nal model tells us that when managers make these decisions, no matter how random they may be, that they have all the information fully and most importantly that theyunderstand it properly. In a role where others peoples lives are in your hands this becomes essential to success. When reading the material about the challenger case it becomes clear that the upper levels of management that were responsible did not possess all of the information. This is their fault, they should have made sure that they completely understood all vital information. I Know this first hand, being a noncommissioned officer in the Army I needed to actively seek out all information to make sure that my subordinates knew more than I did. You can delegate tasks but you can never delegate responsibility. This sounds stupid but it makes sense. Another aspect that plagues the ethical decision making is that of biases. This is a large factor in the decision to launch. There was a tremendous amount of governmental heat coming down to get this shuttle of the ground. When this kind of pressure is inflicted it is very easy for the pros to outweigh the cons which in turn creates biases in decision making processes. The main element that led to the biases in this tragedy was anchoring and adjustment and overconfidence, The management team settled for the decision to launch and justified it as a please all tactic. The had pressure to launch andtherefore put to much faith in equipment on its reputation alone when they knew it was not 100% goof-roofed. It is easy to see that there were many factors that disrupted ethical thinking in this cse. Every manager is going to misjudge their actions from time to time. However, in this business there was no margin for error, and human lives were lost. This is sad but the real tragedy lies in the fact that all managers new this outcome was very possible. ...
