Creative/Creativity

Problem Solving, Decision Making, ideas for change.

Everyone creates therefore - everyone is creative

Innovative Style

method/preference of problem solving

less structure and details

"outside the box"

New start - changes/replace existing programs

Will challenge and bend/break rules to solve problems

Adaptive Style

method/preference of problem solving

 Structured and methodical

 "inside the box"

change improves existing programs policies and processes 

May challenge/adjust rules if problem cannot be solved within current rule set

Problem A

The actual problem a team together to solve 

Task gaps represent distance between individual's preferred style and behavior actually needed for the task

Bridgers

social role (within a group) -

• Human relation skill
• Acceptance by those with the cognitive gaps
• Willingness to fulfill the roles (wants to bridge)

help those being bridged understand each others approach

Coping behavior

The "do whatever you need to" involves coping behavior

When you cant behave in a way that's consistent or close to your preferred cognitive style, you engage in coping behavior (whether you realize it or not)

not an ideal situation for an extended time

should be kept to a minimum

observe people, address stress related signs/symptoms

Problem B

Encompasses issues other than the actual problem itself

result of human interactions and diversity

team problems

Conscientiousness

Systematic approach to situations

Working conscientiously (in existing circumstances) to ensure quality/accuracy

Fair/diplomatic

eye for detail

quality and accuracy

Dominance

Shaping environment by overcoming opposition to get results

take charge

fast turnaround

up for a new challenge

Influence

Shaping environment by influencing or persuading others

diverse communication

positive impact

tutor and advises 

makes favorable impression

generates enthusiasm

Steadiness

Cooperating with others within existing circumstances to carry out tasks

assist others

calming presence

shows patience

Laissez-faire

Most passive leadership behavior, basically an absence of leadership

Transactional behavior

Providing compensation exchanged for desired follower behavior or consequence for undesired behavior 

Uses external motivation as form of rewards/consequences to influence follower behavior

actual rewards / penalties

 including awards

praise or criticism

Transformational behavior

Made up of 4 components: inspirational motivational, idealized influence, intellectual stimulation, and individual consideration  

cares / listens to concerns

innovation / creativity

seeks / values input

Transactional MBE-P

Management-by-Exception-Passive

leader holds subordinates accountable if failure to meet standards of performance disregard polices/procedures

laissez-faire with follow-up if there's a problem

absence of earlier involvement due to "trust"

or leader apathy

subordinates will be conditioned to focus efforts on what provokes leader to react/neglect areas where leader shows little interest

Intellectual Stimulation

A leader who uses this trait

Encourages innovative outside the box thinking

Values followers input

Provides support/available to answer questions

Lets followers work through problems/gains confidence in their abilities

(if you run into any problems or issues, I know you can work them out)

Inspirational Motivation

Role models that exhibit qualities of "consistently representing the core values maintaining high personal standards holding others accountable for maintaining AF standards supporting organizational decisions in words and actions championing trust in each other sacrificing personal gain for the mission and subordinates" 

How is it different from idealized influence?

Idealized Influence

Role models that exhibit qualities of "consistently representing core values maintaining high personal standards holding other accountable for maintaining AF standards supporting organizational decisions in words and actions championing trust in each other and sacrificing personal gain for the mission and subordinates"

how is it different from inspirational motivation?

Transactional MBE-A

Management-by-Exception-Active

an effort to prevent problems from occurring by keeping processes in control

monitors activities ensuring compliance with rules / regs / performance standards

commonly seen in areas where life-threatening situations can occur  

necessary in critical environment

Situational Leadership

matching of leadership style to the situation/task and followers developmental level

Fairness Standard

consider the view points of others, avoid distorting information due to your own biased based perspective

Clarity Standard

ensures problem is clear by asking others to elaborate further, provide example or reword the problem so it can be understood better

"Give me another example of what you're dealing with or elaborate further so I can determine a way ahead"

Relevance Standard

helps to "weed" out the irrelevant information by asking whether or not the information you have is connected to you problem  

Critical Thinking Hindrances

Things that hinder our ability to think clearly, accurately, and fairly

Decision Analysis

Includes

Decision Statement   ?

Decision Criteria (musts & wants)

Alternatives list

Risk Analysis

Essential Intellectual Traits

Traits of mind and character necessary for right action and thinking

Virtues distinguishing narrow minded self serving critical thinker from open minded truth seeking critical thinker

System 1 Thinking

Relies heavily on situational cues prominent memories trial and error and heuristic thinking to arrive quickly and confidently at judgements particularly when situations are familiar and immediate action is required

reactive

experimental or discovering solution for self

System-2 Thinking  

Broad, informed problem solving, deliberate, relies heavily on information

Deliberation, time, planning & comprehensive consideration

Useful for unfamiliar situations & when time for planning, comprehensive consideration  

Universal Intellectual Standards

Standard which should be applied to thinking to ensure quality

Principles which should be applied to thinking to guarantee quality

such as depth & breadth which - Influence us to reason better

Reasoning Elements

Deliberate attempt to figure something out

to reason

ie: think about your purpose, state the question at issue, gather info, watch your inferences

Essential Intellectual Traits

Traits of mind and character necessary for right action and thinking

Dispositions of mind and character essential for fair-minded rationality

or

Virtues distinguishing narrow-minded, self-serving critical thinker from open-minded, truth-seeking critical thinker