The  Challenger  disaster is a classic case study for observing the political frame and the dynamics that create a potentially negative outcome. Sometimes data and other facts are overlooked in the decision-making process to instead deal with political pressures of other groups and/or coalitions. The general public has heard that the root cause of the space  Challenger  was due to O-ring failure. In the case study, you may have noticed the actual root cause of the  Challenger  disaster—the push for approval from a “managerial perspective.” Review this week’s resources, including the  Challenger  case study in Chapter 7 of the course text, Reframing Organizations.  After reading the case on the  Challenger  disaster, develop your initial post. ( Note:  Use Exhibit 6.1, “Organizations and Modes of Political Rule,” on p. 153 in the course text, Images of Organization .) Post a response to the following: Identify and explain the modes of political influences in the U.S. space shuttle  Challenger case study (Chapter 9 in Bolman & Deal). Describe the impact of inter-organizational politics between NASA and Thiokol. Describe the impact to the ecosystem that NASA was operating in at the time of the U.S. space shuttle  Challenger  disaster. Explain how you think managers could have prevented the failure of the space shuttle Challenger  disaster. Do not fall for the hindsight fallacy that you could have known then what you know now. Rather, think about the circumstances and conditions that existed at the time of the decision and make recommendations that could have mitigated the outcome that would make sense in the context of the actual decision. Note:  Provide  three  academic resources in APA style and citation format to support your topic. Resources Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed.). San Francisco, CA: Jossey-Bass. Chapter 9, “Power, Conflict, and Coalition” (pp. 185–204) Chapter 10, “The Manager as Politician” (pp. 205–223) Morgan, G. (2006). Images of organization. Thousand Oaks, CA: Sage. Chapter 6, “Interests, Conflict, and Power: Organizations as Political Systems” (pp. 149–206) Exhibit 6.1, “Organizations and Modes of Political Rule” (p. 153) .

1. The
Challenger
disaster is a classic case study for observing the political frame
and the dynamics that create a potentially negative outcome.
Sometimes data and other facts are overlooked in the decision-
making process to instead deal with political pressures of other
groups and/or coalitions. The general public has heard that the
root cause of the space
Challenger
was due to O-ring failure. In the case study, you may have
noticed the actual root cause of the
Challenger
disaster—the push for approval from a “managerial
perspective.”
Review this week’s resources, including the
Challenger
case study in Chapter 7 of the course text,
Reframing Organizations.
After reading the case on the
Challenger
disaster, develop your initial post. (
Note:
Use Exhibit 6.1, “Organizations and Modes of Political Rule,”
on p. 153 in the course text,
Images of Organization
.)
Post
a response to the following:
Identify and explain the modes of political influences in the
U.S. space shuttle
Challenger
case study (Chapter 9 in Bolman & Deal).
Describe the impact of inter-organizational politics between
NASA and Thiokol.

2. Describe the impact to the ecosystem that NASA was operating
in at the time of the U.S. space shuttle
Challenger
disaster.
Explain how you think managers could have prevented the
failure of the space shuttle
Challenger
disaster. Do not fall for the hindsight fallacy that you could
have known then what you know now. Rather, think about the
circumstances and conditions that existed at the time of the
decision and make recommendations that could have mitigated
the outcome that would make sense in the context of the actual
decision.
Note:
Provide
three
academic resources in APA style and citation format to support
your topic.
Resources
Bolman, L. G., & Deal, T. E. (2013).
Reframing organizations: Artistry, choice, and leadership
(5th ed.). San Francisco, CA: Jossey-Bass.
Chapter 9, “Power, Conflict, and Coalition” (pp. 185–204)
Chapter 10, “The Manager as Politician” (pp. 205–223)
Morgan, G. (2006).
Images of organization.
Thousand Oaks, CA: Sage.
Chapter 6, “Interests, Conflict, and Power: Organizations as
Political Systems” (pp. 149–206)

3. Exhibit 6.1, “Organizations and Modes of Political Rule” (p.
153)