[DonRotolo]

Teams do follow a bell curve, just as you have described. The goal is to get the curve to flatten.

Your idea to introduce several teams, each with its own leadership, will get more involved out of necessity.

Your idea to introduce Gantt charts is a good one, but make sure the resources (people) are assigned tasks both within their capabilities AND somewhat 'evenly' so nobody is under- or over-loaded.

Your challenges are to:
1. Get everyone on board with the group/subgroup structure
2. Get everyone familiar with and comfortable with Gantt structure
3. Bring up the skill level - especially of medians - so they can contribute meaningfully with a low error rate.
4. Make the Core understand that exclusion will not be tolerated any more, anyone actively doing that is off the team, no matter how good they are. And mean it.

All of these can only be solved with training. Start now, continue from September to December. The Core need to be sat down and #4 above discussed. They are THE leaders, they'll need to start acting like it.

Make it clear that the product your team produces is NOT robots. It is inspired and gracious students. It happens that a robot is one way of creating those students.

1676 has several subteams: Drivetrain, Manipulator 1, Manipulator 2, electrical, pneumatic, programming, carpentry - not to mention several non-tech. We spend a few hours with each team leader the mentors select and explain what it means to be a leader. We hold then to it, just like training a new employee, a very young child, or a puppy. It is difficult, but worth it.

If you want to discuss these issues further, and in greater depth, PM me.