Notes on Contributors | |
Foreword | |
Introduction. | |
Introduction: Organizational Aspects of the Columbia Disaster | |
The Context of the Disaster | |
History and Policy in the Space Shuttle Program | |
System Effects: On Slippery Slopes, Repeating Negative Patterns, and Learning from Mistake? Diane Vaughan | |
Organizational Learning and Action in the Midst of Safety Drift: Revisiting the Space Shuttle ProgramÆs Recent History | |
The Space Between in Space Transportation: A Relational Analysis of the Failure of STS-107 | |
Influences on decision making | |
The Opacity of Risk: Language and the Culture of Safety in NASAÆs Space Shuttle Program | |
Coping with Temporal Uncertainty: When Rigid, Ambitious Deadlines DonÆt Make Sense | |
Attention to Production Schedule and Safety as Determinants of Risk-Taking in NASAÆs Decision to Launch the Columbia Shuttle | |
The Imaging Debate. | |
Making Sense of Blurred Images: Mindful Organizing in Mission STS-107 | |
The Price of Progress: Structurally Induced Inaction | |
Data Indeterminacy: One NASA, Two Modes | |
The Recovery Window: Organizational Learning Following Ambiguous Threats | |
Barriers to the Interpretation and Diffusion of Information about Potential Problems in Organizations: Lessons from the Space Shuttle Columbia | |
Beyond Explanation | |
Systems Approaches to Safety: NASA and the Space Shuttle Disasters | |
Creating Foresight: Lessons for Enhancing Resilience from Columbia | |
Making NASA More Effective | |
Observations on the Columbia Accident | |
Conclusion. | |
Conclusion | |
Index | |
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