front cover of Acceptable Risks
Acceptable Risks
Politics, Policy, and Risky Technologies
C. F. Larry Heimann
University of Michigan Press, 1998
Complex and risky technologies--technologies such as new drugs for the treatment of AIDS that promise great benefits to our society but carry significant risks--pose many problems for political leaders and the policy makers responsible for overseeing them. Public agencies such as the Food and Drug Administration are told by political superiors not to inhibit important technological advances and may even be charged with promoting such development but must also make sure that no major accidents occur under their watch. Given the large costs associated with catastrophic accidents, the general public and elected officials often demand reliable or failure-free management of these technologies and have little tolerance for the error.
Research in this area has lead to a schism between those who argue that it is possible to have reliable management techniques and safely manage complex technologies and others who contend that such control is difficult at best. In this book C. F. Larry Heimann advances an important solution to this problem by developing a general theory of organizational reliability and agency decision making. The book looks at both external and internal influences on reliability in agency decision making. It then tests theoretical propositions developed in a comparative case study of two agencies involved with the handling of risky technologies: NASA and the manned space flight program and the FDA's handling of pharmaceuticals--particularly new AIDS therapies.
Drawing on concepts from engineering, organizational theory, political science, and decision theory, this book will be of interest to those interested in science and technology policy, bureaucratic management and reform, as well as those interested in health and space policy.
C. F. Larry Heimann is Assistant Professor of Political Science, Michigan State University.
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front cover of Apollo in the Age of Aquarius
Apollo in the Age of Aquarius
Neil M. Maher
Harvard University Press, 2017

Winner of the Eugene M. Emme Astronautical Literature Award
A Bloomberg View Must-Read Book of the Year
A Choice Outstanding Academic Title of the Year


“A substance-rich, original on every page exploration of how the space program interacted with the environmental movement, and also with the peace and ‘Whole Earth’ movements of the 1960s.”
—Tyler Cowen, Marginal Revolution

The summer of 1969 saw astronauts land on the moon for the first time and hippie hordes descend on Woodstock. This lively and original account of the space race makes the case that the conjunction of these two era-defining events was not entirely coincidental.

With its lavishly funded mandate to put a man on the moon, the Apollo mission promised to reinvigorate a country that had lost its way. But a new breed of activists denounced it as a colossal waste of resources needed to solve pressing problems at home. Neil Maher reveals that there were actually unexpected synergies between the space program and the budding environmental, feminist and civil rights movements as photos from space galvanized environmentalists, women challenged the astronauts’ boys club and NASA’s engineers helped tackle inner city housing problems. Against a backdrop of Saturn V moonshots and Neil Armstrong’s giant leap for mankind, Apollo in the Age of Aquarius brings the cultural politics of the space race back down to planet Earth.

“As a child in the 1960s, I was aware of both NASA’s achievements and social unrest, but unaware of the clashes between those two historical currents. Maher [captures] the maelstrom of the 1960s and 1970s as it collided with NASA’s program for human spaceflight.”
—George Zamka, Colonel USMC (Ret.) and former NASA astronaut

“NASA and Woodstock may now seem polarized, but this illuminating, original chronicle…traces multiple crosscurrents between them.”
Nature

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The Challenger Launch Decision
Risky Technology, Culture, and Deviance at NASA
Diane Vaughan
University of Chicago Press, 1995
When the Space Shuttle Challenger exploded on January 28, 1986, millions of Americans became bound together in a single, historic moment. Many still vividly remember exactly where they were and what they were doing when they heard about the tragedy. In The Challenger Launch Decision, Diane Vaughan recreates the steps leading up to that fateful decision, contradicting conventional interpretations to prove that what occurred at NASA was not skulduggery or misconduct but a disastrous mistake.

Journalists and investigators have historically cited production problems and managerial wrong-doing as the reasons behind the disaster. The Presidential Commission uncovered a flawed decision-making process at the space agency as well, citing a well-documented history of problems with the O-ring and a dramatic last-minute protest by engineers over the Solid Rocket Boosters as evidence of managerial neglect.

Why did NASA managers, who not only had all the information prior to the launch but also were warned against it, decide to proceed? In retelling how the decision unfolded through the eyes of the managers and the engineers, Vaughan uncovers an incremental descent into poor judgment, supported by a culture of high-risk technology. She reveals how and why NASA insiders, when repeatedly faced with evidence that something was wrong, normalized the deviance so that it became acceptable to them.

No safety rules were broken. No single individual was at fault. Instead, the cause of the disaster is a story not of evil but of the banality of organizational life. This powerful work explains why the Challenger tragedy must be reexamined and offers an unexpected warning about the hidden hazards of living in this technological age.
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front cover of The Challenger Launch Decision
The Challenger Launch Decision
Risky Technology, Culture, and Deviance at NASA, Enlarged Edition
Diane Vaughan
University of Chicago Press, 2015
When the Space Shuttle Challenger exploded on January 28, 1986, millions of Americans became bound together in a single, historic moment. Many still vividly remember exactly where they were and what they were doing when they heard about the tragedy. Diane Vaughan recreates the steps leading up to that fateful decision, contradicting conventional interpretations to prove that what occurred at NASA was not skullduggery or misconduct but a disastrous mistake.

Why did NASA managers, who not only had all the information prior to the launch but also were warned against it, decide to proceed? In retelling how the decision unfolded through the eyes of the managers and the engineers, Vaughan uncovers an incremental descent into poor judgment, supported by a culture of high-risk technology. She reveals how and why NASA insiders, when repeatedly faced with evidence that something was wrong, normalized the deviance so that it became acceptable to them. In a new preface, Vaughan reveals the ramifications for this book and for her when a similar decision-making process brought down NASA's Space Shuttle Columbia in 2003.
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front cover of Children of the Stars
Children of the Stars
Indigenous Science Education in a Reservation Classroom
Ed Galindo
Oregon State University Press, 2022
In the 1990s, Ed Galindo, a high school science teacher on the Fort Hall Reservation in Idaho, took a team of Shoshone-Bannock students first to Johnson Space Center in Texas and then to Kennedy Space Center in Florida. These students had submitted a project to a competitive NASA program that was usually intended for college students—and they earned a spot to see NASA astronauts test out their experiment in space. The students designed and built the project themselves: a system to mix phosphate and water in space to create a fertilizer that would aid explorers in growing food on other planets.

In Children of the Stars, Galindo relates his experience with this first team and with successive student teams, who continued to participate in NASA programs over the course of a decade. He discusses the challenges of teaching American Indian students, from the practical limits of a rural reservation school to the importance of respecting and incorporating Indigenous knowledge systems. In describing how he had to earn the trust of his students to truly be successful as their teacher, Galindo also touches on the complexities of community belonging and understanding; although Indigenous himself, Galindo is not a member of the Shoshone-Bannock tribes and was still an outsider who had as much to learn as the students.

Children of the Stars is the story of students and a teacher, courage and hope. Written in a conversational style, it’s an accessible story about students who were supported and educated in culturally relevant ways and so overcame the limitations of an underfunded reservation school to reach great heights.
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front cover of The Last of the Great Observatories
The Last of the Great Observatories
Spitzer and the Era of Faster, Better, Cheaper at NASA
George H. Rieke
University of Arizona Press, 2006
The Spitzer Space Observatory, originally known as the Space Infrared Telescope Facility (SIRTF), is the last of the four “Great Observatories”, which also include the Hubble Space Telescope, the Chandra X-ray Observatory, and the Compton Gamma Ray Observatory. Developed over twenty years and dubbed the “Infrared Hubble", Spitzer was launched in the summer of 2003 and has since contributed significantly to our understanding of the universe.

George Rieke played a key role in Spitzer and now relates the story of how that observatory was built and launched into space. Telling the story of this single mission within the context of NASA space science over two turbulent decades, he describes how, after a tortuous political trail to approval, Spitzer was started at the peak of NASA’s experiment with streamlining and downsizing its mission development process, termed “faster better cheaper.” Up to its official start and even afterward, Spitzer was significant not merely in terms of its scientific value but because it stood at the center of major changes in space science policy and politics. Through interviews with many of the project participants, Rieke reconstructs the political and managerial process by which space missions are conceived, approved, and developed. He reveals that by the time Spitzer had been completed, a number of mission failures had undermined faith in “faster-better-cheaper” and a more conservative approach was imposed. Rieke examines in detail the premises behind “faster better cheaper,” their strengths and weaknesses, and their ultimate impact within the context of NASA’s continuing search for the best way to build future missions.

Rieke’s participant’s perspective takes readers inside Congress and NASA to trace the progress of missions prior to the excitement of the launch, revealing the enormously complex and often disheartening political process that needs to be negotiated. He also shares some of the new observations and discoveries made by Spitzer in just its first year of operation. As the only book devoted to the Spitzer mission, The Last of the Great Observatories is a story at the nexus of politics and science, shedding new light on both spheres as it contemplates the future of mankind’s exploration of the universe.
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front cover of Organizational Learning at NASA
Organizational Learning at NASA
The Challenger and Columbia Accidents
Julianne G. Mahler. with Maureen Hogan Casamayou
Georgetown University Press, 2009

Just after 9:00 a.m. on February 1, 2003, the space shuttle Columbia broke apart and was lost over Texas. This tragic event led, as the Challenger accident had 17 years earlier, to an intensive government investigation of the technological and organizational causes of the accident. The investigation found chilling similarities between the two accidents, leading the Columbia Accident Investigation Board to conclude that NASA failed to learn from its earlier tragedy.

Despite the frequency with which organizations are encouraged to adopt learning practices, organizational learning—especially in public organizations—is not well understood and deserves to be studied in more detail. This book fills that gap with a thorough examination of NASA’s loss of the two shuttles. After offering an account of the processes that constitute organizational learning, Julianne G. Mahler focuses on what NASA did to address problems revealed by Challenger and its uneven efforts to institutionalize its own findings. She also suggests factors overlooked by both accident commissions and proposes broadly applicable hypotheses about learning in public organizations.

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front cover of Shaping Science
Shaping Science
Organizations, Decisions, and Culture on NASA’s Teams
Janet Vertesi
University of Chicago Press, 2020
Drawing on a decade of immersive ethnography with NASA’s robotic spacecraft teams to create a comparative account of two great space missions of the early 2000s, Janet Vertesi uncovers how the social organization of a scientific team affects their scientific practices and results.

In Shaping Science, Janet Vertesi draws on a decade of immersive ethnography with NASA’s robotic spacecraft teams to create a comparative account of two great space missions of the early 2000s. Although these missions featured robotic explorers on the frontiers of the solar system bravely investigating new worlds, their commands were issued from millions of miles away by a very human team. By examining the two teams’ formal structures, decision-making techniques, and informal work practices in the day-to-day process of mission planning, Vertesi shows just how deeply entangled a team’s local organizational context is with the knowledge they produce about other worlds.
 
Using extensive, embedded experiences on two NASA spacecraft teams, this is the first book to apply organizational studies of work to the laboratory environment in order to analyze the production of scientific knowledge itself. Engaging and deeply researched, Shaping Science demonstrates the significant influence that the social organization of a scientific team can have on the practices of that team and the results they yield.
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front cover of We Could Not Fail
We Could Not Fail
The First African Americans in the Space Program
By Richard Paul and Steven Moss
University of Texas Press, 2015

The Space Age began just as the struggle for civil rights forced Americans to confront the long and bitter legacy of slavery, discrimination, and violence against African Americans. Presidents John F. Kennedy and Lyndon Johnson utilized the space program as an agent for social change, using federal equal employment opportunity laws to open workplaces at NASA and NASA contractors to African Americans while creating thousands of research and technology jobs in the Deep South to ameliorate poverty. We Could Not Fail tells the inspiring, largely unknown story of how shooting for the stars helped to overcome segregation on earth.

Richard Paul and Steven Moss profile ten pioneer African American space workers whose stories illustrate the role NASA and the space program played in promoting civil rights. They recount how these technicians, mathematicians, engineers, and an astronaut candidate surmounted barriers to move, in some cases literally, from the cotton fields to the launching pad. The authors vividly describe what it was like to be the sole African American in a NASA work group and how these brave and determined men also helped to transform Southern society by integrating colleges, patenting new inventions, holding elective office, and reviving and governing defunct towns. Adding new names to the roster of civil rights heroes and a new chapter to the story of space exploration, We Could Not Fail demonstrates how African Americans broke the color barrier by competing successfully at the highest level of American intellectual and technological achievement.

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