ABSTRACT
This chapter examines how the US civilian space program has been shaped by the incentives and accountability mechanisms that influence decision making. It focuses on decisionmakers in industry, National Aeronautics and Space Administration (NASA), the Executive Office of the President, and the Congress; for three specific categories of NASA space programs: manned missions, large unmanned programs and small unmanned projects. The chapter attempts to identify possible changes that might contribute to a more effective and sustainable decision making process. The Space Station was originally designed to support nearly every conceivable space activity, including permanently manned capability, materials research, life sciences, earth observations, physics and astronomy, planetary exploration, commercial activities, robotics, and spacecraft servicing. A commitment to reduce the influence of some of these de facto program motives and develop a more long-term, integrated planning process could significantly improve our nation's space program.
