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40 Cards in this Set

  • Front
  • Back
An assemblage of persons (or objects) lacoated or gathered together
group
A group organized to work together
team
A healthy team demonstrates team spirit, indicated by:
* 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
dut assiganed to an individual or unit; a task
Mission
Team roles:
C.A.R.E.
(May add F for Flexer)
Creators
Refiner
Advancer
Executor
Characteristics of Creators in CARE acronym
focus on possibilities, fresh ideas and concepts, drawn to activities that are unstructured or abstract
Characteristics of Advancers in CARE acronym
focus on interaction, communicate new ideas and carry them forward, prefer familiar ideas but emphasis is directed toward achieving objectives
Characteristics of Refiners in CARE acronym
focus on analysis, challenge all concepts, use logic and a systematic approach to redesign a solution or plans, detail oriented
Characterics of Executors in CARE acronym
focus on realization, ensure orderly implementation based on a well-thought out plan
Characterisitcs of Flexer, which maybe be a team role, but not in CARE acronym
focus on everything, combination of all other roles, monitor all contributions of others and fill in gaps
PEP Cycle present in any situation where new ideas are come up with
Panic-elation-panic
In the elation phase, ideas must be passed on to others at appropriate times to carry on the process, Creators-Advancers-Refiners-Executors
NCO management of PEP Cycle
"Z" Process heavily connected to the ______ _______
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)
ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective
team dynamics
Five C's of a Team
Community
Cooperation
Coordination
Communication
Coaching
Five Common Dysfunctions of a Team
Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to results
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
Regression of Team Development: (potential causes)
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
Methods and forums used to assess team success:
After Action Reports (AARs), "Hot Wash" meetings, lessons learned
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)
one in the service of another; one that follows the opinions or teachings of another; one that imitates another
followership
5 essential qualities of effective followership:
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
Offer or suggest infomration or ideas as a reaction form an inquiry
Feedback
Difference between feedback and advice:
Feedback - consistent, objective, and sensitive to the state purpose (can be + or -)
Advice - an opinion or recommendation as a guide to action or conduct
Ways to increase your chances of success as a follower:
- control your emotions
- offer solutions to problems
- recognize the importance of timing
- use the chain of command
George and Sims "True North", five areas essential for personal and professional leadership development:
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
As a leader you have to diagnose the status of three things:
1. situation
2. people
3. environment
As a leader when diagnosing the status of people, the Marines use 4 categories:
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)
As a leader when diagnosing the environment, you must examine 2 areas:
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)
Adapting your leadership style to the situation, ppl, and environment; four different types of leaders:
1. Authoritarian
2. Country Club
3. Impoverished
4. Team Leader
Which style of leadership?
needed: in emergency situation, when accomplishing a very critical and time sensitive task
Authoritarian leader
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
Which style of leadership?
needed: highly efficient and disciplined work center isn't rewarded properly or isn't motivated by reward
Country Club leader
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
Which style of leadership?
needed: self-sufficient work center where ppl are independent and don't require a lot of supervision
Impoverished leader
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
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
Method(s) or procedure(s) necessary to move the organization in the right direction based on our diagnosis
Approach
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.
Communication
Three skills necessary for being an effective leader?:
1. Diagnosing (ppl, situation, environment)
2. Adapting (leadership style, approach)
3. Communicating (listening, explaining, giving feedback, selling ideas, etc.)