Leadership
Class 3 notes
I. Review:
A. Trip details:
1. Job assignments – update:
a. Food b. Permits & First Aid c. Equipment d. Presentation Assignments C. Situational Leadership - Ken
Explain how the model of situational leadership as described by Priest & Gass is
functional on the trail, but much more difficult to achieve in the city (w/in the OP or in
class)
Group Dynamics
I.
Intro - What is “Group Dynamics”?
- A. Explain it. – The behavior of the groups the reflects levels of communication;
interaction; and cohesion.
- B. Types of Facilitation that guide dynamics (6 generations):
- 1. Letting the experience speak for itself – learning by doing
- 2. Speaking for the experience – learning by telling
- 3. Debriefing the experience – learning through reflection
- 4. Directly frontloading the experience – direction with reflection
- 5. Framing the experience – reinforcement with reflection
- 6. Indirectly frontloading the experience – redirection before reflection
C. Challenge by choice
D. Full Value Contract
II.
Stages of Group Development
- Gilbertson: Theory of Environmental Development Stages: Survival , Skills, Relationships,
Metaphysical
Jones Model
Dependency
Conflict
Cohesion
Interdependence
Tasks
Orientation
Organization
Data-flow
Problem Solving
Tuckman Model
Forming
Storming
Norming
Performing
Leader control
Group control
Adjourning
III.
Do you always need to move away from leader control? Why? / Why not?
Can you force this?
Dependent upon Communication
- Other ways to communicate: Giving - Receiving feedback (Data-flow)
A. “Rules” of feedback (Person has to be open to receive (ask them)
1. Behavior vs. Person
2. Observation vs. Inference
3. Immediacy vs. Abstract (out of context)
4. Description vs. Judgment
- I feel this way when ___. vs. You are a ___.
- Use of “I” statements vs. “You” statements.
5. Sharing Info vs. Advice Giving (If I were you…)
6. Exploring Alternatives vs. Answers
7. Value for Receiver vs. Ego/Catharsis for Giver
8. Amount of Info
-
Exercise 1.1
 Give feedback about the other person
 Use Here &Now positive tools
 It does not have to be deep, heavy, negative
-
Exercise 1.2
 Issue Identification
 Issue Clarification
 Needs Clarification
 Resolution
 Policy vs. Group Norm
IV.
of all players
Another Rule: To build trust – do not impose feedback.
Use exercise of sex in tent.
Do role play on giving feedback.
Hard: Group Building
- Encouraging – Honest (not false)
 Friendly, Accepting not Tolerating
 Responsive, Praising others (Be fair to all)
- Gate-keeping – Including all
- Std. Setting – Setting expectations & practicing them
- Following – Thoughtfully accepting ideas of others
-
Expressing Group Feeling – Summarizing what group feeling is sensed to be & describing
reactions to others.
V.
Easy: Group Dysfunction
- Aggressive – Impatient, ego-driven, exclusive
- Blocking – tangents, one-upping, arguing a point, rejecting ideas
- Self-Confession – Inappropriate self-disclosure
- Competing – Exclusivity
- Sympathy vs. Empathy
- Pleading/Lobbying
- Inappropriate Joking/Horseplay
- Recognition Seeking
- Withdrawing
- Group Think – Risky Shift
VI.
Conflict Resolution
Determine initial issues
Ask questions of all involved to understand the issue.
Determine the underlying issue(s) – the “true” issue(s)
Real Issue
- Reflect, Clarify, Genuine, Listen, Ask
Discuss what can resolve them (specific behaviors)
Work toward Compromise vs. “win/lose”
Resolution must be accepted by all involved participants (they do not have to like the
solution, but they must accept the solution).
Be clear on consequences if the behavior is not changed
Follow-up and follow-through.
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