Everest Simulation ReflectionManaging People and OrganizationsExecutive Summary:This report discusses the Everest Simulation as it relates to important management concepts. In particular, the report explores the role of leadership, communication and teamwork in business success, where success is defined in terms of task achievement, team member satisfaction and dispute resolution. Additionally, the need to eliminate communication barriers through changing mediums, cohesive and consistent teamwork, and democratic leadership styles is explored throughout the report. which form the basis of every well-functioning organization. Specifically, the simulation required students to work in cohesive teams, exhibit important leadership qualities, and communicate effectively to make successful decisions. The Everest task involves the cooperation and cohesion of random individuals through their placement in a team. These teams were made up of five members, with each individual assigned specific roles and objectives. These roles included team leader, doctor, environmentalist, photographer, and marathon runner. Individual goals were often contradictory, and team members received unique, albeit important, information regarding the task. This simulation aims to discover how teams react to complex and often conflicting situations. Through a series of trials and tribulations, our Everest group has been able to scale up our team processes. Academy of Management, Review, 26, pp 356–376. 6. Nemeth, C.J. (1986) Differential contributions of majority and minority influence. Psychological Review, 93, pp 23-32. 7. Peterson, R.S. (1999), 'Can you have too much of a good thing? The limits of voice in improving satisfaction with leaders'. Personality and Social Psychology Bulletin, 25, pp 313-324. 8. Peterson, R. S., Simons, T. L., Rodgers, M. S. and Harvey. S. (2007), 'Bridging the troubled waters: Consensual decision rules mitigate the negative impact of low trust on decision implementation in top management teams'. Working document. 9. Peterson, R. and Harvey, S. (2009), “Leadership and Conflict – Using Power to Manage Conflict in Groups for Good Rather than Worse,” in Power and Interdependence in Organizations, edited by D. Tjosvola and B. Wisse, Cambridge University Press, Cambridge, pp. 281- 298.