Introduction The Everest group simulation was an exercise that required five students to immerse themselves into a team of hikers. Each role is unique and vital to the survival of the team in the attempt to reach the summit of Mount Everest. The simulation effectively encapsulated the concepts and theories learnt in the course. The purpose of this report is to reflect on the experiences encountered during the Everest simulation and identify how these experiences affected our decisions and relate to the course. The report includes a description and analysis of the Everest group simulation, a critical analysis of the team’s performance and results along with a critical analysis of the team’s communication interactions. Students had to apply the concepts and theories taught in this course, involving teamwork, leadership and decision making towards the Everest Team experience. The simulation allowed students to bring forth all the theory taught in university and learn from first-hand experience. Description and Analysis of Everest Team Experience On the 14th of April, I was added to our ‘Everest’ whatsapp group, and there we managed to organise a time that we are all available to initiate the simulation. Later, I discovered that I was the Marathoner of Team 202, which consisted of Shubhra the team leader, Hamna the team physician, Jia Yee the photographer, Sherry the environmentalist, and Lianne the observer. This sparks the initial phase of the “forming” stage which is characterised by people joining the group (Maples, 1988). On the 15th of April, we agreed on starting the simulation at 9:00pm. However, due to slight miscommunication and time management (Penley et al, 1991), we had to delay it until 9:30pm. Finally we got to st... ... middle of paper ... ...ing teams to communicate more effectively and efficiently. Conclusion The Everest team simulation was a valuable experience that taught me how to apply the foundations of the management course into real and first-hand team situations. The success of a team and their performance depends on their initial stage of development as well as their structure. A team with an established team structure and maturity over the different stages of group development proved to be extremely successful. The decision making and conflict resolution techniques were also influential in the overall performance of a team. Ultimately, effective communication is the key to success when working in a team. On the other hand, ineffective communication may be the team’s downfall. The simulation exercise was a solid example towards work group situations and is a valuable first-hand experience.
To begin the Module we had to establish our teams. As we had previously worked together we chose to work with the same group consisting of myself, CG and HW. (Initials used for confidentiality purposes) Throughout this experience I found that effective team work improved our outcomes as topics could be approached from different angles. Each of us were able to contribute our own thoughts and ideas stemming from our individual experiences, practice and settings and we were able to appreciate new perspectives and techniques from one another. For example, I learnt about the positive experiences that free flow play experiences have had at both CG and HW’s settings.
This became the deadliest expedition to ever climb, with 15 people losing their lives. Krakauer explains his intrinsic motivations to accept this challenge and many of the mistakes that helped lead to the disasters of that day. He includes himself, and explicitly blames himself for at least one person's death. The experience affects him profoundly, and in addition to telling the story, the book focuses on how Krakauer is forever changed as a result of what happened. All of the clients have difficulty adjusting to the altitude, tiring easily, losing weight and moving slowly.
Everest is an unbelievable mountain that has taken the lives of a number of the greatest climbers in history. It was my job to ensure that clients make it up that treacherous mountain safely. My name is Rob Hall. I was the main guide and cofounder of a climbing company called Adventure Consultants. My friend, Gary Ball, and I used to be professional climbers. Together we succeeded in climbing to the highest summit on each of the seven continents in seven months. This was our greatest achievement. After this, we decided to start our own company guiding clients up large mountains. In May 1992, we successfully led six clients to the summit of Everest. Unfortunately, Gary died of cerebral edema in October 1993 during an attempt on the world’s sixth-tallest mountain. He died in my arms and the next day I buried him in a crevasse. Despite the pain that his death had caused me, I continued guiding for our company and eventually led thirty-nine climbers to the summit of Everest.
Climbing makes for a difficult expedition, you need to give up the wrappers when you was ascending. You need to give up the heavy things, you need to give up your wrappers, and you need to give yourselves. Sometimes we need to give up our lives to climb the mount Everest. According to snow storm, the energy, the oxygen and the people who desired prove themselves the spring’s 96s expedition to mountain Everest was destined to be the most tragic.
Given the recent Everest tragedy over the weekend with the biggest loss of lives to date, this case study rings particularly poignant. It’s hard to think of a higher-staked situation than making a summit bid for Mount Everest. The responsibility in such a trek weighs heavy on the leader, but does not need to fall on his shoulders alone. Had Fischer been more willing to share credit, fostering a team-oriented environment, he might still be around today to bask in the glory of his ambitious undertaking.
In an informational article, by Guy Moreau, titled Why Everest?, Moreau writes, “In recent years, this problem has been made worse by the large number of climbers who want to conquer Everest.” The article also says that, “The climbing season only lasts for about two months…Climbers need to leave the final camp by late morning. Then, there can be so many of them in the death zone that there are traffic jams. Some days, up to 200 people set off.” Since there are delays, people have to stay longer, and they “…can suffer exposure and use their precious supplies of oxygen.” Many people end up dying since they all thought they could climb the
May 29, 1953, a day in history that will forever be remembered by mankind, where a challenging dream turned into a reality. Sir Edmund Hillary, a boastful and confident climber from New Zealand conquered the world with Tenzing Norgay, a humble and selfless climber from Nepal. The world was brought closer together at 11:30 AM on May 29, 1953 after a final push to climb resulted in the two men doing the impossible, reaching the peak of Mount Everest in Nepal. “View from the Summit” by Sir Edmund Hillary and “The Dream Comes True” by Tenzing Norgay both tell the story of the first successful journey up Mount Everest, but their different perspectives on the events of that day affect our perception of the “true” narrative. Numerous facts are provided,
The British Mount Everest Expedition of 1924 had the weight of a nation on its shoulders. After two unsuccessful attempts, the British Empire was waiting with drawn breath for its greatest collection of mountaineers to conquer what they saw as their own prize, the summit of Everest. One man in particular was destined for greatness on the slopes. Having been the only per...
For the Global Tech simulation, we were arranged into groups with individuals we had not become acquainted with beforehand. Subsequently, there were no personal introductions or pre-class strategy meetings in preparation for our first class meeting on that Saturday. When the instructions were initially given and our simulation experience began, it was quickly realized, by the team that time was going to be of the essence. We immediately confronted the fact that there was no way we could watch all of the interviews provided in the simulation. After everyone had begun making mental and physical notes about the interviews we had already viewed, we collectively decided from there which interviews were going to be the most important for us to observe
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
I really enjoyed the simulation. On the simulation day, I have a chance to strengthen the team-player skills. Although I sometimes still lack confidence to speak up due to my English skill, I believed I have improved my confidence in some level. As I can notice that I am more willing to share the ideas on the activities in this class than the previous classes. Moreover, I have learned from this simulation that it is not necessary to have only one correct choice for the ideas. Different people have different ideas depending on their perspective. Therefore, there could be many solutions for a problem, but to select the best choice; we need to consider many factors and the majority opinions. The simulation also allows me to understand how the real organizations work. It is impossible to efficiently manage the organizations without understanding the four frames.
The role of the leader in the Everest simulation was to motivate, instruct, resolve conflict and achieve group goals. I, as the team leader, made the point of differentiating myself from a manager, to someone who was extraverted, energetic and driven, within and outside of the simulation. This involved organising location times and communication between members, drawing up the team contract and building relationships between team members beyond the classroom. During the simulation however I chose to adopt a less prominent role to minimise conflict and maximise satisfaction.
Stewart, G., Manz, C., & Sims, H., (1999). Teamwork and Group Dynamics. New York: Wiley. pp. 70- 125.
When first being introduced to a group, it can be quite stressful trying to figure out how you and your team members are going to function together. As with any group, there are a few milestones that need to be reached in order to ensure a functional and successful relationship. Specifically, groups need to go through Tuckman’s Group Development Stages. These stages consist of forming, storming, norming, performing, and in some scenarios, a final stage of adjourning may be reached. After participating in this assignment, we as a group were easily able to identify, and analyze, each stage of our development.
Working in teams provides an opportunity for individuals to come together and establish a rapport towards others within a group. Teamwork is classified as people with different strengths and skills who work together to achieve a common goal. When a team works well, specific objectives are fulfilled and satisfied. Teamwork plays a crucial role in implementing and fulfilling a common goal in a team project. Each member plays a role and takes on different responsibilities combined together. In different stages of teamwork, conflicts and arguments may occur for as members have different standpoints which need to be harmonized within the team. The key to having an effective teamwork is to explore each member's unique abilities to motivate them.