Mount Everest Simulation

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During the simulation, I played the role of the environmentalist, entailing the overall purpose of cleaning up and repairing existing damages to Mount Everest. Overall my team performed quite poorly achieving 56% with none of the members reaching the summit of Everest. I personally achieved 57% of which was reasonably disappointing as I was personally injured with sickness after decision one. Generally, I feel as though the simulation could have been significantly more successful had we as a team considered the implications of our decisions.

Description of the issue:
During the simulation, team goals were prioritised as opposed to individualistic goals. By attempting to achieve team based objectives the team felt as though the collective benefit of achieving team goals, for instance avoiding rescue, would outweigh the individual goals foregone in the process. Henceforth, the team should have proceeded with more discussion of the core values to allow for further considerations in terms of the overall value …show more content…
The simulation team was orientated around a goal culture meaning that objectives were prioritised throughout the process to ensure that performance was maximised. Goal culture can only be made effective when there is a clear sense of direction and value systems in place. This was a hindrance to the performance as the team was unable to adequately adjust our objectives to suit the changing external environment within the simulation. If the objectives had been appropriately adjusted throughout the simulation process the team would have significantly improved its performance in terms of both individual and team objectives. Hence, the team should have modified its collective values in accordance with goal culture to maximise the team’s
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