The Physics Of The Everest Simulation

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Introduction: The Everest Simulation is a five-member activity in which a group is supposed to ascend Mount Everest in six days. Each member is given a different role and objective list, but everyone must work together to achieve each goal. This simulation is meant to generate discussion between team members and create strong analytical thinking. In the simulation, I was the environmental scientist, who had climbed Mount Everest prior but was aging so my abilities were meager. My objective was to clean the campsites throughout the climb. At the end of the simulation, each member was given a personal score as well as a total team score. These were based off of whether or not we achieved our individual goals, but also as team goals. My individual score was 57%, meaning I achieved four out of the seven objectives while the team score was just 54%. I thought that this simulation created good discussions and enabled our team to join together to make strategic and tough decisions. Corporate Culture: The problems that arose during the Everest Simulation relating to corporate culture stemmed from the clash of personal objectives and goals. While every team member was climbing Everest together, members had their own independent motives. For example, my goal to clean each camp did not include going to the summit of Everest, which was contradictory to the leaders goals. A belief that relates to corporate culture is that each member on our ascending group had a role, both

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