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Lessons from Everest: Cognitive Bias, Psychological Safety, System Complexity

2002

The 1996 Mount Everest tragedy has been analyzed by laypersons, mountaineering experts, and social scientists. Multiple factors have been implicated in those analyses, such as environment and weather, technology and equipment failure, and human behavior and error. This article examines the events and decision making of individuals and groups through three theoretical lenses: (1) behavioral decision theory, (2) group dynamics, and (3) complex systems. The author describes how key factors exert influence at the level of the individual, the group, and the organizational system, and highlights their interactions, interdependencies, and implications on outcomes.

 

Source:

Roberto MA. Lessons from Everest: The Interaction of Cognitive Bias, Psychological Safety, and System Complexity. California Management Review 2002; 45 (1): 136-158. http://dx.doi.org/10.2307/41166157

Not open access