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Unread 30-05-2016, 04:05
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Alan Anderson Alan Anderson is offline
Software Architect
FRC #0045 (TechnoKats)
Team Role: Mentor
 
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Re: What can FIRST do to increase FRC team sustainability?

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Originally Posted by jman4747 View Post
I made edits...
I see what you were getting at regarding costs now. I agree with Eric's summary of the benefit: extending the build season gives you more options for scheduling parts build and delivery.

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2.3,

The problem wouldn't be total work it would be how many different things is this new and likely small mentor base having to juggle at the same time. Burnout is burnout. You need more power to do x amount in 1 unit time than x amount in 2 unit time. I can give a more specific anecdote/example if you want.
In my experience, power is not the limiting factor. Energy is. You're trying to argue that doing less for a longer time is preferable to doing more for a shorter time. The counterarguments come at that from both directions: a team that "needs more time" isn't going to benefit from doing the same amount of work across more weeks, and a team that already manages their time effectively is not likely to reduce their power in the way you're suggesting that "struggling" teams will be able to benefit from. You haven't obviously helped anyone, and you have very likely increased the divide between "low-tier" and "high-tier" teams.

I also disagree with your claim that "burnout is burnout". In isolation, that might be true. But add in mentors' families and you will find that it's often calendar days that matter, not just days of high effort. Even if I work with the team only three days per week for eight weeks instead of four days per week for six weeks, I'm still spending concentrated time on robotics for two more weeks according to the people at home who are counting.

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3. Say management of X property would rather you end your meetings at 7 but you usually end at 8 on weekdays. Say in six weeks you met 3 weekdays from 5-8 and you can push it up because school. That's 54 hrs of weekdays in 6 weeks. If you have 8 weeks with the same number of weekday meetings you would have 48hrs(89%) as opposed to just 36hrs (67%). Now you have less of a deficit to make up by adding meeting days or adding weekend time (by ~22%). If management of X property didn't care than it wouldn't affect you and would be a wash.
This probably makes sense to you, but it's just number salad to me. I can see where the 54 comes from, but no matter how I look at it, I can't find a way to get any of the other hours or percentages you list. Six weeks gives 54, but adding two more weeks "with the same number of weekday meetings" somehow gives six fewer hours? Where does the "as opposed to just 36hrs" come from?

The first sentence seems to say you aren't working within the property manager's preferences, so how is any of this relevant anyway? And what the heck does "push it up because school" mean?

Based on the changes you made to your first two arguments, I figure there's just something in your head that didn't quite make it out your fingers clearly enough for me to work with.

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4. Similar to 2.2-3,

If a team meets more often than a student is able to show up they can be left behind or not be able to join. If meetings were less frequent but you still had just as many they would be able to attend a higher percentage of said meetings.
This would be true if the only reason a student can't attend is an absolute lack of hours in the week to spend on the team.

But if the problem is a conflict between the meeting times and either a job or some other extracurricular activities, simply cutting out some of those meetings isn't necessarily going to help. And if the problem is that the student just is not sufficiently committed to the team, spreading out the meetings won't change the situation.

You also ignore the fact that teams are already meeting after bag & tag day. For many teams, if you reduce the frequency of meetings during the first six weeks after kickoff, all you've done is reduce the total number of times they meet.
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