– a former astronaut details what that means for NASA, Boeing and the astronauts still up in space

Michael E. Fossum, Texas A&M University

Boeing’s crew transport space capsule, the Starliner, returned to Earth without its two-person crew right after midnight Eastern time on Sept. 7, 2024. Its remotely piloted return marked the end of a fraught test flight to the International Space Station which left two astronauts, Butch Wilmore and Sunita “Suni” Williams, on the station for months longer than intended after thruster failures led NASA to deem the capsule unsafe to pilot back.

Wilmore and Williams will stay on the International Space Station until February 2025, when they’ll return to Earth on a SpaceX Dragon capsule.

The Conversation U.S. asked former commander of the International Space Station Michael Fossum about NASA’s decision to return the craft uncrewed, the future of the Starliner program and its crew’s extended stay at the space station.

What does this decision mean for NASA?

NASA awarded contracts to both Boeing and SpaceX in 2014 to provide crew transport vehicles to the International Space Station via the Commercial Crew Program. At the start of the program, most bets were on Boeing to take the lead, because of its extensive aerospace experience.

However, SpaceX moved very quickly with its new rocket, the Falcon 9, and its cargo ship, Dragon. While they suffered some early failures during testing, they aggressively built, tested and learned from each failure. In 2020, SpaceX successfully launched its first test crew to the International Space Station.

Meanwhile, Boeing struggled through some development setbacks. The outcome of this first test flight is a huge disappointment for Boeing and NASA. But NASA leadership has expressed its support for Boeing, and many experts, including me, believe it remains in the agency’s best interest to have more than one American crew launch system to support continued human space operations.

NASA is also continuing its exchange partnership with Russia. This partnership provides the agency with multiple ways to get crew members to and from the space station.

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As space station operations continue, NASA and its partners have enough options to get people to and from the station that they’ll always have the essential crew on the station – even if there are launch disruptions for any one of the capable crewed vehicles. Having Starliner as an option will help with that redundancy.

What does this decision mean for Boeing?

I do think Boeing’s reputation is going to ultimately suffer. The company is going head-to-head with SpaceX. Now, the SpaceX Dragon crew spacecraft has several flights under its belt. It has proven a reliable way to get to and from the space station.

It’s important to remember that this was a test flight for Starliner. Of course, the program managers want each test flight to run perfectly, but you can’t anticipate every potential problem through ground testing. Unsurprisingly, some problems cropped up – you expect them in a test flight.

The space environment is unforgiving. A small problem can become catastrophic in zero gravity. It’s hard to replicate these situations on the ground.

The technology SpaceX and Boeing use is also radically different from the kind of capsule technology used in the early days of the Mercury, Gemini and Apollo programs.

NASA has evolved and made strategic moves to advance its mission over the past two decades. The agency has leaned into its legacy of thinking outside the box. It was an innovative move to break from tradition and leverage commercial competitors to advance the program. NASA gave the companies a set of requirements and left it up to them to figure out how they would meet them.

What does this decision mean for Starliner’s crew?

I know Butch Wilmore and Suni Williams as rock-solid professionals, and I believe their first thoughts are about completing their mission safely. They are both highly experienced astronauts with previous long-duration space station experience. I’m sure they are taking this in stride.

Prior to joining NASA, Williams was a Naval aviator and Wilmore a combat veteran, so these two know how to face risk and accomplish their missions. This kind of unfavorable outcome is always a possibility in a test mission. I am sure they are leaning forward with a positive attitude and using their bonus time in space to advance science, technology and space exploration.

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Their families shoulder the bigger impact. They were prepared to welcome the crew home in less than two weeks and now must adjust to unexpectedly being apart for eight months.

Right now, NASA is dealing with a ripple effect, with more astronauts than expected on the space station. More people means more consumables – like food and clothing – required. The space station has supported a large crew for short periods in the past, but with nine crew members on board today, the systems have to work harder to purify recycled drinking water, generate oxygen and remove carbon dioxide from their atmosphere.

Wilmore and Williams are also consuming food, and they didn’t arrive with the clothes and other personal supplies they needed for an eight-month stay, so NASA has already started increasing those deliveries on cargo ships.

What does this decision mean for the future?

Human spaceflight is excruciatingly hard and relentlessly unforgiving. A million things must go right to have a successful mission. It’s impossible to fully understand the performance of systems in a microgravity environment until they’re tested in space.

NASA has had numerous failures and near-misses in the quest to put Americans on the Moon. They lost the Apollo 1 crew in a fire during a preflight test. They launched the first space shuttle in 1981, and dealt with problems throughout that program’s 30-year life, including the terrible losses of Challenger and Columbia.

After having no other U.S. options for over 30 years, three different human spacecraft programs are now underway. In addition to the SpaceX Crew Dragon and the Boeing Starliner, NASA’s Orion spacecraft for the Artemis II mission, is planned to fly four astronauts around the Moon in the next couple of years.

These programs have had setbacks and bumps along the way – and there will be more – but I haven’t been this excited about human spaceflight since I was an 11-year-old cheering for Apollo and dreaming about putting the first human footprints on Mars.

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Michael E. Fossum, Vice President, Texas A&M University

This article is republished from The Conversation under a Creative Commons license. Read the original article.

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Andrea Carter, Adler University

Diversity, equity and inclusion efforts have become increasingly visible in U.S. workplaces, especially over the past five years. However, DEI has recently come under attack, with companies scaling back their DEI plans.

As a professor of organizational psychology, I believe businesses should refine rather than abandon these efforts. Introducing a powerful concept, “belonging,” could hold the key.

Although people mistakenly use “belonging” and “inclusion” interchangeably, their differences matter a lot – and can have a significant impact on employee satisfaction and organizational success.

What DEI is and why it’s struggling

Diversity initiatives have a long history in American workplaces, but it’s only recently that “DEI” has become a buzzword. DEI refers to policies and initiatives implemented by organizations to ensure fair treatment of and full participation by all people.

Adoption of formal DEI programs has seen significant growth. In 2019, around 64% of organizations had some form of DEI initiative. By 2023, this rose to 89%, demonstrating a clear upward trend.

Research shows that companies with diverse teams are 70% more likely to capture new markets and are 87% better at making decisions. Additionally, 85% of CEOs report diverse workforces improving profitability. Despite this, a trend of businesses and schools significantly or completely eradicating their DEI initiatives has become prevalent in 2024.

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What happened? While external factors contributed to the backlash, including political pressure and a changed legal environment, research suggests that problems with how DEI is conceptualized and practiced also bear a fair share of the blame.

Misunderstanding DEI

While diversity and inclusion are often well-intentioned, many organizations that approached change initiatives solely through diversity metrics have failed. Effective DEI strategy focuses on learning and development, mentorship, and allyship, extending beyond race and gender. The challenge comes from narrow views of DEI, driving oversimplifications and zero-sum thinking.

For example, people have multiple intersecting identities, with complex traits that often depend on social context. But some DEI efforts ignore that complexity, reducing employees to a single category, such as gender, race, age or disability status. That leaves people, regardless of whether they feel included in “ingroups” or “outgroups,” feeling diminished.

Similarly, research shows that people’s actions and opportunities are strongly influenced by their environment. But too often, DEI efforts place the responsibility for growth entirely on individuals. That actually reinforces people’s biases because group dynamics and social structures shape collective behaviors.

When models fail to distribute accountability and responsibility effectively, collective behavior will uphold toxic environments.

To be fair, not all organizations have fallen into these traps. Those with leaders that adopted a more contemporary understanding of power and bias have developed more effective strategies for employees to thrive.

My research suggests that for DEI initiatives to succeed, respect and fairness must be present. These requirements are rooted in the foundations of belonging.

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DEI’s evolution: Integrating belonging for lasting impact

While belonging is related to inclusion, research shows it’s much more than just a synonym.

Inclusion may focus on being seen, accepted and valued within a team or community. Belonging goes deeper, involving a genuine sense of connection and identity within a group.

To truly experience belonging, it’s not enough to feel included; my research shows that five critical indicators must also be present.

These elements ensure that individuals feel a deep, meaningful attachment to the group, which inclusion alone cannot fully achieve. This distinction underscores that belonging is a unique and essential experience, distinct from inclusion, and critical for fostering a truly cohesive and supportive environment.

So what are the five indicators of belonging? They are comfort, connection, contribution, psychological safety and well-being, and all of them can be measured.

When an environment is high in each of the five indicators, and the measured gap between the ingroup and outgroup is low, it suggests an environment where responsibility for creating opportunities to thrive are shared and balanced. Let’s unpack these concepts:

1. Comfort. When an organization is high in comfort, people feel seen for who they are. This requires them to accept that others have complex, sometimes contradictory identities, and to adopt a mindset of awareness. Perhaps counterintuitively, achieving comfort requires being a little uncomfortable, too. That’s because respectfully seeing and being seen means acknowledging other people’s discomfort.
2. Connection. Connection is the need to be known and trusted. For an organization to score high on connection, people will be aligned on values and goals. Connection creates a shared sense of responsibility and accountability. This shared responsibility is a foundation for empathy, since trust and fairness are born from understanding and empathizing with the social and emotional needs of others.
3. Contribution. An organization high in contribution values its members for the unique and diverse attributes they bring to the table. In belonging environments, an individual’s contribution is evaluated through curiosity and openness; ideas and perspectives are shared to influence and challenge the status quo, driving innovation and creativity. When someone is genuinely acknowledged for their contributions, both they and their team feel fulfilled.
4. Psychological safety. When a person is genuinely accepted into a group, making a mistake or even failing is seen as a chance to learn and grow, not an opportunity to shame, blame or exclude. This is the essence of psychological safety. In cases where people’s perspectives are dramatically different, psychological safety requires everyone to reflect and put themselves in the shoes of the other to respect their differences and be accountable for behavior.
5. Well-being. In an organization high in well-being, members’ experiences are considered and cared for. This requires everyone to share responsibility for caring for individuals, groups, teams and the organization as a whole, each with their authentic needs.

Belonging, based on my research, is not just a buzzword; it’s the bedrock of a thriving, innovative workplace. Leaders who understand this and take action can enhance individual well-being while unlocking the full potential of their teams.

By committing to building environments where the indicators of belonging are prioritized, leaders can ignite passion, loyalty and excellence in their workplaces.

Andrea Carter, Adjunct Faculty in Industrial and Organizational Psychology, Adler University

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This article is republished from The Conversation under a Creative Commons license. Read the original article.

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NASA will provide live coverage of the upcoming activities for Boeing’s Starliner spacecraft departure from the International Space Station and return to Earth. The uncrewed spacecraft will depart from the orbiting laboratory for a landing at White Sands Space Harbor in New Mexico.

Starliner is scheduled to autonomously undock from the space station at approximately 6:04 p.m. EDT Friday, Sept. 6, to begin the journey home, weather conditions permitting. NASA and Boeing are targeting approximately 12:03 a.m., Saturday, Sept. 7, for the landing and conclusion of the flight test.

NASA’s live coverage of return and related activities will stream on NASA+, the NASA app, and the agency’s website. Learn how to stream NASA programming through a variety of platforms including social media.

Ahead of Starliner’s return, NASA will host a pre-departure news conference at 12 p.m., Wednesday, Sept. 4, from the agency’s Johnson Space Center in Houston. NASA’s Commercial Crew and International Space Station Program managers and a flight director will participate.

To attend the pre-departure news conference in person, U.S. media must contact the NASA Johnson newsroom by 5 p.m., Tuesday, Sept. 3, at jsccommu@mail.nasa.gov or 281-483-5111. To join the pre-departure news conference by phone, media must contact the NASA newsroom no later than two hours prior to the start of the call.

NASA astronauts Butch Wilmore and Suni Williams launched aboard Boeing’s Starliner spacecraft on June 5 for its first crewed flight, arriving at the space station on June 6. As Starliner approached the orbiting laboratory, NASA and Boeing identified helium leaks and experienced issues with the spacecraft reaction control thrusters. For the safety of the astronauts, NASA announced on Aug. 24 that Starliner will return to Earth from the station without a crew. Wilmore and Williams will remain aboard the station and return home in February 2025 aboard the SpaceX Dragon spacecraft with two other crew members assigned to NASA’s SpaceX Crew-9 mission.

NASA’s coverage is as follows (all times Eastern and subject to change based on real-time operations):

Wednesday, Sept. 4

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12 p.m. – Starliner pre-departure news conference from NASA’s Johnson Space Center on NASA+, the NASA app, YouTube, and the agency’s website.

Friday, Sept. 6

5:45 p.m. – Undocking coverage begins on NASA+, the NASA app, YouTube, and the agency’s website.

6:04 p.m. – Undocking

10:50 p.m. – Coverage resumes for deorbit burn, entry, and landing on NASA+, the NASA app, YouTube, and the agency’s website.

Saturday, Sept. 7

12:03 a.m. – Targeted landing

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1:30 a.m. – Post-landing news conference with the following participants:

• Joel Montalbano, deputy associate administrator, Space Operations Mission Directorate at NASA Headquarters in Washington
• Steve Stich, manager, Commercial Crew Program, NASA Kennedy Space Center in Florida
• Dana Weigel, manager, International Space Station, NASA Johnson
• John Shannon, vice president, Boeing Exploration Systems
• Mark Nappi, vice president and program manager, Boeing Commercial Crew Program

Coverage of the post-landing news conference will stream live on NASA+, the NASA app, YouTube, and the agency’s website.

To attend the post-landing news conference in person, U.S. media must contact the NASA Johnson newsroom by 12 p.m., Sept. 6. To join the post-landing news conference by phone, media must contact the NASA Johnson newsroom no later than one hour prior to the start of the event.

See full mission coverage, NASA’s commercial crew blog, and more information about the mission at:

https://www.nasa.gov/commercialcrew