By D. Kayes
Leaders extol the worth of pursuing hard targets, yet facts means that this ends up in catastrophe as frequently as good fortune. Drawing upon attractive real-life tales, together with the Mount Everest mountain climbing catastrophe, the writer indicates how harmful aim pursuit may end up in the breakdown of studying in groups. He questions assumptions approximately conventional management and demands rethinking the function of the chief. this gives an extraordinary research of management and functional suggestions for overcoming damaging pursuit of ambitions.
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Additional info for Destructive Goal Pursuit: The Mt. Everest Disaster
Members of both teams continued to summit. Fischer radioed that all his clients had now reached the summit and were now heading down. , more than an hour and a half after the absolute latest turnaround time. m. , things started to go wrong. One of Fischer’s pictures reveals climbers descending into grey clouds. The growing storm soon engulfed the mountain and slowed the descent to a near halt. Climbers equipped for only 18 hours of climbing ran out of bottled oxygen and fatigued quickly without the supplemental support.
This included a kind of tough-mindedness, determination, and resolve. 30 LEARNING FROM THE EVEREST DISASTER The climbers scored lower on only one characteristic: Neuroticism. The Everest sample showed a lower overall sense of worry and low reaction to stressful events. In other words, the climbers were less likely to panic. This study seemed to suggest that Everest climbers were a socially engaged bunch of high achievers who maintained their calm under stress. But a survey of the 1985 Norwegian expedition showed a somewhat different profile (Breivik, 1996).
The major conclusion of the dysfunctional group process camp lies in the idea that emotions take over rational thinking and lead to bad decisions. A variety of these group explanations exist. Each relies on some hidden, if not unconscious, group psychological process that interferes with rational decision-making. The explanations include a variety of memorable titles. “Risky shift” describes how groups make riskier decisions on average than individuals (see Brown, 2000, pp. 199–212). “Groupthink” is the notion that groups form consensus too quickly and members of groups seek a kind of esprit de corps that limits critical thinking.
Destructive Goal Pursuit: The Mt. Everest Disaster by D. Kayes