Von Braun did not want the center to be "tied to channels" (Tompkins, 1993, p. 58). Von Braun introduced the concept of Monday Notes. These were one-page weekly reports sent by the managers on the progress and/or problems that were encountered. Von Braun would collect these pages, add his own comments, package them together and return them to his managers. This process was an important communication strategy designed to open the lines of communication not just vertically, but also laterally. The managers utilized von Braun's comments as important feedback. The Monday notes often created conflict. By encouraging conflict, von Braun could maintain contact with what people might not say in a more formal atmosphere. .
Von Braun used automatic responsibility, or staying with a problem until it is resolved or relaying it to superiors so they could find a solution. This concept discourages the practice of "it's not my job." By encouraging all employees to stay with a problem until it is fixed, the problem would not be ignored. .
Von Braun also used the concept of penetration at Marshall Center. He placed key engineers in all areas of a contractor's plant to supervise the work and to associate themselves with their peers outside of NASA. As these associations became closer, the contractors felt more comfortable discussing problems with the engineers. .
When Phillip Tompkins arrived at Marshall Center, he set up a series of interviews with employees and managers, including von Braun. Tompkins interviewed von Braun about how important organizational communication was to the Center. Tompkins study of the communication practices in the center revealed positive things. Tompkins discussion of the Monday Notes brought up some advantages. The Notes kept von Braun informed of any problems that arose during the week and also of the progress made. The managers brought up the "crucial horizontal or lateral function" (Tompkins, 1993, p.
