At the Base of the Pyramids: A Case Study How Members Formalize and Mutually Make Sense of Risk During an Commercial Everest Expedition
Independent thesis Advanced level (degree of Master (Two Years)), 10 credits / 15 HE creditsStudent thesis
The emergence of a more economical and knowledge demanding environment has revolutionized organisations to become more agile, temporary and dynamic to fit within the new slim margins. The modern project-based organisation could be described as pursuing the demanding goals that heavily rest on constrained time limits, thin resources and quality satisfaction. Therefore, organisational members have become the frontiers of organising targeting the objectives forsaken by the parent organisation to self adjust in the environment with strategic inventions. It has raised the mid managers responsibility to orchestrate social interplays among actors for better and rapid learning to meet the environmental demands. The paper presented will outline two kinds of pyramids, the first is scrutinizing the contemporary theorization which takes the rational top down orientation only investigating the fascinating aspects of the static organisations. I instead argue for a new theorization suited for the more committed and delicate performance at the base of the organisation and studied what climbers do at the base of Everest before climbing it as a way to study how organisational members in temporary constellations formalize in a maginal and risky context. Similar to climbing; acting foolish in the more fiercer organisations will result in a devastating fall and death if they have not fully learned to make the decisions correct. The present study has used several resources to its disposal, texts, pictures and videos to understand the process with a multimedia methodology and grounded theory to manage the data. The primary risk proved to be a poor health status in the single individual that challenged the group formalizing process. First, it technicaly segregates the group attitude sickness puts social life since members behind schedule isolate themselves solving their own health problems to save their future position in the expedition. Beside health, individuals didn´t engage on the issue as a group unless the risks weren´t dependent on others in a system such as a rope system. Conclusion, risks are events containing different vectors picking on the margins over time that needs to be managed. The future question becomes how the important role of individual short-term economical survival strategies of the personal ambition affects the collaboration and formalization. Those individual ambitions are dynamics and organisational inertia seldom explicitly investigated in project research.
Place, publisher, year, edition, pages
Sensemaking, Project management, Practice, Strategy
Social Sciences Pedagogy
IdentifiersURN: urn:nbn:se:umu:diva-110238OAI: oai:DiVA.org:umu-110238DiVA: diva2:861629
Master's Programme in Leadership and Organisation