Science and Engineering Ethics 3 (2):171-212 (1997)
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| Abstract |
This article is concerned with ways better communication between engineers and their managers might help prevent engineers being faced with some of the ethical problems that make up the typical course in engineering ethics. Beginning with observations concerning the Challenger disaster, the article moves on to report results of empirical research on the way technical communication breaks down, or doesn’t break down, between engineers and managers. The article concludes with nine recommendations for organizational change to help prevent communications breakdown.
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| Keywords | ethics organizations disaster Challenger managers technology |
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| DOI | 10.1007/s11948-997-0008-4 |
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“Ain’T No One Here But Us Social Forces”: Constructing the Professional Responsibility of Engineers. [REVIEW]Michael Davis - 2012 - Science and Engineering Ethics 18 (1):13-34.
Institutional Culture and Individual Behavior: Creating an Ethical Environment.Christopher Meyers - 2004 - Science and Engineering Ethics 10 (2):269-276.
“Things That Went Well — No Serious Injuries or Deaths”: Ethical Reasoning in a Normal Engineering Design Process.Peter Lloyd & Jerry Busby - 2003 - Science and Engineering Ethics 9 (4):503-516.
When Worlds Collide: Engineering Students Encounter Social Aspects of Production. [REVIEW]Sarah Kuhn - 1998 - Science and Engineering Ethics 4 (4):457-472.
Is There a Profession of Engineering?Michael Davis - 1997 - Science and Engineering Ethics 3 (4):407-428.
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