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Monte Everest

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DEFINICION DEL PROBLEMA
PRIORIZAR EL OBJETIVO A TODO COSTO DE LLEGAR A LA CIMA DE LA MONTAÑA EN LUGAR DE PRIORIZAR LA SUPERVIVENCIA DEL EQUIPO
ANALISIS DEL CASO Adventures Consultant (Equipo de Hall) | Mountain Madness (Equipo de Fischer) | FORTALEZAS | FORTALEZAS | Experiencia del lider del equipo: Escaló las 7 cumbres, realizó 4 intentos para llegar a cima del Everest (1 vez con éxito).Habia guiado a 39 clientes | Experiencia del lider del equipo, escaló varias cumbres, realizó 4 intentos para llegar a la cima del Everest (1 vez con éxito). | Contrato equipo experimentado: Mike Groom y Andy Harris | Contrato equipo experiementado:Boukreev y Beidleman | DEBILIDADES | DEBILIDADES | Reclutamiento de clientes heterogeneo, algunos sin experiencia en escalar montañas de gran altura | Reclutamiento de cliente heterogéneo, varios de los clientes nunca habían estado expuestos a grandes alturas. En su equipo contaba con una persona de 68 años de edad | Falta de confianza y comunicación entre los miembros del equipo. | Falta de confianza y comunicación entre los miembros del equipo. | Competencia y rivalidad entre los lideres | Competencia y rivalidad entre los lideres | OPORTUNIDADES | Compartir experiencia y fortalezas entre los lideres y guias de los dos equipos de la incursión | Organizar estrategia en conjunto y compartir equipos (excasos en ambos grupos) para el logro del objetivo. | AMENAZAS | Clima hostil a grandes alturas: Falta de oxígeno, tormentas, avalanchas, grietas, temperaturas bajo cero | Enfermedades: Endema Pulmonar, Endema cerebral, congelamiento de extremidades, enfermedades respiratorias. |

RECOMENDACIÓN DE ESTRATEGIA
Según la lectura “Como liderar durante una crisis”, nuestras recomendaciones serian las siguientes: Asumir la Responsabilidad de resolver la crisis | PRINCIPIO DE LIDERAZGO | RECOMENDACIONES PARA LOS EQUIPOS | 1.- Base sólida de la gestión de la experiencia previa | Los lideres de Ambos equipos y los guias tenian experiencia previa en el escalamiento de montañas, por lo que una mejor selección de los clientes y una buena preparacion previa, hubiera ayudado en los momentos de Crisis. | 2.- Estar idealmente situado para ejercer la responsabilidad | Tanto Hall como Fischer no contaban con una buena ubicación ya que ambos optaron por desempeñarse como “recogedores” lo que los ubicaba al final del grupo. Los lideres debieron ubicarse en la parte frontal y dejar a los guias mas experimentados al final del grupo para que sean ellos que se desempeñen como recogedores”, esto les hubiera dado une mejor vision del global de sus equipos. | 3.- Confianza basada en la experiencia de responsabilidad | Ambos lideres confiaban en sus capacidades que les había dado la experiencia en el escalamiento de montaña, sin embargo, al manejar un grupo, los lideres debieron actuar con mayor responsabilidad y no exponerse a riesgos que llegaron a afectarlos. La rivalidad entre ambos sin duda hizo dejar la responsabilidad sobre sus clientes como un punto aparte. | 4.- Incremental aceptación de la responsabilidad relativa | Ambos lideres practicamente marcaron la cadena de mando entre sus guias. Estos lideres debieron determinar la responsabilidad según la persona que se encontrara mas lucido y en mejores condiciones. | Construir un “TopTeam” de Gestión de Crisis | 1.- Reconocer las propias limitaciones de tiempo y experiencia | Este punto es importante y desicivo ya que fue la opcion de continuar pasada las 2 de la tarde lo que aumento las probabilidades de la tragedia. Ambos lideres debieron decidir volver pese a encontrarse cerca de la cima. | 2.- Identificar las principales partes interesadas que requieran gestión | Al ser los lideres los principales afectados, los clientes ni los guias omitian opiniones concretas de volver (salvo un pequeño grupo que decidio regresar). Los lideres debieron saber que eran ellos los que perjudicaban al grupo y debieron optar por retornar al campamento IV. | 3.- Rápido montaje del “Top Team” para enfocar la meta | Este punto tambien es altamente importante porque nunca se realizo el montaje de un “Top Team”, se priorizo el objetivo de llegar a la cima y se dejo de lado los problemas que podrian afectar a los participantes. Hall y Fischer debieron replantear la estrategia, cambiar el objetivo de llegar a la cima por el objetivo de garantizar la supervivencia del grupo y retomar la “expedicion” al siguiente dia o cuando mejore el clima. | Elegir acciones para acabar con la crisis | 1.- Centrar la atención en resolver rápidamente la crisis | Ambos equipos, al ver que se avecinaba una tormeta y que el clima empeoraba debieron optar por descender la montaña lo mas rapido posible. | 2.- Disciplina en las decisiones del equipo con el fin resolver la crisis | La disciplina en este punto vino por la parte de los lideres ya que fueron ellos quienes faltaron a ella. Ambos lideres debieron entregar la responsabilidad a quien estaba en mejores condiciones de decidir una nueva estrategia. |

GRAFICA DEL MONTE EVEREST Y SU PROCESO DE ESCALAMIENTO A TRAVES DE LOS 5 CAMPAMENTOS QUE LA COMPONEN

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