space shuttle challenger teleconference Essay

п»їCase study #2: The space shuttle challenger teleconference Question #1

Engineers for Thiokol acquired vigorously opposed the launching of Challenger but their warning had not been listened to by top rated management decision makers, who also said having no reassurance that the issue regarding O-ring and low temps had been subject matter of extreme controversy prior to authorizing the launch. Past successful launches and exterior pressures upon NASA in order to meet customers obligations, which converted into a requirement to start a certain number of flights per year and to release them promptly, may from time to time have obscured engineering views. NASA best managers had been subjected to good external challenges to accept very ambitious goals, which were internalized within the company structure from the agency and felt by its managers. Constrains made it more and more difficult pertaining to NASA to achieve its desired goals in an acceptable way – that is, while using high level of safety anticipated. The disjunction between the organizational goals of NASA and acceptable means available to satisfy these desired goals created strength strains inside the agency which attempted to resolve them by simply resorting to implies that were less safe, rather than by simply changing their goals and proceeding even more cautiously. Not Thiokol nor NASA replied adequately to internal warnings about the faulty seal off design. Furthermore, Thiokol and NASA did not make a timely make an attempt to develop and verify a new seal following the initial design was shown to be deficient. Frustrating problems were just rejected. This is the result of the " go fever”, the frame of mind of being in a hurry or urgency to get a task or job done while overlooking potential problems or mistakes, which in turn characterized all of the Nixon's and Reagan's space eras. So , the causes that lead the " changing hat” had been a serious drawback in decision-making process plus the misalignment of top and underlying part levels' goals. Engineers were more interested in correcting functional problems before promoting the start in order...

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