Group Process in the Challenger Launch Decision D Amy C Edmondson Laura R Feldman 2002
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The Challenger Shuttle Disaster: Group Process in the Launch Decision The Challenger Shuttle Disaster, which occurred on February 28, 1986, killed seven astronauts aboard NASA’s Space Shuttle Challenger. A 50/50 chance of a successful launch could not be ignored, and a series of group decisions and decisions by individual leaders made the choice. The Space Shuttle Challenger was designed to replace the Space Sh
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Group Process Group Process Aim Group Process Objective 1. Describe the specific steps, roles, and interactions that occurred during the decisions regarding the Challenger launch decision, particularly focusing on the role of team members. 2. Analyze the implications of these decisions for the management structure, organizational dynamics, and decision-making processes. 3. Provide insights into the specific challenges that team members faced and how they overcame them. The Challenger launch decision was a critical decision in
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In 1986, a rocket called Challenger exploded during launch. check that It was the deadliest failure in the history of the space program. The astronauts were rescued, and the public learned that the failure was caused by a lack of coordination between the various groups responsible for decision-making during a launch. According to the authors, this incident has a lesson for businesses. We know how important it is to communicate effectively and establish a high-trust culture, but can it be applied to the launch process of new products,
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160 words about a group decision-making process to decide whether to send the shuttle Challenger into space. In 1977, a tragic event led to the loss of seven astronauts on the Challenger space shuttle when a solid rocket motor failed during launch. As a result, a group process was developed to make an informed decision about whether to launch the space shuttle, Challenger, into space. In this case study, I will describe how a group process was developed and implemented, its characteristics,
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In the case of Challenger, we have three distinct group processes that influence the launch decision, each in its own way, and in a certain sequence, leading up to the launch decision. The first group process is the “challenger group” and it consists of key players from General Dynamics’ (GD) (GD, 1994, p. 174) leadership, GM’s (GM, 2003) engineering, and GD’s marketing and operations teams. This group brings together a broad cross-section