This report provides an analysis of the following: the experience in the two Everest teamwork simulations, the results of the two sets of simulation and the communication structure and experience in the two Everest simulations. Method of analysis includes incorporating theories and concept in the course and discussing about the observation during the simulations. There are many concepts and theories which are discussed in this report such as the grouping modeling elements, communication structure, the effects of conforming and the benefits of conflicts and the benefits of effective communication. The report ends with a recommendation that the report could be improved if there is a comparison of the results of two teams who did the same simulations. This enables a further elaboration of the concepts and theories of this course.
The Mount Everest Leadership and teamwork simulation is a simulation series which consist of five to six team members where each of them has different personal goals. The team members each play a different role in the simulation. The team consists of a leader, environmentalist, photographer, marathoner and physician. The simulation commence at base camp where six days are given to reach the summit. During the six days there are goals for different members to achieve such as reaching the summit and avoiding rescue. At each camp, team members will analyze information such as the weather, hiking speed, health conditions and goals. Furthermore information will be given in each round to team members to assist them in making decisions. In addition team members will have to decide effectively whether to proceed to next camp due to weather issue and how much oxygen cylinder each member should hold as it affects their hiking speed. These decisions influence the team performance and therefore affecting the overall team goal points. Communication in this report refers to the transfer of information from one party to another. There was no specific goal for the first Everest as this was our first attempt not knowing what we will encounter. However for the second Everest simulation our team goal was to achieve an overall team goal point of at least 75 percent and avoid rescue. This report will analysis the experience I have encountered during the simulation, secondly it will do a comparison of the results of the first and second Everest simulation in relation to theories and concepts of management and lastly it will evaluate the experience of the communication structures in the two Everest simulations relating to theories and concepts of management.
Everest team Experience
The first Everest simulation was done on week five and the second Everest was done on week eight of the semester. The Everest simulations offered a new and exciting experience for students. Students were put into groups of five or six and work with their tutorial class members to accomplish various goals. In addition, during the first Everest simulation I was really uncomfortable with my Everest team as we are all from different cultural backgrounds and have different values, but when it comes to the second Everest simulation we developed a team relationship.
The experiences that I encountered during the two Everest simulations are the effectiveness of group modeling, the effect of conforming, the poor outcome due to lack of efficient communication, the emotional reactions of team members and the conflicts which occurred between individual. For the first Everest simulation we scored an overall goal point of 46 percent while I scored an individual goal point of 43 percent. In the Everest simulation I played the role of the environmentalist, although I am one of the most experienced members, I have a really serious acute mountain sickness and therefore would require medications from the physician.
During the first Everest simulation there was use of group modeling development elements; forming...
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