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Space Shuttle Challenger Disaster: Major Malfunction | Retro Report | The New York Time... - 0 views

www.youtube.com/watch politics US history culture crisis space NASA
shared by bluekoenig on 14 Jan 20 - No Cached
  • bluekoenig on 14 Jan 20
     
    In 1986 and 2003, NASA had its two biggest disasters ever with the explosion of the Challenger space shuttle on launch and the annihilation of the Columbia shuttle on reentry. NASA became over ambitious after the Appolo missions, attempting to launch shuttles up to 60 times a year due to their funding by private organizations who wanted the shuttles to release experiments and satellites into space. They started out successful with the original Columbia missions and then they became sloppy with the building and safety of their rocket boosters, which later caused the explosion of the Challenger rocket. NASA reevaluated its boundaries for acceptable risk and purged the members of NASA who pushed the Challenger mission through despite the risks. They stopped all launches for years Then in 2003 the Columbia shuttle had its first mission in years and a piece of foam from the rocket hit the wing of the shuttle, causing what they thought were possible damages. They made another bad call in not alerting the crew until the last minute and not investigating, changing the reentry plan, or trying to mend it while in space due to the fact that other foam had not caused issues before. The Columbia burned up on reentry after the piece of foam destroyed a heat resistant panel on the wing that acted as a weak point. NASA's biggest issue throughout all of this was refusing to learn from their mistakes, the Columbia mission could have been saved had NASA taken the proper protocols and tried harder to assess and fix the situation.
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Nasa seeks new class of astronauts as US nears return to crewed space missions | Scienc... - 0 views

www.theguardian.com/...-new-astronauts-space-missions nasa space missions the guardian history science astronauts mars mission
shared by katyshannon on 05 Nov 15 - No Cached
  • A new class of astronauts is being sought by Nasa, now that a return to crewed missions from American soil is on the horizon.
  • The US space agency said it would accept applications for its astronaut corps from 14 December to mid-February 2016 and announce the successful candidates in mid-2017.
  • Since the space shuttle was mothballed in 2011, the only way to get into space has been to secure a seat aboard the three-person Russian Soyuz capsule and fly from Baikonur in Kazakhstan. While the Soyuz will continue to ferry people to and from the International Space Station, other vessels are on course to take over some of the trips. Boeing and Elon Musk’s SpaceX are developing the CST-100 Starliner and Crew Dragon spacecraft, respectively. Meanwhile, Nasa is building the Orion deep space exploration vehicle.
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  • Nasa’s chief administrator, Charles Bolden, said the new class of space-farers would work on missions that will pave the way for putting humans on the surface of Mars. The agency last advertised for astronauts in November 2011.
  • “This next group of American space explorers will inspire the Mars generation to reach for new heights, and help us realise the goal of putting boot prints on the Red Planet,” he said.
  • Before they can hope to join the 47 active astronauts in the corps, candidates need a bachelor’s degree in maths, engineering, biological or physical sciences, but preferably an advanced degree too. On top of that, to meet the basic requirements, at least three years’ professional experience is needed, or at least 1,000 hours piloting a jet plane.
  • Flights on the Boeing and SpaceX vessels are expected to allow a seventh person to live on the International Space Station, meaning the equivalent of one astronaut can work full time on scientific research in space. One priority of space station science is to understand more completely how long duration space travel takes its toll on the human brain and body. Two crew members, Scott Kelly and Mikhail Kornienko, are taking part in the One Year Mission on the station, the results of which could help devise ways of keeping astronauts healthy on the way to and from Mars.
  • Nasas new rocket, the space launch system, along with its Orion capsule, are expected to take astronauts into lunar orbit for missions that will act as stepping stones for the far more ambitious, and technologically challenging, trip to Mars.
  • katyshannon on 05 Nov 15
     
    Nasa is now hiring astronauts for a manned mission to Mars in the near future.
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Space Shuttle Challenger Disaster - HISTORY - 0 views

www.history.com/...challenger-explodes space space shuttle shuttle challenger disaster history US culture
shared by bluekoenig on 27 Jan 20 - No Cached
  • bluekoenig on 27 Jan 20
     
    On January 28, 1986, the Challenger space shuttle exploded shortly after take-off when two fuel tank seals failed, releasing fuel into a space where it could rapidly combust. This was NASAs first serious disaster and the first time a regular person, a teacher who was going to teach a lesson from space, onto a mission. The disaster rocked NASA, but not enough to prevent another disaster due to carelessness or pressure to launch in less than 30 years. If you'd like to know more about the behind the scenes of this tragedy and what was done to stop it in the future, I previously posted a video detailing the disaster and its causes.
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Space Race Disasters | HISTORY.com - HISTORY - 0 views

www.history.com/...st-disasters-of-the-space-race Disaster US crisis
shared by anonymous on 31 May 18 - No Cached
  • The 5 Deadliest Disasters of the Space Race
  • After the Soviet Union launched Sputnik in 1957, the United States entered a fierce competition with their Communist rivals for dominance in space. The ensuing space race was filled with many notable successes – including American astronauts walking and playing golf on the Moon – but the era was not without its failures, including some deadly catastrophes.
  • A stray spark started the fire in the pure oxygen environment inside the module, and design flaws in the hatch door made it impossible to open in time to save the astronauts. In the aftermath of the accident, NASA officially designated the mission as Apollo 1.
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  • Upon reentry, however, hot gases and smoke penetrated the damaged wing, causing it to break off and the rest of the shuttle to disintegrate. The Columbia disaster marked the beginning of the end of the U.S. space shuttle program; NASA would retire its last space shuttle in 2011.
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Volkswagen, Johnson & Johnson, and Corporate Responsibility - The Atlantic - 0 views

www.theatlantic.com/...419127 corporate culture values ethics pressure heuristics evil deviation deviance normaiization
shared by Javier E on 29 Dec 15 - No Cached
  • The sociologist Diane Vaughan coined the phrase the normalization of deviance to describe a cultural drift in which circumstances classified as “not okay” are slowly reclassified as “okay.”
  • In the case of the Challenger space-shuttle disaster—the subject of a landmark study by Vaughan—damage to the crucial O‑rings had been observed after previous shuttle launches. Each observed instance of damage, she found, was followed by a sequence “in which the technical deviation of the [O‑rings] from performance predictions was redefined as an acceptable risk.”
  • Repeated over time, this behavior became routinized into what organizational psychologists call a “script.” Engineers and managers “developed a definition of the situation that allowed them to carry on as if nothing was wrong.” To clarify: They were not merely acting as if nothing was wrong. They believed it, bringing to mind Orwell’s concept of doublethink, the method by which a bureaucracy conceals evil not only from the public but from itself.
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  • If that comparison sounds overwrought, consider the words of Denny Gioia, a management professor at Penn State who, in the early 1970s, was the coordinator of product recalls at Ford. At the time, the Ford Pinto was showing a tendency to explode when hit from behind, incinerating passengers. Twice, Gioia and his team elected not to recall the car—a fact that, when revealed to his M.B.A. students, goes off like a bomb. “Before I went to Ford I would have argued strongly that Ford had an ethical obligation to recall,” he wrote in the Journal of Business Ethics some 17 years after he’d left the company. “I now argue and teach that Ford had an ethical obligation to recall. But, while I was there, I perceived no strong obligation to recall and I remember no strong ethical overtones to the case whatsoever.”
  • Executives are bombarded with information. To ease the cognitive load, they rely on a set of unwritten scripts imported from the organization around them. You could even define corporate culture as a collection of scripts.
  • back to Volkswagen. You cannot unconsciously install a “defeat device” into hundreds of thousands of cars. You need to be sneaky, and thus deliberate.
  • The most troubling thing, says Vaughan, is the way scripts “expand like an elastic waistband” to accommodate more and more divergence.
  • Embarrassed and unable to overturn the script they themselves had built in the preceding years, Morton-Thiokol’s brass buckled. The “no launch” recommendation was reversed to “launch.”
  • “It’s like losing your virginity,” a NASA teleconference participant later told Vaughan. “Once you’ve done it, you can’t go back.” If you try, you face a credibility spiral: Were you lying then or are you lying now?
  • Scripts are undoubtedly efficient. Managers don’t have to muddle through each new problem afresh, Gioia wrote, because “the mode of handling such problems has already been worked out in advance.” But therein lies the danger. Scripts can be flawed, and grow more so over time, yet they discourage active analysis
  • the final decision to deceive was, on an individual level, rational—the logical end to a long sequence.
  • This sequence of events fits a pattern that appears and reappears in corporate-misconduct cases, beginning with the fantastic commitments made from on high.
  • All of which placed personnel in a position of extreme strain.
  • We know what strain does to people. Even without it, they tend to underestimate the probability of future bad events. Put them under emotional stress, some research suggests, and this tendency gets amplified. People will favor decisions that preempt short-term social discomfort even at the cost of heightened long-term risk. Faced with the immediate certainty of a boss’s wrath or the distant possibility of blowback from a faceless agency, many will focus mostly on the former.
  • What James Burke, Johnson & Johnson’s CEO, did was anticipate the possible results of these pressures, well before they built up. He shared Henry James’s “imagination of disaster.” And it’s why he introduced, if you will, a set of counterscripts. It was a conscious effort to tinker with the unconscious criteria by which decisions at his company were made. The result was an incremental descent into integrity, a slide toward soundness, and the normalization of referencing “Our Credo” in situations that might otherwise have seemed devoid of ethical content.
  • This reaction isn’t excusable. But it is predictable.
  • What we know of Ferdinand Piëch, Volkswagen’s chairman before the scandal, is that he was no James Burke. At a 2008 corruption trial that sent one VW executive to jail, Piëch referred to alleged widespread use of VW funds on prostitutes as mere “irregularities,” and chided a lawyer for mispronouncing Lamborghini. (“Those who can’t afford one should say it properly” were his precise words.) This was around the time the emissions cheating began.
  • “Culture starts at the top,” a businessman recently said in an interview with the Association of Certified Fraud Examiners. “But it doesn’t start at the top with pretty statements. Employees will see through empty rhetoric and will emulate the nature of top-management decision making … A robust ‘code of conduct’ can be emasculated by one action of the CEO or CFO.”
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ROUGH TYPE | Nicholas Carr's blog - 0 views

www.roughtype.com tech brain science knowledge memory distraction smartphone learning creativity reasoning problem-solving silicon valley elite
shared by Javier E on 12 Dec 17 - Cached
  • The smartphone has become a repository of the self, recording and dispensing the words, sounds and images that define what we think, what we experience and who we are. In a 2015 Gallup survey, more than half of iPhone owners said that they couldn’t imagine life without the device.
  • So what happens to our minds when we allow a single tool such dominion over our perception and cognition?
  • the “integration of smartphones into daily life” appears to cause a “brain drain” that can diminish such vital mental skills as “learning, logical reasoning, abstract thought, problem solving, and creativity.”
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  • he has seen mounting evidence that using a smartphone, or even hearing one ring or vibrate, produces a welter of distractions that makes it harder to concentrate on a difficult problem or job. The division of attention impedes reasoning and performance.
  • Another 2015 study, appearing in the Journal of Computer-Mediated Communication, showed that when people hear their phone ring but are unable to answer it, their blood pressure spikes, their pulse quickens, and their problem-solving skills decline.
  • The researchers recruited 520 undergraduates at UCSD and gave them two standard tests of intellectual acuity. One test gauged “available working-memory capacity,” a measure of how fully a person’s mind can focus on a particular task. The second assessed “fluid intelligence,” a person’s ability to interpret and solve an unfamiliar problem. The only variable in the experiment was the location of the subjects’ smartphones. Some of the students were asked to place their phones in front of them on their desks; others were told to stow their phones in their pockets or handbags; still others were required to leave their phones in a different room.
  • In both tests, the subjects whose phones were in view posted the worst scores, while those who left their phones in a different room did the best. The students who kept their phones in their pockets or bags came out in the middle. As the phone’s proximity increased, brainpower decreased.
  • In subsequent interviews, nearly all the participants said that their phones hadn’t been a distraction—that they hadn’t even thought about the devices during the experiment. They remained oblivious even as the phones disrupted their focus and thinking.
  • A second experiment conducted by the researchers produced similar results, while also revealing that the more heavily students relied on their phones in their everyday lives, the greater the cognitive penalty they suffered.
  •  Smartphones have become so entangled with our existence that, even when we’re not peering or pawing at them, they tug at our attention, diverting precious cognitive resources. Just suppressing the desire to check our phone, which we do routinely and subconsciously throughout the day, can debilitate our thinking.
  • Imagine combining a mailbox, a newspaper, a TV, a radio, a photo album, a public library and a boisterous party attended by everyone you know, and then compressing them all into a single, small, radiant object. That is what a smartphone represents to us. No wonder we can’t take our minds off it.
  • They found that students who didn’t bring their phones to the classroom scored a full letter-grade higher on a test of the material presented than those who brought their phones. It didn’t matter whether the students who had their phones used them or not: All of them scored equally poorly.
  • A study of nearly a hundred secondary schools in the U.K., published last year in the journal Labour Economics, found that when schools ban smartphones, students’ examination scores go up substantially, with the weakest students benefiting the most.
  • Social skills and relationships seem to suffer as well.
  • Because smartphones serve as constant reminders of all the friends we could be chatting with electronically, they pull at our minds when we’re talking with people in person, leaving our conversations shallower and less satisfying.
  • In a 2013 study conducted at the University of Essex in England, 142 participants were divided into pairs and asked to converse in private for ten minutes. Half talked with a phone in the room, half without a phone present. The subjects were then given tests of affinity, trust and empathy. “The mere presence of mobile phones,” the researchers reported in the Journal of Social and Personal Relationships, “inhibited the development of interpersonal closeness and trust” and diminished “the extent to which individuals felt empathy and understanding from their partners.”
  • The evidence that our phones can get inside our heads so forcefully is unsettling. It suggests that our thoughts and feelings, far from being sequestered in our skulls, can be skewed by external forces we’re not even aware o
  •  Scientists have long known that the brain is a monitoring system as well as a thinking system. Its attention is drawn toward any object that is new, intriguing or otherwise striking — that has, in the psychological jargon, “salience.”
  • even in the history of captivating media, the smartphone stands out. It is an attention magnet unlike any our minds have had to grapple with before. Because the phone is packed with so many forms of information and so many useful and entertaining functions, it acts as what Dr. Ward calls a “supernormal stimulus,” one that can “hijack” attention whenever it is part of our surroundings — and it is always part of our surroundings.
  • Not only do our phones shape our thoughts in deep and complicated ways, but the effects persist even when we aren’t using the devices. As the brain grows dependent on the technology, the research suggests, the intellect weakens.
  • The irony of the smartphone is that the qualities that make it so appealing to us — its constant connection to the net, its multiplicity of apps, its responsiveness, its portability — are the very ones that give it such sway over our minds.
  • Phone makers like Apple and Samsung and app writers like Facebook, Google and Snap design their products to consume as much of our attention as possible during every one of our waking hours
  • Social media apps were designed to exploit “a vulnerability in human psychology,” former Facebook president Sean Parker said in a recent interview. “[We] understood this consciously. And we did it anyway.”
  • A quarter-century ago, when we first started going online, we took it on faith that the web would make us smarter: More information would breed sharper thinking. We now know it’s not that simple.
  • As strange as it might seem, people’s knowledge and understanding may actually dwindle as gadgets grant them easier access to online data stores
  • In a seminal 2011 study published in Science, a team of researchers — led by the Columbia University psychologist Betsy Sparrow and including the late Harvard memory expert Daniel Wegner — had a group of volunteers read forty brief, factual statements (such as “The space shuttle Columbia disintegrated during re-entry over Texas in Feb. 2003”) and then type the statements into a computer. Half the people were told that the machine would save what they typed; half were told that the statements would be erased.
  • Afterward, the researchers asked the subjects to write down as many of the statements as they could remember. Those who believed that the facts had been recorded in the computer demonstrated much weaker recall than those who assumed the facts wouldn’t be stored. Anticipating that information would be readily available in digital form seemed to reduce the mental effort that people made to remember it
  • The researchers dubbed this phenomenon the “Google effect” and noted its broad implications: “Because search engines are continually available to us, we may often be in a state of not feeling we need to encode the information internally. When we need it, we will look it up.”
  • as the pioneering psychologist and philosopher William James said in an 1892 lecture, “the art of remembering is the art of thinking.”
  • Only by encoding information in our biological memory can we weave the rich intellectual associations that form the essence of personal knowledge and give rise to critical and conceptual thinking. No matter how much information swirls around us, the less well-stocked our memory, the less we have to think with.
  • As Dr. Wegner and Dr. Ward explained in a 2013 Scientific American article, when people call up information through their devices, they often end up suffering from delusions of intelligence. They feel as though “their own mental capacities” had generated the information, not their devices. “The advent of the ‘information age’ seems to have created a generation of people who feel they know more than ever before,” the scholars concluded, even though “they may know ever less about the world around them.”
  • That insight sheds light on society’s current gullibility crisis, in which people are all too quick to credit lies and half-truths spread through social media. If your phone has sapped your powers of discernment, you’ll believe anything it tells you.
  • Data, the novelist and critic Cynthia Ozick once wrote, is “memory without history.” Her observation points to the problem with allowing smartphones to commandeer our brains
  • When we constrict our capacity for reasoning and recall or transfer those skills to a gadget, we sacrifice our ability to turn information into knowledge. We get the data but lose the meaning
  • We need to give our minds more room to think. And that means putting some distance between ourselves and our phones.
  • Harvard Business School professor emerita Shoshana Zuboff argues in her new book that the Valley’s wealth and power are predicated on an insidious, essentially pathological form of private enterprise—what she calls “surveillance capitalism.” Pioneered by Google, perfected by Facebook, and now spreading throughout the economy, surveillance capitalism uses human life as its raw material. Our everyday experiences, distilled into data, have become a privately-owned business asset used to predict and mold our behavior, whether we’re shopping or socializing, working or voting.
  • By reengineering the economy and society to their own benefit, Google and Facebook are perverting capitalism in a way that undermines personal freedom and corrodes democracy.
  • Under the Fordist model of mass production and consumption that prevailed for much of the twentieth century, industrial capitalism achieved a relatively benign balance among the contending interests of business owners, workers, and consumers. Enlightened executives understood that good pay and decent working conditions would ensure a prosperous middle class eager to buy the goods and services their companies produced. It was the product itself — made by workers, sold by companies, bought by consumers — that tied the interests of capitalism’s participants together. Economic and social equilibrium was negotiated through the product.
  • By removing the tangible product from the center of commerce, surveillance capitalism upsets the equilibrium. Whenever we use free apps and online services, it’s often said, we become the products, our attention harvested and sold to advertisers
  • this truism gets it wrong. Surveillance capitalism’s real products, vaporous but immensely valuable, are predictions about our future behavior — what we’ll look at, where we’ll go, what we’ll buy, what opinions we’ll hold — that internet companies derive from our personal data and sell to businesses, political operatives, and other bidders.
  • Unlike financial derivatives, which they in some ways resemble, these new data derivatives draw their value, parasite-like, from human experience.To the Googles and Facebooks of the world, we are neither the customer nor the product. We are the source of what Silicon Valley technologists call “data exhaust” — the informational byproducts of online activity that become the inputs to prediction algorithms
  • internet companies operate in what Zuboff terms “extreme structural independence from people.” When databases displace goods as the engine of the economy, our own interests, as consumers but also as citizens, cease to be part of the negotiation. We are no longer one of the forces guiding the market’s invisible hand. We are the objects of surveillance and control.
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40 Years Ago: A Look Back at 1977 - The Atlantic - 0 views

www.theatlantic.com/...542997 1997 history US politics policy
shared by krystalxu on 23 Oct 17 - No Cached
  • Chief Justice Warren Burger
  • Take a step into a visual time capsule now, for a brief look at the year 1977.
  • 9th President of the United States
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  • May 1, 1977
  • New York City skyline and Brooklyn Bridge
  • The space shuttle orbiter Enterprise, riding piggy-back on its 747 mothership,
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Astronauts on the moon and Mars may grow their homes there out of mushrooms, says NASA ... - 0 views

www.cnn.com/...index.html culture history
shared by anniina03 on 20 Jan 20 - No Cached
  • Astronauts on the moon or Mars may be growing their homes, rather than building them, according to NASA.
  • Transporting habitats or even the materials for habitats that astronauts can safely inhabit during a lunar mission, or an extended stay on Mars, will be expensive. And they will likely take up a lot of space to shuttle them from one planet to another, when other valuable resources may be needed.
  • Astronauts could bring a much more compact habitat made from lightweight materials embedded with fungi. These could survive long-term spaceflight and once the habitat was placed on the surface, all the astronauts would need to do is activate the fungi by adding water. Read MoreThe habitat would protect humans while also protecting the lunar or Martian surface because the fungi would be contained within the structure.
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  • Mars won't just be a harsh environment for humans, but the fungi as well. The fungi will need cyanobacteria to survive. Cyanobacteria uses solar energy to convert dioxide and water in oxygen and food.
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Brad Parscale Fell From Trump's Favor. Now He's Plotting a Comeback. - The New York Times - 0 views

www.nytimes.com/...d-parscale-trump-campaign.html Politics Trump
shared by anonymous on 03 Jan 21 - No Cached
  • Mr. Parscale, President Trump’s former campaign manager, was angry after he was demoted last summer, and wanted out of politics. That didn’t last long. He is starting a new political data company.
  • Now he is turning to real estate and plans to buy houses and flip them, he said in an interview this month, something he said he was good at. He is also restarting his political consulting firm, Parscale Strategy, and trying to kick off a start-up called Nucleus, to process and analyze data for conservative politicians.
  • Once a midlevel marketing executive in San Antonio, Mr. Parscale rose to the president’s inner circle and was hailed, somewhat hyperbolically, as the tech genius whose social media savvy won Mr. Trump the 2016 election. Mr. Parscale became expert in making the Trump campaign messages — sometimes gut-churning and cruel, other times patriotic and nostalgic — go wildly viral, and his dark humor seemed in tune with Mr. Trump and his meme-making fan base.
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  • But his initial impulse to jettison politics altogether soon gave way to the gravitational pull of the game: In a conversation a few weeks later, he had changed his mind. He was starting Nucleus.
  • The story of how Mr. Parscale came to work for Mr. Trump is serendipity, plus a little of Mr. Parscale’s opportunistic savvy. He was already a successful marketing executive, well known in the business circles of San Antonio, when about ten years ago one of his clients was on a flight next to someone who was about to take a job working for the Trump family. The client jotted contact info on an airplane napkin, and soon Mr. Parscale was looped in to bid on some digital work for the family. He cut his rate to make sure he would get the job.
  • “Americana worked,” he said. “Just Americana. ‘Bring back that America pride’ worked. Pictures of a space shuttle. Half my ads just look like a Fourth of July party with a Vietnam vet. I wasn’t some mad genius.”
  • He saw himself as a campaign manager but also something more: a partner to Jared Kushner, the president’s son-in-law, who was overseeing the campaign from the White House, and he enjoyed the limelight enough that he would take the stage at Trump rallies and throw red MAGA caps into the crowd.
  • While friends advised Mr. Parscale to make a clean break from the campaign, he chose instead to accept a smaller role. For the Republican National Convention, Mr. Parscale was in charge of video supplements to the program. Working mostly from his Florida home, he became frustrated.
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