Everest Report Essay

The Everest show is a convocation and squad up up exercise that encourage us to play a unique case of a police squad up up of hikers, attempting to r individually the summit of drive Everest. The assumption is designed so that members ar dependent on each other and atomic number 18 condescend to work incarnately in run to achieve the broad(prenominal)est ag base goal outcome possible ages at the same time complemental as much in-person goals as the members can.The purpose of the report is to whatsoeveralyse the aggroup up generate trance applying a range of subjects, concepts and theories that is learnt in the course managing hatful and organization to out consume, illustrating the1. Group and team ups2. force and Conflict3. spatial relations, wisdom and personalityThe role model requires team members to be up to(p) to lead, to partitioningicipate and to communicate and trigger morose each other effectively while making critical endings in a nswer to different situations and circumstances in each stages of the pretension while realizeing the different information each members received and the meshinging or opponent interests of each members.The visualize gives us a first-hand insight into working as a team, it has enabled us to identify the benefits and the potential trouble of working in a team or work theme in the contemporaneous and dynamic business environment. We experience how deviation, power, collective deeming, and berths can be managed and play to either benefit the team performance or hinder it.The Everest group feigning is a web- ground simulation/ exercise produced by the Harvard Business coach Where five or six students atomic number 18 placed into a courtly group and each are assigned private, unique and vital role to play by the system. Additionally, each individuals are disposed(p) specific goals/ foreign mission in respect to their roles. The students are encouraged to work collective ly as a team of hikers attempting to reach the summit of Mount Everest, whilst completing as many team and individual goals as they possibly can. The simulation covers a range of subjects, concepts and theories that is learnt in the course managing people and organization, illustrating the4. Group and teams5. Power and Conflict6. attitudes, perception and personalityThe simulation requires team members to be able to lead, to participate and to communicate and motivate each other effectively while making critical determinations in response to different situations and circumstances in each stages of the simulation while considering the different information each members received and the passage of armsing or con bleed interests of each members.GROUPS AND TEAMSUsing Tuckers five stages of group devleopment as the basis on describing the Everest Simulation.The forming stage began when all students were randomly assigned to a temporary team of 5 or 6 for the purpose of completing the everest simulation. During the tutorial, the team members had the chance to briefly introduced themselves and wherefore hold open to discussing the team contract and at the end, members exchanged personal information as describe by Tuckman (Maples 2008) . There was anxiety as we were stangers at first, curiosity of how the simulation experience will look like, and positive anticipation for the team, as desrcibed by Lacoursiere and Spitz (Tuckman 1977).It is important to note that when using Tuckers five stages of group development(Tuckman 1977) to describe our team experience, our team did not proceed sequentially from one stage to the next ie. from forming to storming, norming performing and lastly adjourning, as stigmatize forth by Tucker (Tuckman 1977). Rather, our group tends to occasionally regress stern to previous stages of group development as our team is always abject back and forth between the storming, norming and performing stage.The storming stage occured when o ur team were discussing the team contract. This stage is described by Tuckman as characterised of intragroup conflict (Tuckman 1977) For example, E rattlingone had their have got opinions on which communication tool to use in the beginning, during and by and by the simulation and had their possess p hangence on the location to meetup to run the simulation.We proceed to the norming stage when conflict of opinions are identified during the team contract. Noting that we were all strangers, the team contract banter went smoothly as everyone was demonstrating a positive attitude and behaviour with agree baron driven by the desire to get along and to be judge by one other(prenominal), and to subjugate any serious potential conflict.Tuckman described this procces as devleoping group cohesion (Tuckman 1977) (Maples 2008) .The twenty-four hours and time to meet for the simulation was established instead quick as no one was travelling or had conflicting schedule. Although at that place were few suggestions of location to meet up prior the simulation, a solution came up kind of quickly.The team obstinate to use communication tool, i.e. mobile phone or email before and after thesimulation as to discuss any bring forward issues/problem prior and after the simulation. However most of the time our communication is via email. For the day of the simulation, the whole team member concur on meeting and communication face to face.We regressed back to the storming stage when prior to the first stage of the simulation, roles are given to us i.e. Leader, Marathon runner, conservationist, photographer, physician and observer and individual and team goals are assigned. In this stage, new problems and issues are addressed and conflicting opinions are voiced out by each member. i.e. How is the team going to concurrently meet the team goals and personal goals as well as stint the summit while avoiding being rescue.We move forward to the norming stage again when when roles and relationship has been accepted and familiarized, and personal goals has been re ideaed as described by Tuckman (Maples 2008) team contract was too refereed back to in order to remind round members of how we are going to proceed throughout the simulation. During this stage, there was cohesiveness, cooperation and collaboration as described by Maples (maples 2008) between members as everyone wanted to achieve our immemorial goal of reaching the summit as a team. Our team tolerate the performing stage when completing round 1 of the simulation after problem have been solved and final decision have been do (maples 2008).However, our team regressed back to the storming stage when new problems occurred at round 2 and new conflicting opinions are raised by team members. This manner of going back and forth between storming and performing stage shroud to occur as our team progresses to each new rounds, new problems are presented such as cryopathy or changing health circumst ance forcing our team to regressed back to the storming stage. Unfortunately the end results of team goals and my individual goals indicated a bad performance by our team.This is the adjourning stage of our temporary group where the Everest simulation is completed, roles and duties are terminated as described by Tuckman (Maples 2008), and the members are come to with the disengagement and termination of the group as described by Braaten (Tuckman 1977). To slightlymembers, there is some sense of achievement i.e. 2 out of 5 reached the summit, to others, there might be some sense of regret as we know we could of done better. After the simulation, we continue to discuss about the simulation experience via email and face to face.Analysis on experience based on groups and teamsIt was beneficial that our team agree to meet face-to-face rather than communicating virtually when running the simulation. It reflects the fact that our team is considered a emerging team described by Algae as having little experience as an intact team or share no sometime(prenominal) history with team members scarce expects to have an extended future with cub members. (Algae 2003) Furthermore, the simulation is designed so that each members are interdependent of each other payable to their roles and task in the simulation as a result, our team is motivated to be open and trusting with one another during the simulation and tend to share information prior the simulation and during the proterozoic stages of the simulation similar to the argument of Algae. (Algae 2003)Our team has also set certain(prenominal) standards and norms during our team contract password which members are expected to follow, i.e. expected individual attendance, being punctual and participate and engage in discussion and alive(p) listening we believe that the posterior(participation) will benefit our team decision-making process during the simulation. firearm our team tends to be open and communicative during the early stages by conveying their opinions and generating various(a) alternatives for decision making, we tend to be less engage in decision making during the later stages of the simulation. Consequently, 3 out of 5 of our members were rescued off the mountain after round 3. I suspect that we have travel into the trap of group-think where some of the members adopt an agreeableness personality and hence whitethorn have contribute to poor decision making as described by Charles (Charles 1997).As we are a self-managing team, evidently we tend to be cohesive and emphasized excessively on majority voting and keep going our team goals rather than our own personal opinion therefore modify tothe particular of group-think, and this is similary argued in Charles article (Charles 1997) Additionally, I entangle that we have also forgotten about the team contract and the norm that we have set which states we must contribute to the decision-making process, as we do not occasionally ref er back to the contract.What could have been done to reduce group-think is to develop a sacrosanct group norm/culture that values debate and disagreement from group members and to forever promote and encourage team-think characterized of divergent views, open evidenceion and discussion of collective doubts (Charles 1997).Power and ConflictAnalysis of experience based on power and conflictTo what extent of power each member has wasnt important as members were treated with equal importance as the simulation is designed so that we are interdependent on each other. Furthermore, we agreed to adopt a shared leadership therefore everyone would feel equal, cherished and relate. Although the leader was assigned to have the high power due to his higher position in the hierarchy within the team, team members did not express any concern or demonstrate any negative attitude in response to his role. According to Bachrach, Baratz and Dahl, power is define as the ability to influence others t o do something that it would not otherwise have done (politis 2005). By accepting this definition, our team did not exercised power enough to promote conflict during the simulation.Our team tends to hold a strong traditional view of conflict where conflict is seen as a problem that should be minimize or suppressed rather than the contemporary view of conflict where differences in opinions, alternatives and opposing views can be a positive sign teams in monetary value of decision making, as stated by Hellriegel (Darling 2001). As a result, our team only engaged in numerous minor level of conflict. For example, during the team contract discussion, members freely and comfortably expressed their different opinions of locations that they find able to meet up. The fact that weare all strangers, gives us the incentive to avoid high level of conflict that may injure personal feelings and be relationships.As we progress through further rounds, I notice how it took a comparatively shorter amount of time to make the final decisions in response to new problems and to proceed to the further stages. For example, when distributing the canister prior to proceed to the summit, there wasnt a single opposing view by any of the other team members. This may indicate that the team members have continuously avoid conflict. Consequently, we did not achieve a high proportion of our team goals and my own personal goals. This trend supports Chens study and mental strains argument that adopting an avoiding conflict management mien reduces teams innovation performance. (Chen 2012)Culture may also play a part in our attitude towards conflict as we are all of Asiatic heritage as Chen argued that Chinese managers rely on an avoiding path because of their relatively high value on conformity and tradition but US managers rely more on a competing style because of their relatively high value on individual achievement. (Chen 2012)Something that is noteworthy from our team experience is th e connection between avoiding conflict management and group-think which both occurred during our simulation, Cheng argued that adopting an avoiding behavior makes it very difficult for team to create open discussions or generate alternatives for decision making as seen in our team experience and therefore leads to the occurrence of group-thinks. (Chen 2012) As a result, What was lacking in our team is the persistent procession of conflict in the later stages of the simulation Consequently, it lead to a avoiding behavior and higher occurrence of group-think.Amason noted 2 types of conflict, cognitive conflict, that improve teams intensity level by encouraging team members to participate in decision making and generate variety of ideas and opinions and emotive conflict, that hinders team effectiveness by provoking hostility and distrust among members. (Amason 1995). The leader should have consider using his legitimatepower to promote cognitive conflict and encouraged members to comf ortably and freely voice out objection or opinions.As I identify myself as an introvert, I tend to have a habit of not voicing out my opinion or express my view that may be in conflict with the other members decisions this has betide in some occasion during the simulation. For example, when the environmentalist and myself are both in a weak condition, the doctor suggest that medicine should be given to the environmentalist and I agree without considering the situation for myself and the environmentalist.Another example, is when the leader harbinger the distribution of canister, I didnt point his method however I was concern consequently I did not make it to the summit as I ran out of oxygen. As Webb hypothesized, extroverted persons would participate more actively in group interaction than would introverted persons (Webb 1982) I find myself valuing personal feelings in surface level and tend to have strong view about traditional conflict therefore have the urge to avoid conflict. Attitudes, Perception and PersonalityAnalysis of experience based on attitude, perception and personalityDuring early stages of the simulation, our team was demonstrating a positive personality and attitude towards the simulation and other team members with receptivity and trust. Consequently, We were promoting organizational citizenship behavior(OCB) while simultaneously avoiding any workplace misbehavior. This is supported by Chiaburu findings that emotional stability, extraversion and openness promote higher citizenship relative to conscientiousness and agreeableness (Chiaburu 2011).This behaviors was partly due to the fact that the simulation was a one off event and therefore there is no second chances if we make a potential slue due to any misbehavior we dont want to toilet up or leave a bad impression oddly since we are considered as future teams with no past history or relationship with each other(algae 2003). Another reason may be that we are all from an Asian heritage a nd therefore we tend to relate to each other easily.One of the problem with the design of the simulation is that the roles were assign to us without our preferences. Therefore the leader was unable to consider our personality and values that would opera hat fit the 6 available roles and unable to initiate structure, that is, defining and structuring roles of group members ( Kerr 1974) For example, the observer was more involved in decision making and had a more proactive personality in comparison to myself and therefore may have done a better performance if assigned to another role.Although her role exclude her from running the simulation, she tend to be highly involved and felt that she had gain a job satisfaction. What some of the members such as myself lack is a proactive personality and attitude in later stages. This pro-activity that is characterized of people who identify opportunities, show initiative, take action.Perception can be a dangerous factor that may have hinder our team outcomes. Although there wasnt a time limit established for the simulation, our team perceived a time limit for the simulation therefore felt a need to rush in the process. Evidently, in late stages, we tend to accept choices straight away without coming up with alternatives, decision making felt relatively faster as we progress through further rounds. In some occasions, information is perceived as of no relevance or we tend to underestimate or overlook the information given. For example, we think too highly of our health status and as long as we are not critical, we will be fine. Consequently we ignored the frostbite warning, our doctor got rescued due to a severe frostbite.The members also perceived that the leader know what is best for the team and has experience leading, and therefore we do not voice out. The same example, when our leader was distributing the canister, no one question his judgment. However, little do we know that the leader may be incompleteness or have limited knowledge like us in regards to leading as he was only given the role during the simulation and had no time to plan.Additionally, while our team tends to be more analytical and calculative in the early stages, our team tends to be more gamble taking in the later stageFor example, we have strong support for our goal to reach the summit as a team rather than sacrificing any of our members therefore canister was distributed to everyone however subconsciously, I knew that both me and the environmentalist wouldnt make in with the limited canister, neither me nor her would wish to offend each other by asking one another to break , as a result, both me and the environmentalist ran out of oxygen . finisThe Everest simulation was a beneficial experience by providing me insights into the team environment. through and through the simulation, our team was able to apply theories and knowledge learned from the course Mgmt 1001 to virtual(a) use in team situations, demonstrating the rel evance and logic behind these theories. The experience has enable us to identify the benefits and the potential problem of working in a team or work group. The benefit includes effective communication, collective thinking, cognitive conflict, generating diverse alternatives and opinions while the potential problem includes ineffective communication, conformity, group-think and affective conflict. Ultimately, it depends on the teams ability to manage this issues in order to achieve high performance and effective decision making..