Many of the participants in this case had major doubts for the design, and began generating items which disturbed them greatly. Yet they got caught up inside the deception and got deeper and deeper into the mess.
Ethical behavior on a part of any of the key players could have turned the situation around. Ethics are not merely an ideal that firms must maintain in mind for ones purposes of goodwill. Ultimately, ethical business behavior stands out as the only logical method to operate, and each manager need to realize that. The conse-quences of unethical behavior are often a loss of customers, lawsuits, criminal charges, and tighter government regulations.
In the Goodrich case, an additional consequence was organizational conflict including a lack of harmony. Individuals like Lawson and Vandivier should have refused to go along on the grounds of ethics (it is assumed that the first individual references to "I," who was unidenti-fied, meant Kermit Vandivier, author on the case). Although concerned about their economic security, they eventually resigned right after they had been guilty of conspiracy. Earlier they regarded quitting. They ought to not have quit, but they should have refused to falsify info and persisted in exposing the actual issue -- the faulty four-disk design.
What I would have done differently and when I would have intervened would depend on who I was and what responsibilities I had at the time. Had I been John Warren, I wish to think that following Lawson made evidence with the early test failures and computations showing that a larger five-disk break was needed, I would have been receptive and have given him the green light. While subassemblies had been already arriving from suppliers, time was passing and it was essential to switch to a new design once possible. After all, the business wanted to supply a "good break" regardless on the cost.
Every participant within the project helped to undermined the organizational goals of B.F. Goodrich. The bid for your break assemblies was intentionally low. The company was willing to lose income on a initial order as it wanted to develop a profit-able long-term relationship, and undo the damage done ten many years earlier when it provided unsatisfactory break parts to this exact same customer. Goodrich executives, managers and engineers ought to have all been committed to this goal. Throughout the plant folks had been told: "We can not bungle it this time. We've got to give them a very good break, regardless of cost.
As Searle Lawson, the project engineer in charge of creating the final production design, I would have taken the early test results and computations to Warren (as Lawson did), and pushed harder for your new design. As Lawson also did, I would have gone to his boss, Bob Sink. Not finding support there, I would have also tested additional linings. But when those people diagnostic tests also failed, I would have insisted that the break could not work. As project engineer, I would have urged Warren to abandon the folly, initiated jobs over a new design, and taken the situation higher up the corporate ladder if necessary. I would by no means have falsified any facts or participated in preparing the phony qualification report.
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