Autonomy, Interdependence, and Social Control: NASA and the Space Shuttle Challenger

Vaughan, Diane

doi:10.2307/2393390

Cited by 229 publications

(142 citation statements)

References 2 publications

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“…Hitting rock bottom in this way-because one has formed associative connections between the negative features and outcomes of their lives-triggers a number of problems (Baumeister 1994) that ultimately bring negativity to a climax such that the individual's commitment to his or her role is changed in a fundamental way. For instance, many people have recounted hitting rock bottom over dissatisfaction with religious groups (Jacobs 1984;Wright 1984), marriage (Vaughan 1990), and criminal behavior (Paternoster and Bushway 2009). …”

Section: Competence Transferencementioning

confidence: 99%

“…Hitting rock bottom generates an emotional crisis, or an extremely negative state that people want to escape from (Jacobs 1984;Paternoster and Bushway 2009;Vaughan 1990;Wright 1984). When this occurs, the individual will likely see his or her life in a substantially different light, radically changing his or her perspectives on roles, commitments, and relationships that make up his or her life (Baumeister 1994;Maitlis 2009).…”

Section: Competence Transferencementioning

confidence: 99%

“…First, after they have hit rock bottom, people divert their focus away from the negative outcomes of identity loss in an effort to get away from the present (Jacobs 1984;Paternoster and Bushway 2009;Vaughan 1990;Wright 1984), which can help lessen negative affect (Baumeister 1994). By reducing negative emotions , play helps the individual escape without the constraint of a limited focus on well-rehearsed actions (e.g., identity protection or restructuring).…”

Section: Competence Transferencementioning

confidence: 99%

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Entrepreneurial Cognition

Shepherd

Patzelt²

2018

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Section: Competence Transferencementioning

confidence: 99%

Section: Competence Transferencementioning

confidence: 99%

Section: Competence Transferencementioning

confidence: 99%

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Shepherd

Patzelt²

2018

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“…This operational designation was-and still is-in direct conflict with the experience of Shuttle engineers. 4 The Shuttle is still very much a developmental craft with constantly changing technology and mysterious problems that are not predicted from design.…”

Section: The Perpetually ''Developmental'' Shuttlementioning

confidence: 99%

“…Vaughan [4][5][6] has developed the concept of ''normalization of deviance'' to explain how technical flaws can escape the scrutiny of the various safety bodies within NASA 5 over time. In many cases, unanticipated problems continue to occur even though nothing particularly catastrophic happens during a given Shuttle mission.…”

Section: ''Normalization Of Deviance''mentioning

confidence: 99%

Columbia and Challenger: Organizational failure at NASA

Hall

2016

Space Policy

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The National Aeronautics and Space Administration (NASA)-as the global leader in all areas of spaceflight and space scienceis a unique organization in terms of size, mission, constraints, complexity and motivations. NASA's flagship endeavor-human spaceflight-is extremely risky and one of the most complicated tasks undertaken by man. It is well accepted that the tragic destruction of the Space Shuttle Challenger on 28 January 1986 was the result of organizational failure. The surprising disintegration of the Space Shuttle Columbia in February 2003-nearly 17 years to the day after Challenger-was a shocking reminder of how seemingly innocuous details play important roles in risky systems and organizations. NASA as an organization has changed considerably over the 42 years of its existence. If it is serious about minimizing failure and promoting its mission, perhaps the most intense period of organizational change lies in its immediate future. This paper outlines some of the critical features of NASA's organization and organizational change, namely path dependence and ''normalization of deviance''. Subsequently, it reviews the rationale behind calling the Challenger tragedy an organizational failure. Finally, it argues that the recent Columbia accident displays characteristics of organizational failure and proposes recommendations for the future. r

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Codetermination: a business and government partnership in procedural safety for ecological sustainability

Swanson

2000

Syst. Res.

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In this manuscript I take an interdisciplinary, systems approach to the regulation of risky operations that can harm ecological environments. I develop safety procedures aimed at minimizing the risks of operational failures and industrial accidents. The procedures are designed for practicing managers and regulatory agents to use in partnership across four interactive levels of analysis: individual (managers and regulatory agents), organizational (risky operations), industrial (groups of risky organizations) and societal (ecological environments). Copyright © 2000 John Wiley & Sons, Ltd.

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Autonomy, Interdependence, and Social Control: NASA and the Space Shuttle Challenger

Cited by 229 publications

References 2 publications

Entrepreneurial Cognition

Entrepreneurial Cognition

Columbia and Challenger: Organizational failure at NASA

Codetermination: a business and government partnership in procedural safety for ecological sustainability

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