Words: 1617
Basic Plot: The jury of twelve ‘angry men,’ entrusted with the power to send n uneducated, teenaged Puerco Rican, tenement-dwelling boy to the electric chair for killing his father with a switchblade knife, are literally locked into a small, claustrophobic rectangular room on a stifling hot summer day until they come up with a unanimous decision either guilty or not guilty.
The compelling, provocative film examines the twelve men’s deep-seated personal prejudices, perceptual biases and weaknesses, indifference, anger, personalities, unreliable judgments, cultural differences, ignorance and fears, that threaten to taint their decision-making abilities, cause them to ignore the eel issues in the case, and potentially lead them to a miscarriage of justice. (http://www. Filmiest. Org/twelve. HTML) Cast of Main Characters: Martin Balsam Juror 1 (Foreman; coach) John Fiddler Juror 2 (Bank clerk; inexperienced juror) e J. Cob Juror 3 (Angry gentleman with photo of son) E.
G. Marshmallow’s 4 (Stock Broker) Jack Glamorous 5 (Grew up in the slums) Edward Binocular 6 (Painter) Jack Warden Juror 7 (Sports fan) Henry Fond Juror 8 (Architect; Man who doesn’t know) Joseph Sweeney Juror 9 (Nice older gentleman) De Begley Juror 10 (Prejudiced older gentleman with cold) George Behooves Juror 11 (Foreign watchmaker) Robert Wobblier 1 2 (Advertising Executive; doodler) Facilitation Options: 12 Angry Men illustrates an abundance of leadership values and principles?especially an emphasis on teamwork, the decision making process, and Socratic leadership.
Students should have few problems identifying those that correspond to the Willard Fire Leadership Values and Principles. The objective is not to identify every leadership principle but to promote thought and discussion. Students should be less concerned with how many principles they view within the film and more concerned with how he principles they do recognize can be used to develop themselves as a leader. Obtain copies of the Crew Cohesion Assessment Tool, developed by Mission-Centered Solutions, from the Willard Fire Leadership Development website (http://www. Friendships. Ova/toolbox/documents/ Crew_Cohesion_Assessment. PDF) for use with Guided Discussion, #1. If you have not used this tool, this might be an excellent opportunity to do so. The film can be viewed in its entirety or by clip selection, depending on facilitator intent and time schedules. Another method is to have the employee(s) view the film on his/her own and then hold the discussion solon. Full-film Facilitation Suggestion: When opting for the full-film method, the facilitator should determine a good breaking point near the middle of the film. 1. Review the Willard Fire Leadership Values and Principles with students. 2.
Advise students to document instances within the film that illustrate/ violate the Willard Fire Leadership Values and Principles on the handout provided. 3. Break students into small discussion groups. 4. 5. 6. 7. Show students 1 2 Angry Men. Break. (Suggestion: When the jury takes their break. ) Begin the guided discussion. Provide a short synopsis with some ‘ticklers” to pay attention before ginning the rest of the film. 8. Resume the film. 9. Have students discuss their findings and how they will apply leadership lessons learned to their role in Willard fire suppression. Facilitate discussion in groups that have difficulty. 0. Wrap up the session and encourage students to apply leadership lessons learned in their personal and work lives. Clip Facilitation Suggestion: 1. Review the Willard Fire Leadership Value or Principle targeted for discussion. (May be given or ask students to identify the value or principle being illustrated after viewing the clip. ) 2. Show the clip. 3. Facilitate discussion regarding the selected clip and corresponding value and/or principle. 4. Break students into small discussion groups. 5. Have students discuss their findings and how they will apply leadership in groups that may have difficulty. 6.
Wrap up the session and encourage Mentor Suggestion: Use either method presented above. The mentor should be available to the student to discuss lessons learned from the film as well as incorporating them to the student’s leadership self-development plan. Encouraging individuals to keep a leadership journal is an excellent way to document leadership values and principles that are practiced. Suggest other Willard fire leadership toolbox items that will contribute to the overall leadership development of the student. Other References: Advanced Knowledge. Twelve Angry Men: Teams That Don’t Quit. Facilitator Guide. 998. (Goes with the Targeted Learning Corporation reference below. ) http://advantageously. Com/twelve. PDF Clemens, John K. And Wolff, Melodrama. Movies to Manage By. Chapter 6 ? “Socratic Leadership?12 Angry Men,” up. 117-137. 1999. Souses, James and Poster, Barry. The Leadership Challenge. Third Edition. 2002. MN. theleadershipchallenge. Com Patented, Major Norman H (USAF). Program Management and Leadership. The Socratic Method – Leveraging Questions to Increase Performance. November-December 2002. Targeted Learning Corporation. Twelve Angry Men – Teams That Don’t Quit http://www. Targeted. Mom/declassification’s. PDF University of Chicago Graduate School of Business, Managerial Psychology. Summary of Class Discussion on “Twelve Angry Men,” with connections to”Six Principles of Group Decision Making. ” 2005. Http://gasbag. Chicago. Du/face/ Joshua. Klan/teaching/ Hyperlinks have been included to facilitate the use of the Willard Fire Leadership Development Program website. Encourage students of leadership to visit the website at http://move. Friendships. Gob. Willard Fire Leadership Values and Principles Duty Be proficient in your job, both technically and as a leader. Take charge when in charge.
Adhere to professional standard operating procedures. Develop a plan to accomplish given objectives. Make sound and timely decisions. Maintain situation awareness in order to anticipate needed actions. Develop contingencies and consider consequences. Improvise within the commander’s intent to handle a rapidly changing environment. Ensure that tasks are understood, supervised and accomplished. Issue clear instructions. Observe and assess actions in progress without micro-managing. Use positive feedback to modify duties, tasks and assignments when appropriate. Develop your subordinates for the future. Clearly state expectations.
Delegate those tasks that you are not required to do personally. Consider individual skill levels and development needs when assigning tasks. Respect Know your suborder antes and look out for their well being. Put the safety of your subordinates above all other objectives. Take care of your subordinates needs. Resolve conflicts between individuals on the team. Keep your subordinates informed. Roved accurate and timely briefings. Give the reason (intent) for assignments and tasks. Make yourself available to answer questions at appropriate times. Build the team. Conduct frequent debriefings with the team to identify lessons learned.
Recognize individual and team accomplishments and reward them appropriately. Apply disciplinary measures equally. Employ your subordinates in accordance with their capabilities. Observe human behavior as well as fire behavior. Provide early warning to subordinates of tasks they will be responsible for. Consider team experience, fatigue and physical limitations when accepting assignments. Integrity Know yourself and seek improvement. Know the strengths/weaknesses in your character and skill level. Ask questions of peers and superiors. Actively listen to feedback from subordinates. Seek responsibility and accept responsibility for your actions.
Accept full responsibility for and correct poor team performance. Credit subordinates for good performance. Keep your superiors informed of your actions. Set the example. Share the hazards and hardships with your subordinates. Don’t show discouragement when facing set backs. Choose the difficult right over the easy wrong. 1. Document film clips illustrating the Willard Fire Leadership Values and Principles. 2. Discuss leadership lessons learned from the film with group members or mentor. Be proficient in your job, both technically and as a leader. Make sound and timely decisions. Ensure that tasks are understood, supervised and accomplished.
Develop your subordinates for the future. Respect Know your subordinates and kick out for their well being. Employ your subordinates in accordance with their capabilities. Integrity Seek responsibility and accept responsibility for your actions. Set the example. 12 Angry’ Men Guided Discussion 1. Using the Mission-Centered Solutions Crew Cohesion Assessment that our facilitator has provided, identify scenes in the movie that relate to the behaviors listed on the assessment. 2. Identify at least three positive behaviors or actions that you saw in the movie that can make your team more effective? 3.
Which of the characters in the movie appear to be leaders? How effective are they? 4. One of the promotional posters for the movie stated “Life is in their hands – Death is on their minds. It explodes like 12 sticks Of dynamite! ” What does this statement imply about the situation and how does this relate to life on the fireflies? 5. How does the decision-making environment of the movie parallel that of he Willard fire service? What lessons will you take from the movie to make your team stronger? 6. Juror #3 has sat on many cases and has a negative view of lawyers. He seemed to have determined guilt even prior to hearing the case.
How does complacency affect decision-making and team effectiveness within the Willard fire community? Discuss instances of complacency that you have experienced. How did you handle those situations? 7. Juror #10 questions the Foreman’s ability to lead stating the Foreman is a “kid. ” This in turn leads to the Foreman questioning his leadership skills. Discuss instances when you witnessed a supervisor disregarding suggestions from a subordinate because the supervisor felt the subordinate lacked the knowledge/experience to make such a suggestion. Was the supervisor’s concern warranted? How did you handle the situation? . Juror #7 changes his vote from guilty to not guilty in order to bring about consensus even though he believes the defendant is guilty. What Willard Fire Leadership Values and Principles does the character compromise? 9. Individual jurors allowed personal feelings (age, ethnicity, class, prior relationships, etc. ) to play a major role in determining their verdict of the pendant. How would you handle a crew/team member who allowed his/her personal feelings to compromise the group’s mission? 1 2 Angry Men The following clips illustrate the Willard Leadership Values and Principles.