The National Aeronautics and Space Administration began its space flight program in October of 1958 by launching the 84-pound Pioneer I space probe. Scarcely a decade later, in July of 1969, NASA amazed the world by landing the first humans on the Moon. In the two decades that followed, however, the agency appeared to lose both its vigor and its creativity. Inside NASA explores how an agency praised for its planetary probes and expeditions to the Moon became noted for the explosion of the space shuttle Challenger and a series of other malfunctions. Using archival evidence as well as in-depth interviews with space agency officials, Howard McCurdy investigates the relationship between the performance of the U.S. space program and NASA's organizational culture. He begins by identifying the beliefs, norms, and practices that guided NASA's early successes. Originally, the agency was dominated by the strong technical culture rooted in the research-and-development organizations from which NASA was formed. To launch the expeditions to the Moon, McCurdy explains, this technical culture was linked to an organizational structure borrowed from the Air Force Ballistic Missile Program. Over time, however, changes imposed to accomplish the lunar expedition - as well as the normal aging process and increased bureaucracy in the government as a whole-altered NASA's original culture and eroded its technical strength. McCurdy observes that NASA's early success depended on a number of related characteristics: extensive testing, in-house technical capability, hands-on experience, exceptional people, stoic acceptance of risk and failure, and a frontier mentality. He concludes that, given the conditions ofmodern government, the performance of high-technology agencies like NASA inherently tends to decline. Inside NASA offers a revealing study of both organizational culture and bureaucratic aging.

“This excellent summary of an important part of NASA’s history is recommended for all readers.” —Choice In Faster, Better, Cheaper: Low-Cost Innovation in the U.S. Space Program, Howard E. McCurdy examines NASA’s recent efforts to save money while improving mission frequency and performance. McCurdy details sixteen missions undertaken as the twentieth century drew to a close—including an orbit of the moon, deployment of three space telescopes, four Earth-orbiting satellites, two rendezvous with comets and asteroids, and a test of an ion propulsion engine—which cost less than the sum traditionally spent on a single, conventionally planned planetary mission. He shows how these missions employed smaller spacecraft and cheaper technology to undertake less complex and more specific tasks in outer space. While the technological innovation and space exploration approach that McCurdy describes is still controversial, the historical perspective on its disappointments and triumphs points to ways of developing “faster, better, and cheaper” as a management manifesto. “Readers interested in either the management or economics of complex organizations will find a wealth of material in this well-written exposition. Fans of space travel, like the author himself, will also enjoy the behind-the-scenes look at NASA’s operation.” —Enterprise and Society

The daring, revolutionary NASA that sent Neil Armstrong to the moon has lost its meteoric vision, says journalist and space enthusiast Greg Klerkx. NASA, he contends, has devolved from a pioneer of space exploration into a factionalized bureaucracy focused primarily on its own survival. And as a result, humans haven’t ventured beyond Earth orbit for three decades. Klerkx argues that after its wildly successful Apollo program, NASA clung fiercely to the spotlight by creating a government-sheltered monopoly with a few Big Aerospace companies. Although committed in theory to supporting commercial spaceflight, in practice it smothered vital private-sector innovation. In striking descriptions of space milestones spanning the golden 1960s Space Age and the 2003 Columbia tragedy, Klerkx exposes the “real” NASA and envisions exciting public-private cooperation that could send humans back to the moon and beyond.

Since its inception, NASA has participated in over 4,000 international projects, yet historians have almost entirely neglected this remarkable aspect of the agency's work. This groundbreaking work is the first to trace NASA's history in a truly international context, drawing on unprecedented access to agency archives and personnel.

This document communicates NASA’s strategy and progress to learn about the Red Planet, to inform us more about our Earth’s past and future, and may help answer whether life exists beyond our home planet. Together with NASA’s partners in academia and commercial enterprises, NASA’s vision is to pioneer Mars and answer some of humanity’s fundamental questions: • Was Mars home to microbial life? Is it today? • Could it be a safe home for humans one day? • What can it teach us about life elsewhere in the cosmos or how life began on Earth? • What can it teach us about Earth’s past, present, and future?

In January 2006, the President announced a new civilian space policy focusing on exploration. As part of its preparations to implement that policy, NASA asked the NRC to explore long-range science and technology workforce needs to achieve the space exploration vision, identify obstacles to filling those needs, and put forward solutions to those obstacles. As part of the study, the NRC held a workshop to identify important factors affecting NASA's future workforce and its capacity to implement the exploration vision. This interim report presents a summary of the highlights of that workshop and an initial set of findings. The report provides a review of the workforce implications of NASA's plans, an assessment of science and technology workforce demographics, an analysis of factors affecting the aerospace workforce for both NASA and the relevant aerospace industry, and preliminary findings and recommendations. A final report is scheduled for completion in early 2007.