business ethics- challenger disaster (iipm bangalore)

8/8/2019 Business Ethics- Challenger Disaster (IIPM Bangalore)

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Business Ethics

The Challenger Disaster

Spring Summer 09-11HRM

IIPM, Bangalore

3rdAugust 2010

Pratibha SPrernaGoyal

PrayagSunder


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Executives Comment on Reputation

A reputation, good or bad, is tough to shake

-Richard Teerlink, CEO, Harley-Davison

Integrity is doing the right thing, even if nobody iswatching.

Live so that when your children think of fairness andintegrity, they think of you.

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STARS???

Crater???

Flags Bright & Fluttering???


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Hidden

40 odd years and not a dog was sent

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Questions that NASA Brushed Aside

Buzz Aldrin- the second man on the Moon

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Virgil Grissom- NASA astronaut who baited the Apolloprogram

If there is ever a serious accident in the spaceprogram, it's likely to be me.

Neil Armstrong ???


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So How Ethical Is NASA ?

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Facts & Figures

Challenger flight 51-L was the tenth launchof the Challenger series

28

th

Jan,1986Exploded after 73 seconds after flight

Employed Solid Rocket Booster


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Companies Involved:

Morton Thiokol,

Marshall Space Flight Center,

Johnson Space Center andNASA Headquarters


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The Night Before The Launch

Pressure Created

O-Ring Confusion

The TeleconferencePut On Your Management Hat


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Engineering Design Problem

The ambient temperature;

The diameter of the O-rings;

The thickness of the shims;Loads on the segment.


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Technical Aspect

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The Challenger

Initial Launch Delays

Rain and Low Temperature

Defective MicroswitchHigh Winds and Record Low Temperatures

The Social Context of the Launch

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Problem Solving Process

Find & define problem

Generate & evaluate alternative sol

Finding sol & alternatives

Preferred sol & double check

Implement & evaluate results


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Steps To Prevent The Disaster

More then one answer or best way

Let your thinking roam

Challenge rules

What if?

Ambiguity helps

Dont be afraid of error

Take time to experiment

Open up

Believe in creativity


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Challenger Flight 51-L

A case history in whistleblowing

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Introduction

Relevance

Culture within the Organization & RisksInvolved

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You did the right thing, whistleblower.

So naturally, we have to fire you.

Good-Bye!19


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The Dilemma

To Stay Silent

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To Blow The Whistle Internally Or

With A Responsible Person

To Blow The Whistle Outside To The

Authorities Or The Media


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Aims Of A Whistleblowing Culture

Look at the whistleblower as a witness andnot as a complainant

Communication channels in theorganization

With a culture of secrecy and silence,temptations to indulge in malpractice ishigh

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Essentials Of A Whistleblowing

CultureHonesty is the Best Policy

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Action Speaks Louder Than Words

The Last Resort


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21st Century Methods

The Corporate Image

Flat Organizational Structure

Education and Ethics

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The American taxpayer bet about $14 billiondollars on the shuttle.

NASA bet its reputation. The Air Force bet its reconnaissance

capability.

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Thank You For Your

Attention

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