In 1996, a tragedy on Mount Everest provided a compelling case to analyze the dynamics of self-leadership and decision-making in difficult and extreme conditions. The tragedy was accompanied by numerous expeditions that resulted in deaths, raising questions about self-leadership effectiveness among the team members. Therefore, this paper will focus on looking into the tragic event through self-leadership, groupthink, team thinking, and how to balance collective and individual preferences that affect aspects considered in decision-making on Mount Everest.
One of the crucial aspects of climbing mountains is self-leadership, which is the ability of individuals to lead themselves appropriately. It is important to determine whether better self-leadership among the expedition’s members could have helped to reach better decisions. Self-leadership in the case of Everest involves agreeing on sound judgments and prioritizing safety since the climbers face extreme physical and environmental difficulties (Spokes, 2023). The decision-making process requires a careful balance between the personal goals and the goals of all the team members. If the individual climbers had applied the principle of self-leadership and cared about other climbers, they could not have continued the journey despite their adverse conditions. They will not have led to the potential lifesaving decisions.
During the Mount Everest disaster, groupthink could have helped more than critical thinking and prioritized the peace and comfort of all members. The Large number of people trying to reach the top on the same day and others on trips organized by travel companies could have created a situation where people were uncomfortable disagreeing with the plan (Findler, 2021). Despite the evident risk, a collective mindset would influence the decision to press further. Groupthink, involving open communication and considering other opinions, could have helped prevent the disaster. Additionally, involving and encouraging all members to express their suggestions and concerns might have led to taking more caution and informed actions.
Another vital element in team dynamics, specifically in dangerous situations like Everest expeditions, is the balance between ‘me’ and ‘we.’ Anatoli Boukreev, in 1996, focused more on individual than team goals and interrupted the cohesion of the group. He believed in the autonomy of the climbers and neglected to assist others, which led to the other teams being unsafe (Huey et al., 2020). Collective well-being and effective balance between the aspirations of an individual and the safety of other team members could have incorporated mutual support to ensure all team members were together. This collective mindset could have ensured the safety of each member.
The reflection on what should have been done by each member of the Mount Everest tragedy of 1996 provides a deep elaboration of ethical and personal values. Collective safety and commitment to teamwork should take control in such a challenging scene (Spokes, 2023). The safety and well-being of other team members become a priority in unfolding circumstances. The key elements of a self-leadership approach would be communicating effectively, collaborating in making decisions, and having a strong sense of responsibility.
In conclusion, the tragedy on Mount Everest in 1996 is an important case study to examine self-leadership, group dynamics, and making decisions in difficult situations. The diagnosis of this case shows the significance of taking accountability as an individual, the effects of groupthink, the benefits of thinking as a group and making decisions, and the balance of individual and team interests in a challenging environment. This tragic event teaches people to apply self-leadership effectively and work as a team in making decisions that regard team safety to challenge difficulties like climbing Mount Everest.
References
Findler, P. (2021). Climbing high and letting die. Journal of the Philosophy of Sport, 48(1), 10-25. https://www.tandfonline.com/doi/abs/10.1080/00948705.2020.1869559
Huey, R. B., Carroll, C., Salisbury, R., & Wang, J. L. (2020). Mountaineers on Mount Everest: Effects of age, sex, experience, and crowding on success rates and Death. PLoS One, 15(8), e0236919. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0236919
Spokes, M. (2023). ‘Death. Carnage. Chaos’: mortality and mountaineering on-screen, and on the world’s roof. In Difficult Death, Dying and the Dead in Media and Culture (pp. 69-83). Cham: Springer International Publishing. https://link.springer.com/chapter/10.1007/978-3-031-40732-1_5
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