In contrast to NASA’s later mantra—“In God we trust. All others must bring data”—Kranz tried to systematically incorporate the gut feelings and hunches of his colleagues into the decision-making process. When two or more technicians or engineers, no matter their position in the hierarchy, shared a concern, he stopped everything to collect and analyze data that would either isolate the problem or rule it out. Sometimes, these qualitative inputs were enough to override a rigorous protocol.
