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Mount Everest - 1996

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by

Anna Turato

on 19 May 2014

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Transcript of Mount Everest - 1996

Mount Everest - 1996
Why did this tragedy occur? What is the root cause of this disaster?
Are tragedies such as this simply inevitable in a place like Everest?
What is your evaluation of Scott Fischer and Rob Hall as leaders? Did they make some poor decisions? If so, why?
What are the lessons from
this case for general managers in business enterprises?
Mount Everest - 1996
Analysis of the case:


CREA Margherita
TURATO Anna
VIEZZER Mariagiovanna
too high overall self-esteem
too high self-efficacy
internal/external locus of control
intrapersonal value conflict
Situation's
underestimates
Managerial mistakes:
weak strategy;
lack of schedule definition;
vague and conflicting team assignment;
low equipment (frozen toes, few radios,...)
Team Problems:
absence of team building process (expectation's disalignment);
lack of trust between members;
low client's preparation;
External factors are difficult to provide and to manage in a risky environment
A good organizational system and roles planning may reduce probabilities of disasters

The "SUPER"
Fischer
refuse to recognize his own limits
invincibility sensation
does everything he can to provide for those to whom he feels responsible
no delegation
The
"unlucky"
Hall
failure due to nature
forget his rules
Fisher's feelings and emotions limits his attitudes towards leadership.
Hall has a good organization but he is not so authoritarian as he believes to seem.
To be a proactive person
Being a Superman with too high self-esteem and self-efficacy is not always the right way to manage situations like this
To manage value conflicts and to align them
To focus more deeply on team building phases, especially on norming's one
To avoid role ambiguity
Evaluation
not authoritarian
Full transcript