Mt Everest Case Study

Topics: Decision making, Decision making software, Decision theory Pages: 9 (3878 words) Published: November 17, 2011
Mount Everest | |4/29/2010 |

Mount Everest 1996 Expedition Case Study
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There were several decisions that were made by Fischer and Hall that may have contributed to the loss of lives on Mount Everest in May 1996. We have analyzed the decisions made by the leaders of Mountain Madness and Adventure Consultants and have come to the following conclusions of what may have gone wrong.. We feel the biggest mistakes made by the leaders began before the expedition even started, and continued throughout the trip. In the beginning, they failed to plan for all eventualities. During the trip they appeared to be overconfident of their abilities and took many unnecessary risks in an effort to correct bad decisions. They also failed to encourage and foster good employee relations resulting in making important decisions while wearing blinders. They did not see or use the information available to them, nor did they seek the opinions or guidance before finalizing their decisions. We have come to the following conclusions of what may have gone wrong. People in general are very selfish and obsessed with our own personal gains in life. Whether it is financial gain or just the social stature that someone is looking for, that will come with a job well done. All of the people that were on Mount Everest had their own selfish reasons for being there. Several of theThose reasons contributed to the individual decisions for not wanting to turn around, and go down, even after the weather conditions deteriorated. A few of the climbers, the Sherpas, were there because they were employed; some wanted the personal satisfaction of climbing all seven summits; and others had a story to write for national magazines. Therefore everyone had their own selfish reasons for climbing Mount Everest, even the leaders who were looking for national publicity from the stories being written in hopes they could profit by increased business. When Hall and Fischer agreed to lead this group of men and women to the summit they should have used the Six Thinking Hats Tool. Both men should have used the white hat for gathering information and facts about each climber and their abilities. The red hat to get out the feeling or gut instincts in each of the group members about any concerns they may be having about the climb. Use the black hat to identify any feelings of negativity or risks that each member was feeling about the climb. Make use of the yellow hat to generate a positive upbeat attitude about the people and experiences that they will be having. Utilize the green hat to create ideas on how to get things done. Apply the blue hat to take an overall look at everyone to see if they are still on board with the mission at hand. Using the hats would creates benefits among the group by creating camaraderie within the group., any Any good and bad feelings could be cleared up, and they could have created a specific time line of what and when things were to take place. It could be reasoned that Hall and Fischer were wearing cognitive blinders. They failed to seek out vital information from each of their guides who did not feel comfortable expressing opposing thoughts or ideas. The leaders did not spend appropriate time with their guides setting the parameters. They needed to build confidence in their own personal abilities to lead, practice effective listening skills, and be open to hearing concerns from the experts, their guides. Hall and Fischer did not see,...
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