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