1. Why did this tragedy occur? What is the root cause of this disaster?

There are numerous reasons of why did the tragedy of 1996 Mount Everest
happen 21 years ago. On 10th May 1996, a strong storm descended upon the
Himalayas, creating a danger conditions on Mount Everest, and stranding all climber
of Adventure Consultants and Mountain Madness high upon the tallest mountain in
the world. As a result on the next day, the storm had claimed the lives of 8 climbers,
making it the greatest loss of life at that particular time in just a single day in the
history of the mountain. While climbing Mount Everest is naturally risky, there are
several factors contributed to the tragic outcome including over commercialization,
crowded conditions, numerous delays, ignoring of turn-around time, and
irresponsible guide.

In our opinion, based on the analysis done, the main reason it happen
because of the element of over commercialization on the Everest. At that particular
time, there are several top climbers who compete between each other to reach the
summit with the pursuit of publicity. In this case, the Adventure Consultants team
owned by Rob Hall and Mountain Madness team owned by Scott Fischer, which is,
both act as a team leader in their expedition. Both of them were established as the
world’s most experienced high-altitude climbers. There is one public figure in both
groups that is Jon Krakauer as a client in Adventure Consultants and Sandy Hill
Pittman, a client in Mountain Madness. Jon Krakauer is on his assignment to write
about the journey to ascent and descent of Mount Everest. The original plan is
where he will publish it for the Outside Magazine latest edition after he went back
from the attempt to climb Mount Everest. Meanwhile, Sandy Hill Pittman is a
socialite, journalist, and was acting as a web correspondent for NBC Interactive
Media. She is a wife of legendary television businessman, Bob Pittman.

Second reason of the tragedy occur is because of Mount Everest was

crowded on that spring season with expeditions from all over the world especially
from United State of America, New Zealand, South Africa, Taiwan, Sweden, Norway,
Montenegro, Indian, Japan, and many more. Back in the year 1996, when climbing
Mount Everest was quickly become a “must-do” sport for the most socialites, high
level income and rich people. The mountain took back its offer to be
accommodating.

Thirdly, the reason of this tragedy occur came from both leaders, Rob Hall
and Scott Fischer, where they decided to reach the summit on the same day and
work together. After a short discussion, both leaders decided that one of their
chosen sherpa from each team would be designated to set fixed ropes which lead to
the top of the mountain. The chosen Sherpa were Mr Ang Dorje of Adventure
Consultants and Mr Lopsang Jangbu of Mountain Madness. However, on the day of
incident happen, Lopsang Jangbu did not assist Ang Dorje with the ropes to begin
ascending before the team. Instead, he was climbing at a slower rate because he
short-roped Sandy Hill Pittman for the ascent. For Scott Fischer, for Sandy Hill
Pittman reaching the summit was very important as it would come with publicity and
increased his clientele. Eventually, as a result of the fixed ropes not being attended
to, we can see that a bottleneck of climbers accumulated towards the summit, which
make everyone to slow down. Therefore, a turn-around time of 2.00 pm stress by
both leaders in the early of expeditions had been established, where most climbers
was delayed because of the bottleneck, including Jon Krakauer who had been ahead
of the team from the start. However, 2 guides from Mountain Madness assumed
responsibility of the ropes, and it took quite a while to set them.

Fourth reason why this tragedy happened was because of not sticking on the
original plan. Both leaders had set a 2.00 pm turn-around time where at whichever
point of each climber are, they must descent back if they had not reached the
summit. At 12.00 pm, 3 climber from the Adventure Consultants team, of Rob Hall
clients, including Jon Krakauer turned around and headed back down the mountain,
realizing they might not make it in time. They starts passing Rob Hall and the rest of
the teams who were still on their way up. They were actually among the few who
made the right decision that day.

Finally, as per our discussion, the fifth reason of this tragedy occur is because
of Scott Fischer hired an irresponsible guide who disobey his instruction, which is
Anatoli Boukreev. He decided to make an early ascent. Since working with Fischer,
he had a habit of climbing ahead of clients and reaching the summit on his own,
where he felt that those who chose to go to the mountain should be able to take
care of themselves. Between Fischer and Boukreev, there are already several time of
argumentation series happen, but the result still the same. Boukreev not guiding any
of the climbers up or even down. At this time, after he reached the summit, he
quickly descended, before their teams arrive at the top, leaving the clients to
descend slowly with no help given. Logically, if they descend together, Boukreev may
have been able to guide them to move faster, possibly can arrived at the camp
before the ferocious erupted. Here, we can see that Anatoli Boukreev seem to be
not a good leader to be follow in the future.

Therefore, the root cause of this 1996 Mount Everest disaster is a deadly
decisions. As per article given in this case study, in fact, some climbers had been
summiting well only after the turn-around time, which is after 2.00 pm. What
surprised us was, each of the team leader allowing their clients to stay in the summit
even after 3.00 pm which already later than 1 hour of the original plan. Despite the
late hour, Mountain Madness owner, Scott Fischer still continued up to the summit
and no one questioned him because he had an experienced on Everest climber and
act as a leader. Soon when they reach on the summit, his client tell him that he
looked illness. Same goes to Adventure Consultants owner, Rob Hall who ignore the
turn-around time. He is staying right behind Doug Hansen to assist his client up to
the summit. The reason why Rob Hall made such a huge effort helped Hansen even
though at this late hour because Hansen already attempt the same expedition on the
previous year, but the result was failed. Unexpectedly, thick cloud had appeared
together with snow began to fall by 3.30 pm. It makes all climbers difficult to find
way back to camp 4 for their descending back down because their tracks is covered
with snow. Unfortunately, the storm had become a blizzard with gale-force winds at
6.00 pm, while most of the climbers still on the way down the mountain.
2. Are tragedies such as this simply inevitable in a place like Everest?

Risk can be defined as the intentional interaction with uncertainty. Related to

the case study of Mount Everest 1996, the tragedies that we can call as risk will
always happen in any situation, climbing in high altitude is very risky. There is a risk
that can be managed by minimizing human error and unmanageable risk caused by
external factor such as climate, earthquake and so on. However with some
precaution measure, the risk can be managed. To be a climber for high altitude
mount like Everest, one needs to have a very good physical fitness. Before climbing
the highest peak of the world, one need to have gone through physical and health
test to ensure he is able to face a very challenging situation at high altitude situation.

Good management is very important before come to climbing date. With

good management, climbers can ensure the program can be done as per planned. All
the logistic need to be planning and arrange accordingly and properly. Management
aspect also including of documentation works such as passport and dealing with
authority for climbing authorization. To ensure climbers can focus on climbing, all
the management work should be delegate to management or support team.
Knowledge is important for climbers. With all necessary knowledge, risk can be
minimized or eliminated. For example, with knowledge climbers will decide the best
time to climb and decide on equipment to bring and also to take fast decision during
critical situation. Experience and competent team member is also important to
minimize risk. With their experience, team members can give their opinion and
advice during critical situation at the peak. An experience team member will also
result to a good teamwork.

3. What is your evaluation of Scott Fischer and Rob Hall as leaders? Did they make
some poor decisions? If so, why?

Scott Fischer

Scott Fischer is a leader and founded of Mountain Madness, a company that

offered climbing instruction and guided expeditions. He had skills and expertise in
climbed the Everest without using supplemental oxygen. The confidence level was
very high due to the answer that the journalist asked him about his family felt about
the risks of an Everest ascent. He also very energetic and always positive thought
when he looked at Rob Hall’s success.

Unfortunately, the excited feeling the he had to competing with Rob hall to
get the summit of Everest, he overlooked and disregarded many safety aspects and
failed to do his duty as the expedition leader to focus on his team members. There
are some poor decisions that Fischer made, he ordered his head Sherpa, Lopsang
Jangbu, guide to short-rope a client Pittman all the way up the summit without
supplemental oxygen. This decision by Fischer made Lopsang exhausted and cannot
perform as a front leader of the group. In fact, the other Sherpa, Ang Dorje seeing
that the lead Sherpa is way behind and not leading the group, then refused to put up
ropes as Ang Dorje had worked 6 long weeks and was too tired to take any further
order. Another case was that Fischer was climbing the summit without supplemental
oxygen resulting in his physical condition was very bad and cannot fit to be a leader.
From all the poor decisions that Fischer made showed that he really lack of
preparation in terms of handling the clients because he did not have experience in a
guiding a team. Because of that he had poor judgement in client’s capabilities. In fact
the hierarchal organization in Mountain Madness was not clear and considers poor
management. On the trip until the summit day he felt lack of confidence and trust in
the team leader.

Rob Hall

Rob Hall is a leader for Adventure Consultants after his partner Gary Ball
died. He had very good experience and high skill in climbed the Seven Summits and
is the first person successful ascent of Everest and in fact had 4 times of experiences
in climbing the Everest. He also successfully guided 39 clients to summit showed that
he had very high confidence level and positive attitude. He also had an oriented
character and the team well respected him because of his caring personality.

The high confidence level shows in Hall advertised “100% success” brought
him to the mistake on some of decisions. Rob Hall initiative style of not enduring any
dispute had brought about no one doubting his wrong activities and nobody saying a
words when things beginning to turn out badly. On this article, the communication
between the team members has broken down resulting in more errors after that. In
fact Hall had allowed his Russian guide Boukreev had to descend fast and was not
there to guide the other climbers to descend from the summit.

Another possible poor decision from Hall, his instruction was not clear, Jon
Krakauer, a journalist recalled that Hall said that turnaround time on the summit day
1.00 pm to 2.00 pm which is not specific decision making that made the team
confused. And the worse decision that Hall made was to go ahead to accompany
climber Doug Hansen towards the summit. Hall became exhausted and lost the focus
on his priority for all his team and put all of them in danger when ferocious wind
happened. This is a bad call from Hall since he put his self-enthusiasm to assist a
single member up the summit while dismissing the security of all other colleagues.

From all the poor decisions that Hall made, we can see that the client the Hall
had is very dependency. Hall also had stubbornness of team members (Hansen) the
he himself cannot control. He also fail to follow his own principle in turnaround time
that can make that walk the talk was not apply in the leading of the team.
4. What are the lessons from this case for general managers in business
enterprise?

The Everest case study discussed a lot on leadership and decision making
where most of the lessons are applicable in the real life business scenario.
Leadership takes place when a leader in one particular team set a direction or vision
for his team to follow. While decision making is an action taken by individuals to
choose from a set of alternatives to achieve organizational or managerial objectives
or goals.

This case analysis suggests that leaders must act decisively when faced with
challenges, and they must inspire others to do so as well. A lack of confidence can
enhance anticipatory regret, or the fear that individuals often experience prior to
making a decision. High levels of anticipatory regret can lead to indecision and costly
delays. This anxiety can be particularly problematic for executives in fast-moving
industries. Successful management teams in turbulent industries develop certain
practices to cope with this anxiety. For instance, some leaders develop the
confidence to act decisively in the face of considerable ambiguity by seeking the
advice of one or more "expert counselors,". For example, highly experienced
executives who can serve as a confidante and a sounding board for various ideas.
Naturally, too much confidence can become dangerous as well, as the Everest case
clearly demonstrates. To combat overconfidence, leaders must seek out information
that disconfirms their existing views, and they should discourage subordinates from
hiding bad news. Leaders also must take great care to separate facts from
assumptions, and they must encourage everyone to test critical assumptions
vigorously to root out overly optimistic projections.

Next lesson from the case study is, it is essential to hire the right people in
your team. When a manager hire the incompetence ones, they can have a negative
impact for a lot of different reasons. Some of them can pose a safety risk to
customers or colleagues. Bad hires will almost always damage your business in one
way or another. Even the best leaders (Rob Hall and Scott Fischer) cannot overcome
a team whose members do not have the right credentials.

Often, group dynamics can give the effect of synergy, that is, if the group
consists of positive thinkers then its output is more than the double every time.
When a team work together in an organizations each will go through stage of group
development which include; Forming, Norming, Storming, Performing, Adjourning.
Where it helps each member to build trust and share common goals. But in the case
of Mount Everest they do not encounter these stages where they only met for the
first time in Nepal. Several climbers worried whether they can rely on other
members during difficult times, members showed low level of trust and morale
which cost organizations its productivity. In an organizations, fostered relationship
and trust-building behaviors, employees focus on the work they were hired to do
and productivity increases. Hence, when good dynamic exists within a group working
towards a common goal, each individual member will perform effectively and
achieve goals set by the group.