Leadership and large-scale technology: The case of the International Space Station

Large-scale, long-term technological programs funded by government are extraordinarily difficult to begin, maintain, and complete. They must negotiate not only technical, but also political hurdles. International connections add to the complexity. This paper analyzes the course of the International Space Station (ISS) from the perspective of the NASA administrator. The roles of James Beggs, Dan Goldin and Sean O’Keefe are discussed as illustrative of how top federal executives can influence such programs. Much depends on when in the program's life cycle an administrator happens to serve and how long he or she serves. There are times when major decisions are possible, and the course of a program set for years. However, these strategic decisions also require tactical choices along the way. The function of the NASA administrator is to successfully harmonize the political environment and technical realities of a huge program like ISS. Administrators influence the birth and execution of a program through choices they make, resources they acquire, and coalitions of support they build for the program. As a program like ISS extends over many years, program success requires NASA administrators to move a technological enterprise forward, rather than to let it drift or be terminated.     

BNSC/RAS Town Meeting

In London on 20 September, the British National Space Centre and the Royal Astronomical Society convened a ‘Town Meeting’, a usage picked up from NASA. Basically it was a debate without the competetive element, whose topic was the next two of the European Space Agency's four ‘Cornestone’ projects for the ‘Horizon 2000’ programme, total budget 584 million ECU (about £467 million). The question in September was which would be no. 3 and which no. 4. Duncan Lunan reports on the discussion and the choices made.     

A reappraisal of the Space Shuttle programme

The conventional wisdom holds that the Space Shuttle programme has been a ‘policy failure’ because NASA compromised its original concept in the face of weak political commitment and inadequate funding. However, a detailed reappraisal of the history shows that this reasoning is ambiguous, counterfactual and contrary to experience. Congressional and presidential support for the Shuttle has consistently been generous despite flawed and shifting justifications for the programme advanced by NASA. Among the lessons to be learned are the need for more rigorous congressional oversight and the development of smaller, quicker and independent civil space programmes.     

Science in the national vision for space exploration: objectives and constituencies of the ‘discovery-driven’ paradigm

The NASA/White House Vision for Space Exploration is primarily focused on the development of human and robotic systems that will enable ‘discovery-driven’ investigations in areas important to the scientific community: Mars, the solar system's outer moons, and planets orbiting other stars. Such a portfolio can only be realized if NASA is prepared to target investment at opportunities that are most scientifically compelling. NASA's leaders will have to make decisions in subjective and uncertain environments about the relative long-term value of different kinds of scientific discoveries seen as equally important to different groups. A management paradigm of this kind will imply assessment of heterogeneous priorities and management of interdependent and changing requirements. In order to identify the basis and implications of a ‘discovery-driven’ paradigm, this paper surveys the relationship between the Vision's principles and its programmatic content, the objectives of the Vision's scientific focus areas and their interrelationships, and the public context in which science-focused exploration will proceed.     

X-38, CRV and CRV Evolution Program Overview and European Role

The X-38 Project forms part of the “X” prototype vehicle family developed by the United States. Its development was initiated by NASA to prepare the Crew Return Vehicle (CRV). The European participation in the X-38 Program has been significantly extended since the start of the X-38 cooperation in 1997 and is realized by ESA's “Applied Reentry Technology Program” and the German/DLR “Technologies for Future Space Transportation Systems” (TETRA) Project. European contributions to the X-38 Vehicle 201, (V-201) can be found in all technical key areas. The orbital flight and reentry with the X-38 V-201 will conclude the X-38 project in 2002.The CRV will be used from about mid-2005 as ’ambulance‘, ’lifeboat‘ or as alternate return vehicle for the crew of the International Space Station. Recognizing the very productive and mutually beneficial cooperation established on X-38, NASA and ESA have decided to continue this cooperation into the development of the operational CRV. The Phase C/D will be completed shortly after the Critical Design Review, scheduled for August 2002. The CRV production phase will start in October 2002 and will cover production of four CRV vehicles, ending in 2006.Based on the objective to identify a further evolution potential of the CRV towards a Crew Cargo Transfer Vehicle (CCTV), NASA has implemented upgrade studies in the CRV Phase C/D.     

Priorities in space for the USA

This article follows the story of Shuttle development, in the context of the history of the US space programme from Apollo to the Space Station. The Shuttle was chosen as one of a series of ‘space spectaculars’ and has proven to be prohibitively expensive and unreliable, practical only for a very limited number of specialized missions. The Space Station, too, cannot be economically supplied, even if the USA could afford to build it. The author concludes that NASA should cancel the Space Station and the replacement orbiter for Challenger, and engage on a major programme of launch vehicle development, independent of the US military. The aim should be a dramatic reduction of launch vehicle costs, making spaceflight practical, and a truly independent NASA which could restore the USA to space preeminence.     

Space theme parks: Promoting space to the public

China's advances in space include plans for a state-of-the-art space theme park, based on a new launch center, which promises to show up the outdated and ‘user unfriendly’ public visitor centers at most US space sites. Yet providing better public outreach in the form of theme parks would both inspire large numbers of the general population and provide a useful source of revenue. NASA should show more imagination in the exhibits and facilities it present to the public; it could use various science museums and Hollywood as models.     

The military in space : A historical relationship

The Deputy Chairman of the US Joint Chiefs of Staff offers some observations on the ‘militarization’ of space, arguing that military involvement does not necessarily mean an environment will become ‘weaponized’. He also comments on some future US space activities.     

ISU design projects : A new instrument for shaping global space policy?

The author argues that students attending the International Space University (ISU) are becoming a force to be reckoned with in space activities thanks to their enthusiasm, dedication and their Design Projects tackling major technological issues. This article reviews previous projects, before focusing on those of 1993 and 1994, and analyses whether they can be seen as agents for change in space policy making. Key ‘selling points’ are the ‘students’ non-rigid approach to thinking and doing, their refusal to believe in the intractability of any problem and the appeal their novel coalition may have for political leaders.     

Space really matters: The annual BROHP conference

The conference began with The Charles Martin Lecture, given this year by George Abbey, formerly Director of the NASA Johnson Spaceflight Center. George spoke of the significant contribution of British scientists and engineers to the early days of NASA. He was followed by an ebullient tour d’horizon from the admirable Dr David Southwood, Head of Science at ESA. Lucie Green from Mullard Space Science Laboratory (MSSL), who is leading the outreach component of the International Heliophysical Year, then brought the first session to a close. The conference then split into three parallels.     

The origin of the smaller, faster, cheaper approach in NASA’s solar system exploration program

The current emphasis on smaller, faster, cheaper (SFC) spacecraft in NASA’s solar system exploration program is the product of a number of interacting – even interdependent – factors. The SFC concept as applied to NASA’s solar system exploration program can be viewed as the vector sum of (1) the space science community’s desire for more frequent planetary missions to plug the data gaps, educate the next generation of scientists, provide missions to targets of opportunity, and enable programmatic flexibility in times of budgetary crisis; (2) the poor publicity garnered by NASA in the early 1990s and the resultant atmosphere of public criticism (creating an opportunity for reform); (3) The Strategic Defense Initiative Organization’s and the National Space Council community’s desire to advance the Space Exploration Initiative and their perception that the NASA culture at the time represented a barrier to the effective pursuit of space exploration; (4) the effective leadership of NASA Administrator Daniel Goldin; and (5) the diminishing budget profile for space sciences in the early 1990s. This paper provides a summary of the origin of the smaller, faster, cheaper approach in the planetary program. A more through understanding of the history behind this policy will enable analysts to assess more accurately the relative successes and failures of NASA’s new approach to solar system exploration.     

International outer space law

This report is an edited version of a talk given by Professor Christol at the Conference on Law and Life in Space, held at the Center for Aerospace Sciences, University of North Dakota, Grand Forks, ND, in September 1986. Professor Christol reviews the principles of space law as they relate to the relations between states, through existing treaties and agreements. He offers a hope that, through ‘strategic stability’, conditions will emerge for further agreements, and for public international outer space law to become more rigorous.     

Pricing competitively — a response to Jay Lightfoot

A recent paper in this journal criticized the two methods commonly used to allocate the costs of multi-payload launches, and proposed two new alternatives. The paper argued that ‘Shapley-value’ pricing and the ‘Independent Cost Proportional Scheme’ are immune to instability problems possible under the traditional mass-proportional approach, and reduce ‘subsidies’ paid to small payloads. This rejoinder shows that neither claim is true in general. It also questions whether new pricing formulas are truly needed — or even sustainable in today's competitive market.     

Transforming solar system exploration: The origins of the Discovery Program, 1989–1993

The Discovery Program is a rarity in the history of NASA solar system exploration: a reform program that has survived and continued to be influential. This article examines its emergence between 1989 and 1993, largely as the result of the intervention of two people: Stamatios “Tom” Krimigis of the Johns Hopkins University Applied Physics Laboratory (APL), and Wesley Huntress of NASA, who was Division Director of Solar System Exploration 1990–92 and the Associate Administrator for Space Science 1992–98. Krimigis drew on his leadership experience in the space physics community and his knowledge of its Explorer program to propose that it was possible to create new missions to the inner solar system for a fraction of the existing costs. He continued to push that idea for the next two years, but it took the influence of Huntress at NASA Headquarters to push it on to the agenda. Huntress explicitly decided to use APL to force change on the Jet Propulsion Laboratory and the planetary science community. He succeeded in moving the JPL Mars Pathfinder and APL Near Earth Asteroid Rendezvous (NEAR) mission proposals forward as the opening missions for Discovery. But it took Krimigis's political skill and access to Sen. Barbara Mikulski in 1993 to get the NEAR into the NASA budget, thereby likely ensuring that Discovery would not become another one-mission program.     

A new paradigm for international cooperation in space exploration

In announcing a new Vision for the US space program, President George Bush committed the USA to “a long-term human and robotic program to explore the solar system”, via a return to the Moon, leading to exploration of Mars and other destinations. He also stated that other nations would be invited to join the vision. Many other nations have, or are developing, ‘exploration visions’ of their own. The potential for international cooperation therefore exists, both at the vision and program/project levels. This paper, based on Working Group discussions as part of an AIAA space cooperation workshop,¹ presents an approach for maximizing the return on all global investments in space exploration. It proposes an international coordination mechanism through which all these various national activities could be integrated into an inherently global enterprise for space exploration, a ‘virtual program of programs’. Within the context of the coordination, individual activities would utilize the full range of cooperative mechanisms for implementation. A significant benefit of this mode of conducting cooperation is that it would not require the negotiation of complex overarching international agreements as a precondition for initiating international activity.     

The Nation of Celestial Space

Using family interviews and archive material, this article outlines the forgotten history of the Nation of Celestial Space, brainchild of a Chicago public relations man, James T. Mangan. From 1948 to 1970 Mangan sought international recognition for his micronation, and repeatedly protested at satellites encroaching upon his domain. Celestia issued passports to the Moon to astronauts, and its own currency and stamps, anticipating by decades the current debate on and ‘selling’ of property rights in space.     

It''s all a matter of fact. After all, fact matters

The fourth annual ‘British Rocketry Oral History Project’ (BROHP) conference was held from 2 to 4 April 2002, again in the magnificent grounds of Charterhouse School in Surrey. The conference marked a new point in its brief history, enlarged in scope and depth to extend to a new audience; yet one point remained constant throughout, namely that ‘history matters’. This report discusses the themes of the 2002 conference.     

Exploring a structured decision approach as a means of fostering participatory space policy making at NASA

In 1996, the National Research Council's Committee on Risk Characterization argued convincingly for the implementation of more participatory approaches to improve policy making by incorporating a wide range of stakeholder values and concerns in policy decisions. Guidance about how to best carry out such an approach in an agency like NASA is less clear. To address this gap, this paper discusses how the use of a structured approach to involve expert and non-expert stakeholders in policy making can improve the quality of stakeholder involvement and resulting decisions for space policy making at NASA. Supporting this discussion are results from two recent experiments. One compared the quality and type of participants’ input in a conventional stakeholder workshop with that of a more structured participatory process. The results from this experiment showed that a structured decision approach leads to more thoughtful and better-informed decisions. A second experiment showed that structured, participatory decision processes can help to legitimize space policy decisions after they have been implemented, leading to future benefits for the space agency.     

The decay of NASA's technical culture

The ability of the US government to carry out future space policies depends upon the maintenance of a technically capable space flight agency. During its first decade of operation the National Aeronautics and Space Administration (NASA) developed an organizational culture supporting very high levels of reliability. This ‘technical culture’ stressed the importance of in-house technical capability, ‘hands on’ activity and extensive testing. Forces at work on the agency since 1970 have tended to erode the original culture. This article explains the ways in which the beliefs and norms guiding NASA operations have changed since the agency's first decade of operations.     

Space at ESOF 2012

Over 4200 delegates attended the fifth Euroscience Open Forum (ESOF), held in Dublin from 11 to 15 July 2012, with papers covering the gamut of scientific research, applications and policy contributed by Nobel laureates, including James Watson and Jules Hoffmann, internationally recognized but ‘local’ figures such as Mary Robinson, Jocelyn Bell Burnell and Bob Geldof, ‘celebrity’ scientists like Marcus du Sautoy and Craig Venter and a range of other major researchers. Space was also represented, with keynotes by the NASA administrator and ESA's Director of Science and Robotic Exploration. This report summarizes and discusses the space-related proceedings.