Bias Decisions made at Deepwater Horizon
To understand the decision-making biases that occurred with BP and Transocean one must begin to understand the magnitude of control BP had over the Transocean rig. Petroleum (BP), is a British multinational oil and gas company headquartered in London, England. It is a multi-billion company providing over 16,000 jobs in the United States. BP offers exploration for natural gas (BP, n.d.). The United States provides for nearly one-third of BP’s worldwide business interests. Transocean, the world's largest offshore drilling contractors, based out of Vernier, Switzerland. They specialise in jack-up rigs (Transocean, n.d.). Transocean is known for quality and precision of superior engineering floating platforms. …show more content…
The pressure was building up thousands of feet below the Deepwater Horizon platform but above the surface of the rig causing for the garbage can decisions to take place creating the world’s most …show more content…
BP disagreed and discredited every theoretical explanation Transocean had. BP began to be a bully with Transocean. The bully at school that tells everyone what to do. There were huge gauge discrepancies regarding the pressure reading of the well. BP’s theory was the bladder effect. The bladder effect caused by gas trapped inside the well-releasing gas pressure gradually over a period. This effect produced different readings as the gas released into the well-caused variation in gauge readings. However Transocean was not satisfied with the method because it had too many inconsistencies throughout the entire reading. Transocean’s argument if gases trapped inside the drill well were released these gases would evidently leave the well providing for less pressure reading along with no significant pressure increase each time a test concluded. This was Transocean's logical explanation. They relied on their instinct as well as their intuition because of their years of expertise in floating drilling rigs. In the end, there was the bladder effect, mud theory, and no logical explanation to why the reading was different every time a pressure test was administered thus forming the trashcan decision-making process. Often correct decisions get thrown in with wrong decisions because of so many ideas, theories and solutions offered that ultimately overshadow the real issue of solving the
To understand the decision-making biases that occurred with BP and Transocean one must begin to understand the magnitude of control BP had over the Transocean rig. Petroleum (BP), is a British multinational oil and gas company headquartered in London, England. It is a multi-billion company providing over 16,000 jobs in the United States. BP offers exploration for natural gas (BP, n.d.). The United States provides for nearly one-third of BP’s worldwide business interests. Transocean, the world's largest offshore drilling contractors, based out of Vernier, Switzerland. They specialise in jack-up rigs (Transocean, n.d.). Transocean is known for quality and precision of superior engineering floating platforms. …show more content…
The pressure was building up thousands of feet below the Deepwater Horizon platform but above the surface of the rig causing for the garbage can decisions to take place creating the world’s most …show more content…
BP disagreed and discredited every theoretical explanation Transocean had. BP began to be a bully with Transocean. The bully at school that tells everyone what to do. There were huge gauge discrepancies regarding the pressure reading of the well. BP’s theory was the bladder effect. The bladder effect caused by gas trapped inside the well-releasing gas pressure gradually over a period. This effect produced different readings as the gas released into the well-caused variation in gauge readings. However Transocean was not satisfied with the method because it had too many inconsistencies throughout the entire reading. Transocean’s argument if gases trapped inside the drill well were released these gases would evidently leave the well providing for less pressure reading along with no significant pressure increase each time a test concluded. This was Transocean's logical explanation. They relied on their instinct as well as their intuition because of their years of expertise in floating drilling rigs. In the end, there was the bladder effect, mud theory, and no logical explanation to why the reading was different every time a pressure test was administered thus forming the trashcan decision-making process. Often correct decisions get thrown in with wrong decisions because of so many ideas, theories and solutions offered that ultimately overshadow the real issue of solving the