We've discussed 'Changing the Culture' in a company in a number of threads here over the years. Just wondering if any of you folks have a coment on the following from USA Today:
Step by step, NASA is doing what it takes to 'fix the culture'
By Sean O'Keefe
One small step for NASA could turn into a giant leap for the space program.
In 2003, the Columbia Accident Investigation Board found that NASA's safety culture contributed as much to the space shuttle Columbia accident as any mechanical failure. The board assessed that we needed to "fix the culture" — and thus was born one of the largest, most complex organizational changes ever.
During the past 13 months, the agency has developed a model for understanding culture and how it changes. It has measured specific aspects of the culture across all 19,000 employees, designed and tested an intervention method and is implementing the strategy that will reach throughout NASA by the end of 2005.
While activity cannot be equated with achievement, the fact is the program is already working. A recent survey taken in February of 2004 and then October found "solid, measurable progress" from the initiative. It looked at nine fundamental attributes of culture — including employee-supervisor relationships, management credibility, teamwork, work-group relations, the safety climate and upward communications — and each category showed improvement. Employees are increasingly more comfortable raising safety questions, and their concerns are being fully explored.
'Measurable progress'
Statistically and anecdotally, the progress is real — and the process is working faster than what has been achievable in many organizations. NASA set a very aggressive schedule, and the agency's mind-set for achievement has helped to create solid, measurable progress.
This does not mean that NASA's culture is fixed. Organizations don't fix cultures the way plumbers fix leaks; they address a set of issues so that a new culture develops. In the tough world of organizational change, that's progress, not success. At NASA, some people are embracing change, others are awaiting their turn and still others will never buy in — that's human nature.
Of course, there are those within the agency and in the space-exploration community who still aren't convinced. USA TODAY recently reported the views of those who think NASA's culture has not been fixed. Debates have emerged, as reported Friday in The New York Times, on the methods for measuring the actions taken to meet the recommendations of the Columbia Accident Investigation Board. Such opinions show the dialogue is continuing.
The relationship between NASA employees and their work is unusual. NASA ranks high in employees' ratings of workplace desirability. NASA employees are not as motivated as others by financial gain or other extrinsic rewards. They are motivated by their personal connection to what the agency does, what it wants to do, and what it means to be part of space exploration and the discovery of the universe.
By Sean O'Keefe
One small step for NASA could turn into a giant leap for the space program.
In 2003, the Columbia Accident Investigation Board found that NASA's safety culture contributed as much to the space shuttle Columbia accident as any mechanical failure. The board assessed that we needed to "fix the culture" — and thus was born one of the largest, most complex organizational changes ever.
During the past 13 months, the agency has developed a model for understanding culture and how it changes. It has measured specific aspects of the culture across all 19,000 employees, designed and tested an intervention method and is implementing the strategy that will reach throughout NASA by the end of 2005.
While activity cannot be equated with achievement, the fact is the program is already working. A recent survey taken in February of 2004 and then October found "solid, measurable progress" from the initiative. It looked at nine fundamental attributes of culture — including employee-supervisor relationships, management credibility, teamwork, work-group relations, the safety climate and upward communications — and each category showed improvement. Employees are increasingly more comfortable raising safety questions, and their concerns are being fully explored.
'Measurable progress'
Statistically and anecdotally, the progress is real — and the process is working faster than what has been achievable in many organizations. NASA set a very aggressive schedule, and the agency's mind-set for achievement has helped to create solid, measurable progress.
This does not mean that NASA's culture is fixed. Organizations don't fix cultures the way plumbers fix leaks; they address a set of issues so that a new culture develops. In the tough world of organizational change, that's progress, not success. At NASA, some people are embracing change, others are awaiting their turn and still others will never buy in — that's human nature.
Of course, there are those within the agency and in the space-exploration community who still aren't convinced. USA TODAY recently reported the views of those who think NASA's culture has not been fixed. Debates have emerged, as reported Friday in The New York Times, on the methods for measuring the actions taken to meet the recommendations of the Columbia Accident Investigation Board. Such opinions show the dialogue is continuing.
The relationship between NASA employees and their work is unusual. NASA ranks high in employees' ratings of workplace desirability. NASA employees are not as motivated as others by financial gain or other extrinsic rewards. They are motivated by their personal connection to what the agency does, what it wants to do, and what it means to be part of space exploration and the discovery of the universe.