On 28 January 1986, the world was shocked by the destruction of the Space Shuttle Challenger, and the death of its crew.
This paper examines the processes used in deciding to
launch the ill-fated mission. It focuses on the flawed
culture within the National Aeronautics and Space Administration (NASA) and its associated mismanagement. It analyses how this culture influenced NASA's beliefs, its decision-making process and its performance. Outline Background Engineering Management Issues Belief Systems Conclusion Bibliography