This research uses a case study to explore leverage in reducing "disconnects" in baselines across multiple organizations in a large space system development program. Disconnects, latent differences in understanding that can negatively affect the program should they remain undetected or unresolved, can jeopardize program targets for cost, schedule, performance, and quality. In addition to case-study analysis, we constructed and analyzed a formal dynamic model of communication effectiveness across four organizations that rely on each other for requirements and deliverables. Findings to date refute common beliefs that disconnects result primarily from external stakeholders’ requirements changes and that speeding up organizational processes will reduce disconnects. Instead, analyses suggest that the greatest leverage in reducing disconnects—and therefore mitigating program risks—lies in increasing expertise, improving communication clarity, and accelerating the pace of assessing impacts from changes in other organizations' understandings and actions—but not accelerating the pace of acting on those assessments.