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Being in business for 28 years, NASA has
seen numerous tragedies and disappointments. The worst was The Challenger
Disaster in 1986. The globe was stunned on January 26th as
everybody witnessed the Challenger detonate, killing all
seven astronauts. This happened because of a flaw in the design
of the shuttle’s solid
rocket booster and disintegration of an o shaped disk in its right
solid rocket thruster. The shuttle
itself did not explode, but various structural
failures caused the orbiter to disintegrate. Even though the
disintegration of the Challenger was not warned
about, the space travels could be aware
of something being bizarre with the spacecraft. The calamity of
The Challenger was activated by a series
of events, the O
shaped ring, on the aircraft’s right
solid rocket booster had failed after liftoff.
Thus the pressurized hydrogen gas escaped from
inside of the thruster. This vaporized material caused the two bits,
the booster and an orange external gas tank, to
disintegrate. Therefore, 73 seconds after
lift-off, the highly explosive reaction between
oxygen and hydrogen yielded a complete annihilation of the spaceship.
    After the mishap, NASA refrained from sending astronauts into
space for over two years as it restructured the structures
of the spaceship. The event cannot be accused on one
individual, yet rather is a group downfall. Had NASA held self-uprightness,
and had not forced ‘The Challenger’ to leave that day, the incident
could have been avoided. The choice to launch the
Challenger Shuttle and its tragedy majorly affected the
public and the administration of the
space program.  Challenger’s unique mission
and the demise of Christa McAuliffe (as the first
civilian worker, teacher) led open the door to discuss and research how the
management used Decision Support System (DSS) to decide the choices
which will influence public trust. 

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