No other government agency receives as much attention as the National Aeronautics and Space Administration (NASA). The high-profile agency frequently captures attention of the media in both positive and negative contexts. This thesis takes a case study approach using organizational learning and sensemaking theories to investigate crisis communication within NASA's 2003 Columbia tragedy. Eight participants, who in some capacity had worked for NASA during the Columbia tragedy in a communication centered position, were interviewed. Using a grounded theory framework, nine themes emerged pertaining to organizational learning, leadership, structure, and organizational culture. The results of the study aid in understanding how high risk organization's (HROs) can learn from previous failures and details how organizational culture can hinder organizational change.