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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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16 records
All sourcesNASA NTRSDOE OSTI
DOE OSTI2020

A Holistic Framework for Teamwork Between Multiple Organizations or Areas of Expertise - 20021

Teamwork can harness the collective energy of people to solve complex problems. Yet, teamwork requires more than just putting people together. Complexity is added when people from different organizations or areas of expertise form a team to accomplish specific ends. Every organization is designed to fulfill certain purposes and, as such, it has unique objectives and values and it operates according to methods, procedures, and norms intended to fulfill those objectives and values. And each field of expertise, with its specialized knowledge, uses certain methods to approach and solve problems. Teams that consist of people from multiple organizations or areas of expertise often have the added demands of reconciling dissimilar methods of getting the work done, of sharing information and knowledge that everyone may not have, and of taking into account the goals and objectives of multiple parties. The ideas presented here help teams meet these added demands. This paper introduces a framework that highlights three aspects of teamwork: the physical aspects (what team members do), the mental/intellectual aspects (what team members know and think), and the social/spiritual aspects (what team members feel about others' needs and objectives). These three aspects are easy to remember and intuitive to work with, and when one aspect of a team's work is strengthened, the other two are strengthened as well. (authors)

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2019

“Teamwork Makes the Dream Work”: Tribal Competition Evolutionary Search as a Surrogate for Free-Energy-Based Structural Predictions

Crystal structure prediction has been a grand challenge in material science owing to the large configurational space that one must explore. Evolutionary (genetic) algorithms coupled with first principles calculations are commonly used in crystal structure prediction to sample the ground and metastable states of materials based on configurational energies. However, crystal structure predictions at finite temperature (T), pressure (P), and composition (X) require a free-energy-based search that is often computationally expensive and tedious. Here in this paper, we introduce a new machine-learning workflow for structure prediction that is based on a concept inspired by the evolution of human tribes in primitive society. Our tribal genetic algorithm (GA) combines configurational sampling with evolutionary optimization to accurately predict entropically stabilized phases at finite (T, P, X), at a computational cost that is an order of magnitude smaller than that required for a free-energy-based search. In a departure from standard GA techniques, the populations of individuals are divided into multiple tribes based on a bond-order fingerprint, and genetic operations are modified to ensure that cluster configurations are sampled adequately to capture entropic contributions. Team competition introduced into the evolutionary process allows winning teams (representing a better set of individuals) to expand their sizes; this translates into a more expanded search of the phase space allowing us to explore solutions near possible global minimum. Each team explores a specific section of the structural phase space and avoids bias on solutions arising from the use of individual populations in a purely energy-based search. We demonstrate the efficacy of our approach by performing the structural prediction of a representative two-dimensional two-body system as well as Lennard-Jones clusters over a range of temperatures up to its melting point. Our approach outperforms the standard GA approaches and enables structural search under “real nonambient conditions” on both bulk systems and finite-sized clusters.

36 MATERIALS SCIENCE↗
DOE OSTI2019

Being Innovative: Katie Mussack Using teamwork to solve difficult national security challenges

From a young age, Katie Mussack has delighted in problem solving, critical thinking and discovery. “Playing with math was just part of our family culture,” she says. Her parents were both math teachers, and her engineer grandfather introduced her to science. As a physicist with the XTD Integrated Design & Assessment group (XTD-IDA), she is following those passions to new heights.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2020

Managing Hanford's Direct Feed Low Activity Waste Program - 20002

The Office of River Protection (ORP) is responsible for the management and completion of the River Protection Project (RPP) mission, which comprises both the Hanford Site tank farms operations and the completion and operation of the Waste Treatment and Immobilization Plant Project. The RPP mission is to safely retrieve, treat, and immobilize Hanford's high-level and low-activity tank waste and close the tank farms to protect the Columbia River. The Direct-Feed Low-Activity Waste (DFLAW) Program is a major subset of the overall RPP mission, providing disposition of low-activity waste. The scope is to retrieve, treat, and immobilize the low-activity waste at the Low-Activity Waste Facility. DFLAW will begin operations no later than December 2023. The DFLAW Program overarches a suite of individual projects, activities, and infrastructure upgrades. The major projects and activities include multiple contractors under both ORP and the Richland Operations Office, underscoring the need for effective integration, coordination, and collaboration. The objectives of the DFLAW Program leadership team are to: - Effectively coordinate and integrate the projects that comprise the DFLAW Program - Manage the interfaces between the projects so that the integrated DFLAW Program is completed successfully - Ensure the DFLAW portfolio of projects operate as required without gaps or conflicts at the interfaces. DOE is accomplishing these objectives through a newly established leadership model that integrates the DOE and contractor work streams and promotes a teamwork model to enable collaborative success. Long considered one of the most formidable cleanup challenges at Hanford, the Department of Energy and its contractors are on the verge of achieving a cleanup commitment that has been decades in the making. DOE is preparing to vitrify (turn to glass) Hanford's chemical and radioactive tank waste using the DFLAW process. The Modified Consent Decree milestone for completing hot commissioning of the Hanford Site's Low- Activity Waste Facility is Dec. 31, 2023. While this milestone may seem distant under normal project management circumstances, it is a relatively short period of time for the operational and cultural transformation necessary to successfully begin treating tank waste at Hanford. Direct feed means separating the waste at a tank farm to remove the more radioactive portion (i.e., solids and cesium) so that the resulting low-activity (less radioactive) waste can be fed directly to the Waste Treatment and Immobilization Plant's Low-Activity Waste Facility. Starting DFLAW will require a singular, intensive leadership focus, along with a sustained, collective commitment to excellence and teamwork by the Department and its contractors. Major upgrades to Hanford's infrastructure will occur prior to startup. Supporting DFLAW operations requires significant integration between the DFLAW facilities - the Waste Treatment Plant, Hanford's tank farms, effluent treatment facilities, disposal facilities - and between all of the site contractors to achieve success. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
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↗
DOE OSTI2021

Expert Text Analysis in the Inclusion of History and Philosophy of Science in Higher Education

The history and philosophy of science (HPS) plays a special role in education. An elective HPS course onthe philosophy of scientific experimentation for young scientists and graduate students of natural scienceis presented. The course bears a pragmatic character, and its main aims include the development of criticalthinking (CT), familiarization with philosophical problems in the relevant areas of knowledge, and thecultivation of a taste for reflective, critical analysis, both individual and group-based, which contributes todeeper understanding of the features of scientific practice in the context of modern complex groupcooperation. Students are offered a classical HPS program that included debates on the relationship betweenempiricism and rationalism, the role of Kant’s transcendental philosophy, modern topics associated withthe practical success of rationalism in the emergence of modern natural science, and the theory-ladennessof experimentation. Particular attention during the course is paid to the problems of megascience, theinclusion of which is justified by the specifics of the students’ engagement with science, technology,engineering, and mathematics (STEM). Emphasis is placed on the structure and typology of the collectivesubject in the modern educational process as well as in experimental practice. Lessons on the methodologyof expert text analysis (META), which are aimed at the development of critical thinking skills and thecreation of an interdisciplinary discussion space, are included in the course and relied on the example ofthe history and philosophy of high energy physics to motivate professional reflection. META classesincluded in the course prepare graduate students for teamwork in big science, proto-megascience, andmegascience. The course offers practical recommendations that could be applied to students’ own researchand could be useful for practitioners.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2024

Electronic Visualization Laboratory's 50th Anniversary Retrospective: Look to the Future, Build on the Past

September 2023 marks the 50th anniversary of the Electronic Visualization Laboratory (EVL) at University of Illinois Chicago (UIC). EVL's introduction of the CAVE Automatic Virtual Environment in 1992, the first widely replicated, projection-based, walk-in, virtual-reality (VR) system in the world, put EVL at the forefront of collaborative, immersive data exploration and analytics. However, the journey did not begin then. Since its founding in 1973, EVL has been developing tools and techniques for real-time, interactive visualizations—pillars of VR. But EVL's culture is also relevant to its successes, as it has always been an interdisciplinary lab that fosters teamwork, where each person's expertise contributes to the development of the necessary tools, hardware, system software, applications, and human interface models to solve problems. Over the years, as multidisciplinary collaborations evolved and advanced scientific instruments and data resources were distributed globally, the need to access and share data and visualizations while working with colleagues, local and remote, synchronous and asynchronous, also became important fields of study. This paper is a retrospective of EVL's past 50 years that surveys the many networked, immersive, collaborative visualization and VR systems and applications it developed and deployed, as well as lessons learned and future plans.

Johnson, Andrew E.↗
DOE OSTI2019

LANL Mission Assurance Overview

The Laboratory, the Triad Board, and NNSA have an integrated assurance framework built on trust, transparency & teamwork that enables the mission and provides defense in dept.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2022

Oklahoma State University – Industrial Assessment Center (Final Report)

Our first primary objective is to provide industrial assessments to clients in Oklahoma, Arkansas, Kansas, and north and northwest Texas, including the Texas Panhandle (about 10% of the state of Texas). This geographical region extends about 400 miles north and south and about 600 miles east and west. In addition, the partnership links two universities, Oklahoma State University (OSU) and Wichita State University (WSU) within our region together in a significant collaboration focused on improving our region’s industrial competitiveness. Our second primary objective is to produce competent, motivated energy engineers. Student training will be a combination of classroom work, individual mentoring, and on-the-job training. The focus will be on energy conservation technologies, in conjunction with increased productivity, the economics of the same, and client relationships including client recruiting, on-site assessment, reporting, and client-related communications. Finally, we will work to provide resources and expertise to complement the first two primary objectives. The effectiveness and efficiency of our IAC will be measured, internally, by four broad criteria: (1) client benefits, (2) student development and acceptance after graduation, (3) regional/national contribution to lowering energy use and reducing pollutants, and (4) compliance with DOE/FM requirements. Client-related benefits include client contacts, timeliness of assessments and reports, the value of recommendations provided, and the value of recommendations implemented. Student development includes many students trained and the level of training provided in energy, waste, and productivity-related technologies as well as teamwork and communication skills. The contribution to lower national energy use and waste production is a natural outcome of the program. Compliance with DOE/FM requirements includes timeliness of reports, participation in Best Practices activities, contributions to EERE goals and objectives, and other requirements as communicated to the IAC.

32 ENERGY CONSERVATION, CONSUMPTION, AND UTILIZATI↗
DOE OSTI2023

Oak Ridge National Laboratory Annual Sustainability Report 2023

ORNL, managed under contract by UT-Battelle LLC, is DOE’s largest science and energy laboratory and, as such, executes the widest range of mission capabilities. Diverse expertise spans a broad range of scientific and engineering disciplines, enabling research and science achievements to accelerate the delivery of solutions to the marketplace. ORNL supports DOE’s national missions of scientific discovery, clean energy, and security. To execute these activities, ORNL has grown significantly over 80 years of continuous operations, consisting of facilities with commissioning dates ranging from the 1940s to the present—an extraordinary set of distinctive scientific facilities and equipment. The complexities of such a variety of facilities require teamwork among divisions, a wide variety of conservation projects, and creative strategies to achieve the desired energy and water savings. Such a diverse and unique set of major facilities, totaling over 5.5 million square feet, with 6,000 employees, requires an innovative plan to accomplish advancements in operational efficiencies. ORNL is tasked with the management of an extraordinary set of distinctive scientific facilities and equipment for DOE. ORNL is mission-driven, and its mission has grown substantially over the decades. ORNL’s core research capabilities provide broad science and technology support for DOE in the areas of energy, environment, and national security. Currently, ORNL is a world leader in materials, neutron, and nuclear science and engineering, and in high-performance computing and data analytics. ORNL’s vast portfolio of research facilities must be maintained and carefully upgraded to protect the nation’s investment in scientific analysis. The goal of sustainable and resilient operations is to enable more effective execution of ORNL’s science and technology mission. Sustainable operational practices and enhanced resilience strive for excellent results while remaining diligent in energy conservation, environmental stewardship, asset management, and community engagement. The Sustainable ORNL Program (Sustainable ORNL) Continuous improvements in operational and business processes must be integrated into the fabric of the ORNL culture to maximize the return from the investment made in modernizing facilities and equipment. The Sustainable ORNL program promotes the legacy of system-wide best practices, management commitment, and employee engagement that will lead ORNL into a future of efficient, resilient, and sustainable operations. ORNL leadership and Sustainable ORNL champions receive regular status reports on the progress of each project and focus area (i.e., roadmap) and periodic summary reports. More information can be found at the program’s website. The Sustainable ORNL roadmap structure endorses 15 vital roadmaps. The figure below summarizes the current project assignments and demonstrates that each project contributes to the wellbeing of the whole. Continuous employee engagement and regular status reports confirm the ideals of the program. The roadmap structure is not static; as the science mission advances and the needs of the organization evolve, the Sustainable ORNL roadmap structure elements are modified to align with developing priorities. In 2022, Sustainable ORNL made roadmap changes to better align ORNL to support new federal requirements that have been issued.

54 ENVIRONMENTAL SCIENCES↗
DOE OSTI2023

Ombuds Office 2023 Biennial Report

The Los Alamos National Laboratory (LANL) Ombuds Charter requires the Ombuds Office to issue a report every two years to the Laboratory Director. The prior Ombuds Biennial Report was published in July of 2021, celebrating 25 years of Ombuds history at the Lab. This 2023 report details office transitions and new initiatives over the past two years, along with our ongoing conflict resolution work of one-on-one discussions, classes, presentations, workshops, and facilitations. The Ombuds Office supports the mission of LANL in myriad ways. We champion the LANL culture statement of “ How we do work is as important as What we do,” and we reinforce LANL’s values of integrity, service, excellence, and teamwork. Accordingly, the mission of the Ombuds Office is to support employees in their work, enhance communication, mitigate conflict, and encourage a positive working environment. The Ombuds Office adheres to the International Ombuds Association’s (IOA) Standards of Practice and Code of Ethics (see Appendix). As such, the Ombuds Office is informal, confidential, impartial, and independent. We do not advocate for managers or employees. We don’t tell people what to do; we don’t give advice. All of our services are voluntary. LANL employees seek out the Ombuds Office as a neutral place where they can collect their thoughts, whether in person, on the phone, or online. We help individuals explore and navigate tough issues. Employees expand their understanding of their options, assess what is within their control, and decide what is in their best interest. The Ombuds Office promotes smart, professional conflict management. This report highlights the work of the Ombuds Office and provides a closer look at both quantitative and qualitative data, including anecdotal information and endorsements. It concludes with a discussion of further opportunities to expand the reach of the Ombuds Office to more LANL employees.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2023

National Solar Jobs Accelerator (Final Technical Report (FTR))

The aptitudes and experiences gained through military service—such as dynamic leadership, teamwork and critical thinking skills, technical specialization, and a mission-completion work ethic—make veterans exceptional candidates for a wide range of solar energy careers. The solar industry offers a highly collaborative and purpose-driven work environment that resonates with service members and veterans looking to rise to their next challenge, and solar employers are eager to tap into this valuable talent pool. From October 2019 - February 2023, The National Solar Jobs Accelerator (publicly the Solar Ready Vets Network TM (SRV Network; SRVN)) enhanced and streamlined options for military service members and veterans to pursue solar training, certification, and employment, while advancing solar employers’ efforts and capacity to invest in military talent as part of a long-term workforce development strategy. The SRVN was led by the Interstate Renewable Energy Council (IREC) in partnership with the Solar Energy Industries Association (SEIA), the US Chamber of Commerce Foundation’s Hiring Our Heroes program (HOH) and the North American Board of Certified Energy Practitioners (NABCEP). Through several direct-impact and indirect, high-impact capacity building initiatives aligned with six key objectives, the SRV Network strengthened solar career pathways, and promoted increased representation of military talent across all levels and sectors of the solar workforce. A work-based learning Corporate Fellowship model connected transitioning service members with on-the-job experience in leadership roles with solar employers nationwide. The project advanced broader veteran recruitment and talent development by expanding GI Bill eligibility and streamlining veterans’ pathways for solar training and credentialing, supported direct connections to jobs with top solar employers, and led coordination among key education and industry partners to advance registered apprenticeships aligned with solar career pathways. To ensure that the project best served the needs of all stakeholders, an Advisory Committee of military-connected solar professionals, solar employers, and training providers met biannually to guide project activities and sustainability plans. The project team engaged the broader “SRV Network” (comprised of over 2,000 veterans, employers and training organizations) through regular newsletters and targeted outreach to share resources, hiring fairs, webinars, and other opportunities for engagement. The work done under this award builds on the previous iterations of the Department of Energy’s Solar Ready Vets ® program. As the solar industry continues to grow rapidly over the next decade, the military community will continue to be a highly valuable source of talent. The relationships established and work accomplished through this project will have an enduring positive impact well beyond the funding period.

14 SOLAR ENERGY↗
DOE OSTI2025

Fostering Nuclear Security Culture through Effective Leadership: An Operational Perspective

Security culture plays a critical role in determining the effectiveness of an organization's security performance, making its significance impossible to overemphasize. It encompasses the collective values, shared perceptions, and habitual actions embraced by all individuals within a nuclear organization—from leadership to frontline staff. When the entire workforce recognizes the reality of potential threats, accepts that security is a shared duty, and integrates security-minded behavior into everyday routines, it fosters an environment where strong security practices are the norm. In such a setting, everyone can take pride and feel reassured in being part of an organization where a strong security culture is deeply embedded. Security culture is based on the broader concept of organizational culture. All organizations—whether families, social clubs, religious institutions, businesses, non-governmental organizations, or governments—possess an underlying culture shaped by core values and beliefs. These values and beliefs influence attitudes and drive behavior throughout the organization. While multiple factors contribute to the development of a strong security culture, leadership plays a particularly pivotal role. In organizations where security culture is well-established, leaders go beyond rhetoric; they demonstrate a genuine commitment to security through their actions. They implement policies and procedures that actively engage all employees, foster open dialogue around security concerns, and encourage teamwork in resolving issues. Furthermore, they reward proactive behavior and ensure that corrective actions are taken promptly. Regular assessments of the organization's security culture allow such leaders to gauge its effectiveness and take strategic steps to strengthen it when necessary. This paper leverages practical, real-world experience to guide leadership and senior management within nuclear organizations through the foundational steps of cultivating a robust, organization-wide culture of nuclear security. It emphasizes the critical importance of early leadership engagement in shaping this culture and outlines a comprehensive approach that includes strategic, tactical, and operational measures. Additionally, it explores methods for fostering a unified vision across all levels of the organization to ensure alignment, commitment, and continuous improvement in nuclear security practices.

Zineddin, Dr. Z. [ORNL] (ORCID:0009000848740725)↗
DOE OSTI2022

In Their Shoes: Persona-Based Approaches to Software Quality Practice Incentivization

Many teams struggle to adapt and right-size software engineering best practices for quality assurance to fit their context. Introducing software quality is not usually framed in a way that motivates teams to take action, thus resulting in it becoming a “check the box for compliance” activity instead of a cultural practice that values software quality and the effort to achieve it. When and how can we provide effective incentives for software teams to adopt and integrate meaningful and enduring software quality practices? Here, we explored this question through a persona-based ideation exercise at the 2021 Collegeville Workshop on Scientific Software in which we created three unique personas that represent different scientific software developer perspectives.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2023

“Shoulda, Coulda, Woulda”: Conceptualizing the Differences in Trust Between Human-Human Teaming and Human-Machine Teaming

Intelligent decision support systems (IDSSs) are machine teammates designed to facilitate better human decision-making in high-consequence domains such as health care, power grid operations, and fraud detection. IDSSs identify patterns in datasets and provide intelligent decision-making recommendations to human teammates. However, previous research indicates that humans often trust IDSS recommendations less than the recommendations from their human teammates, even when the machine teammate is more accurate. To conceptualize why trust differs, we review the literature surrounding trust, error, and predictability. Then, we compile and compare participant trust ratings and decision-making in an abridged systematic review of previous studies manipulating teammate type, error rate, and error type. Finally, we conduct a content analysis of participants’ qualitative responses to trust queries from a survey on generative language models. Results suggest that humans may trust IDSS teammates less than other human teammates because of differences in (1) interaction complexity, (2) blame attribution, and (3) swift trust. We conclude that human factors practitioners should collaborate with data scientists and domain experts to build and maintain trust in IDSSs by anthropomorphizing algorithms, matching mental models, and considering individual differences.

97 MATHEMATICS AND COMPUTING↗