ares V heavy-lift capability will be a strategic asset for the nation. Constellation provides a means for world leadership through inspiration and strategic capability.
The United States Army is investing in simulations as a way of providing practice for leader decision making. Such simulations, grounded in lessons learned from deployment experienced leaders, place less experienced and more junior leaders in challenging situations they might soon be confronted with. And given increased demands on the Army to become more efficient, while maintaining acceptable levels of mission readiness, simulations offer a cost effective complement to live field training. So too, the design parameters of such a simulation can be made to reinforce specific behavior responses which teach leaders known theory and application of effective (and ineffective) decision making. With this in mind, the Center for Army Leadership (CAL) determined that decision-making was of critical importance. Specifically, the following aspects of decision-making were viewed as particularly important for today's Army leaders: 1) Decision dilemmas, in the form of equally appealing or equally unappealing choices, such that there is no clear "right" or "wrong" choice 2) Making decisions with incomplete or ambiguous information, and 3) Predicting and experiencing second- and third-order consequences of decisions. It is decision making in such a setting or environment that Army leaders are increasingly confronted with given the full spectrum of military operations they must be prepared for. This paper details the approach and development of this decision making simulation.
Insights and lessons learned into NASA leadership, project management and systems engineering from key NASA, other government and industry leaders and subject matter experts.
United States exploration of outer space - past accomplishment and goals for future
The contributions of science and technology to the success of the United States as a world leader are discussed. Specific instances of the manner in which science advances and new technologies resulting from space research have contributed to a higher standard of living are presented. It is concluded that the benefits of the space program are not reflected only in the material advancements, but that intangible results have also been achieved in greater incentives to improve the present culture.
Recommendations and requirements for the preparation of personnel with some scientific or technological background to enter fields of public policy and administration are reported. University efforts to provide science administration graduate programs are outlined and increased cooperation between government and university resources is outlined.
The role of NASA's administrators in the development of a wide-ranging program of Earth and space sciences is examined. Emphasis is placed on the manned space flight projects.
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No longer limited to occasional spectaculars, space has become an essential, almost commonplace dimension of national life. Among other things, space is an arena of competition with our allies and adversaries, a place of business, a field of research, and an avenue of cooperation with our allies. The space station will play a critical role in each of these endeavors. Perhaps the most significant feature of the space station, essential to its utility for science, commerce, and technology, is the permanent nature of its crew. The space station will build upon the tradition of employing new capabilities to explore further and question deeper, and by providing a permanent presence, the station should significantly increase the opportunities for conducting research in space. Economic productivity is, in part, a function of technical innovation. A major thrust of the station design effort is devoted to enhancing performance through advanced technology. The space station represents the commitment of the United States to a future in space. Perhaps most importantly, as recovery from the loss of Challenger and its crew continues, the space station symbolizes the national determination to remain undeterred by tragedy and to continue exploring the frontiers of space.
A performance appraisal was conducted at a Fortune 500 airline. Evaluations of each manager were taken from his or her management, peers and subordinates. These ratings were related to personality clusters revealing patterns for males similar to those found between personality and performance in pilot populations. A case is made that piloting aircraft requires similar skills to managing other complex enterprises and that similar profiles predict success in each.