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Impact of the challenger disaster
Impact of the challenger disaster
Challenger disaster analysis
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The Challenger disaster was not only a disaster in terms of the destruction of the spacecraft and the death of its crew but also in terms of the decision-making process that led to the launch and in terms of the subsequent investigation into the "causes" of the disaster. The decision to recommend for launch was made by lower-level management officials over the objections of technical experts who opposed the launch under the environmental conditions that existed on the launch pad at the time. Furthermore, the lower-level managers who made this decision--both NASA and contractor personnel--chose not to report the objections of the technical experts in their recommendations to higher levels in the management chain- of-command to proceed with the launch. Finally, it seems that the lower-level managers had also received out-of-the-ordinary pressure from higher levels of management (some allusions suggested this pressure may have come all the way from the White House) to proceed with the launch on time. The subsequent investigation began with efforts to determine the technical causes of the explosion of the Challenger. Initially, the decision-making process leading to the launch was not considered by investigators. This suggests that the initial purpose of the investigation was not concerned with ethical issues or issues of responsibility. As the investigation proceeded, information emerged through leaks to the press, which suggested that NASA had been aware of the risk of explosion under the environmental conditions that existed for the Challenger launch for several months prior to the launch. Also, the opposition of the technical experts to the launch just prior to the decision to launch became known to the investigators as well. These two pieces of information changed the nature of the investigation mid-stream from an effort to determine the technical cause of the explosion of the spacecraft to an investigation of the decision-making process leading to the launch. Viewing the Challenger disaster as an ethical problem would lead to an effort to determine whether the decision to launch was "right" or "wrong." Clearly, the explosion was an accident. It was an accident that might have been prevented or anticipated but the decision to launch was clearly a matter of judgment--albeit of apparently poor judgment in retrospect--rather than...
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...s associated with launching in the environmental conditions at the time. Lower-level managers were able to avoid accountability for both the final decision to launch (made by higher levels of management) and for recognition of the technical risks associated with launching (resting in the failure of technical experts to provide justification against launching in technical specifications or formal regulations). Each of these factors--the management chain-of-command, the role of technical specifications and formal regulations, and the availability of information--served to both hinder the ability of decision-makers to act and to obscure accountability for their decision-making. As such, they served to limit the responsibility of individuals within the decision-making process and to render that process itself irresponsible. These obstacles to responsibility within NASA point to the more important ethical problem that existed beyond the scope of the specific instance of the Challenger disaster. Namely, the poor nature of the decision-making process within NASA and its negative role in fostering responsibility, both on the part of individuals and on the part of the organization as a who
Kidder’s Ethical Checkpoints is going to be applied to analyze the case of Mike Nolan’s ethical decision. The recognized problem for this case is a passenger has suffered a heart attack, so Nolan needs to decide to follow Denver’s orders or demand a landing for medical evacuation.
Ethics is an important proponent when considering any decision. Knowing the difference between right and wrong is something everyone should know. However, the importance of ethics gets minimized when a decision that seems wrong actually has benefits. In the efforts of improving society, often ethics is violated. Sometimes in order for society to be better off as a whole, there has to be little sacrificing of ethical practices along the way to do so.
Contextual analysis is made up of three basic components; intended audience, setting and most importantly purpose. Authors often times consider and work each contextual piece into the construction of their given argument. An argument is not powerful if audience preference is not a main concern, if the setting isn’t taken into consideration, or if the purpose is not relevant to the current situation. On January 28th, 1986 the shuttle challenger exploded 73 seconds into its take off. President Ronald Reagan wrote a critical speech to address the tragedy that had struck our nation that day. It is highly evident in his address that kept audience, setting, and purpose in mind. He comforts a worried public using calm tone and simple yet effective diction to convince the American nation that it’s necessary to go on and continue the space program and ultimately the scientific revolution.
NASA has faced many tragedies during their time; but one can question if two of the tragedies were preventable by changing some critical decisions made by the organization. The investigation board looking at the decisions made for the space shuttle tragedies of the Columbia and Challenger noted that the “loss resulted as much from organizational as from technical failures” (Bolman & Deal, 2008, p. 191). The two space shuttle tragedies were about twenty years apart, they both had technical failures but politics also played a factor in to these two tragedies.
The disaster that took place on the Ocean Ranger had a very large effect on the way Newfoundlander's feel about the gas and oil industry. The government examined the safety issues that led to this disaster and has implemented numerous changes to enhance the safety of the offshore workforce. The Newfoundland and Canadian government set up a combined royal commission to investigate the disaster of the Ocean Ranger and to provide recommendations to improve safety. Two years after the disaster, the royal commission on the Ocean Ranger disaster concluded that the deaths resulted not only from the storm and flaws in the rig's design, but also from a lack of human knowledge.
Lack of proper risk management process: NASA was using a simple risk classification system and the methods used were only qualitative. There was a lack of proper technical and quantitative risk management methods that could have helped them identify the risks and eliminate them.
It’s very hard to say what steps, if any, could have been taken to prevent the Space Shuttle Columbia disaster from occurring. When mankind continues to “push the envelope” in the interest of bettering humanity, there will always be risks. In the manned spaceflight business, we have always had to live with trade-offs. All programs do not carry equal risk nor do they offer the same benefits. The acceptable risk for a given program or operation should be worth the potential benefits to be gained. The goal should be a management system that puts safety first, but not safety at any price. As of Sept 7th, 2003, NASA has ordered extensive factory inspections of wing panels between flights that could add as much as three months to the time it takes to prepare a space shuttle orbiter for launch. NASA does all it can to safely bring its astronauts back to earth, but as stated earlier, risks are expected.
Ethical dilemmas create a challenge between two or more equally alternative problems requiring moral judgment. This creates both an obligation and dilemma for those involved. Living in such a globalized world with cross-cultural borders, races, and ideas; negotiating what is considered morally “right” can sometimes be very difficult. Both religion and laws have a major impact in ethical duties. What an individual may presume as right cannot be guaranteed by the government or political party. The Overcrowded Lifeboat is just one example in which all the ideas above come to play in ethical decisions.
The final decision would then be to have the engineers and manufacturers are at the uppermost authority in aerospace decision making with regards to ethics. They should have the primary responsibility to inform the government, at any cost and at any concern as to the safety and well being of passengers who fly. Engineers and manufacturers are the ones who create aerospace vehicles, so they should be the ones to decide on the extent of their safety, and the safety of all who use them.
In my point of view, every choice has consequences. General Motors ignition switch issue has affected many families in U.S., took lives, and caused injuries to many people. Replacing the part after a decade passed will prevent future accidents from happening; however it will not replace the pain and suffrage of people who lost their loved ones. Bad decision-making, poor professional conduct and dishonesty cost GM millions of dollars. Choosing company’s financial budget over lives of innocent people is wrong. No matter how much money GM will spend on replacing the ignitions, compensating the families, going through lawsuits those lives cannot be restored. Following duty-driven ethics would have prevented the disaster from taking place.
]. They had to weigh carefully the present and future costs and benefits for the American people. They decided to bomb Hiroshima and Nagasaki. The choice they made was justifiable.
Rodney Rocha is a NASA engineer and co-chair of Debris Assessment Team (DTS). When possibility of wing damage appeared he requested an additional imagery to obtain more information in order to evaluate the damage. This demonstrates that he actually tried to resolve the issue. However, due to absence of clear organizational responsibilities in NASA those images were never received. Since foam issue was there for years and risk for the flights was estimated as low management decided not to proceed with this request. After learning of management decision Rocha wrote an e-mail there he stated that foam damage could carry grave hazard and have to be addressed. At the same time this e-mail was not send to the management team. Organizational culture at NASA could be described as highly bureaucratic with operations under standard procedures only. Low-end employees like Rocha are afraid to bring any safety-related issues to the management due to delay of the mission. They can be punished for bringing “bad news”. This type of relationship makes it impossible for two-way communication between engineers and managers, which are crucial for decision-making in complex env...
For this assignment we will discuss some theories on organizational change learned during this class and how they relate to the case study of NASA (The Challenger and Columbia Shuttle Disaster). First we will look the images of managing change used by NASA in the case study. Then we will discuss the types of change(s) NASA under took. Next we will look at some of the challenges of change that NASA faced. Next we will discuss some of the resistance to change that NASA dealt with. Then we look at how NASA implemented change. Next we will discuss vision and change and the impact in the case study. Finally we will discuss sustaining change as it relates to the changes implemented by NASA in the case study.
An ethical dilemma is only examined in a situation which has the following conditions; the first condition takes place in a situation, when an individual has to make a decision on which course of action is best. The second condition is there must be more than one course of action to choose from. The third action is no matter what course of action is taken, certain ethical principles are conceded. In other terms, there is no perfect result. When defining what forms an ethical dilemma, it is important to make a division between ethics, morals, values, laws and policies.
[2] An Ethical dilemma is defined as “a situation that arises when all alternative choices or behaviours have been deemed undesirable because of potentially negative ethical consequences, making it difficult to distinguish right from wrong” (Samson and Daft, 2005, p.158)