Golden Arrow Training Handbook

41 Pages·2004·0.63 MB·English

GOLDEN ARROW
PATROL LEADER
TRAINING
FIRSTEDITION 1960
Published by
THE CANADIAN GENERAL COUNCIL OF
THE BOY SCOUTS ASSOCIATION, OTTAWA
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CONTENTS
Page
Introduction.................................................................1
Part I — Patrol Leadership..........................................6
Part II — Patrol Meetings.........................................14
Part III — The Court of Honour................................24
Part IV — Hiking......................................................32
Part V — Camping....................................................40
Guide to Help Assess Golden Arrow........................48
Further Suggested Reading.......................................51
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INTRODUCTION
PURPOSE
This Golden Arrow training book is written directly to you, the Scoutmaster. Its purpose is
to provide a guide which you may use to train your Patrol Leaders, irrespective of their
individual experiences or the experience of the Troop.
ROLE OF THE SCOUTMASTER
In the Patrol System the Scoutmaster’s most important role in the Troop is training Patrol
Leaders. This training establishes the operational standards of Patrols, the Court of Honour,
and consequently the quality of the Scouting enjoyed by every boy in the Troop.
CONDITIONS
Patrol Leaders and Seconds must have been appointed as recommended in The Troop
Scouters Handbook p. 37. They must be aware of the requirements for the Golden Arrow.
ARROW PATROL
For training experiences, the Patrol Leaders (and possibly Patrol Seconds) will form a Patrol
with you as their Patrol Leader. This Patrol is called the Arrow Patrol. Thus you train your
Patrol Leaders in a similar setting to that in which they will train their Patrols. In this way,
they not only learn skills, but how to instruct in them and how to conduct Patrol meetings.
CONDUCT OF TRAINING
The most important thing to understand is that the training and developing of Patrol Leaders
is a continuing process and not the result of a formal training course. The training given to a
Patrol Leader must be adapted:
(i) to his age, personality and experience in Scouting;
(ii) to the standing and experience of the Troop;
(iii) to the activities in which the Troop is currently participating.
For this reason there is no set syllabus but an indication of the guidance the Scout needs
from you to help him perform his duties as a Patrol Leader. His training must begin as soon
as he is elected and must fit in with the current activities of the Troop. It is expected that a
Patrol Leader or Second should be able to fulfil the requirements for the Golden Arrow
within six months of being elected.
The notes in this booklet should be adapted to suit the circumstances, be expressed in your
own words and spiced with examples and personal anecdotes. DO NOT READ THESE
NOTES TO YOUR PATROL LEADERS.
While it may be necessary to conduct yarns on some of the subjects, do not attempt to cover
too much at any one time. Probably the best learning results when discussion arises natur-
ally from an incident or question. For example, a Patrol Leader bothered with lack of
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discipline may ask at a Court of Honour meeting what action he should take. This would
provide an excellent opportunity to cover this aspect of Patrol Leader training and
discussion should be encouraged so that all may contribute their thoughts and experiences.
A great deal will also be learned incidentally through participation in the normal training
programme of the Arrow Patrol.
Patrol Leaders receive training and guidance through three main avenues.
1. The Court of Honour. While Court of Honour meetings have their own specific
purpose in the Troop, a Patrol Leader will learn a great deal about his
responsibilities, understanding human nature and developing a sense of values,
through the discussions which take place. When you attend meetings of the Court
of Honour, you will seize opportunities as they occur, to provide learning
experiences, but beware of preaching or of abusing your privilege.
2. The Arrow Patrol. The meetings of the Arrow Patrol will provide opportunities
for the members to learn and develop new skills, to progress with their personal
advancement, to prepare for forthcoming activities and to learn by personal
experience and from example, how to resolve some of the problems of leadership.
3. Personal attention. Much of the guidance a Patrol Leader will receive will be
through discussion with you and it is important to realize that the possibilities of
developing his potential as a leader will be realized only if his education is the
result of mutual learning.
Assistant Scoutmasters and others may be enlisted to assist when necessary, but the
responsibility and the lead must always remain with you.
TRUST
Patrol Leader is a position of responsibility. Each boy has his own capacity which should
develop as he grows — the responsibility entrusted to him must remain a challenge but not
go beyond his capacity. Patrol Leaders will make mistakes but, properly handled, they can
be valuable learning experiences. Help him to profit by his mistakes, avoid criticism of him
in front of his Patrol and don’t assume his responsibility for him unless absolutely
necessary.
Demonstrate faith in each Patrol Leader and his Patrol by trusting him to do the job for
which they have elected him.
NOTES TO SCOUTMASTER
Throughout the book there appear “special notes” to Scoutmasters which require extra
emphasis in putting across this course. As these notes relate to the subject being
treated, they have been left in the body of the book, but they have been separated with a
heading and indented from the regular type.
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GOLDEN ARROW REQUIREMENTS
In order to qualify to wear the Golden Arrow, a Patrol Leader or Second must:
1. Have received instructions from his Scoutmaster in all essential aspects of Patrol
Leadership, mentioned in the Golden Arrow Patrol Leaders’ Training Booklet.
2. Have satisfactorily participated in a Patrol Leaders’ training hike as outlined in
the Golden Arrow Patrol Leaders’ Training Booklet.
3. Have satisfactorily participated in a Patrol Leaders’ training camp as outlined in
the Golden Arrow Patrol Leaders’ Training Booklet.
4. Have knowledge and ability above the general standard of his Patrol in any three
Scouting skills and demonstrate his ability to instruct in these subjects.
5. Satisfy his Scoutmaster that Patrol meetings of not less than thirty minutes each
are being held regularly, to the benefit of the Patrol.
6. Satisfy his Scoutmaster that he has led his Patrol in camp for at least a period of
twenty-four hours, to the benefit of the Patrol.
7. Be recommended for the Patrol Leader Golden Arrow Badge by the Court of
Honour and his Scoutmaster.
The Golden Arrow Badge is worn on the flap of the left pocket.
The Golden Arrow is available to Patrol Leaders and Patrol Seconds only.
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PART I.
PATROL LEADERSHIP
“The best progress is made in those Troops when power and responsibility are really
put into the hands of the Patrol Leaders.” Baden-Powell.
BEING A LEADER
Patrol Leaders are the key personnel in Troops.
Leadership is the ability to attract a following, to deserve support and to inspire confidence
in ability to make right decisions.
The Patrol Leader, elected by his Patrol, has already fulfilled the first condition. The Patrol
has demonstrated that he is the one it is most prepared to follow, which would seem to
indicate that he has some inherent leadership ability. The fact that he has been elected is an
encouragement and a challenge to him to do his best. Having gained a following, he must
now maintain it. It is your job to strengthen his natural ability and to help confirm him in his
position. This is much easier to achieve by “doing” than by “talking” and the first step is
recognition. He is the leader of a Patrol, he speaks for them — they take their lead from
him.
NOTES TO SCOUTMASTER
Be sure that his position is respected and nothing is done to undermine his authority.
Pass instructions for the Patrol through him — avoid embarrassing him in front of his
Patrol.
To deserve support he has to work harder than any of those serving under him. This does not
mean that he has to do all the jobs, but rather that he has to work harder than anyone else to
help to make his Patrol the best and to see that every member has equal opportunity for
advancement, fun and adventure.
His ability to make right decisions will grow with experience, knowing his Patrol and
obtaining their views.
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effort. The choice of jobs will be decided by the Patrol-in-Council — each member stating
which he alone is responsible. It must be a job of value to the Patrol and call for regular
important to that Patrol. One way to achieve this is to see that each member has a job for
It is important that every member of a Patrol feel that, in some way or another, he is
PATROL ORGANIZATION
Your ability to lead will be reflected in your Patrol Leaders.
improve.
reasons for their behaviour and to decide what approaches might be taken to help them
him to discuss the values of each boy with you in private. Help him to understand the
Patrol Leader may be helped to understand the members of his Patrol by encouraging
those things which need attention and what he may do to improve them. Similarly, a
from time to time, praising those things at which he is good and trying to point out
A great deal can be done to help a Patrol Leader by discussing his ability with him
N O T E S T O S C O U T M A S T E R
— must at all times do his best — especially in trying to keep the Scout Promise.
himself through his Patrol and to subdue those habits which they find annoying.
— tries hard to control his emotions, especially his temper. He must try to discover
— stands by his Patrol through fair or foul, collectively or individually.
not prepared to back up.
inconvenient. Consequently, it is important that he not promise anything which he is
must do everything within his power to keep that promise, even though it may be
— must keep his word. If he promises something, whether it be favour or threat, he
— must be fair and not play favourites.
important what it is, so long as it is known and valued by the other members.
—
must be able to do some things better than anyone else in the Patrol. It is not too
—
is not bossy. He does not go around complaining but cheerfully tries to encourage.
cannot. Once his bluff is found out respect and trust fade.
—
does not try to bluff his followers by pretending he can do things he knows he
— delegates authority to those best suited to assume it for any specific occasion.
accordingly.
to accept their views but he will be guided by them and may adjust his own decisions
— will always discuss plans with his Patrol and listen to their counsel. He does not have
The wise leader:
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creation of group interest. If boys are interested, they will want to participate and achieve
Perhaps the most essential requirement for the maintenance of good discipline is the
PATROL DISCIPLINE
the Law has particular implications here.
There is no substitute for doing things together to build Patrol spirit, and the second part of
will do much to build Patrol spirit and to develop Patrol history and tradition.
foul. The Patrol slogan, yell or song, especially one developed as the result of an incident,
membership in the Patrol and the Patrol flag becomes a banner to follow through fair and
they can discover a common bond. Patrol colours become a symbol of ownership and
their Patrol name, they should change to one which has more meaning to them and in which
spirit, but they must have real meaning to the boys in the Patrol. If they are not interested in
Such things as Patrol name, Patrol colours and Patrol call are aids towards developing Patrol
together.
quality that must be developed by the members of the team in the course of working
— esprit de corps — is
Patrol spirit is that intangible quality which unites a team. It a
PATROL SPIRIT
delegate some specific responsibilities to his Second.
his Second is in complete charge. The Patrol Leader, by mutual arrangement, should also
Patrol on occasions and it must certainly be understood that in the Patrol Leader’s absence
each other’s efforts. The Patrol Leader must provide opportunities for his Second to lead the
Patrol. The Patrol Leader and Patrol Second must work closely together and complement
about Patrol plans and get his reaction to ideas, possibly before they are placed before the
the full confidence of the Patrol Leader. The Patrol Leader will consult with his Second
The Patrol Second is in a special category. He is the assistant Patrol Leader and should have
Pioneer.
advice and when a decision has been reached, he may well turn the operation over to the
decide how it is to set about the job. The Patrol Leader will depend on the Patrol Pioneer for
Patrol finds it has to build a bridge across a gully, the Patrol will have a Patrol-in-Council to
will delegate leadership to other boys for certain activities. For example, if on a journey the
specialists in certain fields. The wise Patrol Leader will be aware of this and on occasions
Under this system, it is often found that boys develop definite preferences and become
or the one to whom the Patrol Leader delegates the preparation of menus for camp.
the Patrol Cook. The Patrol Cook may be the instructor on Second and First Class cooking,
the Patrol goes to camp. Each boy will take his turn at cooking but may seek advice from
is not his exclusive privilege. For instance, the Patrol Cook does not cook every meal when
the individual. It should also be understood that while a job may be a boy’s responsibility, it
his life in the Patrol. Jobs may be changed or rotated at any intervals that suit the Patrol and
responsibility. However, the appointment to any job is not binding on a boy for the rest of
his personal preferences. In some instances, some boys may have more than one
their objective. Interest can be more easily achieved in the Patrol if all members participate
in planning (see Patrol-in-Council). Before this can be effected, the Patrol Leader must
understand that he is a leader and not a driver or dictator. There is an obvious tendency for
Scouts elected as Patrol Leaders to feel they are “the boss” — but boys soon get tired of
being bossed around.
Most boys respond to reason and will follow a positive lead if wisdom dictates its necessity
or if it represents the wishes of the majority. A weak lead by a hesitant Patrol Leader who
can’t make up his mind is likely to cause internal conflict, a falling off in morale and
eventually the complete breakdown of Patrol discipline. The Patrol Leader must see that
there is a fair division of work and pleasure within the Patrol and that everyone gets his
share of chores.
When a Patrol Leader delegates authority to a member of his Patrol, he should leave him
alone to get on with the job and not interfere with the way it is being done. If more speed or
effort is required, it should be suggested by way of encouragement and not by needling or
grumbling. This is sometimes a very difficult lesson to learn, especially as boys seldom do a
job in exactly the same way. Although a job may be delegated, the responsibility for it still
rests with the Patrol Leader, just as a Captain is always responsible for his ship, no matter
who is on the bridge. When delegating authority, the Patrol Leader should be reasonably
sure that the person delegated is competent to fulfil the task requested of him and that
instructions for carrying it out are clear.
NOTES TO SCOUTMASTER
it is particularly important to impress Patrol Leaders with the need to think out
instructions clearly and methodically before issuing them. Lack of clear direction
causes mistakes and creates confusion.
Scouts are still boys learning self-control and they must be expected to kick over the traces
occasionally. It is very important for a Patrol Leader to understand that encouragement is
often much more effective than punishment, when dealing with someone who has been
disobedient. He should always ask himself how much of an effort the culprit is making to
“do his best”. When a boy is continually disobedient, or causing trouble in the Patrol, try to
find the cause. Where it is necessary for a Patrol Leader to discipline a member of his
Patrol, the punishment preferably should take the form of loss of privilege. Avoid physical
punishment and delegation to do additional chores.
Occasionally, feeling may run high between two boys and develop into a fight. In such a
situation, provided the boys are
fairly matched, it may be best to let them fight it out in a supervised wrestling or boxing
match. If the pair are not fairly matched, then some other contest may be devised. While this
may release tension, it may not solve the problem which caused the fight in the first place —
and this must be resolved if further outbursts are to be avoided. Do not allow bullying or
display of spite. The Patrol Leader must be prepared to follow through with any disciplinary
action he has threatened if necessary. He must be careful, therefore, not to threaten anything
he might not wish or be able to carry out.
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