Adv Org Comm 2 - Nasa

Front 1

Chp. 3: Monday Notes

Back 1

Weekly 1 page notes that is at least one level separation that shows weekly progress.
Doesn't want a from because it restricts opinion
Comments on each of them then sends all notes to each supervisor
Keeps everyone on same page, increase horizontal communication, simple and low tech.

Front 2

Chp. 3: Automatic Responsibility

Back 2

Even if it is not your job specifically it is still your responsibility.
If you think there is a problem you should speak up.
Never say "its not my job"
Keeps everyone on the same page

Front 3

Chp.3: Penetration

Back 3

2 levels up and 2 levels down
If you want to understand a unit you have to also understand the environment.
Deep Penetration = Earthquake Sensors - do not want the earthquake to happen, have a sense to minimize the damage.

Front 4

Chp. 3: Span of Control

Back 4

# of subordinates a supervisor has or can control
Each supervisor had too many people watching
Complexity of span of control is difficult to manage.

Front 5

Chp. 4 - Key communication challenges at MSFC: Family Affair

Back 5

Insiders vs Outsiders
Invited to the table but your not invited to the family
You can speak but your voice is not necessarily heard because Germans are trusted
Idea of awareness
Deep Structure Power - bias, assumptions: we do not always realize b/c its natural

Front 6

Chp. 4 - Key communication challenges at MSFC: Invisible Boss

Back 6

Org was growing so much it was harder to see Von Brown as much
Employees don't feel as if hes involved
More distant he became the less charismatic he came across.
Just by walking around people are able to bring things up

Front 7

Chp. 4 - Key communication challenges at MSFC: Project Progress Chart

Back 7

Original Chart was more detailed and informational rich
Had to convert their actual information into waterfall chart so that people could understand it.
Waterfall was more simple
FORMALITY constrains INFORMATION

Front 8

Chp 4: Lack of Lateral Openess

Back 8

Lack of horizontal communication between laboratories
the most serious problem

Front 9

Chpt 5: Visits and Presentations

Back 9

Fixes the problem of the INvisible Boss
Increase number of visits he made to the labs becuase of his great impact
Give a speech on the future of the Marshall Center through TV channel to ease peoples anxieties and tell them the truth of the company

Front 10

Chpt 5: Training

Back 10

Giving them skills to move on even if they are laid off so they know they are important to the organization

Front 11

Chpt 5: Enhance Penetration

Back 11

Vertical slices for organizational analysis:
Move staff into labs
Dont let people who dont get along isolate themselves
Propinquity: If they are near each other, they will get to know each other

Front 12

Chp 6: Problem of the reluctant supervisor: Reluctant Supervisor def

Back 12

Someone who has been with the company longer, however this isn't what they were originally hired for. (Boss who doesn't want to be the boss)

Front 13

Chp 6: Problem of the reluctant supervisor: Problems

Back 13

Program grows therefore they are made to managers or supervisors of something they werent there to do
Risen to the level of incompetence
May not have the skills, desire, ability
They stay in the job they dont like in hopes of going back to their old job

Front 14

Chp 6: Problem of the reluctant supervisor: Solutions

Back 14

Be able to train them in supervising in order to help them move along
Skills and desirability
Training helps them feel more invested

Front 15

Key Communication Concepts: Plausible Deniability

Back 15

Responsibility vs Deniability
Saying enough not to get blamed but not enough to fix things
Doesnt guarentee change - doesn't force anyone's hand
NASA example: time and cost outweighed safety
"Don't want to know about problems that cant be fixed"

Front 16

Key Communication Concepts: Uncertainty Absorption

Back 16

As information goes up the chain of hierarchy, uncertainty goes away and more certainty appears.
Uncertainty has been absorbed in layers
Hard to blame people at the top because they received all information through their subordinates

Front 17

Key Communication Concepts: Strategic Ambiguity

Back 17

Giving you just the right amount of information to get you to follow me, without taking the blame if something goes wrong
Interpret information in multiple ways
When NASA had to provide notes to washington, internal communication and the tone changes bc the audience is different

Front 18

Key Communication Concepts: Russian Roulette

Back 18

There is a risk that something could go bad and any one of those times could be the time where it goes wrong.
If the trigger is pulled once and nothing happens, most likely you will be ok next time
Time does not impact equal risk

Front 19

Key Communication Concepts: Silent Safety Program

Back 19

A program that was designed to ensure nothing bad is said
Subordinate is less likely to say anything bad about you or the department bc they are under your authority
Contractors are looking out for themselves

Front 20

Chp 8: Feynman's Experiments: Talking to the Engineers

Back 20

Feynman talked to the engineers to find out the difference of opinion with engineers and there mangers
Language between scientist and engineers was totally different

Front 21

Chp 8: Feynman's Experiments: O-ring experiment

Back 21

Place O-ring in ice water with pliers and upon removing the oring didnt spring back to shape which proved the orings were faulty at freezing temperatures

Front 22

Chp 6: Systems Engineering

Back 22

Looking at each part of the system as a part that makes up the org as a whole

Front 23

Chp 6: Vertical Slice

Back 23

Takes a limited vertical sample into and organizations. Does not find out what happens in the other horizontal labs therefore is not accurate