I.

Time context
When the devastating earthquake in Haiti, the airport in
the capital city, Port-Au-Prince, was a chaotic free-for-all.70 Aid planes were
jostling for space on the single open runway and landing randomly. Then, the
evening after the earthquake, a small team of U.S. Air Force specialoperations troops whose job is to control air traffic set up to do what theyve
been trained to do.
II. Statement of the Problem
The airports control tower was too badly damaged to be used. So,
operating from a folding table on a patch of dirt, the team worked to safely
bring in much-needed supply-laden cargo jets. It didnt take long to establish
a system. Haitian aviation officials, assisted by American and Canadian air
traffic controllers, contacted planes 30 or 40 miles out and kept order as the
aircraft headed toward Portau- Prince. When the planes got within 10 or 20
miles, the Air Force team of controllers took over and guided the aircraft onto
the lone runway. Despite the system, the team of controllers found
themselves in conflict with arriving pilots and their governments. For
instance, one argument arose with a French crew over who got to land first
and stay parked the longest.
III. Statement of the object

To improve an effective team by having clear goals, relevant skills,

mutual trust, unified commitment, good communication, negotiating
skills, appropriate leadership, and internal and external support.

To identify the weaknesses of the members.

Improves creativity because the team will need to look beyond current
assumptions.