Everest Simulation Essay

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Leadership and Teamwork A Reflective Report on the Everest 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 situations where personal goals collided with the team’s goals. The distinction between working with a team and working as a team was the main lesson I learned from the simulation. Listed below are objective barriers our team encountered during the simulation, some of which we succeeded in overcoming and some of which we did not. We succeeded at: 1. Planning: Good decision making seldom took place by chance. We fully discussed the decision making process and always took action as a team. 2. Performance: The need for individual high scores did not encourage team members to act in detriment of the team. Although each team member was assigned individual roles and tasks to accomplish, we all aimed for the shared goal first. 3. Cohesion: Even when making erroneous decisions, like the allocation of insufficient numbers of oxygen tanks, we all agreed on the decisions and assumed responsibility for our errors. There was never polarization or finger pointing during the simulation exercise. 4. Trust: All team members identified and provided full information they possessed. This is because we built trust from the start and gave support to

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