Destructive Goal Pursuit: The Mt. Everest Disaster
| Author | : | |
| Rating | : | 4.40 (900 Votes) |
| Asin | : | 023000332X |
| Format Type | : | paperback |
| Number of Pages | : | 184 Pages |
| Publish Date | : | 2014-02-11 |
| Language | : | English |
DESCRIPTION:
Smart study on the dangers of goal obsession Rolf Dobelli You can see the summit; it's right there, a lifelong goal. Unfortunately, you're out of oxygen, it's getting dark and a storm is brewing. Setting goals and doggedly pursuing them is a corporate religion, so it seems blasphemous to assert that focusing on goals can be fatal. However, the 1996 Everest disaster shows that sticking to stubborn, simple goals in c
Leaders extol the value of pursuing challenging goals, but evidence suggests that this leads to disaster as often as success. Drawing upon real-life stories, including the Mount Everest Climbing Disaster, the author shows how destructive goal pursuit can cause the breakdown of learning in teams and calls for rethinking the role of the leader.
Professor Kayes moves beyond the hype surrounding the events, to provide lessons on leadership, teamwork and ethical decision making.' David Stirling, Partner, Human Capital Group, IBM Consulting Services'Leadership is more than just motivating and ordering, leadership is about developing others. Bailey, Professor of Management, George Washington University, Editor, 'Academy of Management Learning& Education''The Everest events teach many lessons about doing business in the global context. Leaders who set high goals and pursue them regardless of the consequences are seen as principled, while the leader who learns from experience and modifies goals accordingly runs the risk of being seen as wishy-washy.' David Kolb, author, 'Experiential Learning: Experience as the source of Learning and Developmen't and Professor of Organizational Behav
Everest Climbing Disaster: The Breakdown of Learning in Teams. His paper Experiential Learning and Its Critics: Preserving the Role of Experience in Management Learning and Education was one of three best papers for 2002-2003 in the Academy of Management Learning and Education, nominated alongside Henry Mintzberg and Jeffery Pfeiffer. He has won several awards, includin