This multi-lens analysis of the Everest case provides a framework for understanding, diagnosing, and preventing serious failures in many types of organizations. Here follows an excerpt from "Lessons From Everest: The Interaction of Cognitive Bias, Psychological Safety, and System Complexity." Implications For Leaders Roberto's new working paper describes how. But perhaps the events that day hold lessons, some of them for business managers. Several explanations compete: human error, weather, all the dangers inherent in human beings pitting themselves against the world's most forbidding peak.Ī single cause of the 1996 tragedy may never be known, says HBS professor Michael A. Newspaper and magazine articles and books-most famously, Jon Krakauer's Into Thin Air: A Personal Account of the Mount Everest Disaster-have attempted to explain how events got so out of control that particular day.
As the world's mightiest mountain, Everest has never been a cakewalk: 148 people have lost their lives attempting to reach the summit since 1922. Two of these, Rob Hall and Scott Fischer, were extremely skilled team leaders with much experience on Everest. Five climbers, however, did not survive the descent. What went wrong on Mount Everest on May 10, 1996? That day, twenty-three climbers reached the summit.
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