Managing the Unexpected

Abstract

On September 5, 2003, my wife and I left to go on vacation. We planned to spend two weeks wandering around New York State seeing all the sights. When we left the house, I turned off my cell phone, but kept my pager on - in case anyone needed to get hold of me. We had a wonderful weekend. Then, bright and early on Monday morning, my pager went off. It was the Project Manager for one of our spacecraft. She had been trying to reach me on my cell phone since Saturday to tell me that the day after I left, Lockheed-Martin had dropped one of my spacecraft. You can go through your whole career and never have someone drop one of your spacecraft. I think that would have been nice. So, one of the first things I did when I got back, was to inquire whether I could retire retroactively to Friday, so it wouldn't have been on my watch. They just laughed that off. Then we got to work. Almost immediately, four investigation teams were formed - two by Lockheed-Martin and two by NASA. Each was tasked to investigate a different aspect of the accident. These aspects included not only finding out what happened, but also looking for systemic problems in the program, determining next steps, and assessing liability.