General Engineering Introduction/Communication/quiz

	reply to text with text, canvas in canvas, voice mail with voice mail
	reply within a couple of hours
	initiate communication by asking for a reply, asking questions, do not expect a response to statements of fact
	write everything down

	doing something in front of people
	working together successfully
	deliverables
	demos

	is what is graded
	is what is observed
	is what is paid for
	is what initially binds people together

	doesn't help groups stay together
	require communication to stay successful
	respect
	help build discipline, forgiveness, "liking each other"

	Engineering
	Sports
	Music
	Art

	inspiration, initiation and ego
	focus
	emotional space, listening space and physical stillness space
	gifts

	never giving space, kids feel like trained monkey
	punishing when kids try to learn, kids are afraid to perform
	grabbing all emotional, listening and physical space, kids never mature
	neglect, kids hunger for something they can not name

	types of performance that have been done successfully
	types of performances that feel inspired to do
	ability to criticize
	gifts grow in emotional, listening and physical space

	room to have emotions that others observe
	others emoting constantly
	flat, even emotional response by others so kids emotions can vary
	quiet, observing, non-emotional adults waiting for kids to emote

	undisciplined performance is not rewarded
	gifts merely establish uniqueness or personality
	discipline is necessary to cultivate gifts into rewarded performance
	discipline is necessary to mature as an individual, rewarded performance is extra

	assume engineers have matured technical gifts into an expertise
	try to find the right mix of engineering specialties that a project requires
	don't understand the open ended nature of projects, the unexpected problems, the creativity required
	assume engineers have, in a disciplined manner, learned how to learn faster than anyone

	can do anything
	feel what role within the team is missing and plug that hole
	can transform their technical skill set faster than anyone else
	can be an expert on any topic

	incentive to reply
	expected time frame of reply
	reason to reply
	civility

	look people in the eye
	shock them with your abruptness
	establish working relationship
	look at your feet

	lots of scientists, engineers and technicians will get confused
	civility, politeness, subtleties often lock in dysfunctional behavior
	civility, politeness, subtleties are often misinterpreted
	did not give reasons, everyone should be civil

	a boundary
	something the instructor worries about
	mouthwash
	size or number, scale

	instructor when agreeing to tasks
	person creating team documentation
	student when performing tasks and writing in notebook
	student when negotiating tasks with team

	documenting failures can fill up the time
	completed tasks are not rewarded
	students should worry about predicting task completion time
	estimating time is a very good skill to develop

	asking for thoughts and feelings afterwards
	focusing on personality rather than behavior
	focusing on facts rather than what you've heard
	trying to stay general rather than focus on specifics
	basing feedback on team problem/project/finish definition
	wait for the perfect time to give feedback
	give feedback in front of everyone

	it is hard to split up the documentation
	one person usually does all the work, everyone else just watches
	cleanup responsibilities, tool putting away responsibilities are not negotiated, leading to messes
	groups hold each other back
	individual incentive, individual enthusiasm and inspiration is lost

	splitting up the mundane, cleanup, putting away activities that no-one wants to do
	figuring out what can be done to push the project forward and then attempting to do it
	a tedious undertaking
	a method of feedback that is usually negative

	writing in a notebook
	data, pictures, video, instructions uploaded to wikiversity
	weekly report
	team documentation
	a live demonstration
	nothing written, shown, displayed, or talked about

	in the project team
	with the instructor
	individually
	after looking at the materials and listening to what everyone else has done
	after looking at similar/identical tasks that have been done in the past

	instructor may list different tasks every time you ask for ideas, thus appearing crazy
	instructor may be confused and start talking about a different project
	instructor may steal your enthusiasm, inspiration, ideas and motivation
	instructor may wander away .. to be found later looking through piles of junk
	asking "what should I do?" causes an engineer's reputation to drop

	tasks require everyone to be at the same place, at the same time with the same materials
	tasks involving "research" don't improve tutorials or build a knowledge base
	unclear problem statements, requirements that need to be renegotiated, finish statements that need to be harmonized
	tasks are not assigned to someone
	the tasks themselves are wrong

	could result in building of a knowledge base
	could result in more than one person doing the same thing
	could result in nothing
	could result in an improved tutorial

	takes too much time
	should be done in the group
	should be asking the lab aid or someone who has already done the task
	should be making a presentation where the class is asked for their ideas
	makes the instructor a better, more respected engineer rather than you

	harmony, unity, consensus, voting
	disagreement
	misunderstanding
	ego invested ownership of ideas
	tension that exposes all possibilities and known facts clearly

	communism
	democracy
	voting in groups when decision matrices, decision trees are much better at exposing all possibilities and facts
	gang pressure

	not naming it and dealing with it in the group
	the person behaving unproductively
	the teacher/instructor/project manager paying attention and dealing with it
	the low entrance requirements of a community college

	only performance is praised
	good attempts are praised
	well documented failure and praised success
	changes in any direction that seem positive are praised
	praise is thought about, cooked, different receipies are tried and served in class, within group meetings

	one student watching another student do something
	one student watching youtube video with another student
	independently, while the author isn't there, repeating success or failure
	editing wikiversity tutorials and/or engineering pages
	creating a new wikiversity version of the other's work

	working together watching video and comparing rankings
	building top 10 lists independent of each other, then comparing
	watching David Letterman
	a list of links in wikiversity

	design before selecting material
	wandering through junk heaps or hardware stores to get an idea of what is available/possible
	cutting cardboard along the seams
	drawing without dimensions

	everything should have explicit clear connections to the problem statem/project description/requirements/finish list.
	problems must be named
	all fog, confusion, disagreement ideally stems from the open ended nature of engineering projects
	the negative side of people's gifts will be exposed

	communicator
	list maker
	hard working
	needs only Cheetos and Dr. Who or Chuck episodes to be happy

	presentation, prioritization, sound byte creation
	hard working
	socializing
	network of friends

	waiting to see who volunteers
	cataloging expectations by watching others quietly
	learning customs, politeness, habits gifts of team mates
	giving up on the immature mess of people that are in the team and becoming a slacker

	creates space and time for others to have emotions, feelings, inspirations, and logic
	listens, repeats, agrees and then inspires
	builds relationships through sharing rather than working together
	disappears when negative things start to happen
	seems to operate in polychronic time

	understanding tasking
	have no problem with being late
	do many things at once
	highly distracted and subject to interruptions
	values context
	changes plans often and easily

	the perfect SAT score problem
	the Chicken and the C student
	the trimmed beak problem
	the A student problem

	both in-group and between group evolution has to happen
	dominance within a group helps shake things up and set expectations
	dominance within a group can harm the group
	better socialization within a group helps improve between group evolution
	why instructors are interested in group dynamics as well as actual group success
	brilliance helps establish specialization or role boundaries necessary for group success
	why documentation is emphasized rather than technical success

	both in-group and between group evolution has to happen
	dominance within a group helps shake things up and set expectations
	dominance within a group can harm the group
	better socialization within a group helps improve between group evolution/project documentation
	why instructors are interested in group dynamics as well as actual group success
	brilliance also helps establish specialization or role boundaries necessary for group success

	groups dominated by brilliance don't document well
	groups without technical brilliance have successfully identified specialty roles
	groups have figured out how document failure
	productivity can be measured in quantity of documentation

	Between group evolution involves learning from other group's failures
	Starting over from scratch should be an option, not standard operating procedure
	Must leverage and learn from previous teams failures
	Clients, venture capitalists and executives expect engineers to fail technically
	Clients, venture capitalists and executives will pay for failure

	Engineers document the path taken towards success, this requires documenting failure.
	The rest of the world only documents success.
	Deciding what is success and failure when projects are open ended leads to arguments
	It is too hard to grade individuals uniquely within a team without a paper trail

	No success is achieved without failure, failure inspires success, success inspires competition
	Quality control, continuous improvement, new patents benefit from failure documentation
	Every success involves the creation of a new design process and documentation organization
	Every success involves new within group and between group dynamics

	An understanding of the importance of documenting failure
	The need to be free from dependence on isolated brilliant engineers
	An understanding of the need for quality control
	The need for continuous new patents and continuous improvement
	Worries about retirement, and the success of mouth to mouth communication of trade secrets

	facilitate between group evolution
	to read engineering documentation
	protect themselves from law suites
	resolve problems before law suites occur
	represent their technical, political, financial interests

	what classes, companies develop in response to meetings, lectures and communication from management
	documentation that a group develops
	something archetypal related to Jungian psychology
	something associated with in-group evolution
	something associated with between group evolution

	success seduces, blinds and limits documentation ... witness the frustration of internet diy tutorials
	reverse engineering technical failure is easy
	repeated forward engineering failure is attractive because along the way, one finds solutions
	a clarity develops, more detail is exposed when documenting failure
	failure documentation enables continuation of between group evolution better than demo success
	the successful demo documents itself, thus only failures need to be documented
	engineering teaches how to capture physical world context from a demo success

	announces brilliance
	talks with confidence even when corrected
	makes everyone else watch and listen
	doesn't create tasks that make the team a success
	doesn't document
	doesn't like others trying to duplicate their work

	slow down by repeating the brilliant success
	slow down by asking questions and documenting, taking pictures and video
	eliminating brilliance with in the group
	ignoring the person, letting them do their own thing
	competing with the brilliance

	A students become professors, C students end up in business that hires professors
	C students are usually better at building, valuing and leveraging the group mind
	C students usually fail at being engineers and become managers
	A students usually become "hard to work with" and end up changing jobs more often
	C students are better at creating between group evolution
	C students understand when it is necessary to find an A student to jump start between group evolution

	assume the team mate doesn't like anyone on the team
	attempt formal communication through the schools LMS so that the instructor can see the attempt
	inform the instructor
	cover for the student by doing their work
	find out what problem the team member has and attempt to help them
	let the instructor refer the student to student services

	we have assumed they have disappeared
	they have "let" life get in their way to becoming an engineer
	life has gotten in their way of becoming an engineer
	you have tried everything and they are not responding
	you are hoping they return

	attempt to relate what they want to do to the project and give them acceptable tasks
	change the project to focus in their direction
	attempt to convince them to be an engineer .. practice learning something new
	talk to your instructor

	ask for help, everyone has a different set of skills
	visualize expected communication associated with tasks each week
	establish minimal communication, emergency communication protocols
	talk among each other until everyone likes each other
	be agreeable and express reservations associated with group decisions outside the group

	first talk to them privately
	try to negotiate simple tasks for them based upon prior work
	confront within the group only after talking with everyone else in the group first
	confront within the group only after no response to a private talk

	try to talk over them yourself
	interrupt with a request to give someone else in the group a chance to talk
	only talk when you disagree with something

	team takes pride in getting the job done, with out dealing with problem behavior
	everyone wants to be friends first rather than bond over working hard
	friendship and being nice is defined as acting in a self-sacrificing manner
	absorbing good rather than bad
	dysfunctional teams ... teams that don't get anything done or can not create tasks for themselves

	professor distracted may not take the time to figure out the details and instead label everyone dysfunctional
	professors usually don't want to be put in the middle of dysfunction
	feelings and emotions in the absence of facts are hard to respond to with action
	hitch hiker's usually beat up the instructor and then file complaint forms

	put them on a team of one
	team up with the student themselves to see behavior first hand
	kick them off the team and wait force them to work their way onto a new team/project
	ask them to drop the class

	left meetings (make a list) without everyone clearly knowing what task they are going to do
	claimed to be (make a list of when) "too busy (forcing others to help him prioritize)
	takes up all available time/space and without helping negotiate tasks
	leaves meeting prematurely, without knowing what everyone else is doing (make a list when)
	doesn't respond to agreed upon communication methods (make a list of emergency communication protocol violation)
	summarizes your work, presenting it as their own or "we" in weekly reports (point this out to the instructor)
	writes their weekly report in 10 minutes before class
	does someone else's task badly and then tries to confuse agreed upon tasks when confronted

	must stop trying to make others happy at my own expense
	must find a stopping point even though you can visualize/feel doing better
	don't live with the feeling of a long suffering martyr .. it generates no respect, just abuse
	cooperation without participation in delegation or task acceptance means nothing
	stop trying to fix people
	set high expectations, don't reward the slightest contribution because it represents "progress"
	loyalty is irrational
	must let people fail so that the team can succeed
	communism has a place

	high
	only in the work place
	high after 6 months of working together
	eventually can be sure one will meet a hitch hiker

	doesn't argue, doesn't spread confusion, doesn't change the subject
	accepts criticism and then begin to perform
	will go along with the group consensus
	can be guided to do reasonably good work

	task negotiation
	team documentation
	presentations
	identifying team problems
	identifying the audience
	speaking in a manner the audience understands

	any
	none (no technical gifts)
	science
	math
	logical thinking

	subtil
	direct
	obvious
	polite
	risk offending someone
	risk misunderstanding between people

	student to student
	student to instructor
	student to client
	student to customer
	student to supplier

	feedback
	criticism
	peer review
	calling out peers
	constructive dialogue

	ability to concentrate
	couch potato
	slacker
	hard to work with
	disappears

	business managers
	project managers
	clients
	customers
	other engineers

	Forming
	Storming
	Norming
	Performing
	Adjourning

	Forming
	Storming
	Norming
	Performing
	Adjourning

	Forming
	Storming
	Norming
	Performing
	Adjourning

	Forming
	Storming
	Norming
	Performing
	Adjourning