Everest Simulation Report

Executive Summary

Everest is a game designed by Harvard Business School and Forio Business Simulations. Players are forced to face arising problems during the games and overcome them as a team. After viewing an introduction video that demonstrates the mountain climbing experience, all students are placed in group of six. Each member acts different roles, accompany by diverse descriptions and goals. During the climb, the team takes up a considerable number of unexpected challenges such as unpredictable weather, oxygen scarity and critical health conditions, with the primary goal of reaching the summit.

In hindsight, our team had two attempts to complete the simulation.  The first simulation seems to be not successful due to lack of experience and understanding of  other members in group and team goals. The arsising of conspiracies resulted in discomfort because of contradictary opinions, conflicting personal goals and limited resources and uncertainty in team’s roles and functions.  Consequently, process loss arose. Our team did not succeed in sharing information, resolving conflicts and letting groupthink occur.

The underperformance in the first simulation encouraged our group to seek for more effective strategies within the scope of conflict management, decision making process, information sharing, communication and leadership style.  Thanks to one month lapse betwwen two simulations, we were able to discuss the organisational concepts that reflects issues we faced up with in the first attempt.  This norming stage was taken place through face – to – face meeting and the formation of team contract, which helps to identify issues, clear objectives and strategies for improving the second climb’s performance.

Due to such improvement, our team’s results increased significantly. This succeed can be attributed to new strategies, such as shared leadership, breaking down communication barriers, consensus decision making and transforming groupthink. Such achivements could be reflected in the difference in team scores, where team scores rose by... and my personal score increased to... Our strategies are very helpful in boosting simulation results.

Ultimately, the Everest is a simplified model of organisational environment where it is important to imply appropriate management theories and principles to achieve goal in the most effective way. Expriences that we got from Everest address a strong interplay among communication, leadership and teamwork so as to achieve goals. Thus, through the Everest simulation, I have learnt that success can  only be attained by taking the essence of effective team work into account.

Table of content

Executive summary

Tables of contents

Introduction

Value of simulation as a learning tool

        Improving teamwork

        Communication

        Group dynamics and Group Decision - Making

        Learning to step – up and take leadership roles

Analysis of Communication Structures and Experiences

Methods of Communication

        Communication online

                Pitfalls

                Benefits

        Communication in person

                Pitfalls

                Benefits

Barriers to Communication