Meridian Group's Newsletter Number 20, 6-15-03

Douglas Osheroff, a Nobel-Prize winning member of the board investigating the space shuttle Columbia's disaster says NASA must change its culture.

Industrial psychologists and management wizards say extreme measures may be needed: a purge at the top, fix the system, the return of Apollo-era decision-making, more businesslike behavior, possibly even a new name.

NASA administrator Sean O'Keefe insists culture changes will begin at the top with him and his staff.

O,Keefe said that evidence of fundamental change should emerge in six months to a year.

Senator Ernest Hollings told retired admiral Harold W. German Jr., who led the NASA investigation panel, "As admiral, you would immediately find responsibility and whomever was captain of that ship would be cashiered."

Firing says the person is the problem. This is the wrong message. It diverts attention from the system issues that underlay the problem. There is no event in a vacuum. To understand any problem or event you should first understand its' context—the situation or culture that led to the problem.

It increases the fear that NASA wants to reduce. When people look up and see executions, they will hunker down. As a manager told me, after a near fatal explosion at his chemical plant, "My boss wants to know what happened, and he wants some heads on the table. I can do one or the other, but I can't do both." He knew that if he wanted a safe plant, he must have safe meetings.

Everybody wants a safe and productive NASA. The political will is there. NASA administrator Sean O'Keefe insists culture change will begin at the top with him and his staff. He said, "Evidence of fundamental change should emerge in six months to a year." The stage for change is set.

Just as leaders modeled the old NASA ways, now they must show the new way. If they don't, nothing below them will change. But cultures are difficult to change, and few managers have the skill. Without expert help, leadership's best intentions quickly lose momentum.

With the right counsel, the top team can understand what they are doing to unintentionally support the existing culture. They must agree on what organizational values and qualities they want to strengthen, such as trust, communications and division relationships, and the effects of rewards and punishment. They must also agree on how to respond to their own environment, and build a clearer organizational vision and mandate. Across NASA, people must learn to discuss Safety and Production as complimentary, rather than conflicting needs. Through this process, leaders at every level of NASA will learn to change how they lead.

This is a tall order, necessary if NASA wants a safer and more productive culture. With the proper help, these changes will begin immediately. Within a few months they will be visible to all NASA employees. In about a year the new culture could be solidly in place.

Everyone must be involved. NASA's leaders could confess and invite participation with a statement such as: "NASA has a serious problem. Senior management is looking at its own role. You will soon see changes in how we work. We invite your guidance on this. NASA is a great team and has done great things. Together we will solve this problem. It is an opportunity for us to strengthen cooperation, openness and trust. You will soon see a plan for everyone to join in these changes. We hope you will. Thank you."

There is no silver bullet for cultural issues. A new sheriff in town will not solve this problem. It will just reinforce the cowboy culture that led to the present situation. Changing a culture is hard work, but worthwhile. At stake are the future of our space program and the lives of our astronauts.

Meridian Group's new venture, CompanyCulture.com will soon be a free online resource center, providing the tools for your Company to move on—creating more motivating, productive, and profitable work culture. In addition to over 50 articles and tools, the site includes an open forum, "The Water Cooler", where managers and employees can discuss issues and get answers. I'll tell you when the site is launched.

Not using a good decision process. A good process involves those affected and looks at the situation before deciding on the solution. See http://www.meridiangrp.net/4step.html

Blaming people instead of correcting the system.

Not celebrating when people do things right.

Not giving people the big picture.

Not being clear on the overall direction of the firm.



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	A Better Workplace --- Meridian Group's Newsletter, Number 23, 9-15-03

	Will NASA Be Allowed To Change Its Culture? Associated Press, Saturday, August 2nd, 2003. Douglas Osheroff, a Nobel-Prize winning member of the board investigating the space shuttle Columbia's disaster says NASA must change its culture. Associated Press, Sunday, August 31st, 2003 Industrial psychologists and management wizards say extreme measures may be needed: a purge at the top, fix the system, the return of Apollo-era decision-making, more businesslike behavior, possibly even a new name. NASA administrator Sean O'Keefe insists culture changes will begin at the top with him and his staff. New York Times, Thursday, September 4th, 2003 O,Keefe said that evidence of fundamental change should emerge in six months to a year. Senator Ernest Hollings told retired admiral Harold W. German Jr., who led the NASA investigation panel, "As admiral, you would immediately find responsibility and whomever was captain of that ship would be cashiered." Replacing the Chief Will Not Solve NASA's Problems Firing says the person is the problem. This is the wrong message. It diverts attention from the system issues that underlay the problem. There is no event in a vacuum. To understand any problem or event you should first understand its' context—the situation or culture that led to the problem. It increases the fear that NASA wants to reduce. When people look up and see executions, they will hunker down. As a manager told me, after a near fatal explosion at his chemical plant, "My boss wants to know what happened, and he wants some heads on the table. I can do one or the other, but I can't do both." He knew that if he wanted a safe plant, he must have safe meetings. The Stage Is Set for Rapid Change Everybody wants a safe and productive NASA. The political will is there. NASA administrator Sean O'Keefe insists culture change will begin at the top with him and his staff. He said, "Evidence of fundamental change should emerge in six months to a year." The stage for change is set. Just as leaders modeled the old NASA ways, now they must show the new way. If they don't, nothing below them will change. But cultures are difficult to change, and few managers have the skill. Without expert help, leadership's best intentions quickly lose momentum. Leadership's Job With the right counsel, the top team can understand what they are doing to unintentionally support the existing culture. They must agree on what organizational values and qualities they want to strengthen, such as trust, communications and division relationships, and the effects of rewards and punishment. They must also agree on how to respond to their own environment, and build a clearer organizational vision and mandate. Across NASA, people must learn to discuss Safety and Production as complimentary, rather than conflicting needs. Through this process, leaders at every level of NASA will learn to change how they lead. This is a tall order, necessary if NASA wants a safer and more productive culture. With the proper help, these changes will begin immediately. Within a few months they will be visible to all NASA employees. In about a year the new culture could be solidly in place. Everyone must be involved. NASA's leaders could confess and invite participation with a statement such as: "NASA has a serious problem. Senior management is looking at its own role. You will soon see changes in how we work. We invite your guidance on this. NASA is a great team and has done great things. Together we will solve this problem. It is an opportunity for us to strengthen cooperation, openness and trust. You will soon see a plan for everyone to join in these changes. We hope you will. Thank you." Beware—The Silver Bullet There is no silver bullet for cultural issues. A new sheriff in town will not solve this problem. It will just reinforce the cowboy culture that led to the present situation. Changing a culture is hard work, but worthwhile. At stake are the future of our space program and the lives of our astronauts. CompanyCulture.com Will Be Online Soon Meridian Group's new venture, CompanyCulture.com will soon be a free online resource center, providing the tools for your Company to move on—creating more motivating, productive, and profitable work culture. In addition to over 50 articles and tools, the site includes an open forum, "The Water Cooler", where managers and employees can discuss issues and get answers. I'll tell you when the site is launched. This month's "Five Biggest Mistakes Managers Make" Not using a good decision process. A good process involves those affected and looks at the situation before deciding on the solution. See http://www.meridiangrp.net/4step.html Blaming people instead of correcting the system. Not celebrating when people do things right. Not giving people the big picture. Not being clear on the overall direction of the firm.