Lessons from Everest
Subtitle: the interaction of cognitive bias, psychological safety, and system complexity
By: Michael A. Roberto
Contributors: Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 03-004; Working paper (Harvard Business School. Division of Research) -- 03-004
Publisher: Division of Research, Harvard Business School
Published: 2003
Place of publication: Boston]
Language: eng
Number of pages: 35
Description: Many participants and observers have analyzed the 1996 Mount Everest tragedy, and blamed a host of factors including the weather, equipment failures, and human error. This analysis examines the people and events through three theoretical lenses: behavioral decision theory, group dynamics, and complex systems. The research findings suggest that factors at each level individual, group, and organizational system interacted with one another to cause the tragedy. This analysis provides a framework for understanding and diagnosing large-scale organizational failures, and it provides several important lessons for managers making and implementing high-stakes decisions within organizations.
Notes: Includes bibliographical references.