The 1996 Mount Everest climbing disaster: The breakdown of learning in teams
通过对1996年珠峰登山事故中八名登山者死亡事件的定性分析，揭示了团队学习崩溃的三个前兆：目标狭隘、指令型领导和未能察觉模糊问题，对理解组织灾难和短期项目团队绩效有启示。
Qualitative analysis of the events leading to the deaths of eight climbers on Mt Everest in 1996 illustrates the breakdown of learning in teams. The analysis contributes to research on the role of teams in organizational disasters by considering team learning and development as the basis for success in complex and changing organizations. Multiple qualitative methods reveal three precursors associated with the breakdown of learning in teams: narrowly defined purpose, directive leadership and failure to sense an ill-defined problem. Findings have implications for normal disasters and sense-making, performance in short-term project teams, and organizational learning.