Solutioncase

 Solutioncase Article

1 . How would you define the broader context surrounding the January 1986 teleconference? What effects might that have on the group's decision making procedure? В

The teleconference was held per night prior to the kick off of Challenger space shuttle service between NASA and Morton Thiokol Inc. Officials by Thiokol elevated concerns regarding the performance of O-Rings utilized in SRB by low temperature. On the low conditions O-Rings were suspected to harden and lead to reduced sealing, consequently causing warm leakage over and above the primary seal off which could ultimately lead to increased danger of backup O-Rings being eroded. Although there were 8 users in the meeting yet major participation had been from Roger Boisjoly(Booster Seal Expert) and Bob Lund(Senior Vice President) of Thiokol and LaryMulloy(SRB Maager)of NATIONAL AERONAUTICS AND SPACE ADMINISTRATION (NASA). Since there were insufficient data to support Thiokol's recommendations, there were apprehensions about the implications. Therefore the team of Thiokol was indecisive in whether to provide a go ahead to the launch. В

As an impact of this ambiguity surrounding the launch, Thiokol, gave a go ahead inspite of being aware about the hazards by Roger. The pressure on the older management to generate a managerial decision was higher than for making an moral decision because of the pressure created by NASA representatives. This is a standard case of lack of group interaction.

installment payments on your How do you characterize group processes in the teleconference? What lead to inadequate handling in the situation? В

The group processes inside the teleconference may be characterized based on the following:

• The team at Thiokol was struggling with 'group think' - a phenomenon in which the norm intended for consensus overrides the realistic appraisal of alternating training. The opinion at Thiokol was overriding the evaluation of the right course. • Roger sensed the pressure to be acknowledged by the group as his views were conflicting with all the senior management...

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