Brian Feil, writing in Government Executive has this to say about Katrina and the tunnel collapse in Boston:
The Big Dig highway cost $14 billion and took well over a decade to build. It was complex, involving many federal, state and local agencies and numerous contractors. The New Orleans levee system was similarly complex, involving many agencies and many contractors. These two projects have been the subject of numerous oversight reviews by inspectors general and other watchdogs.
In both cases, the engineering problems that contributed to the deaths were identified by overseers in the past, though the significance of the problems was not understood before it was too late.
Because both projects were messy, complicated affairs with multiple masters over many years, it's hard to pin the engineering failures on any particular player or any particular decision. Perhaps there are lessons to be learned about the need for clear lines of authority, centralized control and oversight methods that not only identify problems but make sure they are solved. Continuity of leadership was missing in both cases.
Once again - and this is a lesson that bears frequent repetition - workplace spirituality is not just, or even first, matter of witnessing one's faith. It is first a matter of rendering service to one's employer and to the public. This requires the practice of ten basic disciplines including attention to quality and challenging one's employer when serious mistakes are being made.