"These are good people"...but changes must be made. The Columbia Accident Investigation Board final report was released on Tuesday.
Putting technical answers aside for the moment, the report targets the organizational
and behavioral issues
that led to a breakdown in communication, safety and responsibility. While acknowledging the good will at NASA, the report holds no illusions that changing this culture will be very difficult and very necessary in order to return to flight. What types of management/behavioral obstacles have you encountered in home, work, school or social organizations? How did you try to effect change and what obstacles did you encounter in an effort to make it more effective, safe, productive or enjoyable?
posted by tgrundke
on Aug 28, 2003 -
Did downsizing and inexperience lead to Columbia's destruction?
In the rush to cut costs and 'downsize' NASA in the 1990s the agency outsourced most Space Transportation System (STS, or the Shuttle) functions to a private consortium called United Space Alliance. Now, senior engineers at Boeing (lead member of the USA) are beginning to talk about the lack of experience, 'brain drain', and negative effects of downsizing and privatization. This begs the issue of market imperatives, relative value of privatization and the question of how to better manage projects of this magnitude in a mixed private/public arrangement.
posted by tgrundke
on Feb 23, 2003 -
"There is something noteworthy a rocket can do that the shuttle cannot. A rocket can be permitted to fail." Gregg Easterbrook's 1980 Washington Monthly
cover story looks into the Columbia's beginnings, the hazards he saw in the shuttle, and its weaknesses compared to rockets.
Once you get into space, you check to see if any tiles are damaged. If enough are, you have a choice between Plan A and Plan B. Plan A is hope they can get a rescue shuttle up in time. Plan B is burn up coming back. [via Slate]
posted by kirkaracha
on Feb 2, 2003 -