What Led to the Disaster at Mann Gulch Essay Example

and some of his crew discarded their tools, equipment and his orders.

The condition at Mann Gulch was more serious than normal fires. The summer of 1949 was drier, hotter and with more lightning than usual. The USFS (U.S. Forest Service) published the fire potential at Mann Gulch and it was higher in 1949 than before. Moreover, the fire Class on August 5 1949 became a class F fire (100+ acres) at the end. Especially, the wind speed did not help smokejumpers to stay alive that day, because it gusted up to 40 miles per hour which is two times stronger than the beginning of this fire (Roberto & Ferlins, 2003).

What are the lessons for business? Decision makers should listen to subordinates carefully and reassign responsibilities when necessary without considering sunk-cost (Hammond, Keeney, & Raiffa, 2006). If managers of USFS had listened to the views or collected rate of foreman’s performance from Dodge’s crew, managers may have selected substitutes for Dodge or chose Hellman in charge of the crew. According to the description for Dodge’s wife and his crew, Dodge was not a good leader, although he was an outstanding technological fireman owing to his innate application of escape fire (Roberto & Ferlins, 2003).

Decision makers should avoid the overconfidence trap, because when managers do not estimate a right forecast or production, they may expose themselves to more risk than they realize. Decision making flow is an effective way to avoid being fixed by initial estimate; to do this start by considering the extremes, and the low and high ends of the possible range of value (Hammond, Keeney, & Raiffa, 2006). In the fire at Mann Gulch,

crews discarded their tools and equipment before Dodge’s order. This activity was irresponsible and dangerous, because they did not consider any result of lacking tools for firefighting and their safety of life (Roberto & Ferlins, 2003).

In business, managers should create high-performing teams, because in such teams, team members always perform effectively, acquire new skills, perspectives, and behaviors by changing circumstances and feel more satisfied than a general team (A Team Primer). In Dodge’s team, his crew did not learn much firefighting knowledge from him and most of them complained about Dodge’s characteristic (Roberto & Ferlins, 2003).

Based on strategic lens and culture lens, business organizations should design an appropriate structure for their daily operation and should always train their employees to follow the enterprise culture and rules (Applying the Three Lenses). This is also what USFS did after the fire at Mann Gulch. USFS tried to educate young and cocky smokejumpers to follow the orders of their superiors, otherwise they would be dismissed and “relieved of duty” (Roberto & Ferlins, 2003).

In addition, team members need to work together for a period of time to get team experience (A Team Primer). The crew of Dodge was reluctant to follow him and Dodge did not remember his crew members’ names. They might alive today if they had worked or trained together for longer period.