The Mount Everest Simulation

2825 Words11 Pages
The Everest simulation consists of a group made up of MGMT students that were randomly matched and assigned different roles, undertaking two successive attempts of scaling a virtual 'Mt Everest'. Through the common goal of reaching the summit and confronting numerous challenges, the simulation acts as a microcosm of potential team and leadership environment. The insertion of dissonance on dually an individual and group level through divergence between collective and personal goals creates a profound experience in organisational dynamics and team leadership. Through re-examination, two contrasting approaches were utilised in the conducting of the respective simulations. The first simulation was approached with a more conventional and reactionary method, inexperience and unfamiliarity both with the system and with our team members dictating our decisions ultimately resulting in low scores for our interlinked personal and group goals achieved. Upon our second attempt, a more co-ordinated approach bolstered a bolder decision making process which was also influenced by familiarity and effective role implementation and communication, leading to a higher team score. Additionally, the communication problems that existed within the first simulation were obliterated as we abandoned the virtual medium in favour of face-to-face communication, which assisted in a more efficient execution in decision making process and contention management. This report will critically analyse the

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