Reference no: EM132665158

The Harvard Business School case Mount Everest - 1996 narrates the events of May 11, 1996, when 8 people-including the two expedition leaders- died during a climb to the tallest mountain in the world (five deaths are described in the case, three border police form India also died that day). This was dubbed the "deadliest day in the mountain's history" (at least until April 18, 2014). The survivors and many analysts have tried to decipher what went wrong that day, find an underlying cause, and learn from the event.

1. Relying on relevant chapter(s) from the book, describe the role of the perception biases, "shortcuts", and errors that the climbers - as individuals and as a group- made during the 1996 expedition to Mount Everest. Describe at least 5. How did these biases, "shortcuts," and errors contribute to the tragedy?

4. Relying on relevant chapter(s) fro, the book, what can we learn from this case about (a) personality, (b) conflict, and (c) decision making? Discuss a major lesson in each one of these themes and try to apply it to a business organization.

3. Describe the leadership of Scott Fisher and Rob Hall in light of theory.

4. Describe the group and team dynamics present in the climbing teams. What lessons applicable to business organizations can be drawn from this experience.