A630.5.4.RB_DiazBrian

As a result of the Columbia tragedy, NASA enlisted the assistance of BST to assess and assist with a diagnosis of the current state of NASA.  Brown (2011) defines diagnosis as "a systematic approach to understanding and describing the present state of the organization." (p. 118).  BST studied past climate surveys, had employees complete a new survey, and conducted interviews in order to help create a plan for organizational change to NASA's safety climate and culture.  As a whole, organizationally NASA compared extremely well to other organization's in terms of their culture.  However there were two main areas of concern. These areas were organizational support and upward communication.  Sean O'Keefe, NASA's Administrator, addressed NASA employees to share with them the information that was gathered by BST, how their findings will affect NASA, and the plan to be implemented moving into the future.  The Columbia accident claimed the lives of seven astronauts.  In the wake of this tragedy questions  such as: "What did we fail to do wrong?  How could we have prevented this? and What can we do to prevent this in the future?" were all asked.  O'Keefe addresses these concerns in front of his staff as well as asks questions from the attendees.

O'Keefe sharing the results from BST and outlining NASA's plan for change was the right thing to do coming from a position of leadership.  Not only was it important for him to seem believable it is equally as important for his message to be received by its audience.  Was it?  Did O'Keefe seem believable?  I don't feel as if he was trying to mislead his employees but I didn't get the sense that he was very passionate.  His speech seemed well rehearsed, delivered well, but seemed to me to lack a connection with his audience.  While NASA had a plan moving forward I think it could have been delivered in a more inspiring fashion. 

I worked in the restaurant business for what seemed like an eternity.  The last company I worked for I was with for about seven years.  The concept of the restaurant was new at the time and the owner and CEO had an impeccable reputation within the service industry.  She'd traveled the world learning about food, worked for Disney for about a decade in their Food & Beverage division, and was an entrepreneur.  The business was extremely successful and the restaurant was the toast of the town.  I worked 6 days a week, two shifts a day, for about 3 months!  It was exhausting but I was making really good money.  Well one store turned into two stores, two stores turned into five stores, next thing you know the owner is franchising locations around FL and out of state.  But something happened.  As the company grew the values it had when it was only one store was being lost.  Not only lost but being completely put aside.  The CEO became a different person and she became not only extremely difficult to work for, she had lost sight of what she originally set out to accomplish.  And that was giving her guests an affordable, healthy, dining experience.  Fast forward to the end of my journey with the company and all of her stores, one by one, was being closed down.  By this time I moved to the the company's flagship store in downtown Orlando located at the new Plaza.  With only one store left (and a very busy one at that) as a staff we were led to believe that no one at this location would ever be without a job.  But little by little the tell tale signs of doom were evident.  We were constantly running out of food and liquor.  Our vendors would only accept cash for deliveries.  I lived with the A-GM who was a close friend of mine so I knew where the money was going and it was not back into the business, is all I will say.  But I recall repeatedly this woman telling our staff (blatantly lying) at meetings that the organization was in good condition and there was no need to worry.  As much as no one believed her not a lot of people really did anything about it (including me).  They stayed working there even though paychecks were bouncing and traffic in the restaurant was really down.  It was like being on the Titanic.  You knew the ship was sinking but you didn't really try to do anything to fix it.  Reflecting on it makes me mad that I wasted so much of my time there.  Not only were the values that the company held in conflict with mine but what little values they had were evaporating.  But I had a car payment to make, rent to pay, and a lovely girlfriend beside me (who is now my wife).  This company, its CEO, and its culture all failed.  She is now  named in a number of ongoing litigation proceedings for her practices.

It was important for O'keefe  to discuss NASA's values in his speech.  It was also necessary for him to acknowledge where NASA "came from" and "where it was headed".  In order for an organization to accept the change they will be faced with they have to believe in the organization and in the change plan.  That is why the diagnosis made by BST was so important.  Brown (2011) noted "In diagnosing an organization's problems, the practitioner and the client try to specify the problems, determine the underlying causes, and identify the opportunities for change.  The practitioner sorts out factual from nonfactual information and searches for multiple sources of the problem condition.  The outcome is an explicit and specific diagnosis upon which to base change efforts." (p. 132).  I think that is exemplified by the relationship between BST and NASA after the Columbia tragedy. 

The lesson I learned from this exercise which I can apply to my career, is that culture is not only important to the success and health of an organization, so is its ability to adapt to future needs.  We should always be looking to implement new ideas, to find better ways to do our jobs, and to communicate those ideas with our leadership.  As I write this I am considering ideas that I can bring to my directors attention.  Funny how homework can help me to facilitate my growth not only academically but also at work! 

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.