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This Month in NASA History: Discovery’s Discoveries

August 31, 2009 Vol. 2, Issue 8   August 30th, 2009, marks the 25-year anniversary of the space shuttle Discovery’s maiden flight.

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This Month in Project Management: 5 Big Trends in Project Management

August 31, 2009 Vol. 2, Issue 8   Hyper-efficiency, total transparency, power alliances, ultra-nearsourcing, and big job cuts are the five big trends in project management, according to PM Networks third annual review of the project management landscape.

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Leadership Bookshelf: Management Rewired

August 31, 2009 Vol. 2, Issue 8   New findings in neuroscience are challenging long-held assumptions about the way we should lead and manage most effectively.

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View from the Outside: Perspectives on Leadership in Engineering

August 31, 2009 Vol. 2, Issue 8   Dr. J. Stephen Rottler, Chief Technology Officer and Vice President of Science and Technology at Sandia National Laboratories, spoke to the graduating class of NASAs Systems Engineering Leadership Development Program (SELDP) at NASA Headquarters on June 24, 2009.

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Research Brief: The Tipping Point for Leadership Development

August 31, 2009 Vol. 2, Issue 8   Challenging work assignments are often touted as the best way to develop better leaders. However, researchers at the University of Michigan have found that too much challenge can undermine leadership development.

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Academy Presentation — Complexity, Ambiguity, and Risk: The Gravity Probe B Launch Decision

August 31st, 2009 Vol. 2, Issue 8   Academy Director Dr. Ed Hoffman presented “Complexity, Ambiguity, and Risk: The Gravity Probe B Launch Decision” at the EDEN Doctoral Seminar in Lille, France, on August 20, 2009.

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Goddard Speaks Up about Organizational Silence

August 31, 2009 Vol. 2, Issue 8   A crowd filled the Goddard Space Flight Center auditorium in late July to hear and share stories about the risks of organizational silence.

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Message from the Academy Director: The Conspiracy of Optimism and the Dangers of Pessimism

August 31, 2009 Vol. 2, Issue 8   The traditional tools of project management do not help leaders with one of their most critical jobs: defining reality.

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