When it became utterly ludicrous to carry the saw further, Rhoades still “could not believe” he was parting with it. He felt naked, just as Larry Mulloy said he would have without a quantitative argument for a last-second launch reversal. At NASA, accepting a qualitative argument was like being told to forget you are an engineer. When sociologist Diane Vaughan interviewed NASA and Thiokol engineers who had worked on the rocket boosters, she found that NASA’s own famous can-do culture manifested as a belief that everything would be fine because “we followed every procedure”; because “the [flight readiness review] process is aggressive and adversarial”; because “we went by the book.” NASA’s tools were its familiar procedures. The rules had always worked before. But with Challenger they were outside their usual bounds, where "can do" should have been swapped with what Weich calls a "make do" culture. They needed to improvise rather than throw out information that did not fit the established rubric.