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Discussion Questions: CASE APPLICATION-NASA

MID-TERM EXAMINATION

Prepared For USSH – Dr. Lam Nguyen

DUL037, Spring 2023

NGUYỄN THỊ THỦY NGUYÊN, Student ID: 2256181040.

The University of Social Sciences and Humanities, VNUHCM

Date: 12/05/2023

Discussion Questions
1. In doing what the agency is in business to do, do you think NASA managers deal
more with structured or unstructured problems ? Explain.

A structured decision is one that is made quite often, and one in which the decision is
based directly on the inputs. On the other hand, an unstructured decision or non
programmed decision involves a lot of unknowns. They are generally based on criteria
that are not well-defined, and information is more likely to be ambiguous or incomplete.
(Shauna & James, n.d.) In my opinion, NASA is dealing more with the unstructured
problem. Here are some of my explanations.
Firstly, While NASA is primarily focused on space exploration and related technological
advancements, the nature of this work often involves complex and unpredictable
scenarios that require creative problem-solving and decision-making. For example, when
developing a new spacecraft or conducting a mission to a planet, NASA managers may
encounter unforeseen technical issues, unexpected obstacles in the environment, or other

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unforeseen challenges. These situations require a flexible, adaptive approach to problem-

solving that can accommodate uncertainty and change.
Secondly, NASA has established procedures and protocols for managing many aspects of
space exploration, there are always new and unforeseen challenges that arise, requiring
creative solutions and decisions to be made in the face of uncertainty. For example, the
decision of whether to launch a spacecraft in certain weather conditions, as seen in the
case of the Challenger disaster, can be considered an unstructured problem that requires
careful consideration and evaluation of risks and benefits.

2. Would NASA’s decision-making conditions be considered certainty, risk, or

uncertainty ? Explain.

NASA's decision-making conditions will be considered risky. Since in all the examples
given, there is a known risk, which was warned of a risk (the Challenge launch event) but
was dismissed by NASA. This means that NASA is aware of the potential risks
associated with their decisions but chooses to move forward with them. This also shows
the extent to which decisions are uncertain and unpredictable. Therefore, NASA's
decision-making process involves assessing and controlling risks to achieve their goals
while minimizing negative outcomes. The tragic events of the Challenger and Columbia
disasters serve as a reminder that even a successful organization like NASA can make
mistakes and encounter unintended outcomes in its decision-making process.

3. What evidences of groupthink and escalation of commitment do you see in the

preceding story ? How could these decision-making problems have been prepared ?
What could other organizations learn from NASA’s decision-making mistakes ?

* Evidences of groupthink:
During the Challenger launch event, engineers issued repeated warnings about launching
in cold weather, but management ignored those warnings and approved the launch into

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space. As with Space Shuttle Columbia, during each launch, engineers warn of risks, but
NASA managers seem to ignore them and ignore them. These are two examples of
groupthink in which individuals tend to follow group decisions without evaluating them
critically. Their results all lead to consequences with extremely serious damages.

* Escalation of commitment:
This was evident because despite the warnings of engineers, the management went ahead
with their decision to launch the space shuttle.

* Preparation of these decision-making process

The decision-making process consists of 8 steps: Defying the problem, Identifying the
decision criteria, Allocate weights to the criteria, Developing alternatives, Evaluating the
alternative, Selecting the alternative, Implementation of the alternative, Evaluating the
decision and effectiveness.The options here are alternatives. Despite the question of
launching two spacecraft, NASA did not take precautions about the risks posed by
possible factors. For example, engineers mentioned the risks of the weather, the
equipment inside the spacecraft, but the managers at NASA didn't seem to care and they
just made the point to launch the spacecraft into the air. Obviously, the problem is with
two events. The consequence of not making effective decisions is the loss of life and
property, the distrust of some politicians or, scientific research, which makes NASA
gradually lose its safety guarantees.

* Learning from NASA’s decision-making mistakes:

- Listen and act on employee and contractor concerns: In the event of a Challenger
disaster, Morton Thiokol engineers raised concerns about launch safety in frigid
conditions. However, their concerns were ignored and the launch continued, causing
serious damage. Organizations should take the concerns of employees and contractors
seriously and ensure that their voices are heard and acted upon.

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- Fully consider all risks and involve senior management if risks could have a serious
impact. This ensures that decisions are not made hastily or based on incomplete
information.
- Strong, insightful and decisive leadership is required to manage team dynamics in
decision-making.
- Balancing cost, schedule, and safety: NASA investigators found that the organization
had conflicting goals on costs and schedules that led to lost safety. Organizations need to
find a balance between these goals and ensure that safety is not compromised in pursuit
of those two goals.
- Learn from past mistakes: NASA investigators found that the organization didn't learn
enough from the Challenger disaster, which led to the Columbia disaster. Organizations
need to ensure that they learn from past mistakes and take steps to prevent them from
recurring.
- Transparency and effective communication: NASA decision-makers failed to
communicate concerns from contractors in the chain of command, leading to the
Challenger disaster. Organizations need to ensure that communication channels are open
and all relevant information is communicated effectively.

4. How could NASA managers best utilize the decision-making process as they shape
its post-shuttle future ?

NASA managers should exercise caution while making decisions about the future after
the space shuttle. They should not underestimate the risks involved, overestimating the
capabilities of their equipment, personnel or conditions. This is because when decision
makers are overconfident in their abilities and resources, they may overlook potential
problems or not adequately prepare for them. This can lead to serious consequences, as
evidenced by the two examples above. Therefore, it is important for NASA managers to
carefully consider all factors and potential outcomes before making any decisions
regarding the future of their organization.

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5. How might international cooperative space efforts and outsourcing certain tasks
to private contractors affect the decision making doen at NASA ?

- Firstly, certain tasks should be delegated to private contractors with expertise in specific
areas, which can lead to more accurate and efficient decision-making.
- Second, outsourcing can free up resources within NASA, allowing them to focus on
their core competencies while also being able to help reduce costs and increase
efficiency. Private companies can perform some tasks more efficiently, having access to
technologies and resources that NASA does not have. This could allow NASA to focus
on its critical missions, leading to more positive outcomes.
- Third, international collaboration can bring new perspectives and expertise, which can
help NASA make more innovative decisions. This can lead to a better collaborative
decision-making process that focuses on pooling resources and expertise to achieve
common goals.
However, it is important for NASA to maintain tight oversight and control over
outsourced missions to ensure they align with the agency's goals and values. The
Challenger disaster is an example of the importance of effective monitoring and
communication between NASA and its contractors to prevent catastrophic consequences.
Overall, the decision to engage in international partnerships and outsource to private
contractors will need to be carefully weighed against the potential benefits and risks, with
a focus on ensuring that NASA's core mission of advancing space exploration is not
compromised.

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REFERENCES
Cooperative Management Series: Effective Decision Making in the Board Room |
Oklahoma State University. (n.d.). Retrieved May 12, 2023, from
https://extension.okstate.edu/fact-sheets/cooperative-management-series-effective-
decision-making-in-the-board-room.html
De Groot, K., & Thurik, R. (2018). Disentangling Risk and Uncertainty: When Risk-
Taking Measures Are Not About Risk. Frontiers in Psychology, 9.
https://doi.org/10.3389/FPSYG.2018.02194)
Decision-making process | UMass Dartmouth. (n.d.). Retrieved May 12, 2023, from
https://www.umassd.edu/fycm/decision-making/process/
Making decisions under uncertainty and risk - Practical Risk Training. (n.d.). Retrieved
May 12, 2023, from https://practicalrisktraining.com/making-decisions-under-
uncertainty-and-risk
Shauna, R., & James, F. (n.d.). 12.4. Decision Types – Information Systems for Business
and Beyond. Retrieved May 12, 2023, from
https://ecampusontario.pressbooks.pub/informationsystemscdn/chapter/12-4-
decision-types/
The Challenger Disaster: Lessons in Decision-Making. (n.d.). Retrieved May 12, 2023,
from https://www.linkedin.com/pulse/challenger-disaster-lessons-decision-making-
roy-holley