LEADER 03809oam 2200637zu 450 001 9910220121003321 005 20210807004317.0 010 $a0-8330-8203-5 035 $a(CKB)3360000000476921 035 $a(SSID)ssj0001179517 035 $a(PQKBManifestationID)12522548 035 $a(PQKBTitleCode)TC0001179517 035 $a(PQKBWorkID)11181297 035 $a(PQKB)11141201 035 $a(oapen)doab115152 035 $a(EXLCZ)993360000000476921 100 $a20160829d2013 uy 101 0 $aeng 135 $aurmn|---annan 181 $ctxt 182 $cc 183 $acr 200 10$aIncreasing flexibility and agility at the National Reconnaissance Office : lessons from modular design, occupational surprise, and commercial research and development processes 210 $cRAND Corporation$d2013 210 31$a[Place of publication not identified]$cRand Corporation$d2013 215 $a1 online resource 300 $aBibliographic Level Mode of Issuance: Monograph 311 08$a0-8330-8102-0 327 $aIntroduction -- Investigating the suitability of modularity toward National Reconnaissance Office space systems -- Occupational surprise -- Organizational mechanisms that increase responsiveness -- Conclusion -- Bibliography. 330 $aTo help the National Reconnaissance Office (NRO) become more flexible and agile in an increasingly uncertain world, RAND sought answers to two key questions. First, would the NRO benefit from building modular satellites? RAND researchers developed a method for evaluating whether a system is a good candidate for modularity and applied it to systems both inside and outside the NRO. The authors found that NRO space systems do not appear to be strong candidates for modularization. Second, what lessons might be drawn from how chief executive officers, military personnel, and health care professionals (among others) respond to surprise? RAND developed a framework to categorize professionals' responses to surprise and then conducted discussions with representatives from 13 different professions, including former ambassadors, chief executive officers, military personnel, and physicians. The authors observed that all interviewees used common coping strategies. The authors also found some differences in response to surprise that depend on two factors: time available to respond and the level of chaos in the environment. The report concludes with recommendations on actions that the NRO can take to improve the flexibility of its hardware and the workforce. 517 $aIncreasing Flexibility and Agility at the National Reconnaissance Office 606 $aArtificial satellites, American$xDesign and construction$xEvaluation 606 $aOrganizational behavior 606 $aMilitary & Naval Science$2HILCC 606 $aLaw, Politics & Government$2HILCC 606 $aMilitary Administration$2HILCC 615 0$aArtificial satellites, American$xDesign and construction$xEvaluation. 615 0$aOrganizational behavior. 615 7$aMilitary & Naval Science 615 7$aLaw, Politics & Government 615 7$aMilitary Administration 676 $a358/.84 700 $aBaiocchi$b Dave$0915595 702 $aLangeland$b Krista S 702 $aLangeland$b Krista S 702 $aBuerkle$b Amelia 702 $aFox$b D. Steven 702 $aFox$b D. Steven 702 $aWalters$b Jennifer 712 02$aNational Defense Research Institute (U.S.) 712 02$aRand Corporation 801 0$bPQKB 906 $aBOOK 912 $a9910220121003321 996 $aIncreasing flexibility and agility at the National Reconnaissance Office : lessons from modular design, occupational surprise, and commercial research and development processes$92882656 997 $aUNINA