This study analyzes the Challenger disaster case based on the framework of distinctive features of groupthink (GT) and Abilene paradox (AP). The case analysis found that two different crises of agreement occurred at different levels of NASA’s Flight Readiness Review Process: GT at Level 1; and AP at Levels 3 (Marshall Center) and 4 (Thiokol Caucus). Several implications are illustrated for the directions of future research on GT and AP. This study suggests that GT and AP can occur together within a hierarchical or organizational structure on the same issue of decision-making. The study is meaningful in that the Challenger case has never been studied through the framework of the Abilene Paradox perspective.
Ⅰ. Introduction
Ⅱ. The Overview of the Challenger Disaster Case
Ⅲ. Framework for Challenger Case Analysis
Ⅳ. Challenger Disaster Case Analysis through the Frameworks of Groupthink and Abilene Paradox
Ⅴ. Summary of the Challenger Case Analysis
Ⅵ. Conclusion: Some Findings and Implications from the Challenger case analysis
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