Charles Perrow argues that the conventional engineering approach to ensuring safety--building in more warnings and safeguards--fails because systems complexity makes failures inevitable. He asserts that typical precautions, by adding to complexity, may help create new categories of accidents. (At Chernobyl, tests of a new safety system helped produce the meltdown and subsequent fire.) By recognizing two dimensions of risk--complex versus linear interactions, and tight versus loose coupling--this book provides a powerful framework for analyzing risks and the organizations that insist we run them.The first edition fulfilled one reviewer's prediction that it may mark the beginning of accident research. In the new afterword to this edition Perrow reviews the extensive work on the major accidents of the last fifteen years, including Bhopal, Chernobyl, and the Challenger disaster. The new postscript probes what the author considers to be the quintessential 'Normal Accident' of our time: the Y2K computer problem.

    Hardcover published by Quadragle/The New York Times Book Co., third printing, August 1977, copyright 1975.

    As a flight director in NASA’s Mission Control, Kranz witnessed firsthand the making of history. He participated in the space program from the early days of the Mercury program to the last Apollo mission, and beyond. He endured the disastrous first years when rockets blew up and the United States seemed to fall further behind the Soviet Union in the space race. He helped to launch Alan Shepard and John Glenn, then assumed the flight director’s role in the Gemini program, which he guided to fruition. With his teammates, he accepted the challenge to carry out President John F. Kennedy’s commitment to land a man on the Moon before the end of the 1960s. Kranz recounts these thrilling historic events and offers new information about the famous flights. What appeared as nearly flawless missions to the Moon were, in fact, a series of hair-raising near misses. When the space technology failed, as it sometimes did, the controllers’ only recourse was to rely on their skills and those of their teammates. He reveals behind-the-scenes details to demonstrate the leadership, discipline, trust, and teamwork that made the space program a success. A fascinating firsthand account by a veteran mission controller of one of America’s greatest achievements, Failure is Not an Option reflects on what has happened to the space program and offers his own bold suggestions about what we ought to be doing in space now.

    Now, in a tour-de-force narrative twenty years in the making, Ashton leads us on a journey through humanity’s greatest creations to uncover the surprising truth behind who creates and how they do it. From the crystallographer’s laboratory where the secrets of DNA were first revealed by a long forgotten woman, to the electromagnetic chamber where the stealth bomber was born on a twenty-five-cent bet, to the Ohio bicycle shop where the Wright brothers set out to “fly a horse,” Ashton showcases the seemingly unremarkable individuals, gradual steps, multiple failures, and countless ordinary and usually uncredited acts that lead to our most astounding breakthroughs.Creators, he shows, apply in particular ways the everyday, ordinary thinking of which we are all capable, taking thousands of small steps and working in an endless loop of problem and solution. He examines why innovators meet resistance and how they overcome it, why most organizations stifle creative people, and how the most creative organizations work. Drawing on examples from art, science, business, and invention, from Mozart to the Muppets, Archimedes to Apple, Kandinsky to a can of Coke, How to Fly a Horse is a passionate and immensely rewarding exploration of how “new” comes to be.

    You think you can solve your human error problem by telling people to be more careful, by reprimanding the miscreants, by issuing a new rule or procedure. These are all expressions of 'The Bad Apple Theory', where you believe your system is basically safe if it were not for those few unreliable people in it. This old view of human error is increasingly outdated and will lead you nowhere. The new view, in contrast, understands that a human error problem is actually an organizational problem. Finding a 'human error' by any other name, or by any other human, is only the beginning of your journey, not a convenient conclusion. The new view recognizes that systems are inherent trade-offs between safety and other pressures (for example: production). People need to create safety through practice, at all levels of an organization. Breaking new ground beyond its successful predecessor, The Field Guide to Understanding Human Error guides you through the traps and misconceptions of the old view. It explains how to avoid the hindsight bias, to zoom out from the people closest in time and place to the mishap, and resist the temptation of counterfactual reasoning and judgmental language. But it also helps you look forward. It suggests how to apply the new view in building your safety department, handling questions about accountability, and constructing meaningful countermeasures. It even helps you in getting your organization to adopt the new view and improve its learning from failure. So if you are faced by a human error problem, abandon the fallacy of a quick fix. Read this book.

    G. Lord was becoming a teenager in Southern California and her mother was dying of cancer, Lord's father-an archetypal, remote, rocket engineer- disappeared into his work at the Jet Propulsion Laboratory in Pasadena, building the space probes of the Mariner Mars 69 mission. Thirty years later, Lord found herself reporting on the JPL, triggering childhood memories and a desire to revisit her past as a way of understanding the ethos of rocket science. Astro Turf is the brilliant result of her journey of discovery.Remembering her pain at her father's absence, yet intrigued by what he did, Lord captures him on the page as she recalls her own youthful, eccentric fascination with science and space exploration. Into her family's saga she weaves the story of the legendary JPL- examining the complexities of its cultural history, from its start in 1936 to the triumphant Mars landings in 2004. She illuminates its founder, Frank Malina, whose brilliance in rocketry was shadowed by a flirtation with communism, driving him from the country even as we welcomed Wernher von Braun and his Nazi colleagues. Lord's own love of science fiction becomes a lens through which she views a profound cultural shift in the male-dominated world of space. And in pursuing the cause of her father's absence she stumbles on a hidden guilt, understanding "the anguish his proud silence caused both him and me, and how rooted that silence was in the culture of engineering."As in her acclaimed book Forever Barbie, which demystified an icon of feminine culture, Lord brings her penetrating insight to bear on a bastion of American masculinity, opening our eyes in unexpected and memorable ways.

    Kennedy astonished the world on May 25, 1961, when he announced to Congress that the United States should land a man on the Moon by 1970. No group was more surprised than the scientists and engineers at NASA, who suddenly had less than a decade to invent space travel. When Kennedy announced that goal, no one knew how to navigate to the Moon. No one knew how to build a rocket big enough to reach the Moon, or how to build a computer small enough (and powerful enough) to fly a spaceship there. No one knew what the surface of the Moon was like, or what astronauts could eat as they flew there. On the day of Kennedy’s historic speech, America had a total of fifteen minutes of spaceflight experience—with just five of those minutes outside the atmosphere. Russian dogs had more time in space than U.S. astronauts. Over the next decade, more than 400,000 scientists, engineers, and factory workers would send 24 astronauts to the Moon. Each hour of space flight would require one million hours of work back on Earth to get America to the Moon on July 20, 1969. More than fifty years later, One Giant Leap is the sweeping, definitive behind-the-scenes account of the furious race to complete one of mankind’s greatest achievements. It’s a story filled with surprises—from the item the astronauts almost forgot to take with them (the American flag), to the extraordinary impact Apollo would have back on Earth, and on the way we live today. Charles Fishman introduces readers to the men and women who had to solve 10,000 problems before astronauts could reach the Moon. From the research labs of MIT, where the eccentric and legendary pioneer Charles Draper created the tools to fly the Apollo spaceships, to the factories where dozens of women sewed spacesuits, parachutes, and even computer hardware by hand, Fishman captures the exceptional feats of these ordinary Americans. One Giant Leap is the captivating story of men and women charged with changing the world as we knew it—their leaders, their triumphs, their near disasters, all of which led to arguably the greatest success story, and the greatest adventure story, of the twentieth century.

    on July 16, 1969, the Apollo 11 rocket launched in the presence of more than a million spectators who had gathered to witness a truly historic event. It carried Neil Armstrong, Buzz Aldrin, and Mike Collins to the last frontier of human imagination: the moon. Rocket Men is the thrilling story of the moon mission, and it restores the mystery and majesty to an event that may have become too familiar for most people to realize what a stunning achievement it represented in planning, technology, and execution. Through interviews, twenty-three thousand pages of NASA oral histories, and declassified CIA documents on the space race, Craig Nelson re-creates a vivid and detailed account of the Apollo 11 mission. From the quotidian to the scientific to the magical, readers are taken right into the cockpit with Aldrin and Armstrong and behind the scenes at Mission Control. Rocket Men is the story of a twentieth-century pilgrimage; a voyage into the unknown motivated by politics, faith, science, and wonder that changed the course of history.

    This is a ride on the Google wave, and the fullest account of how it formed and crashed into traditional media businesses. With unprecedented access to Google's founders and executives, as well as to those in media who are struggling to keep their heads above water, Ken Auletta reveals how the industry is being disrupted and redefined.Auletta goes inside Google's closed-door meetings, introducing Google's notoriously private founders, Larry Page and Sergey Brin, as well as those who work with - and against - them. In Googled, the reader discovers the 'secret sauce' of the company's success and why the worlds of 'new' and 'old' media often communicate as if residents of different planets. It may send chills down traditionalists' spines, but it's a crucial roadmap to the future of media business: the Google story may well be the canary in the coal mine.Googled is candid, objective and authoritative. Crucially, it's not just a history or reportage: it's ahead of the curve and unlike any other Google books, which tend to have been near-histories, somewhat starstruck, now out of date or which fail to look at the full synthesis of business and technology.

    "A fascinating book . . . about what Americans can achieve with vision and teamwork".--Buzz Aldrin.

    It will enable making a design for almost any kind of building, or any part of the built environment. ‘Patterns,’ the units of this language, are answers to design problems: how high should a window sill be?; how many stories should a building have?; how much space in a neighborhood should be devoted to grass and trees?More than 250 of the patterns in this language are outlined, each consisting of a problem statement, a discussion of the problem with an illustration, and a solution. As the authors say in their introduction, many of the patterns are archetypal, so deeply rooted in the nature of things that it seems likely that they will be a part of human nature and human action as much in five hundred years as they are today.A Pattern Language is related to Alexander’s other works in the Center for Environmental Structure series: The Timeless Way of Building (introductory volume) and The Oregon Experiment.

    Armstrong become the first person to step on the surface of another heavenly body. Perhaps no words in human history became better known than those few he uttered at that historic moment. In a penetrating exploration of American hero worship, Hansen addresses the complex legacy of the First Man, as an astronaut and an individual.

    But until now, we have known only half the story. With the end of the cold war, decades of secrets have been exposed, bringing with them a remarkable opportunity: the unmasking of the true heroes and villains behind one of the most exciting races in history.At the center of this exhilarating, fast-paced account are Wernher von Braun, the camera-friendly former Nazi scientist who led the American rocket design team, and Sergei Korolev, the chief Soviet designer and former political prisoner whose identity was a closely guarded state secret. These rivals were opposite in every way, save for one: each was obsessed by the idea of launching a man to the Moon. Korolev told his wife, "In every century men were looking into the sky and dreaming. And now I'm close to the greatest dream of mankind."In attempting to fulfill this dream, Korolev was initially hampered by a budget so small that his engineers were forced to repurpose cardboard boxes as drafting tables. Von Braun, meanwhile, was eventually granted almost limitless access to funds by an American government panicked at the thought that their cold war enemy might take the lead in the exploration of space. Korolev, whose family life was destroyed by his long sentence in the Gulag, was constantly aware that any false move would finish his career or even his life. His rival, on the other hand, enjoyed remarkable celebrity in America and was even the subject of a 1960 biopic.In this extraordinary book, Deborah Cadbury combines sheeradventure and nail-biting suspense with a moving portrayal of the space race's human dimension. Using source materials never before seen, she reveals that the essential story of the cold war is a mind-bending voyage beyond the bounds of the Earth, one marked by espionage, ambition, ingenuity, and passion.

    Neil Armstrong responded by switching off the automatic mode and taking direct control. He stopped monitoring the computer and began flying the spacecraft, relying on skill to land it and earning praise for a triumph of human over machine. In Digital Apollo, engineer-historian David Mindell takes this famous moment as a starting point for an exploration of the relationship between humans and computers in the Apollo program. In each of the six Apollo landings, the astronaut in command seized control from the computer and landed with his hand on the stick. Mindell recounts the story of astronauts' desire to control their spacecraft in parallel with the history of the Apollo Guidance Computer. From the early days of aviation through the birth of spaceflight, test pilots and astronauts sought to be more than "spam in a can" despite the automatic controls, digital computers, and software developed by engineers.Digital Apollo examines the design and execution of each of the six Apollo moon landings, drawing on transcripts and data telemetry from the flights, astronaut interviews, and NASA's extensive archives. Mindell's exploration of how human pilots and automated systems worked together to achieve the ultimate in flight -- a lunar landing -- traces and reframes the debate over the future of humans and automation in space. The results have implications for any venture in which human roles seem threatened by automated systems, whether it is the work at our desktops or the future of exploration.

    With his inimitable ability to translate complex foreign policy and economic issues, Friedman explains how the flattening of the world happened at the dawn of the 21st century; what it means to countries, companies, communities and individuals; and how governments and societies can, and must, adapt.