Analysis Of Learning Through Simulation On Teamwork And Decision Making

According to the Myers Briggs Type Indictor (MBTI) (Appendix D) tool, outlines the different personality types and how they gather and evaluate information in the decision making process. My specific ENFJ typology indicates that I have a strong preference for making decisions intuitively (N), demonstrating my creative and imaginative abilities. That I have slight preferences for feeling (F) and judging (J) when considering decisions, and I have marginal preference for extroversion (E).

Our team’s major goal when completing this simulation was to ensure we scored as many points as possible not only individually but collectively. The enticement to get every member to the summit was alluring; however as a team we decided it was better to stop and contemplate each stage in order to maximise points. As the simulation was a highly structured task this made the concept of an individual leading and managing the team ultimately redundant. Each group member contributed towards being team leader as the group worked cooperatively and cohesively throughout. This issue corresponds to the theory of leadership and in particular substitutes for leadership. A team working as one making informed

Learning how to work effectively in a group situation is key to success in many professions as well as in social situations. Groups vary from each other based on the individuals that make up each group, all of us belong to various groups at one time or another. The roles that we fulfill vary from group to

The Myers and Briggs Analysis is a series of questions that when answered are examined and grouped together in order to determine the personalities of those taking this test. This particular test can result in sixteen different outcomes or types of personalities, which is determined by four different categories that judge if you are introverted or extroverted, use your senses or your intuition, your choice to think or use your feelings, and finally if you are judgmental or perceptive. These series of questions are designed to judge our personalities and help us to determine which career pathways we will be most suited for based on our personality traits and abilities to work well with others, which is important

Students enrolled in MGTS1301 participated in a three-hour Mount Everest Simulation which involved a team of five people. Each team consisted of a team leader, physician, photographer, environmentalist and marathoner with a common goal of reaching the summit and avoiding rescue. On our team, I was the team leader and completed 40% of my personal goals while our team achieved 44%. After the simulation, I realised I lacked in developing managerial efficiency such as strategic thinking and decision making which led to poor task-structure related to task clarity and the means of leading my team as we progressed through the simulation.

The Everest simulation used the dramatic context of a Mount Everest expedition as related to management concepts exploring the role of leadership, effective communication, and team work to achieve success. The simulation required students to work in cohesive teams consisting of five members, where each individual was assigned a specific role and a goal. The roles included the team leader, physician, environmentalist, photographer, and marathoner. Some goals were contradictory in order to assess how the team reacted to complex and sometimes conflicting situations. Before the actual simulation started, the group discussed the general approach and how to deal with

Lack of psychological safety within the team members failed to fix cognitive bias of irrationality. If members developed trust within the team, cognitive bias could have been prevented or at least minimized. The truth that climbers might make irrational decisions and find it hard to turn back when they are so closed to the summit was obvious, but teammates seeing this problem did not speak up since they did not feel that their thoughts were welcome and felt uneasy. More cognitive biases could also been prevented to lessen the complex system of the expedition. Since climbing Mt. Everest is already a high risk venture, any additional problems such as irrational decisions can cause a crisis. Using the early sign of issues with Hall’s team’s progress, it was obvious that the probability of failing the expedition was high before the team even started. Hall could have used the issues as a sign of the complex systems that exist, and could have used this knowledge to prevent any irrational decisions. The complex systems and the lack of psychological safety also contributed to the tragedy. The team members failed to communicate and trust each other, which then added more problems to the complex systems. For instance, Boukreev’s could have spoken up to his team leader, Fischer, about his concerns regarding his team members lacking experience to begin with. By speaking up, he could have prevented more chain reaction due to lack of communications and feedback within the

I have chosen to take Myers-Briggs Assessment test from the following website http://www.humanmetrics.com/cgi-win/jtypes2.asp. After writing the assessment test I have got ENTJ which is Extravert (67%) intuitive (12%) Thinking (25%) Judging (56%). The ENTJ mostly focuses on the efficient and organized means of performing a task. This kind of people are goal concerned and regularly make them superior leaders, both in realistic and visionary in applying a extended time plan. These ENTJ’s are frequently strategic leaders interested in developing there organization and maintain their team to succeed. They have a good vision about the feature and try to understand how to motivate people and guide them towards

This report discusses the Everest simulation in relation to important management concepts. Particularly the report explores the role of leadership, communication and team work in task success, where success is defined in terms of task accomplishment, team member satisfaction and dispute resolution. Moreover, the requirement to eliminate communication barriers through changing mediums, cohesive and coherent team work and democratic leadership styles is explored throughout the report.

The Myers-Briggs Type Indicator (MBTI) “is an introspective self-report questionnaire designed to indicate psychological preferences in how people perceive the world and make decisions” (13). It is one of several personality assessments that is popular among modern mental health experts throughout the world. Currently, it is estimated that the MBTI is “taken by more than two million people per year and is translated into 16 languages (10). “The purpose of the Myers-Briggs Type Indicator personality inventory is to make the theory of psychological types described by C. G. Jung understandable and useful in people 's lives” (4).

According to the Myers Briggs Type Indicator (MBTI), I am an ISTJ personality this means that I am an Introvert, Sensing, Thinking, and Judging person. ISTJ are very faithful, loyal and dependable. We are also reserved people who are interested in a secure and quiet life. ISTJ’s place importance in being honesty and can be trusted to do the right thing for their families and friends. There are some weaknesses to being an ISTJ personality we are stubborn, insensitive, and judgmental. This test is amazing it really nailed my personality.

This report provides an analysis of the following: the experience in the two Everest teamwork simulations, the results of the two sets of simulation and the communication structure and experience in the two Everest simulations. Method of analysis includes incorporating theories and concept in the course and discussing about the observation during the simulations. There are many concepts and theories which are discussed in this report such as the grouping modeling elements, communication structure, the effects of conforming and the benefits of conflicts and the benefits of effective communication. The report ends with a recommendation that the report could be improved if there is a comparison of the results of two teams

The Myers–Briggs Type Indicator (MBTI) enables an individual to gain a deeper insight into their inherent personality traits. For some people, they have had prior knowledge or underlying assumptions about their personality, but this test provides clearer information about each of their identifiable traits. According to the MBTI in Human-metric personality test, my scores were 22% (E) extroverted thinking more than introverted, 9% (N) intuitive as oppose to sensing, 16% (T) thinking more than feeling, and 12% (J) judging as compared to perceiving. Thus, my personality type is ENFJ. The ENFJ personality group is described as a minority group that consists of natural-born leaders, and people filled with passion, and charisma for example, Barack Obama and Oprah Winfrey; they are notable members of this group, also known as the protagonists (16personalities, 2016). The protagonists apprehend pride in providing guidance for others to improve individually and to improve the community at large (16personalities, 2016). The protagonists find it naturally easy to communicate with others and excel at communicating with other people in person (16personalities, 2016).

The Everest simulation allows participants to explore varying forms of communication, leadership and different attributes of teams to determine what alternative best suit the given situation. The simulation entails decision making processes, which must be effectively executed in order to maximise team efficiency and attain set goals. The simulation involves ascending towards the summit of Mount Everest along with other team members, each with predefined roles. The interdependent nature of the task requires members to work in collaboration to achieve goals and later evaluate the outcome and the shortcomings that may have hindered success. This report explores communication, leadership and groups and teams as themes for examining the outcomes of the task, as well as determining what implications this experience holds for future teamwork based activities.

The Everest simulation, a team of five (or six if an observer is present) with diferrent roles, communicate and work together to produce decisions to climb to the peak of mount Everest, while trying to accomplish their own respective goals as well as the team’s goals. Our team of six, named The Rock Stars, are required to finish two sessions of the simulation, one of which we have to complete as a virtual team, meaning that each members must do the simulation at the same while being in diferrent locations, and the other as a standard face to face team. This report will analyze and discuss the issues that the team faced during the two simulations, and how those issues reflects to business theories, such as Tuckman’s theory of group development, McGrath’s theory of team effectiveness, and Kirkman & Malthieu’s argument about teams. This report will also use Neubert’s empirical research about informal leaders to analyze the leadership structure that is present in the team, and wether informal leaders are present, and lastly, this report will contain my personal reflections and the things I have learned throughout the simulations as a team member.