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TEAM SELECTION,LEADERSHIP TRAINING,TACTICS AND SECURITY
Ken Roberts
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USEFUL REFERENCESHopperus Buma et al (2009) Conflict and Catastrophe Medicine A
Practical Guide. London :Springer
Matheson, I & Hawley, A (Ed) (2010) Making Sense of Disaster Medicine. London: Hodder Arnold
Handy, S (1988) Understanding Voluntary Organizations. London, New York, Victoria, Ontario & Wellington: Penguin
Hogkinson, P & Stewart, M (1991) Coping With Catastrophe: A Handbook of Disaster Management. London & New York: Routledge
Adair, J (2005) Effective Leadership Development. London: CIPD
Northouse, P (2009) Leadership Theory and Practice. London: SAGE
Lewis, D (2007) The Management of Non-Governmental Development Organizations. London: Routledge
Davis, J and Lambert, R (2002) Engineering in Emergencies. Rugby: Practical Action Publishing
Grint, G (2010) Leadership: A Very Short Introduction. Oxford: OUP
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THE TEAM - A DEFINITION
A group of willing and trained individuals who are:
▪ United around a common goal
▪ Dependant on each other to achieve it
▪ Structured to work together
▪ Sharing responsibility for their task
▪ Empowered to implement decisions
Tuckman (1965)
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TYPES OF GROUPS
FORMAL INFORMAL
GROUPS
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FORMAL GROUPS
▪ Deliberately created for particular predetermined purposes
▪ Clearly defined structures
▪ Carefully delineated tasks
CREATED TO MEET THE NEEDS OF AN ORGANISATION
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INFORMAL GROUPS
▪ Self-established
▪ Sense of affinity
▪ Sense of common cause
CREATED TO MEET THE NEEDS OF INDIVIDUAL MEMBERS
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GROUP DEVELOPMENT
FORMING
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GROUP DEVELOPMENT
STORMING
FORMING
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GROUP DEVELOPMENT
NORMIN G
STORMING
FORMING
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GROUP DEVELOPMENT
PERFORMING
NORMIN G
STORMING
FORMING
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FORMING (ORIENTATION) GROUPS
▪ Shy
▪ Tentative
▪ Uncertain
▪ Little visible output
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STORMING (CONFRONTATION) GROUPS
▪ More open
▪ Complaining
▪ Criticising
▪ Disagreeing
▪ Questioning of goals
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NORMING (DIFFERENTIATION)GROUPS
▪ Resolution of internal conflicts
▪ Division of responsibilities being resolved
▪ Emergence of group norms
▪ Nature of the group beginning to emerge
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PERFORMING (COLLABORATION) GROUPS
▪ Collaboration
▪ Commitment
▪ Self-regulation
▪ Group productivity increases
A TRUE TEAM
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A TRUE TEAM!
CATASTROPHE AND CONFLICT MEDICINE COURSE
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DISSOLVING (GRIEVING) TEAMS
▪ When tight-knit teams dissolve
▪ Sense of loss
▪ Sense of lack of worth
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GROUP DEVELOPMENT
DISSOLVING
PERFORMING
NORMIN G
STORMING
FORMING
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WHY HAVE TEAMS?
▪ Meet psycho-social needs
▪ Provide appropriate skills mixes
▪ Provide mutual support to members
▪ Division of tasks
▪ Can produce originality
▪ Most efficient, self-sustaining type of group
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TEAM SELECTION CRITERIA
▪ Professional/medical skills Appropriate
Competent
Application
▪ ‘Team player’
▪ Enthusiasm for task
▪ Medical/health considerations
▪ Cultural issues
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TEAM SELECTION METHODS
▪ CVs
▪ Interviews
▪ Medical/health reports
▪ Psychometric testing
▪ Practical problem-solving
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TEAM BUILDING
▪ Team communication guidelines
▪ Team ground rules
Respect
Responsibility
Procedures
Discussion
Differences
Non-team behaviour
▪ Training
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TEAM TRAININGORGANISATIONAL
▪ Ethos
▪ Doctrine
▪ Policy
▪ Standards to be applied
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TRAININGBASIC SURVIVAL SKILLS▪ Food and water hygiene
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TRAININGBASIC SURVIVAL SKILLS▪ Food and water hygiene
▪ Protection against the elements
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TRAININGBASIC SURVIVAL SKILLS▪ Food and water hygiene
▪ Protection against the elements
▪ Sanitation
▪ Personal hygiene
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TRAININGBASIC SURVIVAL SKILLS▪ Food and water hygiene
▪ Protection against the elements
▪ Sanitation
▪ Personal hygiene
▪ Sleep drills/discipline
▪ Stress management
▪ Defensive driving
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TRAININGPROFESSIONAL TRAINING
▪ Practical application
▪ Continuing competence
▪ Upgrading
▪ Cross-training
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PRE-DEPLOYMENT
▪ PREPARE
▪ PLAN
▪ PRACTISE
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THE SEVEN “P’s”
▪ Prior
▪ Preparation, and
▪ Planning
▪ Prevent
▪ Piss-Poor
▪ Performance!
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TEAM MAINTENANCE
▪ Clear
Mission
Goals
Requirement
▪ Identified outputs/deliverables
▪ Defined
Tasks
Responsibilities
▪ Leadership
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Leadership - A Traditional Working Definition
A process of social influence in which one person can enlist the aid and support of
others in the accomplishment of a common task.
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Leadership v Management
Management Leadership
▪ Administers
▪ Focuses on systems
▪ Relies on control
▪ Short-range view
▪ Asks how and when
▪ Eye on bottom line
▪ Imitates
▪ Accepts status quo
▪ Innovates
▪ Focuses on people
▪ Inspires trust
▪ Long-range perspective
▪ Asks what and why
▪ Eye on horizon
▪ Originates
▪ Challenges status quo
CATASTROPHE AND CONFLICT MEDICINE COURSE
Kaplan (2002)
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Characteristics of a Leader
▪ Optimism
▪ Clear-cut vision
▪ Coherence
▪ Enthusiasm
▪ Team-building skills
▪ Emotional intelligence
CATASTROPHE AND CONFLICT MEDICINE COURSE
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LEADERS
▪ Qualities approach
‘Leaders are born not made’
▪ Situational approach
‘The right person at the right time’
▪ Functional approach
‘The maintenance of group personality’
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FUNCTIONAL LEADERSHIP
TASK
TEAMINDIVIDUAL
Adair 2005
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LEADERSHIP FUNCTIONS
▪ Planning
▪ Initiating
▪ Controlling
▪ Supporting
▪ Informing
▪ Evaluating
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Performance Review Criteria
▪ Specific
▪ Measurable
▪ Attainable
▪ Relevant
▪ Time-bound
▪ [Evaluation]
▪ [Re-evaluation]CATASTROPHE AND CONFLICT MEDICINE COURSE
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Sources of Authority▪ LEGAL/FORMAL AUTHORITY
Rank, position, legal and social rules.
▪ TRADITIONAL AUTHORITY
Personal loyalty and faithfulness.
▪ ACCEPTANCE AUTHORITY
Authority of superior has no meaning unless accepted by subordinates.
▪ COMPETENCE AUTHORITY
Authority has its source in the superior’s technical competence.
▪ CHARISMATIC AUTHORITY
Authority based on personal traits and ‘character’ of the superior.
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Followership
A good follower is able to “stand up for and stand up to” the leader
Followership Qualities
▪ Loyalty and ‘obedience’.
▪ Diligence.
▪ Collaboration.
▪ Ambition.
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Types of Followers
CATASTROPHE AND CONFLICT MEDICINE COURSE
CRITICS LOYALISTS
OPPORTUNISTS TRAITORS
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Types of Leadership
▪ Primal Leadership – features a visionary who is clear, precise, self-confident and coherent.
▪ Business-focussed Leadership – Decision-makers and strategists.
▪ Shared Leadership – Essence lies in teamwork and collaboration, with leaders building motivated and autonomous teams.
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Leadership Styles
▪ Directive
▪ Participative
▪ Achievement orientated
▪ Supportive
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Active Learning Network for Accountability and Performance in
Humanitarian Action (ALNAP) Study 2011
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What Works? ALNAP Critical Review of Leadership Styles
▪ Humanitarian NGO
▪ Civil Defence
▪ Military
▪ Fire Service
▪ Film Industry
▪ Emergency Medicine
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Leadership Models
▪ Exceptional individual
▪ Structured
▪ Collaborative
‘What works best in the humanitarian context?’
CATASTROPHE AND CONFLICT MEDICINE COURSE
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The Terrain and its Challenges▪ Limited and potentially
inaccurate/incomplete information
▪ Need for rapid decision-making
▪ Large number of decisions
▪ Requirement to collaborate
▪ Unclear/disputed priorities
▪ Politicisation
▪ [Inter-agency] no clear line of authority
CATASTROPHE AND CONFLICT MEDICINE COURSE
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The Exceptional Individual
Benefits Challenges
▪ Fast decisions
▪ Flexibility
▪ Initiative
▪ Single line of authority
▪ Risk of overwhelm
▪ Finding/developing exceptional individuals
▪ Culturally specific
▪ Requires single line of communication
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Structured Leadership
Benefits Challenges
▪ Addresses key failures noted in evaluations
▪ Saves time
▪ Lack of flexibility
▪ Hierarchy
▪ Not as adapted to multi-agency contexts
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Collaborative Leadership
Benefits Challenges
▪ Better decisions in complex situations
▪ Improved continuity
▪ More effective collaboration
▪ Required in inter-agency working?
▪ Slow decision-making
▪ ‘Lowest common denominator’
CATASTROPHE AND CONFLICT MEDICINE COURSE
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What Might Work?
▪ Move away from exceptional individual approach
▪ Clarify roles:
Individual
Organisational
▪ Clear mechanisms for collecting, analysing and transmitting information
▪ Principles, not procedures
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Inter-Agency Challenges
▪ Clear membership criteria
▪ Train together
▪ Group decision-making processes and techniques
▪ The leader as facilitator
Successful leadership is about more than the leader
CATASTROPHE AND CONFLICT MEDICINE COURSE
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Oxford Brookes 2012 Study
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▪ A leader is a dealer in hope Napoleon
▪ A leader, once convinced that a course of action is right, must be undaunted when the going gets tough. Ronald Reagan
▪ The nation will find it very hard to look up to leaders who are keeping their ears to the ground. Winston Churchill
▪ It is better to lead from behind, and put others in front, especially when you celebrate victory.....You take the front line when there is danger. Then people will appreciate your leadership. Nelson Mandela
CATASTROPHE AND CONFLICT MEDICINE COURSE
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A leader is best
When people barely know that he exists,
Not so good when people obey and acclaim him,
Worst when they despise him.
‘Fail to honour people,
They fail to honour you’;
But of a good leader, who talks little,
When his work is done, his aim fulfilled, They will all say, ‘We did this ourselves.’
Lao-tzu
6th Century BC
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TEAM TACTICS (1)
▪ ‘Buddy’ system
▪ Fair division of tasks
▪ Establish routines
Meal times
Working shifts
▪ Administration
▪ Maintenance
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TEAM TACTICS (2)
▪ Regular briefings/discussions
‘What have we done today?’
‘What went right?’
‘What went wrong?’
‘What are we going to do tomorrow?’
▪ Re-evaluation of plan
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GOING HOME
▪ Dissolve the team gently
▪ Celebrate!
▪ De-brief
▪ Keep links alive
▪ Join the British Legion!!
▪ Continue to bore people with ‘war stories’ and ‘when I’s”!!!
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SECURITY
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SECURITY CONSIDERATIONS
▪ Personal
▪ Equipment
▪ Transport
▪ Supplies
▪ Prevention of inter-factional violence within camps
▪ Crime/sexual violence
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Personal Kinetic Protection
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PERSONAL SECURITY
Situational Awareness
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QUESTIONS AND COMMENTS ?