In a powerful book about the disintegration, immediately after launch, of the Challenger space shuttle, which killed seven astronauts in January of 1986, the sociologist Diane Vaughan described a phenomenon inside engineering organizations that she called the “normalization of deviance.” In such cultures, she argued, there can be a tendency to slowly and progressively create rationales that justify ever-riskier behaviors. Starting in 1983, the Challenger shuttle had been through nine successful launches, in progressively lower ambient temperatures, across the years. Each time the launch team got away with a lower-temperature launch, Vaughan argued, engineers noted the deviance, then decided it wasn’t sufficiently different from what they had done before to constitute a problem. They effectively declared the mildly abnormal normal, making deviant behavior acceptable, right up until the moment when, after the shuttle launched on a particularly cold Florida morning in 1986, its O-rings failed catastrophically and the ship broke apart.

If the same pattern proves to have played out at Volkswagen, then the scandal may well have begun with a few lines of engine-tuning software. Perhaps it started with tweaks that optimized some aspect of diesel performance and then evolved over time: detect this, change that, optimize something else. At every step, the software changes might have seemed to be a slight “improvement” on what came before, but at no one step would it necessarily have felt like a vast, emissions-fixing conspiracy by Volkswagen engineers, or been identified by Volkswagen executives. Instead, it would have slowly and insidiously led to the development of the defeat device and its inclusion in cars that were sold to consumers.

If this was, in fact, the case, then Horn was basically right that engineers were responsible. The scandal wouldn’t have been caused by a few rogue engineers, though, so much as by the nature of engineering organizations themselves. Faced with an expensively engineered diesel engine that couldn’t meet strict emissions standards, Volkswagen engineers “tuned” their engine software. And they kept on tuning it, normalizing deviance along the way, until they were far from where they started, to the point of gaming the emissions tests by detecting test conditions and re-calibrating the engine accordingly on the fly.

My uncle who works in aerospace/aeronautics has long told me that most of the public has no idea how far the Space Shuttle program were pushing the boundaries of what was possible.

Encouraging to see Kedrosky get a byline in The New Yorker. Om Malik has a piece in The New Yorker on Jack Dorsey's return to Twitter. I love The New Yorker, but their coverage of the tech industry has occasionally struck me as a bit biased (part of the larger East Coast/West Coast culture war, with Silicon Valley in the role of the nouveau riche). I'm encouraged to see their stable of tech voices broadening.