Before I go any further, I want to explain why I use only the name Rocketdyne in the title of this post. During the time I worked there, it was owned by Rockwell International, The Boeing Company, and Pratt & Whitney – a Division of United Technologies. The video was produced by Pratt & Whitney Rocketdyne (PWR), but the flights and the engines depicted are from those three organizations, as well as others that preceded them. In reality, they are from the people of Rocketdyne; those folks who worked tirelessly to help boost humans and human artifacts into space and out into the cosmos. Without them, none of this would have been possible.
It’s important to note that Rocketdyne engines have powered virtually every American astronaut, with the exception of those who have ascended on Russian vehicles, into Low Earth Orbit and beyond. A large portion of the robotic exploration of the Solar System and its planets have depended on Rocketdyne’s engines to get to their destinations. The Hubble telescope owes its usefulness to the Space Shuttle, and the Apollo Moon explorers were returned from the surface of the Moon thanks in large part to Rocketdyne engines. Simply put, our Space Program would not exist were it not for Rocketdyne propulsion.
Now PWR has just released a new video and I would like very much to share it. I don’t know if others will get from it what I do. After all, I worked there, on the Space Shuttle Main Engine program, for over two decades. I could not watch the Shuttle ascend off the launch pad without having to choke back a tear or two every time. As a matter of fact, watching old launches still excites the hell out of me. I am proud. So sue me.
Even if you don’t resonate with the “hurling humans into space” part, the sheer taming of all that power should give you a little bit of a chill. Or you’re dead. Who knows?
The Ubiquitous Conference Room: Where Collaboration Goes to Die
Before you get your panties in a bunch, I’m not really advocating the complete abolition of meetings. I always loved getting together with 20 or 30 of my closest associates and spending the first ten minutes – of what always managed to completely fill the exact amount of time allotted to it – with banter about our kids, our pets, our plants, and our plans for retirement. Regardless, it always seemed to me there were just a few too many of them, and many were just . . . well . . . kind of unnecessary. So I’m just saying maybe we should consider there are meetings that are a complete – or near complete – waste of everyone’s time. Allow me to provide an example and, hopefully, I won’t piss off my former employer too much by sharing this.
Quite a few years ago I was a member of the High Pressure Fuel Turbopump team for the Space Shuttle Main Engine program at a famous, but not very well-known organization. [Pop Quiz! Who designed the engines that powered the Saturn vehicles to the moon?] At the time, another company was in the process of certifying their design for the same pump, as (Warning! the following statement may be hotly disputed by the parties, and they are only a partial recollection from a limited perspective) NASA had determined their (the other company’s) design was more reliable and, therefore, more safe. Unfortunately, this other organization was having trouble with some of their design and they weren’t meeting their certification and delivery goals. For this reason, we were given a contract to produce ten more high pressure fuel pumps.
For a length of time I can no longer recall (this was in the late 1990s, I believe, and the experience was somewhat painful), but let’s say it was around or over a year, we had a stand-up meeting every day to discuss what had happened the day before and what we wanted to happen that day. There were always between 15 and 20 people in attendance. However, on most days only a few of these folks actually had to be there. Unfortunately, it was impossible at the time for anyone to know whether or not they were needed without attending the meeting to see and hear what was talked about.
At the time, Macromedia had a product they called Generator which, as the team’s webmaster and web content volunteer learner guy, I had discovered. Generator worked with Flash to create animated displays. Among the things you could do with it was to create a ticker tape that would run a stream of updates at the bottom of an employee’s display. I knew nothing of “social” back then, but it sure seemed to me that having people update their activity through the use of this ticker tape would obviate the necessity for at least half (probably more like 80%, thank you Mr. Pareto) of the meetings we were having. This seemed a significant savings to me. Unfortunately, I might as well have been standing in the corner talking to it.
Now that this occurrence has faded in my rearview mirror, I can look at it a little more rationally. At the time, it was just one of numerous ways in which I saw us spending far more money and effort than necessary to get things done (don’t get me started on how click-to-talk phones could have sped up the flow of components through the shop). It wasn’t to be.
Although I’m no longer in that world (corporate, that is), I have good reason to believe things haven’t changed much in all this time. I know they hadn’t by the time I left (May of 2010). Are you still having meetings that accomplish little other than to fill up the hours? Here’s a suggestion. Read the book by Patrick Lencioni – “Death by Meeting: A Leadership Fable“. It’s a great business book masked as an entertaining fable, in the mold of Eli Goldratt’s “The Goal“. See if you can’t turn your meetings into what they should be, a vital and invigorating component of running an organization rather than a time-wasting drag on everyone’s energy and enthusiasm.
Since my retirement from Pratt & Whitney Rocketdyne in 2010, I have spent quite a bit of energy on developing work as a social media marketer for small business, a business manager for an AI software development firm, and as an editor/proofreader for a number of business books and a couple of novels, as well as a two-year return engagement at Rocketdyne from 2015 to 2017.
I have decided to stop actively pursuing business in these fields and am now positioning myself to be a writer. I have done quite a bit of writing over the years, but I’ve never really attempted to make any money at it; at least not specifically. I’m starting out with a couple of memoirs and, currently, I’m studying the craft, creating a detailed outline and timeline, and honing my skills as a storyteller. Pretty sure I’ll be writing some fiction as well.
The views expressed herein are those of the author. Any opinions regarding the value or worth of particular business processes, tools, or procedures, whether at his former place of employment, at a current client's enterprise, or in general, are his responsibility alone.