Many participants and observers were analyzed in the 1996 Everest tragedy and blamed a number of factors, including weather, equipment failure and human error. This article focuses on the people and events through three theoretical lenses: behavioral decision theory, group dynamics and complex systems. Factors at every level - individual, group and organizational systems - to communicate with each other to lead to tragedy. This analysis provides the basis for understanding and diagnosis of large-scale institutional failures, as well as some important lessons for leaders adoption and implementation of a high-stakes decisions within the organization. "Hide
by Michael A. Roberto Source: California Management Review 24 pages. Publication Date: 01 Oct 2002. Prod. #: CMR245-PDF-ENG
Related Case Solutions & Analyses:
The Future of Canadian Capital Markets
Narrative Presentation: Telling the Company Story
Cybersettle
Past and Future of Competitive Advantage
Intrategy: Basic Dimension of Corporate Culture
Hero MotoCorp
The Southwest Airlines One Report™
WorkWell (A)
athenahealth: Innovating in Response to a Crisis in Healthcare
Blue Man Group: Creativity, Life and Surviving an Economic Meltdown
