Making Steady Progress, Keep Paying Us
In this New York Times article on NASA’s “broken safety culture,” we find:
In the months after the Columbia disaster in February 2003, the space agency started several initiatives to enhance safety, including the creation of an Engineering and Safety Center at its Langley Research Center in Virginia. It has worked with Behavioral Science Technology, a company based in Ojai, Calif., to train managers and workers in effective communication and decision-making techniques. Behavioral Science Technology was also commissioned to conduct surveys of workers across the agency to measure their changing attitudes toward safety issues. In a report issued in February, Behavioral Science Technology said the agency was making “solid progress” toward that goal.
Does no one else see a problem in using the same company to change things and to audit that change?