How NASA Builds Teams - Page 3

2. How NASA uses the 4-D System From early-2003 until mid-2008, there were more than 500
NASA teams and over 2,000 individuals who followed the 4-D
System including this kind of evaluation sequence. These teams
There are eight behaviors (two in each dimension) which can included those which were involved in NASA’s most important
and should be measured: projects including the launch of the Space Shuttle, the operation
1. Express authentic appreciation of the manned Space Station, the planned missions to return
2. Address shared interests humans to the moon and then on to Mars, the operation of
3. Appropriately include others astronomical telescopes and more.
4. Keep all agreements The results of applying the 4-D system were as follows:
5. Express reality-based optimism
n Around $60 per employee per year was spent on carrying out
6. Be 100% committed
assessments, running workshops, providing individual and
7. Avoid blaming and complaining
team coaching and otherwise implementing the 4-D System.
8. Clarify roles and accountability
n By the fourth iteration of the assessments, most teams
By systematically establishing a baseline of performance and
showed at least a 5 percent improvement in productivity.
then regularly measuring ongoing performance in each of these
Based on NASA’s annual budget of around $17 billion or
behaviors, more than 500 NASA teams showed systematic
$850,000 per employee, that suggests using the 4-D System
improvements.
generated savings for NASA of around $40,000 per employee
per year. That gives a return-on-investment of around 650.
The 4-D System has four dimensions which must be balanced n All teams which started with average performance or better
and addressed in order for the right things to happen on a were able to improve their performance to the top 20 percent
consistent basis. Furthermore, eight behaviors (two in each by the forth iteration of the 4-D cycle. This has led to NASA
dimension) are suggested. NASA has been using the 4-D moving to systematically be able to perform better.
system for some time now and has found the best way to teach
n Even more significantly, teams which started with
and then apply the 4-D system is to follow this kind of sequence:
performance in the bottom 20 percent range were able to
generate sizable leaps in performance levels. Almost all of
Conduct Measure Run periodic these teams were able to move to above average
individual progress and individual performance levels through the consistent use of the 4-D
assessments chart assessments System.
In all, NASA has achieved sizable and tangible results through
the use of the 4-D System.
Then carry out Run 3-Day Carry out
team training follow-up team
assessments workshops assessments
1 Express authentic appreciation

n Start with individual assessments which evaluate how well 2 Address shared interests
each person is doing at using the eight behaviors. In these
assessments, you’re trying to determine whether people use
these behaviors habitually, authentically, promptly, 5 Express reality-based optimism
proportionately and specifically.
n These individual assessments are then supplemented by 6 Be 100% committed
team assessments looking at the same factors. Note both the
individual and team assessments are considered primarily to
be training opportunities more than anything else. An
assessment should take no more than 15 minutes as people C V
evaluate whether they are exceeding a standard at all times,
Cultivating Visioning
usually above a standard, seldom meeting a standard or
never meeting a standard. The assessment debrief should
then become an opportunity to discuss problems and set I D
targets for ways to move forward in the future.
Including Directing
n If it is determined more in-depth training is required on the
eight behaviors, 3-day workshops can then be run. These
workshops are intensive and immersive training exercises
which can be tailored to the needs of the organization.
3 Appropriately include others
n Following on from the workshops, further individual and team
assessments can then be carried out on a regular basis.
4 Keep all agreements
n It’s also important that progress be measured and charted.
This will allow for positive reinforcement of improvements and
also for the organization to embed the desired behaviors in 7 Avoid blaming and complaining
the corporate culture. It also allows individuals and teams to
be compared to their peers. 8 Clarify roles and accountability