Everest Simulation Reflection

Upon completing the Everest simulation, it was obvious that in order to complete such a simulation direct actions had to be taken which were carefully thought out. This which was done by sharing resources between the whole team and ensuring individuals met their own goals. My role as the observer was assumed to help and advise the team along their journey through the simulation, although this was very limited help as it wasn’t first hand it was still a learning experience. The simulation itself offered restricted time to complete the task and so we found ourselves to not be able to complete the tasks efficiently within the time given.

The overall performance of the simulation was relatively low, but saw an increase in the simulations, given the first was conducted virtually and the second in reality. The types of leadership styles adopted throughout the simulations gave light to the fact that leadership is interdependent in the sense that not all situations will require the same method of conducting things. In the first simulation a laissez-faire style was adopted which was not effective at all leaving the group uncertain in the actions undertaken, having

Although overall a higher level of cohesion was relevant within the team as at times members would decide to participate in discussion being due to communication being relaxed and less hierarchical based (Hoch and Kozlowski, 2014). I found this to be a pleasant situation in which demeanours had changed and the group was working as a team. Despite the fact that two members did not have English as their first language, they still attempted to partake in discussion and contribute ideas. This providing a real world feel of how team based tasks can be in the work