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| an assemblage of persons (or objects) located or gathered together |
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| a group organized to work together |
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| A group must first be [ ] in order to work together |
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| AFI 36-2618, The Enlisted Force Structure, states that NCOs must: |
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| “Lead and develop subordinates and exercise effective followership in mission accomplishment.” It goes on to say that senior NCOs must “lead and manage teams while maintaining the highest level of readiness to ensure mission success.” |
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| AFDD1-1, Leadership and Force Development states |
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| “The primary task of a military organization is to perform its mission.” |
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| the task, together with the purpose, that clearly indicates the action to be taken and the reason therefore…a duty assigned to an individual or unit; a task |
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| prefers to come up with new ideas. When presented with a problem or an opportunity, they are good at exploring alternatives and discussing concepts. |
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| The Spontaneous Approach prefers freedom from constraint. They tend to move from one subject to another, focusing on many things at once, |
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| The Normative Approach prefers to put ideas into a familiar context, relying on past experiences with similar situations to guide them |
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| The Methodical Approach prefers order and rationality |
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| Four roles that are typically found on teams and together they spell out CARE |
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Creators
Advancers
Refiners
Executors |
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| focus on the possibilities. They generate new ideas and fresh concepts. |
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| focus on the interaction. They communicate new ideas and carry them forward. |
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| focus on the analysis. They challenge all concepts. |
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| focus on the realization. They follow up on team objectives and implement ideas and solutions. |
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| can focus on everything. They are a combination of the other four roles |
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Able to connect and negotiate with all types of people
Tolerant and understand different members of the team
Able to identify what is missing in the process, and fill in the gap to allow for uninterrupted progress
Willing to offer suggestions to improve the process |
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| there are no new concepts |
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| ideas stall or do not come to light |
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| new directions are not thought through; details are overlooked |
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| there is no implementation |
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| there are gaps in the team |
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| Panic(I'll never have a good idea). Elation(What a great idea). Panic(That idea will never work) |
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| Creators Communication Style |
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| Creators may get most passionate and engaged in imaginative and abstract discussions. They often prefer to live in the world of concepts and may express ideas in a way that others find vague or ambiguous. |
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| Advancers Communication Style |
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| Advancers often pick up on the subtle feelings expressed in a conversation. At their best, they look beyond the facts and see the real feelings behind what someone is saying. |
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| Refiners Communication Style |
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| Refiners are most attentive to the facts and ideas in a conversation, with less attention to the feelings expressed. They may be wary of how emotions cloud reason and may be skeptical of someone who is too enthusiastic about something. Others may feel threatened by their skepticism. |
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| Executors Communication Style |
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| Executors tend to have a communication style that is practical and concrete. They are likely to discuss topics that are relevant to their personal experience and may get bored with theoretical discussions. |
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| Creators approach to meetings |
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| Creators tend to approach meetings in an unstructured way. They are usually open to exploring all new ideas and not closing off their options |
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| Advancers approach to meetings |
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| Advancers pay particular attention to the social interaction within a meeting. They value cooperation and harmony. |
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| Refiners approach to meetings |
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| Refiners assure that the meeting leads to decisions that are logical and well thought out. They encourage the group to think through all of the implications of a plan or idea. |
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| Executors approach to meetings |
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| Executors tend to be very task oriented in meetings. They like to have clear goals and direction. They prefer to get "down to business.” |
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| Creators often prefer to leave their time unscheduled and unstructured. They tend to avoid planning and are open to meeting demands as they come up. |
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| Advancers time management |
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| Advancers are willing to find time to build relationships. At their best, they recognize the value of spending time to strengthen communication channels and coordinate team efforts. |
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| Refiners are often efficient time managers. At their best, they are good at prioritizing and developing long-term plans. They are not bound to their schedules, but they frequently like having timetables. |
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| Executors time management |
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| Executors tend to be dutiful planners. They usually do not mind doing work that is routine and highly scheduled. They dislike situations where they need to rush to meet a deadline. |
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| During this stage, new ideas are born. Team members look at problems from perspectives that are unusual and unique. |
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| During this stage, the team gives new ideas more structure and considers broad strategies for implementation. |
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| During this stage, the team scrutinizes new ideas to see if they are realistic. The team analyzes in an orderly fashion to find flaws and avoid problems down the road. |
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| During this stage, the team puts ideas into action; following through on the plan to get concrete results. |
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