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The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA, Enlarged Edition
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Review
“A landmark study." (Atlantic 2016-01-15)
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About the Author
Diane Vaughan is professor of sociology and international and public affairs at Columbia University.
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Product details
Paperback: 620 pages
Publisher: University of Chicago Press; Enlarged edition (January 4, 2016)
Language: English
ISBN-10: 022634682X
ISBN-13: 978-0226346823
Product Dimensions:
6 x 1.6 x 9 inches
Shipping Weight: 12.6 ounces (View shipping rates and policies)
Average Customer Review:
4.0 out of 5 stars
7 customer reviews
Amazon Best Sellers Rank:
#75,961 in Books (See Top 100 in Books)
As a safety representative in a large organization with codified methods for submitting safety concerns this has been essential reading to my continued education. This mishap was not about the O-ring. It was about the paradigm in which evaluations of the O-ring were made. A structured, seemingly thorough way of determining safety concerns which showed its problems in one large explosion.
The best book on the subject, but it is a sociology study and may be a bit dense for casual readers. That being said, it is an exceptional analysis of the many factors that contributed not only to the decision to launch, but to the normalization of deviance that led a very intelligent and dedicated group of engineers to incrementally accept increasingly risk, and the organizational dynamics that prevented them from reaching a decision that seemed obvious to outside observers.
The book is obviously exhaustively well-researched and footnoted and the author does an amazing job interviewing various subjects close to the Shuttle program. But the issue is that it reads like a term-paper. The book is so dry I’m surprised it didn’t spontaneously combust in my hands. I left it in Mexico. Perhaps the next people in my room will be interested in reading what amounts to a term paper whilst sunning themselves in Tulum, Mexico.
Great book that contains a lot of information the general public would never have known.
Essential reading for any organization; initial wrong decisions have consequences
Magisterial review of a tragic event. Vaughan is worth reading for her ability to decipher trends and forces which shaped participants in the launch decision, even though they were often unaware of those influences at the time. She offers a compelling case for rejecting the conventional wisdom about the launch decision as insufficient, showing that sometimes the simplest explanations for things can be misleading.
I'm only 14% through this tome on my Kindle Paperwhite; so far so good. But I did want to make a comment that other Kindle readers might find useful. I would guess that this electronic edition was done by scanning a paper copy with an optical character reader. The ebook is littered with typos, perhaps one every ten pages or so. Examples just from this morning's reading include "rish" instead of "risk" and "mic-" instead of "mid-". Replacing "d" with "c" seems to be the most common "scan-o". Once you understand what is going on, you can adjust for it. But it frequently stops you dead in your tracks, upsetting the narrative flow. I almost used the Kindle's "dictionary" feature to look up "rish" but then realized what the word had to be.On a different note, Vaughan also refers to upper management, political leaders, and corporate executives as "elites". I have come to understand that this isn't (necessarily) meant as a pejorative term, but is a common term used among sociologists. Charles Perrow did the same in his book NORMAL ACCIDENTS. But for me - I'm an product development engineer and have been involved in developing complex real-time systems for forty years; politically I'm also very middle of the road - the term seems unusually value laden. Similarly, she consistently uses the term "working engineers", which I infer she does to distinguish them from their managers who also came from an engineering background.I'm reading this book because I enjoying reading about failures in complex systems, whether the root causes are are technical, natural, or human. Vaughan's "normalization of risk" is widely cited in this literature and has become recognized as a principle force in human decision making.
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