Challenger Video - Lessons Learned As seen in the video there were a lot of issues with how the o-ring issue was handled. Roger clearly knew there was a possible issue with the o-ring, but was bad about handling this with regards to resolving the issue. He was very vocal about it, but this was to the point where it more aggressive than influential among his colleagues to help with resolving the issue at hand. This was not beneficial in building support behind his concerns with the o-rings so that the issues with them would be addressed before the Challenger’s launch. He had multiple opportunities to address this and failed to do so as a result of his brash attitude to those with whom he brought it to their attention including with one of the V.P.’s, Joe Kilminster, in his company. Joe was willing to listen and investigate Roger’s concern, but when Roger became abrasive with how the issue had been neglected by the company this eventually led to losing any type of support from Joe. Roger also had another opportunity to continue to push the o-ring issue to further attention of this issue meeting the evening before the launch, but failed to get his point across again and this lead to the discussion to proceed with the launch as scheduled. This example from the video showed how without proper support and guidance of employees within the workplace that some problems will eventually get ahead of some companies. Most management decisions don’t always take into consideration the information that comes for their subject matter experts. When they do and a negative response occurs from management on to those individuals, it often invokes employees to response negatively to speaking up about similar issues as they occur as fear of a similar outcome will occur again. “You need to take off your engineering hat and put on your management hat,” as the video clear put it when the o-ring issue was addressed again in the final meeting before the launch. Companies clearly need to listen to their employees who often know more with regards to some matters at hand before their management may become aware. Through proper communication between employees and management, companies can ensure similar issues like those seen in the aftermath of the Challenger doomed launch don’t experience similar outcomes that can result from negligence in the workplace with acknowledging issues as they present themselves.