Product Description

When the Space Shuttle Challenger exploded on January 28, 1986, millions of Americans became bound together in a single, historic moment. Many still vividly remember exactly where they were and what they were doing when they heard about the tragedy. In "The Challenger Launch Decision," Diane Vaughan recreates the steps leading up to that fateful decision, contradicting conventional interpretations to prove that what occurred at NASA was not skulduggery or misconduct but a disastrous mistake. Journalists and investigators have historically cited production problems and managerial wrong-doing as the reasons behind the disaster. The Presidential Commission uncovered a flawed decision-making process at the space agency as well, citing a well-documented history of problems with the O-ring and a dramatic last-minute protest by engineers over the Solid Rocket Boosters as evidence of managerial neglect. Why did NASA managers, who not only had all the information prior to the launch but also were warned against it, decide to proceed? In retelling how the decision unfolded through the eyes of the managers and the engineers, Vaughan uncovers an incremental descent into poor judgment, supported by a culture of high-risk technology. She reveals how and why NASA insiders, when repeatedly faced with evidence that something was wrong, normalized the deviance so that it became acceptable to them. No safety rules were broken. No single individual was at fault. Instead, the cause of the disaster is a story not of evil but of the banality of organizational life. This work seeks to explain why the Challenger tragedy must be re-examined and offers an warning about the hidden hazards of living in this technological age.

Product Details

• Amazon Sales Rank: #248807 in Books
• Published on: 1997-04-10
• Original language: English
• Number of items: 1
• Binding: Paperback
• 592 pages

Customer Reviews

Demanding read but worth the effort
Be warned -- this book is not an easy read! This is an outstanding book on the culture of decision making and not a simple de-layering of what happened to Challenger. It is painstaking, revelatory and thorough -- and probably should be required reading for all those whose actions commit others to hazardous events.

Good case study of management issues in high tech scenarios.
As I read this book I found myself drawing relationships between the events of the Challenger disaster, and some technical projects I have worked on. Fortunately I have never work on a project that has suffered the type of cataclysmic failure that happened to the Challenger, however I have seen the same type of interaction between the "techies" and management. I have heard (almost verbatim) the same conversations that the engineers had in this book when faced with potentially dangerous problems and pressing deadlines. Anybody who works in very complicated disciplines knows that the explosion was not the disaster, but the culmination of a flawed process.

If you manage, or are involved in a technical process I would encourage you to read this book. It is a good case study of how subtly the seeds for a disaster can be planted. Although dry and tedious at times to read it is worth the effort.

Excellent Book
Should be read by all people who make decisions. Explains how well educated people can discommunicate when under pressure and make decisions that risk lives. Also explains how logical thought can be severely missused to justify actions. Shows how cost, schedule and performance trade-offs are made. Frequently 'senior management' are driven by cost and schedule and engineers are put in the position of proving that performance failure will result. The sad thing with this particular case is that the necessary information was available BEFORE THE LAUNCH and a gamble was taken.