This is very much applicable to what happened to the Challenger disaster. Managers and engineers view the facts they have from different perspectives. In this case, we can infer that knowledge is not simply seeing facts but rather interpreting them…
Relaying something bad is not an easy task. It is difficult both to the sender and receiver to convey something that is not so pleasure to hear. It was shown in the research that bad news is often not passed up in organizations (4, 51). And even the bad news is sent, people are less likely to believe it than good news (6, 71). This failure also contributed to the Challenger disaster. The bad news about the solid rocket booster joint that failed moved up slowly from the working engineers to the management within NASA; Marshall Space Center, where the shuttle program was headquartered; and Morton Thiokol International (MTI), the contractor responsible for the solid rocket boosters.
What becomes unique here is how the concerned agencies and offices are treating each other. In an organization, some agencies are working in line with other agencies to bring better results. But viewing one another as outsiders will add up to the transmission of the bad news.
The split between the managers and the engineers is a failure applicable to any organization regardless of its size and/or function. To work in an organization is to work for the same goals. This should be the guiding principle of all the members of an organization. It is apparent that the exchange of information in communication must be exhausted to ensure that all are within the same page. This is the value that must be observed to ensure there are no organization ...
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