C-SPAN, a public service created by the American Cable
Television Industry T broadcast a short video about the findings from the NASA
Shuttle Columbia Accident. On February 1, 2003, the Space Shuttle Columbia and
its crew of seven were lost during return to earth (BST, 2004). As a result of
the Space Shuttle accidents, NASA Administrator Sean O’Keefe appointed an
external group, the Columbia Accident Investigation Board (CAIB), to
investigate the accident. The BST assisted in the development and implementation
of a plan for changing the safety climate and culture within the organization. The
CAIB, identified the physical cause of the accident to be a breach in the
thermal protection system on the leading edge of the left wing, caused by a
piece of the insulating foam that struck the wing immediately after launch.
However, the CAIB also said that the accident was a product of long-term
organizational problems (CAIB, 2003).
During the video, officials from the investigation board, talked
with NASA employees about plans to bring about proposed changes at the space
agency that were called for by the Shuttle Columbia Accident Investigation
Board. NASA Administrator Sean O’Keefe addressed NASA employees and described
the plans necessary to bring about changes and how they can change NASA’s
culture. Sean O'Keefe address some of the findings of the survey; according to
the survey conducted by BST (2004), non-managerial personnel have low opinions
of “management credibility” in areas and the agency received low scores for
upward communication efforts and for managers’ perceived support of employees. This
is a topic where O’keefe encourages for change and growth. Brown (20110),
states “to be successful in the twenty-first century, organizations must have
flexibility and the ability for rapid transformation. This is clearly an area
that was overseen and was one of the subjects of recommendation for
improvement.
It is important to be genuine when addressing your leadership,
especially after a disastrous accident. It seem that Sean O’keefe seem to be
honest and sincere. However, he didn’t seem to portray that of a leader that
just lost seven individuals of his organization. The audience, seem like just
going through the motions and there weren’t much emotions shown during the
presentation. I was in squadron where we lost two pilots, and let me tell you
that everyone from the youngest to the oldest person there felt the need to
make sure it didn’t happen again, and to preserve the great memories of those
individual; this is something I did not get from the watching the video.
Some of the things that were talked about were changing the
culture for the organization. The concern is the inability for subordinates to
express their opinions and to be able to communicate to leadership; which is
not a good indication of a healthy organization. Brown (2011), states, “Only
the more healthy organizations allow their members to challenge their norms
(pg. 13). This is one of the reasons why the board recommended a cultural
change in the organization.
I believe the whole world learned something from this mishap.
NASA is the leader in space travel and development, with a great safety
records; however, bad cultural norm in the organization was one of the
contributing cause of the Columbia accident. One of the take of way is that
communication is key. You must be courageous enough to communicate your
concerns even if you are scare of what leadership might say. Additionally, as a
leader you must create an environment where you subordinate feel safe to
communicate.
Reference:
C-SPAN (2014). NASA cultural changes. Retrieved from:
http://www.c-span.org/video/?181348-1/nasa-cultural-changes
BST Solutions. (n.d.). Assessment and Plan for Organizational
Culture Change at NASA.
Brown, R. D, (2011). An experiential approach to organization
development (8th edition.). Upper Saddle River, NJ: Prentice Hall.
CAIB (Columbia Accident Investigation Board). 2003.
Report, 6 vols.: vol. 1. Government Printing Office, Washington, DC.
www.caib.us/news/report/default.html.
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