The primary goal of this research is to increase our understanding of executive decision-making at the National Oceanic and Atmospheric Administration. I used direct observation to study the actual meeting activities of NOAAs highest executive councils from the fall of 2006 to the fall of 2007. My analysis engaged both a grounded theory approach and a case study approach. I interpreted my analytical results by applying a cultural view of organizations as comprised of multiple sub-cultures, and a conception of organizations as a set of dynamic social processes. In doing so, I identify and explain how particular executives use their cultural knowledge of organizational and governmental processes, as well as status and expertise, to direct executive decisions. In closing, I generalize my findings to those of other studies; provide suggestions for improving NOAAs business processes, and offer suggestions on future research.