Af Ncoa Course 15 Set B

Front 1

An assemblage of persons (or objects) lacoated or gathered together

Back 1

group

Front 2

A group organized to work together

Back 2

team

Front 3

A healthy team demonstrates team spirit, indicated by:

Back 3

* 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

Front 4

dut assiganed to an individual or unit; a task

Back 4

Mission

Front 5

Team roles:
C.A.R.E.
(May add F for Flexer)

Back 5

Creators
Refiner
Advancer
Executor

Front 6

Characteristics of Creators in CARE acronym

Back 6

focus on possibilities, fresh ideas and concepts, drawn to activities that are unstructured or abstract

Front 7

Characteristics of Advancers in CARE acronym

Back 7

focus on interaction, communicate new ideas and carry them forward, prefer familiar ideas but emphasis is directed toward achieving objectives

Front 8

Characteristics of Refiners in CARE acronym

Back 8

focus on analysis, challenge all concepts, use logic and a systematic approach to redesign a solution or plans, detail oriented

Front 9

Characterics of Executors in CARE acronym

Back 9

focus on realization, ensure orderly implementation based on a well-thought out plan

Front 10

Characterisitcs of Flexer, which maybe be a team role, but not in CARE acronym

Back 10

focus on everything, combination of all other roles, monitor all contributions of others and fill in gaps

Front 11

PEP Cycle present in any situation where new ideas are come up with

Back 11

Panic-elation-panic

Front 12

In the elation phase, ideas must be passed on to others at appropriate times to carry on the process, Creators-Advancers-Refiners-Executors

Back 12

NCO management of PEP Cycle

Front 13

"Z" Process heavily connected to the ______ _______

Back 13

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)

Front 14

ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective

Back 14

team dynamics

Front 15

Five C's of a Team

Back 15

Community
Cooperation
Coordination
Communication
Coaching

Front 16

Five Common Dysfunctions of a Team

Back 16

Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to results

Front 17

Stages of Team Development:
(hint: they all rhyme)

Back 17

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

Front 18

Regression of Team Development: (potential causes)

Back 18

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

Front 19

Methods and forums used to assess team success:

Back 19

After Action Reports (AARs), "Hot Wash" meetings, lessons learned

Front 20

Elements in a team performance assessment:
T.E.A.M.

Back 20

Talents (skills & abilities)
Expertise (knowledge and experience)
Assessment (Customer surveys, inspections, performance evaluations)
Means (resources to include: equipment, facilities, financial, time, info)

Front 21

one in the service of another; one that follows the opinions or teachings of another; one that imitates another

Back 21

followership

Front 22

5 essential qualities of effective followership:

Back 22

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

Front 23

Offer or suggest infomration or ideas as a reaction form an inquiry

Back 23

Feedback

Front 24

Difference between feedback and advice:

Back 24

Feedback - consistent, objective, and sensitive to the state purpose (can be + or -)
Advice - an opinion or recommendation as a guide to action or conduct

Front 25

Ways to increase your chances of success as a follower:

Back 25

- control your emotions
- offer solutions to problems
- recognize the importance of timing
- use the chain of command

Front 26

George and Sims "True North", five areas essential for personal and professional leadership development:

Back 26

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

Front 27

As a leader you have to diagnose the status of three things:

Back 27

1. situation
2. people
3. environment

Front 28

As a leader when diagnosing the status of people, the Marines use 4 categories:

Back 28

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)

Front 29

As a leader when diagnosing the environment, you must examine 2 areas:

Back 29

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)

Front 30

Adapting your leadership style to the situation, ppl, and environment; four different types of leaders:

Back 30

1. Authoritarian
2. Country Club
3. Impoverished
4. Team Leader

Front 31

Which style of leadership?
needed: in emergency situation, when accomplishing a very critical and time sensitive task

Back 31

Authoritarian leader

Front 32

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

Back 32

Authoritarian leader

Front 33

Which style of leadership?
needed: highly efficient and disciplined work center isn't rewarded properly or isn't motivated by reward

Back 33

Country Club leader

Front 34

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

Back 34

Country Club leader

Front 35

Which style of leadership?
needed: self-sufficient work center where ppl are independent and don't require a lot of supervision

Back 35

Impoverished leader

Front 36

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)

Back 36

Impoverished leader

Front 37

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

Back 37

Team leader

Front 38

Method(s) or procedure(s) necessary to move the organization in the right direction based on our diagnosis

Back 38

Approach

Front 39

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.

Back 39

Communication

Front 40

Three skills necessary for being an effective leader?:

Back 40

1. Diagnosing (ppl, situation, environment)
2. Adapting (leadership style, approach)
3. Communicating (listening, explaining, giving feedback, selling ideas, etc.)