A630.5.4.RB.NASA Culture Change_Wathen_Sandra

A630.5.4.RB.NASA Culture Change_Wathen_Sandra

Re:  April 13, 2004 (C-SPAN2)

Why did NASA Administrator Sean O’Keefe address NASA employees to describe the plan to bring about proposed changes to NASA’s culture?

NASA Leadership member and NASA Administrator, Sean O’Keefe addressed NASA employees on the plan for NASA to bring about proposed changes to NASA’s culture  based on the CAIB investigation and to also explain the reason for selecting a highly experienced outside practitioner to assist NASA with the implementation plan. 

 The purpose was to provide the NASA vision, as well as to gain buy-in during the session of his audience for how to improve and instill this thinking into the culture.  It was also to “softly” translate the results of the survey to them and also to diplomatically explain the reasoning for obtaining an external practitioner to conduct an additional assessment of the NASA culture and develop an implementation plan for way forward.

Important areas that were discussed included how to create a climate for people to speak up when something isn’t looking right (heard, joined and resolved and encourage).  Make these measurable results based on metrics – accountability, feeling a sense of responsibility is the first step.  

Mr. Okeefe was very diplomatic in his words and how he expressed the two areas that he felt stands out.  For one, he continued to reiterate that NASA is a good organization – however, he explained that respect for each other in a professional capacity for carrying tasks was essential.  He then mentioned that he didn’t think it was as strong as it needs to be based on the survey.  

He also discussed the results of the findings which showed that NASA is strong in many professional areas, however; as an institution, the leadership is not as good as it needs to be - he believes that NASA can do much better.  One of the questions he asked his audience was what should “we do” for ourselves to enhance our professional work?  And followed up by saying that how “we” conduct ourselves is also extremely important.

 Mr. Okeefe also mentioned that the NASA challenge is how to communicate with each other, and that was one of the areas NASA failed by not recognizing the signals.  Sean also mentioned that they were not as thorough with their examination and those that raised issues were not followed up with by management; in turn had negative consequences.  Another question to the audience was, “What do “we” think “we” should do to improve?”  He went on to say that this is another opportunity for NASA to develop as people and professionals - NASA has the respect but needs to extend that better based on the survey. 

Another important area was that in concept NASA supports safety practices and the matrix clearly shows that, but it is not nearly good enough.  It is a fundamental requisite and needs to be embedded in the NASA foundation –it’s on the survey but not acted out in the same way it is said.  Mr. Okeefe spoke frequently about NASA’s great triumph and great tragedy, and the way to mitigate it is by being mindful of it - to do things responsibly and carry it out properly. 

Cultural mindset was brought up as being important; having a cultural mindset in how we treat each other.  If we begin with having the mindset with our answer being – yes, what if, instead of no, because.  We ought to do this if we can and as a result, will be able to build on success as the successes materialize.  Success can come from positive responses –can it be achieved or overcome the obstacles?  That one single shift in thinking can get NASA down the road a little farther and much quicker.

Another positive norm to instill as part of the corporate culture is to have leadership make a commitment to get up and walk around to see what everyone is doing; communicate with everyone to make it work as a team.  One of the challenges is that it puts a demand on time.   However, with this commitment NASA can be on its way to fulfilling those elements of being a number one organization.

Respect for each other is essential but it is also extremely important to ensure that NASA has the resources to carry out priorities, budget and the things needed to do to achieve objectives.  Another important area of interest for NASA employees is to understand that someone notices (both positive and negative); someone is always watching.  

It was reiterated that NASA is one of the highest rated organization in many perspectives – best in the federal government.  There is every indication that NASA is right on the edge of being on the top.  These types of comments were strategically placed by Sean to build the audiences’ confidence in NASA as an organization and to give them hope for a bright future by implementing this plan as a result of the investigation.  

Was he believable?  Is it important whether he appeared to be believable? 

Sean was extremely believable and it was of utmost importance for him to appear believable.  This was his first time to meet with those who will be the ones’ to follow his leadership and vision to turn NASA back around.  His methods and encouragement to “Unleash all the power of NASA as an organization and see how great it will be” was powerful.

Why did he talk about NASA values? 
He talked about NASA’s values because the audience he was speaking to, was the very group of people that he needed to adopt his way of thinking and integrate those values into the NASA culture.  They are also the same people that need to build the integrity and instill behaviors consistent with NASA values and desired culture.  Additionally, they are the same individuals that were addressed in the survey as those needing improvement – Leadership and Management.

What can you take away from this exercise to immediately use in your career? 

There are many different elements that are critical in how we think as leaders.  Effective communication is one of the most important elements to success.  Another important element is to walk the talk; leading by example.  Also, for success - action plans are required to ensure issues are being worked and followed-up with assessments based on metrics.  Core values should drive the vision and re-evaluate core values periodically to ensure for integrity.  When evaluating them, ensure that they are achievable and that can be embraced by everyone.  Otherwise make some changes to make it a better organization.  Also, it is important for management to avoid micro-management; remove management interference which is a mindset that has to be continually worked upon.