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How Teaming saved $33$ Lives in the Chilean Mining Disaster

The success of the now legendary mining rescue in Chile in $2010$ is as an extraordinary example of extreme teaming.

Although mining accidents often present immense hurdles that make rescue unlikely, the situation at Chile$$s San Jose

copper mine that began on August $5,2010,$ was unprecedented on several dimensions. The most daunting of these was the

extraordinary depth $700$ meters below ground at which the miners were trapped in the aftermath of an explosion that left half

a million tons of rock blocking the mine's entrance. The number of miners trapped $(33),$ the hardness of the rock, the

instability of the land, and the complete inadequacy of provisions for the trapped men combined to make the possibility of

rescue appear all but impossible to consulted experts. In Chile, early estimates of the possibility of $?$nding anyone alive$$

put at $10\%$diminished sharply two days later when rescue workers narrowly escaped the secondary collapse of a

ventilation shaft, taking away the initial best option for extracting the miners. At that point, no expert considered rescue of

the $33$ men a reasonable possibility. Nonetheless, within $70$ days all of them were rescued alive and reunited with their

families. This outcome was the result of an extraordinary cross$-$industry teaming effort by hundreds of individuals spanning

physical, organizational, cultural, geographic, and professional boundaries. Engineers, geologists, drilling specialists, and

more came together from different organizations, sectors$,$ and nations to work on the immensely challenging technical

problem of locating, reaching, and extracting the trapped miners.

Senior leaders in the Chilean government also provided resources to support on$-$site efforts. President Pi$$era sent

Laurence Golborne, the Minister of Mining to the mine with a mandate to do whatever possible to bring the miners home,

sparing no expense. Golborne and Pi$$era also quickly reached out to their networks of colleagues around the world. Initial

attempts at rescue however triggered a devastating secondary shaft collapse. At the request of President Pinera, Codelco,

the state$-$owned company, sent a senior mining engineer to lead the effort$$ Andre Sougarret, known for his engineering

prowess, calm composure and ease with people, brought extraordinary technical and leadership competence to the project.

Sougarret formed three teams to oversee different aspects of the operation. One searched for the men, another worked on

how to keep them alive if found, and a third brainstormed solutions on how to extract them from the refuge. The $?$rst team

came up with four possible rescue strategies, with the most hopeful one being drilling a series of holes at various angles to

try to locate the refuge. Rescuers soon divided into sub teams to experiment with different strategies for drilling holes.

Often, these teams failed to achieve their desired goals but they soon learned to celebrate the valuable information each

attempt provided, such as revealing features of the rock, to inform future action. Different clusters of experts came up with

remarkably complementary pieces of an ultimately viable complex solution. For example, a Chilean geologist named Felipe

Matthews brought a unique technology for measuring drilling with high precision that he had recently developed. Matthews

was then put in charge of measuring drilling efforts going forward. In this way, roles emerged and shifted as the teaming

went on$.$ Leaders of different subgroupings met routinely every morning and called for additional quick meetings on an asneeded

basis. They developed a protocol for transitioning between day and night drill shifts and for routine maintenance of

machinery. As drill attempts continued to fail, one after another, Sougarret communicated gracefully with the families.

Despite these failures, Sougarret and his new colleagues persevered.

A NASA engineer who went to Chile in late August teamed up with engineers in the Chilean navy to design a rescue

capsule, after $?$rst going back to the United States to pull together a group of $20$ NASA engineers. This led to the

development of the Fenix capsule... The Fenix interior, just large enough to hold a person, was equipped with a

microphone, oxygen, and spring$-$loaded wheels to roll smoothly against the rock walls. On October $13,2010,$ the Fenix

started its lifesaving runs to bring miners one by one through the $15-$minute journey to safety. Over the next two days,

miners were hauled up one by one in the $28-$inch$-$wide escape capsule painted with the red, white, and blue of the Chilean $?$

ag$.$ After a few minutes to hug relatives, each was taken for medical evaluation. The Chilean rescue presents a superb

example of teaming at its best. Re$?$ecting on the situation, no one person, or even one leadership team, or one organization

or agency, co