Strategic Alignment
(Everest 1996)
Course Type: Case Study
This case study examines the leadership and decision-making process of two climbing teams, and how their team dynamic effected strategic execution and outcomes. In this case study course, Everest 1996, participants engage in a group simulation that requires decision-making and decision-support. Participants will sharpen collaborative problem-solving skills and key fundamentals of making decisions under pressure. Bias-traps, such as availability heuristic, recency effect, over-confidence, and sunk-cost, are examined throughout the session. This experience will optimize participant’s ability to navigate team dynamics, mitigate biases, and ensure shared purpose.
Objectives
To develop approaches for how to discover and connect to the central purpose behind a group goal
To explore how shared purpose influences decision-making, team cohesion, and strategic outcomes
To enhance participants' decision-making by mitigating the impact of cognitive biases
Content
Simulated Everest expedition plan and execution with group role play
Everest 1996 case study analysis, insights, and conclusions
How bias effects decisions and outcomes in both normal and abnormal conditions
Keynote Speakers- experienced Everest mountaineers and explorers