NCOA DLC Test 2 Part 2

Attitude

Changes in this are more difficult to make because this level is characterized by strong positive or negative emotions

Individual Behavior

Changing this is more challenging than change at the previous levels because people don't like to change the way they do things.

The Thomas-Kilmann Conflict Model uses the following styles for approaching conflict: Competing, Collaborating, Accommodating, Avoiding, and Compromising

Conflict Management NPSC Competing ~ Insisting Collaborating ~ Cooperating Accommodating ~ Complying Avioding ~ Evading Compromising ~ Settling

Integrative

Conflict is not seen as inevitable; there is the possibility for mutually beneficial, "value creating", cooperation. Negotiators see their opposites as partners in the process. Cooperation between the negotiators has the potential to create new value from existing resources by combining or using them in new or different ways.

Trust, Information, Power, and Options (TIPO) Model

Within each negotiation are variables that influence the outcome of your efforts

Reservation Point

"bottom line" or least favorable option or offer you'll accept to end a negotiation.

Position

"what you want". Your position is what you envision as your best possible outcome.

System 1 Thinking

(i.e., Reactive Thinking) is a vital decision-making tool that operates in the background and is relied upon to aid you in supporting daily activities. Examples of system 1 thinking: routine duties, assigning tasks, driving, making coffee, or choosing a seat in a waiting room.

System 2 Thinking

(i.e., Reflective Thinking) focuses on resolving the problem while correcting and monitoring the situation. Examples of system 2 thinking: creating a new section training tracking Excel Spreadsheet from scratch, deciding which college to attend, developing a section perating instruction, or selecting a vehicle to purchase

Step 1: Clarify and Validate the Problem OODA

- Go and See Observe first-hand what is taking place. Actually walking the process or problem area provides first-hand data rather than second-hand opinions. - Voice of the Customer (VOC) Identifying customers and determining their needs (e.g., document the VOC) is a prerequisite to understanding whether or not those needs are being satisfied. Feedback is the key to understanding customer needs. The best methods for obtaining feedback include customer surveys, hot lines, and face-to-face meetings. -Write a problem statement: A problem statement describes the problem in clear, specific, measurable terms and states the current condition exactly. Measurable means using terms that indicate quantity, quality, time, cost, or any term that quantifies or qualifies the problem 1. Written down - Usually the problem statement is in one paragraph because more than one paragraph indicates that more than one problem is stated in a single problem statement 2. Factual - All the descriptive terms should be precise, without emotion, and without names 3. Agreed to by all parties - Lack of consensus at this stage indicates the problem is still unclear A good problem statement should include: 1. What - is the problem? Often two or three words (a noun and a verb) are enough, e.g., target missed, aircraft broken, slow repairs, computer technicality. 2. Where - did the problem occur? 3. When - did the problem occur? 4. What - is the significance of the problem? Many problems exist, some are more critical than others. When addressing any problem, you should ask yourself: "Does solving this problem support the strategic goals of my organization?" If the problem does not apply to the organizations strategy, you should determine how solving this particular problem relates to the vision and mission of your organization.

STEP 2: Break Down the Problem/Identify Performance Gaps OODA

- Key Process Indicators and Metrics (KPI/M) The first step in assessing a problem area is gathering and reviewing KPI/M. this tool enables you to analyze, evaluate, and measure team and organizational objectives in relation to mission outcomes. There are two types of metrics: leading and lagging.9 1. Leading metrics (outcome-based) make future predictions about a likely occurrence, thus allowing you to predict or forecast potential problems and neutralize or avoid them 2. Lagging metrics (results-oriented) track overall performance trends that are collected and reported after-the-fact. Because of the after-the-fact reporting, potential problems may become more of a problem than previously reported - Value and Waste Analysis This analysis aids in streamlining and improving productivity, quality, and customer service. Knowing the following eight types of waste helps you recognize how the problem impacts your mission: 1. Defects - Work that contains errors, rework, mistakes, or lacks essentials 2. Over-production - Generating more than is currently required 3. Waiting - Idle time created when material, information, people, or equipment aren't available 4. Nonstandard over-processing - Efforts that create no value from the customer's viewpoint 5. Transportation - Movement of material or information that doesn't add value 6. Intellect - Any failure to fully utilize the time and talents of people 7. Motion - Movement of people that doesn't add value 8. Excess inventory - More information, parts, material, or other items available than are currently required - Performance Gap Analysis Performance Gap Analysis identifies the difference between the current level of performance and the desired level of performance and can assist in understanding the difference between current performance and customers' requirements (VOC).

three techniques for conducting a brainstorming session:

- Structured approach - This approach means soliciting one idea at a time from each person on the team. Participants in the brainstorming session should refrain from commenting until the person facilitating the forum extends the opportunity. If the participants don't have a comment to share, they should say, "Pass." The session ends when everyone says, "Pass." -Unstructured approach (i.e., also called free-form brainstorming) - The unstructured approach allows team members to call out ideas as they come to mind. No one takes turns and the session ends when the team feels it has exhausted all ideas. -Silent approach - The silent approach is used when you want team members to write ideas on small slips of paper. Then, you collect the papers and jot down the ideas for all to see.

Demand

A demand is a statement of terms with no room for adjustment. This position embodies the most precise use of a "take it or leave it" option.

- Brainstorming

A technique designed to stimulate a chain reaction of ideas relating to a problem. Withhold Judgment The first and foremost rule is to withhold judgment of any sort. Initiate no evaluation, criticism, or judgment about any idea until the brainstorming session is complete. Encourage Freewheeling - The second rule of brainstorming is to encourage the freewheeling of ideas. This enables all individuals to make a contribution. Once ideas begin flowing, the leader allows the group to continue deliberating with little or no guidance. Aim for Quantity, Not Quality - Once ideas are flowing, write down the input of each participant and aim for quantity, not quality. Some ideas might appear silly; however, thoughtful consideration toward others' ideas will more than likely result in information that can be applied to current and future situations. Hitchhike (i.e., piggyback) Ideas - The last rule in brainstorming allows an idea to piggyback or hitchhike on another idea. In a brainstorming session, one member of the group suggests an idea. This idea triggers a thought in the mind of another and the process continues until you have a series of ideas prompted by one original thought or idea.

Locating Alternatives

After your list of musts and wants is completed, you must find alternatives that incorporate the majority of your musts and have some, or all, your wants. Options can be generated from research, creative thinking, subject matter experts, or brainstorming with end users. During this stage, you'll consider and weigh the musts and wants from each alternative.

Lying (Hardball tactics)

Always avoid dealing with someone who is not bargaining in good faith- you should evade. What does it take to rebuild trust when you've been lied to? Even when dealing with this tactic, it's important for you to remain truthful. •• You can counter with a statement similar to the following: "The way things have been going the last week or so, I'm confused. Could you explain exactly what is going on? It's hard for me to work with you if I don't have the facts straight."

Trust in a Person

At the most basic level, personal trust is established between two people and is 'interpersonal' in nature. Personal trust stands alone. It's not reliant on any institution or third-party. Personal trust can be assumed, as when two Airmen who share the core values first meet each other. Or, it can be earned through proving oneself to be trustworthy in actions and in words

Intimidation/Aggressive Behavior (Hardball Tactics)

Attempting to force the other negotiator to agree by means of emotional ploy, this tactic usually uses anger or fear. •• Change the game from hard bargaining to interest based negotiation and use active listening by rephrasing their demands as interests. If they are being rude, you can call them on it. If this hardball tactic continues, you may have to evade or insist your position.

Situational Appraisal

separates, clarifies, and prioritizes concerns. When to use: When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice.

B-SMART

Balanced Ensure goals are balanced across the multiple fronts of organizational output and multiple targets. This means there should be a relationship between the work sections goal, organizational objectives, and the overall mission Specific Have desirable outputs that are based on the knowledge and experience of subject matter experts and are applicable to the process improvement activity Measurable Include time frames and have data that's obtainable from specific sources Attainable Resources are available and may have some risk; yet, success is still possible. Results Focused Link to the mission, vision, and goals that are meaningful to the user. Timely Provide step-by-step views versus giant leaps that are measurable at interim milestones.

STEP 3: Set Improvement Targets OODA

Consider the following two aspects when drafting improvement targets: Strategic Vision: is a view into the future that describes how an organization will strategically perform or conduct business. It implies a gap between the current and future performance, which should be refined and improved Tactical Targets: The tactical targets define the performance levels required to make the goal a reality. Targets should be challenging but achievable and have B-SMART characteristics:

What is the Situation (current and future consequences)?

In a critical scenario, like an emergency, you may only have a few seconds to act or make a decision. If there is no time to make an informed decision, you may have to use your position power to impose a short-term solution. On the other hand, if time is not an issue and all negotiators are willing, you can take your time, gather more information, and seek more appropriate options.

Power

In a negotiation you can apply "power over" or "power with" your opposite. Power over is used to gain an advantage, such as pulling rank. Power with improves the opportunity for a mutually satisfied outcome for all negotiators involved.

STEP 5: Develop Countermeasures OODA

In this step, you develop solution(s). - Analysis of Alternatives Not all countermeasures are suitable; therefore, thoroughly analyze alternatives for workability prior to implementation. Use the following to test possible countermeasures for workability: Effectiveness - Will the countermeasure assist in achieving the target/goal? How well will the countermeasures work? Will it prevent recurrence of the problem? Feasibility - Is the countermeasure possible given cost, resources, safety, and time? Impact - Will this countermeasure create more problems than it solves? How will it affect jobs, other operations, teams, or the unit?

Who are you dealing with?

Is it a subordinate, peer, supervisor, someone from another unit, service branch, or another country? When dealing with supervisors and peers, insisting may not be appropriate as your opposite may have more position power. For instance, it's doubtful any of us could force your commander to act in a given situation. Therefore, cooperating, settling, or complying may be more appropriate. On the other hand, if you have position power, and time is short, insisting may be the most appropriate style. Understanding "who" you are dealing with and the importance of the relationship can help us decide the best negotiation strategy to use.

Readiness and Ripeness

Just like a banana, negotiations have variations of readiness and ripeness. Choosing the most appropriate time to initiate a negotiation can swing the outcome in your favor.

Minimal Encouragements

Minimal encouragements are questions, comments, or sounds that do not interfere with the flow of conversation, but let others know you are there and listening. They build rapport and encourage the speaker to continue. •• Includes statements like Oh?, When?, and Really?

Determine objectives

Objectives should be clear and measurable outcomes that you desire to achieve. Consider two categories, your musts(mandatory/minimums) and your wants(optional/nice to have). The musts determine who gets to play, but wants determine who wins! In the decision analysis process, you should assign weights to each want using a 1 to 10 scale. This will help you decide which is more important and should outline a clear winner during the decision analysis process.

Just Do It

One person (or a small team), occurs in less than a day with little to no planning.

Three basic types of interests

Procedural interests are those concerning how a process is conducted. Negotiators with procedural interests are not as concerned with the actual details of the outcome as they are with how an outcome is determined. •• Psychological interests (sometimes called relationship interests) are concerned with how people feel, how they are perceived, and how they relate with others. •• Substantive interests, which are perhaps the most important, have to do with things such as schedules, prices, salaries, etc. Substantive interests make up the bulk of most negotiations

Improvement Project (IP)

Requires a large team, occurs over a long period of time: weeks, months, or years. creates major improvements to standard practices, which saves funds, reduces manpower requirements, and improves the way you accomplish the mission.

Rapid Improvement Events(RIE)

Requires a small team, planning usually occurs in less than one week. A plan must be developed, a team selected, and communication begun as early as possible. requires the application of a series of problem solving steps to determine root causes of problems, eliminate waste, set improvement targets, and establish clear performance measures to reach desired effects.

STEP 4: Determine Root Cause OODA

Root Cause Analysis is a trade off between digging as deeply as possible and finding the deepest point that's still within your sphere of influence. - "the Five-Why method aids in determining the cause-effect relationships in a problem or a failure event. ••Why does a problem exist? ••Why should we build versus modify or eradicate the existing problem? ••Why in measurable terms are the preventive strategies or newly developed solutions operable or inoperable? ••Why are we postured for continuous favorable returns? ••Why are we not positioned for mission effectiveness in the future?

AFSO21 Five Desired Effects

The _____________________guide improvement initiatives at every level and contribute to the ever changing demands placed upon the NCO.

Risk Analysis

The last step of decision analysis is when you review your selection and determine four things: •• Is there anything I overlooked? • Are there any potential issues as a result of a need? •• Is there a possibility that my choice is invalid? If so, how severe are the implications? •• Is there anything that might prevent me from being comfortable with my choice?

Information

The level of trust directly influences the amount of information shared between/among negotiators. When you trust your opposite, you believe the information they present is truthful and accurate. As a result, you should feel more comfortable sharing information which can lead to better discussions, more effective brainstorming sessions, and a shared selection of options that are good for all involved. However, if you believe the opposite is withholding or offering false information, your options are to use a third-party source to validate the information, confront your opposite with concerns regarding the information, dismiss the information altogether, or continue to negotiate based only on the information provided.

Highball/ Lowball (Hardball tactics)

The other side sets a very high anchor and then offers a concession, and you feel obligated to respond with a concession. This sets you up to feel you are getting a fair deal, since the other negotiator will likely say something like "let's split the difference" from an overly high price. •• Counter this by refusing to negotiate unless they give you a more realistic opening offer, or by countering with a Highball/Lowball of your own.

What are the Stakes (what do you stand to gain or lose)?

The stakes in a negotiated situation are what you stand (or are willing) to lose if negotiations go awry. If the issue is unimportant (the stakes are low), you could evade it or even comply with the other negotiator. Conversely, if the issue is critical to you (the stakes are high), insisting or cooperating may be appropriate. Even evading may be the right choice at first in order to allow time to gather enough information to better understand the issue and to consider all options.

Kepner-Tregoe(KT) Corporation

Their decision-making model is comprised of four distinct processes (e.g., situation appraisal, problem analysis, decision analysis, and potential problem analysis) and is designed to assist you in making sound decisions.

Best Alternative To a Negotiated Agreement (BATNA)

an alternative that, should negotiations fail, you are willing and able to execute without the opposite negotiator's participation or permission.

Anchor

an offer that is at the aspiration point, or slightly more aggressive. The expectation is that the anchor pulls or secures an agreement close to one's aspiration point.

People Orientation

This approach centers on the relationship that exists between the individuals or groups involved. In some situations, developing or maintaining the relationship is more important than the task at hand. This focus on the relationship is not necessarily about developing a friendship; it's about understanding the importance of the relationship's past, present, and future.

Task Orientation

This approach places more importance on reaching an outcome, solution, or resolution. In the military, this is centered on getting the mission done.High task orientation means you are very motivated to resolve a problem or respond to a critical situation. On the other hand, low task orientation means you don't wish to (or need to) resolve the situation at this time.

Distributive

This category assumes resources are limited. The task of any distributive negotiating process is to divide up a fixed set of resources, also known as value claiming. Distributive negotiation's objective is to claim a portion of whatever value is on the table. Negotiators meet to exchange proposals, offers, and counter-offers.

Knowledge

This change is generally the easiest change to bring about. Change at this level occurs after acquiring new information.

Group Behavior

This change is the hardest level of change especially if you have to change customs and traditions that have been around for many years

STEP 8: Standardize Successful Processes OODA

This is the most commonly skipped and most underdeveloped step of the entire problem solving process. consider standardizing improvements, communicating improvements and lessons learned, and identifying opportunities or problems identified in the problem solving process. What's needed to standardize the improvements? 1. Changes to: a. Technical orders b. Air Force Instructions c. Other official policies or procedures d. Equipment e. Material 2. Communicate improvements and lessons learned: a. Key Meetings b. Air Force Publications, message traffic, chain of command 3. What other opportunities (i.e., problems) were identified by the problem solving process

Exploding Offer(Hardball tactics)

This offer is only good for 24 hours, or while supplies last. •• Counter this by asking for more time or offer an option that is close to your aspiration point.

STEP 7: Confirm Results and Process OODA

This step closely mirrors the data collection portion of Step 2, Break Down the Problem/Identify Performance Gaps. Implementation requires a variety of reviews and acknowledgments to confirm results and processes. - Conducting a Review it's critical to avoid focusing solely on the problems and ensure that you establish a balanced, positive, and objective review. - Rewards and Recognition a powerful tool that can make workplaces, on average, 15-25 percent more productive. Furthermore, Airmen may become more engaged and committed to their work and organization. There are six principles of recognition efforts listed below: 1. Timely - Given as soon as possible (i.e., immediately if possible) after the desired performance 2. Proportional - Don't overdo for average or mediocre performance 3. Sincere - Honest and open appreciation of effort 4. Specific - Recognize notable efforts in detail 5. Individual - Recognize personal contributions 6. Personal - Recognition should fit the individual's desires

Snow Job(Hardball tactics)

This tactic aims to overwhelm you with too many details; one person can only absorb so much. It becomes extremely difficult to determine what is real and/or important and what is a distraction. ••Wear the opponent down by making him or her explain each element. The snow job counts on the person giving up on understanding. Make them slow down and go through each piece in painstaking detail.

Ripeness

Timing is critical to successful negotiations. Conflict scholars and negotiators often use the concept of ripeness. After determining whether you are ready for negotiation, use these questions to test whether the situation is ripe for negotiation: •• Are the issues negotiable? •• Are all people/groups interested in negotiating? If not, why is one or more reluctant? •• Can anything be done to make negotiation more attractive to them? ••Does everyone know their alternatives to a negotiated settlement?

Three Phases in the Change Process

Unfreeze, Change, Refreeze

Insist (Take it or leave it)

Use this assertive "winner-takes-all" task-oriented style when obtaining your objective is paramount, regardless of the cost to the opposite's interests or to the relationship. The Insist style is usually used to resolve an emergency situation but is also associated with one's position whose authority and power affords him or her to command and demand compliance without compromise.

Settle ("Let's just split the difference and call it a day")

Use this compromising style when there is little chance of getting everything you want, but a solution is necessary. This style minimally satisfies the interests of both negotiators and typically begins with a "soft offer" in order to leave room for maneuvering toward an option. •• As Alpha team leader, you need access to training materials for your team members. However, Bravo team leader just told you that he needs them, too. So, you both decide to split the materials in half, then swap them when your teams are done.

Comply(Sure, let's do it your way)

Use this passive strategy when preservation of the relationship between you and the other negotiator is more important than the task. With this style, one negotiator complies with, or gives in, so the opposite gets what they want. Use of this strategy tends to delegate responsibility to the opposite party. •• Your best friend wants pizza for lunch. Even though you don't like pizza that much, you agree because your friendship is important to you you.

Good Cop/ Bad Cop(Hardball tactics)

While working as a team, one opposite is sympathetic to your interests and position, while another is aggressive and insists on their aspiration point. ••When faced with a case like this, counter it by naming it for what it's; "you two aren't playing the old Good Cop/Bad Cop routine are you? I can see what you are doing..."

STEP 6: See Countermeasures Through OODA

With countermeasures developed, it's time to see them come to fruition. This includes: communicating the plan to those affected, implementing the new process, and handling unexpected issues that may arise. - Six "S" is a systematic approach to productivity, quality, and safety improvement. The term focuses on achieving visual order, organization, cleanliness, and standardization. The following Six "S" areas can help improve profitability, efficiency, and service 1. Sort - Clean and organize 2. Straighten - Identify, organize, and arrange 3. Shine - Routine cleaning and maintenance 4. Standardize - Simplify and regulate 5. Sustain - Continue training and maintaining standards 6. Safety - Priority in all improvement areas - Visual Management This is the use of visual indicators (e.g., displays and controls) to assist you and others in determining whether you're maintaining the standard condition or deviating from compliance requirements. This tool is used to establish a visual work environment that reflects signs, labels, color-coded marking, and other categorical symbols to denote a specific meaning. - Standard Work This represents the best-known approach to complete a task by ensuring consistency throughout the working process; thus, the same work will take the same amount of resources to achieve the same results every time. - Material/Information Flow determines what material and information are required to implement the countermeasure. Continue to improve and implement product, material, and information flow throughout the See Countermeasures Through process.

Nibble (hardball tactics)

You are about to sign, and then the opposite demands a little something extra at the end to close the deal. This person measures success by winning, by beating the other person, and by getting what they wanted. •• You should stand ready with a little something extra of your own to demand. If they do not comply with your nibble, you could insist on the original deal or evade the negotiation

Options

are simply the different ways of solving the problem. When seeking options, there are two important steps that must be accomplished. First define the problem, situation, or dispute. Second, identify the required and available resources (information, power, time, people, money, etc.) needed to solve the problem, improve the situation, or settle the dispute. More resources usually lead to more options

Negotiation

a process involving two or more people or groups who have a degree of difference in positions, interests, goals, values, or beliefs and who are striving to reach agreement on issues or courses of action

11TSgt Becher is leading a problem solving event in the Fuels Flight. At the first meeting she says, "We have to decrease the response time to fuel the KC-135s. Command Post is receiving complaints daily." After the meeting breaks, a team follows the next fuel run to the flight line to observe the entire process. While at the plane, Becher discusses the issue with the crew chief and pilot. The next day, the team meets again. TSgt Becher says, "We must write out the issue and make sure it includes all the facts." After the team completes Becher's task, all team members agree and finalize the issue." TSgt Becher's _____ will MOST likely _____ mission effectiveness a. understanding of clarify and validate the problem; increase b. misunderstanding of clarify and validate the problem; decrease c. understanding of an improvement project; increase d. misunderstanding of an improvement project; decrease

a. CORRECT. According to the CI chapter, the first step in the Eight-Step Problem Solving Process, defining the problem, is critical to your success. You must first clarify large, vague, and complicated problems as objectively as possible before you can properly identify and address the problem. The techniques for this step include go and see and voice of the customer (VOC). In the scenario, TSgt Becher leads her team through this step. They first meet to discuss the issue, then they go and see the process and get the VOC from the crew chief and pilot. The team then develops a good problem statement that follows the three guidelines: written down, factual, and agreed to by all parties. Because Becher followed the steps and used the techniques, the team should continue the process and resolve the problem.

~TSgt Johnson has been an SFS Airman for 12 years and is not unfamiliar with working swing-shift. On one particular night patrol, he gets a call from dispatch for an alarm activation at the base commissary. He responds to the location and his training immediately kicks in. He instinctively swings open the mobility crate, removes the K9 and begins his perimeter check, looking for any sign of deliberate, forced entry. In only minutes, the scene is secure. TSgt Johnson then has the law enforcement desk contact the facility manager of the building to report a faulty alarm. TSgt Johnson's actions BEST illustrate _____ and its impact on mission effectiveness. a. system 1 thinking b. system 2 thinking c. Just Do It

a. CORRECT: According to the CI chapter, system 1 thinking, is a vital decision-making tool that operates in the background of your mind. It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments. In this scenario, TSgt Johnson uses system 1 thinking when his "training immediately kicks in" and he "instinctively swings open the mobility crate" and "begins his perimeter check without hesitation."

5 TSgt Knight, the section NCOIC, says, "I know that none of us are big fans of change, however sometimes change can be good. You should respond to change by identifying new trends and opportunities, so personnel are never caught off guard and can make sense out of a situation in order to turn obstacles into opportunities and ideas into innovative practices. In addition, you should develop plan A and plans B and C just in case." TSgt Knight's comments BEST identify__________________flexibility. a. cognitive b. dispositional c. emotional

a. CORRECT: According to the change management chapter, Cognitive Flexibility is "the ability to use different thinking strategies and mental frameworks". TSgt Knight identifies cognitive flexibility by saying "You should respond to change by identifying new trends and opportunities" and the "development of plan A and plans B and C just in case".

~TSgt Adams, the NCOIC of the pharmacy is responsible for implementing a new prescription refill process to decrease customer wait times. After identifying deficiencies in the current process, TSgt Adams calls a meeting with his personnel. He explains the problems with the current process, proposed changes, and the timeline for implementation to replace the existing process. TSgt Adams actions BEST illustrate ________. a. unfreezing b. changing c. refreezing

a. CORRECT: According to the change management chapter, this illustrates the unfreezing phase. TSgt Adams creates a felt need for change by identifying deficiencies in the current process and deals with resistance by explaining the problems with the current process, proposed changes, and the timeline for implementation.

6 TSgt Christenson tells his subordinates that the section will implement a new work order tracker because he doesn't like the current one. He tells them, "The change will take place immediately. As of tomorrow the new tracker will be used instead of the old one." After a week, TSgt Christenson realizes that his people are still using the old tracker. When he asked why everyone was not using the new tracker, he was told that not everyone knew how to use the new one and that some people didn't want to switch because they didn't think it was necessary. This scenario BEST illustrates a failure during the __________ phase of the change process. a. unfreezing b. change c. refreezing

a. CORRECT: According to the change management chapter. The unfreezing phase is intended to motivate your subordinates and help get them ready for change. TSgt Christenson fails when he does not create a felt need for change. This is often the most neglected, yet essential element of any organizational change.

9TSgt Gallagher is giving TSgt Lloyd feedback when he says, "This is your thought process that you used to choose different options or actions when there are many choices. There are two types of thought processes you can use when this occurs. Your rapid approach that relies on past experiences or the methodical process that requires deep thought. You must be observant and orient yourself to choose the best option." TSgt Gallagher's comments BEST identify _____. a. the RIE AFSO21 setting b. decision making c. the OODA Loop

b. CORRECT: According to the CI chapter, decision-making is the mental (cognitive) process that results in the selection of a course of action from among several alternative scenarios. In order to truly be effective in decision making, you should understand the two-system approach of decision-making (system 1 and system 2 thinking). In the scenario, TSgt Gallagher is identifying decision making.

While briefing his flight, TSgt Silvers says, "Because it's fast, this style of negotiating may be more appropriate when you have a neutral task and people orientation. You may not be able to negotiate to your aspiration point but reaching a solution is essential. When initially discussing your position, leave some wiggle room in between your anchor and aspiration point for the opposing negotiator to suggest options." TSgt Silvers comments BEST identify the _____ negotiation style. a. comply b. settle c. evade

b. CORRECT: According to the NPSC section, the settle negotiation style is a compromising style to be used when there is little chance of getting everything you want, but a solution is necessary. This style minimally satisfies the interests of both negotiators and typically begins with a "soft offer" in order to leave room for maneuvering toward an option. The people orientation is moderate to low, as we expect the opposite to take care of their interests while we take care of ours. Also, on the NPSC chart, settle is in the neutral position between the task and people orientations. In the scenario, TSgt Silvers is clearly explaining the settle style.

~TSgt Lopez, a senior analyst for an intelligence squadron, was recently informed that his team will deploy as convoy operators. Upon receiving the news, TSgt Lopez first planned how to tell his team. After gathering everyone for the announcement, he said, "We have been tasked to deploy as convoy operators. Although this isn't in our job description, it's a critical need that must be filled to support the war effort. We'll receive all required training to be successful. I will not allow this tasking to affect our current duties." After answering several questions, Lopez encouraged his team members to see him if they had any additional concerns. TSgt Lopez's _____ will MOST LIKELY _____ mission effectiveness. a. ineffective use of the Directive Change Cycle; hinder b. effective use of the Directive Change Cycle; enhance c. ineffective use of the Participative Change Cycle; hinder d. effective use of the Participative Change Cycle; enhance

b. CORRECT: TSgt Lopez is effectively using the steps of directive change in this scenario. According to Change Management lesson, Directive Change Cycle is a change imposed upon the group or organization. As the group is forced to comply, individual behavior is affected through compliance within the group. The application of Lopez's position power is being used to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude.

~After returning from a staff meeting, TSgt Nicholson briefs the personnel in her section about upcoming process changes that will take place. She discusses her plan to implement the changes within the section and monitor the effects. TSgt Nicholson gives additional details and answers question to ensure all of the key players are on the same page. This scenario BEST illustrates TSgt Nicholson's role as the ________ in the change process and her impact on mission effectiveness. a. Change Sponsor b. Change Agent c. Change Target

b. CORRECT: TSgt Nicholson is responsible for implementing changes initiated by the change sponsor. In the scenario, she discusses her plan to implement the directed changes within the section and monitor the effects. According to the change management chapter, Change Agents are "those responsible for implementation of change in an organization".

OODA Loop

provides a systematic and deliberate method for looking at the current situation, determining what problem exists, and then deciding an appropriate and/or effective action.

~MSgt Gonzalez, the Pharmacy Flight Chief, approaches TSgt Stewart and says, "I have a challenge for you. Streamline the prescription filling process and do it without disrupting operations." TSgt Stewart eagerly schedules the team's first meeting. Stewart can tell that the team is knowledgeable about the current process and they are willing to make changes in the process that prescriptions are filled. After a couple days of discussion, TSgt Stewart's team provides a plan for implementation. TSgt Stewart's team gets the approval of leadership to proceed with the changes and the resulting data from the change shows lower wait times and fewer errors. This narrative BEST illustrates the _______ setting and its impact on mission effectiveness. a. Just Do It b. Improvement Project c. Rapid Improvement Event

c. CORRECT: According to the CI chapter, Rapid Improvement Events (RIEs) usually have four components. Those components are listed as, strong leadership buy-in (gets the approval of leadership), knowledgeable and open-minded participants (knowledgeable about the current process and willing to make changes), a tightly focused event scope (streamline the work center filling process), and an implementation plan and metrics to track results (resulting data from the change shows lower wait times and fewer errors). In this scenario, TSgt Stewart uses all of these components to carry out a successful RIE.

10TSgt Carver has been tasked with purchasing a new big screen television for the Airmen's break room. TSgt Carver thinks, "I have to purchase a television for the break room. It must be at least 50 inches and cost less than $750. It would be nice to have high definition picture and HDMI ports." After planning, Carver searches the GSA Advantage website and finds many options. He picks the top three choices and puts them in order. Before submitting to the resource advisor, Carver contemplates, "Did I miss anything? Am I sure these are the best options?" Later, the flight chief thanks Carver for being under budget and getting extra features he desired. TSgt Carver's actions BEST illustrates ________________ and its impact on NCO effectiveness. a. AFSO21 desired effects b. a Just Do It setting c. decision analysis

c. CORRECT: According to the CI chapter, decision analysis is a systematic procedure based on the thinking pattern that you employ when making choices. The four areas that you'll evaluate in the decision analysis process are: decision statement, determine objectives, locate alternatives, and risk analysis. In the scenario, TSgt Carver follows all four steps when making the decision on which television to purchase. TSgt Carver thinks, "I have to purchase a television for the break room. (decision statement) It must be at least 50 inches and cost less than $750. It would be nice to have high definition picture and HDMI ports." (determine objectives) After planning, Carver searches the GSA Advantage website and finds many options. He picks the top three choices and puts them in order (locate alternatives). Before submitting to the resource advisor, Carver contemplates, "Did I miss anything? Am I sure these are the best options?" (risk analysis) Later, the flight chief thanks Carver for being under budget and getting extra features he desired.

~MSgt Rook, a Precision Measurement Equipment Laboratory Flight Chief, has received feedback that his flight is struggling to meet turn-around times on calibrations. MSgt Rook decides to approach TSgt Gerry about fixing the problem due to her ability to leverage previous experiences to quickly and confidently make decisions. TSgt Gerry agrees to tackle the problem and starts by personally observing and analyzing the process over the next few days and collecting data for further examination. Next, TSgt Gerry devises a strategy to address the process issue. Then, TSgt Gerry guides her flight in implementing and evaluating the corrective action to the problem. TSgt Gerry's use of ____________ will MOST likely____________ mission effectiveness. a. system 1 thinking; enhance b. system 1 thinking; hinder c. the OODA Loop; enhance d. the OODA Loop; hinder

c. CORRECT: According to the CI chapter, the OODA loop is, a process where problem solvers review the current situation intensely and form theories about the problem (e.g., Observe), gather data and information to substantiate those theories (e.g., Orient), develop solutions to address the problem (e.g., Decide), and then implement and evaluate their solutions (e.g., Act). In this scenario, TSgt Gerry displays the OODA loop steps through, "personally observing and analyzing the process, collecting data for further examination, devising a strategy to address the process issue, and implementing and evaluating the corrective action to the problem." These steps directly correlate to the steps of the OODA loop thereby enhancing mission effectiveness.

During a counseling session, TSgt Foye says, "I'm not sure why you continue to intentionally use the old process. Last week I was forced to give you an LOC, but you still haven't adapted. Your co-worker got to leave work early yesterday because of their participation. The superintendent has promoted this change since it began. If you want to stay a SSgt, I suggest you get on board. The sections morale has been suffering and customers are complaining about the inconsistency." The scenario BEST illustrates the _____ piece of the TIPO Model and its impact on mission effectiveness. a. trust in a process b. personal powers c. position powers

c. CORRECT: According to the TIPO section, the position powers are often used to pressure or force someone to do something. The position powers include: coercive, reward, connection, and legitimate. In the scenario, TSgt Foye uses all four position powers during the counseling session. , "I'm not sure why you continue to intentionally use the old process. (Coercive) Last week I was forced to give you an LOC, but you still haven't adapted. (Reward) Your co-worker got to leave work early yesterday because of their participation. (Connection) The superintendent has promoted this change since it began. (Legitimate) If you want to stay an SSgt, I suggest you get on board. The sections morale has been suffering and customers are complaining about the inconsistency."

AFSO21

challenges all Airmen to examine processes and eliminate steps in business processes that add little to no value.

Cooperate ("Let's work together and come up with an even better idea")

depends heavily on each negotiator's collaborative efforts and desire to achieve a mutually acceptable outcome (task orientation) while simultaneously managing a trusting relationship (people orientation). ••One of your outstanding Airmen asks to attend a leadership symposium via permissive TDY. However, he's the safety representative and there's a safety inspection scheduled to occur the day after he returns. So, your Airman agrees to get everything ready for the inspection before he leaves and you agree to let him attend the symposium.

The decision statement

determines your objective and provides a specific level of success or resolution. Example: "I need to buy a new car for under $15,000 for my daughter."

Decide

develop solutions to address the problem

Trust in a Process

exists when you have faith in a governing institution and believe that it supports your negotiations. You trust that these processes promote outcomes that are justified (fair and impartial), legal, ethically acceptable, and also satisfy the interests of both negotiators. The Inspector General complaint system, Equal Opportunity policies and programs, Air Force instructions, and the core values are examples of Process Trust.

Orient

gather data and information to substantiate those theories

Problem Analysis

identifies the cause of a positive or negative deviation. When to use: Through this analysis, you may find people, machinery, systems, or processes that are not performing as expected. Problem Analysis points to the relevant information and leads the way to the root cause.

Changing (Phase 2)

involves the actual modification of technology, tasks, structure, or people. This is the movement from the old state, or previous norms, to a new state.

Decision Analysis

is a systematic procedure based on the thinking pattern that you employ when making choices.

Eight-Step Problem Solving Process

is a team-centered, systematic, common sense problem solving approach. It is to assist you in focusing on big issues affecting your team, work center, and the mission anytime you cannot solve a problem with system 1 thinking.

Unfreezing (Phase 1)

is intended to motivate your subordinates and help get them ready for change This is often the most neglected, yet essential element of any organizational change.

Aspiration Point

is the best outcome each negotiator hopes to achieve from a negotiated agreement.

Decision-Making

is the mental (cognitive) process that results in the selection of a course of action from among several alternative scenarios.

Continuous Improvement(CI)

is the strategic, never-ending, incremental refinement of the way you perform tasks.

Decision Analysis

is used for making a choice. When to use: When the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balances risks and benefits to arrive at a solid and supported choice

Observe

problem solvers review the current situation intensely and form theories about the problem

Potential Problem Analysis

protects actions or plans. When to use: When a project simply must go well, risk is high, or a myriad of things could go wrong. A Potential Problem Analysis reveals the driving factors and identifies ways to lower risk.

Zone of Possible Agreement (ZOPA)

the "bargaining range" defined as the overlapping (common) area of each negotiator's aspiration point and reservation point; no overlap, no ZOPA.

Readiness

the ability to decide when it's in your best interest to negotiate an agreement rather than to continue a dispute. Even when it's decided to negotiate, failure to proceed sensitively can jeopardize negotiations.

Trust

the foundation of relationships with others and faith in a system

Evade( Not now, Maybe later?)

the issue at hand is unimportant to one or both negotiators, there are other more pressing matters that take priority over this situation, or the opposite is way too powerful. •• An Airman wants to change one of your workcenter's processes, but you don't have time to consider it because you're working on a time sensitive tasker.

Refreezing (Phase 3)

the locking in of the new procedures until they're a permanent part of daily operations

Interests

the reason behind your position. It's the "why" behind what you want.

Act

then implement and evaluate their solutions

Categories of Negotiation

two basic categories that virtually all negotiation strategies fall into: distributive and integrative.

Fish Bone Diagram (i.e., cause and effect diagram)

used to depict the relationship between specific categories of process inputs and the undesirable output. This technique aids in identifying potential causes to a problem. Categorizing elements associated to the problem can be beneficial in formulating a plan to address the root issue. Organizing the internal and external factors is necessary to correct, sustain, and advance mission objectives.