NASA Internal Memo: Culture Change and Internal Communications

Date: Fri, 08 Oct 2004

To: (Recipient list suppressed)

From: Centerwide Announcement

Subject: Culture Change and Internal Communications

MESSAGE FROM NASA HEADQUARTERS

Point of contact: Glenn Mahone, Public Affairs,

202/358-1898

Culture Change and Internal Communications

In July, we asked NASA employees to participate in
one-on-one or small group interviews with representatives
of GolinHarris International as part of our ongoing effort
to change the culture of NASA through improved
communication. (GolinHarris is a Behavioral Science
Technology, Inc. (BST) representative and a leading
communications group that will continue to work with NASA
on culture change.)

The interviews focused on the communications processes and
resources, the effectiveness of current NASA communications
programs and the challenges faced by NASA employees from an
internal and external communications perspective. Employee
participation and confidential feedback were integral to
the development of the final set of recommendations
presented by GolinHarris to senior NASA management.

The next phase of this project–the implementation of the
recommendations based on input from NASA employees–is
about to begin. Over the next three months, GolinHarris
will again be working closely with NASA in the
implementation of new processes and procedures that will
pave the way for more effective and consistent ways of
communicating across the agency. This implementation is
based on your feedback and is designed to take effect by
the end of the 2004 calendar year:

• Developing key messages for employees
• Developing style guides and tool kits for consistent communication and messages
• Identifying and rewarding “best practices” within theagency
• Training

Improving communications, both internal and external, has
been a major focus for NASA and we believe it is an area
where we are beginning to make great strides. GolinHarris
commended your support, insight, openness and thoughtful
perspective as a critical component of their initial
recommendations, and I’m sure your support will be even
more important in this phase.

James L. Jennings

Associate Administrator for Institutions and Management