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Course 15 > Team Building > Flashcards

Team Building Flashcards

1
Q

Teams

A

A group organized to work together

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2
Q

Team mission

A

As an NCO, you must completely understand and accept your team’s mission before you can influence and motivate others to commit to it.

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3
Q

What does “CARE” stand for

A

The four team roles

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4
Q

What does the C in CARES stand for?

A

Creators:
Focus on the possibilities. Generate new ideas
Spontaneous, exciting, enthusiastic, and great at brainstorming
Typically, the ones who offer a fresh perspective
Offer bold, untried approaches and ideas
Able to see the “big picture”
Optimistic and visualize the possibilities
Willing to solve problems

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5
Q

What does the A in CARES stand for?

A

Advancers

Focus on interaction. They communicate new ideas and carry them forward.

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6
Q

What does the R in CARES stand for?

A

Refiners
Focus on the analysis. They challenge all concepts. Use methodical process to analyze things in an orderly manner to detect possible flaws and identify potential problems under discussion

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7
Q

What does the E in CARES stand for?

A

Executors
Focus on the realization. They follow up on team objectives and implement ideas and solutions. Deliver concrete results and seek successful implement ions.

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8
Q

What is a Flexer

A

Flexes can focus on everything

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9
Q

What happens when you only have creators and executors

A

Without advancers to promote the idea and refiners to think through the implementation process, the team will likely rush into implementing a new but unfeasible idea or plan

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10
Q

What happens if you only have refiners and executors

A

Without a creator to propose fresh concepts and an advanced to promote the concepts, the team winds up idling indefinitely because they review problems and revisit old solutions over and over

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11
Q

What happens if you only have creators and refiners

A

Without advancers to promote ideas and think of ways to implement them or an executor to “execute” the plan, the team discussion results I an endless debate between the Creator and the Refiner. By the continuously reevaluating and challenge their own ideas, creators and refiners struggle to “advance” and/or “execute”

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12
Q

What happens when you only have advancers and creators

A

These teams would likely move forward with the creator’s new ideas even though they have not been scrutinized. Though skeptical, the advancer would promote the idea with the hope of eventually discovering how an idea could be successfully implemented.

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13
Q

Describe the P.E.P. Cycle

A

Panic, Elation, Panic

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14
Q

What is the “Z” process

A

Ideas that bounce back and fourth from Creators, Advancers, Refiners, until the are ready to pass off to Executors. Flexers assist the other roles by satisfying the unfulfilled needs of the team in order to reach the goal.

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15
Q

What is up to the team lead to do in order for the “Z” process, and P.E.P cycle to work effectively

A

Recognize when creators reach elation
Allow productive discussions with advancers to exist and continue
Involve refiners at the appropriate time
Activate executors to put the idea in motion

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16
Q

What are the five stages of team development

A
  1. Forming
  2. Storming
  3. Morning
  4. Performing
  5. Adjourning/transforming
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17
Q

What are the five Cs to a team

A

Community: feeling part of the team.
Cooperation: working together knowing the organizations mission and purpose allowing members to voice opinions and listen
Coordination: knowing how important you are to the team and accepting their roles and responsibilities
Communication: good feedback making sure everyone is on the same page
Coaching: creates a positive outlook provide training opportunities and advancement

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18
Q

Five common dysfunctions

A 
Absence of trust
Fear of conflict
Lack of conflict
Avoidance of accountability 
In attention to results
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19
Q

What happens if you have an absence of trust?

A

Impacts willingness for members to open up/share knowledge, feelings, and concerns w/ one another

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20
Q

What happens when there is fear of conflict

A

Lack of trust

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21
Q

What happens when there is lack of commitment

A

Refusing to trust failure to openly communicate

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22
Q

What happens when there is an avoidance of accountability.

A

Substandard performance or behavior

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23
Q

What is the product of in attention of results

A

Individuals put their needs and goals ahead of the team and the organization

24
Q

How to move from the forming stage to storming

A

Abandon comfortable conversations for the risk of conflict
Continue discussions of the group’s purpose committing to one that some members may not completely accept or agree with
Critics and personally attack one another

25
Q

How to move from the storming stage to norming

A 
Set aside differences and willingly listen
Begin trusting
Encourage participation and cooperation 
Depend on one another
Agree to disagree
26
Q

How to advance to the performing stage

A

Become highly cohesive compassionate and uphold synergy as a standard
Except max participation and cooperation from all members
Trust each other whole-heartedly
Will reject or cast out those who choose not to advance with the team

27
Q

What does TEAM stand for

A

T: talents (skills and abilities)
E: expertise (knowledge and experience)
A: assessments (customer surveys, inspections, performance evals)
M: ( resources to include: equipment , facilities, financial, time, info)

28
Q

Describe followership

A 
One in service of another; one that follows the opinions or teachings of others; one that imitates another. 
Provide feedback (after actions) and give advice to their leaders (recommendations)
29
Q

What are the five essential qualities of effective followership

A

Self-management: the ability to determine ones goal with large context and to decide what role to take
Committed: being committed to the organizations beyond themselves
Competent: strive to reach high levels of performance and expand themselves
Integrity: tell the truth provide truthful information to their leaders
Initiative: motivation, determination, perseverance, and risk-taking

30
Q

What are the five areas essential for leadership development

A 
Self awareness
Values and principles 
Motivations
Support team
Integrated life
31
Q

What are the four keys to developing leader skills

A

Diagnosing
Adapting
Communicating
Developing Airmen

32
Q

What is position power

A

Positions power is given

Coercive (discipline and accountability)
Connection ( who you know)
Reward (pats in the back, days off etc)
Legitimate (rank)

33
Q

What is personal power

A

Personal power is earned
Referent ( people person)
Information ( can find info)
Expert (go to person)

34
Q

Describe and individual at the membership level

A

This person will meet the bare min. Will complain about things but never make an effort to solve problems

35
Q

Describe and individual at the performance level

A

This individual may or may not be fearful of consequences for not doing much more than ppl at the membership level. They realize the benefits of doing more.

36
Q

Describe and individual at the involvement level

A

Individuals operate for their own reasons They are motivated from within. They produce good quality work bc they truly enjoy what they do and their reward is personal satisfaction. These members identify problems and solutions and then solve them while keeping the leadership involved

37
Q

What are the three phases in the change process

A

Unfreezing
Changing
Refreezing

38
Q

What is the unfreezing phase

A

It is intended to motivate your subordinates and help get them ready for change

39
Q

What is the changing phase

A

It is the movement from the old way of doing things to the new way of doing business

40
Q

What is the refreezing stage

A

Locking in of the new procedure until they’re a permanent part of daily operations

41
Q

What is the change sponsors role

A

Are the people responsible for initiating the change within an organization

42
Q

What is the role of a change agent

A

Are responsible for implementation of change in an organization

43
Q

What is the role of a change target

A

Are the individuals or groups who actually undergo the change

44
Q

What are the three elements of adaptability

A
  1. Cognitive flexibility : the ability to use different thinking strategies and mental frameworks
  2. Emotional flexibility: the ability to vary your approach to dealing with your own emotions and those of others
  3. Dispositional flexibility: the ability to remain optimistic and at the same time realistic
45
Q

According to Janssen’s model of change what four stages of change will you go through

A

Stage 1 comfort
Stage 2 denial
Stage 3 confusion
Stage 4 renewal

46
Q

What are Mayo’s four levels of change

A

Knowledge
Attitude
Individual behavior
Group behavior

47
Q

What are the two change cycles

A

Directive change and the participative change

48
Q

What is directive change

A

Is a change implemented by an authority figure

49
Q

What is a participative change

A

Is change that’s implemented when new knowledge is made available to the group

50
Q

Describe innovators

A

A small percentage of population they immediately embrace new ideas and are big picture thinkers

51
Q

Describe early adopters

A

Social and opinion leaders who are often popular they are very good at spreading acceptance of new ideas.

52
Q

Describe early majority

A

Largest groups of people mainstream thinkers slowly follow with calculated willingness to adopt innovations

53
Q

Describe late majority

A

They are hampered by feelings of insecurity and skepticism which prevent them from taking risks will look for guarantees before getting involved

54
Q

Describe laggards

A

Last people to embrace change they influence no one less educated and uninformed close minded and afraid of change

55
Q

Groups

A

A gathering of person located together

Course 15 (2 decks)

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