Groupthink has had a negative role in many organizations efficiency to make rational and ethical decisions. The rival disaster is no different, in fact its outcome was more serious than most. The Challenger disaster was caused by Groupthink, specifically the pressure that management was subjected to, which was then forced upon the engineers.
        The symptoms of Groupthink were clearly the downfall of the Challenger disaster. By analyzing these symptoms we muckle break down each weakness that management and engineer experienced. First, the group felt up invulnerable because the mission had flown 19 clock and came back safely 19 times. Management felt that weather, O-Rings, and other empirical evidence would not be enough to delay the flight. The heuristic program ignorance is a prime example of the invulnerability that the managers felt when giving an ok to launch. Second, Congress was instilling pressure by cutting back on funding, which clouded the ethical opinion of the launch. In addition, media created a defensive personality with the engineers by stating, When is a turkey going to become an eagle and yet some other costly space shuttle delay. This statement made the earthly concern look down upon NASA, thus forcing premature launch. Third, pet assumptions by management influenced engineers to pass over the empirical evidence and centering mainly on the heuristic view.
The launch coordinator emphasized these heuristic views in the challenger movie viewed in class by stating, I am appalled that Morton Thiokol and Rockwell International would postpone a launch because of a simple O-Ring. Fourth, pressure from outside sources such as media, congress, and managers caused the engineering group to underestimate their opponents. Congress said, weve got to launch, weve got to be the first in space, and we have to get the payloads up. Again, instead of have morals and ideas, engineers are stereotyped in...
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