The magical process whereby a project known by all its team members to be in major trouble and headed for disaster is reported to senior leadership as being "on schedule", "within budget", and "in great shape". As the reports on the project status rise in the corporation, negative words and numbers are magically eliminated or replaced by positive facts and numbers. Failure to replace information in this way usually results in somebody being labelled "not a team player". The best recent example is the Columbia shuttle failure. This article written by Edward Tufte explains how obfuscation, minimization of concerns and issues were introduced into leadership communications, which led to an over-optimistic leadership assessment of the launch damage that led to the spacecraft's disintegration on re-entry.