Operating the ISS: Cultural and Leadership Challenges
- Paper number
IAC-05-A1.5.05
- Author
Mr. James Clement, National Aeronautics and Space Administration (NASA)/Johnson Space Center, United States
- Coauthor
Dr. Jennifer Boyd Ritsher, University of California and Veterans Affairs Medical Center, United States
- Year
2005
- Abstract
BACKGROUND and PURPOSE. The task of working with a multi-national team during the 24-hour-a-day, 7-day-a-week operation and continued assembly of the International Space Station (ISS) presents a daunting array of cultural and leadership challenges for managers supporting this enterprise. Building and operating such a complex space structure requires the effective integration of technical system constraints, space environmental factors, and programmatic policy considerations with the human factors issues associated with multinational crews and mission control personnel. Focusing on the human factors issues, we will outline and discuss issues that have important cultural and leadership implications for management. METHODOLOGY. We have reviewed findings from empirical research involving humans in space and have integrated these with impressions from direct participant observation of the mission control operational environment at the NASA Johnson Space Center. We then contrasted the management challenges posed by previous short-term American missions with those of ongoing long-duration international missions. We also extrapolated from these findings to suggest evidence-based hypotheses about specific operational management challenges that could be tested in future work involving manned missions to the Moon and Mars. RESULTS. A number of human factors issues were isolated that relate to managerial concerns, such as cultural differences, styles of coping with stress, and group dynamics over time. These factors suggest the importance of a set of key leadership skills and techniques that can be used by managers who are involved with ISS mission operations. Examples of these leadership skills include maintaining a balance of task roles and supportive roles, engaging in active listening, demonstrating respect, and recognizing cognitive bias. CONCLUSIONS. Careful attention to these issues should support NASA managers in adapting to the changes in the operational environment caused by changes in typical mission profiles. An ongoing partnership between the research and operations communities can maximize the efficiency of this equilibration process.
- Abstract document
- Manuscript document
IAC-05-A1.5.05.pdf (🔒 authorized access only).
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