谁允许始祖鸟炸山的？

Core Viewpoint - The controversy surrounding the fireworks show organized by Arc'teryx and Cai Guoqiang in the Himalayas highlights the failure of decision-making processes within organizations, where individuals prioritize personal interests over environmental and social responsibilities [2][10][12]. Group 1: Decision-Making Failures - The ultimate decision-maker for the fireworks show failed to recognize potential issues due to being trapped in an "information cocoon" created by those involved in the project [2][4]. - Each participant in the project had a vested interest that led to selective blindness regarding the risks associated with the event [4][9]. - The local approval agencies, marketing teams, and artists all focused on their own objectives, neglecting the broader implications of the event [7][8][12]. Group 2: Organizational Dynamics - In large organizations, individuals often adopt a mindset of merely executing orders from above, leading to a lack of accountability [5][16]. - The pressure to please superiors and achieve personal career goals results in a collective avoidance of addressing potential risks [12][17]. - The environment fosters a paradox where individuals are reluctant to voice dissenting opinions, fearing repercussions for challenging popular ideas [15][16]. Group 3: Risk Awareness and Prevention - The best opportunity to prevent such incidents is during the initial idea phase, before significant resources are committed [13][14]. - Once a project gains momentum and involves multiple stakeholders, it becomes increasingly difficult to withdraw or address concerns [14]. - The reluctance to oppose a favored idea, especially when it is well-received by leadership, creates a culture where risks are ignored [15][16].