NASA
How can employees design programs that bring about critical state change in the think and do process?

NASA's Langley Research Center in Hampton, Virginia, a world-recognized leader in aviation research, was facing a time of budget reductions and deteriorating facilities which resulted in inefficient systems. In a time of severe budget cuts, where could employees find the resources needed to propel reinvention? They recognized time was running out. They needed to develop a workable plan to increase both productivity and quality if they were to remain viable and preserve their world class facilities.

At an MG Taylor facilitated DesignShop® session, NASA participants designed a method of operating more effectively in less time and with fewer people. They participants emerged with an entirely new model than the "answer" they had brought to the event. What they came up with was — no center, roles driven by projects, a cluster organization, and an aerospace alliance — the opposite of the earlier plan.

Soon after the DesignShop event ended, the plan was put into action, and Langley saw a reinvestment in its wind tunnel operations and facilities. Employees directly addressed the issues and redesigned the systems surrounding their work. Langley’s Navigation Center, an MG Taylor designed and built environment, facilitates continued improvement, using MG Taylor tools and processes in the environment.

"We use our Navigation Center to help us work on everything from day to day affairs to our long-term planning and strategy decisions." —Dave McCurdy, NASA Wind Tunnel Engineer & Navigation Center™ Environment KnowledgeWorker

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