Second is to generate and evaluate alternative solutions, which they were
doing. However, while they were finding solutions and alternatives, they were
still continuing to use the shuttle with it’s problem with the O-rings. This was
a bad managerial decision made by the organizations top executives. These
executives knew the risks that they were challenging every time another shuttle
took off. Each time they lowered their expectations of the weather and
conditions, this eventually led to the disaster. Third is to choose a preferred
solution and conduct the ethics double check. This step was never reached
because they never found a solution to the problem before the disaster. The
fourth and fifth step, which is to implement the solution and evaluate the
results, was not achieved until after the disaster. The decision on whether to
launch or not was an escalating commitment. This is the tendency to continue to
pursue a course of action, even though it is not working. This was very
reflective of the executives decision to launch. All of the previous missions
were a success, but from a technical standpoint each mission was a more and more
devastating disaster. Since every trip was a success in that there was not a
disaster, Thiokol and NASA lowered their conditions for launch, which increased
the chance of disaster. This eventually over time led to the Challenger
disaster. The decision to launch was a consultative decision. The executives of
Thiokol and NASA sought the expert opinion from the engineers, however the top
executives made the final decision. Although among the top executives it was a
group decision done by the form of voting. The decision to launch could have
been better executed if they followed the ten ways to increase creativity.
First, is to look for more than one right answer or best way. Second, is to
avoid being too logical; let your thinking roam. Third, to challenge rules, ask
why, don’t settle for the status quo. Fourth, ask what if questions. Fifth, let
ambiguity help you and others see things differently. Sixth, don’t be afraid of
error; let trial and error be a path of success, if lives are not at stake.
Seventh, take time to play and experiment. Eighth, open up to other viewpoints
and perspectives and support nonconformity. Finally, believe in creativity.
If Thiokol and NASA followed this then maybe they may have decided to avoid
the launch. A third key aspect is the whistleblowers. In the Challenger disaster
there where two main whistleblowers, Richard Cook who worked for NASA and Roger
Boisjoly who was the SRM Seals Engineer with Thiokol. Whistleblowers expose the
misdeeds of others in organizations. Both Cook and Boisjoly wrote many memos to
their bosses and collogues in warning them of the disaster. Also after the
Challenger disaster, they continued to write memos expressing themselves to
fellow members of the organization. The main significance of these men was when
they spoke before the committee. When they were brought before the committee,
they revealed that both Thiokol and NASA knew of the O-ring problem and the
consequences of the launch at temperatures lower then the limit. These men made
it clear to the nation that there were major organizational problems. These men
had the courage to go against the norms of the organization because of the bad
ethics being conducted throughout the organization. In Thiokol and NASA, many
employees where too scared to come forward or they did not think they were doing
anything wrong because the organization’s top executives approved of the
behavior. A checklist for making ethical decisions is first to recognize the
ethical dilemma. Second, is to get the facts. Third is to identify your options
and test them. Fifth is to decide which option to follow and double check your
decision. Finally, take action. These steps can help a whistleblower make the
right ethical decision. A fourth key aspect is the organizations corporate
social responsibility. That is an obligation of an organization to act in ways
that serve both its own interests and the interests of its stakeholders. In an
American society it is important for an organization to stress social
responsibility in order to be a successful organization, this was true with NASA
at the beginning of the organization’s history.
