Engagement

1. A team is engaged when the quality and character of interactions are robust and meaningful. The entire unit/team exhibits a knowledge of the now as a desire to effect the long-term.

2. Soldier engagement is important in the 208th because engagement saves lives in the context of patient care. Disengagement leads to error and the consequences can be mortal.

Failure

1. Failure can paradoxically lead to failure as it shifts focus on the result and not the process.

2. Solely copying the guidelines in the book will lead to failure because that would mirror the leader-follower paradigm and minimize engagement.

Leader-Leader

1.  The leader-leader model remains appropriate in medical company because the best (and most efficient) care is delivered when roles are well-defined and responsibility is shared. It is unsustainable and impossible for providers to involved in every phase of care. As such, each member of the team should work toward the common end-goal and be empowered to within their role.

2. We can put the end-state and the rationale at the beginning of the OPORD.

Purpose of Action

1. “Tyranny of now” often leads to poor or myopic decisions which are not immediately harmful but hinder growth and development.

2. In 2 years I expect the 208th to operate in a coordinated and cohesive fashion. I foresee that NCOs will be empowered to carry out their specific missions with a full understanding of the end-state and the implications of their tasks. I expect medics to operate at the peak of their scope. Providers should oversee medical care but not micromanage.