专栏企业管理

Management lessons from the pinnacle of human endeavour

In his book Into Thin Air, the harrowing account of the ill-fated 1996 expeditions to Mount Everest, mountaineer Jon Krakauer recalls his sense of foreboding as he helicoptered into the Himalayas with an ad hoc team of amateurs.

“I attributed my growing unease to the fact that I’d never climbed as a member of such a large group — a group of complete strangers, no less,” he writes. “One climber’s actions can affect the welfare of the entire team. The consequences of a poorly tied knot, a stumble, a dislodged rock, or some other careless deed are as likely to be felt by the perpetrator’s colleagues as the perpetrator . . . I suspected that each of my team mates hoped as fervently as I that [Rob] Hall [their professional guide] had been careful to weed out clients of dubious ability, and would have the means to protect each of us from one another’s shortcomings.”

In fact, eight climbers died in one day — including Hall — when storms closed in on the many groups, from first-timers and “tourists” to hardened professionals, who were trying to make it to the summit and back.

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安德鲁•希尔

安德鲁•希尔(Andrew Hill)是《金融时报》副总编兼管理主编。此前,他担任过伦敦金融城主编、金融主编、评论和分析主编。他在1988年加入FT,还曾经担任过FT纽约分社社长、国际新闻主编、FT驻布鲁塞尔和米兰记者。

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