Flying Blind PDF

Peter Robison

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 Flying Blind
Unveiling Boeing's Corporate Culture of
Cost-Cutting and Catastrophe
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About the book
"Flying Blind" by Peter Robison offers a gripping examination
of the corporate dysfunction that led to one of the most
devastating tragedies in modern aviation. Once a pillar of
American industry, Boeing, a century-old giant, found itself at
the center of a crisis following the catastrophic crashes of its
737 MAX 8 in 2018 and 2019. This incisive account uncovers
a culture plagued by ruthless cost-cutting, toxic management
practices, and a relentless pursuit of market dominance over
safety. Through insights from aviation insiders and exclusive
interviews with current and former Boeing employees,
Robison reveals how the company's fixation on competing
with Airbus compromised testing standards, outsourced
critical software, and pushed regulators to approve planes
without adequately preparing pilots. "Flying Blind" serves as a
cautionary tale, illustrating the perilous consequences when
profit trumps people, leading to the loss of 350 lives and
shaking the foundations of the aviation industry.

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About the author
Peter Robison is an accomplished journalist and author, known
for his incisive explorations of complex subjects within the
realms of business and technology. With a background that
includes notable work with prestigious publications such as
Bloomberg Businessweek and The New York Times,
Robison's writing is characterized by its clarity and depth,
capturing the intricacies of modern industry with a keen eye
for detail. His book "Flying Blind" delves into the intricate and
often tumultuous world of Boeing, examining the company's
rise, challenges, and the broader implications of its decisions
on both the aviation industry and global economy. Through his
engaging narrative style and thorough research, Robison not
only informs but also provokes thoughtful reflection on the
fragility of corporate success and the human stories
intertwined within it.

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Summary Content List
Chapter 1 : 1: The Incredibles

Chapter 2 : 2: Mea Culpa

Chapter 3 : 3: “Jack Welch, Look Out”

Chapter 4 : 4: Hunter Killer Assassins

Chapter 5 : 5: “Everybody Thinks They’re Different”

Chapter 6 : 6: The Corporate Playbook

Chapter 7 : 7: The Forrest Gumps

Chapter 8 : 8: The Countdown Clock

Chapter 9 : 9: Human Factors

Chapter 10 : 10: Crash

Chapter 11 : 11: “The Death Jet”

Chapter 12 : 12: Blood Money

Chapter 13 : 13: “Go Back to the Farm!”

Chapter 14 : 14: “The Guy Most Like Jack”

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 Chapter 1 Summary : 1: The Incredibles

Chapter Summary

1. The Incredibles Boeing's extensive operations, including Boeing Field and a museum, were pivotal during WWII with
bomber manufacturing and later in the jet age, driven by engineer George Schairer's discoveries of
German jet-wing designs.

2. Leadership and William Allen, facing competition from Douglas Aircraft, initially focused on military contracts while
Competition struggling with the uncertainties of commercial aviation and the rising demand for airline services.

3. The Birth of the Boeing heavily invested in the 707, designing it for larger capacity and safety, which after rigorous
Jet Age testing gained significant orders despite initial safety concerns.

4. Engineering Engineering rigor for the 707 led to critical design changes ensuring safety and establishing Boeing as a
Excellence and leader in the commercial jet industry.
Challenges

5. Expansion and In the 1960s, Boeing rapidly expanded, introducing the 737, which became a bestseller due to innovative
Success Amid designs focusing on reliability and cost efficiency amidst competition and economic challenges.
Conflicts

6. Setbacks and Despite early sales challenges for the 737, Boeing demonstrated resilience, leading to a significant
Resilience turnaround and success in aviation history.

1. The Incredibles

Boeing is likened to a city with its extensive operations south

of Seattle, comprising Boeing Field, a renowned museum, an

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aviation-focused high school, and massive engineering
buildings. The company played a crucial role during WWII
by manufacturing bombers and later dominated the jet age,
particularly in international travel. A pivotal moment
occurred post-war when engineer George Schairer uncovered
German advancements in jet-wing designs, leading Boeing to
secure contracts for innovative bombers.

2. Leadership and Competition

William Allen, Boeing's president, faced fierce competition

from Douglas Aircraft, which led the commercial airline
industry with propeller-driven planes. Boeing's early focus
on military contracts contrasted with the challenges of
commercial aviation, which lacked guaranteed sales. Allen’s
hesitance regarding risks in passenger travel was
counterbalanced by the burgeoning demand for airline
services.

3. The Birth of the Jet Age

Boeing invested heavily in developing the 707, aiming to

surpass competitors like De Havilland’s Comet. Aiming for a
larger capacity, Boeing's design included innovative safety

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features influenced by earlier experiences. The 707, after
rigorous testing, began capturing significant orders from
major airlines, despite initial skepticism surrounding the jet’s
safety.

4. Engineering Excellence and Challenges

The focus on engineering excellence was showcased through

rigorous testing procedures for the 707. Johnston's
assessments led to substantial design changes that ensured
the aircraft's safety, ultimately establishing Boeing's
reputation as a leader in the commercial jet market.

5. Expansion and Success Amid Conflicts

During the surge of commercial air travel in the 1960s,

Boeing expanded its workforce and operations rapidly. The
introduction of the 737 followed a period of competition with
Douglas Aircraft. Sutter's innovative design decisions helped
the 737 become a bestseller, favoring reliability and lower
costs over extravagant features, which appealed to airlines
during economically challenging times.

6. Setbacks and Resilience

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The 737 initially faced challenges in sales due to the
competitive environment and economic downturns.
However, the aircraft overcame early struggles to achieve
remarkable success, becoming a symbol of Boeing’s
resilience in the face of adversity, leading to one of aviation
history’s most impressive comebacks.

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Critical Thinking
Key Point:Boeing's transformation amid industry
challenges illustrates the complexities of innovation
and competition.
Critical Interpretation:The chapter emphasizes Boeing's
ability to adapt and innovate, particularly highlighted by
their development of the 707 and 737 in response to
market demands. However, while the author portrays
this journey as a triumph of engineering excellence and
managerial vision, readers should question whether this
narrative fully captures the broader economic and
competitive landscape. The reliance on high-stakes
military contracts in earlier years may suggest a certain
dependency that hindered Boeing's agility in the
commercial sector initially. Critics might argue that
attributing Boeing's eventual success solely to
innovative design overlooks systemic issues such as
corporate culture, worker morale, and the influence of
external economic factors. Supporting texts such as
'Team of Rivals' by Doris Kearns Goodwin delve into
how organizational dynamics shape results, prompting
readers to consider a more nuanced understanding of
success narratives.

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Chapter 2 Summary : 2: Mea Culpa

Chapter 2 Summary: Mea Culpa

Introduction to the Crash of the DC-10

The chapter opens with the harrowing details of the first

crash of the McDonnell Douglas DC-10 in March 1974 at
Paris Orly Airport, which resulted in the loss of 346 lives.
This crash prompted widespread media attention and
investigations into the design flaws that contributed to the
disaster.

Design Lapses and Accountability

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It was revealed that the cargo door design, which opened
outward to save space, was flawed. After the crash,
McDonnell Douglas officials blamed a baggage handler for
the failure to secure the door, despite prior awareness of the
vulnerabilities in the design. Earlier incidents had indicated
similar safety concerns, yet the company opted for a
temporary fix—a support plate—rather than a comprehensive
redesign.

Deterioration of Reputation

Following the crash, another incident involving a DC-10 in

Chicago in May 1979 further damaged the aircraft's
reputation. Although the cause was linked to maintenance
issues, it resulted in the grounding of the entire fleet, and
McDonnell Douglas faced mounting criticism.

Boeing's Competitive Response

Amidst these woes, Boeing seized the opportunity to

innovate. CEO Thornton Arnold Wilson led initiatives to
develop new aircraft, including the 757 and 767, which
featured advanced technology and enhancements in pilot
workload management. Boeing’s engineers worked on

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maintaining similarity between the cockpits of the 757 and
767 to facilitate easier pilot transitions.

Emerging Threat from Airbus

As Boeing invested heavily in new models, Airbus began to

make significant strides in the commercial aircraft market,
threatening Boeing’s dominance. The introduction of the
A320, with cutting-edge fly-by-wire technology, underscored
Boeing's underestimation of its competition. Despite an
initially strong reputation, Boeing faced pressure as airlines
began adopting Airbus aircraft.

Operational Shifts in Airline Industry

The deregulation of the airline industry marked significant

changes in market dynamics. Airlines needed smaller,
efficient aircraft for frequent short-haul flights, which
transformed demand. Despite initial skepticism, Boeing had
to adapt to these new market realities.

Conclusion: Boeing's Growing Challenges

While the revamped 737 models saw success, the historical

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design issues they faced became evident following crashes in
the early 1990s, exposing vulnerabilities in the aircraft's
rudder design. The chapter concludes with a recognition of
how the evolving aviation landscape and internal
compromises at Boeing illustrated the challenges facing the
company as it balanced innovation with legacy design flaws.

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Critical Thinking
Key Point:The accountability in aircraft design flaws
raises ethical dilemmas about corporate
responsibility.
Critical Interpretation:In Chapter 2 of 'Flying Blind,' the
author emphasizes how McDonnell Douglas deflected
responsibility for the DC-10 crash onto a baggage
handler, despite the company's prior awareness of
design flaws in the cargo door. This pivotal moment
sheds light on the ethical implications of corporate
culture in aviation safety—companies may prioritize
profit over safety. While Robison critiques this
behavior, it's important for readers to consider that
corporate accountability is often complex and
influenced by many factors, including regulatory
environments and industry standards, potentially
mitigating the author's perspective. Research on
corporate ethics, such as "The Ethics of Corporate
Governance" by C. Edward Fletcher, may provide a
broader context to evaluate these claims.

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Chapter 3 Summary : 3: “Jack Welch,
Look Out”

Chapter 3 Summary: "Jack Welch, Look Out"

Phil Condit's Rise at Boeing

- Phil Condit, a key figure at Boeing, transitioned from a

reputable engineer to CEO during a tumultuous time for the
company.
- He was born in Berkeley, California, and stood out
academically at prestigious institutions, culminating in a PhD
in engineering.
- Joining Boeing in 1965, he quickly gained recognition for
his problem-solving abilities and collaborative leadership
style.

Management Style and Company Culture

- Condit advocated for a culture of collective

problem-solving, shifting away from older autocratic

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management styles.
- He introduced engaging training programs for senior
managers, emphasizing teamwork and shared stories.
- Personal relationships and a history of intra-office romances
punctuated his time at Boeing, juxtaposing his professional
acumen with personal controversies.

Challenges in the Aerospace Industry

- Boeing faced competition from Airbus, which was proving

to be a real threat as internal studies noted cost advantages
over Boeing.
- Condit and his team sought inspiration from Japanese
manufacturing practices, leading to a more inclusive and
efficient workplace that reduced waste.

The 777: A Case Study in Collaboration

- The 777 jet program exemplified Condit’s approach:

teamwork with customers in design, leading to significant
advancements in the aircraft industry.
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profitability.

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Chapter 4 Summary : 4: Hunter Killer
Assassins

Chapter 4: Hunter-Killer Assassins

Introduction

Harry Stonecipher's ascent in the corporate world contrasts

sharply with Boeing's internal struggles after the merger with
McDonnell Douglas.

The Merger and Its Aftermath

- Stonecipher and his team were seasoned corporate fighters

amidst a relatively inexperienced Boeing management.
- The merger in August 1997 led to a restructuring that
placed Boeing's traditional strengths at risk.
- Michael Sears, a protégé of Stonecipher, openly
disrespected Boeing's legacy, alienating many of the original
engineers.

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Changing Corporate Culture

- A shift in communication norms was imposed, alongside

“5-15 rules” for memos.
- Stonecipher maintained a unique approach in emails,
asserting his authority and often disregarding traditional
corporate decorum.
- Stonecipher and McDonnell Douglas leaders gained
significant influence post-merger.

Financial Struggles

- Production issues and high costs led to Boeing's first

financial losses in fifty years.
- A class-action lawsuit arose due to alleged concealment of
production setbacks linked to the merger.

Internal Conflicts

- Stonecipher positioned himself as a strong leader while

publicly supporting his boss, Condit.
- Discontent among engineers surged, culminating in tension
that revealed fractures within Boeing’s workforce.

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Rise of Labor Unions

- An impending strike reflected engineer dissatisfaction,

intertwined with the perception of being undervalued.
- A groundbreaking engineering strike showcased the
discontent and mobilized workers to demand recognition and
fair compensation.

Management Strategies

- The temporary CFO Stonecipher aimed for

shareholder-friendly policies amidst rising operational
pressures.
- Deborah Hopkins's recruitment marked the prioritization of
financial metrics over engineering expertise, drawing
criticism.

Confrontations with Analysts

- During an annual retreat, union representatives articulated

their grievances to financial analysts, challenging Boeing's
corporate strategies and executive management.
- This interaction revealed a disconnect between Wall Street
expectations and the realities of corporate operations.

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Outcomes and Fallout

- The engineers' strike ended after Boeing acknowledged the

workers' demands but led to significant financial losses for
the company, costing around $750 million.
- Internal dissatisfaction and new conditions undermined
morale and loyalty, leading to further changes in
management strategy and corporate structure.

Conclusion

Despite initial success in exerting control, Stonecipher's

leadership faced ongoing resistance and an evolving
corporate landscape, challenging the cohesion and identity of
Boeing in a competitive market.

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Example
Key Point:The profound impact of leadership style
on corporate culture and employee morale.
Example:Imagine working at Boeing, where longtime
engineers find themselves sidelined by new executives
who dismiss their contributions. You navigate a
workplace where your expertise seems undervalued, and
communication has shifted from open collaboration to
rigid memos that stifle creativity. As a seasoned
engineer, you watch as a culture of distrust develops,
and the once strong legacy of your company feels
increasingly fragile under leadership that prioritizes
financial metrics over engineering excellence. You
become aware of a growing divide between the
boardroom's ambitions and the factory floor's realities,
ultimately leading you to consider aligning with labor
unions to voice your frustrations.

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Chapter 5 Summary : 5: “Everybody
Thinks They’re Different”

Chapter 5: “Everybody Thinks They’re Different”

In the aftermath of a significant strike at Boeing, CEO Condit

reflects on the lessons learned about respect and
professionalism, contrasting this with his view that the
organization had become more of a business than an
engineering community. Influenced by prominent figures in
capitalism, Condit embraces bold visions inspired by
business leaders, including scholarly insights from Harvard's
Clay Christensen regarding competitive strategies.
As Boeing faced challenges following the burst of the
Internet bubble and the terrorist attacks of September 11, the
new corporate approach shifted towards shareholder value,
which was symbolized by a push for efficiency and
cost-cutting. This motivated Condit to adopt an aggressive
growth slogan, "five in five," aimed at boosting stock prices
by exploring new markets rather than focusing solely on
traditional commercial airplane investments.
Under pressure, Boeing proceeded with ambitious

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acquisitions and experimental projects, such as satellite
technology for theaters, yet faced internal criticism for its
extravagancies, particularly concerning high-end business
jets marketed to wealthy clients.
Boeing's corporate culture began to emphasize profitable
metrics over engineering excellence, as the company
gradually distanced itself from its traditional roots as an
engineering-driven entity. Executives like Stan Sorscher and
others raised concerns about the excessive focus on
cost-cutting, warning that it could jeopardize Boeing's
long-standing success in the aerospace industry.
As Boeing navigated these turbulent times, the
decision-making process surrounding new product
development, particularly the 787 Dreamliner, was
complicated by the need to balance innovation while
adhering to stringent financial metrics. The focus on
outsourcing and shareholder gains, however, led to debates
over ethical practices within the company, culminating in
scandals involving regulatory lapses that ultimately cost
executives their jobs.
The chapter concludes with the turbulent leadership changes
at Boeing, as Condit resigns amid scandal, and the board
seeks new leadership to restore the company's innovative
spirit while grappling with the evolving pressures of the
aviation market and shareholder expectations.

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 Chapter 6 Summary : 6: The Corporate
Playbook
Section Summary

Walter James Embodied a 20th-century CEO archetype; shaped by leadership in his upbringing and early
McNerney Jr. experiences in sports and academia.

Early Career Path Joined Procter & Gamble, then McKinsey, before making a mark at GE during Jack Welch's
transformative leadership.

Jack Welch's Influence Introduced the "imperial CEO" concept; emphasized profitability and efficiency, significantly
affecting corporate policies.

Rise at GE and 3M McNerney ascended through GE's ranks and later implemented aggressive cost-cutting at 3M to
enhance profitability.

Leadership at Boeing Attempted to create a straightforward leadership style; faced challenges primarily from outsourcing
strategies with the 787 Dreamliner.

Industry Shifts and Faced labor union challenges; moved jobs to nonunion areas for cost efficiency, reflecting wider
Union Relations corporate trends.

Competition and Boeing struggled against Airbus innovations; McNerney focused on optimizing designs and client
Market Dynamics negotiations amidst market pressures.

The 737 MAX Developed the 737 MAX under market pressure, leading to criticism over innovation and safety due
Development to cost-cutting measures.

Crisis of Safety and Financial successes raised questions about Boeing's safety practices, particularly during the lead-up
Legacy to the 737 MAX crises.

Conclusion Highlights McNerney's corporate ascent during a transformative era; underscores the tension
between financial performance and corporate responsibility.

Chapter 6: The Corporate Playbook

Walter James McNerney Jr.

Walter McNerney Jr. embodied the archetype of a

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20th-century CEO with his imposing presence, leadership
traits, and family legacy. He grew up in a household where
leadership was emphasized, notably by his father, a health
care pioneer. McNerney's early experiences in sports and
academia shaped his authoritative personality, leading him to
a successful career in business.

Early Career Path

After brief jobs and educational pursuits, McNerney joined

Procter & Gamble, moving on to McKinsey before finally
landing at General Electric (GE) during a transformative
period under CEO Jack Welch. Welch's aggressive strategies
and focus on shareholder value changed the corporate
landscape, drastically minimizing the workforce while
prioritizing efficiency.

Jack Welch's Influence

Welch's tenure marked the rise of the "imperial CEO,"

emphasizing bold improvisation over stability and tradition
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which had profound implications for corporate policies in

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Chapter 7 Summary : 7: The Forrest
Gumps

Chapter 7 Summary

Overview of FAA and Boeing Relations

Richard Reed, an FAA engineer, reflects on his experiences

in the Boeing Aviation Safety Oversight Office, where he felt
the agency served Boeing’s interests instead of enforcing
regulations. The FAA's shift in power dynamics was evident
after Congress mandated a new system in 2009 that reduced
regulatory safeguards and allowed Boeing to appoint its own
deputies for overseeing safety, diluting oversight roles
historically held by the FAA.

Historical Context

The FAA’s establishment arose from a 1956 aviation disaster,

creating an agency tasked with ensuring safety while
promoting civil aviation. However, the FAA has historically

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faced challenges balancing safety mandates with commercial
interests, leading to a culture of prioritizing the needs of
manufacturers.

Changes in Organizational Culture

The culture within the FAA changed notably in the 1990s,

shifting towards a business-oriented mindset with emphasis
on efficiency and collaboration with manufacturers,
particularly evident under the leadership of Marion Blakey in
the early 2000s. Under her administration, a focus on
customer service allowed manufacturers more influence over
safety protocols and procedures, ultimately fostering a cozy
relationship between the FAA and Boeing.

Conflict in Safety Oversight

Concerns arose as FAA staff reported retaliatory actions for

raising safety alarms about Boeing's designs. Internal
investigations revealed a reluctance to enforce strict
oversight due to fears of negative repercussions, reflecting a
systemic issue within the agency regarding accountability
and safety prioritization. This contentious environment
culminated in significant incidents involving the Boeing

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Dreamliner, which experienced battery fires highlighting
failures in both design and regulatory oversight.

Legislative and Industry Response

Despite congressional scrutiny following the Dreamliner

incidents, FAA officials maintained confidence in the
existing oversight structures, with little immediate push for
reversing the trend of delegating safety responsibilities to
manufacturers. The chapter concludes with implications for
future oversight practices and the ongoing tension between
regulatory bodies and the commercial aviation industry.

Conclusion

The FAA's evolving relationship with Boeing underscores

broader themes of regulatory capture, the complexities of
bureaucratic culture, and the implications for passenger
safety in the aviation sector.

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Chapter 8 Summary : 8: The Countdown
Clock

Chapter 8: The Countdown Clock

Rick Ludtke's Journey

Long before contributing to the design of the 737 MAX

controls, Rick Ludtke's passion for aviation led him from
flying biplanes to working at Boeing as a flight test
mechanic. Eventually, he advanced to engineering roles,
earning patents for cockpit alerts and joining the Flight Deck
Design Center in 2011, a premier opportunity for airplane
enthusiasts.

Boeing's Cultural Shift

Under CEO Jim McNerney, a shift in Boeing's corporate

culture emphasized cost-cutting over a strong safety culture,
leading to an environment of fear among employees during
the 737 MAX development. This change affected labor

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relations, particularly with the Speea union, as Boeing began
shifting jobs out of Washington and reducing pensions while
profits soared.

The Development of the 737 MAX

Despite being a significant profit source for Boeing, the 737

was seen as a lesser priority, receiving fewer resources
compared to other projects. The project faced pressure from
key customer Southwest Airlines to minimize pilot training
requirements, ultimately leading to a decision to avoid
introducing simulator training for the MAX, further
complicating safety challenges.

MCAS Implementation and Issues

Early wind tunnel tests revealed a concerning tendency for

the MAX to pitch up during high-speed turns. To address this
aerodynamic problem cheaply, Boeing opted for
software—MCAS—to automatically adjust the plane's nose
position instead of more effective hardware fixes, despite
concerns from engineers about the software's reliance on
potentially faulty sensor data.

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Management Decisions and Safety Concerns

As Boeing pursued its development goals, there were

significant concerns raised about safety features and
compliance, which were often dismissed due to cost
considerations. Many engineers felt pressured to enforce
compliance with management's cost-cutting demands,
undermining safety protocols in favor of expediency.

FAA's Complicit Role

There were reports of FAA management overruling engineer

concerns regarding crucial safety modifications, which
showcased a troubling trend of management prioritizing
operational efficiency over safety compliance. This
underscored a culture of "undue influence" within Boeing,
where profit motives began to overshadow regulatory
adherence.

Conclusion: The Ticking Clock

As the development of the 737 MAX unfolded with

mounting pressure on timelines and budget, the countdown
clock symbolized both a push for rapid progress and the

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lurking safety risks that had begun to emerge in this
relentless corporate environment.

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Example
Key Point:Cultural Shift at Boeing
Example:Imagine working in a place you love, feeling
passionate about your projects, but suddenly, the thrill is
overshadowed by a constant fear of job loss. You hear
whispers of profit margins becoming more important
than safety, and that your managerial decisions are no
longer driven by engineering integrity but by financial
pressures. You feel the pressure mount as timelines
tighten, and safety discussions become hushed to keep
the line moving. It is in this environment that you start
to question your values—should you raise concerns
about potential hazards or stay silent to keep your job?
This chapter illustrates the perilous shift in Boeing’s
culture, where such internal struggles hindered the focus
on safety, ultimately leading to tragic consequences in
the 737 MAX's design.

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Chapter 9 Summary : 9: Human Factors

Human Factors

Overview of Boeing's Pilot Hierarchy

In Boeing's pilot hierarchy, Mark Forkner was not a

prominent figure among test and production pilots but was
the one to gain notoriety during the 737 MAX's development.
Test pilots, referred to as the "McChord mafia," were at the
forefront, demonstrating daring maneuvers, while Forkner's
group, focused on writing manuals, held a much lower status
in the hierarchy. Forkner, a former Air Force pilot with a
diverse background in aviation, often blended a casual
persona with a serious commitment to his work.

Internal Tensions within Boeing

Forkner's Flight Technical and Safety group faced challenges

due to Boeing's shift towards transforming customer training
into a profit-centered business, leading to dissatisfaction
among pilots. This move alienated many from traditional

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pilots who were worried about the implications for safety and
proficiency. Tensions escalated with ongoing disputes about
hiring freelance contractors, and some pilots even supported
union representation to address their concerns.

Training and Quality Concerns

Boeing's restructuring of its training programs, such as

outsourcing to contractors, raised alarms about the quality of
instruction and the preparation of pilots for flying newly
designed aircraft, including the MAX. As the industry
expanded rapidly, the training capacity struggled to keep
pace, leading airlines to rush pilots through training
processes, often sacrificing thorough proficiency assurances.

Development and Testing of the MAX

As the MAX program advanced toward its first flight,

engineers and test pilots conducted extensive simulations and
testing. However, concerns arose about the MCAS software
that was developed to enhance safety but might also have
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Chapter 10 Summary : 10: Crash

Crash Summary

Overview of the Flight

In October 2018, Lion Air pilots Bhavye Suneja and First

Officer Harvino were preparing for a flight despite health
challenges. They were flying the new Boeing 737 MAX,
which was designed to streamline operations but had
garnered a questionable safety record. Suneja was
particularly excited to return to New Delhi after the flight.

Lion Air and Boeing Background

Lion Air, founded by Rusdi Kirana in 2000, had grown

rapidly and purchased a large fleet from Boeing. However, it
had been barred from operating in the EU due to safety
concerns. Meanwhile, Boeing had pursued aggressive
production targets, leading to possible compromises in safety
practices in the face of higher earnings and stock prices.

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Training and Software Issues

Despite existing safety concerns, Boeing had ensured that no

simulator training was necessary for experienced pilots
transitioning to the MAX, leading to potential oversights in
training about the aircraft's automated software, MCAS
(Maneuvering Characteristics Augmentation System).

Quality Control Problems

Concerns were raised internally at Boeing about the rapid

production schedules, leading to compromised quality checks
and safety oversight. Employees expressed doubt about the
integrity of the aircraft produced under increased pressure to
meet market demands.

The Crash

On October 29, 2018, shortly after takeoff from Jakarta, Lion

Air flight 610 crashed into the Java Sea due to erroneous
input from a faulty angle-of-attack sensor, exacerbated by the
MCAS system pushing the plane's nose down continuously.
Passengers experienced chaotic moments as the pilots
struggled to regain control.

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Aftermath and Investigations

Immediate responses included deep dives into airlines' and

Boeing’s safety practices, and background checks into the
maintenance crew’s training and equipment quality. Families
of victims faced pressure from Lion Air and insurers to settle
claims quickly, often without understanding the full
implications of liability waivers they signed.

Regulatory and Corporate Responses

As investigations unfolded, both Boeing's response and that

of the FAA showed systemic issues within the company.
Muilenburg, then Boeing's CEO, faced growing scrutiny over
the company's safety measures and communications. The
push and pull between maintaining solid airline relations and
ensuring passenger safety became increasingly evident.

Conclusion

The crash showcased not just technical failures but a broader

corporate culture that prioritized profitability over safety,
leading to disastrous consequences. The repercussions led to

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complex legal battles and a shift in the aviation industry's
approach to safety and regulation, emphasizing the need for
stringent oversight in a post-crash world.

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Example
Key Point:Profitability Must Not Come at the
Expense of Safety
Example:Imagine you’re a pilot taking off into the vast
skies, filled with excitement, yet behind the scenes,
corporate pressure looms. The thrill of navigating a new
aircraft like the Boeing 737 MAX quickly fades when
you realize that the company prioritizes profit margins
over the essential safety protocols that should protect
you and your passengers. You know that with each
flight, lives depend on your skills and training, but what
if the tools you're provided are compromised? Your
heart races as you face hours of uncertainty, wondering
if the rush to meet production goals jeopardized not just
your life, but those of everyone on board. This
juxtaposition of ambition and caution reflects a critical
lesson learned from the tragic events of Lion Air flight
610: prioritizing safety over profits is crucial, and the
foundation of trust in aviation hinges on it.

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 Chapter 11 Summary : 11: “The Death
Jet”
Section Summary

Flight Operations and Pilot Dennis Tajer and first officer created their own flight checklist for the 737 MAX at O'Hare
Concerns Airport, showing distrust in Boeing's safety assurances.

Family Dynamics and Samya Stumo enjoyed the holidays with her family, celebrating a job offer at ThinkWell; her
Achievements family emphasized creativity and experiential learning.

Boeing's Corporate Boeing celebrated revenue milestones amid a government shutdown that delayed FAA software
Milestone and Challenges updates for the MAX, raising risk assessments after the Lion Air crash.

MCAS and Safety Boeing downplayed the severity of previous crashes and maintained confidence in pilot responses
Concerns to software errors, despite growing concerns over the MAX.

The Ethiopian Airlines Samya was aboard Ethiopian Airlines Flight 302, which crashed shortly after takeoff due to
Crash MCAS malfunction, resulting in the loss of all onboard.

Aftermath and Grieving Victims' families experienced profound grief while seeking answers; Boeing faced backlash and a
Process federal investigation over safety protocols.

Corporate Responses and Boeing's CEO Dennis Muilenburg worked to manage public relations and reframe the MAX's
Rebuilding Trust image amid growing scrutiny over safety practices.

Crisis Management Muilenburg dealt with intense questioning that exposed a disconnect between corporate
assurances and the realities faced by grieving families after the crash.

Conclusion The chapter illustrates the balance of triumphs and tragedies related to the 737 MAX,
emphasizing trust in aviation technology and safety practices.

Chapter 11: The Death Jet

Flight Operations and Concerns

In January 2019, pilot Dennis Tajer and his first officer

prepared for a flight on the 737 MAX at Chicago's O'Hare

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Airport. Tajer, a union spokesman, expressed skepticism
toward Boeing's assurances about the aircraft's safety,
leading them to create their own flight checklist and modify
their approach, indicating a lack of trust in Boeing's provided
protocols.

Family Dynamics and Achievements

Samya Stumo, a talented 24-year-old, spent the holidays with

her close-knit family, celebrating her recent job offer at
ThinkWell. Her family valued experiential learning and
creativity, positioning Samya for a promising future.

Boeing's Corporate Milestone and Challenges

Boeing celebrated significant revenue milestones in January

2019 while facing a government shutdown that delayed FAA
software updates for the MAX. The FAA assessed ongoing
risks associated with the aircraft, whose stability was
questioned following the Lion Air crash.

MCAS and Safety Concerns

Despite previous crashes raising concerns, there was little

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inclination to ground the MAX. Boeing maintained that
pilots could respond to software errors adequately, even if
they were minimal compared to existing issues. As
discussions about the Lion Air accident emerged, key
decision-makers downplayed its significance.

The Ethiopian Airlines Crash

Samya boarded Ethiopian Airlines Flight 302, which crashed

shortly after takeoff due to MCAS malfunction. The pilots,
while trying to combat the software issue, struggled to regain
control, leading to the tragic loss of all onboard, including
Samya.

Aftermath and Grieving Process

In the wake of the crash, families of the victims, including

Samya's parents, faced immense grief as they sought to
understand the tragedy. Boeing experienced severe backlash
over safety protocols, leading to a federal investigation and
an increased public scrutiny of their actions.

Corporate Responses and Rebuilding Trust

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Boeing officials, including CEO Dennis Muilenburg,
attempted to manage the public relations fallout, framing the
MAX as a safe aircraft. However, as more details emerged
about emergency protocols and software issues, the narrative
shifted to one of accountability and transparency regarding
aviation safety.

Crisis Management

Muilenburg faced intense questioning during press

conferences and shareholder meetings. The imagery of
grieving families countered corporate reassurances,
highlighting a disconnect in Boeing's crisis response strategy.
Regulatory scrutiny and evolving investigative discoveries
complicated the atmosphere further in the months following
the crash.

Conclusion

The chapter draws a parallel between the triumphs and

tragedies faced by individuals onboard the MAX and those
behind the scenes at Boeing, reflecting the overarching theme
of trust in technology and adherence to safety practices in the
aviation industry.

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Critical Thinking
Key Point:Trust in Corporate Accountability and
Transparency
Critical Interpretation:The chapter critically highlights
the erosion of trust between Boeing and its pilots, fueled
by corporate assurances of safety that conflicted with
the on-ground realities faced by operational crews.
Dennis Tajer’s skepticism and the creation of their own
checklist underscore a significant breakdown in
communication and confidence in Boeing’s protocols.
Readers are encouraged to critically evaluate whether
Boeing’s prioritization of milestones over safety
contributed to fatal outcomes, thus suggesting that
corporate narratives might often obscure systemic
issues. This interpretation invites a broader
consideration of how corporate cultures can prioritize
profit over accountability, a theme explored in works
such as 'The Uninhabitable Earth' by David
Wallace-Wells which discusses the ramifications of
corporate negligence.

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Chapter 12 Summary : 12: Blood Money

Chapter 12: Blood Money

Background of Samya Stumo

Samya Stumo was born into a politically savvy family; her

mother, Nadia Milleron, is related to renowned consumer
advocate Ralph Nader, whose activism has precipitated
essential regulatory agencies. Following Samya's tragic death
in a plane crash, Nader expressed regret over not warning her
about potential risks associated with the Boeing MAX
aircraft.

Grief and Activism

In the wake of their daughter's death, Nadia and her husband

Michael Stumo sought to honor Samya's memory by
mobilizing for change. They organized a remembrance event
at the American Museum of Tort Law, where Nader
emphasized the need for the rule of law to deter corporate
negligence in favor of safety. Nadia shared her harrowing

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experience at the crash site and criticized the FAA's
regulatory failures.

Interconnecting Grief and Advocacy

Michael Stumo, connected to various industry stakeholders,

engaged with other families affected by the crash.
Collaborative efforts to highlight regulatory issues emerged
among family members, particularly with other victims like
Paul Njoroge, who lost his entire family in the disaster. They
sought to appeal to Congress, pressing for accountability
from Boeing and a return to rigorous oversight of the FAA.

Congressional Hearings and Corporate

Accountability

Congress quickly pursued investigations into the crashes,

compelling Boeing for information and calling for
testimonies from victims' families. Michael Stumo succinctly
articulated the problems with FAA oversight, revealing a
culture of compliance within Boeing that prioritized profits
overInstall
safety. Bookey App to Unlock Full Text and
Audio
Boeing's Response and Investigations

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Chapter 13 Summary : 13: “Go Back to
the Farm!”

Chapter 13 Summary: "Go Back to the Farm!"

Nadia and Michael rented an apartment in Washington as

they prepared for the hearings related to the plane crash that
killed their loved ones. They hosted numerous family
members of victims to provide mutual support during their
grieving process. The somber reminders of loss, including a
disturbing visit to the crash site in Ethiopia revealing human
remains, underscored the emotional weight of their fight for
justice.

Victim Remains and Legal Struggles

The remains of victims were mishandled by Blake

Emergency Services as families faced the harrowing process
of identifying personal effects through a grim online catalog.
Organizations like Boeing attempted to negotiate settlements,
and lawyers for families expressed frustration over perceived
manipulation, arguing that Boeing sought to limit liability

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through compassionless tactics.

Senate Hearings and Public Outcry

During a highly-publicized Senate hearing, Boeing's CEO

Dennis Muilenburg faced intense scrutiny from lawmakers
who questioned the company's practices and transparency
regarding the crash investigations. The families, emotional
and angered, stood as powerful witnesses against Boeing,
prompting lawmakers like Senator Blumenthal and Senator
Duckworth to express outrage at Boeing's neglectful
behavior.

Muilenburg's Testimony and Resignation

Muilenburg's demeanor shifted from defensive to apologetic

as he encountered relentless questioning. Despite his
attempts to manage the narrative, public sentiment grew
increasingly negative. Ultimately, Muilenburg's position
became untenable as he missed critical deadlines, leading to
his dismissal from position, along with being succeeded by
David Calhoun, who had been part of the management
responsible for the troubled MAX aircraft's development.
This chapter highlights the intersection of corporate

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accountability and personal tragedy, illustrating the struggles
of grieving families against a backdrop of corporate
negligence and public relations crises.

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Chapter 14 Summary : 14: “The Guy
Most Like Jack”

Chapter 14: The Guy Most Like Jack

Overview

In late 2019, Peter Morton, an 83-year-old Boeing guardian,

presented at a Seattle retirement home, discussing aviation
history and technology. However, underlying issues plagued
Boeing's culture and communication, particularly post the
McDonnell Douglas merger. Morton highlighted a
“dysfunctional silo mentality” and issues with the design of
the 737 MAX, which was under investigation.

Crisis Escalation

As Boeing faced increased scrutiny, they had to deal with the

fallout from the MAX crashes and the onset of the
COVID-19 pandemic. With airlines suffering financially,
Boeing’s operations faced unprecedented challenges. The

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company was forced to consider significant layoffs and
production shutdowns.

Corporate Leadership and Decisions

Dave Calhoun took over as Boeing's CEO amid the crisis.

His leadership style, compared to the likes of Jack Welch,
focused on competitiveness, but many internal relationships
suffered. While Calhoun aimed to control the narrative and
manage public relations, his defense of previous leadership
drew criticism. Important decisions were made regarding
Boeing’s restructuring and addressing internal
communications.

Family Relations

Boeing faced backlash from families of crash victims while

attempting to organize a memorial for the Ethiopian Airlines
disaster. Their efforts appeared more corporate than
empathetic, leading to tension and dissatisfaction among
grieving families.

Pandemic Impact

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As the pandemic worsened, Boeing stock plummeted, and
the company prepared for significant operational changes.
Despite the bleak prospect, Calhoun attempted to pivot the
company's image towards one of necessity in national
interests while cutting jobs and consolidating operations.

Response to Regulatory Environment

In response to the crises, lawmakers proposed FAA reforms.

However, criticisms emerged that they did not adequately
address structural issues within the agency. Meanwhile,
Boeing's internal processes around safety and pilot
engagement faced scrutiny.

Long-term Consequences

Boeing’s financial struggles led to substantial losses in 2020

and significant restructuring efforts. The narrative of Boeing
transitioned from an innovative leader to a company in
survival mode amidst extensive layoffs and facility sales.
Calhoun's reign ultimately reflected a return to aggressive
management strategies reminiscent of a different era.

Conclusion

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The chapter emphasizes the complex interplay between
corporate ambition, regulatory oversight, and the human cost
involved in aviation management. As Boeing navigated
through crises, both societal and internal dynamics shaped its
trajectory, highlighting the challenges of leadership in
tumultuous times.

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Best Quotes from Flying Blind by Peter
Robison with Page Numbers
View on Bookey Website and Generate Beautiful Quote Images

Chapter 1 | Quotes From Pages 32-62

1.There isn’t much to that machine. I think we could
build a better one.
2.When something goes wrong with an airplane, what should
an engineer do? Send out public relations? The lawyers? Or
the engineers?
3.The one built-in marginal characteristic of the 707 would
be corrected; the future of the airplane was assured.
4.It takes intuition, judgment, and ultimately, an iron gut.
5.We hire engineers and other people; it was an age when
physical products, not software, defined economic success
and national prestige.
Chapter 2 | Quotes From Pages 63-81
1.The press, too,” she wrote, “had made the
sprawling Long Beach plant that bustled with
short-sleeved engineers seem a sinister fortress.

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2.In a single stroke, Boeing had swiftly curtailed a drawn-out
legal fight—and ended any doubts about the company’s
integrity.
3.If we don’t have a place in high technology in Europe, we
should be slaves to the Americans and our children will be
slaves. We have to sell…we must fight and fight.
4.You then have to live with the consequences for the next
fifty.
5.The more you learn about our DC-10, the more you know
how great it really is.
Chapter 3 | Quotes From Pages 82-115
1.No one of us is smarter than all of us," Condit
would tell people.
2.Working Together" became the organizing principle of the
project.
3.Engines turn, or passengers swim," as the calculus went.
4.The culture of the 777 program was very, very intentional,"
said Morton, Boeing's Pug Henry.
5.McDonnell Douglas has bought Boeing with Boeing's

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money," T. Wilson said ruefully.

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Chapter 4 | Quotes From Pages 116-146
1.What you had at Boeing at the time of the merger
was a very collegial, bloated, flaccid management
structure,” a thirty-year veteran later recalled in a
University of Puget Sound oral history.
2.They should apologize,” he told the group, for falling
behind in their commitments and therefore causing the
entire company to miss its financial goals.
3.You know, when you do that, people think you’re
shouting,” Morton gently told him at one point.
4.We fought like hell, but when push came to shove, we all
came together.
5.If you’re Dennis Rodman—the team’s disruptive,
narcissistic power forward—it will be tolerated as long as
you get results.
6.The only threat to Boeing came from within—the failure to
execute, he told them.
7.They caused it, and they didn’t know how to fix it, and all
my buddies were at burn barrels in the winter.

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8.People Matter.
Chapter 5 | Quotes From Pages 147-181
1.One day, I hope we can all look back on this as a
turning point.
2.Everybody thinks they’re different. Nobody is different.
This works for everybody.
3.The only constant was that investing in modern
airplanes—‘to let no new improvement in flying and flying
equipment pass us by,’ the company motto enshrined by
Bill Boeing—eventually paid off.
4.How do you avoid getting deeply engaged in the
day-to-day activity, and ignoring those strategic things?
5.If they’re no longer honoring that as their central mission,
then over time, they’ll just become another company.
Chapter 6 | Quotes From Pages 182-219
1.A sizable unmet need for health service is a
disgrace and cannot be tolerated in an affluent
society.
2.Whatever you do, manage it well.

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3.Strategy was not a lengthy action plan. It was the evolution
of a central idea through constantly changing
circumstances.
4.Failure to deliver on commitments is, in the end,
unacceptable.
5.With development costs and risks far below an all-new
airplane, the 737 MAX will provide customers the
capabilities they want, at a price they are willing to pay, on
a shorter, more certain timeline.

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Chapter 7 | Quotes From Pages 220-249
1.The implicit message was clear: the FAA’s primary
responsibility was to hasten the production and
sale of American airplanes, not to burden plane
makers with red tape.
2.The first mugging is the crash. The second mugging is
discovering that their loved ones didn’t have to die.
3.It was almost as soon as it was raised. It was the kind of
sloppy mistake Boeing would make again, to much more
disastrous effect.
4.I want to bring to the FAA such a spirit of readjustment, for
the willingness to correct, to recalibrate, is the real secret of
aviation.
5.The ultimate responsible party for safety is the government,
and this new FAA policy essentially is trying to transfer
that responsibility.
Chapter 8 | Quotes From Pages 250-281
1.How much blood do you want on the seat covers?
2.People have to die before Boeing will change things.

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3.We’re going to make this the simplest re-engine possible.
4.We’ve made choices there to go to more affordable areas
within the business to again drive productivity and
profitability.
5.The heart will still be beating, the employees will still be
cowering.
6.More performance, lower cost. More range, less fuel burn.
But also: more work, fewer people. And ultimately: more
risk, catastrophic return.
7.It was easier for the program leaders to drive their wishes
into the design teams. They just didn’t have people that
understood that you need to say, ‘no’.
Chapter 9 | Quotes From Pages 282-309
1.I just like airplanes, football, chicks, and vodka,
not in that order," Forkner wrote in one email.
2.We felt like shortcuts were being taken, and that the quality
of training was being sacrificed," said Charlie Clayton, a
former Boeing trainer.
3.You never got the impression that this is the manufacturer,

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 as good as it gets," the former airline pilot said. "It was a
mess.
4.It was all about the bottom line and the feeling that you
were just a cog in that, and that people didn’t matter,"
Darcy-Henneman said.
5.I’m like, WHAT?" Forkner wrote in frustration about the
MAX's performance.
6.Things are calming down a bit for my airplane cert, at least
for now," Forkner wrote.
7.More weight had been heaped onto the back of the 737
MAX—and the people charged with its creation and
sale—than it could bear. Something was bound to break.

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Chapter 10 | Quotes From Pages 310-365
1.‘only stupid people’ start airlines. ‘If I had
money,’ he said, ‘I would buy plantations or do
mining or property or restaurants.’
2.‘I still haven’t been forgiven by God for the covering up I
did last year,’ the employee said in an instant message.
3.‘Would you put your family on a MAX simulator trained
aircraft? I wouldn’t.’ ‘No,’ came the reply.
4.‘It’s systemic. It’s culture,’...‘We haven’t even fully
checked the requirements Tru is supposed to be meeting.’
5.‘Sometimes, you have to let things fail big so that everyone
can identify a problem.’
6.‘From everyone who has been given much, much will be
demanded; and from the one who has been entrusted with
so much, much more will be asked.’
7.‘The bottom line here is the 737 MAX is safe. Safety is a
core value for us at Boeing.’
Chapter 11 | Quotes From Pages 366-400
1.Is the MAX safe? And was MCAS involved?

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2.We’re focused on sustained, long-term growth.
3.We need to make a strong statement on the first, and be
clear that there are no supporting facts on the second.
4.How can I even live on? My family is my life.
5.Let the healing begin. Let’s get up. Let’s start throwing
punches.
6.Our hearts are heavy.
7.We own it.
8.Every day brings news of another error or omission from
Boeing.
9.The 737 MAX is a safe airplane... designed, built, and
supported by our skilled employees who approach their
work with the utmost integrity.
Chapter 12 | Quotes From Pages 401-424
1.The rule of law must be invoked to ensure justice
for the deceased and the next of kin and explicitly
signal strong deterrence to those who would be
tempted to place material profits and short-term
gains over the supremacy of life and safety,”

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 Nader said.
2.That could go through the FAA and not be caught? That’s
crazy. That means that the FAA does not have the systems,
the expertise, the oversight, to actually keep us safe.
3.I’ve never seen a more joyful person in my life,” said Joan
Claybrook, recalling a moment with Samya.
4.Good people should have good lives,” he remembers
thinking.
5.It’s just shows that this company was not putting money
into the airplane and into flying, it was putting the money
into profit.
6.We knew that the eventual solution would be to have the
modification and based on our risk assessment, we felt that
this, that we have sufficient time to be able to do the
modification.
7.We should return the FAA to the system of oversight that
had existed before the manufacturers co-opted it,” Paul
Njoroge told Congress.
8.They’re not used to dealing with the very people they’re

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supposed to protect,” Stumo said.

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Chapter 13 | Quotes From Pages 425-444
1.To me, it looked like this very cleverly orchestrated
dance, where lawyers were out there going after
these last remaining families to clean up liability
for Boeing.
2.They were in flying coffins as a result of Boeing deciding
that it was going to conceal MCAS from the pilots.
3.You are the CEO of the largest aircraft manufacturer in the
world; you’re earning a heck of a lot of money.
4.Turn and look at people when you say you’re sorry.
5.Go back to the farm, go back to Iowa.
Chapter 14 | Quotes From Pages 445-472
1.It was part of a road show Morton had worked up
with a student at the high school across from
Boeing Field, a new private pilot himself, who
hoped to become a third-generation Boeing
employee.
2.He never heard back.
3.It would have been a bad joke at a retirement party, said

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 Frank McCormick, an engineer on the 'Camelot' plane, the
777.
4.The airplane was designed by 'functional fathers' like
Sutter.
5.We can’t lose Boeing,” President Trump said.
6.I see a couple of people who wrote horrible emails.
7.Absolutely. I just look at governance in general as—it just
slows down everything about a company’s performance.
8.For five years of operating in a purely private environment
before we went in the IPO, I got to do everything I ever
wanted to do as fast and as hard as I ever wanted to do it.
9.We’ll never have another opportunity to evaluate like we
do now, both near-term and medium-term.
10.It felt like the D.C. shuffle.

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Flying Blind Questions
View on Bookey Website

Chapter 1 | 1: The Incredibles| Q&A

1.Question
What was the initial reaction of Boeing engineers to the
proposal for safety design changes after the crash of a
707?
Answer:The initial tone in the room was
unenthusiastic and icy. Engineers were reluctant to
accept the costly overhaul proposed by test pilot
Alvin “Tex” Johnston. However, one of the
engineers, Ed Wells, responded positively, saying
simply, “We will fix it,” displaying a typical Boeing
approach of prioritizing safety and accountability
over financial concerns.

2.Question
How did the Boeing 747 become a significant aircraft in
aviation history?
Answer:The Boeing 747 was a groundbreaking design that

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was three times bigger than any previous commercial
aircraft, featuring a distinctive twin-aisle configuration and a
unique second deck. Its substantial range of almost eight
thousand miles allowed it to serve transatlantic flights,
making air travel accessible to the masses—transforming the
airline industry and notably contributing to global
connectivity.

3.Question
What does the story of Boeing's early days reflect about
the entrepreneurial spirit in aviation?
Answer:The story highlights a bold entrepreneurial spirit,
characterized by remarkable risks and innovations. Boeing's
willingness to bet on ambitious projects like the 707 and 747
during uncertain times illustrates how visionary leadership
and risk-taking can lead to transformative change in an
industry. It underscores the importance of perseverance and
bold decision-making in achieving groundbreaking
successes.

4.Question

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How did the competition from Douglas Aircraft impact
Boeing’s strategy in the 1960s?
Answer:The fierce competition from Douglas, particularly
with the introduction of the DC-8 and DC-9 models that
quickly gained popularity, prompted Boeing to accelerate its
own development of new models. This pressure led to the
birth of the 737 as a response to the changing market,
showing how competition can drive innovation and
diversification in product lines.

5.Question
What significant cultural and operational shifts occurred
at Boeing during the development of the 737?
Answer:Boeing transformed from a traditional, bureaucratic
structure to a more dynamic and innovative culture.
Engineers and staff adopted a hands-on, experimental
approach, promoting teamwork and fostering a collaborative
environment. The inclusive atmosphere allowed for ideas to
flourish rapidly, resulting in faster problem-solving and
product development.

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6.Question
What lesson can be learned from Tex Johnston's barrel
roll demonstration over a crowd?
Answer:Tex Johnston's bold barrel roll served as a reminder
of the importance of showcasing confidence and innovation
in technology while also effectively marketing an aviation
product. It illustrates how a captivating demonstration can
generate excitement and trust among potential customers,
emphasizing that sometimes taking risks can lead to
significant rewards in business.

7.Question
What were the financial implications for Boeing when
investing in new aircraft during the competitive era of the
jet age?
Answer:Boeing's financial implications were profound.
While substantial investments were necessary for developing
cutting-edge aircraft, these investments carried risks that
could lead to potential bankruptcy. However, successfully
launching popular models like the 707 and 747 ultimately
cemented Boeing's place as a leader in the aerospace

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industry, demonstrating the necessity of balancing risk with
opportunity.

8.Question
How did Boeing's approach to engineering and testing
influence its reputation in the aviation industry?
Answer:Boeing's rigorous approach to engineering and
testing, prioritizing safety and performance, helped build its
reputation as a reliable and innovative manufacturer. The
company's commitment to thorough testing and safety
improvements increased customer confidence, allowing it to
grow its market share and establish itself as a standard-bearer
in the industry.
Chapter 2 | 2: Mea Culpa| Q&A
1.Question
What can we learn from the DC-10 crash regarding
corporate responsibility and transparency?
Answer:The DC-10 crash highlights the importance
of corporate accountability in the face of design
flaws. McDonnell Douglas’s initial blame on a

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baggage handler, despite prior knowledge of a
potential design failure, showcases a tendency to
evade responsibility. Conversely, Boeing's mea culpa
after a subsequent crash emphasizes transparency
and integrity, significantly influencing public
perception and trust.

2.Question
How did the design choices for the DC-10 contribute to its
catastrophic failure?
Answer:The DC-10's cargo door design, which opened
outward to save space, was inherently flawed and vulnerable
to failure. This design choice, made to keep up with
competition, ultimately led to the loss of the cargo door
mid-flight, resulting in a tragic crash. Awareness of previous
issues should have prompted immediate remediation rather
than temporary fixes.

3.Question
In what ways did the aviation industry dynamics change
after the crashes of the 1970s?

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Answer:The crashes catalyzed a shift in safety protocols and
regulatory oversight within the aviation industry. The
demand for innovation in design and safety measures
intensified, leading to technological advancements like the
fly-by-wire system in Airbus planes, and spurred competition
among leading manufacturers.

4.Question
Why is Boeing's response to the Japanese 747 crash
significant for the company's reputation?
Answer:Boeing's swift acknowledgment of its error in the
Japanese 747 crash marked a turning point in corporate
culture, reflecting a commitment to safety and responsibility.
This transparency helped regain public trust and highlighted
a stark contrast to their competitors’ approaches, reinforcing
Boeing’s image as a reputable company in the aviation
sector.

5.Question
How did Boeing's understanding of market needs shift
after the deregulation of the airline industry?

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Answer:Post-deregulation, Boeing recognized the airline
industry's need for smaller, more fuel-efficient planes
capable of frequent short flights. This led to the development
of new aircraft models that better suited market demands,
further emphasizing the importance of adaptability in a
competitive environment.

6.Question
What was the implication of Airbus entering the market
with the A320 in terms of competition?
Answer:Airbus's introduction of the A320 with advanced
technology like fly-by-wire systems represented a significant
challenge to Boeing's dominance in the market. It
underscored how technological innovation could reshape
competition, forcing Boeing to re-evaluate its product line to
maintain its market share.

7.Question
How did the corporate culture at Boeing influence its
approach to engineering and safety?
Answer:Boeing’s culture, under leaders like Thornton

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Wilson, emphasized high standards and a commitment to
safety over profit. This ethos encouraged engineers to
prioritize integrity and customer service, fostering a
corporate identity that valued employee engagement and
professional ethics.

8.Question
What lessons can be drawn from the competitive
strategies employed by Boeing and its rivals?
Answer:The competitive strategies illustrate the necessity of
innovation in response to market competition. While Boeing
initially struggled to adapt to changing airline needs, the
eventual embrace of technological advancements and
customer-centric design would become crucial in regaining
market leadership.

9.Question
How did the design and operational philosophies differ
between Boeing and Airbus during this era?
Answer:Boeing traditionally relied on tried-and-true
engineering methods, emphasizing safety and reliability,

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while Airbus advanced rapidly with technological
innovations like fly-by-wire systems. This philosophical
divergence influenced how each company responded to
market needs and incorporated feedback from pilots and
airlines.
Chapter 3 | 3: “Jack Welch, Look Out”| Q&A
1.Question
What qualities made Phil Condit a successful leader at
Boeing?
Answer:Phil Condit was known for his technical
brilliance and people skills. He encouraged
teamwork, famously stating, 'No one of us is smarter
than all of us.' His ability to handle complex
trade-offs and inspire colleagues through a more
collaborative and less autocratic management style
distinguished him as a leader.

2.Question
How did Phil Condit's personal style influence Boeing's
culture?

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Answer:Condit's personal style, characterized by his
approachable demeanor and emphasis on communication,
fostered a more inclusive culture at Boeing. By encouraging
employees to share their stories and promoting open
dialogue, he helped create a problem-solving environment
that was essential for innovation.

3.Question
What was the significance of the 'Working Together'
approach in the 777 program?
Answer:The 'Working Together' approach was pivotal in the
success of the 777 program, fostering collaboration between
Boeing and its customers. This mantra encouraged
communication and feedback, allowing teams to tackle
challenges collectively and ensured that the aircraft exceeded
expectations, leading to its successful launch and operation.

4.Question
How did Boeing address challenges posed by Airbus
during Condit's leadership?
Answer:Recognizing Airbus as a formidable competitor,

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Boeing, under Condit's leadership, embraced advanced
manufacturing techniques and focused on efficiency and
innovation. The development of the 777, a twin-engine
aircraft that cut operational costs, was a direct response to
stay competitive against Airbus's market presence.

5.Question
What were the long-term impacts of the 777 program on
Boeing's reputation?
Answer:The 777 program significantly elevated Boeing's
reputation, being acclaimed as one of the safest and most
successful jetliners ever made. With over 2,000 orders, it
generated substantial revenue, validating Boeing's investment
and marking a successful chapter in its history.

6.Question
How did interpersonal relationships shape Condit's
career and Boeing's corporate culture?
Answer:Condit's interpersonal relationships played a crucial
role in his ascent within Boeing. His history of forming
connections with colleagues and understanding the

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importance of a supportive corporate culture allowed him to
mitigate workplace issues and foster teamwork, contrasting
the competitive and hierarchical styles of previous
leadership.

7.Question
In what ways did the merger with McDonnell Douglas
impact Boeing's operations?
Answer:The merger with McDonnell Douglas brought about
significant changes, introducing new leadership that
emphasized a bottom-line focus rather than engineering
innovation. It shifted Boeing's culture and operational
strategies, leading to tensions between traditional Boeing
methods and the new, more aggressive business practices.

8.Question
What challenges did Boeing face internally following the
merger with McDonnell Douglas?
Answer:Internally, Boeing struggled with cultural integration
as the McDonnell Douglas influences clashed with Boeing's
legacy practices. Discontent arose due to perceived

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favoritism towards McDonnell Douglas executives and the
disruption of established operational norms, leading to a
divided workforce and decreased morale.

9.Question
How did technological advancements contribute to the
success of the 777?
Answer:Technological advancements, particularly the
implementation of advanced design software like CATIA,
allowed for improved collaboration and efficiency during the
777's development. This innovation facilitated a more
cohesive design process, ensuring that employees could
visualize and contribute effectively to the project.

10.Question
What was Phil Condit's perspective on leadership as
reflected in his management style?
Answer:Phil Condit's management style reflected his belief
in collective intelligence and inclusivity. His aim to create an
environment where employees felt valued and heard
underscores his perspective on leadership—that true success

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comes from leveraging the strengths of a diverse team rather
than a singular authoritative approach.

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Chapter 4 | 4: Hunter Killer Assassins| Q&A
1.Question
What qualities helped Harry Stonecipher rise to the top
of the corporate world at Boeing and McDonnell
Douglas?
Answer:Harry Stonecipher demonstrated tenacity, a
deep understanding of corporate culture, and
effective control in navigating complex corporate
structures. He utilized his experience and sharp
corporate instincts to manage mergers and
streamline operations, despite facing significant
resistance and challenges.

2.Question
How did the merger between Boeing and McDonnell
Douglas change the corporate culture at Boeing?
Answer:The merger led to a cultural clash where Boeing's
traditionally collegial atmosphere transformed into a more
aggressive, cutthroat environment filled with tension and
competition. This shift often left employees feeling
disrespected and motivated to unionize.

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3.Question
What was the significance of the engineers' strike at
Boeing, and how did it reflect employee sentiments?
Answer:The engineers' strike at Boeing was historically
significant as it represented the largest white-collar strike in
U.S. history, encompassing 23,000 workers. It reflected deep
employee dissatisfaction with management, particularly
regarding treatment, compensation, and pride in their work,
ultimately rallying to demand respect and equity.

4.Question
What strategies did Stonecipher attempt to implement for
improving Boeing's financial performance post-merger?
Answer:Stonecipher introduced aggressive cost-cutting
measures, rejected long-standing practices, and aimed to
create a financially oriented culture focused on shareholder
value. He appointed allies in key positions and established
metrics for financial performance, like the RONA metric for
evaluating asset efficiency.

5.Question
How did the external pressures from shareholders

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influence Boeing's internal management decisions?
Answer:External pressures from shareholders, particularly
during financial downturns, significantly influenced
management decisions, including tight cost controls and the
need for improved financial performance. This pressure often
led to decisions that prioritized short-term financial gains
over long-term employee satisfaction and product quality.

6.Question
What were some consequences of the management style
adopted by Stonecipher and his executives?
Answer:Stonecipher's aggressive and confrontational
management style led to strained relationships with
employees, a wave of resignations, and feelings of
disenfranchisement among the engineering workforce. As a
result, Boeing faced increased turmoil, including a significant
strike which had costly implications.

7.Question
In what ways did the shift from a focus on engineering
and craftsmanship to financial metrics affect Boeing's
reputation in the industry?

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Answer:The shift caused Boeing to neglect the foundational
values of engineering excellence and customer service,
leading to a decline in product quality and customer trust.
Competitors like Airbus capitalized on this, further
distancing Boeing from its traditional reputation for
high-quality aviation products.

8.Question
How did Stonecipher's approach to leadership differ from
his predecessor's?
Answer:Stonecipher's approach emphasized authority and
aggressive operational changes, contrasting sharply with the
more collegial and familial climate nurtured by his
predecessors. He pushed for a more militaristic and
results-driven corporate culture, which alienated many
long-serving employees.

9.Question
What lessons can be learned from Boeing's struggles
during this period of change and turbulence?
Answer:Boeing's experiences underscore the importance of

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balancing corporate efficiency and financial metrics with
employee morale and customer satisfaction, demonstrating
that neglecting internal culture in the pursuit of profit can
lead to long-lasting damage and operational inefficiencies.
Chapter 5 | 5: “Everybody Thinks They’re
Different”| Q&A
1.Question
What was the key lesson learned by Condit and others
from the strike at Boeing?
Answer:Condit stated that the experience provided
a "greater understanding of respect," emphasizing
its importance in professional relationships, and
expressed hope that it could be seen as a turning
point for the company.

2.Question
How did Condit view the restructuring of Boeing after the
strike?
Answer:He felt that Speea had become 'professionalized,'
suggesting a shift from a collective of like-minded engineers
to a business with distinct agendas, aligning more with

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corporate strategies.

3.Question
What metaphor was used in Christensen's influential
paper and what did it signify for companies?
Answer:The metaphor of hockey player Wayne Gretzky was
used to illustrate the idea that successful companies are those
that can anticipate market trends and maneuver their
operations flexibly to capitalize on opportunities.

4.Question
What does the phrase 'flexibly couple and decouple
operations' mean in the context of Boeing's strategy?
Answer:It refers to the ability of a company to adjust its
business operations and strategies based on market demands
to optimize performance and profitability.

5.Question
What was the larger business trend that took hold at
Boeing during Condit's leadership?
Answer:There was a growing emphasis on shareholder value
over engineering excellence, with corporate strategies
focusing on cost-cutting and maximizing profits rather than

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investing in innovation.

6.Question
How did the September 11 attacks impact Boeing and its
strategic direction?
Answer:The attacks catalyzed a downturn in the airline
industry, leading to significant workforce reductions and
forcing Boeing to adapt its business focus during a
challenging economic period.

7.Question
What incident at Boeing involved the inspection of a new
airplane's name and what were employees' reactions?
Answer:The 'name that plane' contest for the Dreamliner
faced ridicule among employees, who sarcastically suggested
names highlighting skepticism about the company's future
directions, such as 'Bottom Liner' and 'Plant-closer'.

8.Question
What was a primary criticism of Boeing's new
management approach?
Answer:Many criticized the shift from an engineering-driven
company to one focused more on financial metrics, which led

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to a detrimental impact on product development and
employee morale.

9.Question
In what ways did the workplace culture change under
new leadership strategies at Boeing?
Answer:There was a push for performance metrics and
cost-cutting that undermined collaborative efforts, resulting
in employees feeling less engaged and more disillusioned.

10.Question
How did outsourcing influence Boeing's operational
efficiencies and costs?
Answer:While outsourcing aimed to reduce costs, it led to
increased complexities and expenses that often outweighed
the supposed benefits, creating challenges in production and
management.
Chapter 6 | 6: The Corporate Playbook| Q&A
1.Question
What qualities from Walter McNerney's upbringing and
education contributed to his leadership style in the
corporate world?

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Answer:Walter McNerney's upbringing instilled in
him the values of leadership and high achievement.
His father's influence as a prominent figure in
health policy, coupled with McNerney's competitive
experiences as a star athlete at Yale, shaped his
assertive demeanor and management expectations.
He learned to 'manage well' and embraced a culture
of debate and commitment to excellence.

2.Question
How did Jack Welch’s approach to management redefine
corporate culture at General Electric?
Answer:Jack Welch redefined corporate culture by promoting
the idea of 'shareholder value' and advocating for radical
transformations, including mass downsizing and ruthless
efficiency. His directive that every GE business must be
number one or two in its industry pushed executives to
prioritize competitive edges over human costs.

3.Question
What strategy did McNerney implement at 3M to boost
profitability, and what were its consequences?

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Answer:McNerney slashed capital expenditures by 22% and
cut jobs to boost profitability at 3M. While this resulted in a
quick increase in profits and stock prices, it alienated many
loyal employees and transformed the innovative culture of
3M, as some criticized the top-down approach stifling
creativity.

4.Question
What was McNerney's management philosophy at
Boeing, and how did it affect the company's operations?
Answer:At Boeing, McNerney's management philosophy
focused on cost-cutting and operational efficiency, which
included bringing outsourced work back in-house. This
generally increased short-term profits but led to issues such
as the mishandling of design specifications and safety
culture, particularly highlighted in the development
challenges faced with the 787 Dreamliner.

5.Question
How did McNerney handle the relationships with labor
unions during his tenure at Boeing?

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Answer:McNerney adopted a confrontational approach
similar to Jack Welch's, viewing unions as obstacles to
corporate flexibility and competitiveness. He prioritized
moving production to non-union facilities, which ultimately
led to a deterioration of relationships with labor groups and
significant strikes.

6.Question
What warning signs indicated potential issues with
Boeing's outsourcing strategy during McNerney’s
leadership?
Answer:Initial warning signs of Boeing's outsourcing
strategy included poor integration of supplier designs, lack of
quality control, and the inability to effectively train and
support teams on the new systems. Critical failures in
understanding supplier capacities and the resulting delays
became evident, particularly with the 787 Dreamliner.

7.Question
In what ways did the cultural changes under McNerney
at Boeing reflect larger societal trends in corporate
America?

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Answer:The cultural changes under McNerney reflected
trends toward prioritizing financial metrics over employee
well-being, embracing deregulation, and aggressive
cost-cutting measures—echoing a broader shift in corporate
America toward maximizing shareholder value at the
expense of labor relations and long-term strategic innovation.

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Chapter 7 | 7: The Forrest Gumps| Q&A
1.Question
What are the implications of Richard Reed's impressions
of Forrest Gump during a meeting with Boeing
executives?
Answer:Richard Reed's impressions reflect the
absurdity and frustration he felt in meetings with
Boeing, where his expertise was disregarded in favor
of corporate agendas. His impersonation signals a
sense of helplessness and the collision of corporate
priorities versus safety regulations, illustrating how
the FAA staff were often at the mercy of powerful
industry representatives.

2.Question
How did the shift in the FAA's oversight responsibilities
affect aviation safety?
Answer:The shift meant that Boeing was allowed to select its
own deputies for safety oversight, leading to potential
conflicts of interest where safety might be compromised for
production speed. This reduction in direct oversight allowed

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Boeing more control over compliance, which ultimately
could undermine public safety, as seen with the issues
surrounding the Dreamliner.

3.Question
What does the FAA's historical context regarding
aviation accidents reveal about its current priorities?
Answer:The FAA was created in response to a catastrophic
aviation accident, underscoring its original mission of
ensuring safety. However, over time, its dual mandate to
promote commercial aviation and ensure safety became
intertwined, leading to prioritization of industry efficiency
over regulatory scrutiny, suggesting a troubling shift in its
operational philosophy.

4.Question
How did the narrative around the FAA's processes reflect
on its cultural dynamics and relationships with
manufacturers?
Answer:The narrative conveys a culture where FAA
employees felt increasingly pressured to accommodate
corporate agendas, often sacrificing rigorous safety oversight.

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This dynamic illustrates a troubling trend of regulatory
capture, where government agents become aligned with the
interests of the organizations they are meant to regulate,
undermining the core safety mission.

5.Question
What was the impact of the transition in FAA leadership
on its regulatory practices?
Answer:The transition in FAA leadership towards individuals
more in tune with industry interests, coupled with a focus on
customer service, marked a significant departure from strict
regulatory oversight, creating an environment where
compliance could be less rigorously enforced and
compromising overall aviation safety.

6.Question
In light of the FAA's regulatory changes, what lessons can
be drawn regarding governmental oversight in relation to
the private sector?
Answer:The drift toward allowing the private sector greater
autonomy in overseeing its safety standards highlights the
risks of deregulation. It demonstrates that without robust

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safeguards and independent scrutiny, the rush for efficiency
and profit can overshadow the essential responsibilities of
ensuring public safety, a lesson pertinent to all sectors.

7.Question
Reflect on Tom O’Mara’s testimony about loss and
accountability in aviation. How is it significant in the
larger context of aviation safety regulation?
Answer:O'Mara's emotional testimony serves as a poignant
reminder of the human cost behind aviation regulations. It
underscores the critical need for accountability in regulatory
systems, emphasizing that neglecting safety for corporate
gains can result in tragic consequences, reflecting a broader
call for prioritizing lives over profit.

8.Question
How do the motivations behind the FAA’s performance
metrics resonate with the industry's needs and public
safety concerns?
Answer:The FAA's performance metrics, focused on
efficiency and industry satisfaction, often conflicted with
public safety needs. The alignment of regulatory success with

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corporate profitability compromises the agency's ability to
prioritize safety, leading to a paradox where industry
demands may dictate regulatory practices instead of expert
judgement about safety.
Chapter 8 | 8: The Countdown Clock| Q&A
1.Question
What lesson can be drawn from Rick Ludtke's journey
from a passionate pilot to contributing to aviation safety
at Boeing?
Answer:Rick Ludtke's journey demonstrates the
importance of following your passions and
continuously learning. His excitement for flying and
innovation fueled his career progression, leading
him to critical roles in aviation safety. This
highlights how passion, combined with expertise,
can guide one towards impactful contributions in
their field.

2.Question
How did the corporate culture at Boeing shift during the
development of the 737 MAX?

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Answer:The corporate culture at Boeing shifted towards a
relentless focus on cost-cutting and efficiency, often at the
expense of safety and thoroughness. Executives prioritized
short-term financial gains over long-term safety
considerations, leading to a toxic environment where
employees felt pressured to compromise safety protocols for
cost reductions.

3.Question
What does the phrase 'the value of a day' signify in the
context of the countdown clock mentioned in the chapter?
Answer:The phrase 'the value of a day' signifies the intense
pressure on teams to meet tight deadlines during the 737
MAX's development. The countdown clock served as a
constant reminder of the urgency to achieve milestones,
reflecting a culture that prioritized speed over comprehensive
evaluation and safety validation.

4.Question
What were some consequences of shifting jobs and
resources out of the Pacific Northwest for Boeing?

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Answer:Shifting jobs and resources out of the Pacific
Northwest weakened the expertise and institutional
knowledge integral to Boeing's operations. It led to
inexperienced workers taking over critical roles, which
resulted in decreased quality and safety standards in
manufacturing and operations, as experienced talent was lost
in favor of lower costs.

5.Question
Why was the push for efficiency at Boeing considered
risky for the development of the MAX?
Answer:The push for efficiency at Boeing was considered
risky because it prioritized cutting costs and speeding up
production over comprehensive safety evaluations and
compliance with regulatory standards. This dynamic created
an environment where safety concerns were often
sidestepped, ultimately increasing the risk of catastrophic
incidents.

6.Question
What was the impact of the lack of modernization in the
cockpit design of the 737 MAX?

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Answer:The lack of modernization in the cockpit design of
the 737 MAX meant that pilots, especially those unfamiliar
with older airplane systems, could struggle to respond
correctly to emergencies. This outdated system became
apparent during critical situations, leading to confusion and
contributing to accidents.

7.Question
In what ways did employee morale suffer at Boeing
during the MAX development period?
Answer:Employee morale at Boeing suffered due to constant
layoffs, the pressure to meet aggressive cost-cutting targets,
and a lack of respect for experienced employees. The
atmosphere became one of fear and uncertainty, as many felt
they could not voice concerns without risking their jobs.

8.Question
How did the FAA's handling of Boeing's regulatory
compliance change over the years?
Answer:The FAA's handling of Boeing's regulatory
compliance changed to allow greater leeway for the

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company, often overlooking safety concerns raised by its
own engineers. This shift created a situation where
compliance issues were downplayed in favor of rapid
development, raising serious questions about regulatory
integrity.

9.Question
What can we learn about the importance of
organizational culture from Boeing's experiences?
Answer:Boeing's experiences illustrate that organizational
culture profoundly affects safety, accountability, and ethical
decision-making. A culture that emphasizes cost-cutting over
comprehensive safety checks can lead to disastrous
outcomes, suggesting that a balanced approach valuing both
efficiency and safety is crucial.

10.Question
Reflecting on the chapter, what foundational principle
seems to be missing within Boeing’s approach during the
737 MAX development?
Answer:A foundational principle missing within Boeing's
approach was the commitment to safety as a non-negotiable

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priority. The increasing emphasis on profitability
overshadowed the imperative of aviation safety, leading to
decisions that compromised the well-being of passengers and
crew.
Chapter 9 | 9: Human Factors| Q&A
1.Question
What does the story of Mark Forkner's career at Boeing
tell us about the significance of roles within a team?
Answer:Mark Forkner's position as a manual writer
in the Flight Technical and Safety group, which was
ranked last among the pilots at Boeing, illustrates
how roles within a team can impact both individual
contributions and overall organizational dynamics.
Despite his low pecking order, his technical
background and ambition showed that every role,
no matter how it seems at first, can affect the
outcome of projects—in this case, the development
of the MAX. This hierarchy in roles exemplifies how
essential duties can often go unrecognized yet carry

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critical weight in high-stakes environments.

2.Question
How can the ambition for profitability affect
decision-making and safety in aviation?
Answer:The ambition to turn Boeing's training operations
into a lucrative profit center is vividly illustrated by the push
for shorter training times and reduced costs, even at the
expense of safety. As pilots involved in training were
pressured to cut corners, decisions that prioritize profit over
thorough training can lead to overlooking potential safety
issues. The chapter reflects a broader industry trend where
profitability pressures may prompt compromises on essential
safety training, ultimately risking lives when insufficiently
trained pilots fly complex aircraft like the 737 MAX.

3.Question
What does the phrase 'human factors' imply in the
context of aviation and design?
Answer:'Human factors' refers to how human capabilities and
limitations can impact interactions with designed systems,

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particularly in aviation. The chapter highlights the
importance of understanding how pilots react in high-stress
situations—if designers overlook these human factors, they
risk creating systems that are difficult or unsafe for pilots to
manage during emergencies. Acknowledging human factors
is crucial for creating intuitive cockpit designs and training
that prepare pilots to handle unexpected scenarios effectively.

4.Question
Why is effective communication among team members
critical in complex projects like aircraft development?
Answer:Effective communication is vital in aircraft
development, as the project involves multiple disciplines,
each contributing unique expertise. The disconnect between
manual writers, engineers, and test pilots at Boeing led to
missed opportunities for valuable feedback that could have
improved safety designs. As tensions and misunderstandings
grew, the lack of collaboration resulted in important safety
features being neglected, highlighting that clear, open
dialogues are essential for cohesive teamwork and successful

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outcomes in high-stakes settings.

5.Question
How does the culture within an organization influence the
quality of its output?
Answer:The culture within Boeing, as depicted in this
chapter, emphasizes profitability over rigorous training and
quality outputs. The pressure to deliver quickly, combined
with the internal competition and hierarchy among pilots,
contributed to a climate where cutting corners became
acceptable. This corporate culture can perniciously affect
collaboration and focus on safety, leading to inadequate
preparations that compromise the integrity of the final
product—like the 737 MAX, which ultimately resulted in
tragic consequences.

6.Question
What lessons about leadership can be drawn from
Boeing's handling of the 737 MAX crisis?
Answer:Boeing's leadership, particularly the prioritization of
revenue over safety and quality, serves as a cautionary tale

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about the responsibilities of corporate leaders. Effective
leadership should balance profit motives with a steadfast
commitment to safety, ethical practices, and employee
morale. The crisis underscores the dangers of neglecting
employee feedback and the importance of valuing every team
member's role, especially when their expertise directly
affects the safety and success of the organization's products.

7.Question
What role does professional pride play in the aerospace
industry, particularly among pilots and engineers?
Answer:Professional pride among pilots and engineers in the
aerospace industry is profoundly deep-rooted, with
individuals often measuring their self-worth in terms of
safety, quality, and innovation. This pride can drive
excellence but also lead to frustration when corporate
decisions or perceived compromises in training and safety
dilute these values. The chapter reflects how this pride is
challenged when employees feel their contributions are
undervalued or when they see their industry’s standards

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slipping in favor of profitability.

8.Question
What impact do organizational changes have on worker
morale and safety in highly skilled fields?
Answer:Organizational changes, like outsourcing training
responsibilities, can severely impact worker morale by
making employees feel undervalued and creating a culture of
distrust. In highly skilled fields such as aviation, where
expertise is crucial for safety, these changes can lead to
frustration and disillusionment among workers. When morale
is low, the focus on safety and quality can diminish,
endangering not only the employees involved but also the
end users of their products.

9.Question
How can personal motivations and external pressures
collide in the workplace?
Answer:Personal motivations, such as a pilot's dedication to
safety and pride in their work, can clash with external
pressures like management's focus on cost-cutting and rapid

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production. This tension was evident with Forkner, whose
push to minimize simulator training conflicted with the
concerns of other pilots about deteriorating safety standards.
Such collisions can lead to ethical dilemmas where
employees may feel compelled to prioritize company
directives over best practices for safety.

10.Question
What does the Boeing 737 MAX situation reveal about
the consequences of prioritizing speed over thoroughness
in engineering?
Answer:The MAX's development, characterized by a rushed
approach to meet production timelines, illustrates that
prioritizing speed over thoroughness can result in disastrous
outcomes. This eagerness to launch the aircraft contributed to
serious oversights in system design and required training
protocols, culminating in two tragic crashes. It highlights the
critical importance of thorough testing and validation
processes in engineering—sacrificing these can lead to dire
consequences.

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Chapter 10 | 10: Crash| Q&A
1.Question
What can we learn about accountability from the
challenges faced by Boeing during the development and
deployment of the MAX series aircraft?
Answer:The situation clearly demonstrates the
importance of accountability within an organization.
Boeing's leadership allowed financial targets to
overshadow safety concerns, leading to flawed
designs and inadequate training for pilots. It
highlights that prioritizing profit over safety can
have disastrous consequences.

2.Question
How can personal health affect professional performance,
as highlighted by the captain's situation before the
accident?
Answer:Captain Bhavye Suneja's battle with the flu
exemplifies how personal health can greatly impact
professional performance, particularly in high-stakes
environments like aviation, where even minor distractions

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can lead to severe consequences.

3.Question
What does the growing involvement of corporate interests
in regulatory processes reveal about the potential
compromises in safety?
Answer:The shift in regulatory control towards Boeing, as
seen in the FAA's delegated authority over safety
certifications, indicates how corporate interests can
compromise safety oversight. This relationship can foster an
environment where profit motives may override essential
safety practices.

4.Question
What role do cultural biases and perceptions play in
aviation safety, as suggested by the response to the Lion
Air crash?
Answer:Cultural biases, particularly regarding the
capabilities of Asian airline crews, can lead to unjust
assumptions about competence and safety practices. This
may affect how incidents like the Lion Air crash are
perceived and addressed, potentially diminishing the urgency

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to evaluate systemic safety flaws rather than attributing fault
to individual operators.

5.Question
How can the emphasis on speed in production impact
quality and safety in industries like aviation?
Answer:The push for rapid production rates, as experienced
by Boeing, can lead to compromised quality. When managers
prioritize meeting deadlines over thorough inspections and
training, they set the stage for catastrophic failures, as
demonstrated in the Lion Air tragedy.

6.Question
What insights can be drawn from the reaction of Boeing's
executives following the crash regarding their corporate
culture?
Answer:Boeing executives’ initial focus on minimizing
liability and deflecting blame post-crash suggests a corporate
culture that prioritizes financial interests over ethical
responsibilities. This reaction reflects a broader issue of
insufficient accountability and the need for a paradigm shift
toward transparency and genuine safety concerns.

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7.Question
What lessons can be applied from the Lion Air tragedy to
other industries facing similar ethical dilemmas?
Answer:The Lion Air incident serves as a cautionary tale for
all industries to balance innovation and profitability with
ethical responsibilities. It illustrates the critical need for
oversight, transparent communication, and a culture that
values human safety above all else.

8.Question
What impact does corporate hubris have on risk
management, particularly in high-stakes environments
such as aviation and aerospace?
Answer:Corporate hubris can severely undermine risk
management, leading to complacency in addressing known
issues. When leadership believes in their infallibility, they
may ignore warning signs and dismiss critical feedback,
creating an environment ripe for disasters.

9.Question
How does the relationship between manufacturers and
regulators influence safety standards in the aviation

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industry?
Answer:The evolving relationship, where manufacturers like
Boeing have increased influence over regulatory processes,
can dilute oversight and lead to safety standards being
compromised. This underscores the importance of
maintaining a strict check-and-balance system between
industry and regulators.

10.Question
What can the Lion Air disaster teach us about the
importance of training and emergency preparedness for
pilots?
Answer:The incident underscores the essential need for
comprehensive training programs that prepare pilots for
non-standard situations. It highlights that proper
understanding of aircraft systems is crucial for effective
decision-making during emergencies.
Chapter 11 | 11: “The Death Jet”| Q&A
1.Question
What can we learn from Samya Stumo's experience about
the impact of supportive family environments on

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individual confidence and success?
Answer:Samya's upbringing in a close-knit family,
where her parents encouraged her autonomy and
provided her with opportunities for learning and
growth, propelled her to achieve early literacy and
pursue ambitious educational goals. This illustrates
that supportive family dynamics can cultivate
self-confidence, pushing individuals to seize
opportunities and strive for their dream jobs, as
seen when Samya landed her position with
ThinkWell.

2.Question
How did the Boeing and FAA's handling of the 737 MAX
incidents raise concerns about corporate ethics and
accountability?
Answer:The Boeing leadership prioritized product reputation
over safety, as evidenced by CEO Dennis Muilenburg's focus
on positive affirmations of the aircraft's safety even after fatal
crashes. Their failure to question the consequences of the

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MCAS software failures illustrates a dangerous corporate
culture that values profit over ethical considerations and
accountability for the lives affected by their decisions.

3.Question
What does the contrast between Dennis Tajer's cautious
approach and Boeing executives' attitude reveal about the
importance of pilot feedback in aviation safety?
Answer:Tajer's decision to improvise his own checklist in
light of Boeing's inadequate responses to potential software
malfunctions demonstrates the critical role that experienced
pilots play in safety. Their insights and operational
knowledge are essential in spotting flaws in design and safety
protocols, underscoring a need for a culture that genuinely
listens to and incorporates pilot feedback to enhance aviation
safety.

4.Question
In what ways did the Ethiopian Airlines Flight 302
tragedy reflect systemic failures in aircraft safety
measures and regulatory oversight?
Answer:The crash of Flight 302 highlighted systemic issues

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such as inadequate pilot training related to the new MCAS
system and a lack of robust safety checks imposed by the
FAA. Boeing's overconfidence in its technology and the
normalization of shortcuts in safety compliance resulted in
tragic consequences, emphasizing the need for more stringent
oversight and a proactive safety culture.

5.Question
How can corporate responses to crises shape public
perception and trust in a company?
Answer:Boeing's initial reaction to downplay the crash and
emphasize product safety without acknowledging
accountability hurt public trust. In contrast, transparent and
genuine communication during crises can rebuild trust.
Ultimately, the manner in which a company manages crises
can either restore or irreparably damage its reputation, as
shown by the backlash against Boeing.

6.Question
What lessons can be drawn about the responsibility of
senior management in crisis situations from the Boeing
737 MAX incidents?

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Answer:Senior management, like Boeing's executives, failed
to prioritize safety over profits during the 737 MAX crisis,
resulting in severe repercussions. This underscores the
importance of leaders being proactive in addressing potential
issues, ensuring safety is paramount, and being accountable
for their decisions—failure to do so can lead to catastrophic
outcomes.

7.Question
How can the tragic fate of the Ethiopian Airlines Flight
302 passengers serve as a reminder for the aviation
industry?
Answer:The final moments of Ethiopian Airlines Flight 302
serve as a stark reminder of the consequences of neglecting
safety protocols and the importance of rigorous training for
pilots on new systems. It calls for the aviation industry to
prioritize honest assessments of technology, to foster a
safety-first culture, and to ensure that all stakeholders are
educated about potential risks.

8.Question
What role did media coverage play in shaping public and

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governmental reactions to the Boeing 737 MAX
incidents?
Answer:Media coverage played a critical role in shaping
public perception by exposing Boeing's failures and bringing
the details of the crashes into the spotlight. This scrutiny
pressured regulators like the FAA to take action, illustrating
how journalism can effect change and hold corporations
accountable for their actions.
Chapter 12 | 12: Blood Money| Q&A
1.Question
What motivates families like the Stumos and Njoroge to
seek justice after such tragic losses?
Answer:Families like the Stumos and Njoroge are
motivated by a profound desire to ensure that their
loved ones did not die in vain. In the face of tragedy,
they seek to raise awareness, drive change in
regulatory practices, and hold corporations
accountable for their actions. Their commitment
transforms personal grief into a collective call for

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justice.

2.Question
How does the legacy of Ralph Nader influence the
narrative surrounding the MAX crashes?
Answer:Ralph Nader's legacy as a consumer advocate and his
criticism of regulatory capture emphasized the need for
stringent safety oversight in industries like aviation. His
advocacy for consumer protections resonated powerfully in
the wake of the MAX crashes, as families called for
accountability and reform based on the values he
championed.

3.Question
What role does corporate accountability play in the
aftermath of the crashes?
Answer:Corporate accountability is crucial in the aftermath
of the crashes because it signals to the public and regulators
that companies cannot prioritize profits over safety. This
principle is underscored by the victims' families advocating
for thorough investigations and legal consequences for those

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whose decisions contributed to the tragedies.

4.Question
Why is it significant for Nadia Stumo to speak publicly
about her experiences?
Answer:Nadia Stumo's public speaking serves as a poignant
reminder of the human cost associated with corporate
negligence. By sharing her personal story, she not only
honors her daughter's memory but also raises awareness
about the systemic failures that led to the tragedy, fostering a
broader dialogue on aviation safety.

5.Question
How do personal stories of victims contribute to
legislative change?
Answer:Personal stories of victims like Samya Stumo make
the abstract consequences of legislative failures tangible.
They humanize statistics and fuel emotional engagement,
which can galvanize public support for reforms. Such
narratives often compel lawmakers to act in ways that cold
data and numbers alone cannot.

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6.Question
What did Paul Njoroge mean when he stated that his
family's death was treated differently because it
happened in Indonesia?
Answer:Paul Njoroge highlighted the perceived disparity in
how lives are valued based on geography. His statement
underscores the tragic reality that certain lives—those in
wealthier nations—are often prioritized for safety and
regulatory protections, implying that less affluent regions
may not receive the same attention or care in safety
standards.

7.Question
What emotional burden do the families bear as they
advocate for reform?
Answer:The emotional burden on families advocating for
reform is profound—they are processing grief while
simultaneously fighting for justice. The pain of loss
intertwines with the urgency to see change, making the
advocacy both a tribute to their loved ones and a fierce battle
against systemic neglect and indifference.

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8.Question
What lessons can be learned from the conversations
between the families and regulatory officials?
Answer:The conversations reveal a deep disconnect between
regulators and the realities faced by victims' families. They
illustrate the need for empathy in bureaucracy and the
importance of integrating expert knowledge and lived
experiences in regulatory processes to ensure safety and
accountability.

9.Question
How can we interpret the long-term impact of reform
movements after such tragedies?
Answer:The long-term impact of reform movements
following tragedies like the MAX crashes is the
establishment of more stringent safety regulations, greater
corporate accountability, and an awakened public awareness
about aviation safety. These movements can lead to structural
changes that prioritize human life over profit, potentially
preventing future tragedies.

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10.Question
Why is it critical to address the culture of 'groupthink'
within organizations like the FAA?
Answer:Addressing the culture of 'groupthink' is critical
because it can lead to complacency and a lack of innovation
in safety practices. When organizations suppress dissenting
opinions and fail to challenge dominant narratives, they risk
making dangerous decisions that can have fatal
consequences.

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Chapter 13 | 13: “Go Back to the Farm!”| Q&A
1.Question
What drove Nadia and Michael to arrange for family
members to attend the hearings in Washington?
Answer:Nadia and Michael sought solace by
surrounding themselves with others who shared
their grief and now shared a purpose: seeking
justice for the victims of the crash. Being with fellow
family members provided a sense of community
during a profoundly difficult time.

2.Question
How did the grieving parents react to the
formaldehyde-soaked bundles they received from the
crash site?
Answer:The parents, including Nadia and Michael, were
horrified to receive such grotesque remnants of their loved
ones, labeled merely by body parts like "arm" and "hair."
This stark reminder of their loss was an emotional burden
that was difficult to bear amid their grief.

3.Question

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What was the significance of the October 29 hearings
featuring Boeing CEO Dennis Muilenburg?
Answer:The hearings marked a critical moment in holding
Boeing accountable for its actions following the crashes.
Families stood in front of Muilenburg holding oversized
photos of their loved ones, symbolizing their loss and
demanding justice, while lawmakers vehemently criticized
Boeing's negligence.

4.Question
What did Senator Blumenthal mean by saying Boeing had
a pattern of 'deliberate concealment'?
Answer:Blumenthal accused Boeing of hiding critical safety
information about the MCAS system from pilots,
contributing to the accidents. By doing so, they not only
misled regulators but also put thousands of passengers' lives
at risk.

5.Question
What was the emotional impact of the hearings on the
victims' families?

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Answer:The hearings were emotionally charged, with
families expressing their pain and anger directly at Boeing
executives, making their grief palpable. Moments like a
father revealing his children's coffins instead of their faces
deepened the emotional gravity of the proceedings.

6.Question
How did Dennis Muilenburg's performance during the
hearings affect public perception of him and Boeing?
Answer:Muilenburg's performance appeared teary and
apologetic, but many felt it came off as insincere, designed
more for media optics rather than genuine empathy. This
impression fueled calls for his resignation and deepened
public distrust in Boeing.

7.Question
What actions did Boeing take in response to the backlash
following the crashes?
Answer:In response to the growing outrage and pressure
from the families, Boeing set up a financial-assistance fund
and provided avenues for families to claim personal effects,

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though this was seen as an attempt to mitigate liability rather
than an act of genuine compassion.

8.Question
What key lesson does the situation with Boeing highlight
regarding corporate responsibility?
Answer:The Boeing experience underscores the critical
importance of transparency, accountability, and prioritizing
safety over profit in corporate practices. The tragic loss of
lives serves as a painful reminder of the consequences of
neglecting these values.

9.Question
How did the families challenge the status quo during their
meeting with Boeing's executives?
Answer:During the meeting, families transformed the
environment by rearranging chairs into a circle, symbolizing
equality and breaking the hierarchical corporate structure.
They reclaimed their voice in confronting the executives
about their loss and Boeing's ethical failures.

10.Question
What ultimately happened to Dennis Muilenburg after

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his appearance at the hearings?
Answer:Dennis Muilenburg was ultimately fired by Boeing's
board following mounting pressure and criticism for his
handling of the crisis and the ongoing fallout from the
crashes, marking a dramatic fall from grace for the former
CEO.
Chapter 14 | 14: “The Guy Most Like Jack”| Q&A
1.Question
What is the importance of communication within a large
organization, as illustrated by Peter Morton’s concerns
about Boeing?
Answer:Peter Morton emphasized that
communication breakdowns, or a "dysfunctional
silo mentality," at Boeing could lead to catastrophic
consequences, particularly in the context of safety
and design. The lack of response from leadership to
his memos highlighted the critical need for effective
communication in ensuring that lessons from past
mistakes are learned and that safety standards are

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maintained. As those who worked at Boeing in
earlier years noted, neglecting communication with
the FAA and designing systems with single-point
failures would have been unthinkable in the past.

2.Question
How did the COVID-19 pandemic affect Boeing,
intensifying its existing problems?
Answer:The pandemic compounded Boeing's existing
challenges by exacerbating the financial fallout from the
MAX crisis. As airlines faced a steep drop in passenger
traffic and began canceling orders, Boeing faced a dire need
to adjust operations quickly. The crisis forced the company
to confront not only operational hurdles but also significant
financial strain, marking a pivotal moment that illustrated
how external factors can dramatically influence the stability
of large corporations.

3.Question
In what ways did Calhoun's leadership represent a shift
in Boeing’s approach following the scandals?

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Answer:Calhoun's leadership signified a move towards a
more aggressive restructuring of Boeing's operational
framework. He began implementing layoffs and
consolidating production sites, aiming to reduce costs and
re-establish efficiency. This shift represented a departure
from Muilenburg’s tenure, where the focus was on
maintaining the status quo, to a more ruthless approach
driven by financial necessity and an effort to regain market
confidence.

4.Question
What lessons about corporate governance and
accountability can be drawn from Boeing’s recent
history?
Answer:Boeing's recent history underscores the critical
importance of corporate governance that prioritizes safety
and ethical management over profit. Transparency in
communication, accountability among top leadership, and a
robust culture that promotes ethical decision-making are
essential to prevent tragedies and maintain public trust. The

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response to the crisis reveals that without these principles,
large corporations risk engendering catastrophic failures and
public backlash.

5.Question
Why do some former Boeing engineers consider the
current management decisions unthinkable?
Answer:Former engineers view current management
decisions as unthinkable because these choices diverge
sharply from the long-held principles of safety and integrity
that once defined Boeing. Actions such as neglecting
thorough communication with regulators and making design
choices that compromise safety stand in stark contrast to the
company's legacy. Such shifts not only challenge traditional
engineering values but also risk public trust and safety.

6.Question
How does the notion of regulatory reform after the MAX
crisis illustrate the complexities of corporate safety?
Answer:The proposed regulatory reforms following the
MAX crisis reflect ongoing complexities in corporate safety.

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Although legislation intended to enhance oversight was
introduced, there remained a substantial reliance on Boeing's
internal safety structures, potentially perpetuating the very
issues that led to the earlier tragedies. This dynamic
illustrates the challenges in creating effective oversight that
genuinely prioritizes safety over corporate autonomy.

7.Question
What does Calhoun's remark about the challenges of
corporate bureaucracy reveal about the tension in
corporate governance?
Answer:Calhoun's comments on corporate bureaucracy
illustrate a tension between operational efficiency and
regulatory compliance. His frustration with bureaucracy
indicates a desire for streamlined decision-making and
growth but also underscores the critical need for checks and
balances that ensure safety standards. This tension reveals the
fine line corporate leaders must navigate between driving
business results and adhering to regulations designed to
protect public safety.

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Flying Blind Quiz and Test
Check the Correct Answer on Bookey Website

Chapter 1 | 1: The Incredibles| Quiz and Test

1.Boeing played a crucial role during WWII by
manufacturing bombers and later dominated the
jet age, particularly in international travel.
2.William Allen, Boeing's president, did not face any
competition from Douglas Aircraft during the early years
of commercial aviation.
3.The 737 overcame early sales challenges to become one of
Boeing's most successful aircraft, symbolizing the
company's resilience.
Chapter 2 | 2: Mea Culpa| Quiz and Test
1.The first crash of the McDonnell Douglas DC-10
occurred in March 1974 and resulted in the loss of
346 lives.
2.McDonnell Douglas correctly identified a baggage handler
as solely responsible for the DC-10 crash, without
acknowledging design flaws.

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3.Boeing developed the 757 and 767 in response to
challenges faced from Airbus in the commercial aircraft
market.
Chapter 3 | 3: “Jack Welch, Look Out”| Quiz and
Test
1.Phil Condit was born in Berkeley, California and
earned a PhD in engineering.
2.Boeing's management culture under Phil Condit remained
strictly autocratic and did not embrace teamwork.
3.The successful 777 jet program was characterized by
teamwork with customers and resulted in high customer
satisfaction.

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Chapter 4 | 4: Hunter Killer Assassins| Quiz and
Test
1.Harry Stonecipher's leadership was characterized
by a complete absence of internal conflict within
Boeing's workforce after the merger with
McDonnell Douglas.
2.The merger with McDonnell Douglas led Boeing to
experience its first financial losses in fifty years due to
production issues and high costs.
3.The introduction of the '5-15 rules' for memos was part of a
shift towards more open communication norms within
Boeing.
Chapter 5 | 5: “Everybody Thinks They’re
Different”| Quiz and Test
1.Boeing's corporate culture began to emphasize
engineering excellence over profitable metrics
after the significant strike.
2.CEO Condit adopted the aggressive growth slogan 'five in
five' to boost stock prices through new market exploration.
3.The decision-making process for the 787 Dreamliner was

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 simplified by the focus on outsourcing and shareholder
gains.
Chapter 6 | 6: The Corporate Playbook| Quiz and
Test
1.Walter McNerney Jr. had a background that
emphasized leadership due to his father's influence
as a health care pioneer.
2.Jack Welch's leadership at GE focused on maintaining
stability and traditional corporate practices.
3.McNerney's leadership at Boeing prioritized cost-cutting
measures, which negatively impacted safety and corporate
responsibility.

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Chapter 7 | 7: The Forrest Gumps| Quiz and Test
1.Richard Reed, an FAA engineer, felt that the FAA
served Boeing’s interests instead of enforcing
regulations.
2.The FAA was established in 1960 following an aviation
disaster.
3.Under the leadership of Marion Blakey, the FAA's culture
shifted towards prioritizing safety over manufacturer
interests.
Chapter 8 | 8: The Countdown Clock| Quiz and Test
1.Rick Ludtke was a flight test mechanic before
becoming an engineer at Boeing.
2.Boeing's corporate culture under CEO Jim McNerney
prioritized safety over cost-cutting during the 737 MAX
development.
3.Boeing opted for software solutions like MCAS instead of
hardware fixes to address safety concerns due to budget
constraints.
Chapter 9 | 9: Human Factors| Quiz and Test

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1.Mark Forkner was a prominent figure among test
and production pilots during the 737 MAX's
development.
2.Boeing's internal tension increased due to transforming
customer training into a profit-centered business.
3.The MCAS software developed for the MAX was overly
complex and introduced significant risks.

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Chapter 10 | 10: Crash| Quiz and Test
1.Lion Air was founded in 2000 and had been
barred from operating in the EU due to safety
concerns.
2.Boeing required simulator training for all pilots
transitioning to the 737 MAX to ensure safe operation.
3.The investigation following the crash revealed strong
regulatory oversight and positive corporate culture at
Boeing.
Chapter 11 | 11: “The Death Jet”| Quiz and Test
1.Pilot Dennis Tajer trusted Boeing's safety
assurances and used their standard protocols
during the flight.
2.The Ethiopian Airlines Flight 302 crash was caused by
MCAS malfunction, resulting in the loss of all onboard,
including Samya Stumo.
3.Boeing faced significant public scrutiny after the Ethiopian
Airlines crash due to their protocols regarding aircraft
safety.

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Chapter 12 | 12: Blood Money| Quiz and Test
1.Samya Stumo was related to Ralph Nader, a
renowned consumer advocate.
2.Nadia and Michael Stumo did not engage in any activism
following their daughter's death.
3.Boeing responded positively to the families' demands and
fully cooperated with the investigations.

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Chapter 13 | 13: “Go Back to the Farm!”| Quiz and
Test
1.Nadia and Michael hosted family members of
victims to provide mutual support during their
grieving process.
2.Boeing's CEO Dennis Muilenburg was praised for his
transparency during the Senate hearings.
3.David Calhoun succeeded Muilenburg immediately after he
was dismissed for missing critical deadlines related to the
crash investigations.
Chapter 14 | 14: “The Guy Most Like Jack”| Quiz
and Test
1.Peter Morton discussed Boeing's culture and
communication issues during a presentation at a
Seattle retirement home in late 2019.
2.Dave Calhoun's leadership style helped improve internal
relationships within Boeing significantly during the crisis.
3.Boeing faced backlash for how they organized a memorial
for the Ethiopian Airlines disaster, seen as less empathetic
and more corporate.

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