Last month’s blog was entitled The Cost of Working Without Trust. This month we share a
story1 which stands in marked
contrast. It is from Jerry Madden, a successful NASA project manager:
It’s easier to sell a project if you can show it is
based on a previous successful project. People feel safer with the tried and
true. When we introduced the ISEE* project, we told NASA headquarters that we
would build the spacecraft exactly like the IMP-H**. The structure would be the
same and we would keep the same basic electronics as far as possible. Because I
believed it could be done, I issued this edict to everyone in the project and
even appointed one of the best mechanical engineers to be in charge of the
structure.
A short while into the project, he showed up at my
office and said, “When are you going to get down off your high horse and let us
design a structure for ISEE that can fly. IMP-H just will not work.” I was
taken aback. This meant taking a risk rather than going down the same road of a
successful project. Had he been someone else, I would have asked to have him
assigned to a different project. How could I trust someone to carry out
directives in a project in which I totally believed?
However, I trusted him explicitly because I had worked
with him for a long time. This was an opportunity to change direction, based on
solid judgment. I swallowed my pride, looked at him squarely in the face and
said, “If that is the way you truly feel, now is about as good a time as any.
Will it still have 16 sides and will it look the same on the outside?”
He said that it would, but it will be larger and will
bear almost no resemblance on the inside. I said, “Fine. I will inform
Headquarters that we will have to mod [modify] the structure and make
additional changes to the internal systems.” Fortunately, the project was set
up as a highly flexible organization with competent and experienced management
and was made the change to the new concept with very little static. In the end,
the successful ISEE spacecraft from a distance looked the same as IMP-H but
internally, both in electronics and structure, there was no resemblance. You have to know when to eat
your own words and enjoy the taste.
Practically the same sort of thing occurred with my
counterpart in ESA who was building the ISEE-B spacecraft that was mated to the
ISEE-A for launch. In the selling of the program their project manager had
accepted too stringent requirements on the spacecraft partially to fit within
the IMP-H. The ESA method of management was slightly different from ours so
when they got to the execution phase, they brought in a new manager known for
his competency and integrity, whose perspective was not jaded and who was able
to see the project elements in a fresh light. He took one look at the system
and like my mechanical engineer, had only one thing to say, “This is rubbish!”
Here too, the future of this important project now hung on the opinion of one
man.
Fortunately, my counterpart did not have to eat his
own words but only those of his predecessor, who had determined the spacecraft
concept design. My counterpart was straightforward and honest and recognized
the value of flexibility, which helped to make the program change workable. As
a true leader, he was able to affect the sharp change to the concept. Our two teams immediately formed
one team to get the job done because we recognized not only the competence of
our colleagues but also their integrity.
A key lesson
from this story is some of the most important decisions, made by people in a
rigorous and “thing-based” profession (engineering), and some of the most
sophisticated technological artifacts, are often made and accepted based on two
human concepts: intuition and trust. Soft is hard.
1 Source: Madden, J. (2000). In A. Laufer & E. J.
Hoffman, Project management success
stories: Lessons of project leaders (pp. 104-105). New York, NY: Wiley.
*ISEE means International Sun-Earth Explorer,
one of NASA’s Explorers spacecrafts.
**IMP means Interplanetary Monitoring
Platform; IMP-H was one in a series of such spacecrafts.
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