CHAPTER 5
NASAâs 4-D Teambuilding Results
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The weather was miserable on what we now refer to as âthat rainy day at Wallops.â (Wallops Flight Facility is a small NASA facility on Virginiaâs Eastern Shore.) I was talking with Dr. Ed Hoffman, director of the NASA APPEL (Academy for Program/Project and Engineering Leadership). NASA formed APPEL after the Challenger disaster to prevent future space accidents. Ed asked me to undertake a pilot projectâto see if I could get NASAâs busy project managers to use the 4-D Systemâs process of assessments, workshops, coaching, and reassessments.
Would NASA project managers trust me enough to undertake this work? At the time, the data were sparse, and I had left NASA eight years ago. It helped that I had a distinguished career at NASA. Most important, perhaps, I had a reputation for being competent, tough, and fairâpeople generally liked me.
With Edâs support, I began work. I met with NASA top management at two centers that had managed many of my programs. One was the Goddard Space Flight Center in Greenbelt, Maryland, and the other was the Jet Propulsion Laboratory in Pasadena, California. I described our 4-D processes and explained how they would enhance the performance of project teams. We insisted that management put no pressure on any project to participate. Further, while we would report project participation activity, they could only get assessment results directly from the teams. We began work with their highest-priority ...