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The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA By Diane Vaughan
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- Sales Rank: #90106 in Books
- Published on: 1997-04-15
- Released on: 1997-04-15
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x 1.80" w x 6.00" l, 1.70 pounds
- Binding: Paperback
- 592 pages
From Publishers Weekly
The loss of the Space Shuttle Challenger in 1986 is usually ascribed to NASA's decision to accept a safety risk to meet a launch schedule. Vaughan, a professor of sociology at Boston College, argues instead that the disaster's roots are to be found in the nature of institutional life. Organizations develop cultural beliefs that shape action and outcome, she notes. NASA's institutional history and group dynamics reflected a perception of competition for scarce resources, which fostered a structure that accepted risk-taking and corner-cutting as norms that shaped decision-making. Small, seemingly harmless modifications to technical and procedural standards collectively propelled the space agency toward disaster even though no specific rules were broken. While Vaughan's complex presentation will daunt general readers, her conclusion that the "normalization of deviance" builds error into all human systems is as compelling as it is pessimistic.
Copyright 1996 Reed Business Information, Inc.
From Scientific American
Vaughan gives us a rare view into the working level realities of NASA. . . . the cumulative force of her argument and evidence is compelling.
From Booklist
Had Margaret Mead studied the NASAns instead of the Samoans, this anthropological story of the shuttle catastrophe might have resulted. We see the bureaucratic culture that shaped the behavior of the rocket scientists: they launched Challenger expecting some damage to the now infamous O-rings. How they reached that position of tempting fate infuses Vaughan's account. Making arguable constructions about the engineering mentality and group-think, Vaughan focuses on the fateful teleconference the night before the launch, in which executives of the rocket manufacturer first resisted then caved into NASA's pressure to launch. For exerting that pressure, the space agency's managers were pilloried, but personalizing the blame, Vaughan believes, ignores the acculturated rules they followed--which emanated from the political and funding compromises that created the shuttle design. Though Vaughan's scholastic diction acts as narrative speed bumps, her sociological interpretation helps explain the seemingly inexplicable. This complements the dramatic and popular orientation of No Downlink, by Claus Jensen . Gilbert Taylor
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