Mount Everest Case

Rob Hall, the Kiwi guide of the Everest expedition group of Adventure Consultants, was the head guide during the terrible accidents of 1996. He led his team through many obstacles, facing them head on and never faltering until his last moments. Even in his dying breath he didn’t succumb to fear and didn’t want anyone to worry about him. Rob Hall would not leave Doug Hansen alone, even though he knew Hansen would die eventually, and didn’t desert him until there was a 100 percent certainty that Hansen was dead. Even though Hall himself had told all of the Adventure

Issues Encountered During The Simulation Virtual Team During the first climb on September 1st, 2014, the team is still scattered and the members are reluctant to share information and opinions. At the first stage of the Everest, our appointed leader, Rachel accidentally submitted the final decision, making the whole team

You wouldn't believe that two of the best climbing guides on Mount Everest could be so different. Both guides are brilliant men clever in the ways of climbing, but with two personalities both on either end of the spectrum. One guide is logical and organized when planning any climb

• Trust- should be slowly built up across team members, through developing confidence in each other’s competence and reliability. Trusting individuals are willing to share their knowledge and skills without fear of being diminished or exploited.

Conclusion Success in the Mount Everest Simulation was not defined as reaching the summit of a mountain, but rather in terms of strong leadership, positive team work, logical decision making, and effective communication and dispute resolution to accomplish a specific task. Based on my personal experience, I realize the importance of knowing and understanding all team members. Fluid, open communication and positive feedback are key factors. Active listening, motivating, engaging, and valuing each team member’s contributions create an effective work environment. Mistakes happen, but valuable learning comes from the mistakes and our understanding of the challenges and opportunities to overcome them. If we, as team members, learn from our mistakes and are fully committed to the success of the team, we all

In order to continue climbing Everest, many aspects of climbing need to be improved before more people endanger their lives to try and reach the roof of the world. The guides have some areas that need the most reform. During the ascension of Everest the guides made a plethora mistakes that seemed insignificant but only aided in disaster. The guides first mistake is allowing “any bloody idiot [with enough determination] up” Everest (Krakauer 153). By allowing “any bloody idiot” with no climbing experience to try and climb the most challenging mountain in the world, the guides are almost inviting trouble. Having inexperienced climbers decreases the trust a climbing team has in one another, causing an individual approach to climbing the mountain and more reliance on the guides. While this approach appears fine, this fault is seen in addition to another in Scott Fischer’s expedition Mountain Madness. Due to the carefree manner in which the expedition was run, “clients [moved] up and down the mountain independently during the acclimation period, [Fischer] had to make a number of hurried, unplanned excursions between Base Camp and the upper camps when several clients experienced problems and needed to be escorted down,” (154). Two problems present in the Mountain Madness expedition were seen before the summit push: the allowance of inexperienced climbers and an unplanned climbing regime. A third problem that aided disaster was the difference in opinion in regards to the responsibilities of a guide on Everest. One guide “went down alone many hours ahead of the clients” and went “without supplemental oxygen” (318). These three major issues: allowing anyone up the mountain, not having a plan to climb Everest and differences in opinion. All contributed to the disaster on Everest in

Into Thin Air by Jon Krakauer On May 10, 1996, nine people perished on Mt. Everest. Jon Krakauer, a writer from Outside magazine, was there to witness the events and soon after write the book, Into Thin Air, chronicling the disaster. Jon Krakauer is not only the writer and narrator

Mt. Everest’s summit has always seemed an unattainable goal for most people. The idea that most people have is that if I can climb Mt Everest, I can accomplish anything. To have the money and desire to try to attempt it is one thing, but being able to endure the punishment is quite another. Beck Weathers, one of the climbers on this particular expedition, had such severe frostbite that he had to have his right arm, nose and the fingers on his left hand amputated. Everyone on the expedition suffered the rigors of Everest. The two expert guides, Rob Hall and Scott Fischer, lost their lives due to a violent storm that ripped through during their descent from the summit. Their impaired judgment also contributed to their demise. Everest is no respecter of persons. Mt Everest is the most respected mountain in the whole world and if

1.4 Explain how challenges to effective team performance can be overcome Challenges to effective team performance can be overcome by : Increasing communication – team have to meet as often as possible to discuss issues of concern. Team has to clearly define methods and channels of communication to ensure that the right information is available at the right time, in the right form through the right channel for effective use and feed backs give timely.

1 Introduction Leadership failure is rarely discussed, and yet often represents the greatest potential risk to an organization or group in an unfamiliar situation. For the Everest Simulation, I held the role of team leader, in which I was required to achieve goals relating to a combined ascent and maintaining team safety. At completion, 13 of 20 individual goals, and 65% of overall team goals were accomplished. The lower rate of success was due to several ethical and leadership related failures, resulting in a team member being evacuated on the final ascent. Although the simulation could have been more successful, the team dynamics witnessed were enlightening as to what constitutes effective leadership and ethical decision making in a high-intensity situation.

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.

HBS Case Review: Mt. Everest Case Study Introduction The case of Mt. Everest focuses on two commercial expeditions, Adventure Consultants and Mountain Madness, and the tragic event on May 10, 1996. These two commercial expeditions were lead by Rob Hall and Scott Fischer, and were consisted of 20 members. Both leaders were experienced climbers, but due to several factors, the expedition resulted into five deaths including Hall and Fischer. The event has thought managers to evaluate the importance of leadership together with its internal and external factors that managers should consider to survive in the high risk business world.

On the third day of the first Everest simulation, new information was given to each member. As the environmentalist, I was given the weather forecast chart which I have to analysis with the marathoner as to predict whether there was going to be a frost bite on the next day, deciding whether to proceed or remain at the camp. However, due to the lack of time and discussions, I did not tell others that I obtained such information. I did not notice until the second simulation that such information was critically important, without the weather chart our team could not decide whether to proceed or remain at camp. This demonstrates the lack of communication between team

On May 10, 1996 six people died trying to reach the summit of Mt. Everest. These people were parts of two expeditions that were in the Himalayas, preparing to ascend the summit for six weeks. The first group was under the direction of Rob Hall, who had put 39 paying clients on the summit in five years. Hall was considered the leader of the mountain and the man to see no matter what the discrepancy. Group two, headed by Fisher, who like Hall, was trying to start a profitable business in providing the experience of climbing Mt. Everest to all for the price of 60 to 70 thousand dollars. Unfortunatly, neither man would live to tell the tale of this expedition.

Critical Analysis of Everest Simulation Results INTRODUCTION The Everest simulation allows participants to explore varying forms of communication, leadership and different attributes of teams to determine what alternative best suit the given situation. The simulation entails decision making processes, which must be effectively executed in order to maximise team efficiency and attain