Lots of communication processes failed with the Challenger launch. First, no presentation was made by the engineers to showcase the failure of the O-rings at the lower temperatures. A phone call was made in a small group meeting, but no presentation was the body language or design of visual aids (Institute, 2017). The seriousness of the engineers compare to the managers could not be evident. Second, the basic sender/receiver communication model was used between the project engineers and managers. The message was encoded by the engineers, transmitted via the telephone meeting. Noise and other factors were present compromising the message. Then decoded as data was received as useful information to the receiver. This was evident in the video as the project engineers were sure that the message had gotten across and the launch would be canceled. If an interactive communication model was used which is recognizes the need to ensure the message was understood (Institute, 2017). They would have realized from the beginning that the manager was not on the same page as they were. There sender is responsible to ensure the message was clear and concise. That the message was received and understood successfully. Repeating in their own words to the engineers what you just heard me say (Kerzner, 2012) the managers would have been on the same page of the engineers.

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