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Richard Wilson
PHIL 251 1
Case Recap
space missions, but disparaged for its failures. The Challenger Space Shuttle disaster proved to
be a key for its belittlement. On Jan 28th, 1986, space shuttle Challenger disintegrated 73 seconds
into flight, after an O-ring in the shuttles right solid rocket booster (SRB) failed to seal. O-rings
leave their ruts and seal themselves into place on lift off while hot gas leaks into the SRB. On the
day of the launch, the O-rings had hardened due to cold temperatures, causing a prolonged
sealing process. Hot gas from the rocket motor infringed the SRB joint that was expected to be
sealed and caused major breaches in the other SRB attachment hardware, separating its aft
attachment while causing external fuel tank failures. This unprecedented catastrophe led to the
creation of the Rogers Commission to investigate the event and an immediate grounding of all
missions for two years. The incident could have been avoided if NASA managers had accounted
for Morton Thiokols O-ring failures from pervious missions and considered the dangers of
difficulties coupled with O-ring failures in cold temperatures contributed into making this
Stakeholders
We analyze stakeholders from NASAs perspective. This perspective is the most important
because the cases technical problems are most associated with the administration. Primary
stakeholders are ones who have had an immediate impact/influence from Challengers
disintegration. Other/Secondary stake holders are those who have no direct effect from the
disaster.
Primary Stakeholders
International and astronauts and their families. NASA has responsibilities in keeping the
astronauts safe and in turn receives a successful mission from the astronaut. They must minimize
the cost to maximize the profits/outcomes, which NASA is held liable for. Another primary
stakeholder, Morton-Thiokol has been the principal producer of O-rings for the Challenger
mission. Flaws in its manufacturing could be fatal, and the company knew it would be
responsible for any outcome from its product. Morton-Thiokol takes a major blow to its
reputation in the rocket sciences and rubber industries; its future bidding prospects seem quite
miniscule now. As the shuttles prime contractor, Rockwell Internationals engineers had a large
must produce the safest method of space travel in the most inexpensive way. Rockwell engineers
should have trusted their calculations and predictions in making decisions pertaining to the
launch, particularly the temperature dangers. Their reputation as a contractor has been tarnished
due to the shuttles disintegration. Arguably the most affected primary stakeholders however, are
the astronauts and their families. Astronauts and their families entrust their lives with the mission
production and management personnel. Witnessing an accidental loss in life is an unfair feeling.
The emotional grief of the families must have moral effects against the other primary stake
holders.
Other/Secondary Stakeholders
Morton Thiokols commercial impact due to these events is greatly negative. It should see to lose
numerous contracts in the future. Rockwell Internationals chances on obtaining future affairs or
projects also look slim. Finally, NASAs grounding results in a stoppage of its commercial
capabilities. This includes producing, selling or buying any products and amenities. Another
secondary stakeholder, Taxpayers, often become irate when hard earned money is taken aside for
taxes. Unfortunately, it is an even gloomier situation when something like the Challenger disaster
occurs and we lose not only our money, but our astronauts as well.
Technical Problem
Straight forward, the central technical problem is the failure of the O-rings, which
presents itself as a design failure. Each SRB contained six sections, three joined in factory joints
and three in field joints. These field joints were sealed using two O-rings, where one was a
backup in case of failure of the first. These seals were required to suppress hot gasses during lift-
Where a major problem came in had to do with cold launching temperatures. Morton-
Thiokol had not tested O-rings at temperatures below 533 F and could not determine if the joint
would seal properly, with dependency on the backup O-ring as well. Along with Thiokol
engineer suggestions and Rockwell engineers, Roger Boisjoly iterated the dangers of launching
between Rockwells engineers at the base and their supervisors, who advised against the launch.
At some point in this launching process, NASA management overtook the engineers views and
influenced them to feel as though a launch would be inevitable and safe nonetheless. Lack of
technical evidence, communication and rushing to launch are major technical problems related to
this case.
There are several ethical problems in this case including decisions based on management
team, not the engineers; duties of NASA, Rockwell and Morton-Thiokol staff and protection of
the interests of astronauts. The main ethical problem is NASAs incorrect decision making in
launch readiness. The main duty of NASA, Rockwell and Morton-Thiokol staff is to do their best
to protect astronauts, which was not performed. These problems are related to virtue ethics,
Virtue ethics stresses the nature, or character, of the moral agent as the main aspect of
ethical philosophy. Rockwell engineers determined that proceeding with a launch was ill-
advised, yet agreed with the NASA management on the base, in the end, to ensue the process.
This may have been in fear of being shunned as the only group barricading the launch.
Consequentialism on the other hand, imparts on the fact that consequences of an action
are the foundations for moral judgment of that action. Informed about the O-ring temperature
flaws and engineering advice, NASA should have postponed the launch. O-ring temperature
dangers being NASAs primary concern, the launch decisions fatal consequences could have
been avoided; as it now has to live with the consequences. Also, astronauts want
utilitarianism, which is their main interest; something that will bring them the greatest amount of
happiness. Mission success would clearly fulfill this desire, as would pre-knowledge of safety. It
is easy to say that they were unlucky, but this accident could have been avoided. If the actions
Finally, deontology determines what is right by observing acts, rather than consequences
of the act or looking at a persons intentions when the actions were performed. Men like Roger
Boisjoly had voiced their opinions about the launch, stepping apart from the rest of his group. He
had the integrity and moral rightness to fulfill his duty in protecting the astronauts before
protecting the success of the mission. He abides by one of Kants Categorical perspectives: treat
human beings as an end, not as a means. NASA should have abided by Kants perspectives to
Recommendations
Based upon this ethical analysis, many recommendations are obvious, such as extra O-
rings. But, an analysis should give suggestions for future cases, whether it is a space project or
something completely different. For any problem, you must analyze the facts, first and foremost.
There has to be some thought process to fulfill a goal, but in a way that applies the principle of
happiness to all; which includes personnel safety. Secondly, the solution to the problem must be
ethical and moral by virtue and deontology. One cannot completely voice his/her opinion if the
consequence would leave that person shunned. Finally, the solution must provide an achievement
in desired goals.
For this case, the facts presented included O-ring flaws with temperature problems. To
solve this problem, Morton-Thiokol could have produced better O-rings that could be sustained
at any temperature. Due to monetary constraints, NASA would just have to use more O-rings to
reduce chances of the accident or recruit more companies in its project. Also, launching at safe
temperatures would further reduce the chance of fatal consequences as O-ring testing proves
their safe use in those situations. The solutions maximize happiness for astronauts and mission
controllers as well as achieve the desired goals. Obvious solutions like these are rarely