Safety culture requires the ability to learn from mistakes, the capability to ground planes (without that turning into a political problem), and someone to foot the bill. (Which did not always happen, Boeing MCAS with a SPoF AoA sensor without retraining. A chain of cost-cutting decisions. And of course there were usual problems with market distorting subsidies to both Boeing and Airbus.)

NASA's missions are way too big, because the science payloads are unique, so they "can't do" launch early, launch often. And then things sit in storage for years, waiting for budget. (And manned flights are in an even worse situation of course, because they are two-way.)

And there's too much sequential dependency in the marquee projects (without enough slack to be able to absorb problems if some earlier dependent outcome is unfavorable), or in other words because of time and cost constraints the projects did not include enough proper development, testing, verification.

NASA is doing too many things, and too much of it is politics. It should be more like a grant organization, rewarding cost-efficient scientific (and engineering) progress, in a specific broad area ("spaaace!"), like the NIH (but hopefully not like the NIH).

No, CRM is a disaster you clearly are not in aviation. The reliability in aviation came from incredibly strict regulation and engineering improvements, NOT from structural alignment of parties. They were forced to get safer by the government if you can believe there was a time where the government did anything useful at all.

I could go off for literally hours on this topic but suffice to say I’ve done an unbelievable amount of CRM as an officer in the United States Air Force who flew on and executed 100s of combat missions in Iraq

My friends from Shell 77 are all dead because of CRM failures

Sounds like you need to watch the Rehearsal

Yes and... NASA space programs (doing rare, unknown things) are different than commercial aviation (doing a frequent, known thing with high safety). Best be careful applying solutions from the latter to the former.

Layering additional safety layers on top of a fundamentally misaligned organization process also generally balloons costs and delivery timelines (see: NASA).

The smarter play is to better align all stakeholders' incentives, from the top (including the president and Congress) to the bottom, to the desired outcome.

Right now most parties are working towards very different goals.

Did you miss the Boeing 737max?