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40 Cards in this Set
- Front
- Back
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An assemblage of persons (or objects) lacoated or gathered together
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group
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A group organized to work together
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team
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A healthy team demonstrates team spirit, indicated by:
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* increased productivity
* high morale during high ops tempo * willingness to help fellow teammates * strong identity/camarderie * little to no negative conflict * differences resolved through compromise or collaboration |
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dut assiganed to an individual or unit; a task
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Mission
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Team roles:
C.A.R.E. (May add F for Flexer) |
Creators
Refiner Advancer Executor |
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Characteristics of Creators in CARE acronym
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focus on possibilities, fresh ideas and concepts, drawn to activities that are unstructured or abstract
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Characteristics of Advancers in CARE acronym
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focus on interaction, communicate new ideas and carry them forward, prefer familiar ideas but emphasis is directed toward achieving objectives
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Characteristics of Refiners in CARE acronym
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focus on analysis, challenge all concepts, use logic and a systematic approach to redesign a solution or plans, detail oriented
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Characterics of Executors in CARE acronym
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focus on realization, ensure orderly implementation based on a well-thought out plan
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Characterisitcs of Flexer, which maybe be a team role, but not in CARE acronym
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focus on everything, combination of all other roles, monitor all contributions of others and fill in gaps
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PEP Cycle present in any situation where new ideas are come up with
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Panic-elation-panic
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In the elation phase, ideas must be passed on to others at appropriate times to carry on the process, Creators-Advancers-Refiners-Executors
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NCO management of PEP Cycle
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"Z" Process heavily connected to the ______ _______
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PEP Cycle, in Z process ideas bounce back in forth between creators and advancers, sometimes refiners, and when finalized, executors, all must be managed by NCO to keep everyone engaged (elated)
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ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective
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team dynamics
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Five C's of a Team
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Community
Cooperation Coordination Communication Coaching |
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Five Common Dysfunctions of a Team
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Absence of Trust
Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to results |
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Stages of Team Development:
(hint: they all rhyme) |
Forming - initial meeting/work
Storming - roles established/struggle for control Norming - roles/rules are established and accepted Performing - team produces efficiently and effectively Adjouring & Transforming - team disbands or moves on to new task |
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Regression of Team Development: (potential causes)
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New member - may upset team dynamics/relationships
New goal - may send team back to Storming team schedule - may create stress (storming), necessary to communicate/vent concerns unresolved conflict - must ID conflict as positive/contructive or negative/destructive, may lead to members taking sides |
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Methods and forums used to assess team success:
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After Action Reports (AARs), "Hot Wash" meetings, lessons learned
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Elements in a team performance assessment:
T.E.A.M. |
Talents (skills & abilities)
Expertise (knowledge and experience) Assessment (Customer surveys, inspections, performance evaluations) Means (resources to include: equipment, facilities, financial, time, info) |
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one in the service of another; one that follows the opinions or teachings of another; one that imitates another
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followership
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5 essential qualities of effective followership:
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Self management - determine one's own goal with a larger context, decide on role
Committed - commitment beyond one's self to organization Competent - build competence, focus efforts for max impact, strive to improve Integrity - provide truthful info Initiative - motivation, determination, perseverance, risk-taking |
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Offer or suggest infomration or ideas as a reaction form an inquiry
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Feedback
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Difference between feedback and advice:
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Feedback - consistent, objective, and sensitive to the state purpose (can be + or -)
Advice - an opinion or recommendation as a guide to action or conduct |
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Ways to increase your chances of success as a follower:
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- control your emotions
- offer solutions to problems - recognize the importance of timing - use the chain of command |
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George and Sims "True North", five areas essential for personal and professional leadership development:
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Self-awareness - know strengths and developmental needs
Values and principles - understand them, avoid ethical traps Motivations - understand what compels you and others Support team - recognize who they are Integrated life - how to integrate and balance all aspects of their life |
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As a leader you have to diagnose the status of three things:
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1. situation
2. people 3. environment |
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As a leader when diagnosing the status of people, the Marines use 4 categories:
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1. Morale - amount of enthusiasm and dedication to shared goal (observed by personal conduct, appearance, motivation, response to direction)
2. Esprit de corps - loyalty, pride, and enthusiasm for unit (members display satisfaction, commitment, respect towards others, confidene in leadership) 3. Discipline - prompt execution of orders, initiation of poper actions w/o orders (observed by image ppl present, attention to detail, amount of teamwork, direction required to get things done) 4. Proficiency - ability of unit to perform mission, professional and technical standards of excellence (observe problem-solving skills, reactions times under varying conditions, technical skills, teamwork) |
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As a leader when diagnosing the environment, you must examine 2 areas:
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1. resource availability - are there enough human, financial, physcial, and informational resources/
2. leader actions - are past & present leader actions conducive to ppl fulfilling their responsibilities and developing professionally (such as: creating policy, making decision, providing info, establishing direction and priorities) |
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Adapting your leadership style to the situation, ppl, and environment; four different types of leaders:
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1. Authoritarian
2. Country Club 3. Impoverished 4. Team Leader |
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Which style of leadership?
needed: in emergency situation, when accomplishing a very critical and time sensitive task |
Authoritarian leader
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Which style of leadership?
-high task, low relationship -very task oriented and hard on workers -very strong on schedules -intolerant of dissent -when something goes wrong, they assign blame versus fixing/preventing |
Authoritarian leader
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Which style of leadership?
needed: highly efficient and disciplined work center isn't rewarded properly or isn't motivated by reward |
Country Club leader
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Which style of leadership?
-low task, high relationship - relies upon reward power to maintain discipline and encourage goal accomplishment -almost incapable of employing coercive and legitimate powers because of threat to relationship |
Country Club leader
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Which style of leadership?
needed: self-sufficient work center where ppl are independent and don't require a lot of supervision |
Impoverished leader
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Which style of leadership?
-low task, low relationship -delegate and disappear -not commited to task accomplishment or maintenance -allows teams to do whatever they wish, and is detached from process (may lead to power struggles) |
Impoverished leader
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Which style of leadership?
needed: mixture of other kinds of work centers -high task, high relationship -leads by positive example -endeavors to foster team evnironment -forms and leads most productive teams |
Team leader
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Method(s) or procedure(s) necessary to move the organization in the right direction based on our diagnosis
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Approach
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Leaders must be able to master different facets of the _____ process to fulfill their resonsibilities in discipline, counseling, and communicating up and down the chain.
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Communication
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Three skills necessary for being an effective leader?:
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1. Diagnosing (ppl, situation, environment)
2. Adapting (leadership style, approach) 3. Communicating (listening, explaining, giving feedback, selling ideas, etc.) |
