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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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At least 73 records · Page 4
All sourcesNASA NTRSDOE OSTI
DOE OSTI2023

Cultivating a culture of inclusivity in heliophysics

A large number of heliophysicists from across career levels, institution types, and job titles came together to support a poster at Heliophysics 2050 and the position papers for the 2024 Heliophysics decadal survey titled “Cultivating a Culture of Inclusivity in Heliophysics,” “The Importance of Policies: It’s not just a pipeline problem,” and “Mentorship within Heliophysics.” While writing these position papers, the number of people who privately shared disturbing stories and experiences of bullying and harassment was shocking. The number of people who privately expressed how burned out they were was staggering. The number of people who privately spoke about how they considered leaving the field for their and their family’s health was astounding. And for as much good there is in our community, it is still a toxic environment for many. If we fail to do something now, our field will continue to suffer. While acknowledging the ongoing growth that we as individuals must work toward, we call on our colleagues to join us in working on organizational, group, and personal levels toward a truly inclusive culture, for the wellbeing of our colleagues and the success of our field. This work includes policies, processes, and commitments to promote: accountability for bad actors; financial security through removing the constant anxiety about funding; prioritization of mental health and community through removing constant deadlines and constant last-minute requests; a collaborative culture rather than a hyper-competitive one; and a community where people can thrive as whole persons and do not have to give up a healthy or well-rounded life to succeed.

mental health↗
NASA NTRS1992

Acquisition streamlining: A cultural change

The topics are presented in viewgraph form and include the following: the defense systems management college, educational philosophy, the defense acquisition environment, streamlining initiatives, organizational streamlining types, defense law review, law review purpose, law review objectives, the Public Law Pilot Program, and cultural change.

Stewart, Jesse↗
DOE OSTI2023

HOP and Cybersecurity: Leveraging safety and reliability experience to improve digital security culture

This presentation will introduce participants to key mental models on how to think about and understand safety and the organizational attributes that support it from three of the leading voices in the discipline – David Marx, Dr. Erik Hollnagel and Dr. Todd Conklin – and from there we ask the simple question of “how can we apply this to cybersecurity?” Opportunities, similarities, and differences from the history of accomplishment applying human and organizational performance principles to safety and reliability can be collectively leveraged to the meet the challenge of cybersecurity for OT/ICS/cyber-physical systems. This is the same intent as the "Cybersecurity Culture" principle of Cyber-Informed Engineering (CIE).

42 ENGINEERING↗
NASA NTRS1997

NASA/DOD Aerospace Knowledge Diffusion Research Project. Use of Communications Sources: An Intercultural Investigation of Practices in the US and Russia

The purpose of this paper is to investigate the impact of U.S./Russian cultural differences in communications among scientists and engineers in applied technology industries. This is important because the advent of perestroika, the breakup of the Soviet Union, and massive moves toward privatization make Russia a potential partner in economic endeavors and, at the same time, a possible competitor in the international arena. Unfortunately the results of U.S./Soviet collaborative endeavors have not always met with expectations. Since 1987, when the former USSR adopted a law on joint ventures, evidence has emerged as to the causes of many failures of these cooperative arrangements. While international strategic alliances face many structural barriers, failures of these cooperative ventures have often resulted from a lack of understanding of the more intangible barrier of major differences in cultural environments between the partners (Cattaneo, 1992). Cultural differences not only affect business operations but also raise questions for scholars and practitioners who have advocated that U.S. management theories apply abroad. Boyacigiller and Adler (1991), Doktor, Tung, and Von Glinow (1991), and Hofstede (1993) observed that most U.S. scholars have continued to export management concepts and practices abroad assuming the concepts were universally valid despite the fact that Western organizational theory has placed little emphasis on factors such as history, social setting, culture, and government (Boyacigiller & Adler, 1991). High technology industries such as aerospace, which includes the cormmercial aviation segment, have characteristics that make the industry an excellent platform to study cultural implications for technical communications. The investigation of this group is worthwhile for several reasons. First, high technology industries are becoming more international and more engaged in collaborative endeavors. Second, the industries are highly dependent on effective innovation diffusion which, according to Fischer (1979), is essentially information exchange. And, third, studies of innovative project management have found that information availability was a critical factor in project success or failure (e.g., Link & Zmud, 1987; Tushman, 1978, 1979). We propose that a gap in the literature exists that centers on whether U.S. paradigms of commnunications behavior apply to other cultures. First, we will explore early findings in the U.S. that held that the choice of an information source was a function of the 'law of least effort' rather than quality (e.g., Allen, 1977; Cuinan, 1983; DeWhirst, 1971; Hardy, 1982; O'Reilly, 1982; Rosenberg, 1967). Second, we will explore the contingency approaches such as that of Tushman (1979) and the later work of Daft and Lengel (1984, 1987), Huber and Daft (1987) and Lengel and Daft (1988) who held that information choice was a function of the nature of the task at hand. A third issue to be addressed is the confounding problem of presumed differences between scientists and engineers in information gathering behavior (Allen, 1977). Finally, we will investigate whether cultural differences cast doubt on the applicability of findings from U.S. situations to other cultures.

Pinelli, Thomas E.↗
DOE OSTI2021

Systematic Enterprise Risk Management by Integrating the RISMC Toolkit and Cost-Benefit Analysis (Final Report)

The goal of this research is to theorize and quantify the relationships between safety and the financial performance of nuclear power plants (NPPs). The Socio-Technical Risk Analysis (SoTeRiA) theoretical framework, which connects the social aspects (e.g., safety culture) and structural features (e.g., safety practices) of an organization with organizational safety and financial risks, is used to theorize the direct and indirect relationships between safety and the financial performance of NPPs. An Integrated Enterprise Risk Management (I-ERM) methodological framework is developed to operationalize SoTeRiA to quantify NPP safety and financial performance in a unified platform where their underlying physical degradation mechanisms, coupled with maintenance performance (considering human and organizational factors), are explicitly incorporated to depict the interconnections and dependencies between safety and financial performance. In this study, NPP safety refers to both occupational safety and system safety (estimated from Probabilistic Risk Assessment, PRA), and financial performance refers to the monetary values associated with NPP operation and maintenance (O&M) strategies. This report covers a case study demonstrating the feasibility of the I-ERM methodological framework. More detailed development of one of the I-ERM modules, i.e., Probabilistic Physics-of-Failure (PPoF) analysis, and its connection with other I-ERM modules is demonstrated in a second case study. The outcome of this research will help NPP decision-makers create cost-saving maintenance strategies while maintaining safety by providing cost- and risk-informed recommendations regarding maintenance work processes and operational strategies.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗
NASA NTRS1989

Transition management - An analysis of strategic considerations for effective implementation

Six managerial guidelines are identified for facilitating successful change in an organization. They are: (1) the need for a catalyst to initiate change; (2) the setting of organizational goals which take into account the impact of technical, political, and cultural factors; (3) requiring a transition team to guide the change; (4) a demonstration by top management of a commitment to the change as well as their acting as change agents; (5) the utilization of employee participation and good communication to help overcome employee resistance; and (6) the evaluation of the change program as important to the success of present and future change programs. A description of each guideline is presented, and its importance is examined. Available options are also presented for management to deal with each of the guidelines.

Hunsucker, John L.↗
NASA NTRS1989

The decay of NASA's technical culture

Changes in the organization structure and technical research activities of NASA since 1970 are evaluated. The creation of NASA and the original organizational structure and operation of NASA are reviewed. The relationship between organization and advanced technology is discussed and suggestions are given for ways of maintaining NASA as a high reliability organization.

Mccurdy, Howard E.↗
DOE OSTI2025

Integrating Cyber-Informed Engineering into Process Automation

As organizations increasingly automate their core missions and essential functions to address business risks and enhance efficiency, process automation becomes pivotal. This shift, involving minimal or no manual intervention, significantly impacts an organization's cyber-risk landscape. While automation drives efficiencies, it also introduces new cyber risks if not properly managed. Cyber-Informed Engineering (CIE) provides a proactive framework for managing these digital risks, enhancing cyber-resilience in process automation. This document supports organizations in applying CIE principles to mitigate the cyber risks associated with automation. The outlined approach can be independently implemented to improve any organization’s cyber-resilience, ensuring that the advantages of automation do not result in unaddressed or unmanaged digital risks. It serves as a starting point, offering considerations for integrating CIE principles and practices into organizational processes. CIE is presented as an iterative process, fostering continuous improvement and reinforcing the engineering and operational cultures to manage digital risks effectively. The document is structured as follows: Section 1 provides background on CIE and process automation, and their integration. Section 2 explores the twelve CIE principles in the context of process automation, highlighting key questions, engineering considerations, and implications for digital risk management. Section 3 synthesizes the findings and offers recommendations to advance resilience by design.

42 - ENGINEERING↗
DOE OSTI2024

Best practices: Organizational execution

This article, the fourth and final installment in the DOE–IDEA series, focuses on organizational execution and how strong management practices, teamwork, and preparedness contribute to successful district energy systems. It highlights case studies from Ashley Energy and Cornell University to illustrate effective operational strategies. Ashley Energy demonstrates the importance of emergency preparedness and rapid response. After a major flood disrupted its plant, the organization restored service in under 72 hours by relying on pre-established plans, vendor relationships, and trained staff. The case emphasizes proactive contingency planning, understanding insurance processes, and empowering skilled personnel to improvise during crises. Cornell University’s example highlights the role of collaboration and transparency in long-term success. Its district energy system benefits from strong data sharing, real-time energy monitoring, and active involvement of faculty and students in system planning and innovation. This culture of teamwork and data-driven decision-making supports sustainability goals and continuous system improvement. Overall, the article shows that effective organizational execution—through preparedness, collaboration, and data transparency—is essential for maintaining reliable, efficient, and sustainable district energy systems.

96 KNOWLEDGE MANAGEMENT AND PRESERVATION↗
NASA NTRS1999

The Development of a Virtual Company to Support the Reengineering of the NASA/Goddard Hubble Space Telescope Control Center System

This is a report to the Third Annual International Virtual Company Conference, on The Development of a Virtual Company to Support the Reengineering of the NASA/Goddard Hubble Space Telescope (HST) Control Center System. It begins with a HST Science "Commercial": Brief Tour of Our Universe showing various pictures taken from the Hubble Space Telescope. The presentation then reviews the project background and goals. Evolution of the Control Center System ("CCS Inc.") is then reviewed. Topics of Interest to "virtual companies" are reviewed: (1) "How To Choose A Team" (2) "Organizational Model" (3) "The Human Component" (4) "'Virtual Trust' Among Teaming Companies" (5) "Unique Challenges to Working Horizontally" (6) "The Cultural Impact" (7) "Lessons Learned".

Lehtonen, Ken↗
NASA NTRS2001

Cost model validation: a technical and cultural approach

This paper summarizes how JPL's parametric mission cost model (PMCM) has been validated using both formal statistical methods and a variety of peer and management reviews in order to establish organizational acceptance of the cost model estimates.

cost model validation↗
DOE OSTI2024

Expert and operator perspectives on barriers to energy efficiency in data centers

Abstract It was last estimated in 2016 that data centers (DCs) comprise approximately 2% of total US electricity consumption. However, this estimate is currently being updated to account for the massive increase in computing needs due to streaming, cryptocurrency, and artificial intelligence (AI). To prevent energy consumption that tracks with increasing computing needs, it is imperative we identify energy efficiency strategies and investments beyond the low-hanging fruit solutions. In a two-phased research approach, we ask: What non-technical barriers still impede energy efficiency (EE) practices and investments in the data center sector, and what can be done to overcome these barriers? In particular, we are focused on social and organizational barriers to EE. In Phase I, we performed a literature review and found that technical solutions are abundant in the literature, but fail to address the top-down cultural shifts that need to take place in order to adapt new energy efficiency strategies. In Phase II, reported here, we interviewed 16 data center operators/experts to ground-truth our literature findings. Our interview protocols focus on three aspects of DC decision-making: procurement practices, metrics and monitoring, and perceived barriers to energy efficiency. We find that vendors are the key drivers of procurement decisions, advanced efficiency metrics are facility-specific, and there is convergence in the design of advanced facilities due to the heat density of parallelized infrastructure. Our ultimate goals for our research are to design DC decarbonization policies that target organizational structure, empower individual staff, and foster a supportive external market.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
NASA NTRS1994

Applying Costs, Risks and Values Evaluation (CRAVE) methodology to Engineering Support Request (ESR) prioritization

Given limited budget, the problem of prioritization among Engineering Support Requests (ESR's) with varied sizes, shapes, and colors is a difficult one. At the Kennedy Space Center (KSC), the recently developed 4-Matrix (4-M) method represents a step in the right direction as it attempts to combine the traditional criteria of technical merits only with the new concern for cost-effectiveness. However, the 4-M method was not adequately successful in the actual prioritization of ESRs for the fiscal year 1995 (FY95). This research identifies a number of design issues that should help us to develop better methods. It emphasizes that given the variety and diversity of ESR's one should not expect that a single method could help in the assessment of all ESR's. One conclusion is that a methodology such as Costs, Risks, and Values Evaluation (CRAVE) should be adopted. It also is clear that the development of methods such as 4-M requires input not only from engineers with technical expertise in ESR's but also from personnel with adequate background in the theory and practice of cost-effectiveness analysis. At KSC, ESR prioritization is one part of the Ground Support Working Teams (GSWT) Integration Process. It was discovered that the more important barriers to the incorporation of cost-effectiveness considerations in ESR prioritization lie in this process. The culture of integration, and the corresponding structure of review by a committee of peers, is not conducive to the analysis and confrontation necessary in the assessment and prioritization of ESR's. Without assistance from appropriately trained analysts charged with the responsibility to analyze and be confrontational about each ESR, the GSWT steering committee will continue to make its decisions based on incomplete understanding, inconsistent numbers, and at times, colored facts. The current organizational separation of the prioritization and the funding processes is also identified as an important barrier to the pursuit of cost-effectiveness. Perhaps the greatest barrier is that, at the working level, KSC's culture is so preoccupied with technical concerns that it seems almost oblivious to any cost concerns, let alone cost-effectiveness concerns. It is recommended that we must urgently begin to change that culture and seek a better balance between these two concerns.

Joglekar, Prafulla N.↗
NASA NTRS2012

Integrated Data Modeling and Simulation on the Joint Polar Satellite System Program

The Joint Polar Satellite System is a modern, large-scale, complex, multi-mission aerospace program, and presents a variety of design, testing and operational challenges due to: (1) System Scope: multi-mission coordination, role, responsibility and accountability challenges stemming from porous/ill-defined system and organizational boundaries (including foreign policy interactions) (2) Degree of Concurrency: design, implementation, integration, verification and operation occurring simultaneously, at multiple scales in the system hierarchy (3) Multi-Decadal Lifecycle: technical obsolesce, reliability and sustainment concerns, including those related to organizational and industrial base. Additionally, these systems tend to become embedded in the broader societal infrastructure, resulting in new system stakeholders with perhaps different preferences (4) Barriers to Effective Communications: process and cultural issues that emerge due to geographic dispersion and as one spans boundaries including gov./contractor, NASA/Other USG, and international relationships.

Roberts, Christopher J.↗
DOE OSTI2025

Success Path Method: Conformance with Safety Management Systems

All industrial facilities deal with safety hazards such as equipment failures, chemical and toxic releases, and fires and explosions just to name a few. A disciplined framework for managing the integrity of operating systems and processes that handle hazardous substances by applying good design principles, engineering, and operating practices is called process safety. The goal of such framewoks is to prevent the release of energy or material that could cause harm to people or damage to equipment and/or environment. Process safety covers all aspects of facility operation also including design, maintenance, and human and organizational factors that could possibly have effect on process safety. As it will be seen from the discussion below, process safety is just one of the pieces of the much bigger matter, a safety culture. Many industries have long recognized the importance of safety culture in their day-to-day operation. Although the definition of safety culture can slightly differ from organization to organization, in general, a safety culture is how things are done to demonstrate a commitment to safety by everyone involved. An organization acquires safety culture over time as the product of individual and group values, actions, and behaviors toward overall safety. It is important to note that safety culture should not be viewed as some static state that an organization wants to reach. It is more like a constantly evolving level of “how things are done when nobody is watching.” Safety culture is an inherent characteristic of an organization, it is always present, but the level can range on a continuum from undesirable to desirable or more commonly used, from negative to positive. An example for an undesirable, negative safety culture would be a company in which accidents resulting in harm (physical and/or emotional) of its employees, equipment or surrounding environment and community occur frequently. At the other end of the spectrum would be a company in which such accidents are rare or do not occur at all (desired or positive safety culture). Every company/industry exists somewhere within this spectrum.

42 ENGINEERING↗
NASA NTRS2003

Archetypes for Organisational Safety

We propose a framework using system dynamics to model the dynamic behavior of organizations in accident analysis. Most current accident analysis techniques are event-based and do not adequately capture the dynamic complexity and non-linear interactions that characterize accidents in complex systems. In this paper we propose a set of system safety archetypes that model common safety culture flaws in organizations, i.e., the dynamic behaviour of organizations that often leads to accidents. As accident analysis and investigation tools, the archetypes can be used to develop dynamic models that describe the systemic and organizational factors contributing to the accident. The archetypes help clarify why safety-related decisions do not always result in the desired behavior, and how independent decisions in different parts of the organization can combine to impact safety.

Marais, Karen↗
DOE OSTI2026

Energy Leaders: The Catalyst for Strategic Energy Management

This study investigates the crucial role energy leaders play in driving strategic energy management (SEM) and accelerating cost savings within a manufacturing organization and consequently, the industrial sector. Whereas energy efficiency can be seen as an innovative business practice with irrefutable cost benefits, its effective implementation requires strategic leadership and a structured approach. This research analyzes data collected from 120 participants representing 71 companies attending the Energy Bootcamp events organized by the U.S. Department of Energy’s (DOE) Better Plants program. The collected data focused on the state of SEM implementation, the presence and responsibilities of energy leaders, and the formation and function of energy teams. The findings reveal a significant gap between the perceived importance of SEM and its actual adoption, highlighting the need for strong leadership to drive behavioral changes by championing energy efficiency initiatives. Results indicate that effective energy leaders possess a diverse skill set, including the ability to secure top management buy-in, foster a culture of energy consciousness, and collaborate across departments. This study emphasizes the importance of empowering energy leaders with clearly defined roles and responsibilities as well as the authority to build and lead cross-functional energy teams. Furthermore, integrating energy management into existing organizational structures and leveraging readily available resources are identified as key factors for successful implementation. This research underscores how dedicated leadership and effective SEM practices help achieve industrial energy efficiency goals, providing practical insights for organizations seeking to improve performance and contribute to a resilient future.

energy leader↗
NASA NTRS1988

Anatomy of an organizational change effort at the Lewis Research Center

By 1979, after a long decline following the end of the Apollo program, the Lewis Research Center found its very existence endangered because it was not doing the kind of research that could attract funding at the time. New management under Andrew J. Stofan applied a program of strategic planning, participative management, and consensus decision making. A corporate-cultural change was effected which enabled Lewis to commit itself to four fundable research and development projects. Morale-building and training programs which were essential to this change are described.

Hawker, James R.↗