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Topics concerning Space Exploration Initiative technical interchange are presented in viewgraph form and include the following: models of change, elements of the current period, the signs of change, leaders' contribution, paradigms - our worldview, paradigm change, the effects of revealing paradigms, a checklist for change, and organizational control.
This paper identifies essential principles and practices that help an organization to accept change.
This study represents the implementation phase of an organizational development project which was initiated last year in the Management Support Division (MSD) at Langley Research Center to diagnose organizational functioning. As a result of MSD survey data from last year's effort, a Quality Action Team was created to address the responses compiled from the MSD Organizational Assessment Questionnaire and Follow-Up Questionnaire. The team was officially named the MSD Employee Relations Improvement Team (MERIT). MERIT's goal was to analyze major concerns generated by the questionnaires and to present feasible solutions to management which would improve supervisory performance, promote process improvement; and ultimately, lead to a better organization. The team met weekly and was very disciplined in following guidelines needed to ensure a fully functioning team. Several TQM tools were used during the team process, including brainstorming and the cause and effect diagram. One of the products produced by MERIT was a 'report card', more formally known as an upward appraisal system, to evaluate supervisory performance in the division office, its three branches, and in teams. Major areas of emphasis on the 47 item report card were those identified by employees through the previously administered questionnaires as needing to be improved; specifically, training, recognition, teamwork, supervision and leadership, and communication. MERIT created an enlarged and modified version of the report card which enabled scores for each individual supervisor to be recorded on a separate form, along with summary results and employee comments. Report card results have been compiled and fed back to the Division Chief and Assistant Division Chief. These individuals will in turn, feed the results back to the remaining supervisors and the team leaders. Although results differ among supervisors, some similarities exist. Communication generally appears to be adequate, which represents an improvement over last year. In contrast, recognition and teamwork are the two major areas where improvement in supervisory performance seems to be most needed. The initial report card results will serve as a baseline against which future performance ratings will be compared. Once supervisors have been presented with their data and given an opportunity to analyze and discus the results, they will be assisted in developing an action plan for improving their performance and work processes. They will be provided with ongoing support from management in following through with the action plan.
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.
Space sustainability is crucial for the continuation of humanity's exploration and utilization of space. NASA recognizes the imperative of maintaining a sustainable space operating environment to safeguard the future of space activities. On April 9, 2024, NASA released its first part of an integrated Space Sustainability Strategy focused on the domain of earth orbit, with future volumes to address impacts of space operations on earth itself; cislunar space, including the Lagrange points and the lunar surface; and deep space, including other celestial bodies. This commitment extends to ensuring the safety of astronauts conducting operations in Low Earth Orbit (LEO), as well as enabling missions to the Moon and Mars. Moreover, sustainable space practices are essential for the uninterrupted operation of NASA's robotic science missions, which monitor Earth's changes and probe the mysteries of the universe. The strategy sets out a set of goals, the first of which is to establish a framework for assessing space sustainability at NASA, addressing the absence of a universally accepted framework with key metrics that promotes understanding of how metrics are interconnected. This framework will provide a basis for evaluating the sustainability of orbital activities, with metrics informed by input from the domestic and international space community. Objectives under this goal include defining key parameters affecting space sustainability, determining tolerable levels of risk, and annually publishing NASA's effect on space sustainability, including compliance with orbital debris mitigation standards. The subsequent goals build upon this foundation, identifying effective actions for enhancing space sustainability, incentivizing adoption of these actions through technology development and policy changes, and ensuring coordination with the global space community. An organizational change within NASA is also proposed to facilitate day-to-day coordination and accountability for space sustainability efforts. By pursuing these goals, NASA aims to strengthen the technical foundations of and continue to set an example for sustainable space operations. Regular evaluation of NASA mission performance in context with meeting sustainability objectives will ensure alignment with evolving challenges in the space operating environment.
This paper discusses the successful implementation of a highly visible company-wide management system and its potential to change managerial and accounting policies, processes and practices in support of organizational goals. Applying the conceptual framework of innovation in organizations, this paper describes the development and deployment process of the NASA Budget Execution Dashboard and the first two fiscal years of its use. It discusses the positive organizational changes triggered by the dashboard, like higher visibility of financial goals and variances between plans and actuals, increased involvement of all management levels in tracking and correcting of plan deviations, establishing comparable data standards across a strongly diversified organization, and enhanced communication between line organizations (NASA Centers) and product organizations (Mission Directorates). The paper also discusses the critical success factors experienced in this project: Strong leadership and division of management roles, rapid and responsive technology development, and frequent communication among stakeholders.
The objectives and strategies of the Federal wind energy program are described. Changes in the program structure and some of the additions to the program are included. Upcoming organizational changes and some budget items are discussed, with particular emphasis on recent significant events regarding new approvals.
The book entitled "Fusion Leadership: Unlocking the Subtle Forces that Change People and Organizations Richard L. Daft and Robert H. Lengel (1998) Berett-Koehler Publishers, Inc." was Reviewed by Dr. Michelle Collins, NASA Headquarters. If you've already read books on leadership and organizational change by authors such as Moshe Rubinstein and Iris Firstenberg, Peter Senge, Tom Peters, and Steven Covey, and you were thinking of rereading them, you don't have to do that now. Just read this book instead. It's a fusion of many of their same concepts presented from a different view. The book does not explore any particular subject in depth. Rather the authors "skim" many subjects and concepts, interlacing them to develop the concept of "Fusion Leadership". The fundamental concept of treating people as people rather than machines is the main theme. "Fusion Leadership" is the process of fusing people together by nurturing six "subtle" forces: mindfulness, courage, vision, heart, communication, and integrity. To do so, hierarchy is diminished and responsibility both for oneself as well as for the team is emphasized. There are a number of organizations and managers that will find such a change threatening. The concepts behind such a management style are straightforward and the benefits are intuitive once you've reflected on them; however, the obvious benefits of the behavioral change proposed in Fusion Leadership can be completely lost in a fear-based system. The concept of caring about people in one's organization was the common thread in Chris Turner's book All Hat, No Cattle (see book review, ASK 5). Much is being written about the re-humanizing of the workplace, but the basis of it is so common sense that one wonders what's taking so long for the workplace to change? Whether you're in a position to change your organization or simply your project team, you'll find the concepts in fusion leadership equally applicable.
Climate science is a Big Data domain that is experiencing unprecedented growth. In our efforts to address the Big Data challenges of climate science, we are moving toward a notion of Climate Analytics-as-a-Service (CAaaS). We focus on analytics, because it is the knowledge gained from our interactions with Big Data that ultimately produce societal benefits. We focus on CAaaS because we believe it provides a useful way of thinking about the problem: a specialization of the concept of business process-as-a-service, which is an evolving extension of IaaS, PaaS, and SaaS enabled by Cloud Computing. Within this framework, Cloud Computing plays an important role; however, we it see it as only one element in a constellation of capabilities that are essential to delivering climate analytics as a service. These elements are essential because in the aggregate they lead to generativity, a capacity for self-assembly that we feel is the key to solving many of the Big Data challenges in this domain. MERRA Analytic Services (MERRAAS) is an example of cloud-enabled CAaaS built on this principle. MERRAAS enables MapReduce analytics over NASAs Modern-Era Retrospective Analysis for Research and Applications (MERRA) data collection. The MERRA reanalysis integrates observational data with numerical models to produce a global temporally and spatially consistent synthesis of 26 key climate variables. It represents a type of data product that is of growing importance to scientists doing climate change research and a wide range of decision support applications. MERRAAS brings together the following generative elements in a full, end-to-end demonstration of CAaaS capabilities: (1) high-performance, data proximal analytics, (2) scalable data management, (3) software appliance virtualization, (4) adaptive analytics, and (5) a domain-harmonized API. The effectiveness of MERRAAS has been demonstrated in several applications. In our experience, Cloud Computing lowers the barriers and risk to organizational change, fosters innovation and experimentation, facilitates technology transfer, and provides the agility required to meet our customers' increasing and changing needs. Cloud Computing is providing a new tier in the data services stack that helps connect earthbound, enterprise-level data and computational resources to new customers and new mobility-driven applications and modes of work. For climate science, Cloud Computing's capacity to engage communities in the construction of new capabilies is perhaps the most important link between Cloud Computing and Big Data.
Payload science operations on the International Space Station (ISS) have been conducted continuously twenty-four hours per day, 365 days a year beginning February, 2001 and continuing through present day. The Payload Operations Integration Center (POIC), located at the Marshall Space Flight Center in Huntsville, Alabama, has been a leader in integrating and managing NASA distributed payload operations. The ability to conduct science operations is a delicate balance of crew time, onboard vehicle resources, hardware up-mass to the vehicle, and ground based flight control team manpower. Over the span of the last ten years, the POIC flight control team size, function, and structure has been modified several times commensurate with the capabilities and limitations of the ISS program. As the ISS vehicle has been expanded and its systems changed throughout the assembly process, the resources available to conduct science and research have also changed. Likewise, as ISS program financial resources have demanded more efficiency from organizations across the program, utilization organizations have also had to adjust their functionality and structure to adapt accordingly. The POIC has responded to these often difficult challenges by adapting our team concept to maximize science research return within the utilization allocations and vehicle limitations that existed at the time. In some cases, the ISS and systems limitations became the limiting factor in conducting science. In other cases, the POIC structure and flight control team size were the limiting factors, so other constraints had to be put into place to assure successful science operations within the capabilities of the POIC. This paper will present the POIC flight control team organizational changes responding to significant events of the ISS and Shuttle programs.
At the request of NASA the Subcommittee on Fire Toxicology undertook the tasks of evaluating the state-of-knowledge in fire toxicology and recommending guidelines for establishing standard approaches for testing the toxicity of polymeric materials in fires. The recommended guidelines on methodology for evaluation of toxicity of pyrolysis and combustion products are presented. Flow charts reflecting the organizations responsible for the evaluation tasks are presented to show organizational changes which took place between 1977 and 1978. Also listed are the names, phone numbers and companies in attendance at the meeting.
The paper discusses some of the current and potential markets for satellite data communications as projected by the Public Service Satellite Consortium (PSSC). Organizations in the public service sector are divided into three categories, depending on their expected benefits and organizational changes due to increased satellite telecommunications use: A - modest institutional adjustments are necessary and significant productivity gains are likely; B - institutional requirements picture is promising, but more information is needed to assess benefits and risk; and C - major institutional adjustments are needed, risks are high but possible benefits are high. These criteria are applied to the U.S. health care system, continuing education, equipment maintenance, libraries, environmental monitoring, and other potential markets. The potential revenues are seen to be significant, but what is needed is a cooperative effort by common carriers and major public service institutions to aggregate the market.
The role of affirmative actions is investigated as an interventionist Organization Development (OD) strategy for insuring equal opportunities at the NASA/Johnson Space Center. In doing so, an eclectic and holistic model is developed for the recruiting and hiring of minorities and females over the next five years. The strategy, approach, and assumptions for the model are quite different than those for JSC's five year plan. The study concludes that Organization development utilizing affirmative action is a valid means to bring about organizational change and renewal processes, and that an eclectic model of affirmative action is most suitable and rational in obtaining this end.
In April 1994 the National Research Council received a request from NASA that the NRC's Space Studies Board provide guidance on questions relating to the management of NASA's programs in the space sciences. The issues raised in the request closely reflect questions posed in the agency's fiscal year 1994 Senate appropriations report. These questions included the following: Should all the NASA space science programs be gathered into a 'National Institute for Space Science'? What other organizational changes might be made to improve the coordination and oversight of NASA space science programs? What processes should be used for establishing interdisciplinary science priorities based on scientific merit and other criteria, while ensuring opportunities for newer fields and disciplines to emerge? And what steps could be taken to improve utilization of advanced technologies in future space scienc missions? This report details the findings of the Committee on the Future of Space Science (FOSS) and its three task groups: the Task Group on Alternative Organizations, Task Group on Research Prioritization, and the Task Group on Technology.
The Aerospace Safety Advisory Panel (ASAP) presents its annual report covering February through December 1995. Findings and recommendations include the areas of the Space Shuttle Program, the International Space Station, Aeronautics, and Other. Information to support these findings is included in this report. NASA's response to last year's annual report is included as an appendix. With regards to the Space Shuttle Program, the panel addresses the potential for safety problems due to organizational changes by increasing its scrutiny of Space Shuttle operations and planning.
Since its inception 40 years ago, Marshall Space Flight Center (MSFC) has had the need to maintain and advance state-of-the-art flow analysis and cold-flow testing capability to support its roles and missions. This overview discusses the recent organizational changes that have occurred at MSFC with emphasis on the resulting three groups that form the core of fluid dynamics expertise at MSFC: the Fluid Physics and Dynamics Group, the Applied Fluid Dynamics Analysis Group, and the Experimental Fluid Dynamics Group. Recently completed activities discussed include the analysis and flow testing in support of the Fastrac engine design, the X-33 vehicle design, and the X34 propulsion system design. Ongoing activities include support of the RLV vehicle design, Liquid Fly Back Booster aerodynamic configuration definition, and RLV focused technologies development. Other ongoing activities discussed are efforts sponsored by the Center Director's Discretionary Fund (CDDF) to develop an advanced incompressible flow code and to develop optimization techniques. Recently initiated programs and their anticipated required fluid dynamics support are discussed. Based on recent experiences and on the anticipated program needs, required analytical and experimental technique improvements are presented. Due to anticipated budgetary constraints, there is a strong need to leverage activities and to pursue teaming arrangements in order to advance the state-of-the-art and to adequately support concept development. Throughout this overview there is discussion of the lessons learned and of the capabilities demonstrated and established in support of the hardware development programs.
This NASA KSC video release presents part of a press conference held prior to Discovery flight STS-26, the first shuttle mission flown following the 51-L Challenger accident. The five member panel present individual viewgraph discussions followed by a question and answer period for the benefit of scientific journalists. William A. Chandler (Asst. to the Dir. of Engineering and the NSTS program) gives a brief overview of the crew escape system followed by Steven Nagel's (Astronaut) presentation on crew equipment. Robert Rice (Crew Escape System Manager) describes the flight test program and the innovative pyrotechnics system test program. Tim Pelischek (Pole Design Team) gives an assessment of the critical design review and Ricardo Machin reviews aerodynamic flight tests performed at Texas A&M and California. The second part of the video includes Robert Crippen's (Deputy Dir. of Operations, Kennedy Space Center) overview of NASA Management, the organizational changes and actions taken to meet the Roger's Commission recommendations.
Contents include following: (1) Organizational Changes at MSFC. (2) Recent Program Support & Technology Development: analysis & cold flow testing: Fastrac, X-34, X-33, RLV, LFBB. (3) Ongoing Activities: RLV focused technology, RBCC concepts development, methodology & code development. (4) Future Activities and Direction: hardware design and development; tools development. (5) Concluding remarks: constraints, cooperation, opportunities.