Not surprisingly, though, it’s those future plans that have been the primary focus of Bolden’s public speeches: “It is vital that we keep exploring. …So we keep generating new knowledge about our planet and our universe and new solutions to the challenges our planet faces on many levels," Bolden said. And, like other charismatic leaders, he set this future within the context of NASA’s history—from its founding 50 years ago by the “young President Kennedy” to the re-articulation of its mission now by the “young President Obama”, who has challenged the agency to explore asteroids and, eventually, Mars. His evocation of youth effectively yet subliminally connects the mission of NASA to what’s modern, preparing the next generation of NASA workers, as well as Americans generally, for a new phase in the agency’s development.
None of this, of course, comes easily. We can only assume that what Bolden conveys so effectively in public gets translated with equal conviction and passion when he addresses NASA employees internally. External political pressures to reduce government spending will undoubtedly make it harder for NASA to achieve all of Bolden’s – and Obama’s – lofty goals. And the extensive investigations of two of NASA’s darkest moments, the tragic Challenger and Columbia disasters, have already revealed NASA’s ongoing struggle with internal organizational problems and their impact on decision-making. While NASA hasn’t cornered the market on dysfunctional organizational culture, the stakes are arguably higher (and higher profile); and to the extent that they persist despite being identified in both investigations, these management hurdles won’t just disappear with the end of the shuttle program.