A case study of small group decision-making as influenced by the Abilene paradox: the "Challenger" mishap.
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TextLanguage: ENG Publication details: MAY 1988Description: 76p., 64 refs, 4 appendicesReport number: AD-A202-102Subject: On 27 January 1986 a group of decision makers representing the public and private sectors of leadership in our national space exploration program evaluated the risk associated with known discrepancies in solid rocket motor seals. The risk assessment that was made led the group to agree that the discrepancies were within an acceptable margin of saftey and authorized the launch of the Space Shuttle Challenger. Two phenomena which describe flawed decision making processes, groupthink and the Abilene Paradox, provide a framework for a study of the agreements which culminated in the launch of Challenger. Analysis of the pitfalls of the decision making process reveals various phenomena. Both processes employed exhibit the desire for unanimity which overides their motivation to realistically appraise alternative courses of action. The mismanagement of agreement is central to the issue of understanding dysfunctional organizational behavior
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | |
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Books
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Australian Emergency Management Library | BOOK | 302.3 GAS (Browse shelf(Opens below)) | Available | 005324215 |
Reprint
On 27 January 1986 a group of decision makers representing the public and private sectors of leadership in our national space exploration program evaluated the risk associated with known discrepancies in solid rocket motor seals. The risk assessment that was made led the group to agree that the discrepancies were within an acceptable margin of saftey and authorized the launch of the Space Shuttle Challenger. Two phenomena which describe flawed decision making processes, groupthink and the Abilene Paradox, provide a framework for a study of the agreements which culminated in the launch of Challenger. Analysis of the pitfalls of the decision making process reveals various phenomena. Both processes employed exhibit the desire for unanimity which overides their motivation to realistically appraise alternative courses of action. The mismanagement of agreement is central to the issue of understanding dysfunctional organizational behavior
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