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Glossary
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Teaching Kids Leadership
- Problem Solving Checklist
- Adjusting Leader Style to Personality Types
- Plan Do Check Adjust (PDCA)
- So what can adults do to help kids learn leadership?
- A rose by any other name is still a rose
- Natural Consequences Versus Coaching and Correcting
- Help Kids Develop Improved People Skills
- Five Year Old Laments 'My sister is making me mad!'
- Socratic question-based discussions
- Have the child report on what they saw that day'
- Great question for the adults trying to teach kids
- Teach Kids How to Deal With Stress Well
- Teach Kids the Pareto Principle, the 80/20 Principle
- Maslov Pyramid Perspective on Kids
- Reading Partner Questions
- Watching Examples and Discussing with the Youth to Help Them Process What They Saw
- Trust is crucial to leadership
- Teenage Decision Making
- Character Development - What is character anyway so kids can develop it?
- Defining Leadership
- Blog Vocabulary Not at Child's Level
- Encouragement for the Single Parent
- Giving children opportunities to lead
- Habits of Mind from Project 2061
- Horizontal Leadership-There are more chances to practice this type for children
- How young is too young to start?
- Introduction for those new to leadership
- Producer or Consumer of Leadership?
- Scouts provides opportunities to practice leadership
- Set High Expectations
- So why should anyone take on the challenge of leadership?
- The Beginning of My Journey of Discovery
- The Paradox of Service to Others
- The Well Trained Mind
- Vertical Leadership is not where kids typically start out
- What about cultural differences?
- What can children pick up about leadership anyway?
- What is age-appropriate for teaching kids leadership?
- What is the Payoff for the Hard Work of Leadership?
- What lessons did I learn trying to develop leadership in my own children (so far)?
- Who cares about leadership?
- Character Development - How do we grow strong character and help children do the same?
- How do we measure our current character?
- Character Development - Fairness as a Character Trait
- Children Can Learn Leadership
-
Blog
- Gallons of Ink
- Got Yubikey Setup
- Experimenting with Ink Containers for Travel
- Cigar Case Pen Protector
- More Ink Mixing for Refill Bottles
- MacOS Sandboxing can Impact Reuse
- Python Programming
- Primary
- How to Make Family History Website and Book with Same Data
- Further Adventures Making DIY Fountain Pen Ink
- Cursive Writing
- Have Pens. Now I Need Paper
- eBook Conversion
- My Copper Metal Pen Arrived
- Do It Yourself (DIY) Mixing Fountain Pen Inks
- Microlearning
- Emergency Preparedness with Mobile Devices
- The Nature of Lisp and Writing with Pollen
- Fountain Pens
- Learning Simulation
- I Wish Familysearch.org Exported Data
- Raising Chickens in Florida
- Climbing the Learning Curve
- Gardening
- Dont Give Up
- The One Thing
- Opportunity Management
- Quote About Questions
- Mindset - Be sure you encourage kids toward 'growth' not 'born talent' with its fixed limits
- Demonstrating Respect and Choice versus Force and Coercion
- Behavioral Styles
- Applying Precepts
-
Family History
- Author's Contact Information
- Conventions Used
- Family History
- Family History Frontmatter
- Family History Introduction
- Historical Timeline
- Note to Future Family History Maintainers
-
Our Lanham Paternal Lineage
- Josias Lanham Family 1628 (Not our direct line)
- Other Siblings and Cousins in the Curtis Harden Lanham Generation
- Other Siblings and Cousins in the Hiram D. Lanham Generation
- Other Siblings and Cousins in the John Lanham (1661) Generation
- Other Siblings and Cousins in the Jonathon Lanham (1630) Generation
- Other Siblings and Cousins in the O.S. Lanham Generation
- Other Siblings and Cousins in the Robert Lanham (1560) Generation
- Other Siblings and Cousins in the Sylvester Lanham Generation
- Other Siblings and Cousins in the T.B. Lanham Generation
- Other Siblings and Cousins in the Thomas Lanham (1701) Generation
- Other Siblings and Cousins in the Thomas Lanham (1757) Generation
- Our Lanham Line - The Paternal Lineage
- The Amanda Francis Lanham Family
- The Andrew Shepherd Family
- The Archibald Lanham Family 1751
- The Benjamin Garfield Lanham Family
- The Burress and Ida Roberts Family
- The Calvin Powell Dorsey Family
- The Charles Selby Family 1762
- The Clifford Wayne Lanham Family
- The Curtis Harden Lanham Family 1813
- The Curtis Harden Lanham Family 1875
- The David Lanham Family 1595
- The Edward James Holt Family
- The Edward Lanham Family 1685
- The Elmer Harn Family
- The Emmitt F. Welborn Family
- The Eugene WILLIAMS Family 1855
- The Frank Robinson Family
- The Gideon Wilburn Ashley Family
- The Hiram Demarcus Lanham Family 1845
- The Issac Elam Family 1803
- The Jacob Shepherd Family 1812
- The James Bedford Ray Family (Cliffie M. Lanham)
- The James Kennedy Family
- The Jasper Shipman Family
- The Jeremiah Lanham Family 1755
- The Jesse Elam Family 1782
- The Joe A. Madden Family
- The John Hendrickson Corely Family
- The John James Roberts Family
- The John Lanham Family 1661
- The John Lanham Family 1690
- The John Nicholas Jacks Family 1740
- The John T. Scott Family
- The Jonathan Hammer Cook Family
- The Jonathan Lanham Family 1630
- The Josias Lanham Family 1590
- The Oran Stroud Lanham Family 1916
- The R.J. Craighead Family 1907
- The R.J. Craighead Family 1907
- The Richard Lanham Family 1697
- The Robert Lanham Family 1584
- The Roger Lanham Family 1560
- The Stephen Lanham (1726) Family
- The Stephen Lanham Family 1760
- The Stephen Lanham Family 1784
- The Sylvester Lanham Family 1790
- The Thomas Benton Lanham Family
- The Thomas Berry (T. B.) Lanham Family 1882
- The Thomas Lanham (1757) Family
- The Thomas Lanham Family 1700 or 1701
- The Thomas Sisk Family 1858
- The W.T. Lanham Family 1850
- The Walter Lee Ray Family
- The William Curtis Lanham Family
- The William Lanham Family 1699
- The Willie Green Scott Family
- The Wortha Leon Lanham Family 1907
- Reference Materials
- Rockwall Cemetery Listing, Rockwall, Texas
- The 2006 Journey to Find Thomas Lanham's Grave Site
- The Lanham family of Wortham (Research Details)
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The Maternal Side of Our Family Lines
- The A. Sion Wheeles Family
- The Aaron Jones Family
- The Abednego Chandler Family 1752
- The Adrian Alford Colbath Family 1893
- The Alex L. Baker Family
- The Alford Nolen Jones Family
- The Andrew Jackson (Jack) Kitchens Family
- The Beall Family
- The Benjamin Colbath Family 1758
- The Chisel True Baker Family
- The Daniel Horne Blackmore Family
- The David Amick Family
- The George Henry Slattery Family
- The J. E. Sisk Family
- The James McHale Family
- The John C. Colbath Family 1820
- The John Chandler Family
- The John Jones Family
- The John Lacey Family (bef 1778)
- The John Patrick Carmody Family
- The John Sappington Family 1723
- The Larkin (Lark) Patrick Williams Family
- The Lazarus Rufus Jones Family
- The Leah Unknown Family
- The Luther Jason Head Family
- The Luther Troup Baker Family
- The Mason Jones Family
- The Michael Gonzales Family
- The Michael Yost Family
- The Patrick Joseph Merrick Family
- The Patrick Merrick Family 1883
- The Patrick Williams Family
- The Perry Rufus Jones Family
- The Peter Logan Yost Family
- The Quirke Family
- The Richard Head Family 1802
- The Richard Merrick Family
- The Robert Chandler Family 1687
- The Stephen Grey Family 1894
- The Thomas Edmonson Head Family
- The Thomas Lacey Family 1808
- The Thomas Winthrop Colbath Family 1851
- The William Estes Family 1785
- The William J. Roberts Family
- The William Milton Jacks Family
- The William Patrick Williams Family
- The Willis Ashley Family
- The Winthrop Colbath Family 1786
- The Time and the Places
- Mental Models
- Contact
- Frequently Asked Questions
Adaptability
A key outcome of development of an individual leader or team or organization is building increased capability to adapt to meet the organization’s challenges.[1] Adaptability for the purpose of performance is an effective change in behavior in response to an altered or unexpected situation.[1]
Tip
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Not all organizations stress adaptability. Typically it is only those organizations impacted by the rapid pace of events and the dynamic changes that impact their operations. |
History is replete with accounts of adaptation, hinging on a leader’s ability to have uncanny insight into the situation, to be keenly self-aware, and to have a mindset and knowledge that promotes adaptation.[1]
Adaptability for an individual means having broad and deep knowledge and a good mix of skills and characteristics (see table 5-3). Critical and creative thinking skills are needed when new situations are encountered and the team does not have existing knowledge to use in adaptation.
Skills | Characteristics |
---|---|
Quickly assess the situation. |
Open-minded. |
Recognize changes in the environment. |
Flexible, Versatile, Innovative. |
Identify critical elements of new situation. |
Sees change as an opportunity. |
Apply new skills in unanticipated contexts. |
Passionate learner. |
Change responses readily. |
Comfortable in unfamiliar environments. |
Use multiple perspectives through critical and creative thinking. |
Comfortable with ambiguity. |
Avoid oversimplification. |
Maintain appropriate complexity in knowledge. |
Adaptability for a team means having a variety of skills within the team to enable adaptation.[1] Adaptability is enhanced when members of the team apply unique knowledge to a problem in new ways.[1]
Developing expertise is important to enable adaptable performance later.[1] Having multiple cues to knowledge determines whether atypical, yet useful, knowledge is recalled when needed.[1] Automatic recall can allow greater spare capacity to deal with novel and complex aspects of a problem.[1] Automatic recall, such as pattern recognition, can develop through repeated training beyond performance standards.[1] Being able to adapt depends on the effort ahead of time that goes into developing the capability to adapt.[1]
While many think of adaptability as a constant good, changing from a known, workable response is not always the best course.[1] Adaptation involves knowing or deciding whether to adapt, what to adapt to, over what timeframe to adapt, and how to adapt.[1] Adaptability is enabled by:
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Recognizing the need for change or recognize a need to take action.[1]
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Knowing the cues that point to real, meaningful differences and cause-effect relationships.[1]
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Having a keen ability to discriminate among environmental cues.[1]
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Having flexible knowledge triggered from different cues. Useful knowledge is likely structured in modular chunks that can recombine in new ways. Understanding the principles and theory behind facts can contribute to novel application of knowledge. This characteristic is cognitive flexibility.[1]
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Seeing multiple sides of an issue and a drive to work toward the best one. Often, multiple sides need integration to derive the best perspective. Openness, seeing opposites, selecting the best of opposing approaches, designing compromise, or resolving contradictions aid integration.[1]
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Thinking in reverse time. This involves being able to think from a desired end state through the prior steps that reach it. It may involve going from constraints or possibilities to figure what is doable, what are plausible goals.[1]
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Handling multiple lines of thought. Involves tracking multiple issues or questions, prioritizing among them, remembering lesser issues while maintaining an overarching perspective, and returning to think about lesser issues when there is time available to think about them.[1]
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Changing perspective. This is referred to as decentering and involves an ability to move away from one’s center or viewpoint to overcome thinking obstacles and blind spots.[1]
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Thinking in progressively deeper ways. Involves thinking at the right level of depth and breadth that optimize effort on thinking to match the gravity of the situation.[1]
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Predicting. Involves going beyond first-order or obvious meaning, to broaden thinking to future classes of situations.[1]
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Visualizing and conceptualizing. Involves ability to imagine complex or unusual relationships, possibilities, or unforeseen consequences and relationships.[1]
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Thinking holistically. Involves seeing wholes, sets of relationships and interactions, instead of analytical, decomposed, individual, or isolated parts. Relates to an ability to "see" in dynamics— moving pictures—instead of a static snapshot.[1]
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Mentally simulating what could happen. Mental simulation means to mentally construct and think through a model of a problem, situation, or potential solution to determine important relationships. The process will gauge how much of some action or resource does it take to create a noticeable difference in an outcome?[1]
To develop adaptability, leaders encourage the following by planning individual or unit events or reinforcing them as they occur during the normal course of collective training or operations:
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Develop sound foundational knowledge and encourage the search for other sources of information. Having a substantial base of knowledge allows leaders to have something ready to apply to new situations and to adjust from the known to the unfamiliar.[1]
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Expand ways of thinking through emphasis on improving critical and creative thinking. Since adaptability opportunities occur in unfamiliar situations, leaders will not have a past answer to apply. Leaders can adapt by thinking through the change using principles of critical and creative thinking. Critical thinking helps make fine-distinctions and connections among concepts, which is useful when analyzing a situation or generating and evaluating solutions.[1]
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Practice with repetition under varied, challenging conditions intentionally selected to prompt adaptability. Practice should allow adequate time for feedback and reflection. Many practice experiences allow leaders to learn about their ability to form situational understanding and the fit of their thought process to multiple problems and the variations that can occur.[1]
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Take advantage of daily events as opportunities for learning,practice,and reflection. Leaders who have a mindset for learning from all activities will be creating knowledge and patterns of thought that can apply to unpredicted situations.[1]
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Create and maintain a supportive culture of innovation, autonomy, and freedom to fail. Learning organizations support the conditions where learning and development will thrive.[1]