Case Study Of Organizational Culture At NASA
He discounted the risk of damage from debris by sending e-mail stating that debris is not a problem. However, Schomburg was not an expert on RCC panels, which suggest that he should seek an expert opinion before distribution of such an e-mail. During discussion with Rocha Schomburg denied possibility of severe damage and reluctance to make further investigation. Taking into consideration hierarchy at NASA he tried to avoid bringing bad news to the management and accept high risk by demonstrating previous successful flights. His actions can be described as seeking job security but in the long run these actions could cause failure.
e) Don McCormack
Don McCormack, manager of Mission Evaluation Room (MER), was evaluating DAT findings about foam issue. He relied on DAT information and presented it to MMT. He mentioned that results of the simulation showed possible damage and have to be addressed. DAT finding suggested repair of the Orbiter and accordingly delay on flights schedule. Based on information, presented in the case I think that McCormack did a good job delivering the message to the high-level management and consulting with specialists like Rocha.