| 
  • If you are citizen of an European Union member nation, you may not use this service unless you are at least 16 years old.

  • Stop wasting time looking for files and revisions. Connect your Gmail, DriveDropbox, and Slack accounts and in less than 2 minutes, Dokkio will automatically organize all your file attachments. Learn more and claim your free account.

View
 

social network analysis

Page history last edited by Bob-RJ Burkhart 9 years, 11 months ago

Return to: GDSS ... NetImpact ... MentorshipART mapXchange

 

Jan 24, 2009

Minnsota Futurists Chapter SIG

Title: "Using Generational Archetypes to Provide Clues to Possible Future Social Change"

MNF Presenter: Steve Troutman

 

Abstract: The "Greatest Generation," "Baby Boomers," and "Generation X" are well known generational archetypes. But this is not the first time we have seen generational cohorts behave as these three have. In this presentation, we will examine the research into the cycle of repeating generational archetypes.  We will look at the characteristics of each archetype and the cycle which spans 80 years.  We will see how the generational cycle allows us to understand some past behaviors and predict some possible or probable futures.

 

Abstract: Generations for MN Futurists 2009-01.pdf

Presentation Click here

Recommended Reading: "The Fourth Turning" by William Strauss and Neil How (1997)

 


 

Topic Content Matches: 16+ 

(Empowers Group Decision Support Systems)

 

  • Campus Futures ... question-asking art/science of "Social Network Analysis" ... ...
  • Freedom's Frontier Forum ...Thesis: KU-Community Toolbox Social Network Analysis (SNA)...
  • Indian Ways ...Social Network Analysis Worldview Synopis ...
  • InterDependence ...Based on this ongoing MentorshipART "Social Network Analysis" ... ...

 

 

 

 


Leadership Learning Collaboratory (LLC)

Principles for Operational Continuity Assurance (OCA)

Team Tactics

www.netage.com —> www.virtualteams.com

  • High Touch / Low Tech
  • Implementation Issues Tracking Process:
URL:
http://www.acctts.com/showcase/Articles/VirtualTeamTacticsKMOL.html 
  • Telework & distance learning environments
  • Change management & collaboration
  • Leadership and "followership" both needed
  • Common purpose / objectives & outcomes
  • Group dynamics / tasks vs. relationships
  • Trust factors and agendas
  • Cultural issues & anonymity
  • Conflict resolution process & skills
  • Time zone synchronization –
    Real-time vs. Asynchronous communication
  • Biorhythms & computer-human interface (CHI) considerations!


Boorujy’s Rules

By Captain James Boorujy, U.S. Navy

 

During my first command tour, I developed rules as a tool to use for mentoring my department heads. I have modified them many times since then, but their focal point remains the surface-ship department head. Other leaders will also surely find this succinct list useful.

 

1. I am a warrior.

2. People are my job. “Men mean more than guns in the rating of a ship,” as John Paul Jones allegedly said.

3. Develop character: Show integrity, honor, patriotism.

4. Figure out what the captain wants. Do it. Keep him or her informed.

5. Be smart. Keep learning. Don’t be defensive.

6. Be where the action is. Be in the details.

7. Never make excuses.

8. Plan. Keep it simple. Go heavy early.

9. Communicate clearly. Make lists.

10. Delegate and follow up. (But some things you must do yourself.)

11. Never assume.

12. Never waste the time of my Sailors. Be efficient. Get the job done right the first time.

13. Smile occasionally.

14. No stress is bad, a little stress good, a lot of stress bad.

15. There is power in brevity.

 

The first three rules are general, foundational to the rest. The others are more practical.

I am a warrior:

Many comparisons have been made between the Navy and large civilian business organizations. While these are of value, there are significant differences between a warship and a business. Because our concerns are much more serious than earning dollars, these differences are important. Do not lose sight of this fact.

A warship’s product is combat readiness: winning in battle. This is why we can ask, even demand that our Sailors perform tasks that civilians would not, and that they do so under circumstances or conditions that would not be possible in non-military organizations.

People are my job:

Your job is not about steel, machinery, guns, hardware, or software. It is about people. They are the lifeblood of a ship, which makes it a great success (or failure). Therefore, as an officer you must be focused on your Sailors. As an individual you can only accomplish a little. As a leader of a team of Sailors, you can accomplish great things. Do not focus inward. Focus outward at your Sailors. That is where a ship gets its real power. Make every one of them a little bit better, and it will add up to greater success. You care for the ship and its equipment through your Sailors.

Develop character: Show integrity, honor, patriotism:

Sailors will know your character. If it is not what it should be, all will know. Put what is good for your country and your ship first.

Maintain your integrity.

Figure out what the captain wants. Do it. Keep him or her informed:

This simple, yet valuable lesson was taught to me many years ago, by then-Lieutenant Commander Tom McCaffrey (now a retired captain).

It was the best mentoring session I ever had. Naval officers are not self-employed. They are paid to work for their chain of command, which effectively stops with the captain on a U.S. Navy ship.

Focus on what the captain wants. Listen. Ask. Watch.

It will be easy to know what is important to him or her.

Certain things are important to all captains: accurate navigation and mission accomplishment. But there will be specific things, too. You must know what the captain wants you to concentrate on. Then do it. Then ensure he or she knows you are doing it, and report back. Poke your head in the captain’s cabin to tell the captain you are doing what the captain wants done. Report in. This will make the captain feel at ease with you, and he or she will be able to concentrate on something else.

Be smart, keep learning, don’t be defensive:

Your goal is to be the expert. Learn as much as you can about your ship and your Sailors. Be an expert in as many aspects as you can master. Watch for indications of the effectiveness of your decisions. Learn what works and what does not. Take criticism well. Act on it.

Be where the action is. Be in the details:

Infantry officers are taught to lead from the front. The equivalent on board a ship is to be where the action is. If there is a broken piece of equipment, be there and supervise your people as they fix it. Observe your equipment when it is disassembled for repair. If your department is testing a recently repaired piece of gear, be there. If you are doing an unusual or infrequent evolution, be there. Get into the details. Knowing these will help you to increase the efficiency of your Sailors.

Never make excuses:

“No excuse, sir” is a required response of plebes at the U.S. Naval Academy. It works well for Fleet officers, too. The premise is that all problems are avoidable, and you need to learn to avoid them. Rather than make excuses, understand what went wrong and ensure it doesn’t happen again. When you need to give an explanation, tell your boss what went wrong and how you will fix it. Learn from mistakes and don’t repeat them.

Plan. Keep it simple. Go heavy early:

Officers must be planners. Your Sailors will do what you direct them to do. Plan ahead. Make your plans simple. Such plans are easier to execute and are usually more successful. Plan early and start work toward your goals early to avoid last minute “flaps.” If you plan and go heavy early, you can avoid the long extra hours that many need to make up for their poor planning.

Communicate clearly. Make lists:

Once you develop a plan, share it! A simple list is the best way to promulgate a plan or any set of instructions. Make a list. Then gather your Sailors together and provide them with it so they see what you need them to do. They will not and cannot support you if they are not aware of what you want from them. Walk around the ship. Talk to your Sailors at all levels. Discuss the plan with them. Find out if they understand, and correct as needed.

Delegate and follow up (but some things you must do yourself):

Once I heard it said that a leader should “delegate and disappear.” This is wrong. You delegate and follow up. Follow up to ensure your orders are properly carried out. Walk around and inspect. Ask for reports. Make certain that your Sailors know what they are to do, and that they carry it out with the proper quality. Follow up!

Some things, however, you must do yourself. Figure out what those are and be sure not to delegate them.

Never assume:

Nothing good comes from assuming. Don’t do it.

Never waste the time of my Sailors. Be efficient. Get the job done right the first time:

Be certain that your Sailors’ efforts are directed toward a focused goal. Don’t waste their time by not giving them clear guidance. Make sure your Sailors take the extra time to do a job properly the first time. You will save time in the long run, preserve morale, and have a more combat-ready ship.

Smile occasionally:

Running a ship is serious business, but it helps to smile occasionally. Your Sailors will appreciate it.

No stress is bad, a little stress good, a lot of stress bad: Low stress breeds inattention and laziness, but a great deal of it erodes efficiency and breeds mistakes. Make sure your Sailors work under a little stress. Create a sense of urgency.

There is power in brevity:

Keep your plans, orders, meetings, and training sessions short enough to keep Sailors’ attention. The briefer they are, the greater the probability that what is said will be remembered.


 

Captain Boorujy is assigned to U.S. Fleet Forces Command as Director, Fleet Training.

His first command was Mine Countermeasures Rotational Crew Charlie in the USS Pioneer (MCM-9) and USS Ardent (MCM-12).

He subsequently commanded the USS De Wert (FFG-45) and Nassau (LHA-4). In his three command tours, he earned six Battle Es, two Golden Anchor Awards, and two Ney Awards.

 

Article Information

Magazine Volume: 

 

 

Comments (0)

You don't have permission to comment on this page.