Group No.

5
Revati Rajesh Ramteke
Mehta Sakshi Pankaj bhai
Ayush Gupta
Hritik Jain
Arnav uthra
Q1. Sequence of activities in the case
The incident revolves around the horrific incident that occurred on May 11, 1996
in Everest, making it the most deadly day in the mountains from 2014 to 2015. On
May 10, 23 climbers arrived at the summit of Everest. Unfortunately, five climbers
were killed during the descent, including Rob Hall (adventure consultant) and
Scott Fischer (Mountain Madness), the leaders of the expedition stranded in the
snowstorm. Different people, including the climbers themselves, have different
views on the disaster. This statement specifically considers the roles of decisions,
expedition leaders, team leaders, and process management made between
ascending and descending, with the aim of identifying the cause and potential of
the tragedy. It is a thorough investigation of the situation. It was avoided.

Q2. Errors and biases in the decision-making processes as

mentioned in the case

1. It is clear that factors in decision-making, such as overconfidence,

availability heuristic, and escalation of commitment, as well as
organisational culture, such as hierarchy and a lack of team bonding, played
a significant role in this disaster from the perspective of management and
organisations.
2. Hall and Fischer became overconfident as a result of their past success on
Everest, clouding their judgement and leading them to feel that their
knowledge and experience rendered them unstoppable.
3. Escalation of commitment, defined as "the tendency to continue
commitment to a failing course of expectation," was one of the most
important factors that contributed to Hall and Fischer's poor decision making
and eventual downfall.
4. Both leaders stressed the significance of returning if their team did not reach
the peak by 1:00 or 2:00 p.m., regardless of how close they were. Despite
their constant emphasis on this point, no members made it to the top before
1:00 p.m., and only six by 2:00 p.m. Everyone continued climbing instead of
turning back as planned, and the final member to reach the summit came
after 4:00 p.m.
5. The final blunders that led to the disaster were errors in corporate culture.
Hall and Fischer unintentionally built a hierarchy inside their organisations
by assigning varying pay grades to their guides.
 6. The expedition's leaders failed to develop a strong organisational culture in
which participants could rely on one another by focusing too much on
logistic.

Q3. Identification of the root-cause of faulty decision-making

The lack of communication caused the tragedy which lead to death of some people.
This can be observed when Hall did not start descending till 6 P.M. and did not
adhere to his word of start descend from whichever point they are after 2 P.M.
Lack of communication which made Fischer unable to play his role of sweep
during the summit day and Hall overconfidence of his prior experience despite of
poor weather condition a day before the summit they decide to climb. Both of them
ignore the warning of ferocious weather condition.

Q4. Learnings for management professionals

Managers in organizations should outline the company`s goals, pursuits and

objectives, vision, and project, after which dictate and truly provide an explanation
for those to their staff, who're the company's maximum treasured assets. Employee
engagement and willpower are especially depending on powerful communique of
the firm's goal, and personnel can handiest guide the firm's project if it's far
communicated truly. Getting worker opinion is similarly essential whilst making
decisions, and the nice leaders now no longer handiest speak however additionally
sell comments to assist them make higher decisions. In any organisation, teamwork
is important for success, and businesses that make investments a full-size quantity
of money and time into constructing a team-centric technique and enhancing
communique now no longer handiest with personnel however additionally among
personnel will see superb outcomes.