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Mount Everest 1996 Essay

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The Harvard Business School case Mount Everest – 1996 narrates the events of May 11, 1996, when 8 people-including the two expedition leaders— died during a climb to the tallest mountain in the world (five deaths are described in the case, three border police form India also died that day). This was dubbed the “deadliest day in the mountain’s history” (at least until April 18, 2014). The survivors and many analysts have tried to decipher what went wrong that day, find an underlying cause, and learn from the event.
As the last assignment, this is an integrative case. Please refer to all previous chapters that may be applicable. The case analysis is worth 60 points.

1. Relying on the book chapter for perception and decision making, describe the role of the perception biases, “shortcuts”, and errors that the climbers — as individuals and as a group— made during the 1996 expedition to Mount Everest. Describe at least 5. How these biases, “shortcuts,” and errors did contribute to the tragedy? …show more content…

Some errors were committed due to lack of judgement, which led to wrong decision making.
1. Perception biases is demonstrated by Fischer when going from Base Camp to Camp II. Fischer was unfair to the Mountain Madness expedition set because while navigating through the Khumbu Icefall, he decided to turn back to take Kruse back because it was his friend. However, I believe Fischer, being the leader, should have let somebody else return Kruse to the Base Camp. The team could have encounter another error and in that kind of situations, evidently, errors can be deadly. This made Fischer to start feeling

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