EXECUTIVE SUMMARY
The Everest group simulation was an exercise which encouraged five students to play a unique and vital role on a team of hikers, attempting to reach the summit of Mount Everest. The simulation powerfully encapsulated the concepts and theories learnt in this course, illustrating the power of groups.
The purpose of this report is to reflect on the experiences encountered during the Everest team experience and identify how these experiences related to the course. It comprises of a description and analysis of the Everest Team experience, a critical analysis of the team’s performance and results and a critical analysis of the team’s communication interactions.
Upon taking part in both the simulations, it was discovered that the team score was dramatically improved, from 46% to 83%. This improvement was attributed to the team’s enhanced performance, due to progressing through the team development stages, as our performance was superior in the ‘norming’ and ‘performing’ stages rather than the ‘forming’ and ‘storming’ stages. Another factor which enhanced the team’s performance and thus, team score was the alterations in group structure. By assigning roles to each team member, a defined structure was associated with a distinct change in direction. In addition, changing from directive decision-making to analytic as well as collaborating instead of forcing and accommodating to resolve conflict revealed improved team dynamics leading to an overall better result.
Finally, through effective communication and the sharing of all knowledge, a superior outcome was reached as well as an improved team environment. It was noted that without effective and efficient communication, results of such a high standard would not have been achieved.

1. INTRODUCTION

The Everest group simulation was an exercise which encouraged five students to play a unique and