MGMT1001: Everest Report

Andrew Lau
A critical and reflective self-evaluation of my experiences during the Everest team simulation in the contexts of ‘attitudes, personalities & perceptions’, ‘power & conflict’ and ‘groups & teams’.

Executive Summary
The Everest simulation is a team simulation designed to emulate real life group processes and the diverse range of intergroup interactions this entails. Developed by Harvard Business School, participants are grouped into teams of 5 (with an optional sixth member, the observer) that make a virtual climb up Mount Everest. Performance is assessed through both individual and team goals that are provided throughout the simulation. Members were allocated into groups randomly within tutorial groups and assigned roles within the simulation. I was assigned the role of environmentalist, but assumed the informal role as one of the team’s leaders. Our group as a whole managed to achieve a satisfactory 67% of team goals, and I managed to achieve 57% of my individual goals. The objective of this report is to critically analyse and reflect upon the intergroup interactions that lead to the successes and failings of our team. These successes and failings will be viewed through the lens of the theories and concepts developed in the course in order to gain insight into group processes and human behaviour.

The report starts with analysing and breaking down human cognitive processes and social interactions through the tripartite attitudes model, cognitive dissonance theory and human perception biases. This gives a better understanding as to how intergroup dynamics can be improved in the future. The exertion and possession of power within the group is then analysed and the report examines the relative importance formal and informal power played within the simulation. Viewing the level of conflict through the human