Applying Lessons from Columbia and Challenger

January 28th, 1986 – Space Shuttle Challenger broke apart a little over a minute into flight.i 

 

February 1st, 2003 – Space Shuttle Columbia disintegrated during re-entry into the atmosphere.ii 

 

A total of 14 astronauts died as a result of these tragedies.
Many of you are asking yourselves, “What could possibly be the connection between these two national tragedies and my office’s performance?”  We will get to that a little later in this blog post.

 

Here is a quick synopsis of the mechanical causes of these failures:
During liftoff, an O-ring seal in one of Challenger’s solid rocket boosters failed and hot gasses burned a structural support and caused the booster to veer into the large external tank.  This led to a chain of events culminating with extreme aerodynamic forces breaking apart the shuttle.

 

During liftoff, a briefcase-sized chunk of insulation broke free from the external tank and hit the fragile leading edge of Columbia’s left wing.  This went unnoticed for the entire length of the mission.  When the extremely hot plasma of re-entry melted the internal structure of the wing, the shuttle experienced aerodynamic instability and the orbiter broke apart.  All 7 astronauts perished.

 

The root cause of these failures was an Organizational Breakdown within NASA.  A sociologist, Diane Vaughan, describes this breakdown as a “normalization of deviance”.iii  She defines this as an unsafe practice comes to be considered normal if it doesn’t immediately cause a catastrophic event.
Again, you’re asking yourselves, “Why is this relevant?”  Normalization of deviance is present in every phase of every one of our lives; family, social clubs, government – usually to a much less catastrophic level.  However; without exception all office cultures experience this on a regular basis.
My goal in writing this is to help us all notice when anomalies occur within our office cultures and speak up about them.  We often refer to these anomalies as “exceptions”.  Some basic exceptions may be; “He always does it his way, so we just let him do it”, “She seems to work on her own schedule”, “He never seems to come to important internal meetings – he must be busy”, “We don’t need the complete 800 series of drawings, we will let the contractor figure it out”.   When we see any sign that a deviation is causing a negative effect on our projects or office culture, we need to be confident enough to bring it to the attention of those it affects.

 

A robust office culture will always benefit from a keen understanding that we, as humans, have a natural tendency to allow a “normalization of deviance”.  And with this understanding we can choose to reduce the anomalies and improve the quality of our service as well as our deliverables.
We have just scratched the surface on this topic.  We’re looking forward to the interchanges during our  “Culture” discussions at the 2019 BUiLT Design Technology Summit in Seattle.

 

ihttps://en.wikipedia.org/wiki/Space_Shuttle_Challenger_disaster
ii https://en.wikipedia.org/wiki/Space_Shuttle_Columbia_disaster
iii https://en.wikipedia.org/wiki/Diane_Vaughan

Learning Success

DTS this year is shaping up to be a great event! We’re enthusiastic about the topics and DTS speakers we have lined up for our simultaneous roundtables on Thursday and we’re very excited about the agenda we’re putting together for Wednesday’s discussions. As you may have previously read, Wednesday’s discussions are going to focus on a concept that has been getting increasing press “Continuous Next”; the idea that as technology driven change accelerates, we are less and less likely going to be able to maintain a steady state as it pertains to our technology platforms, tools, workflows and processes. Rather we need to be prepared for constant change and iteration and adapt ourselves and our practices to that nature.
So, what does that have to do with learning or success?  I’m sure you’ve all heard the phrase fail early and fail often, or as JFK so eloquently put it “Only those who dare to fail greatly can ever achieve greatly”, I think these are important philosophies, but I also think that if we are going to be faced with continuous change we need to be able to learn from where we succeed as well. Not so much of trying to get into a routine, or “well it worked before, so let’s try the same thing again” (put another way if I have a hammer, everything is nail), but rather attempting to decipher from any successful outcome, what led to that success. Too often we spend time dissecting what went wrong that sometimes we don’t spend enough time celebrating our achievements and understanding what led to that success in the first place.
In a world where change truly is inevitable, we need to be prepared to focus on failures and successes. We must learn success, because success is going to be crucial and a state where there is always change. This isn’t to say that there won’t be failures, and we should be prepared to fail, but we also need to learn keys to success, we need to develop habits and approaches to thinking that allow for agility, adaptability and recovery; turning a failure into success.
More importantly, the cornerstone of DTS is sharing and discussion, we particularly look forward to people joining us who can share the techniques and approaches they’ve found most successful to implement and deal with change; how do we successfully change attitudes and mindsets in order to give our practices the best chances at success.