Everest 1Everest 1 was conducted using computer-mediated communication (CMC); communication was less seamless as it occurred via a chat window provided within the simulation running in real time. The theory proposed by Wainfan et al. (2004) meta-analytic study proved plausible as what had happened during the experiment became apparent, “reaching a consensus and resolving the conflict democratically was difficult and time-consuming.” The fast pace of text messaging was one of the contributing factors to this as it was difficult to read and keep track of. Examples of the disinhibition effect, the loosening of communication restrictions that would otherwise be in place face-to-face, were very evident during CMC in online social media text messages. Between Everest simulations, members did not respond synchronously, significantly delaying conversations, some were too slow to comply or were absent from conversations, which encouraged frustrating experiences. This also influences the false association of predetermined emotions or expressions due to the asynchronous and anonymous nature of the Internet, which can lead team members to think that statements made are more forced or negatively insinuated. Furthermore, during Everest 1, performance decreased slightly due to decreased motivation to complete tasks as one member took on a “game-like” attitude. Surprisingly, no emotional tensions were shown; teamwork was generally supportive and enjoyable. The strength of teamwork was questionable as members lacked punctuality. For Everest 1 we opted for task-oriented work completion under transactional leadership where each member seeks to reach the summit with priority over achieving their personal goals for...... middle of paper.... .. participants' values ​​differ: The moderating role of team leadership”, Organizational Behavior and Human Decision Processes, vol.114,pp25-36.Pieterse, AN van Knippenberg, D & van Ginkel. WP2011 “Diversity in Goal Orientation, Team Reflexivity, and Team Performance”, Organizational Behavior and Human Decision Making, Vol. 114, pp153-164. de Vries, RE Bakker-Pieper, A & Oostenveild, W 2010,'Leadership = Communication? The Relations of Leaders' Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes', Journal of Business and Psychology, vol.25, pp367-380.Wainfan, L & Davis, P 2004, “Virtual collaboration: face-to-face versus videoconferencing , audio conferencing and computer-mediated communications”, Enabling Technologies for Simulation Science VIII: Proceedings of Society of Photo-Optical Instrumentation Engineers, vol.5423, pp384-398.