Working at the boundary: Making space for innovation in a NASA megaproject

This study shows how occupational, organizational and institutional boundaries can be reworked to enable innovation. Based on an historical case study of NASA's Spitzer Space Telescope, which spanned three decades and two dozen organizations, I show how megaproject members made boundaries a target of strategic action. Megaprojects, in particular, require us to think about boundaries at multiple levels as they commonly draw on expertise and resources from different disciplines, organizations, and institutional domains. This case reveals several mechanisms by which boundaries can be modified to coordinate diverse innovation partners, from reconfiguring the ways members relate to one another (splicing, fitting and channeling) to reshaping the environment they work in (softening, fusing and corralling). Overall, this study contributes to our understanding of how actors make room for new ideas and cause institutional change as part of innovation processes. By treating boundaries as malleable and multiplex, I extend organizational theory, which tends to view boundaries as given and things to be spanned. I extend the STS literature that takes boundaries as fluid, identifying several mechanisms of making and unmaking them. A more dynamic treatment of boundaries is called for in both innovation research and practice, and this study opens a path for research that looks not only at boundary objects but also boundary actions, and moves from boundary organizations to boundary organizing.

Using the NASA Task Load Index to Assess Workload in Electronic Medical Records

Electronic medical records (EMRs) has been expected to decrease health professional workload. The NASA Task Load Index has become an important tool for assessing workload in many domains. However, its application in assessing the impact of an EMR on nurse's workload has remained to be explored. In this paper we report the results of a study of workload and we explore the utility of applying the NASA Task Load Index to assess impact of an EMR at the end of its lifecycle on nurses' workload. It was found that mental and temporal demands were the most responsible for the workload. Further work along these lines is recommended.

Meditations on the new space vision: the Moon as a stepping stone to Mars

The Vision for Space Exploration invokes activities on the Moon in preparation for exploration of Mars and also directs International Space Station (ISS) research toward the same goal. Lunar missions will emphasize development of capability and concomitant reduction of risk for future exploration of Mars. Earlier papers identified three critical issues related to the so-called NASA Mars Design Reference Mission (MDRM) to be addressed in the lunar context: (a) safety, health, and performance of the human crew; (b) various modalities of mission operations ranging surface activities to logistics, planning, and navigation; and (c) reliability and maintainability of systems in the planetary environment. In simple terms, lunar expeditions build a résumé that demonstrates the ability to design, construct, and operate an enterprise such as the MDRM with an expectation of mission success. We can evolve from Apollo-like missions to ones that resemble the complexity and duration of the MDRM. Investment in lunar resource utilization technologies falls naturally into the Vision. NASA must construct an exit strategy from the Moon in the third decade. With a mandate for continuing exploration, it cannot assume responsibility for long-term operation of lunar assets. Therefore, NASA must enter into a partnership with some other entity--governmental, international, or commercial--that can responsibly carry on lunar development past the exploration phase.

Multi-team dynamics and distributed expertise in imission operations

The evolution of space exploration has brought an increased awareness of the social and socio-technical issues associated with team performance and task coordination, both for the onboard astronauts and in mission control. Spaceflight operations create a unique environment in which to address classic group dynamics topics including communication, group process, knowledge development and sharing, and time-critical task performance. Mission operations in the early years of the 21st century have developed into a set of complex, multi-team task settings incorporating multiple mission control teams and flight crews interacting in novel ways. These more complex operational settings help highlight the emergence of a new paradigm of distributed supervisory coordination, and the need to consider multiple dimensions of expertise being supported and exchanged among team members. The creation of new mission profiles with very long-duration time scales (months, rather than days) for the International Space Station, as well as planned exploration missions to the Moon and Mars, emphasize fundamental distinctions from the 40 yr from Mercury to the Space Shuttle. Issues in distributed expertise and information flow in mission control settings from two related perspectives are described. A general conceptual view of knowledge sharing and task synchronization is presented within the context of the mission control environment. This conceptual presentation is supplemented by analysis of quasi-experimental data collected from actual flight controllers at NASA-Johnson Space Center, Houston, TX.

Evolution of the Behavioral Sciences Branch of the Space Medicine and Health Care Systems Office at the Johnson Space Center

This paper presents a brief history of psychology and psychiatry roles in psychological selection and how these roles have evolved into the Behavioral Sciences Branch at the Johnson Space Center USC), Houston, TX. Since the initial selection of the Mercury Seven, the first United States astronauts, psychologists and psychiatrists have been involved in astronaut selection activities. Initially very involved in psychological selection of astronauts, the role of behavioral health specialists waned during the Gemini and Apollo years. With the onset of the NASA/Mir/International Space Station Program, the introduction of payload and mission specialists, and international collaboration, the evolving need for behavioral health expertise became apparent. Medical and psychological selection processes were revisited and the Johnson Space Center developed a separate operational unit focused on behavioral health and performance. This work unit eventually became the Behavioral Sciences branch of the Space Medicine and Health Care Systems Office. Research was allocated across groups at JSC, other NASA space centers, and the National Space Biomedical Research Institute, and was funded by NASA Headquarters. The current NASA focus on human space exploration to the Moon and beyond re-emphasizes the importance of the human-centered approach.

Operational behavioral health and performance resources for international space station crews and families

The Behavioral Health and Performance Section (BHP) at NASA Johnson Space Center provides direct and indirect psychological services to the International Space Station (ISS) astronauts and their families. Beginning with the NASA-Mir Program, services available to the crews and families have gradually expanded as experience is gained in long-duration flight. Enhancements to the overall BHP program have been shaped by crewmembers' personal preferences, family requests, specific events during the missions, programmatic requirements, and other lessons learned. The BHP program focuses its work on four areas: operational psychology, behavioral medicine, human-to-system interface, and sleep and circadian. Within these areas of focus are psychological and psychiatric screening for astronaut selection as well as many resources that are available to the crewmembers, families, and other groups such as crew surgeon and various levels of management within NASA. Services include: preflight, in flight, and postflight preparation; training and support; resources from a Family Support Office; in-flight monitoring; clinical care for astronauts and their families; and expertise in the workload and work/rest scheduling of crews on the ISS. Each of the four operational areas is summarized, as are future directions for the BHP program.

Models of research-operational collaboration for behavioral health in space

Addressing the behavioral health needs of astronauts clearly requires collaborations involving researchers, clinicians and operational support personnel, program administrators, and the astronauts themselves. However, such collaborations are often compromised by a failure to understand the needs, priorities, constraints, and preferences of potential collaborators. This failure, in turn, can lead to research of poor quality, implementation of programs and procedures that are not evidence-based, and an increased risk of morbidity and mission failure. The experiences of social marketing strategies in health promotion and disease prevention, cultural exchange between developers of evidence-based treatments and consumers, and dissemination and implementation of evidence-based practices in mental health services offer three different models of research-operational collaboration with relevance to behavioral health in space. Central to each of these models are the patterns of interpersonal relations and the individual, social, and organizational characteristics that influence these patterns. Any program or countermeasure for behavioral health in space must be both needs-based and evidence-based. The successful development, dissemination, implementation, and sustainability of such a program require communication, collaboration, and consensus among all key stakeholders. To accomplish this, all stakeholders must participate in creating a culture of operational research.

Lessons learned from Mir--a payload perspective

Among the principal objectives of the Phase 1 NASA/Mir program were for the United States to gain experience working with an international partner, to gain working experience in long-duration space flight, and to gain working experience in planning for and executing research on a long-duration space platform. The Phase 1 program was to provide the US early experience prior to the construction and operation of the International Space Station (Phase 2 and 3). While it can be argued that Mir and ISS are different platforms and that programmatically Phase 1 and ISS are organized differently, it is also clear that many aspects of operating a long-duration research program are platform independent. This can be demonstrated by a review of lessons learned from Skylab, a US space station program of the mid-1970s, many of which were again "learned" on Mir and are being "learned" on ISS. Among these are optimum crew training strategies, on-orbit crew operations, ground support, medical operations and crew psychological support, and safety certification processes.

Microgravity research results and experiences from the NASA/MIR space station program

The Microgravity Research Program (MRP) participated aggressively in Phase 1 of the International Space Station Program using the Russian Mir Space Station. The Mir Station offered an otherwise unavailable opportunity to explore the advantages and challenges of long duration microgravity space research. Payloads with both National Aeronautics and Space Agency (NASA) and commercial backing were included as well as cooperative research with the Canadian Space Agency (CSA). From this experience, much was learned about long-duration on-orbit science utilization and developing new working relationships with our Russian partner to promote efficient planning, operations, and integration to solve complexities associated with a multiple partner program. This paper focuses on the microgravity research conducted onboard the Mir space station. It includes the Program preparation and planning necessary to support this type of cross increment research experience; the payloads which were flown; and summaries of significant microgravity science findings.

Columbia: what went wrong?

The results of the Gehman board's exhaustive investigation of the Columbia accident (STS-107) will have far-reaching effects on the U.S. space program.

Physical sciences research plans for the International Space Station

The restructuring of the research capabilities of the International Space Station has forced a reassessment of the Physical Sciences research plans and a re-targeting of the major scientific thrusts. The combination of already selected peer-reviewed flight investigations with the initiation of new research and technology programs will allow the maximization of the ISS scientific and technological potential. Fundamental and applied research will use a combination of ISS-based facilities, ground-based activities, and other experimental platforms to address issues impacting fundamental knowledge, industrial and medical applications on Earth, and the technology required for human space exploration. The current flight investigation research plan shows a large number of principal investigators selected to use the remaining planned research facilities.

The impact of the new biology on radiation risks in space

Radiation is considered to be one of three or four major hazards for personnel in space and has emerged as the most critical issue to be resolved for long-term missions, both orbital and interplanetary. Space habitats are stressful and dangerous environments. Health and medical consequences arising from microgravity, stress, and trauma include weakened immune systems, increased viral activity, and loss of bone mass. The greatest risks from radiation are generally assumed to be cancers and possibly damage to the central nervous system. Synergistic effects arising from the other environmental hazards along with abscopal and exogenic factors are likely. Space programs represent an exceptional opportunity for examining the biological consequences of low-dose exposures of humans to radiation at every level of progression. Although astronauts are a relatively small population, they are healthy, physically active volunteers who undergo extensive testing and medical examinations before, during, and after protracted exposures with periodic follow-up examinations. The radiation environments along with other hazards are likewise monitored and documented. Extensive international research programs are in progress. Seven years ago the U.S. National Aeronautics and Space Administration established the National Space Biomedical Research Institute through a cooperative agreement with a consortium of research and academic institutions in order to address radiation issues through a concerted, programmatic effort. Advanced technologies are rapidly being incorporated into these programs to determine the significance of new biological data and to evaluate the interplay among the different medical hazards. Programmatic in vivo and in vitro studies of the processes leading to carcinogenesis are in progress. Drugs and dietary supplements are being examined at the cellular and in vivo levels to assess their potential as dose-modifying agents. The infrastructure of this new approach, recent results, and research in progress are reviewed and discussed.

Radiation risk and human space exploration

Radiation protection is essential to enable humans to live and work safely in space. Predictions about the nature and magnitude of the risks posed by space radiation are subject to very large uncertainties. Prudent use of worst-case scenarios may impose unacceptable constraints on shielding mass for spacecraft or habitats, tours of duty of crews on Space Station, and on the radius and duration of sorties on planetary surfaces. The NASA Space Radiation Health Program has been devised to develop the knowledge required to accurately predict and to efficiently manage radiation risk. The knowledge will be acquired by means of a peer-reviewed, largely ground-based and investigator-initiated, basic science research program. The NASA Strategic Plan to accomplish these objectives in a manner consistent with the high priority assigned to the protection and health maintenance of crews will be presented.

The NASA Astrobiology Institute: early history and organization

The NASA Astrobiology Institute (NAI) was established as a means to advance the field of astrobiology by providing a multidisciplinary, multi-institution, science-directed program, executed by universities, research institutes, and NASA and other government laboratories. The scientific community and NASA defined the science content at several workshops as summarized in the NASA Astrobiology Roadmap. Teams were chosen nationwide, following the recommendations of external review groups, and the research program began in 1998. There are now 16 national Teams and five international affiliated and associated astrobiology institutions. The NAI has attracted an outstanding group of scientific groups and individuals. The Institute facilitates the involvement of the scientists in its scientific and management vision. Its goal is to support basic research and allow the scientists the freedom to select their projects and alter them as indicated by new research. Additional missions include the education of the public, the involvement of students who will be the astrobiologists of future generations, and the development of a culture of collaboration in NAI, a "virtual institute," spread across many sites nationally and internationally.

Following the water, the new program for Mars exploration

In the wake of the loss of Mars Climate Orbiter and Mars Polar Lander in late 1999, NASA embarked on a major review of the failures and subsequently restructured all aspects of what was then called the Mars Surveyor Program--now renamed the Mars Exploration Program. This paper presents the process and results of this reexamination and defines a new approach which we have called "Program System Engineering". Emphasis is given to the scientific, technological, and programmatic strategies that were used to shape the new Program. A scientific approach known as "follow the water" is described, as is an exploration strategy we have called "seek--in situ--sample". An overview of the mission queue from continuing Mars Global Surveyor through a possible Mars Sample Return Mission launch in 2011 is provided. In addition, key proposed international collaborations, especially those between NASA, CNES and ASI are outlined, as is an approach for a robust telecommunications infrastructure.

Steering the station back on course

Rising costs of the International Space Station prompted NASA to convene a panel of experts to assess the quality of ISS cost estimates and review program assumptions and requirements. The panel concluded that NASA was unable to accurately predict ISS costs or to support requests for increased funding for the ISS through 2006 and should maintain a U.S. core complete program with three-person crews with 6-month stays on the ISS. International response to the panel report was negative with space agencies from Japan, Russia, Canada, and Europe taking issue with the expected impact on ISS construction and use.