The Mount Everest case can be summed up as inefficient distribution of leadership, skills and resources in the face of imminent natural disaster. Teamwork consist of interdependency, mutual accountability and understanding common goals and working with respect to each other’s complementary skills.
Effective team’s consist of understanding perceptions of others and help motivate each other to continually work towards the common goal. Working towards a goal in a team usually does not run a straight course. In order to offset these issues that can come into play one may need to optimistically receive suggestions, abstain from narrow perceptions ...view middle of the document...
Each client was in it for himself or herself, pretty much.” (Roberto & Cardioggio, 2003, pp.8). This example surely validates that a group is different from a team. See exhibit 3
One can decipher from the Mount Everest case that Rob Hall demonstrated an INFP personality type while Scott Fishier demonstrated an ENFP personality type based on the MBTI personality type evaluator. Rob Hall was too strict and inflexible for an environment that was unpredictable. Though Hall was highly structurally in his approach, he himself failed to follow the rules that he set at the turnaround time and was incapable of handling his team member (Hansen). He has been too opinionated and dominative and this had hampered his ability to lead the team effectively. See exhibit 1
Scott Finisher was indecisive and he failed to design a clear structure. He failed to instill faith in his team members. Though he was highly compassionate in contract to Hall, too much of good proved to be bad. His sympathy for a few members of his team had jeopardized the potential of the team to attain the critical goal. See exhibit 2.
Hall and Fisher’s actions exemplify Bolman and Deal’s concept of lack of clarity versus lack of creativity. “If employees are unclear about what they are supposed to do, they often tailor their roles to fit personal preferences instead of shaping them to meet system-wide goals” (Bolman and Deal, pp.71). Both leaders were overconfident of their leadership potentials and trekking experiences. Overconfidence and lack of clearly defined goals were ultimately an underlying factor for a downfall.
The case evidences of overlap in the management during the ascent of Mountain Madness’s group. Overlap in roles creates conflict, wasted effort, and unintended redundancy. When climbers began to feel too sick to continue their trip up the mountain, they were lead down by either a Sherpa or a lower ranking guide. However when Dr. Dale Kruse began to feel too ill to continue, he was led down by group leader Scott Fischer. It was definitely not expected of a leader to take up chores of the lower ranked guide when his expertise is required for more crucial situations .Scott’s decision lead to resentment among his clients.
The right structure will enhance team performance. Firstly, if a team wants to improve the performance, it needs to develop the right mix of expertise. Its means each member should focus on his or her best ability area, which that makes the team to save time and improve efficiency. A high-performing teams develop a common commitment to working relationships” (Bolman and Deal, pp.108). Team members should clearly understand who will do what jobs, how to make decisions and the skills need to develop in the team. Also “High-performing teams translate common purpose into specific, measurable performance goals.” (Bolman and Deal, pp.107).Which means all team members should have a common goal, and analysis whether the goal is...