Everest Simulation Essay

Here, it is highly recommended to to use supplemental oxygen at this altitude, because the less oxygen you have, the more your brain cells die off. This means that you do not think as well and you cannot perform your best, which could mean life or death in this situation. The climax of the novel is when the team reaches their goal of making their way to the summit on May 10, 1996. The guide, Rob Hall, told the team before the climb that they had to be at the summit no later than two o’clock, and if you are not there by then, they must turn back. Around two o’clock, a massive storm begins to close in. The team must make it down to the lower camos soon or else it will be almost impossible for any of them to get back alive. Some of the climbers have not made it to to summit yet and go against Rob Hall’s judgement, and go the rest of the way themselves. Unfortunately, Jon Krakauer , Rob Hall, and all the other climbers get caught up in the storm. Jon Krakauer by a miracle gets down to the lower level camps and he has been out of supplemental oxygen for a while now. He stumbles upon one of the climbers of his team. His name is Beck Weathers. Beck eventually gets to a camp and they finally get him to the doctors at the Base Camp. When he gets to the doctors, the doctors say that he has the worst frostbite that they have ever seen.

Wiping the sweat from my brow I called a halt to the crew. Phil and I dumped our packs and found a comfy boulder to rest on. I looked back to where the last guys were coming from back down the trail. They had stopped talking a while back and marched slowly along the dirt trail. Phil produced an energy-bar he’d saved from breakfast and began to munch on it as I drained another water bottle. After the refreshing drink I laid back against the rock and stared up at the pine trees. But a moment later, hearing grumble about sore legs, I sat up, grinning, “By the map we only have another couple hours.”

While in storming stage all the team members shared opinions and ideas of what to do during the simulation. Furthermore due to the limited amount of time given and clash of timetable for some of our team members, we had to rush through the first Everest simulation which resulted many decisions made thoughtlessly. For the first Everest simulation, two hour was allocated for it to be completed. Furthermore many important decisions such as allocating oxygen tanks and whether to proceed to next camp were made without much discussion. On the other hand it was observed that the marathoner in our group was the follower as she conformed with the fast moving pace of the simulation when she actually needed more time to forecast the weather of whether to proceed to next camp or not.

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

Leadership failure is rarely discussed, and yet often represents the greatest potential risk to an organization or group in an unfamiliar situation. For the Everest Simulation, I held the role of team leader, in which I was required to achieve goals relating to a combined ascent and maintaining team safety. At completion, 13 of 20 individual goals, and 65% of overall team goals were accomplished. The lower rate of success was due to several ethical and leadership related failures, resulting in a team member being evacuated on the final ascent. Although the simulation could have been more successful, the team dynamics witnessed were enlightening as to what constitutes effective leadership and ethical decision making in a high-intensity situation.

“We are only as good as our equipment” or at least that is how the saying goes, but what happens when we have the best equipment and our bodies no longer tolerate atmospheric conditions? Into Thin Air, written by Jon Krakauer,  shows how individuals vary greatly in how well they can tolerate changes in pressure, temperature or oxygen content of the air. This allows them to be one with themselves by bounding with survival, while simultaneously displaying how slowly environmental changes set in, but how rapidly the effects take a toll on the body. Despite breaking down the climb into camps the climb’s structure was one that was also hard to tackle. There was the base camp, camp one, camp two, camp three and camp four. Krakauer, notes that all of the clients going up the mountain have difficulty adjusting to the environmental changes, and though

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

Once the exercise was over and as the individual points were displayed a lot of things became clearer. Having experienced the system and then debriefing later on, helped in filling a lot of gaps in information that seemed to exist during the simulation. With a better understanding of ‘the rules of the game’ and some of the strategies that did work, it is difficult to introspect now without a bias. As the saying goes – “Hindsight is wonderful. It's always very easy to second guess after the fact. “– Helen Reddy

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.

If given the opportunity to re-do the simulation, our top priorities would be to manage the allotted time more efficiently in order to improve decision quality, provide resolution certitude and ensure that each team member is adequately informed and prepared prior to meeting. During the simulation, we were given a finite timeline in which to analyze and input decisions; however, we failed to create a sense of urgency within our group, which encumbered the decision-making process and consequently, led to rushed decisions as time ran out. A team member should have been appointed as a designated timekeeper for time monitoring purposes.

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.

On the day we were to get to the summit, it was my turn to give back. Alex and Dave developed altitude sickness at around 18000 feet. I was among the very lucky few who weren’t affected. For the very first time in my life, I wished I had legs so that I could carry my friends, but oh well, I don’t. I had to do what I do best, Inspire! My parents had always taught me to focus on the things I could do, and what I could achieve. I recalled how to Alex and Dave, me walking was a huge inspiration to them, so I thought that if it was all I could do, so be it. I would do it to my level

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

After having run through the simulation, what elements of that strategy would you have changed and/or what strategy do you intend to pursue in the group simulation?

When doing so the other group members were active listener, by using their whole body verbally and nonverbal. Like facing the speaker and giving eye contact and try to avoided interruption. The group also acknowledges the thoughts of the speaker by giving constructive feed back. Due to the effectiveness of the group communication, we were able to build trust, respect and understand the issues and make decision for effective change. We illustrate this by coming together as a group one again to accomplish the goal we initially wanted to accomplish. Since the first organization that we had chosen was incorrect, so we had to make the necessary changes to accomplish our goals. The other effective feature is the purpose of the group. Kozier et al (2010) stated that the effective group purpose is when “goal, task, and outcomes are clarified. Understanding and modified so that members of the group can commit themselves to purposes through cooperation” (p.401). For instance, each individual was assign a task and knew what was to be accomplished. As group we all decided to meet at suitable day and time which was beneficial to all team members, because we could commit to the group and focus on what needed to be achieved.