Station Dynamics

1. Station Dynamics 2008 CANADIAN COAST GUARD AUXILIARY - PACIFIC

2. Training • Station training requires the understanding of the stages that a volunteer will go through to learn, and master each skill required in each crew level, and the gain of that level on completion of gaining all the necessary skills in that level.

3. Training • This may be defined as the propulsion.

4. Propulsion

5. Propulsion • Every new skill or standard that the volunteer learns may be considered as requiring four parts: 1. Recruitment 2. Rearing 3. Reinforcing 4. Realising • These are the 4 Rs.

6. Propulsion • Ultimately with appropriate tuition, and practice the individual be taught, train, learn in depth and master that skill.

7. Propulsion Each new process starts with recruitment, where the student is using all their concentration to learn that task, to exclusion of everything else . Thus lessons must be kept reasonably sized in scope. RECRUITMENT REARING REALISING REINFORCING

8. Propulsion The next stage is rearing where the student starts to become comfortable with aspects of the task, but still has much to learn. Less concentration is required to fulfil the task. RECRUITMENT REARING REALISING REINFORCING

9. Propulsion RECRUITMENT REARING Reinforcing is the stage where some of the finer techniques are worked on or greater knowledge is gained into the task. REALISING REINFORCING

10. Propulsion Realising is where the mastery of that process is gained, and the student has become totally comfortable with it. Now is the time to move to the next task to be learnt. RECRUITMENT REARING REALISING REINFORCING

11. Propulsion • Progression through the Canadian Coast Guard Auxiliary - Pacific crew level system may also be considered as an upward spiral, with each level being the completion of one crew level.

12. Propulsion RECRUITMENT NEW CREW

13. Propulsion RECRUITMENT REARING NEW CREW

14. Propulsion RECRUITMENT REARING REINFORCING NEW CREW

15. Propulsion RECRUITMENT REARING REALISING REINFORCING NEW CREW

16. Propulsion RECRUITMENT REARING REALISING REINFORCING CREW

17. Propulsion RECRUITMENT REARING REALISING REINFORCING CREW

18. Propulsion RECRUITMENT REARING REALISING REINFORCING CREW

19. Propulsion RECRUITMENT REARING REALISING REINFORCING CREW

20. Propulsion RECRUITMENT REARING REALISING REINFORCING ADVANCED CREW

21. Propulsion RECRUITMENT REARING REALISING REINFORCING ADVANCED CREW

22. Propulsion RECRUITMENT REARING REALISING REINFORCING ADVANCED CREW

23. Propulsion RECRUITMENT REARING REALISING REINFORCING ADVANCED CREW

24. Propulsion RECRUITMENT REARING REALISING REINFORCING COXSWAIN

25. Propulsion RECRUITMENT REARING REALISING REINFORCING COXSWAIN

26. Propulsion RECRUITMENT REARING REALISING REINFORCING COXSWAIN

27. Propulsion REARING REALISING REINFORCING COXSWAIN

28. Propulsion • Progression and training must not stop with attaining the position of coxswain, but be a continuation of honing skills, learning up dated procedures (e.g. new CPR protocols), and taking advantage of new training aids (e.g. simulator, professional courses), etc.

29. Direction

30. Direction • The direction of training at a station will need to satisfy certain parameters.

31. Direction Consistent Goals Set Consistent Goals Set Personal Efforts Leader Driven Team Driven Course Corrections Delegation of Tasks

32. Direction • The Leader and Trainer need to drive the direction the station is to go, with the assistance of other station officers, and coxswains. • The Leader or Trainer should set consistent and achievable goals that everyone is aware of, and working towards.

33. Direction • Fostering teamwork and recognition will bind the volunteers more closely together. The team should be encouraged to assist in taking the station towards its goal. • Personal efforts should be encouraged and recognised when towards the good of the station.

34. Direction • The Station Leader and Trainer should encourage delegation wherever possible to promote greater involvement. • Where the course set set by the Leader and/or Trainers is not achieving the required result, there should be a considered review and a new course set (SAP!)

35. Stability

36. Stability • The healthy station will need to achieve stability in: • Emotions • Challenges • Communications • Loyalty to aid the retention of volunteers

37. Stability - Team Emotions

38. Stability - Team Emotions • The leader of a team has an important part in determining the moods of the team's members. • Members of a team with a leader in a negative affective state tend to be more negative themselves than members of teams with a leader in a positive mood.

39. Stability - Team Emotions • Any member of the group might influence the other members' emotions, either by way of implicit, automatic, emotional infection or by explicit, deliberate, emotional influence in order to promote his own interests. • An increase in positive mood will lead to greater cooperativeness and less group conflict.

40. Stability - Challenges

41. Stability - Challenges • Challenges that a team experience are a great way of encouraging getting groups to work together, complete a task, and promote a more cohesive group. • Achieving something substantial as a group is great for morale and motivation.

42. Stability - Communications

43. Stability - Communications • Leader's Role in Team's Communications

44. Stability - Communications • Defender: Be a buffer between the team and the rest of the organization. Defend the team against unnecessary interference and overloading reporting requirements.

45. Stability - Communications • Manager: This is where classic management techniques for coordination are exercised. Help the team develop habits to make these processes run smoothly and reliably.

46. Stability - Communications • Lookout: Constantly scanning the team looking for indicators of problems and changes, and get involved as needed. All team members need to be watching for indicators of change within their view, the leader with his/her view of the larger organization within which the team is operating.

47. Stability - Communications • Facilitator: This is the most important and difficult activity because it requires significant collaboration and engagement. Facilitating the processes through which the conversations that matter will happen, by bringing together all the key players and make sure that each is contributing effectively to the objectives of the station and organization.

48. Stability - Loyalty

49. Stability - Loyalty • Loyalty is defined as the willingness to make an investment or personal sacrifice to strengthen a relationship. • Our volunteers serve as the face of our organization on a daily basis. Whenever they interact with the public during SAR operations, training or at public events, we need loyal volunteers in order to sell our organization to the public.

50. Stability - Loyalty • If a volunteer is not happy at the station, that fact will come across to new volunteers; if he is loyal, that will come across too. • Volunteers who are loyal and enthusiastic will encourage new volunteers to join, and help build their loyalty and enthusiasm towards our organization.