Leadership in extreme contexts: A groupthink analysis of the May 1996 Mount Everest disaster

Abstract

Groupthink, as traditionally conceived, is a failure in group decision making that occurs in highly cohesive groups. In the current case study, we propose an alternative potential form of groupthink in which the group's cohesiveness results from the shared pursuit of a collective goal rather than from strong interpersonal bonds between members. Our model, recognizing the multifaceted nature of cohesion, assumes that a group whose members are united in pursuit of a valued collective goal while guided by a directive leader may experience breakdowns in the decision process. Specifically, drawing on reviews of personal accounts, media descriptions, online interviews, and past empirical papers, we propose that the May 1996 Mount Everest disaster can be understood in part from a groupthink perspective. Applications for the proposed model are discussed, along with implications for leaders seeking to improve organizational decision‐making practices.