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The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 1
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1Copyright © 2019 Richard Brenner
The Race to the South Pole:Lessons in Leadership
presented to
byRick Brenner
Chaco Canyon Consulting
Building State-of-the-Art TeamworkIn Problem-Solving Organizations
[email protected] | @RickBrenner | @TechDebtPolicyChacoCanyon.com | TechDebtPolicy.com
Kerzner Lecture SeriesInternational Project Management Day
Baldwin Wallace UniversityPMI Northeast Ohio ChapterNovember 7, 2019
2Copyright © 2019 Richard Brenner
Our objective• Learn about leadership by examining the
race to the South Pole• British: large, well-funded• Norwegian: smaller, nearly insolvent financially
• Comparison reveals important insights• Axes of comparison:
• Overland transport• Team dynamics• Quality control• Risk management• Errors and recovery• Financing & politics
• Objectives & outcomes• Strategies• People and culture• Equipment & technology• Navigation• Scurvy
3Copyright © 2019 Richard Brenner
Headlines (1)
• Reaching the pole was a high-risk project• Simplicity is critical for managing risk• Sometimes success depends on risking your
own reputation• Especially for high-risk projects, team culture
matters• Choose your mentor(s) wisely• Have coaches who know how to guide you
4Copyright © 2019 Richard Brenner
Headlines (2)
• Pet projects can be a risk to the enterprise• Leader’s role: expressing purpose, being
passionate about it, listening, forging consensus, making the big decisions
• The bad news: much of this matters most for high-risk projects
• Exploit situational momentum• To leaders:
• Deliver the headline first• Deliver the bad news first
5Copyright © 2019 Richard Brenner
DownloadTo get:• These slides with working links, and• Annotated bibliography and filmography
https://c4i.co/3b1
Copyright © 2019 Richard Brenner
6Copyright © 2019 Richard Brenner
The challenge
What they wereactually trying to do
South Pole
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 2
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7Copyright © 2019 Richard Brenner
Antarctica composite
South Pole
Copyright © 2019 Richard Brenner7
Source: NASA, Intelligent Systems Division
8Copyright © 2019 Richard Brenner
Antarctica from space
Framheim
Cape Evans
South Pole
Source: NASA
9Copyright © 2019 Richard Brenner
Amundsen-Scott South Pole Station2006
Copyright 2019 Richard Brenner
NSF/USAP photo, January 2006
Amundsen-Scott South Pole Stationwhen near completion
10Copyright © 2019 Richard Brenner
Amundsen-Scott South Pole StationNovember 5, 2019
Copyright © 2019 Richard Brenner
Source: webcam
Temperature: -41°C -42°FWind Chill: -56°C -68°F
11Copyright © 2019 Richard Brenner
State of Antarctic exploration in 1910
…and many more
ShackletonNimrod 1907-09de Gerlache
Belgica 1898
Scott Discovery1901-04
UnknownKnown
0º
180º
12Copyright © 2019 Richard Brenner
Objectives& outcomes
What each teamhad to accomplishto achieve its goals
Terra Nova at the ice edge
Photo: Herbert PontingSource: Scott’s Last Expedition
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 3
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13Copyright © 2019 Richard Brenner
Summary of British objectives• Reach the Pole first, get back
to base alive, and report success first
• Explore what we now know asMarie Byrd Land and Victoria Land
• Prove value of motor sledges• Study embryo development in
Emperor Penguins• Collect mineralogical and
biological samples• Collect climatological data• Get Admiral’s braid for Scott
Photo: Jenouvrier @ WHOI / IPEV Woods Hole Oceanographic Institution 13
14Copyright © 2019 Richard Brenner
• Reach the Pole first, get back to base alive, and report success first
Summary of Norwegian objectives
Source: Amundsen, The South Pole
15Copyright © 2019 Richard Brenner
From Amundsen’s journal
“Our plan is one, one and again one alone–to reach the pole. For that goal, I have decided to throw everything else aside.”
Amundsen in winter costumeSource: Amundsen, The South Pole
16Copyright © 2019 Richard Brenner
The outcomes (spoiler alert)• Norwegians:
• Reached pole 14 Dec 1911 (56 days; 12.6 m/d)• Returned 26 Jan 1912 (98 days; 15.0 m/d)• Staged in 5- to 6-hour days when traveling
• British:• 400 new plant, animal, and fossil specimens• Reached pole 17 Jan 1912 (76 days; 10.1 m/d)• Staged in 8+ hour days when traveling• Three bodies located 12 Nov 1912 near 80º South • Two others had died along the way; never found
The puzzle: What accounts for the difference in outcomes of the pole parties?
17Copyright © 2019 Richard Brenner
Insights about objectives
• High-risk projects often contain surprises• Multiple surprises can lead to failure• Keeping things simple can limit the incidence
of surprises• Don’t push it. Comfortable margins are
necessary.
Simplicity is a way to limitthe risks that need managing
18Copyright © 2019 Richard Brenner
Strategies
Action plans andpolicies they usedto achieve theirobjectives
King Edward VIILand
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 4
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19Copyright © 2019 Richard Brenner
Basic strategy for both
• Travel by ship to Ross Ice Shelf boundary• Land all supplies and build base camp• Pre-position supplies at a series of depots• Winter over• Mount assault in Spring• Return by end of Summer
Base Camp Pole
DepotDepot
Depot
20Copyright © 2019 Richard Brenner
Scott: Follow conventional wisdom
• Applied Royal Navy methods:• Nutrition• Navigation: naval methods for lower latitudes• Manage people through command and control
• Transport: “Man-hauling” is virtuous• Also use ponies, motor sledges, and a few dogs• Motor sledges were a pet project of Scott’s
• Make plans• All plans are perfect• Not subjected to review• Rely on talented improvisation to fill any minor
gaps
21Copyright © 2019 Richard BrennerCopyright © 2019 Richard Brenner
21“Taking the ill-fated motor-sledge off theTerra Nova, Antarctica, 8 January 1911”
Planking to protect the ice
Motor Sledge
Photo: Herbert PontingSource:Alexander Turnbull Library,
National Library of New Zealand
22Copyright © 2019 Richard Brenner
Amundsen: Use what works
• Amundsen ignored conventional wisdom• Relied on evidence:
• Nutrition: fresh food, fiber• Navigation: latest methods and multiple
navigators• Manage people through loyalty
• Transport: dogs and ski• Make plans:
• No plan is perfect• Review all plans repeatedly• Replan based on evidence
• Identify and manage risks
23Copyright © 2019 Richard Brenner
Amundsen: Exploit situational momentum
• Exploiting situational momentum means:
• Amundsen used situational momentum• Scott tried to overcome the situation• Examples:
• Night travel• Food for beasts of burden• Canine coprophagia
Use the elements of the situationto your advantage rather than
overcoming or defeating the situation
24Copyright © 2019 Richard BrennerCopyright © 2019 Richard Brenner
24
Photo: Benjamin HamptonSource: Peary-MacMillan Arctic Museum,
Bowdoin College, via Wikipedia
Photo: Brown BrosSource: The World’s Work,
1909, via Wikipedia
Frederick Cook Robert Peary
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 5
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25Copyright © 2019 Richard Brenner
Amundsen was scooped
• Amundsen had been planning a North Pole expedition
• Had some funding• Scooped in 1909: both Cook and Peary
claimed they had reached the pole• Announced that instead of the North Pole he
would do scientific exploration in the Arctic• Secretly redirected his expedition to South
Pole
26Copyright © 2019 Richard Brenner
Amundsen’s secret plan
Map (cc) NuclearVacuumSource: Wikipedia
Madeira
Christiania (Oslo)
27Copyright © 2019 Richard Brenner
Scott: Make up rules that favor you
• Scott claimed personal ownership of McMurdo Sound environs as base camp
• There was no such law• Advantage:
• Access to a known path to the pole• Ability to plan for that path• Risk reduction
• His claim deterred Amundsen
28Copyright © 2019 Richard Brenner
Two routes to the poleRead:How to MakeGood Guesses: Strategy
Ross Ice Shelf isthe size of
France
TransantarcticMountains
London
New Orleans Calcutta
Wellington
King Edward VIILand
Scott’s Base Amundsen’sBase
Map (cc) SoerfmSource: Wikipedia
29Copyright © 2019 Richard Brenner
Take away your opponent’sgreatest asset
Copyright © 2019 Richard Brenner29
Amundsen in winter costumeSource: Amundsen, The South Pole
Scott in polar gear
Photo: Herbert PontingSource:Alexander Turnbull Libraryvia Wikipedia
30Copyright © 2019 Richard Brenner
Strategy insights
• Use conventional wisdom as a guide, not a constraint
• Use what works• Exploit situational momentum• Sometimes, risking your reputation is
necessary• Make up rules that favor you• If you cross an ethical line and succeed, the
world may forgive you, but if you fail, you’re probably finished
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 6
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31Copyright © 2019 Richard Brenner
Source:Scott’s Last Expedition
Source: Amundsen,The South Pole
The leaders
Copyright © 2019 Richard Brenner31
How they came to be the leaders of their expeditions
32Copyright © 2019 Richard Brenner
Scott’s career• Born June 6, 1868• Ambitious• Not particularly talented as a commander
• Promoted Commander for Discovery expedition (Aug 1901)• Promoted Captain 10 Sep 1904• Victorious (Aug 1906-Jan 1907) Flag captain to RADM
Egerton• Albemarle (Jan 1907-Aug 1907) Flag captain to RADM
Egerton• Terra Nova expedition 1910-1912• Saw polar work as a path to promotion• Not particularly passionate about exploration
33Copyright © 2019 Richard Brenner
Amundsen’s career through 1912• Born July 16, 1872• Merchant captain, but his mother wanted him to be
a doctor• Skilled and experienced polar traveler• Lifelong ambition: first to reach the North Pole• Member of first party to winter in Antarctica Belgica
1898• First to traverse Northwest Passage Gjøa, 17 Aug
1905• First to demonstrate motion of Earth’s magnetic pole
Gjøa, May 1905• First to reach the South Pole Fram 14 Dec 1911
34Copyright © 2019 Richard BrennerCopyright © 2019 Richard Brenner
Photo: Elliott & FrySource: Wikipedia
Photo: Ludvig Forbech (cc)Source: Wikimedia
Fridtjof Nansen ca 1900 Sir Clements Markham ca 1904
35Copyright © 2019 Richard Brenner
Scott’s mentor: Sir Clements Markham
• Past president of the Royal Geographic Society
• Politically connected, astute, and effective• Agenda:
• Re-commit the Royal Navy to polar exploration• Make the RGS a leading proponent of polar
exploration• Limited experience of polar work• No experience of command or as expedition
leader• Believed in virtuous “man-hauling”• “No ski. No dogs”
36Copyright © 2019 Richard Brenner
Amundsen’s mentor: Fridtjof Nansen
• First to ski across Greenland 1888 (Small party, custom-designed equipment)
• Furthest North Fram 1895 (86°13′6″)• Extensive command and polar travel
experience• Scientist and polar hero
• Adviser to numerous explorers• Control of Fram
• Nobel Peace Prize 1922• Politician, diplomat, author• Strong advocate of ski and dogs
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 7
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37Copyright © 2019 Richard Brenner
Insights about the leaders
• Deal first with the greatest threat to whatever you’re trying to accomplish
• Be passionate about whatever you’re doing• If you can’t be passionate about what you’re
doing, change what you’re doing• If the work is a means to an end, and not the
end, choose low-risk work• Choose your mentors wisely
38Copyright © 2019 Richard Brenner
Power distance
Social hierarchy and inequality in the distribution of power can limit a team’s ability to execute high-risk projects successfully
Copyright © 2019 Richard Brenner38
39Copyright © 2019 Richard Brenner
Definition: power distance
• Large power distance is correlated with• Hierarchical decision-making• Collectivism and having a defined place in the
social structure• Small power distance is correlated with
• Democratic decision-making• Individualism and independence
Power distanceis the strength of the social hierarchy of a culture. It is the extent to which lower ranking individuals accept and expect unequal distribution of power.
Def
initi
on
40Copyright © 2019 Richard Brenner
Power distance and high-risk projects
• In Large-PD team cultures:• Team members tend to reject their own
misgivings about the plan• Team members tend to defer reporting problems• Team members tend to report that all is well
when they believe or suspect otherwise• Established ideas tend to obstruct innovations• Greater risk of the sunk cost effect
• These mechanisms make Large-PD teams vulnerable to risk events
The British team had a Large-PD culture;The Norwegian team had a Small-PD culture
41Copyright © 2019 Richard Brenner
British hut
41Copyright © 2019 Richard Brenner
Francis Davies constructingScott’s hut, 10 Jan 1911
Pony fodderTotal: 45 tonsShown: 7+tons
Photo: Herbert PontingSource: Alexander Turnbull Library,
National Library of New Zealand
42Copyright © 2019 Richard Brenner
Plan of British hut
Source: Scott’s Last Expedition
View a 3-D Model of the hut
“Wardroom” “Mess Deck”
Wall of Crates
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 8
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43Copyright © 2019 Richard Brenner
Source: Scott’s Last Expedition
Copyright © 2019 Richard Brenner43
44Copyright © 2019 Richard Brenner
Photo: Herbert PontingSource: Wikimedia
Captain’s Insignia
Family Photos
Wife Kathleenm. 2 Sep 1908
Pipe Rack
Scott at his desk in the hut, 7 Oct 1911
Copyright © 2019 Richard Brenner
45Copyright © 2019 Richard BrennerCopyright © 2019 Richard Brenner
Press photograph of Terra Nova ca 1910 Photo: Bain News ServiceSource: U.S. Library of Congress
46Copyright © 2019 Richard Brenner
Why the White Ensign
• Flag of the Royal Navy• Other official vessels too• Exceptions rarely granted• Mark of high status
• Terra Nova was not RN• Most officers were RN or
British Army• Military culture• They (and RGS) wanted the
White Ensign• Scott’s mentor made it happen
47Copyright © 2019 Richard Brenner
L to R: Atkinson, Meares, Cherry-Garrard, Oates (standing), Taylor, Nelson, Evans, Scott, Wilson, Simpson, Bowers, Gran (standing), Wright, Debenham, Day. P.O. Evans not present. 6 Jun 1911.
Copyright © 2019 Richard Brenner
Capt. Oates Capt. Scott Dr. Wilson Lt. Bowers
Photo: Herbert PontingSource: Alexander Turnbull Library,
National Library of New Zealand
48Copyright © 2019 Richard Brenner
A Framheim postcard
Copyright © 2019 Richard Brenner48
Source: National Library of Norway
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 9
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49Copyright © 2019 Richard Brenner
Framheim‚ 1911
Source: National Library of Norway
Copyright © 2019 Richard Brenner49
50Copyright © 2019 Richard Brenner
Plan of Framheim
Source: Amundsen, The South Pole
51Copyright © 2019 Richard Brenner
L to R: Olav Bjaaland, Sverre Hassel, Oskar Wisting,Helmer Hanssen, Amundsen, Hjalmar Johansen, Kristian Prestrud, JØrgen Stubberud.
Photo: Adolph LindstrømSource: Amundsen, The South Pole
Copyright © 2019 Richard Brenner
Bjaaland Hassel Wisting Hanssen Amundsen
52Copyright © 2019 Richard Brenner
Scott’s work distribution style
• Largely directive, authority-based• Kept his process to himself• On occasion, and with little warning, would issue
orders• Consequences:
• Unbalanced loads (Bowers)• Infringing distributed responsibility (Lt. Evans)
• Example of tolerating:• Terra Nova encounters storms on the way South• Nearly founders• Lt. Evans saves the ship and all hands
53Copyright © 2019 Richard Brenner
Terra Nova in a st
• Terra Nova, over-loaded, encoun-ters severe storm on 1 Dec 1910
• Seams open, bilges flood, boil-er fires out
• Sub-Lt. Evans improvises repairs
• Saves ship and all hands
At the pumps in a galeMarch 1912
Photo: Herbert PontingSource: Ponting, The Great White South
54Copyright © 2019 Richard Brenner
Amundsen’s work distribution style• Amundsen’s style was mostly delegation• Led through loyalty not authority• He believed:
• Never check delegated task status unless invited• Delegate thoroughly, praise liberally• Even innocent inquiry might be seen as intrusion• Make everyone feel their work is essential• “Let everyone be independent within his own
sphere”
Delegation is more effective than direction in conditions of risk and uncertainty
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 10
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55Copyright © 2019 Richard BrennerCopyright © 2019 Richard Brenner
56Copyright © 2019 Richard Brenner
Delegation guidelines for high risk• The greater the risk, the more important is
delegation• You can’t delegate your own accountability• Have an inform-as-soon-as-you-know norm• Establish checkpoint expectations• Be prepared to rescind if necessary• Your subordinate has final say in accepting• Keep your promises• Delegate fully• Delegate authority, not just work• Never infringe delegated authority• Delegate work that fits the person
57Copyright © 2019 Richard Brenner
Insights about power distance
• Power distance matters most when risk is high
• Experience matters in every position• Power distance is communicated subtly• In high-risk projects small power distance is
an advantage• Delegate work according to talent and ability• You can’t delegate your own accountability
58Copyright © 2019 Richard Brenner
Equipment
Suitability of their equipmentand technology
L to R: P.O. Evans, Dr. Wilson pitching atent at the summit of Beardmore Glacier
Photo: Lt. BowersSource: Scott’s Last Expedition
59Copyright © 2019 Richard Brenner
How they selected equipment
• Scott:• Commercial cooking gear, fuel storage, tents,
skis, boots, sledges, harnesses• Clothing: fabrics tailoring followed conventional
wisdom• Amundsen:
• Commercial cooking gear• Custom-made fuel storage, tents, skis, boots,
sledges, harnesses• Clothing: fur and tailoring followed indigenous
arctic peoples
60Copyright © 2019 Richard Brenner
Innovations
• Scott:• Telephone• Motor sledge
• Amundsen:• Thermos flask• Sledge meter• Fuel storage• Tent: Floor sewn in,
pitched from inside
60Source: Amundsen, The South Poleat Project Gutenberg Australia
Amundsen or Bjaaland ascending Mt. Betty 17 Nov 1911 Dogs
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 11
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61Copyright © 2019 Richard Brenner
Scott’s motor sledge
Copyright © 2019 Richard Brenner61
62Copyright © 2019 Richard Brenner
Amundsen’s thermos
• Dewar flask invented by James Dewar in 1892
• Patented by Thermos, commercialized 1904• Amundsen adopted it:
• Reduced time, labor required for lunch• Enabled him to carry water, store it overnight
Small innovations—like small mistakes—can have enormous impact
63Copyright © 2019 Richard Brenner
Amundsen’s sledge meters
63Copyright © 2019 Richard Brenner
Sledge meter wheelSledge meter wheel
Dogs
Depot
Dogs
Tent HarnessesMan
Source: Amundsen, The South PoleAmundsen’s party at the 85º depot
64Copyright © 2019 Richard Brenner
Scott’s sledge meters
64Copyright © 2019 Richard Brenner
Scott’s party at Barrier Inlet, ca 1911
Sledge meter wheel
Snow walls
Photo: Robert F. ScottSource: Alexander Turnbull Library,
National Library of New Zealand
65Copyright © 2019 Richard Brenner
Perfecting the sledge meter
• Sledge meter measures distance traveled• Useful for reckoning position• Mitigates need to make actual sun sightings• Helps monitor pace
• Problem: drift snow gets into the gears• Drift snow particles are small• Cause sledge meter wheel to undercount distance
• Scott used commercial sledge meters• Amundsen also had commercial models
• Dissatisfied with performance on depot runs• Over winter, had them completely rebuilt
66Copyright © 2019 Richard Brenner
Insights for innovations
• For high-risk projects, avoid untried technologies
• When you innovate, innovate with familiar technologies
• True mastery of critical technologies can be innovative
• Attend to critical elements of the low-tech substrate
To run ahead of the pack, youmust leave the pack behind
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 12
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67Copyright © 2019 Richard Brenner
Navigation
Navigation is more than “where am I.” It can be the differ-ence between life and death, or financial health and bankruptcy. Source: Amundsen, The South Pole v. II
Project Gutenberg Australia
68Copyright © 2019 Richard Brenner
Photos courtesy Robert Schwarz
A time series at sunrise30 minutes between exposures
Navigation at the pole
• Only one sunrise and one sunset per year• Sun has no noon maximum• Special techniques for navigational
measurements are required• A solid claim is based on boxing your position
Copyright © 2019 Richard Brenner
69Copyright © 2019 Richard Brenner
Royal GeographicSociety
Copyright © 2019 Richard Brenner
Sir Clements Markham
70Copyright © 2019 Richard Brenner
A seminar in polar navigation
• November 1909 Arthur Hinks seminar at RGS• Navigation is a hot topic because of Peary and
Cook• Scott attended, but ignored the specialists
• Navigating near the pole is peculiar• All meridians converge• Finding longitude is both difficult and useless
• Near the pole• Scott continued to use laborious navigational
methods to calculate position, including longitude• Amundsen calculated latitude, and just steered
South
71Copyright © 2019 Richard Brenner
Non-magnetic sledge
• Amundsen’s lead sledge was non-magnetic• Driven by Helmer Hanssen (best dog driver)• No ferrous material in construction or load• Enhanced accuracy in
course-keeping• Fitted with special compass:
• Mounted on gimbals• Protective case• Similar to a marine mounting
Helmer Hanssen’s compassReduced the need to halt
for compass reading
72Copyright © 2019 Richard Brenner
Amundsen’s snow beacons
Copyright © 2019 Richard Brenner
One of Amundsen’s snow beacons onthe barrier surface
Source: Amundsen, The South Pole v. IIProject Gutenberg Australia
Sledge meter wheelSledge meter wheel Dogs BeaconDogs
72
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 13
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73Copyright © 2019 Richard Brenner
Amundsen’s navigation
• Snow cairns every three miles, 1 per hour• Two meters high, one visible from the next• Each contains position, distance to last depot,
bearing to previous cairn• Depots flagged east and west
• Five miles, every half mile• Each pennant numbered, with distance and
bearing to depot• On return, use dog spoor to locate trail• Multiple navigators to check each other
74Copyright © 2019 Richard Brenner
Scott’s navigation
• Depots marked with a single pennant• Cairns too low, badly made, too few for
navigation• No dog spoor marking the trail (no dogs)
• Had to unharness and scratch to find outbound trail
• Old tracks drifted up• Old tracks hard to detect with sun ahead
75Copyright © 2019 Richard Brenner
Insights for navigation
• Avoid gathering data for metrics that offer too little added value
• Remove all sources of bias in assessments of project status
• Use multiple independent estimates of effort remaining
• Know how much more {work, time, resource} your project requires
• Know the early warning signs that your project is off course
76Copyright © 2019 Richard Brenner
Scurvy
How they dealtwith the scourgeof polar travel
Google doodle forSeptember 16, 2011About this Google Doodle
77Copyright © 2019 Richard Brenner
118th Birthday of Albert Szent-Györgyi
1893-1986
Biochemist
Nobel PrizePhysiology or Medicine1937Pronounce Szent-Györgyi; UK version
Copyright 2019 Richard Brenner
Source: National Institutes of Health
Szent-Györgyi in 1948 at the time of his appointment to NIH
78Copyright © 2019 Richard Brenner
Role of vitamin C• Essential nutrient involved in
• Repair of tissue• Enzymatic production of certain neurotransmitters• Immune system• Wound healing• Synthesis of collagen, important in connective
tissue, tendons, ligaments, skin• Corneas, blood vessels
• Scurvy: vitamin C deficiency• Bleeding under the skin, spongy gums, poor
wound healing, breakdown of scars• Suppurating wounds, loss of teeth
The Race to the South Pole:Lessons in Leadership
Presented to Baldwin Wallace University and the Northeast Ohio Chapter of PMI by Richard Brenner
Principal, Chaco Canyon Consultingon November 7, 2019
Copyright © 2019 Richard [email protected] Canyon Consultingwww.ChacoCanyon.com 14
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79Copyright © 2019 Richard Brenner
About scurvy
• Age of Exploration (1500-1800), two million sailors died of it
• 1747: James Lind demonstrates that lemon juice prevents and cures scurvy
• 1753: Lind publishes his results• 1795: Royal Navy directs that all sailors must
consume rations of lemon juice• 1867: Royal Navy switches to lime juice (less
effective)• Multiple incidents among polar expeditions• Widely believed caused by pathogen
80Copyright © 2019 Richard Brenner
How Amundsen dealt with scurvy risk
Bilberries
Cloudberries Seal steak(cc) foodlists.ca
No sign of scurvy for entire expedition
81Copyright © 2019 Richard Brenner
How Scott dealt with scurvy risk• Scott followed (inadequate) Royal Navy
practice• Scurvy broke out on Discovery
• When Scott was away second-in-command ordered seal meat consumption, scurvy resolved
• Scott conceals the incident in Voyage of Discovery• Scurvy broke out again on southern journey
• During winter 1910-1911:• Diet was poor in vitamins B, C• White bread, tinned meat, occasional overcooked
seal
Several, including Lt. Evans, afflicted
82Copyright © 2019 Richard Brenner
Source: National Library of Norwayvia Wikimedia
FramTerra Nova
Last words
• Breathe• Listen• Assess• Decide
Copyright © 2019 Richard Brenner82
83Copyright © 2019 Richard Brenner
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More info: https://www.ChacoCanyon.com/pointlookout
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Chaco Canyon Consulting Rick Brenner www.ChacoCanyon.com 866-378-5470 [email protected]
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