Case Analysis Ob
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Transcript of Case Analysis Ob
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