Diane Vaughan's *The Challenger Launch Decision: Risky Technology, Culture and Deviance at NASA* (1996) offers a detailed analysis of the decision-making processes within NASA that led to the 1986 Challenger disaster. The book challenges the common narrative that the disaster was caused by the negligence of NASA bureaucrats, instead arguing that the launch decision was the result of a deeply ingrained "culture of production" at NASA. This culture, which prioritized efficiency and continuity, normalized deviant behavior, such as ignoring warnings about the O-ring seals, leading to the disaster. Vaughan's study is based on a ten-year examination of NASA's structures and procedures. She meticulously documents the history of O-ring seal failures and how engineers came to view these as normal rather than dangerous. This normalization of deviance is a key theme of the book, highlighting how complex organizations, especially those dealing with new and unpredictable technology, can fail to recognize and respond to risks. Vaughan's work is not an exposé of bureaucratic misconduct but a scholarly exploration of how decision-making occurs in organizations. She argues that even rigorous monitoring cannot prevent disaster, as decisions are often made in accordance with established rules and procedures. The book is written in a clear and accessible style, with each chapter building on the previous one, and it includes a strategic repetition of key events in chapters 1 and 8 to illustrate the interaction of culture, production, and secrecy. Despite some minor issues, such as repetitive details and a lack of a glossary, the book is a thought-provoking analysis of the Challenger disaster. It raises important questions about the effectiveness of investigative commissions and the media in informing the public, and it highlights the dangers of human decision-making in the face of unpredictable technology. The book's implications extend beyond the Challenger disaster, offering insights into the broader challenges of managing complex technologies in organizations.Diane Vaughan's *The Challenger Launch Decision: Risky Technology, Culture and Deviance at NASA* (1996) offers a detailed analysis of the decision-making processes within NASA that led to the 1986 Challenger disaster. The book challenges the common narrative that the disaster was caused by the negligence of NASA bureaucrats, instead arguing that the launch decision was the result of a deeply ingrained "culture of production" at NASA. This culture, which prioritized efficiency and continuity, normalized deviant behavior, such as ignoring warnings about the O-ring seals, leading to the disaster. Vaughan's study is based on a ten-year examination of NASA's structures and procedures. She meticulously documents the history of O-ring seal failures and how engineers came to view these as normal rather than dangerous. This normalization of deviance is a key theme of the book, highlighting how complex organizations, especially those dealing with new and unpredictable technology, can fail to recognize and respond to risks. Vaughan's work is not an exposé of bureaucratic misconduct but a scholarly exploration of how decision-making occurs in organizations. She argues that even rigorous monitoring cannot prevent disaster, as decisions are often made in accordance with established rules and procedures. The book is written in a clear and accessible style, with each chapter building on the previous one, and it includes a strategic repetition of key events in chapters 1 and 8 to illustrate the interaction of culture, production, and secrecy. Despite some minor issues, such as repetitive details and a lack of a glossary, the book is a thought-provoking analysis of the Challenger disaster. It raises important questions about the effectiveness of investigative commissions and the media in informing the public, and it highlights the dangers of human decision-making in the face of unpredictable technology. The book's implications extend beyond the Challenger disaster, offering insights into the broader challenges of managing complex technologies in organizations.