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The idyllic workplace
| Content Provider | NASA Technical Reports Server (NTRS) |
|---|---|
| Author | Schoenfelder, Tony E. |
| Copyright Year | 2002 |
| Description | How many of us have worked in organizations where the discipline was so rigid and unyielding that it would send even a Marine Corps Drill Instructor screaming into the night? How many of us have worked in organizations where sightings of senior management were sporadic and rare, and any other interactions were by appointment only? Or, how many of us have worked in organizations where your role, absent specific direction, was to be seldom seen and rarely heard? And how many of us have worked in organizations where seemingly light itself was not permitted to escape without the acquiescence and approval of the director? Sadly, there are organizations that embody some of these conditions, and the resultant adverse effects on employee productivity, creativity and morale are profound. But what if you could work in an organization in which there was little hierarchy, where rank and seniority played no part, where there were no closed meetings or doors, where everyone knows what was expected of them, and where creativity was not only tolerated but encouraged and celebrated? Was there ever such a place? There was, and it was known as NASA's Space Station Task Force. I was fortunate enough to work there for a time, and I would like to tell you how this organization with few apparent rules led to incredibly high levels of employee satisfaction and fulfillment, and yielded work products of enduring quality. On May 20, 1982, NASA Administrator James M. Beggs established the Space Station Task Force under the direction of John D. Hodge. The Task Force was charged with the responsibility for "the development of the programmatic aspects of a Space Station as they evolve, including mission analysis, requirements definition and program management," and was authorized to draw on Space Station activities at the NASA Program Offices and Field Centers. No additional conditions or directions were provided. Hodge knew that in order to accomplish the job he had been given, he was going to have to obtain the services of the "best and the brightest" and facilitate the unleashing of the full force of their creative capabilities. In order to avoid the stultifying effects of a typical hierarchical organization, he set up a loosely structured, horizontal organization with only one supervisor of record - himself. He populated this organization with detailees from Headquarters, the field Centers and the Jet Propulsion Lab, thereby assuring himself of the political and technical expertise with which to deal with Congress and the bureaucracy, and conduct the required engineering studies and analyses. |
| File Size | 1448174 |
| Page Count | 5 |
| File Format | |
| Alternate Webpage(s) | http://archive.org/details/NASA_NTRS_Archive_20020070184 |
| Archival Resource Key | ark:/13960/t91887z6q |
| Language | English |
| Publisher Date | 2002-03-01 |
| Access Restriction | Open |
| Subject Keyword | Personnel Development Workloads Psychophysiology Morale Project Management Creativity Organizations Ntrs Nasa Technical Reports Server (ntrs) Nasa Technical Reports Server Aerodynamics Aircraft Aerospace Engineering Aerospace Aeronautic Space Science |
| Content Type | Text |
| Resource Type | Article |
