`Index`

Ability, and effectiveness, 44
Alliances, and effectiveness, 44
Altemus, Steve, 8
Apollo project, 48, 50
Apollo-Soyuz Test Project, 112–113
Apple, 10
Apple University, 8–9
Applied Physics Laboratory (APL), 81. See also STEREO mission
Argyris, Chris, 40
Ariane, 100
Artificial intelligence (AI), 124–125, 128
ASK Magazine, xviii, 36, 58–59, 73, 108–109
Assignments, and effectiveness, 44
AstraZeneca, 37
AstraZeneca China, 37
Attitude, and effectiveness, 44

Ba, 68
Beeson, Harold, 110–111
BellKor, 96
Berkshire Hathaway, collaborative culture at, 72
Bias, and speed of thinking, 126
Biden, Joseph, 125
Bledlow, Ronald, 34
Boisjoly, Roger, 48
Boland, Stacey, 38, 95
Boyd, Brian, 52
Boyd, Carolyn, 101
BP (British Petroleum), 11
Branding, 57. See also Stories and storytelling
Bridgewater Associates, 35
Bruner, Jerome, 52
Bush, George H. W., 110

Canada. See International Space Station (ISS)
CERN (European Organization for Nuclear Research), xiv
Chabris, Christopher, 93
Challenger (space shuttle), 47–49, 55, 56, 59, 60, 100, 127
and cultural change at NASA, 77–78, 94
as mission failure, 86
Chipotle, 27–28
Chrysler, 12
Cline, Lynn, 111–115
Cohen, Don, 58
Coleman, Cady, 111, 117–118
Collaboration, and organizational cultures, 66, 69–72
Collins, Michelle, 58
Columbia (space shuttle), 28–29, 32, 34, 55, 58, 59, 60
and cultural change at NASA, 77–78, 94
as mission failure, 86
and the unforeseen, 119
Command-and-control cultures, 67–68
Communications Decency Act of 1996, 129
Competency models, 44–45
Cooperation, and the International Space Station (ISS), 117–118
Coordinate for Efficient & Rapid Execution (CERE), 98
Cosmic Background Explorer (COBE), 55, 100
COVID-19 pandemic, x, xix, 37–39, 102, 124
Crawford, Lynn, 45
Culbertson, Phil, 48
Culture, organizational, 65–69
and change, 76–77
changes in, at NASA after Challenger and Columbia, 77–78
and collaboration, 66, 69–72
command-and-control, 67–68
defined, 66
dysfunctional, 78
effectiveness of, 78–79
of growth, 69
in Japan, 70
military, 67
shared mission and purpose in, 79
signals and messages in, 79
and social infrastructure, 79
and trust, in organizations, 66, 74–76
in the United States, 69–70
valuing knowledge in, 66, 72–74, 79

Dailey, Jack, 24–25, 65
Decision-making, speed of, 125–126
de Geus, Arie, viii
Denning, Stephen, 61
Deviance, normalization of, 77, 86
Diversity bonus, and team performance, 95
Dixon, Nancy, 37
Documentation, importance of, 9–10
Duarte, Nancy, 63
Dunbar, Robin, 20
Dweck, Carol, 101

Early Childhood Authority (ECA), Abu Dhabi, 6–7
Edmundson, Amy, 40
Effectiveness, key dimensions of, 43–44
Employees, and knowledge retention, 8–9
Endeavor (space shuttle), 59
“Engineering Books of Knowledge” (Chrysler), 12
Engineering leadership development, 31
Episteme, xi, xii
Ethics, 127–128
Europe. See International Space Station (ISS)
Experience, learning from, 25–26
Experimentation, iterative: and learning, 35–36

Face-to-face meetings, and trust, 75–76
“Fail fast,” 34
Failure, team, 85–86
“Faster, Better, Cheaper” management philosophy, 24
Federated system of knowledge governance, 17
Feudal system of knowledge governance, 17, 18
Flight Readiness Reviews, 60
Ford, Henry, 67, 68
Four-dimensional (4D) leadership, 87
Friction Project, 37

Gates Foundation, 34
Gersick, Connie, 93
Gerson Lehrman Group (GLG), 33, 74
Gerstenmaier, William, 108–109, 113, 117, 119
Gerstner, Louis, 70–71
Gibbons, Robert, 14
Global project, xi–xiii
Goddard Space Flight Center (GSFC), 56, 97
and STEREO, 87–89
Gohmert, Dustin, 73
Goldin, Dan, 24, 25, 39
Goldman Sachs, 13
Google
culture, 68–69
Project Aristotle, 93
20% Project, 32
Gorbachev, Mikhail, 109
Gothelf, Jeff, 85
Griffin, Michael, 78
Group phase theory of team performance, 83
Gurevitch, Michael, 38

Hackman, Richard, 82
Harvard Business School (HBS), 55–56
HBO, Directors Leadership Program, 35
Hoffman, Edward J. (Ed)
ba at Google, experience of, 68
CKO for NASA, 1–3, 12, 16–17, 18
and the culture at NASA, 62
and “Faster, Better, Cheaper” management philosophy at NASA, concerns about, 24
humor, use of, 92
and incentives for participation in networks, 32–33, 37
and individual learning, 42, 43
“Issues in NASA Program and Project Management,” 36
international cooperative for the ISS, 113
and the ISS as a global project, 106
and knowledge sharing at NASA, 36
and NASA’s project academy, 23, 24–25, 31, 42, 45, 102
and the Program/Project Management Initiative at NASA, 77
spacesuit failure on the ISS, response to, 98–99
and storytelling, 56, 57, 58–59, 62
and team learning, 39
on trust, importance of, 75, 76
Hoffman, Reid, 35
HOPE projects, 42–43
Hovsepian, Sarah, 38
Howell, Tim, 115–116
Hubble Space Telescope, xvi, 24
Human Dynamics Laboratory (MIT), 82
Hutchens, David, 63

IBM, 61
collaborative culture, 70–71
and cultural change, 77
and organizational learning, 7–8
IDEO, collaborative culture at, 72
Information management systems, 12–13
Innovation(s), ix
Input-process-output (IPO) model of team performance, 83, 84
Institute for Innovation in Large Organizations, 98
International Astronautical Federation, 120
International Project/Programme Management Committee (IPMC), 120
International Space Station (ISS), 58, 59, 105–106
benefits of, ongoing, 119–120
cooperation, in action, 117–119
Design Knowledge Capture (DKC), 115–116
and face-to-face communication, 121
flexibility, building in, 121
historical foundations of, 107–111
lessons learned, 120–122
and nationalism as risk, 124
negotiations in founding, 111–115
project knowledge, maintaining over time, 115–117
purpose, focus on, 122
relationship skills, hiring people with, 121
spacesuit helmet malfunction, 98–99
and team performance, 92
trust, importance of mutual, 121
and the unforeseen, 119
“Issues in NASA Program and Project Management” (Hoffman), 36
Iterative experimentation, and learning, 35–36

Jacobson, Al, 16
James Webb Space Telescope, 94
Japan. See International Space Station (ISS)
Japanese Space Exploration Agency (JAXA), 113
Jet Propulsion Laboratory (JPL), ix–x, 37–39, 40, 95
Jobs, Steve, 10, 15
Job satisfaction, five-factor model of individual, 82
Johns Hopkins, Applied Physics Laboratory (APL), 81. See also STEREO mission
Johnson Space Center, 8, 12
Joint-Air-to-Surface (JATS) standoff missile program, 91–92
Judgment, 127–128

Kay, John, 123–124
Kennedy, Brett, 39
Kennedy Space Center, 28, 47
Keynes, John Maynard, 14
King, Mervyn, 123–124
King, Stephen, 63
Knowledge, 3–6
and bias, 125–126
capture fallacy, 12–13
cultural views of, 5–6
economics of, 14–16
and epistemic uncertainty, 125
global, xii
governance and governance models, 16–18, 21
identifying critical, 11–14, 20–21
and the International Space Station (ISS), 115–116
lack of, vii–viii
local, x
mission-critical, 13–14
and models of organization, xiv–xv
organizational, x–xii, xiii, 12
and persuasion, 21
political, xiii
principles for working with, 18–20
priorities for organizations, 6–11
as a social phenomenon, xv, 10, 15, 21
sources of, 5
specialist, growth of, 50
and speed of thought, 125–126
and stories, 54–56
and teams of people, viii
technical, x–xi, xiii
unit of analysis, 14, 15, 20
working, 4–5, 6–7
Knowledge development, 7–8
Knowledge governance, 16–18
Knowledge organizations, and stories, 54–56
Knowledge retention, 7, 8–9
Knowledge sharing, 9, 55–58. See also Stories and storytelling
Knowledge transfer and diffusion, 7, 9–11
Kohut, Matthew, 43, 58, 68, 106

Leaders and leadership. See also Culture, organizational; Teams and teaming
four-dimensional (4D) leadership, 87
leaders as teachers, 45
and radical uncertainty, 128–130
reflective, 45
support and participation in training and learning, 34–35
Learning, 23–25
and Apollo project, 50–51
after Challenger accident, 29, 48–49, 51–52
connection and, 37
diversity of voices, 46
engineering leadership, 31
from experience, 25–26
4A’s exercise, 44
individual, 26, 28, 42–45
integrated approach to, 30–31
and iterative experimentation, 35–36
leaders as teachers, 45
leadership support and participation, 34–35
and networks, 32–34
on-the-job, 50
organizational, 27–28
from a problem, 25
and project relevance, 40
promoting, 45–46
recognition for, 34
and reflective leadership, 45
resistance to, 26
resources for, 31–32
space for, 32, 41, 46
and the status quo, 40–41
and stories, 49–52 (see also Stories and storytelling)
support for, targeted, 41–42
team, 26–27, 28, 37–42
three levels of, 25–28
time for, 32, 41, 46
and training, 26, 45
and unlearning, 36–37, 126–127
value of, 30, 72–74
Linenger, Jerry, 110
Little, Terry, 91
Lotus Development Co., 8
Lotus Institute, 8
Lotus Notes, 8
Low, George, 50
Lucid, Shannon, 108, 109

Machine learning, 128
Macro projects, x–xi
Madden, Jerry, 56, 97
Maker Faires, 32
Malone, Thomas, 93
March, James, 42
Mars Climate Orbiter, 39
Marshall Space Flight Center, 48
Mars Polar Lander, 39
Masters Forums, 57–58
Mather, John, 100–101
Mattingly, T. K., 42
McAuliffe, Christa, 48
McBrine, John, 110
McCarthy, Dennis, 55, 100
McDonald, Allan, 49
McEwan, Kathryn, 101
McKinsey, 13, 31–32
McMillan, Billy, 18
Meaning, and storytelling, 53–54
Mechanistic metaphors, in organizational cultures, 79
Meetings, face-to-face: and trust, 75–76
Metis, xi, xii
Micro project, ix–x
Microsoft, and knowledge retention, 9
Milway, Katie Smith, 27
Mir (Russian space station), 108, 109, 110
fire on, 110–111
“Mission-critical,” 13–14, 70, 76
Mission failure, 85–86
Missions, xv–xvi
and collaborative organizational cultures, 70
failure, 85–86
and mission-critical knowledge, 13–14, 70, 76
prioritizing, and high team performance, 91–93
smart, xvi–xvii
success of, xvi
and trust, 76
Mokyr, Joel, 69
Monarchical approach to knowledge governance, 17–18
Morton Thiokol, and the Challenger disaster, 48, 49
“Moth Radio Hour, The,” and storytelling, 61
Mozilla, collaborative culture at, 72
Mt. Sinai Hospital, x, 39

Narratives. See Stories and storytelling
NASA, x. See also specific missions
academy (see NASA project academy)
budget, 51
chief knowledge officer (CKO), 1–3
collaborative culture, 70
as a complex project-based organization, xiv
critical knowledge, identifying, 12
culture, 48–49
“Faster, Better, Cheaper” management philosophy, 24
and the International Space Station, xii (see also International Space Station [ISS])
knowledge governance within, 16–18
and knowledge retention, 9
and knowledge transfer, 10–11
Mars program, failures, 39, 59
and mission-critical knowledge, 13–14
as mission-driven organization, xv–xvi
Office of the Chief Engineer, 31
Program Management Council, 29–30
Program/Project Management Initiative, 77
project academy (see NASA project academy)
project management procedures document, 25
Science Mission Directorate, 94
stories and storytelling, introduction of, 56–60
voted best place to work in federal government, 68
NASA Academy of Program/Project Leadership. See NASA project academy
NASA Engineering & Safety Center (NESC), 32–33, 73
NASA project academy, xvii, 23, 30, 120, 131n1 (chap. 1)
and diversity of voices, 46
Hoffman’s (Ed’s) leadership of, 29, 31
and individual learning, 42, 44
and knowledge sharing, 45
and leaders as teachers, 35, 45
Project HOPE, 42–43
and recognition of leaders, 34
and social capital, 96–97
and teaming, 102–103
and team learning, 39, 41
National Aeronautics and Space Administration (NASA). See NASA
National Intelligence Council, 61
Netflix, 71
Netflix Challenge, 95–96, 127
Networks, and learning, 32–34
9/11 Commission, 61
“No asshole rule,” 72
Normalization of deviance, 77
Novartis, 10

Ogiwara, Naoki, 5
Oldham, Greg, 82
Organizations. See also Culture, organizational
barriers to improving teams, 86–87
collaboration in, 66, 69–72
competition in, 70
complex project-based, xiv, xv
cultures of, xvi (see also Culture, organizational)
entrepreneurial, xiv, xv
and global collaboration, xvi
and knowledge, xvi, 6–11, 12–13
learning in, xvi, 27–28
mass-production, xiv, xv
mission-driven, xv–xvi
and organizational politics, x–xi
project-based, xiii–xiv
and projects, viii–ix
stories and storytelling, xvi, 54–56
teaming in, xvi
trust within, 74–76
Orion crew capsule, 73

Page, Scott, 95
Parmitano, Luca, 98
Pellerin, Charlie, 87
Petroski, Henry, 55
Phillips, Katherine, 96
Phillips, Samuel C., 51–52
Phronesis, xii
Pisano, Gary, 84
Pixar, 10
Plepler, Richard, 35
Podolny, Joel, 8–9
Presidential Commission on the Space Shuttle Challenger Accident, 48–49
Problems, learning from, 25
Project Aristotle (Google), 93
Project HOPE, 42–43
Project management, ix
Projects, vii–viii
complexity of, ix
global, xi–xiii
and lack of knowledge, vii–viii
macro, x–xi
micro, x
and project relevance, 40
risks to, 124–125
and stories, 62
and teams of people, viii
Prusak, Laurence (Larry)
ba at Google, experience of, 68
on collaboration, 106
definitions of data, knowledge, and wisdom, 4
and IBM, stories about, 61
and the ISS as a global project, 106
on knowledge networks, 32, 33
and NASA veterans, stories told by, 58
on organizational change, 71
on time spent acquiring new knowledge, 16
on trust, importance of, 75, 76
Pugh, Katrina, 32

Radical transparency, 39
Radical uncertainty, 123–124
and epistemic uncertainty, 125
and ethics, 127–128
and judgment, 127–128
and leadership, 128–130
and speed of decision-making, 125–126
RAND Corporation, 51
Rao, Huggy, 37
Research and development (R&D), xiv
Resilience, cultivating, 100–101
Reynolds, Russell, 71
Risks, to projects, 124–125
Robinson, Greg, 94
Rogers Commission, 48–49
Rotational assignments, 43
Russia and Russians, negotiations with, 108–111. See also International Space Station (ISS)
Ryan, Ray, 9–10, 32, 71, 92
Ryschkewitsch, Michael (Mike), 37, 60

Safety, to challenge status quo, 40–41
Saxton, Amy, 27
Schein, Edgar, 36
Scolese, Chris, 2–3
Scope, of a project, x–xi
Seiden, Josh, 85
Sensemaking, 91
Seriale-Grush, Joyce, 60
Shiraki, Kuniaki, 113
Shuen, Amy, 84
Simmons, Annette, 63
Singapore Management University, 34
Skunkworks bullpen, 100
Slack, 41
Smarter teams, 93–94
Smart missions, xvi–xvii
Smith, Brad, 35
Smoot, George, 100–101
Social capital, and team performance, 96–97
Social infrastructure, 79
Software-as-a-service (SaaS), xiv
Solar Terrestrial Relations Observatory. See STEREO mission
Soyuz, 59, 119
Spaces
and knowledge transfer, 10–11
social infrastructure, 79
Space shuttle. See Challenger; Columbia; Endeavor
Springboard, The (Denning), 61
Square, 9, 32, 71, 92, 94
Stack Overflow, 33
Stakeholders, x–xii. See also Organizations
and global projects, xiii
Starbucks, 27–28
STEM and STEAM, 127
Stennis Space Center, 12
STEREO mission (Solar Terrestrial Relations Observatory), 81–82
project team, 81–82, 87–90
Stories and storytelling, 52–54
Challenger disaster, 47–49
effectiveness of, 52–53, 62–63
experiments and iteration, 63
goals for using, 62
and growth of organizations, 61–62
introduction, at NASA, 56–60
in knowledge organizations, 54–56
making room for, 62–63
and projects, 62
workshops, 63
Story Factor, The (Simmons), 63
Stott, Nicole, 117–118
STS-119, 8, 59–60. See also Challenger; Columbia; Endeavor
Success, of missions, xvi
Suhail, H. E. Sana Mohamad, 6
Sutton, Robert (Bob), 37, 72

Taylor, Frederick, 67
Teams and teaming
and context, 82–83
distributed teaming, 101–103
and diversity bonus, 95
dynamic capabilities framework, 84, 85
effectiveness of, 103–104
failure, 85–86
failure, smart and safe, 104
“great,” 82
group phase theory of performance, 83
growth and learning mindset, 103
high performance, conditions that promote, 90–91
input-process-output (IPO) model, 83, 84
key goals and outcomes, 103–104
learning and unlearning, 126–127
meaning and purpose, maintaining, 97–100
mission, prioritizing the, 91–93
nourishing, 93
organizational barriers to improving, 86–87
performance, 82–85
purpose, commitment to, 104
and resilience, cultivating, 100–101
and sensemaking, 91
smarter teams, 93–94
and social capital, 96–97
the STEREO project team, 81–82, 87–90
and task significance, 82
team learning, 26–27, 28, 37–42
women, presence on a team, 93–94
TED Talks, 61–62
Teece, David, 84
Temes, Peter, 98
Tour-of-duty model, 43
Training. See also Learning
as a conversation, 45
and knowledge retention, 8
Trump, Donald J., 125
Trust, within organizations, 74–76
and the International Space Station (ISS), 121
Tuckman, Bruce, 83

Unforeseen, managing the, 119
United Nations Committee on the Peaceful Uses of Outer Space, 112
United States of America. See also International Space Station (ISS); NASA
Department of State, 112
Food and Drug Administration, x
Government Accountability Office, 59
Marine Corps, and organizational culture, 65
Office of Management and Budget, 44
Unlearning, 36–37, 126–127

Van Buren, David, 38
Vaughan, Diane, 77
Ventilators, 38–39
VITAL (Ventilator Intervention Technology Accessible Locally) project, ix–x, 38–39, 40, 95, 97–98

Wallops Island, training facility at, 39
Weick, Karl, 92
Weisberg, Carey, 38, 95
Wigbels, Lyn, 107–108
Women, and smarter teams, 93–94
Wooley, Anita, 93
World Bank, 34, 61

Xerox PARC, 15
XpoNorth Creative Industries Festival, 102

Yale School of Management, 8–9
Yeltsin, Boris, 109

Zaki, Jamil, 53