A critical analysis of factors related to decisional processes involved in the challenger disaster

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Abstract
Although the Rogers Commission identified flawed decision‐making as a contributing cause to the accident of the Challenger, the characterization is too general to explain the particular way in which the decision formed. Five factors that, in combination, appear to account for the mind‐set in which the decision to launch was made are examined. These influences include (1) perceived pressure, (2) rigid conformity to perceived role requirements, (3) questionable reasoning, (4) ambiguous use of language, and (5) failure to ask important relevant questions.