*How we can know about the work we need to do on a team.* This reminds me of [[ways of knowing]] and [[Name Claim Aim - Leading with Good Judgment]]. connected to [[cognitive reframing]] and [[reflective judgment]]. It's kind of like [[Thinking as a group vs thinking as an individual]], [[Value of thinking is in the emergent space]] and [[relational coordination]] | [[ways of knowing]] [[Leadership in Crises]] | [[Propositional Knowing]] | [[Procedural knowing]] | [[Perspectival knowing]] | [[Participatory knowing]] | | ---------------------------------------------- | -------------------------------------------------------------- | ------------------------------------------------------------------------------------ | ----------------------------------------------------------------------------------------------------------------------------------------------------------------- | ------------------------------------------------------------------------------------ | | recognize a teaming situation | know that a new group working together is a teamwork situation | how do you know you're in a team? | others may more easily identify this as a team situation depending on their role and experience | my vantage / role may influence if I see this as a team or not | | define the tasks | knowing that a team needs to name the tasks | naming the tasks includes getting others to participate so we don't have blind spots | others have useful views of the moment that will help us name the tasks, the further away they are in the [[hierarchy]], the more important it is to include them | the way I demonstrate [[Leadership in Crises]] factors into if others will speak up | | organize the team into roles | knowing that teams should organize the work by connecting people to tasks or roles | being able to identify when it is best to have people do tasks or take roles or a mix | the work that needs to be done in connection with the people available and their skills and the context we are in indicates how to organize the team | As the team [[transitions involve a messy middle]] for organizing, the use of [[inclusive leadership]] skills will help me get the most out of this step | | do the work | I know that different people in different situations will be better at completing their work | I can say the words of [[Name Claim Aim - Leading with Good Judgment]] during an [[ad hoc team]] situation | I recognize the tension between planning and action as I may need some people to just act while others plan | my role in distributing work effectively contributes to the team success and I can do better or worse at getting feedback in the moment about how I've [[focus attention]] on the right work | This matters because if we can start to understand more deeply our own [[Mental Model]] about how teams work, we may be able to provide a helpful scaffold for others as they debrief teams ##### What would the opposite argument be? While watching the frames grow, is this mostly a [[Perspectival knowing]] phenomenon? How does this connect to [[Backwards Design - Designing for Understanding]]? How will I know if they understand? What are the [[Evidence of Understanding]]? What are the [[counter-intuitive]] for moving up the chain of understanding? tags: #note/idea | #on/team | #on/mentalmodel | #on/thinking | #on/reflection | #on/adhocteam | #on/leadership ##### Sources: This is a table I created de novo on [[2023-06-11]] while thinking about creating a [[External Scaffolding]] for debriefing teams in the [CMS training courses](https://harvardmedsim.org/training/)