CASE ANALYSISGroup Process in the CHALLENGER Launch Decision

Contents

• Overview• Issues faced• Our Findings• Recommendations

Overview

• NASA and Morton Thiokol• Launch of Challenger Shuttle• O-Rings• Boisjoly’s Memo• Highlights of Teleconference• Competition with Soviet Union

Issues faced

The Launch Day (Video)

Our Findings

• Group Decision making

– Simon’s Normative Model– Groupthink– Groupshift (dominance)– Discussion v/s Decision

Our Findings (cont.)

• Individual Decision making

– Defensive approach– Sunk cost trap– Status Quo trap– Anchoring bias– Confirmation bias

Our Findings (cont.)

• Group Teleconferencing– Lack of interpersonal contact– Brainstorming– Poor presentation of information

Recommendations

• Case by Case Approach by NASA• Devils advocate (NASA)• Responsibility and authority (MTI)• Troubleshooting team• Statistical training of engineers

• Stephen Covey’s Model– Be proactive– Begin with end in mind– First thing first– Think win-win– Understand, then be understood– Synergize– Sharpen the saw

Recommendations

Challenger, 1986 Columbia, 2003

Engineers report O-ring problem

Engineers report the foaming problem

Managers conclude O-ring is not a problem

Managers conclude foam strike is not critical

Roger tried is best to stop the launch but had to give in

Engineers kept quiet due to fear of isolation

Groupthink the main villain Groupthink the main villain

History Repeats Itself