Abstract
Examination of the public documents available on the Challenger explosion shows that a history of miscommunication contributed to the accident. This miscommunication was caused by several factors, including managers and engineers interpreting data from different perspectives and the difficulty of believing and then sending bad news, especially to superiors or outsiders. An understanding of the dynamics at work in the Challenger case can help engineers and engineering managers elsewhere reduce miscommunication in their own companies.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">></ETX>