CONTENTS: This chapter addresses five key questions to managing the cultural aspects of space projects. It defines and discusses national and team cultures, and introduces models to guide Project Managers in understanding and dealing with cultural issues in their teams and with partners. It suggests ways to deal with team culture and
communication challenges across cultures. It presents an intercultural management effectiveness model, which incorporates four overlapping sets of competencies and skills. Finally, it proposes an intercultural synergy model for space projects. This piece argues for the significance of cultural aspects in project management.
Cultures emerge whenever groups of people come together to work [Deal and Kennedy, 1982]. They can either remain unconscious and invisible, perhaps operating to the detriment of the project, or they can be made conscious and visible and become a powerful force for success.