3 I's Flashcards
Describe how teams work
A team has:
- Meaningful common purpose
- Specific goals
- A mix of complementary skills
- A strong commitment to how the work gets done
- Mutual accountability
It has the following functions:
- Achieving the Task
- Building the Team
- Caring for the Individual
The Tuckman model
Teams go through 4 stages
- Forming
- Storming
- Norming
- Performing
All are essential to the long-term health of the team.
A team is not something that happens automatically.
A team has to be built – this takes, time, effort, patience and commitment.
List the skills required for effective teamwork
- Clear identity
- Shared understanding of the task and its importance
- Agreed values and mode of operation
- Team members have shared understanding of their roles
- Members identify with the team and show bonding and camaraderie
- Communication is open
- Team members can express themselves without fear
- Differences of opinion are valued and conflict managed
- Honest and caring feedback is given
- Flexible, performing tasks as needed
- Strengths of each member are identified and used
Describe different team roles
An effective team should have a balance between these roles:
Action-centered
- Shaper
- Strength: Challenging, dynamic, thrives on pressure. Has the drive and courage to overcome obstacles.
- Weakness: Prone to provocation. Offends people’s feelings.
- Implementer
- Strength: Practical, reliable, efficient. Turns ideas into actions and organizes work that needs to be done.
- Weakness: Somewhat inflexible. Slow to respond to new possibilities.
- Completer-Finisher
- Strength: Painstaking, conscientious, anxious. Searches out errors. Polishes and perfects
- Weakness: Inclined to worry unduly. Reluctant to delegate.
People-centered
- Co-ordinator
- Strength: Mature, confident, identifies
talent. Clarifies goals. Delegates effectively - Weakness: Can be seen as manipulative. Offloads own share of work.
- Strength: Mature, confident, identifies
- Teamworker
- Strength: Co-operative, perceptive and diplomatic. Listens and averts friction.
- Weakness: Indecisive in crunch situations. Avoids confrontation.
- Resource investigator
- Strength: Outgoing, enthusiastic, communicative. Explores opportunities and develops contacts
- Weakness: Over-optimistic. Loses
interest once initial enthusiasm has passed.
Thinking-centered
- Plant
- Strength: Creative, imaginative, freethinking.
Generates ideas and solves difficult problems - Weakness: Ignores incidentals. Too
preoccupied to communicate effectively.
- Strength: Creative, imaginative, freethinking.
- Monitor-Evaluator
- Strength: Sober, strategic and discerning.
Sees all options and judges accurately - Weakness: Lacks drive and ability to inspire others. Can be overly critical.
- Strength: Sober, strategic and discerning.
- Specialist
- Strength: Single-minded, self-starting, dedicated. Provides knowledge and skills in rare supply.
- Weakness: Contributes only on a narrow
front. Dwells on technicalities.
Apply team building techniques
A Team – a group which has:
- A meaningful common purpose
- Specific goals
- A mix of complementary skills
- A strong commitment to how the work gets done
- Mutual accountability
As we have seen, just putting people together does not make them a team.
You have to work at becoming a team
- In particular, what you do at the start is very important
- If you get straight on with some work without establishing the ‘team foundations’ you will probably run into problems later on
There are things that you can do to help form a team
- Get to know each other
- Do something social together
- Do something risky together
- Carry out a task together
- Do something physical together
- Disclose personal information about yourself
- Express feelings about being in the team
- Identify your strengths and potential shortcomings as a team
- Identify your skills which may be useful as a team
- Identify how you like to work with others
- Build, make, construct something together
Set ground rules
Ground rules will be the basis for a strong working relationship based on trust, honesty and awareness of the expectations of each other.
Understand the task and make a plan
Make sure everyone understands:
- What needs to be done
- When it needs to be finished
- How it will be done
- What the deliverables are
Once you have analyzed the task
- Make sure that everyone has something to do
- You all agree on what needs to be done
- Create a plan that says who is doing what
Nurture the team
Make sure you have procedures for:
- Communicating
- Checking the work is done
- Dealing with problems
Explain the Pareto Principle and apply it to your
time management
The Pareto Principle is named after Vilfredo Pareto who, in 1906, determined that 80% of the land in Italy was owned by 20% of the population.
Also known as the 80-20 Rule, and Law of the Vital Few, it has many applications as a rule-of-thumb.
For time management, you need to work out what the 20% is that is needed to get 80% done, so that you can do it quickly
Set long-term and short-term SMART goals and break them down into tasks
SMART can be used to make a vague goal into a well-defined one
S - Specific
- the goal is clear and unambiguous
- must answer the 5 W’s - what, where, why, who, which
M - Measurable
- progress towards/achievement of the goal is measurable
- by time and achievements - e.g. how much? How many?
A - Attainable
- must be realistic, not extreme
- answers question: “how can this be achieved?”
R - Relevant
- goal must be something that has value/meaning to those striving for it
- answers question: “does this seem worthwhile?”
T - Time Bound
- goals have target completion dates
- answers questions: “what can I do now? a week from now? a month from now?”
Describe Covey’s prioritization technique and the Getting Things Done methodology
Covey’s prioritization technique
Tasks are placed in one of four categories:
- 1 - Important and Urgent: do these first
- 2 - Important but Not Urgent: do these next
- 3 - Not Important but Urgent: say no as long as possible
- 4 - Not Important and Not Urgent: say no
Getting Things Done Methodology
The GTD workflow has five stages:
- Capture
- Clarify
- Organize
- Reflect
- Engage
Manage deadlines and plan your time effectively
An important way to plan time is to prioritize. This can be done by assigning importance and urgency to each task and doing them in the order of, first importance, then urgency. Also, it is important to not let the short-term stuff completely drown out the long term stuff. A daily planner helps keep everything in order and is good for keeping track of deadlines and the work that needs to be done to achieve them
- Look forward, not back – if a task has not been done, it has not been done. Work out the way forward
- Double up on committed time – are there useful things you can do while traveling?
- Finish things off – getting tasks off your list can make you feel better
- If you know you are stressed, prioritize and do one task at a time
- Turn interruptions into rewards – e.g. friends going to the pub
- Ask yourself, “Is this the best use of my time, right now?”
Deal with Procrastination
- Breaking a big task into smaller ones
- Tackling easy tasks first or hard tasks first
- Find resources / ask for help
- Promise yourself a reward
Explain what culture is
Culture
- “… a historically transmitted pattern of meanings embodied in symbols, a system of inherited conceptions expressed in symbolic forms by means of which people communicate, perpetuate, and develop their knowledge about and attitudes toward life” (Geertz)
- Culture is the acquired knowledge people use to interpret experience and generate behavior (Spradley)
- It is learned/absorbed from birth onwards/by ‘socialization’
- We are all surrounded by/embedded in our cultures
- “…the way people think, feel and act…. ‘The collective programming of the mind distinguishing the members of one group or category of people from another’
- ‘The unwritten rules of the social game’
- When communicating, we usually adjust our approach based on the person/people we are communicating with
Culture includes
- humor, sayings, references to ‘popular culture’, etc.
- appropriate response (verbal & non-verbal)
- ‘unspoken rules’ (attached meaning)
Culture is an iceberg –most of it is not visible
Aspects of cultures
- Power distance degree to which inequality exists and is accepted
- individualism versus collectivism - the strength of ties people have to others within a community
- masculinity versus femininity - the distribution of gender roles and how these are valued
- uncertainty avoidance - society’s tolerance for ambiguity
- time orientation - the degree to which a society orients itself towards the future or the present/ past
- indulgence versus restraint - the degree to which a society allows gratification (fun) or prefers to regulate by strict social norms
Outline intercultural awareness
- The understanding that each of us has a cultural view of the world and that each one is different
- The ability to see things from other cultural points of view
Define intercultural competence and discuss how it may be achieved
Intercultural competence is the combination of knowledge, skills and attitude that together allow a person to communicate and cooperate with, work and learn with people from cultures other than their own
Importance
When we encounter significant intercultural differences, our ability to see, experience, and comprehend culture in more advanced ways improve the effectiveness of our interactions and our ability to work together
How to achieve
In order to develop intercultural competence one can
move through stages on a continuum from a
monocultural to an intercultural mindset
- Unconscious incompetence
- Conscious incompetence
- Conscious competence
- Unconscious competence
Two key facts about developing intercultural competence
- Knowledge of other cultures does not automatically produce intercultural competence
- Contact with other cultures does not automatically produce intercultural competence but can help reduce stereotypes
Getting Better at Intercultural Competence
- Allow your attitudes to be challenged
- Treat each other with mutual respect and be non-judgemental
- Remember that you are interpreting the situation and that your understanding will never be 100% accurate
- Need to know who we are (own cultural orientations)
- Need to be curious about the ‘other’ (cultural knowledge)
- Need to improve communication skills
Describe the ISU disciplines
3IS - 3Is Space
- The study and application of international, intercultural and interdisciplinary knowledge in a space context
ENG - Space Engineering
- The study and application of the design, implementation and operation of space vehicles and missions
SCI - Space Sciences
- The study of the fundamental natural sciences of the cosmos together with aspects of the space environment and space-related technologies
HPS - Human Performance in Space
- The study of biological, physiological, psychological, and medical changes during spaceflight, as well as the selection, training, and support for living and working in space
APP - Space Applications
- The study and application of the practical benefits to humanity offered through access to space, primarily through Earth-orbiting satellites
MGB - Space Management and Business
- The study of commercial and public space activities and the application of appropriate business and management techniques to these
PEL - Space Policy, Economics and Law
- The study of policy, economics and law as applicable to the space sector and space activities
HUM - Space Humanities
- The study of the social, cultural and personal domains as related to space activities and the application of related knowledge
Explain what taxonomy is and give some examples
Taxonomy
The classification according to a pre-determined system, with the resulting catalog used to provide a conceptual framework for discussion, analysis, or information retrieval.
The originator of modern taxonomy was Carl Linnaeus (1708-1778) who developed the first system to classify plants and animals.
Modern example: Library of congress classification (LCC)
Give a historical account of the development of disciplines
Discipline
1) the practice of training people to obey rules or a code of behavior
2) a branch of knowledge, typically one studied in higher education
Knowledge-based organizations are usually structured in terms of disciplines - taken by their followers to be clearly distinct from other disciplines.
Aristotle placed different types of knowledge into one of three categories. Some disciplines are more ‘useful’ than others. This may be used to establish comparative merit/value
- Highest level - ‘theoretical’ disciplines, such as theology and mathematics - to be pursued for their own sake
- Middle level - ‘practical’ disciplines, such as philosophy and ethics - to be undertaken in order to promote good judgment and decisions
- Lowest level - ‘productive’ disciplines, such as engineering and art - to make things
Towards the end of the European Renaissance and into the 17th and 18th centuries, society became much more complex
- Ever increasing amounts of knowledge were developed.
- It was no longer possible for a single individual to know everything (even if only in theory)
- Individuals had to focus on subsets of ‘total knowledge’.
- As a result, people with common knowledge interests formed discipline-based communities.
Development of the scientific method encouraged practitioners to focus very narrowly on the subject of experiments.
The outcomes of scientific experiments led to new techniques/capabilities, which in turn stimulated new economic developments. This led to the Industrial Revolution, which reinforced the perceived value of the different disciplines.
- For example, in the world today there are several thousand ‘learned societies’, etc.and around 50,000 active/scholarly periodicals.
- Each of these is associated with a particular discipline and has its own community, culture, way of engaging with the world.
What is interdisciplinarity and why is it important?
Interdisciplinarity
“A process of answering a question, solving a problem, or
addressing a topic that is too broad or complex to be dealt with adequately by a single discipline or profession. Interdisciplinarity draws on disciplinary perspectives and integrates their insights through construction of a more comprehensive perspective”
Why is it important
The world/universe is not as easily understandable as was thought
- Increasingly many problems cannot be engaged with/solved by single disciplines (certainly the case for many space projects)
- Important discoveries can occur where disciplines meet
- Some topics fall in the gaps between disciplines
- Interdisciplinarity can help carry valuable knowledge between disciplines
- Interdisciplinarity stimulates creativity
