A good process gone bad: setting the stage with the Columbia disaster
In reviewing the operational processes that failed, questions were asked of what was bypassed and why were some of the safeguards and responsibilities neglected or not assigned. Failures often occur due to oversight of a required process. Our interests should be as to whether the oversights were due to the lack of perceived need, or were they just ignored? By making safety an advisory capacity, NASA could still have a safety department, but keep it from interfering with its primary mission, scheduled production and projects with a scheduled space flight. It is not the author's place to question the logic used by each of the leaders within that organisation, or even those within the sub-contracting structure, but we can question the operational leadership and the people leadership functions.
A good process gone bad: setting the stage with the Columbia disaster, Page 1 of 2
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