Mount Everest Case

1756 WordsOct 24, 20088 Pages
(1) The formation of groups by the leaders lacked the consideration of the non-expert members’ skills. The leaders, groups and their members had different sets of goals in their minds. The teams’ goals did not fit well with the overall goals of the organization. There was an imbalance between the perceptions of the team members, guides and the leaders. (2) Right from the very beginning team leaders underestimated the challenges offered by Mount Everest. It indicates the tendency of overconfidence bias and recency effect of reliance on good weather in recent years. (3) The team members could not establish strong working relationships. Many team members were either not sure of their role in their teams or were reluctant to raise a…show more content…
If there is a delay in starting the move towards the summit, it only makes sense to abandon the plans for that day. These common sense rules must be followed by all leaders, guides, members and Sherpas without any exception. This rule must be followed by every individual just as a business is supposed to follow the law of the land. (5) To overcome sunk cost effect, overconfidence bias and recency effect, future expeditions should consider taking an independent expert with them whom they can rely on for making risk assessment and for unbiased guidance during the difficult circumstances as discussed in (4) above. (6) There is no scope for logistic problems for Mount Everest climbers. Procurement and management of supplies should be left with an outside firm. All supplies should reach the Base Camp before the teams. Perhaps, use of satellite weather images can guide the climbers to decide the timing of their push towards the summit. (7) Leaders should be available for guidance and also for making critical decisions. They should refrain from executing the strategy. Instead of ensuring personal customer service to a client their role should be to stay committed to overall goals. If a team member falls ill, it is better to let a Sherpa escort the client to the camp. (8) If one has to rely on the complex systems theory, then the strategy should focus on eliminating human errors and group interaction difficulties and leave harsh
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