Challenger disaster can not be explained by a reductionist explanations that will draw attention only to individuals, not theories that focus exclusively on the failure of communication or social and psychological dynamics of the infamous EVE-of-early teleconference. The tragedy rooted in the historical organizational and environmental contingencies that preceded the launch of the solution. Tracing the relationship between top policy-making and decisions, engineers and managers are assigned to do risky work, this analysis is contrary to the usual understanding of what happened at NASA. As a result, this case provides new lessons for managers and students organizations. "Hide
by Diana Vaughan Source: California Management Review 24 pages. Publication Date: January 1, 1997. Prod. #: CMR076-PDF-ENG
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