LEADERSHIP FOR COURSES IN:

AND TEAM SIMULATION ORGANIZATIONAL

BEHAVIOR

EVEREST V3 GROUP DYNAMICS

LEADERSHIP

UPDATED

BY MICHAEL A. ROBERTO AND AMY C. EDMONDSON

forio.com/store
LEADERSHIP AND TEAM SIMULATION
EVEREST V3

With the dramatic setting of a Mount Everest summit expedition,

this award-winning team simulation teaches group dynamics
and leadership.
Students play 1 of 5 roles on a team of climbers. Version 3 of the Everest simulation retains the
Teammates must share information to maximize same core experience and learning objectives as
group achievement and avoid the perils that previous versions while featuring a new design,
threaten the group’s ability to reach the summit more flexibility for different class sizes, and new
and meet their goals. team challenges.

Students face unexpected challenges as they ascend the mountain.

The Everest Team

Students begin the journey by logging in as the Leader, Physician,
Environmentalist, Marathoner, or Photographer (or as the optional 6th
role, Team Observer). The goals associated with these roles can often
be in conflict with one another, and require compromise for the team
to succeed. Students prepare for the climb by reviewing their profiles
and short video presentations, including one from an actual Everest
mountaineer.
 Making the Ascent
Students have 6 days to travel through 5 camps
on their way to the top of Everest. There is only
1 day of slack built into the schedule, and the
team must use it judiciously. At each camp,
students have an opportunity to analyze current
conditions and share their conclusions with the
team. After a group discussion, students input
their climbing decisions separately to advance
to the next day. The ability to effectively evaluate
and exchange information will determine the
team’s success on the climb.

Each team member makes individual decisions relative to their role.

Climbing Conditions
Conditions such as weather, physical health,
supply inventory, and average hiking speed
factor heavily into the students’ climbing
decisions. The simulation dashboard and detail
screens provide updated information on the
conditions and the status of the climb.

Students can drill down for more detailed status information.

Updates for Version 3 ALSO AVAILABLE

The third release of the Everest simulation features an updated design Change Management Simulation:
and interface, more flexibility for different class sizes, new team Power and Influence V2
challenges, improved instructions and videos, better usability across PRODUCT #4345
devices, and other features for both students and faculty. View the Organizational Behavior Simulation:
complete V3 Transition Guide by visiting hbsp.harvard.edu, logging in Judgment in a Crisis
as a Premium Educator, and clicking the See a Preview link from the PRODUCT #7077
simulation web page.

Administration tools on next page

LEADERSHIP AND TEAM SIMULATION
EVEREST V3

Administration Options
and Tools
A comprehensive Teaching Note covers
key learning objectives, including:
ƒƒ How to build, participate in, and lead
effective teams.
ƒƒ How leaders shape team decision-making
and performance in competitive and time-
sensitive situations.
ƒƒ How opposing interests and asymmetric
information affect team dynamics.
ƒƒ How cognitive biases impair decision-making.
ƒƒ How teams and leaders deal with trade-offs
between short-term task completion and
longer-term task effectiveness.
Administrators have access to robust setup and reporting tools.

KEY ADMINISTRATOR FEATURES:

PRODUCT #8867
Setup and Customization—V3 offers new customization options and
Multi-player
Seat Time: 90 minutes improved team and role assignment procedures.

Monitoring and Results—The simulation offers real-time monitoring of

DEVELOPED IN PARTNERSHIP WITH
FORIO ONLINE SIMULATIONS
team activity and 8 detailed reporting screens.
Teaching and Debrief Support—Instructors have access to dynamic
debrief PowerPoint slides, a comprehensive Teaching Note, and new author
commentary videos.