User:Brett Wuth/Working Notes/2014-05-06 leadership training plan
From PCSAR
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Overview of Leadership Styles | Overview of Leadership Styles | ||
# Autocratic | # Autocratic | ||
| + | #: TL makes decision, gives orders | ||
| + | # Bureaucratic | ||
| + | #: TL relies on polices, procedures and rules | ||
| + | #: TL refers ambiguous or difficult decisions to supervisor | ||
| + | #: TL gives direction to members | ||
# Consultative and Delegating | # Consultative and Delegating | ||
| + | #: TL seeks input of skilled, experienced members | ||
| + | #: TL makes firm decision | ||
| + | #: TL delegates authority to members | ||
# Democratic | # Democratic | ||
| + | #: TL facilitates cooperative discussions | ||
| + | #: TL has only a single vote | ||
# Consensus | # Consensus | ||
| + | #: TL facilitates cooperative discussions | ||
| + | #: Everyone has a veto to any plan | ||
# Laissez-Faire | # Laissez-Faire | ||
| - | # | + | #: TL provides no direction |
| + | #: Each member acts as they see best | ||
{{lesson slide||}} | {{lesson slide||}} | ||
''Break up into groups of 3-5; assign team leaders'' | ''Break up into groups of 3-5; assign team leaders'' | ||
| Line 84: | Line 97: | ||
* - members don't think for themselves | * - members don't think for themselves | ||
* - members don't own decisions | * - members don't own decisions | ||
| + | |||
| + | Bureaucratic | ||
| + | * + clear cut well-understood process | ||
| + | * + highly accountable | ||
| + | * - hide-bound; doesn't adapt | ||
| + | * - reliant on outside supervision | ||
Consultative and Delegating | Consultative and Delegating | ||
| Line 100: | Line 119: | ||
* + fosters members' investment | * + fosters members' investment | ||
* + all ideas heard | * + all ideas heard | ||
| - | * - lowest common denominator | + | * - produces only lowest common denominator |
* - can easily stalemate | * - can easily stalemate | ||
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* - often working at cross-purposes | * - often working at cross-purposes | ||
* - no accountability -> finger pointing | * - no accountability -> finger pointing | ||
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{{lesson slide||}} | {{lesson slide||}} | ||
Revision as of 04:54, 5 May 2014
Contents |
Subject
What is this lesson plan about?
Authors
List who wrote this lesson plan.
Scope
What is included in this lesson, what's not and why.
Prerequisites
What should students already know/have accomplished before the lesson is presented.
Objectives
At the conclusion of this lesson the participants:
- will be able to ...
Time Plan
Total Time: ?? minutes
| Time | Material
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00:00 3 min |
Introduce topic title Introduce Instructor Present Objectives |
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00:03
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instructional points in normal font aids, exercises, activities in italic |
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Overview of Leadership Styles
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Break up into groups of 3-5; assign team leaders Split the leadership styles between groups. Each group to list 2 advantages, 2 disadvantages for each of their styles. Leave the review of answers until after the next activity. |
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Describe SAR scenarios where leadership is important. Scenario 1: A team of 4 ground searchers on a real incident reach the start of their segment. The trail crosses what is currently a fast flowing full but narrow stream in heavy woods. Wading could result in a fall with uncertain consequences. There are some rocks in the middle of the stream that if jumped upon could avoid the water. How should they deal with the stream? Scenario 2: During a mock search for what is supposed to be a responsive subject, a team of 3 reaches their segment. Part of it is wide-open sunny with high grass. It will take all of their alloted time to search that portion. The smaller part is a rolling hill with heavy trees. That part will take about half their time. In what order should they perform a type 2 search? Scenario 3: 6 SAR members have shown up at the SAR group's entry in the local parade. Besides the Mobile Command Post, equipment trailer and truck, one member has brought a personal quad that could pull the rescue trailer. One of the members asks whether we need special permission to drive an Off Highway Vehicle on the parade route.
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Join groups together. Do not assign overall leader, to bring out the next point. In each scenario, what are the best leadership styles to be applied? Rate the styles from most to least appropriate.
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Review student's answers of advantages and disadvantages of each style. Autocratic
Bureaucratic
Consultative and Delegating
Democratic
Consensus
Laissez-Faire
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Review student's answers to which styles are most appropriate to each scenario. Each situation can be different. The team leader should adapt to the style called for by the situation. For safety decisions, autocratic is often necessary/best. For mission success decisions, consultative and delegating is often best.
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What happens when teams are brought together? What happened when the two groups came together to prioritize the styles?
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Aids
What materials are needed or useful in presenting this lesson.
Question bank
List of questions suitable for an review/exam of this section.
See Question bank
Frequently Asked Questions
What are some of the questions that students typically ask. Include the answers.
Feedback
When has this lesson been presented. What was the feedback.
License
What can others do with this lesson?
Recommended license below. Fill in the year and the author's name(s):
Copyright © YEAR, Author. This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 Canada License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc/2.5/ca/ or send a letter to Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA.
Reference Material
If you need to cite sources, do so here.
[1]
Notes
Any additional notes, etc.
Objectives
- TL should ask early about medical conditions of team members (2013-02-23 Mock/Critque/Sug/0022)
- difference between operational and non-operational situation
- principles of ICS, chain of command
- Travelling to the site of a search organized by another team.
- Who's over-all in charge?
- What are the responsibilities?
- Working/integrating with other teams
- Difficulties in the Field
- Belligerent searcher
- local insists on searching outside of the area
- how does the team leader handle?
- what are the problems of challenging the person in charge?
- what do you risk?
- when is it appropriate to challenge the person in charge?
- what are ways of handling it?
- The team leader becomes sick
- How do you transfer charge?
- Communications with Overhead Team fails
- Who is in charge?
- How to transfer no formal transfer of charge?
- Belligerent searcher
- being visibly in-charge
- leadership is just one view into team dynamics
- being a good team member creates good leadership
- be clear on what the decision is
- spectrum of clarity: "I think we should", "let's", "I've decided"
- encourage team problem solving
- If you must get critical, don't get personal. Talk about the problem, not the person. article: Tips for Team Leaders by Alan Sheehan
- A good Team Leader is the start of making a good team; but equally, a good team is the start of making a good Team Leader.
- Leadership breeds leadership. [1]
- By giving your time to your team mates, you are being a leader, regardless of your role in the organization.
- Helping your team mates to develop, helps them to become leaders.
- First follower funny video: dancer
- funny video: it's him
- funny video: title you give
Resources
- Suggestion related to leadership
- 2013-12-03 regular training
- 2000-12-05 being in charge/Lesson plan
- Overhead tabletop lesson
- SAR Fundamentals/Team leader
- User:Brett Wuth/Working Notes/2012-12-01 leadership training
- Brett's copy of RRTL manual
To do
- (done) Review related training suggestions
- (done) Read all resource material
- Read text book material on leadership
- (done) PCSAR wiki
- (done) RRTL
- check for other manuals I may have
- Identify training objectives
- search for videos
Format
options
- lecture
- video
- role playing
- group discussion
