The Pinto gas-tank story has always been of minor interest to me, which means I'm more knowledgeable than most. Who really looks into such things if they have no interest? Today in doing some reading on the Capri design, (which simply doesn't work for a hatchback, and would put gasoline within the passenger compartment if tried) I came across this interesting story from NPR. I'm cut pasting and adding brackets to cover the most important part of the story, but I'll post the whole link at the end. ----- "The same thing could be said of the Ford Pinto. Once something terrible has occurred, it becomes nearly impossible to look back on the actions of the people involved with any sense of dispassion. Our psychological defense systems demand a tidy explanation. We shrink away from anything that suggests messiness, randomness, uncertainty. (SOUNDBITE OF MUSIC) VEDANTAM: It's possible there was negligence or wrongdoing at Ford. Over the years, some have claimed that Ford didn't intentionally make a dangerous car while others have argued that the early Pinto crash tests reveal that executives at Ford knew the Pinto was a dangerous car even before it left the assembly line. [Competitive domestic car car fuel systems ruptured at best 27.5 MPH, the Pinto at 25 MPH, some imports did worse] We reached out to Ford for comment, and they declined our request. But our story isn't about the executives at Ford and what they did or did not know. It's about Denny Gioia, a mid-level employee who says he did not know about the Pinto's fuel tank problem until he discovered the mysterious report on his desk in 1974. Up until that moment and through the end of his tenure at Ford in 1975, Denny followed a clear process for deciding whether to recall cars. Since the company couldn't initiate a recall every time something went wrong with any car on the road, it needed a system for determining if a problem was a real problem or just a fluke. If Denny wanted to recommend a recall, he needed to be able to show two things - evidence that something was broken and a pattern of failure. The Pinto never rose to that standard. Denny sent up red flags about the car twice. But both times, he looked at the evidence himself and voted not to recall. (SOUNDBITE OF MUSIC) VEDANTAM: You might hear this and think we're letting Denny off the hook. Maybe Denny should have resigned in protest when he saw the burned-out Pinto in the company warehouse. Or maybe he should have blown the whistle to the media when the mysterious report turned up on his desk. Or maybe he should have just voted to recall the Pinto even if it meant ignoring his standard. That last thought has plagued Denny himself. (SOUNDBITE OF ARCHIVED RECORDING) GIOIA: In certain circles, I'm a certifiable villain, guilty of not protecting innocent, unsuspecting people driving a patently dangerous car. VEDANTAM: This is tape from a voice memo Denny sent us in 2019. It was in response to a call out seeking stories from listeners who felt haunted by something in their past. (SOUNDBITE OF ARCHIVED RECORDING) GIOIA: Am I haunted by those decisions? My answer is a resounding yes and an ambivalent no. Because after all these 46 years later, I remain of two minds about whether I did the right thing in voting not to recall the Pinto. VEDANTAM: Denny's conscience is heavy with the same question that Duncan Watts is asking. Just because the outcome was bad, does that mean that Denny did the wrong thing back when he was at Ford? Do the terrible deaths of the t hree Ulrich girls mean that Denny's criteria for instigating a recall were bad? Or is it possible that sometimes bad things happen even when good people are doing their best? This is very hard to accept psychologically. Bad outcomes cast a halo around everything that came before them, and it's next to impossible to see through the halo to reality. " These were the facts that Denny was dealing with, from earlier in the interview... --------------- VEDANTAM: Still, when he got back to the office and looked in his Pinto file, he only had five cases involving rear-end fires. He had no identifiable cause or pattern. In other words, he was nowhere near his usual standard for recommending the case for a recall vote. But he decided to do it anyway. GIOIA: So despite my training, when I saw that car - and despite the fact that I only had 5 field reports, I nonetheless put it on the docket for a vote. VEDANTAM: And when you brought it up to the five-person committee, was there a robust argument? Was there discussion? Did people just sort of, you know, roll their eyes at you? What actually happened? GIOIA: Oh, I could (laughter) - that's a good description. Yes, they rolled their eyes at me. Why are we doing this? Because you had an emotional response to seeing a burned-out Pinto? That's not good enough. We got to have data. How many you got? What's the pattern? That's not a pattern. Those could all be outliers. If you're an engineer, you have to think that way. VEDANTAM: Now, there's actually - you know, you can criticize this, but you can also say this is actually the correct way to think because, of course, anecdotally, things happen all the time that are idiosyncratic to a particular car or a particular situation. You know, there's - the weather conditions might be bad, something happens. And if you basically base your judgments on one case, I mean, presumably we'd be recording every car off the road because every car is probably going to have some idiosyncratic case where something goes wrong. No? GIOIA: Oh, absolutely. Now, think about this. We're looking at a car that has been built in the cheapest way possible. And given that it's a cheap vehicle, you can identify 50 things that cost $5 to $10 to fix. If you want to take a blanket approach and fix everything, suddenly you've got a car that nobody's willing to buy. That's not OK, especially in an era when the only thing people are buying is a Pinto. VEDANTAM: When it came down to a vote, Denny's office elected 5-0 not to recall. Even Denny voted against himself. It's a good story actually...
... View more