search query: @author Milliken, F. J. / total: 7
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| Author: | Starbuck, W. H. Milliken, F. J. |
| Title: | Challenger : fine-tuning the odds until something breaks. |
| Journal: | Journal of Management Studies
1988 : JUL, VOL. 25:4, p. 319-340 |
| Index terms: | CRISIS MANAGEMENT DISASTERS |
| Language: | eng |
| Abstract: | Complex systems in uncontrolled settings can fail in many ways. The Challenger disaster is the effect of repeated successes, gradual acclimatization, and the differing responsibilities of engineers and managers. Fine-tuning processes result from pursuing partly inconsistent goals while learning from their experiences. These processes reduce probabilities of success, and they continue until a serious failure occurs. The behaviours of Morton-Thiokol and NASA preceding the Challenger accident had many characteristics commonplace in organizations, i. e. imperfect communication, errors of judgement and control games. Retrospective analyses oversimplify the causes of failure. |
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