Analysis Of The Everest Simulation

As part of the MGMT1001 course, students were tasked with participating in the ‘Everest Simulation’. Students were randomly allocated into groups of five or six and assigned a different role. These ranged from Team Leader, Environmentalist, Marathoner, Photographer, Physician and Observer. The simulation forced each group to overcome numerous challenges including: conflicting goals, deteriorating health, volatile weather conditions and uneven resource distribution. The simulation was completed twice, each in different conditions, enabling a comparative study in light of managerial concepts. The first climb highlighted the implications of the group’s underwhelming preparation and lack of synergy. There was a thorough lack of engagement, with
poor communication and an obvious leadership void. This resulted in a score of 26%. These issues were solved during the second climb through a common team contract, better synergy and the use of face-to-face communication. Although some problems remained, the team was able to achieve a much improved score of 76%. The purpose of this report is to critically analyse the individual and team experience during the Everest simulation by examining communication and leadership whilst empirically applying managerial concepts.