Challanger Space Shuttle Disaster Essay
Background:
Challanger Space Shuttle disaster happened in January 28 at 11:38 am. According to the report of the Presidential Commission on the Space Shutte Challanger accident, shortly after 1 am ET on January 27, NASA’s booster rocket manager, Larry Wear, asks officials of rocket maker Morton Thiokol in Utah whether cold weather on January 28 would present a problem for launch.
They got the answer by late afternoon after the midlevel NASA managers are on the phone with Thiokol managers, who point out that the booster’s ruberry O-rings, which seal in hot gases, might be affected by cold. This concern brings in officials from NASA’s Marshall Space Flight Center which buys the rockets from Thiokol and readies them for launch. Marshall managers decide a three-way telephone conference needed between NASA, Thiokol …show more content…
Joe Kilminster should have evaluate about the risk. He should consider all possibilities in logic and practical ways. He shouldn’t have just decided on his own about launching Challanger.
Encourager is fosters group solidarity by accepting and praising various points of view. Other members of that conference call should stand up and pushed Thiokol to listen to other opinion.
Gatekeeper is encourages all group members to participate. Anyone can be gatekeeper, although it’s best for managers to be encourager cause they know their subordinate and understand how to make his subordinate cooperate and involve in a discussion.
2. Invulnerability : An illusion that breeds excessive optimism and risk taking. Joe Kilminster are taking risk by launching Challanger because he knew about the risk launching Challanger in cold weather.
Illusion of unanimity: silence interpreted to mean consent. Silence from Boisjoly, Thompson, and other members were interpreted as an agreement to launch Challanger. Because they didn’t speak up their protest, the launch keep
Challanger Space Shuttle disaster happened in January 28 at 11:38 am. According to the report of the Presidential Commission on the Space Shutte Challanger accident, shortly after 1 am ET on January 27, NASA’s booster rocket manager, Larry Wear, asks officials of rocket maker Morton Thiokol in Utah whether cold weather on January 28 would present a problem for launch.
They got the answer by late afternoon after the midlevel NASA managers are on the phone with Thiokol managers, who point out that the booster’s ruberry O-rings, which seal in hot gases, might be affected by cold. This concern brings in officials from NASA’s Marshall Space Flight Center which buys the rockets from Thiokol and readies them for launch. Marshall managers decide a three-way telephone conference needed between NASA, Thiokol …show more content…
Joe Kilminster should have evaluate about the risk. He should consider all possibilities in logic and practical ways. He shouldn’t have just decided on his own about launching Challanger.
Encourager is fosters group solidarity by accepting and praising various points of view. Other members of that conference call should stand up and pushed Thiokol to listen to other opinion.
Gatekeeper is encourages all group members to participate. Anyone can be gatekeeper, although it’s best for managers to be encourager cause they know their subordinate and understand how to make his subordinate cooperate and involve in a discussion.
2. Invulnerability : An illusion that breeds excessive optimism and risk taking. Joe Kilminster are taking risk by launching Challanger because he knew about the risk launching Challanger in cold weather.
Illusion of unanimity: silence interpreted to mean consent. Silence from Boisjoly, Thompson, and other members were interpreted as an agreement to launch Challanger. Because they didn’t speak up their protest, the launch keep