Group Process in the Challenger Launch Decision B Amy C Edmondson Laura R Feldman 2002
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The launch decisions were complex, involving both technical and strategic issues. The decision, made by President Challenger and my group of four colleagues, was to send Challenger 1 into Earth’s Orbit. Here, in some senses, was a case of “challenging the status quo.” Our team had gathered data on Challenger 1, analyzed it, and identified critical issues, including its vulnerability to thermal instability. We had a problem that needed a solution, but we were not sure which one to choose. Based on the
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1. First, a few details about the event. On January 28, 1986, the Challenger space shuttle was on its maiden voyage to the International Space Station (ISS), from a launch pad in Florida. After liftoff, all went well until the rocket stopped burning fuel and the mission control team reported engine troubles to Mission Control at NASA’s Johnson Space Center in Houston, Texas. The commander, Robert Crippen, was awake at the mission control console, and his first thought was to abort the flight and bring
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“The Challenger Disaster and the Need for a Better Method to Manage Disruptive Innovation” In March 1986, a Soviet satellite exploded in Earth’s orbit, killing six individuals. This disaster, the “Soviet Union Challenger disaster,” led NASA to reevaluate their approach to launching rockets. While some believe that the disaster was a tragic error caused by human error, others believe it was a systemic problem. NASA decided to reevaluate their approach by using group process, a
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“It is a mistake for the organization to use the conventional approach of a single-authored decision, where the decision makers are in total agreement on the decision to make. A case study can never replace empirical research studies which are more in line with the qualitative and quantitative methods of scientific research. Apart from the benefits of an extended literature review, the group decision-making process is beneficial in allowing group decision making, group learning, and group conflict resolution in which the group decides by consensus. In general, the best decisions in the business world
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Challenger launch decision I conducted a case study on the Challenger launch decision B Amy C Edmondson and Laura R Feldman (2002). page I remember I was asked to evaluate their work by a client who was looking for an overview on the history of launch decision making, the current challenges faced by corporations, and the implications of this change in the new era of business development. So, let me begin my analysis. 1. History of Launch Decision Making Launch decision making involves ident
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The Challenger Launch Decision In November 1986, the American space shuttle Challenger exploded during its first re-entry into the atmosphere. The decision to proceed with this flight was made by a group of six experts in NASA’s Astronaut Corps: 2,000 engineers, scientists, and managers. The team was assembled by the Director of the Astronaut Corps and the Chief of the Astronaut Office, who were both on hand to support the launch, as well as