1996 Everest Case Study

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249). Moreover, both Hall and Fischer exhibited traits as leaders that were factors in their succumbing to an escalation of commitment to a losing course of action. Both team leaders exhibited a substantial amount of cognitive bias, mainly in the form of overconfidence and high self–efficacy, which is defined as “an individual’s beliefs and expectancies about his or her ability to perform a specific task effectively” (Ibid, p...
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249). These traits were exemplified in Hall’s “100 per cent guarantee of success” and Fisher’s claim that they had built a “yellow brick road” to Everest’s summit (Pittenger, K., 2004, p. 3). Fisher’s overconfidence and high sense of self- efficacy was unjustified because his previous success on Everest had been as climber and not a team leader...
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