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The Trickle-Down Effect: Policy Decisions, Risky Work
Source: journals.sagepub.com
Article summary:
1. The Challenger tragedy was not an anomaly, but something that could happen in any organization.
2. Policy decisions from the top of the organization can trickle down and affect engineering decisions at the bottom.
3. Strategies for control should target the causes of a problem, such as organizational systems and their environment.
Article analysis:
The article is generally reliable and trustworthy, as it draws on archival data and interviews to provide evidence for its claims. The article does not appear to be biased or one-sided, as it presents both sides of the argument equally and acknowledges potential risks associated with policy decisions. It also provides a detailed analysis of how policy decisions can trickle down through an organization and affect engineering decisions at the bottom.
However, there are some points that could be explored further in order to make the article more comprehensive. For example, while the article does discuss how policy decisions can affect engineering decisions, it does not explore how these engineering decisions can then have an impact on other areas of an organization or society at large. Additionally, while the article does acknowledge potential risks associated with policy decisions, it does not provide any concrete examples or evidence to support this claim. Finally, while the article does provide a detailed analysis of how policy decisions can trickle down through an organization, it does not explore any potential counterarguments or alternative perspectives on this issue.
In conclusion, while this article is generally reliable and trustworthy in its discussion of how policy decisions can affect engineering decisions within an organization, there are some points that could be explored further in order to make it more comprehensive and balanced.