A lot of thought and discussion has occurred lately concerning how to improve our internal communications in NASA. Here at JSC, this discussion has culminated with the release of the 20 Year Vision proposal. I am both honored and fortunate to have met with some of the people who made it happen and look forward to working with them on the implementation of those ideas.

With that in mind, I think that some of my professional experiences elsewhere can be brought to bear on this topic. In between undergrad and grad school, I worked in the intelligence community (IC) for a few years as a missile analyst. If you think the NASA community is results-oriented, the IC takes it to a whole new level.

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Keith mentioned in a previous comment that HQ reads these posts. If it is true I think that is great, that they care so much as to try to listen to us. But I do ask that they stop reading our postings like anthropologists and start reading it like empathetic leaders. Like any good leader they should not be moved at every whim of those they lead, but they should also not ignore those that follow.

I think that those of us in Gen Y (at least I am) are upset because NASA is supposed to represent high-tech, but the industry that is supposed to be ahead of everyone else is sadly about 8-10 years behind industry. Sure there are projects that are amazing in and of themselves, but the resources going into them don’t compare with the results obtained.

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There is no shortage of research studies and publications describing the “wage gap” between men and women. There is no question that the gap exists - the question is, what can we do to close the gap?

At JSC, there seems to be equality in the “top” jobs that women and men hold. Take a look at MCC - you are just as likely to find a female flight director as a male.

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NASA has been working toward increasing public understanding of what it does and why it is relevant to the public. NASA has created a message which intends to bring this understanding home and succinctly encapsulate everything that it does. While I am a large advocate for creating a guiding coalition, creating vision, communicating the vision, encourage action and celebrating short-term wins for internal change (see Kotter’s Harvard Business Review Article, “Leading Change: Why Transformation Efforts Fail“), externally, I believe NASA should focus on output.

I recall seeing historic television clips of Apollo astronauts in parades rolling through the streets in convertibles. These were heroes accomplishing extraordinary tasks. While I was not involved in this program, it seems to have been a celebration of feats performed and needed no script. The voice of the Apollo program was not the NASA spokesperson, it was Walter Cronkite. NASA focused on achieving its mandate and let everyone else do the talking.

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We talk about encouraging young people to pursue science careers. But are we actually providing good incentives for them to do that? What opportunities are there for people to advance in careers are pure scientists at NASA? Look around you– who are the people in the senior positions? The “decision makers”? They may be people with scientific training, but they’re certainly not workaday scientists. When we ask “Where are all the scientists?”, it might do us good to look around and notice they’re all being promoted out of a job, and into management.

As a so-called young person trying to build a career in science, I’ve been told numerous times I’ll be doing so at the expense of more senior positions, and more pay. When I look around me for good examples, role models, mentors, I frankly have not one senior person in my professional life at NASA who has encouraged me in pursuing a path of pure science.

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