IF we are to replace standard numerical probability usage with engineering judgment, why do we find such an enormous disparity between the management estimate and the judgment of the engineers? It would appear that, for whatever purpose, be it for internal or external consumption, the management of NASA exaggerates the reliability of its product, to the point of fantasy.
Richard Feynman
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Management of an industrial company must be giving targets to the engineers constantly; that may be the most important job management has in dealing with its engineers.
Akio Morita
It appears that there are enormous differences of opinion as to the probability of a failure with loss of vehicle and of human life. The estimates range from roughly 1 in 100 to 1 in 100,000. The higher figures come from the working engineers, and the very low figures from management. What are the causes and consequences of this lack of agreement? Since 1 part in 100,000 would imply that one could put a Shuttle up each day for 300 years expecting to lose only one, we could properly ask "What is the cause of management's fantastic faith in the machinery?"
We have also found that certification criteria used in Flight Readiness Reviews often develop a gradually decreasing strictness. The argument that the same risk was flown before without failure is often accepted as an argument for the safety of accepting it again. Because of this, obvious weaknesses are accepted again and again, sometimes without a sufficiently serious attempt to remedy them, or to delay a flight because of their continued presence.Richard Feynman
In the judgment of design engineers, the ordinary means of communicating with a computer are entirely inadequate. [...] Graphical communication in some form or other is of vital importance in engineering as that subject is now conducted; we must either provide the capability in our computer systems, or take on the impossible task of training up a future race of engineers conditioned to think in a different way.
Maurice Wilkes
When things go wrong, the standard management strategy is to decide who takes the blame. This should be an underling, as far down the chain as possible, but preferably with some visibility so people know management means business.
Jack McDevitt
I compared some passages of articles of [Robert McNamara] in the late 1960s, speeches, on management and the necessity of management, how a well-managed society controlled from above was the ultimate in freedom. The reason is if you have really good management and everything's under control and people are told what to do, under those conditions, he said, man can maximize his potential. I just compared that with standard Leninist views on vanguard parties, which are about the same. About the only difference is that McNamara brought God in, and I suppose Lenin didn't bring God in. He brought Marx in.
Noam Chomsky
Feynman, Richard
Fforde, Jasper
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