NASA culture and organization study

From http://www.washtimes.com/upi-breakin...0653-7068r.htm :

Study: NASA's leaders must push safety
OJAI, Calif., April 13 [2004] (UPI)

A private analysis of the U.S. space agency says the key to
establishing an authentic and durable safety culture lies
with NASA's top leadership.

California's Behavioral Science Technology surveyed about 45
percent of the 19,000 workers at the National Aeronautical
and Space Administration, the Orlando Sentinel reported
Tuesday.

BST was hired to do the study in the wake of last year's
loss of the Columbia shuttle. Its report is a first step in
addressing one of the Columbia Accident Investigation Board's
most withering criticisms of the space agency.

BST basically confirmed the board's conclusion that NASA's
organizational failures were as much to blame for the accident
as the chunk of foam that flew off the shuttle's external tank
during launch, punching a fatal hole in the left wing.

Among the BST report's findings: "Employees do not feel
totally comfortable raising safety concerns."

NASA would not comment on the survey Monday, although agency
chief Sean O'Keefe planned to discuss it during a meeting with
employees Tuesday.



And from http://www.bstsolutions.com/bst-nasa.htm :

NASA's AGENCY-WIDE CULTURE CHANGE INITIATIVE CONTRACT AWARDED
TO BST

In response to the agency-wide implications of the Columbia
Accident Investigation Board's (CAIB) report, NASA has awarded
a contract to Behavioral Science Technology, Inc. (BST) to
develop and administer a plan for safety climate and cultural
change throughout the organization. BST was awarded the
contract on February 6 after a rigorous bidding process that
included input from over 40 prospective providers. This work
will take a three-tiered approach to improving agency culture
and aligning it with the CAIB's recommendations. Starting by
helping NASA gain a better understanding of the current
organizational and safety climate and culture by administering
proprietary, agency-wide surveys, the initiative will move on
to diagnosing aspects that do not support the agency's
effective adoption of changes identified by the CAIB. Finally,
BST's work will provide NASA with tools and mechanisms that
can be used to change behaviors and norms, reinforcing the
agency's commitment to safety and organizational excellence.

The culture initiative will also function as an integration
point for organizational change efforts already underway,
including Return to Flight and One NASA, with special emphasis
on ensuring that all efforts are consistent with the CAIB
recommendations. The change effort will be rolled out over a
36-month period with an initial goal of measurable progress
within the next six months. In addition to supporting existing
efforts to improve culture, BST's work with the agency will
highlight the positive aspects of NASA's culture and emphasize
means to sustain those characteristics.

Initial stages of this effort are now underway, with
administration of the Mission Safety Climate and Culture
Survey. Results will contribute to the creation of a framework
for an agency-wide intervention designed to strengthen NASA's
safety culture. BST will recommend and provide a set of
integrated cultural interventions including: competency models,
job analyses, leadership training and coaching, performance
management, supervisor training, workforce skill development,
selection and promotion systems, and succession planning
tools. NASA representatives state that successful
implementation of this effort will be critical to the agency's
future as it prepares to return to flight and implement the
President's vision for U.S. Space Exploration.

A private analysis of the U.S. space agency says the key to
establishing an authentic and durable safety culture lies
with NASA's top leadership.

BST was hired to do the study in the wake of last year's
loss of the Columbia shuttle. Its report is a first step in
addressing one of the Columbia Accident Investigation Board's
most withering criticisms of the space agency.




It's at http://www.nasa.gov/pdf/57382main_culture_web.pdf

"Allen Thomson" wrote in message
om...
From http://www.washtimes.com/upi-breakin...0653-7068r.htm :

Study: NASA's leaders must push safety
OJAI, Calif., April 13 [2004] (UPI)

A private analysis of the U.S. space agency says the key to
establishing an authentic and durable safety culture lies
with NASA's top leadership.


the same top leadership who are now saying that the cultural change has to
start with middle management...

--
Terrell Miller


"It's one thing to burn down the **** house and another thing entirely to
install plumbing"
-PJ O'Rourke

Seems like a significant challenge (euphemism for problem) for this culture
change is that much of the current culture driven by the external political
environment in which NASA exists. As several on this group have said, this
political environment has interests in the space program not compatible with
an efficient technical organization pursuing high risk exploration and
technology development.

Ken G.


"Terrell Miller" wrote in message news:Akbgc.32943
A private analysis of the U.S. space agency says the key to
establishing an authentic and durable safety culture lies
with NASA's top leadership.


the same top leadership who are now saying that the cultural change has to
start with middle management...