Sherpas and Sagarmatha: complexity theory, ‘Edge of Chaos’ and implications for tourism risk management

Abstract

Sagarmatha (Everest) has long been recognised as one of the principal goals of global adventure tourism. Supported by high-altitude workers, paying climbers on Sagarmatha have the opportunity to tread in the footsteps of colonial pioneers such as George Mallory and Sir Edmund Hillary. Ever since the first attempt was made to summit Sagarmatha there has been an appreciation amongst the climbing community of the risks involved. However, approaches to risk management on Sagarmatha have often not considered the social and cultural circumstances around a climbing expedition’s relationship to its local support staff. This paper uses the notion of an ‘edge of chaos’ to explore the evolving relationship between climbers and other stakeholders on Sagarmatha. Then, through reference to Holling's (2001) adaptive cycle and concept of panarchy, we consider on what basis might one stakeholder on Sagarmatha impose a greater risk burden on another stakeholder.