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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.