{domain:"www.qualitydigest.com",server:"169.47.211.87"} Skip to main content

User account menu
Main navigation
  • Topics
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Videos/Webinars
    • All videos
    • Product Demos
    • Webinars
  • Advertise
    • Advertise
    • Submit B2B Press Release
    • Write for us
  • Metrology Hub
  • Training
  • Subscribe
  • Log in
Mobile Menu
  • Home
  • Topics
    • 3D Metrology-CMSC
    • Customer Care
    • FDA Compliance
    • Healthcare
    • Innovation
    • Lean
    • Management
    • Metrology
    • Operations
    • Risk Management
    • Six Sigma
    • Standards
    • Statistics
    • Supply Chain
    • Sustainability
    • Training
  • Login / Subscribe
  • More...
    • All Features
    • All News
    • All Videos
    • Contact
    • Training

What NASA’s Chief Astronaut Learned From Near Disaster

Avoid group-think. Pay attention to facts, not desires.

Knowledge at Wharton
Thu, 10/05/2017 - 12:02
  • Comment
  • RSS

Social Sharing block

  • Print
Body

NASA Chief Astronaut Chris Cassidy has lived for months on the International Space Station and has performed six spacewalks. “Imagine hanging out with a glass bubble on your head, one hand on a hunk of metal, Earth going beneath your feet at five miles a second, and the whole world listening to everything that comes out of your mouth on the microphone,” he said at a recent Wharton Leadership Conference.

ADVERTISEMENT

Before joining NASA, Cassidy served 10 years as a Navy SEAL in the Mediterranean and Afghanistan and earned two Bronze Stars. His SEAL team was the first to go into Afghanistan after the September 11, 2001, terrorist attacks. He said his favorite leadership story comes from that time, and he recounted it to the audience.

Cassidy told how, as a platoon commander, he had to quickly pull together and present a mission plan to his then-superior Bob Harward, whom he described as a “gruff old Navy captain... with this GI Joe scar. And he doesn’t really smile. Ever.” The plan contained—in addition to military intelligence—logistical details involving helicopters, ammunition, food and water, and several layers of contingency planning.

 …

Want to continue?
Log in or create a FREE account.
Enter your username or email address
Enter the password that accompanies your username.
By logging in you agree to receive communication from Quality Digest. Privacy Policy.
Create a FREE account
Forgot My Password

Add new comment

Image CAPTCHA
Enter the characters shown in the image.
Please login to comment.
      

© 2025 Quality Digest. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information.
“Quality Digest" is a trademark owned by Quality Circle Institute Inc.

footer
  • Home
  • Print QD: 1995-2008
  • Print QD: 2008-2009
  • Videos
  • Privacy Policy
  • Write for us
footer second menu
  • Subscribe to Quality Digest
  • About Us
  • Contact Us