A630.5.4.RB_FogartyShawn

            The Administrator of NASA (2004) addressed the public and his employees after the publication of findings made in a report by Behavioral Science Technology, Inc. (2004) that outlined the changes required for NASA. Sean O’Keefe, in a public announcement took initiative as the administrator of NASA to essentially “air the dirty laundry.” As NASA is a government agency the upfront and sincere public announcement I think gives him as the administrator and a leader great credibility. He was believable with his honest and sincere statements and acknowledges faults and accepted responsibility. If he had attempted to use this as a opportunity to identify a scapegoat he would have lost.

This announcement comes after the agency officials talked with NASA employees about plans to bring about proposed changes in conjunction with the report from Behavioral Science Technology, Inc. The significant aspects that stood out, as addressed by O’Keefe was that the agency had experienced both “great triumph, but also great tragedy” (O’Keefe, 2004).  He also reflected on that their was a long road ahead and the process of change starts with “me.” He also identified and addressed the employees directly that they already have the “tools, capacity, certainly the people” (O'Keefe, 2004). Further, he identifies that leadership needs to get out of their office and see what their people are up to. This sounds routine, but all too often leaders lock themselves behind the desk or computer and fail to see the truth with their own eyes.

In regards to NASA’s values and culture he laments on the fact that there was an apparent gap between expectations and reality. The Behavioral Science Technology, Inc. (2004) report identified that employees felt isolated and that the way ahead calls for “professional respect for each other” (O’Keefe, 2004).  Since the report outlined several significant issues with the leadership, or lack thereof, and communication these two critical elements of this organization had eroded away at the organizations culture. The way ahead calls for a major shift and changes that will promote teamwork and professional respect that will embody a safer and more efficient organization.

The largest element that I can identify with is that leaders need to be involved. That is direct leader engagement. In my organization we have a saying, “lead from the front.” This means that the leader is the example, engaged, and sets the tone for the organizations culture. Values are important and must be embodied by leadership and not simple a memo or poster on the wall. Lastly, I think that communication, as a two way street, from leaders to employees must flow smoothly. Leaders must appear approachable and when employees talk, leaders use active listen skills. This sound simple, but attempting to multi-task during a discussion shows disrespect and will turn off employees from wanting to talk to their leadership. Further, it will eventually shut down communications as had manifested within NASA. Overall, leadership must remain engaged in all their employees work in order to have situational awareness about their organization.   

O'Keefe, S. (2004, April 14). NASA Cultural Changes - C-SPAN Video Library [Video file]. Retrieved from http://www.c-spanvideo.org/program/SACu