Public policy

Interview with Neal Lane, University Professor Emeritus and Professor Emeritus of Physics and Astronomy at Rice University, with an additional affiliation at the Baker Institute for Public Policy. Lane recounts his childhood in Oklahoma and his education at the University of Oklahoma, where Chun Lin became his thesis advisor for his research on the excitation of a sodium atom from its ground state. He discusses his postdoctoral appointment at Queen’s University of Belfast to work with Alex Dalgarno before taking a position at JILA in Boulder. Lane describes his work with Sydney Geltman and the opportunity to take a faculty position at Rice, and he discusses his role as NSF physics division director. He narrates his decision to become chancellor at the University of Colorado, Colorado Springs, before returning to Rice to serve as provost. Lane describes how the Clinton administration invited him to lead the NSF. He explains the importance of direct communication with OMB, his relationship with Al Gore, and the key guidance offered by National Academy reports. Lane describes the LIGO effort from his vantage point at the NSF, and he explains his time as director of OSTP and Assistant to the President for Science and Technology. Lane discusses his work for PCAST and in the creation of the NNSA, and he describes returning to Rice after Gore lost the presidency, where the Baker Institute allowed him an environment to continue working in science and policy. At the end of the interview, Lane emphasizes the power of human connections as the foundation of all good science and policy endeavors.

Interview with Sean O’Keefe, Professor at the Syracuse University Maxwell School of Citizenship and Public Affairs. O’Keefe describes moving around as a child when his father worked for the Navy. He discusses his undergraduate work at Loyola in New Orleans, and he explains his interest in pursuing a career in public service in the post-Watergate, post-Vietnam era when there was much cynicism about working for the government. O’Keefe describes his participation in the Presidential Management Intern Program and his work for the Department of the Navy and after that, for the Appropriations Committee on Capitol Hill, where he worked on budgetary policy against the backdrop of the Cold War in the 1980s. He describes his work at Comptroller for the Department of Defense where he worked on identifying budgetary waste at the Pentagon. O’Keefe describes the scene at the Pentagon during the Gulf War, and he discusses the opportunity that led to him becoming Secretary of the Navy. He describes his career prospects outside of government after George H.W. Bush lost re-election and the opportunity leading to his professorship at Syracuse University, where he mentored students in public service leadership. O’Keefe describes being named NASA administrator in the administration of George W. Bush and some of the challenges he encountered coming from a defense background. He discusses the tragedy and his strategy in dealing with the Space Shuttle Columbia disaster, both in terms of lessons learned from the engineering failures, and the grief that he shared with the families of the astronauts who died. O’Keefe describes some of the ways he attempted to turn the disaster into institutional opportunity at NASA and its impact on the Hubble space servicing mission. He describes his decision to become Chancellor at Louisiana State University, where he focused on building up the school’s endowment, dealing with Hurricane Katrina, and working to keep LSU graduates in the state. O’Keefe describes his tenure as CEO of Airbus North America before returning to Syracuse to teach in his current position. At the end of the interview, O’Keefe reflects on what he has learned about organizational leadership over the course of his career, and what he tries to convey to his students as they prepare to become the nation’s next generation of leaders.