Command Task

Introduction

1.    Group testing technique attempts to evaluate individuals in the context of a group. Its role is to determine an individual's ability to function in a group and based on this functional capacity, to ascertain his actual and potential level and to assess his suitability for the armed forces. The group testing technique; therefore, assesses an individual in this context of an experimental group, which is subjected to considerable physical and mental stress. From this, one seeks to observe and evaluate an individual's group effectiveness, or in other words, the sum total of an individual's contribution to the group and to its task.

2.    The group situational tasks are divided into three phases; namely the basic series, the confirmatory series and the final series. The confirmatory series shifts the GTO's observation from the general view to a close up or pinpointing the behavior pattern. The GTO now concentrates on less clear parts, which are of critical importance to the total picture of the candidate he is trying to build. The task administered in this phase; therefore, are either on smaller groups or on individuals. The last task in this series is the Command task, where the candidate is nominated as a commander for one task and is given the option to choose his own team from amongst the group members for doing this task.

Aim
3.    To design and present a Command task for candidates of Middle Just Below Average level.

Preview
4.    The presentation will be covered in two parts as under:
(a)    Part I    -Theory
(i)    Salient aspects of CT
(ii)    Conduct of CT
(iii)    Values of CT
(iv)    Pre-Selection of CT
(v)    OLQs Emerging
(vi)    Basic Design considerations

(b)    Part II-Practical Conduct of the Designed Command Task
(i)     Briefing
    (ii)    Dimensions
    (iii)    Explanation of CT
    (iv)    Solutions
    (v)    Demonstration
    (vi)    Conclusion

PART I-THEORY

Salient Aspects of Command Task
5.    Following are the salient aspects of Command Task:-
(a)    Each candidate is nominated as commander for one task.
(b)    All rules, less group rule, are applicable.
(c)    The commander is allowed choice of his own teammates from amongst the other members of the group.
(d)    It consists of one obstacle capable of completion by three to four candidates in about 15 minutes.
(e)    Involves moving of a load across the obstacle using men and material.
(f)     Commander is given free hand to discharge his assignment without any prompting and contribution to the plan by others.
(g)    Subordinates are enjoined to merely do the commander's bidding.

Conduct

6.    If the Command Task is conducted after individual obstacles, the candidates are given a short break. The GTO should inquire the well being of the candidates before commencement of the task. Thereafter, he briefs the group, detailing the roles of the commander and also of subordinates. One Command Task is pre-selected for each candidate and before it is allotted, he is detached from the group by the GTO to be taken and shown his task. In this first, one-to-one contact with the GTO, the thought that he will be in the focus of attention and the anxiety to do well in his task, builds up tension in the candidate. The GTO, therefore, seeks to de-tense him by showing personal interest in him through his informal chat enquiring about his comforts, food, inconveniences if any and so on, thus taking his mind off from the task till such time as the GTO has strolled along with the candidate to the obstacle chosen for him. It is imperative that the GTO guards against the temptation of seeking any bio-data about the candidate by an 'unscientific partial interview' which might vitiate his judgment. The candidate after being shown his task is asked to nominate his team. The time for marshalling his team enables the candidate to make his plan and be ready for his execution on arrival of the team. Once the task commences, the commander has a free hand in the conduct of his task and later, if any interference comes from any of his team mates it is only at the commander's behest. Through his quick reactions and careful handling, the GTO seeks continuous productive data out of the command task and prevents any mishaps.

Values of Command Task
7.    Values of Command Task are as given under:-
(a)    An individual may have urge for leadership and responsibility but not the capacity, or the capacity but not the urge.
(b)    The Command task aims to elicit leadership capacity, which may not have been revealed in the leaderless tasks.
(c)    Individuals may be responsibility seekers or responsibility acceptors; the latter will accept responsibility but will not see it.
(d)    Individuals may be capable of functioning at sufficiently high level if compelled but do not seek responsibility or leadership on their own appropriate level, which could be due to: -

(i)    Lack of mature sense of responsibility.
(ii)    Lack of confidence.
(iii)    Inexperience.
(iv)    Genuine modesty.
(e) Individuals with sufficient but lesser ability may be responsibility seekers but may not get opportunity due to presence of stronger candidates.
(f)    By giving a problem and a team to handle, the inhibited, shy, modest or lazy responsibility acceptors can be revealed as well as lesser leaders who may be responsibility seekers but whose ability has been clouded by the more dominant ones.
(g)    The Command Task lays stress on different roles in group effectiveness.
(i)    Accepting the responsibility.
(ii)    Planning the solution of the problem.
(iii)    Organising the team for the task.
(iv)    Co-coordinating and controlling the members.
(iv)    Co-op with the group members.
(v)    Execution.
(vii)    Working patiently and persistently/especially in unfavorable conditions.
(viii)    Ability to stand up to difficulties and setbacks.
(h)    Conduct of subordinates
(i)    Loyalty.
(ii)    Willingness to cooperate.
(iii)    Stress of subordination.
(j)    Performance of candidates in the CT should be seen in the right perspective in relation to their overall performance during all the tasks and giving exaggerated importance to this one particular task should be avoided.

Pre-Selection of Command Task

8.     Based on the recordings during the basic series and previously held tasks of the confirmatory series, the GTO would have worked out and marked the following: -
(a)    Tentative level of each candidate.
(b)    Doubts not yet completely resolved.
9.     Therefore, selection of a CT for each candidate from the large bank of CTs of differing nature and degree of difficulty available with the Selection Board, will depend on the following: -
(a)    Type of candidate (level of candidate)
(b)    Evidence the GTO is looking for to:-
(i)    Corroborate existing data
(ii)    Resolve doubts
10.    Broad parameters for pre-selection of CTs for candidates could be: -
(a)    Clear Adequate Candidates  Difficult tasks commensurate with their  abilities, so as to fully exercise them and not discourage others.
(b)    Clear Inadequate Candidates.  Simple tasks so as not to discourage them or disturb the balance of the group.
(c)    Borderliners. Tasks of different complexity depending upon the types of doubts to be resolved or type of evidence sought. 
(i)    The shy and the timid or submissive     Task demanding sufficient firmness to give crisp, clear and quick decisions.
(ii)    The impetuous, somewhat Irresponsible. Task requiring exercise of care, precision, deliberation, and persistence in the face of frustration.
(iii)    Lethargic. Task requiring hard work, dash and expedition.
(iv)    Candidates with Query on Reaction to Stress Task with a good deal of frustration.


Basic Design Considerations
12.    Basic Design Considerations
(a)    Applicable to all entries.
(b)    Capable of completion by 3-4 candidates in about 15 minutes.
(c)    No specialised knowledge or skill required.
(d)    The obstacle should have clear demarcation lines.
(e)    Minimum three workable solutions.
(f)    Capability to raise/lower the level.
(g)    Utilisation of colours purposive.
(h)    No purposeless structures.
(j)    Manageable number and size/weight of helping material and load.
(k)    Progressive degree of difficulty as far as possible.
(I)    Interchangeability of approaches, if possible.
(m)    Avoid dangerous structures or high-risk solutions.

13.  Type of Candidates.  The rope which has the maximum practical work sense has been replaced by the ring. This has although raised the level of the Command Task slightly, it has reduced the advantage available to the repeater/coached candidates and attempt has been made to bring them at par with an un-coached fresh candidate.  Additionally the limited work space and specific utilisation of the working material makes the task ideal for clarifying the query on the shy and the timid or submissive candidate as the task demands sufficient firmness to give crisp, clear and quick decisions.