Mountain climbers perhaps provide the most interesting setting for understanding the benefits and costs of hierarchy. Years ago, I studied the 1996 Mount Everest tragedy, in which accomplished mountaineers Rob Hall and Scott Fisher died while leading expeditions on the world's tallest mountain. Three of their clients died as well. In that case, the status hierarchy within the teams appeared to diminish people's willingness to speak up and voice their concerns. One climber described a "clear guide-client protocol." As a client, he explained that, "We had been specifically indoctrinated not to question our guides' judgment." Even one of the guides felt pressured not to speak up because of the status hierarchy. Neil Beidleman reflected, "I was definitely considered the third guide... so I tried not to be too pushy. As a consequence, I didn't always speak up when maybe I should have, and now I kick myself for it." The lack of open dialogue and dissent contributed to faulty decision making. Many climbers found themselves continuing toward the summit long after they should have turned around. They ignored their own rules, yet no one appeared to question the decision to do so.