Leading in The Darkness and The Light Case Study Discussion kindly, answer the questions which mentioned at the end of case study & taking consideration to

Leading in The Darkness and The Light Case Study Discussion kindly, answer the questions which mentioned at the end of case study & taking consideration to Answer each question and write its own answerin 2 pages is related to ethics & legalbook is Organizational Ethics 2nd edition A Practical ApproachNote : avoid plagiarism Saillant, C., & Gottlieb, J. (2010, July 22). Huge pensions await Bell leaders. Los Angeles Times, p. AA1.
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Leading in the Darkness and the Light
The rescue of 33 Chilean miners in October 2010 was cause for worldwide celebration. After being
trapped more than 2,000 feet below ground for 69 days, the rescued men emerged one by one from
a capsule, to the cheers of the crowd gathered at the site as well as to the cheers of television viewers
around the world.
The happy ending to the Chilean mining crisis was largely due to inspirational leadership both
below and above ground. When 700,000 tons of rock collapsed on August 5, the miners were trapped
near an underground rescue hut. Under the direction of mine foreman Luis Urzúa, they organized
themselves, dividing into work groups to look for escape routes, to police the living area and to moni-
tor the shaft for evidence of rescue attempts. Together, the men decided to divide their food supply,
which consisted of a few cans of tuna, into equal shares and to eat only a few bites every day. They
also tried to maintain a routine by setting up a regular sleep schedule.
Conditions in the pit were brutal. The polluted air burned the lungs of the miners, and the tem-
perature averaged 92 degrees with nearly 100% humidity. According to one survivor, “It was like being
in a filthy sauna where the air is full of dirt.” The men were forced to sleep on the wet, muddy floor
of the mine or on the floors and hoods of vehicles trapped below. They used their light sparingly, for
work and to keep up their morale, and took sips of contaminated water from metal drums. Fortunately,
the group had an adequate air supply, discovered a waterfall that acted as a shower, and had access
to adjoining tunnels. Nonetheless, the men were in desperate shape by the time rescuers located them,
dehydrated and malnourished. Determined to die as a group, they had written good-bye letters to their
families before they were located.
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268 PART IV PRACTICING GROUP, LEADERSHIP, AND FOLLOWERSHIP ETHICS
On the surface, key leaders included Chilean president Sebastián Piñera, mining minister Laurence
Colborne, and mining engineer Andre Sougarret. Piñera ordered Golborne to spare no expenselfie
launching
a rescue despite
estimates that there was only a 10% chance of finding anyone alive. “We
made a commitment to look for the miners as if they were our sons.” said Piñera. The president
remained committed to the effort, even as the days passed and he learned that the chances of anyone
surviving had shrunk to less than 2%. The president told his advisors
, “Even if there’s less than one
tenth of one per cent chance, it’s our duty to keep searching.”
Mining minister Golborne organized the rescue effort, dividing rescuers into three teams. One group
was assigned to locate the miners, one group focused on how to keep them alive if they were found
and the third group determined how to bring them safely to the surface. The minister spent most of
time on site, supervising every aspect of the operation and providing regular reports to the media,
Engineer Sougarret was in charge of the drilling project. For 17 days, he and his team tried to make
contact with the miners through a series of boreholes. On August 22, the drill broke through near the
miners’ refuge. Rescuers thought they heard banging on the drill head. When they pulled it up, they
found a plastic bag pressed into the drill thread that said, “Estamos bien en el refugio, los 33-We’re
all OK in the refuge, the 33.”4
Once the men were located, the rescue effort kicked into high gear. Additional boreholes were
drilled and used to send down food, medicine, messages, and a phone line. Chilean officials weren’t
shy about asking for help. They consulted NASA about how best to keep the miners healthy and used
the agency’s expertise when designing the escape capsule. Chilean leaders brought in contractors
from the United States and Canada to simultaneously drill three rescue shafts in the hopes of speed-
ing the recovery
The trapped miners were actively involved in their rescue. They provided ideas and maps to
Sougarret and his team. At the same time, a variety of group members emerged as leaders, doing
their part to keep the group healthy and in good spirits. A miner trained as a paramedic conducted
medical tests. Based on information he gathered, the survivors were advised to double their intake of
water and to slowly build up their intake of calories. Another miner kept up the group’s morale
through humor (when he got to the top of the shaft, he presented Piñera with souvenir rocks from
below). Yet another was named the group’s official “pastor,” helping his colleagues keep up their
hopes of rescue.
The trip up the rescue shaft in an escape capsule painted in Chile’s national colors was as carefully
planned as the rest of the operation. Healthier miners went first, in case there were any unanticipated
problems early on Engineers periodically lubricated the capsule’s wheels to keep them running
smoothly and to prevent them from overheating. Much like the captain of a sinking ship, shift foreman
Urzúa was the last to leave the mine. Each man emerged from the hole wearing Oakley sunglasses
(donated by the company) to help their eyes adjust to the brightness of the surface. The survivors were
treated for any medical conditions on the spot or, in the case of more serious illness, taken to a nearby
hospital.
Observers wonder if the triumphal rescue, which featured images of humble miners embracing their
billionaire president, will help to bridge the sharp economic divide between the country’s haves and
have-nots. A growing number of Chileans are falling into poverty. Chilean American playwright Ariel
Dorfman hopes that that the rescue operation will prompt leaders to address this issue as well. He
asks, “Is it too much to hope that the ordeal these men have gone through will trouble the conscience
of Chile? Now that would be a real miracle.”

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