Wednesday, August 5, 2015

Ben SC3

  • Chapter 7: How does our team do a good job of being transparent?  Where is it opaque and unclear in its workings?  Be honest.
    • Our team is very transparent with how we feel about designs and is always vocal. We tend to get more opaque when changes are being made, since not everyone is present every day. Sometimes, leadership is opaque as well, since some leaders never actually showed up, or they were irresponsible and unhelpful.
  • Chapter 7: How does our team do a good job of supporting autonomy, mastery, and purpose for each person?  Where does it fall short?
    • I think when we distribute jobs and have each small group figure out how to complete them on their own, it does a good job at supporting autonomy. We do a pretty good job at letting people discover what subteam they belong in. People can try out mechanical, or electrical, or programming. A shortcoming of ours is that when we have people we feel are unhelpful or annoying, we tend to 'dump' them on media. I think we could spend more time working with that person and let them try out different teams, see what is the best fit for them.
  • Chapter 8: "Prioritizing everything is prioritizing nothing."  What do you think are the five highest priority items for our FRC team?  Put them in order 1-5.
    • 1. Set up and comprehend our leadership system
    • 2. Have students leading design, meetings, outreach
    • 3. Have a vast understanding of the year's game
    • 4. Efficiently build a well functioning robot
    • 5. HAVE FUN! (by winning)
  • Chapter 8: Sutherland and others say that authority and leadership should have nothing to do with each other.  Do you believe this is true?  Explain with a concrete example from your own experience.
    • I agree with this, it seems as though authority is the control over someone via punishments and rules. Not trying to start anything here, but there are cases in which teachers use authority, not their leadership, to guide students: making kids do homework not because they want to learn and develop, but with the threat of detention and failure. Leadership is motivating people to do what needs to be done, going through the adventure with them, being a guiding light. This is like when captains of a team will help their teammates up, push them to do better, watch their backs and such.
  • Summary
    • I've learned how to implement scrum, what true leadership is, knowing what is important, and the importance of whole team involvement. It is hard to have one person guiding everyone, so have many people working together, sharing ideas as equals, keeping things moving smoothly.


  1. Along with letting people try the different aspects of the team, I think if someone enjoys a part of it and may not be skilled at it we should make sure to help them improve, so they can become a strong asset to our team and enjoy their time at robotics.

  2. I like and agree with the last one of the priority items.