9/2/2023 0 Comments Challenger launch![]() Introduced in the autumn of 1969 for the 1970 model year, the Challenger was one of two Chrysler E-body cars, the other being the slightly smaller Plymouth Barracuda. In November 2021, Stellantis announced that 2023 model year would be the final model year for both the LD Dodge Charger and LA Dodge Challenger, as the company will focus its future plans on electric vehicles rather than fossil fuel powered vehicles, especially with tougher automotive emissions standards of being rolled out and required by the Environmental Protection Agency for the 2023 model year. The third and current generation is a pony car that was introduced in early 2008 originally as a rival to the evolved fifth generation Ford Mustang and the fifth generation Chevrolet Camaro. The second generation, from model years 1978 to 1983, was a badge engineered Mitsubishi Galant Lambda / Sapporo, a coupe version of an economical compact car. However, the first use of the Challenger name by Dodge was in 1959 for marketing a "value version" of the full-sized Coronet Silver Challenger.įrom model years 1970 to 1974, the first generation Dodge Challenger pony car was built using the Chrysler E platform in hardtop and convertible body styles sharing major components with the Plymouth Barracuda. Blindspots left untouched can have deep and lasting impact on people and their sales careers.The Dodge Challenger is the name of three different generations of automobiles (two of those being pony cars) produced by American automobile manufacturer Dodge. Rather, it speaks to the power of blindspots.įortunately, sales coaching and leadership is not a life and death proposition. This is a classic, and unfortunately tragic blindspot. Epstein says “In the face of an unfamiliar challenge, NASA managers failed to drop their familiar tools.” He was simply carrying the behavior of the culture.Despite strong feelings of concern, reason without numbers was not accepted. It wasn’t a reflection or failure on his judgment. ![]() NASA manager Larry Malloy said without a solid quantitative case – photos of two launches didn’t make a case – there’s no way he could have taken the case of ‘too risky to launch’ up the chain of command. ![]() However, NASA’s data-driven culture would never allow any suggestion that wasn’t rigorously defendable, like this one. He did tell NASA that though he couldn’t quantify the risk his opinion led him to think it was too risky. However, he didn’t have the data to prove this. The photo of the launch at 53 degrees showed a line of black soot that suggested the O-ring at colder temperatures presented a heightened risk. They knew that on 2 previous launch occasions, one at low temperature (53) and one at 75 degrees F, O-rings were compromised but did not fail.īut a Thiokol engineer had photos of the performance of the O-rings at the two launches and they concerned him. However, data showed that this was never catastrophic. They knew that when O-rings got cold they hardened and sometimes didn’t expand quickly enough to seal the expanding joint in the booster rocket. But for Challenger this devotion to data prevented NASA and Thiokol managers from acting on compelling information that was considered opinion, not data.ĭue to the colder Florida temperatures on launch day, NASA and O-ring manufacturer Morton Thiokol engineers gathered to assess the situation. All others bring data.” Inarguably, this has served NASA pretty well for many years. Data is so revered there is a sign in the mission evaluation room in Houston that reads “In God we trust. So what were the deadly blindspots of the NASA engineers?Įpstein describes a NASA culture of unquestioned devotion to data. The O-rings couldn’t seal properly, fuel leaked and caused the deadly explosion 73 seconds into launch. Recall, the issue was booster rocket O-rings not performing properly due to colder temperatures that moved in the night before the launch. The students, as owners of Carter Racing, were unknowingly playing the role of NASA engineers who made the fateful decision to launch. What students learn later after the exercise is over is that Carter Racing is really the story of the ill-fated Challenger shuttle tragedy of 1986. If the engine blows up in such a high profile event, they could lose alot and jeopardize their future. If Carter Racing enters and performs well, they’ll likely gain additional, significant sponsor money that propels the team to greater success. Students are told they are the owner of the race car and have to make a decision: will they enter the car in the biggest race of the year, despite the car’s engine blowing up in seven of the last 24 races? ![]() He tells the story of a business school case study called Carter Racing. In his excellent book Range, author David Epstein shows us just how powerful, and sometimes deadly, blindspots can be. ![]()
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