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\h        Please welcome Captain Steve Nakagawa, Commanding Officer for Naval Air Warfare Center Training Systems

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\h        Division And Naval Support Activity in Orlando.

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\h        Steve Nakagawa: good morning.[ applause ]  Who's happy to be here? Yeah! I don't want to shoot myself.

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\h        [ laughter ] I'm happy to be here because I am from the naval air warfare center training systems division,

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\h        TSD, and we're excited for innovation.

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\h        When this came up and the fact KSC is excited about innovation, i was all over it, excited to come here.

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\h        So there's going to be some splashy pictures. That's not what innovation is about.

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\h        It's really the storyline. The military is not known as innovators, typically.

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\h        We're thinking the historical sense of naval warfare, naval warfare and military warfare and things like

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\h        that, but I'm going to tell you about a different approach that we're using for what i do,

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\h        which is modeling and simulation for training.

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\h        Typically in the military, you have people that would say kind of like we heard earlier,

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\h        I'm in the military, i want you to innovate, go innovate. Is that going to work?

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\h        I'm not sure that really works. So there's definitions of innovation. And they are quick and easy to say,

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\h        but that's not going to do it for me either.

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\h        I don't get excited for either of those methods. What we need to do is figure out ways of taking

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\h        collaboration and learning and driving that to create innovation in people.

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\h        Harvesting all the brain power that you all have. We end up with great ideas.

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\h        So if going back to prehistoric times, you have early innovators, inventors, you have people that have

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\h        square things, and they want to move big, heavy items. Somebody created a wheel.

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\h        That was innovation. And if we don't have innovators like that, we're not going to change the way we do business.

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\h        Come up to the 1900s, we've got -- if anybody is Microsoft flight simulator driver,

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\h        have any hours on those things, this is probably the first beta test version of that.

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\h        But in those days just like now, aviation is a dangerous -- inherently dangerous business.

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\h        So they had to figure out ways to do a little training ahead of time, innovators come up with the half-barrel method.

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\h        Move a little bit forward to the 1930s. Link trainers, if anybody's heard of those,

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\h        we actually have one of these -- we didn't go forward. Okay.

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\h        Imagine that you're seeing a different simulator up there. A 1930's version of a simulator.

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\h        We call it the blue box because it's painted blue, and it's a box that you actually sat in in the

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\h        '30s through actually when my dad was a naval aviator, too.

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\h        He did initial training in that thing in the late '50s. It's a little box you sit in, they cover you up.

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\h        What it does is it helps you simulate instrument flight conditions or flying at night so you don't

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\h        have to do it in the airplane. Nobody thought of that before.

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\h        Someone had to talk to somebody else, come up with an idea, and create innovation.

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\h        If we're not going to go anymore forward, you're going to hear me talking a lot. There we go.

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\h        That's it, the link trainer. We'll keep going. Okay. So fast forward to today.

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\h        When we're trying to get the military simulation of all the different training things that we got to do and

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\h        that be, you know, in the navy, flying airplanes, sailing ships, submarines, navy S.E.A.L.S.,

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\h        all sorts of different things, the requirements can be anywhere from, you know,

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\h        fully immersive fog to suspension of disbelief simulations to something in the classroom,

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\h        projected on a wall, doesn't cost much money. But it allows that trainee to really get familiar

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\h        with that operation without using the real thing.

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\h        The real ship, the submarine on the airplane. So innovation is -- we have two different mission, right?

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\h        Kennedy Space Center, TSD, rockets are kind of one of the commonalities.

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\h        You have to create new ways of doing business, rockets back in the old days here.

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\h        Moving a little further forward to the "Apollo" program and sending "Apollo" rockets up,

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\h        putting man on the moon. Then there was -- there was the "Apollo 13"

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\h        incident where -- I'm going keep advancing slides. "Apollo 13." so you have astronaut up in space.

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\h        You have an incident happen, and if you have innovators that can put their heads together,

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\h        something that had not been planned for, they put their heads together,

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\h        do simulation on earth, a mock setup of what's going on up in space.

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\h        That innovation and that creative energy saves the astronauts and brings them home.

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\h        That's the kind of thing we have to prepare for to be able to do by doing learning ahead of time.

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\h        New devices, they're coming along. We're past -- we passed the space shuttle picture quickly unfortunately. Sadly.

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\h        I would have left it up there longer. I would like to see more and more of those pictures.

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\h        We're not going to see them. Those of you around here will fondly remember that system for a long time,

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\h        I'm sure. Maybe this one, too. So creation of new devices. Oh, it came back.

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\h        Maybe are you going to see it For a long time. US military guys aren't good with pointing.

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\h        Okay. So the brain has got gears spinning.

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\h        In the military we're worried about understanding how people think, the science of learning,

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\h        and using things like intelligent tutors and being Able to harvest brain power to do things like this,

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\h        explore new world, and the connection between what Kennedy Space Center does and

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\h        what NOC TSD does is about the spirit of innovation.

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\h        We've got all these great, smart people like yourselves.

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\h        We're going to harvest your innovative spirit and move forward and create new devices

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\h        and new explorations and things like that.

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\h        Dr. Peter Sengai is kind of known as the father of the learning organization.

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\h        He wrote books, he gives speeches, he's kind of like the -- if you have a John Maxwell of leadership,

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\h        he's the John Maxwell for learning organizations.

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\h        His main point here is that conversation kind of like Mr. Cabana said earlier,

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\h        conversation is the single greatest learning tool that you got.

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\h        Not the massive computers and the research that you do.

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\h        It's all about the people and the conversations and the sharing of that knowledge.

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\h        So in the navy and NASA, represented by NOC TSD and KSC, these are two organization that's

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\h        have innovated in our past. You saw examples of that earlier. We're trying to move forward.

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\h        We have airplanes that you flew out at sea. Put man on the moon.

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\h        There's things like the modern day fighters that you've never seen before

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\h        that can do the craziest things in the air.

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\h        It's amazing, as well as landing something on mars and looking around.

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\h        These are the kind of innovations that are happening today.

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\h        What's the next step? The next step is about learning.

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\h        The next is how do we get from all that greatness from the past, not stop that great learning.

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\h        So we stop innovation, but figure out ways to keep dreaming and visualizing and

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\h        imagining what could be next. What the maybe next thing is.

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\h        So what is next? The next is to start in a journey of learning because in my mind,

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\h        learning is what enables that innovation.

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\h        And learning isn't just what you get in a book and just what you get in college or

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\h        high school or grade school or in your S.T.E.M. Classes.

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\h        Learning is much more than that. So one of our reasons for learning in the navy is we

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\h        do pretty inherently dangerous things, kinds of like here.

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\h        You can't see it too well, but behind the jet exhaust and that f-18 hornet that's coming out,

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\h        probably something around 1,200, 1,300 nautical miles per hour,

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\h        about six feet on the other side of the flames are people we call troubleshooters or final checkers.

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\h        The business is pretty just like i said with the early aviators. It's unforgiving of error.

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\h        So we've got to train these guys. We've got to get them to learn and learn like they

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\h        know it like the back of their hand. There is no room for error.

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\h        There are occasions that you have to train for stuff that you don't intend to do it in real life.

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\h        For instance, Captain Sullenberger, he did not ever practice that landing in the Hudson.

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\h        He practiced it not in a real airplane, he practiced in a simulator.

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\h        There are things that you have to imagine what the impossible is and train ahead of time.

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\h        It's those innovative thinkers that are thinking up the impossible.

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\h        So there's more than just great ideas, there's great ideas that get driven by requirements.

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\h        One of the requirements is our economy and the dollars that it costs.

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\h        We do simulations partially because it's a great thing to do for training, but also pause it costs less.

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\h        And in fact even our most expensive simulations are much cheaper than doing stuff in a real airplane

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\h        or real surface ship or submarine or driving tanks and things like that.

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\h        We try and save money, and part of the reason is it keeps those airplanes and

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\h        submarines and surface ships around for much longer.

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\h        And our tax-paying dollars don't have to buy new ones. So innovation gives us new products.

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\h        Here's an example. A simulation of a simulator in a virtual world.

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\h        And it allows people to get together and collaborate while they're in a virtual role,

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\h        even when they live in different parts of the world, but they can join forces and learn

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\h        things and try out things. This is a simulation of the combat ship.

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\h        A whole different way of thinking. We have ships that the plan is that they will sail on deployments that

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\h        have their crew, they'll come back, there will be a separate crew, shore back in the states.

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\h        And when the ship comes back, they'll get on board, they'll be trained up and ready to go.

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\h        This is a simulator that includes the loss of oxygen. So hypoxia.

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\h        And this person will know much better what it's like in the real world how to

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\h        control the plane if he loses oxygen.

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\h        You lose oxygen, you're going to have a tough time performing most of the time.

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\h        Also in the world of medical, we have a partnership with our federal friends and brothers at the VHA,

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\h        the Veterans Hospital Administration.

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\h        And this is why we do things in collaboration because collaboration creates innovation,

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\h        and it makes things happen that we can't do on our own.

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\h        Things don't happen in a bubble. Collaboration started at the research park.

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\h        We started there in 1988. And then if you build it, they will come.

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\h        You combine the navy warfare center with the UCF institute of simulation and training,

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\h        and all the other DOD services showed up.

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\h        We cranked out $5 billion a year in contracts, and all the contractors come.

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\h        And we leverage the medical modeling and themed entertainment modeling and simulation and the gaming industry.

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\h        And you create lots of collaboration, and you make big things happen. The next step is about learning. Learning.

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\h        We're taking a big swing at the warfare center with how we're going to become a learning organization.

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\h        The goal is to do that with what dr. Sengai talked about. Here's the definition of a learning organization.

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\h        Really it's about sharing that knowledge, gathering knowledge, and using it to do something special.

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\h        That's a Garvin definition. The next one is Dr. Sengai. Very similar.

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\h        It's about being together and collectively enhancing what we can do.

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\h        So the way you make a learning organization happen is you put people together that want to learn together, they share ideas.

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\h        You end up with an environment where you have processes and procedures that allow

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\h        you to make sure those people are getting together and learning with each other.

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\h        You put leaders together that incorporate lessons learned and give people time to reflect and do lessons across other teams.

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\h        And then reward innovation. And I'm two slides ahead. There we go.

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\h        So my story is that collaboration enables learning which fosters innovation.

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\h        And that's what -- that's what we need to do. You can do all the book learning in the world,

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\h        but if you don't share that across different competencies of smarts, you're going to have a hard time

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\h        creating exciting, new, collaborative items. I appreciate that. That's my story.

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\h        If we don't do these kind of innovations here, you're not going to survive.

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\h        We don't do it here, we're not going survive.

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\h        The war fighters are out there taking care of, you know, going in harm's way and taking care