Culture Of Nasa
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The culture within NASA is made up of several subcultures defined by the individual units among the organization however; there is a dominant culture that represents NASA as a whole. To clarify, subcultures make up a unique set of values within parts of the organization were as a dominant culture is a distinctive set of values that reflect the perceptions shared throughout the entire organization. The dominant cultures outlined by NASA include a culture of safety, a culture of schedule efficiency, and a culture of open communication (Patterson). These three platforms are the fundamentals behind what management has labeled the “can do” culture of NASA.
Using the competing values framework, the type of organization culture represented by NASA is labeled as a market culture. According to the competing values framework, the culture of an organization can be identified by two different sets of values. One is that of flexibility and discretion versus stability and control. The other identifies the focus on internal affairs as opposed to the external environment. NASA can be identified as a market culture because it has an interest in stability and control yet is heavily influences by its external environment. This interest in stability and control for the NASA organization has come under a great deal of scrutiny since the Columbia Disaster. James Oberg wrote, “experienced space workers, both those still inside the program as well as retired, say this widespread attitude of being too smart to need outside advice has created a culture resistant to outside advice and experience. He went on to clarify that “most workers at NASA have only worked at NASA since graduation.” And “the culture can also be powerful because it is so pervasive, since it is rarely exposed to outside influences.” These comments illustrate the need for stability and control within NASA. Of course, NASA is a government-funded agency, which is, where the external environment gets involved in the cultural make-up of the organization. Budget problems and the pressure to maintain the flight schedule have been directly linked to the White House and Congress and their contributing roles to the space shuttle program.
So how was the organizational culture of NASA created in the first place? In order to answer this question we must start at the beginning. In 1958 President Dwight D. Eisenhower signed the National Aeronautics and Space Act as a direct response to the launch of Sputnik by the Soviet Union. On October 1, 1958 the formation of the National Aeronautics and Space Administration (NASA) was established. At that time T. Keith Glennan headed the program and the agencys mission was “To provide research into problems of flight within and outside the Earths atmosphere, and for other purposes.” (history.nasa.gov). From the beginning NASAs culture was based on the fear that Russia may use their new technology for military purposes and the competitive spirit of the American people to beat the Soviets in the space race. These two factors represent the environmental influences that helped mold the culture of NASA in its early stages.
Another key contributor to the culture of NASA was President Eisenhower himself. Eisenhower (along with Congress) has been credited as the founder of NASA. Because Eisenhower had a hand in hiring the initial staff, his personalities, beliefs, and vision are apparent in the organization even today. Eisenhower has been described as a man with a strong competitive streak, stern discipline, incredible ambition, and of keen intelligence. These attributes can also be identified in the culture of NASA as well. In addition to personality traits, Eisenhowers military background can be seen in structural makeup of the NASA organization.
Within the NASA organization the cultural values were transmitted between employees through symbols, stories, jargon, and ceremonies. Symbols are material objects that connote meanings that extend beyond their intrinsic content (Greensberg). Following is the symbol of NASA.
This symbol has been referred to as the “meatball” design, the sphere represents a planet, the stars represent space, the red chevron is a wing representing aeronautics (the latest design in hypersonic wings at the time the logo was developed), and then there is an orbiting spacecraft going around the wing (Dick).
In addition to the recognizable symbol that can be associated with NASA, there are several stories that have been