The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA
(eBooks)

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Published
The University of Chicago Press, 2016.
Format
eBook
ISBN
9780226346960
Status
Available Online

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0m 0s
Language
English

Citations

APA Citation, 7th Edition (style guide)

Diane Vaughan., & Diane Vaughan|AUTHOR. (2016). The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA . The University of Chicago Press.

Chicago / Turabian - Author Date Citation, 17th Edition (style guide)

Diane Vaughan and Diane Vaughan|AUTHOR. 2016. The Challenger Launch Decision: Risky Technology, Culture, and Deviance At NASA. The University of Chicago Press.

Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)

Diane Vaughan and Diane Vaughan|AUTHOR. The Challenger Launch Decision: Risky Technology, Culture, and Deviance At NASA The University of Chicago Press, 2016.

MLA Citation, 9th Edition (style guide)

Diane Vaughan, and Diane Vaughan|AUTHOR. The Challenger Launch Decision: Risky Technology, Culture, and Deviance At NASA The University of Chicago Press, 2016.

Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.

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Grouped Work ID090f4f17-80fe-ddec-453c-812a394c207b-eng
Full titlechallenger launch decision risky technology culture and deviance at nasa
Authorvaughan diane
Grouping Categorybook
Last Update2024-09-11 12:15:34PM
Last Indexed2024-09-14 02:29:57AM

Book Cover Information

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First LoadedSep 1, 2023
Last UsedSep 10, 2024

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    [synopsis] => When the Space Shuttle Challenger exploded on January 28, 1986, millions of Americans became bound together in a single, historic moment. Many still vividly remember exactly where they were and what they were doing when they heard about the tragedy. Diane Vaughan recreates the steps leading up to that fateful decision, contradicting conventional interpretations to prove that what occurred at NASA was not skullduggery or misconduct but a disastrous mistake.

Why did NASA managers, who not only had all the information prior to the launch but also were warned against it, decide to proceed? In retelling how the decision unfolded through the eyes of the managers and the engineers, Vaughan uncovers an incremental descent into poor judgment, supported by a culture of high-risk technology. She reveals how and why NASA insiders, when repeatedly faced with evidence that something was wrong, normalized the deviance so that it became acceptable to them. In a new preface, Vaughan reveals the ramifications for this book and for her when a similar decision-making process brought down NASA's Space Shuttle Columbia in 2003.
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