On the morning of January 28, 1986 the Challenger space shuttle failed to launch and was destroyed. The Challenger launched out of Cape Canaveral on an exceptionally cold morning. The night before the launch, a NASA contractor Morton Thiokol reported to NASA that the conditions were too risky and they advised launching later. However, because NASA did not want to postpone the launch, the shuttle departed as scheduled and ended up in a terrible disaster. The problem with the O-rings was a known risk at low temperatures. However, the O-rings had never caused a catastrophe before so the problem was cleared as “an acceptable flight risk.” Although the part was not remade and was cleared, it was not cleared for nearly as low of temperatures as they were the morning of the flight. Because of this wide disparity, Thiokol suggested to NASA that the launch had to be postponed. It was due to NASA’s uncompromising need to launch on schedule that the warnings were ignored and the Challenger was destroyed.
One of the problems that led to NASA fatally ignoring these warnings was that the danger of the O-rings could not be conveyed to them with statistical data. Because of the poor communication and lack of easily understandable data for NASA, the problem was swept under the rug. The terrible consequences of this miscommunication are a lesson for the future. When an engineer thinks that something might be amiss they are morally responsible of getting their managers and peers to understand the risks as well. Groups cannot fall victim to tunnel vision, where because the entire group has preconceived notions they are unwilling to accept any new information.
Another lesson learned from the Challenger explosion is in the treatment of Boisjoly. Boisjoly was a Thiokol engineer who was so concerned with the O-ring failing possibility that he went beyond telling NASA not to launch. He took the protest public in front of the Rogers commission. This public coming forward was also ignored. Furthermore, Boisjoly was treated as a leper and was marginalized and loathed in his workplace. However, it turned out that he was right. After the disaster, Boisjoly took his private files and memos to the presidential commission so that the real problem of the disaster could not be swept aside during the investigation. Later, he went to an NPR reporter with the information. As a result of his coming forward, he faced retaliation. Boijoly was taken off the investigation team and had to deal with hostility and anger. Boisjoly was shunned, cut off from work, and blackmailed.
Boisjoly had his career and relationships destroyed. He even ended up being diagnosed with PTSD from the events and never returned to Thiokol. Even worse, all of his attempted lawsuits against Thiokol and NASA were dismissed. From this brutal retaliation to whistleblowing, we face questions in ethical whistleblowing and its consequences similar to in the case of Snowden. When whistleblowers inform the public of what the government is trying to hide, should they be ostracized? On one hand, they are helping to inform the public, who deserve to be informed, and they help to prevent future disasters by raising awareness. On the other hand, it is dangerous to reward whistleblowers for betraying the government and revealing protected secrets. I think that the benefits gained from whistleblowing are valuable enough that whistleblowers should not be punished for revealing truths that should be public knowledge.