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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
How to move from the storming stage to norming
``` Set aside differences and willingly listen Begin trusting Encourage participation and cooperation Depend on one another Agree to disagree ```
26
How to advance to the performing stage
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
What does TEAM stand for
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
Describe followership
``` 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
What are the five essential qualities of effective followership
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
What are the five areas essential for leadership development
``` Self awareness Values and principles Motivations Support team Integrated life ```
31
What are the four keys to developing leader skills
Diagnosing Adapting Communicating Developing Airmen
32
What is position power
Positions power is given Coercive (discipline and accountability) Connection ( who you know) Reward (pats in the back, days off etc) Legitimate (rank)
33
What is personal power
Personal power is earned Referent ( people person) Information ( can find info) Expert (go to person)
34
Describe and individual at the membership level
This person will meet the bare min. Will complain about things but never make an effort to solve problems
35
Describe and individual at the performance level
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
Describe and individual at the involvement level
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
What are the three phases in the change process
Unfreezing Changing Refreezing
38
What is the unfreezing phase
It is intended to motivate your subordinates and help get them ready for change
39
What is the changing phase
It is the movement from the old way of doing things to the new way of doing business
40
What is the refreezing stage
Locking in of the new procedure until they're a permanent part of daily operations
41
What is the change sponsors role
Are the people responsible for initiating the change within an organization
42
What is the role of a change agent
Are responsible for implementation of change in an organization
43
What is the role of a change target
Are the individuals or groups who actually undergo the change
44
What are the three elements of adaptability
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
According to Janssen's model of change what four stages of change will you go through
Stage 1 comfort Stage 2 denial Stage 3 confusion Stage 4 renewal
46
What are Mayo's four levels of change
Knowledge Attitude Individual behavior Group behavior
47
What are the two change cycles
Directive change and the participative change
48
What is directive change
Is a change implemented by an authority figure
49
What is a participative change
Is change that's implemented when new knowledge is made available to the group
50
Describe innovators
A small percentage of population they immediately embrace new ideas and are big picture thinkers
51
Describe early adopters
Social and opinion leaders who are often popular they are very good at spreading acceptance of new ideas.
52
Describe early majority
Largest groups of people mainstream thinkers slowly follow with calculated willingness to adopt innovations
53
Describe late majority
They are hampered by feelings of insecurity and skepticism which prevent them from taking risks will look for guarantees before getting involved
54
Describe laggards
Last people to embrace change they influence no one less educated and uninformed close minded and afraid of change
55
Groups
A gathering of person located together

Course 15 (2 decks)

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