By Laurence Prusak Sometimes a concept seems to be everywhere at once. It arrives on the scene seemingly from nowhere, and everybody is suddenly talking and writing about it. One such idea is trust.
Here are two true stories about organizational effectiveness. We leave it to you to think about their relevance to NASA and knowledge.
Don Cohen, Managing Editor The articles in this issue of ASK touch on themes already familiar to regular readers of the magazine. Learning from hands-on experience is one.
By Paul D. Spudis When NASA’s Lunar Architecture Team began to review ideas submitted by the broader space community about what we should do on the moon, they had to reconcile many disparate thoughts and concepts and weld them into a coherent rationale.
By Don Cohen Robert C. Seamans was appointed associate administrator of NASA in 1960 and became deputy administrator in 1965. He later became secretary of the U.S. Air Force and then dean of the School of Engineering at MIT. Don Cohen spoke with him at the Robert C. Seamans Learning Laboratory on the MIT campus […]
By John McCreight Major organizational change—not incremental improvements, but dramatic, sea-change shifts to pursue ambitious new goals and meet major challenges—is hard.
ASK OCE — May 29, 2007 — Vol. 2, Issue 3 By Edward Calder, MIT, and Bradley Jones, NASA JSC & Stanford University A management study of NASA’s Gravity Probe B (GP-B) mission, a 40-year NASA-Stanford collaboration, sheds light on the challenges senior managers face when developing an extremely complex system that requires […]
The History of NASA Lessons from the past can help solve problems today, and the NASA History Division is a treasure trove of important lessons.
Here is a description of a book that we believe will interest ASK readers.
