The Harvard Business School case Mount Everest – 1996 narratesthe events of May 11, of such year, when 8 people-includingthe two expedition leaders— died during a climb to the tallestmountain in the world (five deaths are described in the case, threeborder 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 whatwent wrong that day, find an underlying cause, and learn from theevent.

1. Relying on the book chapter for perception and decisionmaking, describe the role of the perception biases, “shortcuts”,and errors that the climbers — as individuals and as a group— madeduring the 1996 expedition to Mount Everest. Describe at least 5.How did these biases, “shortcuts,” and errors did contribute to thetragedy?

2. Briefly, can you pinpoint a single cause for thetragedy? If so, describe it. If not, discuss why not and thevarious causes that drove it.

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

4. What can we learn from this case about the following topicsbelow? (discuss various points or a major lesson from each one ofthem using theory from their particular chapters)

a. Groups and teamwork

b. Personality

c. Conflict and conflict management