The Vasa Case Study Essay

Question 5

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Was this genuinely a catastrophe? What lessons can be learned from this instance and similar catastrophes. peculiarly sing the importance of such “human factors” as bravery. truthfulness. and unfastened communicating?

The Vasa was built as a symbol of Sweden’s naval domination. Unequalled in size. ornamentation and firepower. the Vasa was intended to project might and to intimidate the nation’s enemies. Of class. the world of Sweden’s many conquerings in the Baltic part was non lost on its enemies. Further. the Vasa was a beginning of huge national pride. The first of its sort in any navy and by any state. it seemed a victory of technology and the nation’s technological art. Beyond the projection of odd force and national pride. nevertheless. the Vasa had more practical value.

As the navy’s flagship vas. it would be employed in the involvement of national defence. to transport military forces and supplies as it waged war. and to use force in roll uping grosss. Furthermore. the velocity of its building was occasioned by the loss of ships during combat. This led to demands by the male monarch to hold the Vasa and other ships completed far in front of agenda. The all right paradigm seen by a spurting populace on the twenty-four hours of its inaugural ocean trip masked serious design and technology defects. It sailed a mere 1400 paces before it capsized and sunk to the underside of the sea. in full position of a crowd of witnesss. The toll on the national hoarded wealth was in surplus of 5 % of the nation’s Gross National Product ( GNP ) . and even more significantly. it cost the lives of at least 50 individuals. This was genuinely a catastrophe of monumental proportions.

The failure and tragic terminal of the Vasa undertaking is informative with regard to certain human factors as described below:


It is perfectly critical that all members involved in the planning. designing and execution of a undertaking be fearless in admiting all existent jobs and hazards. Team members must hold the bravery to pass on all jobs to the undertaking director who must. in bend. communicate with the stakeholders. The fright of failure. effects of assorted signifiers ( and in the Vasa undertaking. the menace of penalty from the male monarch ) may suppress the inclination to “speak out” . modify a undertaking. or abandon it wholly. nevertheless. it must be done. particularly when the effects are important with regard to otiose resources. and as the instance survey shows. when lives are at interest. Shipmaster Hybertson acknowledged his inability to conform to the King’s specifications. but finally acquiesced when. under force per unit area. he decided “to do whatever is necessary to fulfill the king’s demands. ” At the beginning of a undertaking. it is necessary to make an environment where fright and bullying are removed.


The demand for truthfulness can non be over-emphasized. In order to win in a undertaking. squad members and the undertaking director must be true in all actions and communications. Information at all phases of the project’s advancement must ever be accurate even if it less than desirable. and particularly when there are important hazards to the populace ( Heldman. 2013 ) . Truthfulness besides relates to how jobs are minimized as in the instance of the Vasa undertaking when Admiral Flemming discounted the obvious design and technology defects during the proving phase with his response that “the shipwright has built ships before. ”

Open communicating:

Effective communicating is the lifeblood of a undertaking. There has to be clear channels of communicating between the squad members. the undertaking director. and the stakeholders. The absence of information-sharing by the maestro shipwright. occasional dislocations in information flow among the undertaking director. Admiral Flemming. and the shipwright and the male monarch. were critical factors ensuing in the failure of the undertaking. The lesson to be learnt here is how perfectly indispensable a communications program is to the success of a undertaking ( Larson and Gray. 2011 ) .


Heldman. K. ( 2011 ) . PMP Project Management Professional test survey usher. ( 7th ed. ) . Indianapolis. Inch: John Wiley & A ; Sons. Inc.
Larson. E. W. . & A ; Gray. C. F. ( 2011 ) . Project direction: The managerial procedure. ( 5th
ed. ) . New York. New york: The McGraw-Hill Companies. Inc.