Friday, August 28, 2015

SL3 Ben

  • Chapter 8: Hunter lists three key steps for ongoing change: foundation, feedback, and friction.  In our FRC team, who sets the foundation?  Who provides the feedback and how?  Who provides the friction and how?
    • In the case of robot building, I think the design and fabrication team would set up a foundation. The rest of the team would provide feedback, where there can be improvements to make their own jobs easier. Friction comes from everyone, there will always be some friction; unless we're in a vacuum, which is unlikely. Hopefully, this year we will be mature and handle that friction in a more constructive manner.
  • Chapter 9: What are the satisfiers that get people to show up to robotics and exert at least minimum effort?  What are the specific motivators that push some students to work very hard for the team beyond simply being present?
    • I think one definite satisfier is the presence of their friends, people often go to simply hang out. A few more could be the challenge, the camaraderie, getting to build something, or escaping their house. A specific motivator could be prospect of acceptance into a top tier college, or cookies work for others.
  • Chapter 9: How much "hunger for excellence" do you think we have as a team?  In your view, are we shooting to be the best or trying to just be mediocre?
    • We are team stuck in mediocrity. Many of us want to be a great team, but don't know how to get there. Some don't care as much, and tend become distractions for the motivated ones.
  • Chapter 9: What will you do this year to help us build community in our FRC team?
    • Avoiding the blame game when things go wrong. Find something for everyone to do, even if you have it's a stretch. Remembering to be patient is difficult, but necessary for a happy community.
  • Chapter 9: We, which includes you, are the leadership core of the team.  This may mean we serve as product owners and scrum masters.  However, it means that we serve as caretakers of our team's greatest assets -- our people.  What kinds of questions will you ask in conversation with your teammates to enable you to understand their needs and serve them?
    • What do you need help with? Is there anything you aren't sure about?
  • Summary
    • I've learned to keep everyone motivated, be a selfless leader, and always listen to feedback. Never be satisfied with your own performance, and always strive to be better.

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