Impediments that Hindered Decision Making
The first impediment that hindered decision making was the lack of information. It is evident that Grubbs was unfamiliar with Los Rodeos and was struggling to get the right taxiway in reduced visibility (Elmhedwi et al., 2015). The next barrier was being too fast, where both captains were eager to get going especially for Grubbs, who had already flown for more than eight hours and was tired (Mains, 2015). The next impediment was the lack of sound communication mechanisms. Zanten seemed to have misheard the communication instructing him to standby after asking for take-off clearance. Expecting ease was also a barrier to decision making during the crash. It is evident that the chain of events that led to the crash began in the Canary Islands after a bomb had been hurled at the Las Palmas Airport, which closed the field and rerouting of the air traffic in Tenerife (Rossouw & Van Vuuren, 2017). The controllers knew that redirecting incoming flights onto taxiways that intersected the main runway would have adverse effects, but they went ahead expecting that it could be easy.
The other barrier to decision making was the intolerance of uncertainty. It is evident that if the participants would have done quite a bit of research in their decisions over an extended time, they might have developed intolerance to uncertainty (Mains, 2015). The other possible barrier was the fear of failure. Zanten is believed to have been the most experienced pilot, who assumed that he could evade the disaster as he knew the presence of the other crew on the taxiway. Moreover, impatient may have impeded his judgment, because if he could have waited for the taxiway to be cleared, the crash would not have happened (Larson & Gray, 2015). Consequently, lack of enough support from the controllers amid the constraint of an obscured sky due to bad weather would have contributed to impairment in judgment for those involved.
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The Actions that would have been taken
Both captains were supposed to be patient and wait for a clear command from the tower. Even though the controllers gave unclear instructions of how to proceed through the morass, Grubbs would have taken the logistic approach of turning onto taxiway 4 after he had moved Pan Am 1736 from the main runway (Mains, 2015). Van Zanten, on the other hand, tried to maneuver towards takeoff himself. He could have obeyed the instructions to stand by after he had asked for takeoff clearance. He seems to have been intolerant with the uncertainty that was coming ahead, bearing in mind that he was aware of the Pan Am jumbo (Mains, 2015). The pilots should have also sought out for more support from the controllers now that they did not have visual contact due to the bad weather. These actions can be translated into the daily actions of a corporate leader to enable him to make the right decisions (Wood et al., 2016). For instance, the leader must seek for information but take the logistic action in making the final decision basing on analysis of the possible consequences. Moreover, a leader should research into uncertainties before making the next move.
Appropriate Lessons that Might be Learned
The modern-day organization depends on effective management of technology in the course of decision making. It is essential to learn that having the sound systems of communication in place can help the participants to understand their roles and input to the success of the business organization (Sadgrove, 2016). On the other hand, the modern-day organizations are faced with inherent risks and uncertainties (Wood et al., 2016). This implies that the management must understand how to use technological tools to analyze the nature of the risks and how to evade the possible adverse uncertainties. The management must also understand the ways of coordinating teams to achieve desired results (McNeil et al., 2015). The other lesson that can be learned from the incident is that all actions at the workplace should be guided by an analysis of the costs and benefits to minimize vulnerability to loses.
References
Elmhedwi, T. R., Elmabrouk, S. K., & Sherif, M. A. (2015, March). Practical risk management plan of Wi-Fi network deployment; case study. In Industrial Engineering and Operations Management (IEOM), 2015 International Conference on (pp. 1-10). IEEE.
Kumar, V., & Reinartz, W. (2018). Customer relationship management: Concept, strategy, and tools . Springer.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Mains, R. (2015). Air Medical Resource Management: Our Last Line of Defense. Air medical journal , 34 (2), 78-81.
McNeil, A. J., Frey, R., & Embrechts, P. (2015). Quantitative Risk Management: Concepts, Techniques and Tools-revised edition . Princeton university press.
Rossouw, D., & Van Vuuren, L. (2017). Business ethics . Oxford University Press.
Sadgrove, K. (2016). The complete guide to business risk management . Routledge.
Wood, J. M., Zeffane, R. M., Fromholtz, M., Wiesner, R., Morrison, R., Factor, A., & Osborn, R. N. (2016). Organisational behavior: core concepts and applications . John Wiley & Sons Australia, Ltd.
