I n this chapter, we addressed some of the issues related to the formation and operation of organizations in space. Organizational structure is defined by the differential distribution of authority and tasks. The norms and prescriptions which give rise to legitimate power may not be sufficiently reinforced in space. The satisfactions and sanctions that underlie reward and coercive power on Earth may prove unavailable or unreliable in space. Finally, interaction under conditions of isolation, confinement, and risk may decrease interpersonal attraction and erode referent power.
Further research is required to assess and bolster the robustness of each form of power.
It is expected that crews will become increasingly autonomous as they involve more people, last longer, and travel farther from Earth. If an acceptable level of Earth-based or centralized control is to remain possible, communications problems must be solved, and new means must be identified for setting bounds on the behavior of crewmembers. Large-scale missions will involve several levels of leaders. One important research issue is identifying procedures for selecting leaders at each level. Predominant among the work roles anticipated in space are flight operations, scientific- investigative, environmental support, personnel support, and production roles.