{"product_id":"2940148522201","title":"Communicating NASA\u0026#x2019;s Knowledge","description":"NASA has a unique charter in the Space Act of 1958 to “provide for the widest practicable\u003cbr\u003eand appropriate dissemination of information concerning its activities and the results\u003cbr\u003ethereof.” As NASA approaches the new millennium, Government legislation and regulations,\u003cbr\u003ebudgetary reductions that have necessitated downsizing the workforce, an emphasis\u003cbr\u003eon measurable results from Government agencies, and technological communications\u003cbr\u003ebreakthroughs have provided the impetus for NASA to reexamine the way it communicates\u003cbr\u003ethe knowledge that it generates. NASA has been challenged to manage knowledge\u003cbr\u003eas a resource that we owe to the American people.\u003cbr\u003eThroughout its 40-year history, NASA has enjoyed exemplary success in communicating\u003cbr\u003eits knowledge to its customer groups using a variety of media. In many cases, these successes\u003cbr\u003ewere achieved as a result of the individual initiatives of scientists who received\u003cbr\u003efunding for a scientific project, began producing results, and knew whom to contact within\u003cbr\u003eNASA’s employee hierarchy, or were themselves contacted by appropriate professionals,\u003cbr\u003eenabling the scientists to reach various audiences in a timely manner. Achieving this\u003cbr\u003esuccess required the combined expertise of numerous offices in a traditional Government\u003cbr\u003eorganizational chart—the science project office, the technology project office, the operations\u003cbr\u003eoffice, the public affairs office, the education office, the history office, the scientific\u003cbr\u003eand technical information office, the information technology and communications office,\u003cbr\u003elibraries, and record depositories.\u003cbr\u003eIn 1997, NASA Administrator Daniel S. Goldin assigned General Spence M. Armstrong,\u003cbr\u003ewho was then NASA Associate Administrator for Human Resources and Education, the\u003cbr\u003eresponsibility for documenting NASA’s “Communicate Knowledge” (CK) Process.\u003cbr\u003eArmstrong assembled a Communicate Knowledge Process Team, which conducted 274\u003cbr\u003eresearch and technical interviews at 27 locations throughout the country within and outside\u003cbr\u003eof NASA. The analysis of these interviews led to the recommendations for the process\u003cbr\u003emade in this report.\u003cbr\u003eThis report proposes that a Headquarters Communicate Knowledge Board of Directors,\u003cbr\u003echaired by the Headquarters CK Process Owner, be created, consisting of Associate\u003cbr\u003eAdministrators or Deputy Associate Administrators reporting periodically to NASA’s\u003cbr\u003eCapital Investment Council. A Headquarters Communicate Knowledge Working Group\u003cbr\u003ewould be formed to assist the Process Owner in applying metrics, implementing policy,\u003cbr\u003emonitoring progress, and integrating Center Communications Plans from an Agencywide\u003cbr\u003eperspective.\u003cbr\u003eIn addition, a full-time CK Process Owner would be appointed by and directly report to\u003cbr\u003eeach of NASA’s 10 Center Directors. Each Center Director, with the Center Process Owner,\u003cbr\u003ewould also designate, on a part-time basis, subject matter experts in such areas as public\u003cbr\u003eaffairs, education, history, and scientific and technical information. The CK Process Owner\u003cbr\u003ewould coordinate the work of these subject matter experts with the Center’s data base\u003cbr\u003eadministrator, librarian, and records manager to form the Center Integrated\u003cbr\u003eCommunication Team (ICT). For each new project or new phase of an ongoing project,\u003cbr\u003ethis team would meet and work with the project manager and the scientists, technologists,\u003cbr\u003eand engineers. Subsequently, the project at each NASA Center would develop a CK plan\u003cbr\u003eto ensure that each manager, scientist, technologist, and engineer has a system to use that\u003cbr\u003ecould maximize dissemination of the scientific and technological results. The Center CK\u003cbr\u003eProcess Owner would be responsible for helping develop the metrics, collecting them\u003cbr\u003eperiodically, and forwarding them to record at Headquarters to fulfill the requirements of\u003cbr\u003ethe Government Performance and Results Act of 1993.","brand":"ReadCycle","offers":[{"title":"Default Title","offer_id":47182601257200,"sku":"2940148522201","price":2.99,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0737\/7593\/9824\/files\/2940148522201_p0.jpg?v=1763710569","url":"https:\/\/shop-qa.barnesandnoble.com\/products\/2940148522201","provider":"Barnes \u0026 Noble (DEV)","version":"1.0","type":"link"}