MBA Depot - High-Stakes Decision Making: The Lessons of Mount Everest

Text Size:

High-Stakes Decision Making: The Lessons of Mount Everest

On May 10, 1996, five mountaineers from two teams perished while climbing Mount Everest. Is there anything business leaders can learn from the tragedy? HBS professor Michael A. Roberto used the tools of management to find out. Plus: Q&A with Michael Roberto

See Related:

Roskin on Decision Making
Brainstorm software lets ideas speak, not egos
Barrier to Exploration? The Role of the Narrative in Corporate Decision-Making (.pdf)
Contingent Capitalism: Planning and Decision Making in Emerging Markets
The Business of Managing Decisions
Peter Drucker on Making Decisions
Group Decision-Making Effectiveness: The Effect of Conflict
The Secret Ingredient to Enterprise Decision Making
Decision Rights: Who Gives the Green Light?
Building Business Decision-Makers
Deciding How to Decide
Decision Making Tools
Getting Out of Embed: The Role of Social Context in Decision Making
Team Decision Making in Complex, Time-Sensitive Environments
Debugging Executive Decision Making
How to Make Better Forecasts and Decisions: Avoid Face-to-face Meetings
Sometimes, Even The Best Leaders Just Go With It
Leadership and Decision Making
Outside Looking In: Maximize Project Success Rates with Premortem Strategy
How Americans Are Living Dangerously
"Let's just go with it.": The perils of decision neglect
Money Changes Everything
Quote of the week: Why brainstorming is a bad idea
Worry and Ignorance
Whether to bet, reserve options or insure: Making certain choices in an uncertain world
Making Difficult Decisions in Turbulent Times
A Contrarian Approach to Decision-Making

Subject(s): Management, Leadership

Source(s): HBS Working Knowledge

Author(s): Michael A. Roberto

Posted: 2002-10-29

# Views: 167

Recently Added

Sponsors / Partners

Useful Links