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  • Case Analysis: Group Process in The CHALLENGER Launch Decision

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    wingsoflife
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    This document analyzes the group decision making process that led to the launch of the ill-fated Challenger space shuttle in 1986. It finds that groupthink, dominance of certain individuals, lack of devil's advocacy, and poor presentation of technical issues contributed to the flawed decision. The document recommends improvements like case-by-case risk analysis, assigning responsibility and authority clearly, using troubleshooting teams, and giving engineers statistical training to prevent reoccurrences.

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    Case Analysis Ob

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    This document analyzes the group decision making process that led to the launch of the ill-fated Challenger space shuttle in 1986. It finds that groupthink, dominance of certain individuals, lack of devil's advocacy, and poor presentation of technical issues contributed to the flawed decision. The document recommends improvements like case-by-case risk analysis, assigning responsibility and authority clearly, using troubleshooting teams, and giving engineers statistical training to prevent reoccurrences.

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    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PPT, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    307 просмотров12 страниц

    Case Analysis: Group Process in The CHALLENGER Launch Decision

    Загружено:

    wingsoflife
    This document analyzes the group decision making process that led to the launch of the ill-fated Challenger space shuttle in 1986. It finds that groupthink, dominance of certain individuals, lack of devil's advocacy, and poor presentation of technical issues contributed to the flawed decision. The document recommends improvements like case-by-case risk analysis, assigning responsibility and authority clearly, using troubleshooting teams, and giving engineers statistical training to prevent reoccurrences.

    Авторское право:

    Attribution Non-Commercial (BY-NC)
    Скачайте в формате PPT, PDF, TXT или читайте онлайн в Scribd
    Отметить как неприемлемый контент
    из 12

    CASE ANALYSIS

    Group 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
    History Repeats Itself

    Challenger, 1986 Columbia, 2003

    Engineers report O-ring Engineers report the foaming


    problem problem
    Managers conclude O-ring is Managers conclude foam strike
    not a problem is not critical
    Roger tried is best to stop the Engineers kept quiet due to
    launch but had to give in fear of isolation
    Groupthink the main villain Groupthink the main villain

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