Course 15 b set

How to Increase Your Chances of Success as a Follower

Control your emotions. Offer solutions to problems. Recognize the importance of timing. Use the chain of command.

When diagnosing the status of on organization observe the following

The situation (based on the current situation and what we want it to be in the future) The people (based on the indicators or morale, esprit de corps, discipline, and proficiency) The environment (based on resources and structure)

Executer

Willing to implement the ideas Documented everything Formulated results into presentable product Presented the flight's results Ensured project was completed

12. List three resources that a leader must know and have the ability to tap into in order to set up a plan and begin a development process for his or her Airmen.

12. (1) Other people who have skills and who are willing to mentor, (2) knowing about the organization's budget, including the process for requesting funds and other types of support, (3) various outside agencies (Airmen and Family Readiness Center, Family Advocacy, AMS for special duty opportunities, etc.), (4) PME requirements, seat availability, and opportunities (e.g. instructor, adjunct instructor, etc.) (5) Eligibility (promotion, special duty assignments, deployments, TDYs, etc.) (6) Private Organizations (Top 3, AFSA, Toast Masters, 5/6, etc.)

13. What are some examples of future job/role responsibilities?

13. Team Leader, Ceremony MC, Scout Leader, Honor guard, Youth League Coach, Church Volunteer, First Sergeant, Recruiter, Defense Attaché, PME instructor, Superintendent, NCOIC, Flight Chief, Additional duties (e.g. safety, RA, shirt)

14. As a leader, how have you exercised position power?

14. Coercive, Connection, Reward and Legitimate

15. As a leader, how have you exercised personal power?

15. Referent Power, Informational Power, Expert Power

3. Give examples that demonstrate the difference between feedback and advice?

3. An example of feedback would be a follower giving a leader feedback on a decision he/she just made or made in the past. An example of advice would be a person giving advice on a decision that the leader is still contemplating or researching.

3. What does the acronym BATNA stand for?

3. Best Alternative To a Negotiated Agreement

4. What is meant by advocating for a leader's point of view?

4. Advocating leadership's decisions and points of view is not about being a "yes person"; it is about communicating your concerns in ways that leadership will listen. However, when you receive the final answer, salute sharply and go do with a forward-thinking, optimistic attitude, even when you disagree with decisions.

5. Explain how Trust impacts negotiations.

5. Trust is the foundation of relationships with others and faith in a system. There are two categories of trust: trust in a person and trust in a process.

5. What should be your objective in committing to the action plan of the organization and mission?

5. Your objective is to embrace your role and commit physically, emotionally, and mentally to accomplishing the mission via the action plan.

_____ Disputes and arguments occur A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

B.

_____ Members acknowledge the purpose and goal of the team A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

B.

_____ Most difficult stage A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

B.

_____ Stress and anxiety increase A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

B.

_____ Develops a greater sense of involvement in the organization's direction A. Community B. Cooperation C. Coordination D. Communication E. Coaching

B. Cooperation

_____ Encourages the team concept by making sure everyone knows and understands the organization's mission and purpose, which encourages a participative approach to meeting these objectives. A. Community B. Cooperation C. Coordination D. Communication E. Coaching

B. Cooperation

_____ Accept roles and responsibilities A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

C.

_____ Collaboration and camaraderie grow A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

C.

_____ Members "Agree to Disagreed" A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

C.

_____ Productivity is high A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

C.

_____ Ensure everyone has an opportunity to speak, to ask questions, and raise concerns A. Community B. Cooperation C. Coordination D. Communication E. Coaching

C. Coordination

_____ Explains member responsibilities in detail and how their actions affect the organization's success A. Community B. Cooperation C. Coordination D. Communication E. Coaching

C. Coordination

_____ Ensures all members realize how important they are to the mission. A. Community B. Cooperation C. Coordination D. Communication E. Coaching

C. Coordination_____

20. Match each of the Five Common Dysfunctions with its characteristic? A. Absence of Trust B. Avoidance of Accountability C. Fear of Conflict D. Inattention to Results E. Lack of Commitment _____ Avoid conflict as its negative connotation threatens trust, communication, morale, welfare, and mission accomplishment _____ Doubt in others or mission will cause members to struggle to commit fully to ideas, decisions, or tasks made by other members of the organization _____ Holding others accountable usually leads to confrontation. Members are likely to avoid these situations _____ Unwillingness to confide in and share knowledge, feelings, and concerns with one another _____ When members place their individual needs and goals ahead of the team and the organization

C. Fear of Conflict_____ Avoid conflict as its negative connotation threatens trust, communication, morale, welfare, and mission accomplishment E. Lack of Commitment_____ Doubt in others or mission will cause members to struggle to commit fully to ideas, decisions, or tasks made by other members of the organization B. Avoidance of Accountability_____ Holding others accountable usually leads to confrontation. Members are likely to avoid these situations A. Absence of Trust_____ Unwillingness to confide in and share knowledge, feelings, and concerns with one another D. Inattention to Results_____ When members place their individual needs and goals ahead of the team and the organization

_______ at this level, subordinates produce good quality work because they truly enjoy what they do—they believe in their job and their reward is personal satisfaction. a. Involvement Level b. Performance Level c. Membership Level

A

_____ Little or no conflict A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

A.

_____ Minimum shared feelings and feedback A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

A.

_____ Minimum shared feelings and feedback A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

A.

_____ Makes sure every member of the team feels like an essential and important part of the team and the unit A. Community B. Cooperation C. Coordination D. Communication E. Coaching

A. Community

12. What are the advantages of having a Flexer on your team?

Advantages: Flexers are able to: - focus on everything - adapt their styles to fit the needs of the team - view issues from multiple perspectives - monitor contributions of all team members and when necessary, step in to fill gaps in order to keep things moving in the right direction. - demonstrate equal preference for most or all of the roles

16. Match the differrent levels of the Contemporary Model with their characteristics/level of commitment. a. Involvement Level b. Performance Level c. Membership Level ______ tend to be more involved in the work center and often contributes but only as long as leadership recognizes their contributions. ______ at this level subordinates meet minimum standards, but do not get too involved in their jobs. They complain about things but never make an effort to solve the problem or even offer solutions. _______ at this level, subordinates produce good quality work because they truly enjoy what they do—they believe in their job and their reward is personal satisfaction.

B C A

Essential Follower Traits

Competence Integrity Loyalty Initiative

_____ Creativity is high as members are willing to share ideas without fear of negative criticism and reprisal. A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

D.

_____ Eventually the team reaches their goal A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

D.

_____ Heightened morale and loyalty to the team and its success A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

D.

_____ Proper communication ensures everyone is on the same page and working toward the shared goal. A. Community B. Cooperation C. Coordination D. Communication E. Coaching

D. Communication

Advancer

Encouraged Creators Thought of ways to make ideas work Prompted team interactions Verbally sparred with Refiners Flights with no Advancers might hear... "Flight was not united/in agreement on any idea, it was hard to move forward"

Roles Creator

Enthusiastically offered plenty of innovation and unique solutions Recognize alternatives that others missed. Flights with no Creators (very rare) might hear... "We struggled to formulate ideas and thoughts as a flight"

21. How might positive team dynamics affect a team's effectiveness? Negative Team Dynamics?

21. Positive team dynamics result in high-performance teams: - Team members communicate well, respect each other, have equal amounts of commitment, are willing to recognize and work with each other's strengths and weaknesses, and utilize preferred roles. Negative team dynamics result in low-performance and may even tear teams apart. - Team members do not communicate well, show no respect for each other, offer very little commitment, are refuse to recognize and work with each other's strengths.

10. What needs to be created in order to address the personal and professional developmental needs of an Airman as it relates to fulfilling current or future job/role responsibilities?

10. A deliberate development plan

16. Why is it important to understand the "Z" Process?

- Knowing the "Z" Process allows team leaders to monitor the team's progress and manage conflict generated from passing ideas back and forth. - In the case of teams without a Creator (or Advancer or Refiner or Flexer) the team leader can step in and fill the gap to ensure the "Z" Process continues to work effectively. - The "Z" Process ensures ideas are well thought out before attempting implementation

14. Why is it important to understand the P.E.P. cycle?

- Knowing the cycle exists allows team leaders to monitor idea generation and then, at the peak of elation, hand ideas off to the Advancer. This gives Creators (and others) the confidence to put forth additional ideas. - Without continuous monitoring of the cycle, ideas die soon after creation because no one recognizes their importance or promotes them. In the meantime, the Refiner and Executor wait impatiently idle.

10. What are the two categories of negotiations?

10. Distributive and Integrative

24. What should you consider when assessing team success?

- Talents (skills and abilities) - Expertise (knowledge and experience) - Assessments (Customer surveys, inspections, performance evaluations) - Means: (Resources to include: equipment, facilities, financial, time, information)

18. How will knowledge of team roles the P.E.P. Cycle, and the "Z" Process, help you in the future?

- The P.E.P. Cycle helps to verify when to get involved with the team to pursue ideas - The "Z" Process helps to identify where the team is in the development of ideas and who to engage at the appropriate time - Assist in properly aligning the team member with the role that suits them - All concepts will enhance team leadership abilities to maximize team productivity and success

17. How can you use this information on team roles, P.E.P. Cycle and the "Z" Process to help your flight?

- Increase team success by encouraging A. Creators to offer ideas by catching them at the peak of the P.E.P. Cycle B. Advancers to support and promote idea C. Refiners to assess ideas D. Executers to move forward with the plan - Ensuring ideas moves to the next role at the right time - Whenever possible, select members for my team based on their preferred roles - Will help when coming up with a flight war cry

11. How does a leader set and monitor a deliberate development plan for their Airmen?

11. Setting and monitoring development plans

9. What are the five steps in the Cooperative Negotiation Strategy Process?

9. Step 1: Positions Step 2: Interests Step 3: BATNA Step 4: Brainstorming Step 5: Solution

Name three sources for gathering feedback.

1. Mentors, Peers, Subordinates, Budgets, Training Plans, Metrics (MC rates), and External Sources/Agencies (family).

17. What motivational theory focused on the belief that an individual's most basic needs must be filled before that individual could move on to higher needs or ambitions?

17. Abraham Maslow

18. List three examples of a System Level Reward.

18. System level rewards are things the organization provides such as pay, training, annual leave, medical and dental benefits, etc.

19. What is a leader's responsibility as it relates to system level rewards?

19. Supervisors must ensure their subordinates meet all standards, and ensure that they receive their system level rewards.

2. Define Followership.

2. Followership is one in the service of another; one that follows the opinions or teachings of another; one that imitates another.

6. What does capabilities of an Airman mean?

6. Skills, talents, experiences, personality, etc. that Airmen may possess or have the potential to possess.

6. What are the stakes when it comes to a negotiated situation?

6. The stakes in a negotiated situation are what you stand to (or are wiling) to lose if negotiations fail. These can be either low (little to lose) or high (detrimental to reaching desired outcome).

7. What is the difference between task and people orientation?

7. Task orientation places more importance on reaching an outcome, solution, or resolution (the task at hand and the expected outcome). People orientation centers on the relationship that exists between the individuals or groups involved.

7. What is meant by "team mission?" What is your team's mission?

7. The Department of Defense Dictionary defines mission as, "the task, together with the purpose, that clearly indicates the action to be taken and the reason therefore...a duty assigned to an individual or unit; a task..

7. How would you define deliberate development?

7. To carefully think about and discuss strengths, areas of improvement, current and future roles, and responsibilities with followers.

8. As an NCO and team leader, how important is it for you to understand and articulate your team's mission to the team? Why?

8. NCOs who fully understand their team's mission can use that knowledge to contribute to their team's success.

8. Name three capabilities mentioned in this chapter that may be included when diagnosing the capabilities of an Airman in your unit?

8. Skills, Talents, Experiences, Personality

9. Name three factors to consider when diagnosing the developmental needs of an Airman.

9. Aspirations, Personality, Self-Concept, Self-Efficacy and Locus of Control, Attitudes and Values

______ tend to be more involved in the work center and often contributes but only as long as leadership recognizes their contributions. a. Involvement Level b. Performance Level c. Membership Level

B

Progress Check 19. Identify each characteristic by selecting one of the five C's. A. Community B. Cooperation C. Coordination D. Communication E. Coaching _____ Encourages the team concept by making sure everyone knows and understands the organization's mission and purpose, which encourages a participative approach to meeting these objectives. _____ Ensures all members realize how important they are to the mission. _____ Proper communication ensures everyone is on the same page and working toward the shared goal. _____ Creates a positive outlook for your personnel enabling your team to meet and even exceed their goals. _____ Makes sure every member of the team feels like an essential and important part of the team and the unit _____ Explains member responsibilities in detail and how their actions affect the organization's success _____ Ensure everyone has an opportunity to speak, to ask questions, and raise concerns _____ Develops a greater sense of involvement in the organization's direction _____ Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel.

B. Cooperation_____ Encourages the team concept by making sure everyone knows and understands the organization's mission and purpose, which encourages a participative approach to meeting these objectives. C. Coordination_____ Ensures all members realize how important they are to the mission. D. Communication_____ Proper communication ensures everyone is on the same page and working toward the shared goal. E. Coaching_____ Creates a positive outlook for your personnel enabling your team to meet and even exceed their goals. A. Community____ Makes sure every member of the team feels like an essential and important part of the team and the unit C. Coordination_____Explains member responsibilities in detail and how their actions affect the organization's success B. Cooperation_____ Ensure everyone has an opportunity to speak, to ask questions, and raise concerns B. Cooperation_____ Develops a greater sense of involvement in the organization's direction E. Coaching____ Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel.

______ at this level subordinates meet minimum standards, but do not get too involved in their jobs. They complain about things but never make an effort to solve the problem or even offer solutions. a. Involvement Level b. Performance Level c. Membership Level

C

23. Identify each characteristic by selecting one of the Stages of Team Development. A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming _____ Accept roles and responsibilities _____ Collaboration and camaraderie grow _____ Creativity is high as members are willing to share ideas without fear of negative criticism and reprisal. _____ Eventually the team reaches their goal _____ Heightened morale and loyalty to the team and its success _____ Little or no conflict _____ Minimum shared feelings and feedback _____ Productivity is high _____ Teams disassemble and members separate from the team _____ Most difficult stage _____ Disputes and arguments occur _____ Members acknowledge the purpose and goal of the team _____ Stress and anxiety increase _____ Minimum shared feelings and feedback _____ Members "Agree to Disagree"

C. Norming_____ Accept roles and responsibilities C. Norming_____ Collaboration and camaraderie grow D. Performing_____ Creativity is high as members are willing to share ideas without fear of negative criticism and reprisal. D. Performing_____ Eventually the team reaches their goal D. Performing_____ Heightened morale and loyalty to the team and its success A. Forming_____ Little or no conflict A. Forming_____ Minimum shared feelings and feedback C. Norming_____ Productivity is high E. Adjourning/ Transforming_____ Teams disassemble and members separate from the team B. Storming _____ Most difficult stage B. Storming_____ Disputes and arguments occur B. Storming_____ Members acknowledge the purpose and goal of the team B. Storming_____ Stress and anxiety increase A. Forming_____ Minimum shared feelings and feedback C. Norming_____ Members "Agree to Disagree"

4. Are you a convergent thinker or a divergent thinker? Explain.

Convergent Thinkers tend to be reliable, rational, principle-based, work to reduce uncertainty and ambiguity, and prefer thorough planning. Divergent thinkers tend to be creative, spontaneous, are comfortable with uncertainty and ambiguity, an Trust is the foundation of relationships d prefer flexible planning.

_____ Teams disassemble and members separate from the team A. Forming B. Storming C. Norming D. Performing E. Adjourning/ Transforming

E.

_____ Creates a positive outlook for your personnel enabling your team to meet and even exceed their goals. A. Community B. Cooperation C. Coordination D. Communication E. Coaching

E. Coaching

_____ Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel. A. Community B. Cooperation C. Coordination D. Communication E. Coaching

E. Coaching

15. From your reading, how would you summarize the "Z" Process?

Ideas often "bounce" back and forth among the Creators, Advancers, and Refiners in what's called the "Z" process. The Creator comes up with an idea and as the Advancer begins promoting it, the Refiner begins analyzing it. The idea might go back and forth several times before the Refiner (along with the Creator and Advancer) agree the idea is ready to pass off to the Executor who has been waiting for an idea to come to fruition (realization).

Refiner

Identify and clarify possible problems Obviously detail oriented They explored each idea in-depth Offered critical, but sound opinions Played the "devil's advocate" Ensured ideas were reasonable Flights with no Refiners might hear... "We selected ideas that may not have been the best solution or well thought out."

13. How would you summarize the P.E.P. cycle?

It begins with a call for ideas and when team members come up with an idea, they move from Panic to Elation, then without encouragement they slide back to Panic.

Flexer

Monitored our contributions and when necessary, stepped in to fill gaps to keep things moving in the right direction very participative throughout Offered ideas to get the process going Encouraged and supported ideas when others didn't Participated in the examination of each idea Supported efforts to implement and complete the activity

define negotiation.

Negotiation is 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. Negotiation can also be defined as a dialogue intended to resolve disputes, to produce an agreement upon courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy various interests.

5-Step CNS Process

Step 1: Positions Step 2: Interests Step 3: BATNA (Best Alternative to a Negotiated Agreement) Step 4: Brainstorming Step 5: Solution

1. TSgt Johnson, section NCOIC, noticed A1C Carney seems irritable and to himself. Concerned, she brought him into the office and said, "A1C Carney, you are usually enthusiastic, but lately you look like you don't want to be here. What's wrong?" Because of the respect he has for her, so he decides to open up and says, "My son has rashes all over his body and has been seen several times at the base clinic, but he is not getting any better." Johnson said, "I can understand how that could be frustrating. If you're not getting adequate care, there is an agency at the clinic that can help you. As matter of fact, I know someone in the patient advocacy office. Let me give him a call and see what he could do for you." Few days later, Carney's son had an appointment with a specialist and the problem was resolved. This scenario BEST illustrates use of ________________________ and its impact on NCO effectiveness. a. connection power b. referent power c. information power

a. This answer is CORRECT. According to the Leader Influence chapter, connection power is the perception of the leader's association with people of influence inside or outside of the organization. This was achieved by Johnson using her connection with the individual at the patient advocacy office to help Carney. This scenario best illustrates Johnson using her connection power and its impact on the NCO effectiveness.

1. MSgt Smith leads a unit whose ability to gather intelligence and conduct its mission was being hampered by resistance from the local villagers. Smith met with the village leaders to explain his concern. One of the elders said, "The villagers are poor and in need of food and medicine, and your patrols disrupt their ability to work." Smith responded, "I can help with food and medical care. However, the patrols must continue." The elder replied, "It may help to reduce the disruption to work if we knew your patrol times." Smith replied, "Due to security reasons, I cannot give you that information." The elder said, "The villagers can help gather intelligence and share their knowledge of the terrain." Smith agreed, "That information could help us minimize disruptions to the villager's daily routine." After a couple of weeks, Smith noticed that resistance from the villagers had faded and his unit was able to conduct its mission more efficiently. This scenario BEST illustrates understanding of the __________________ style of negotiation and the impact on mission effectiveness. a. Cooperate b. Insist c. Settle

a. This answer is CORRECT. According to the Negotiation chapter, cooperating is a negotiation style that involves an attempt to satisfy the concerns of all sides through honest discussion. In the scenario, cooperation took place because both parties won (e.g. Smith was able to gather intelligence and conduct his patrols and the villagers received food and medical care with less interruption to their daily routine).

1. TSgt Caskey is the Cost Center Manager for an organization. She is very knowledgeable about finance and ensures the organization has the funding required for operation. However, she has an assignment and is training her replacement TSgt Griggs. At a training session, Caskey said, "Sergeant Griggs, it's that time of the year when we have to submit a document of how we are going to spend the upcoming fiscal year funding. To do that, we have to list and justify all needed items and services, and the cost. Additionally, we have to identify and justify items or services that can't be funded with the current budget." Because of her extensive knowledge and preparation, the organization was able to execute a strong budget and have the unfunded request on the top priority of the wing. This Scenario BEST illustrates how a well-developed ________________ can impact mission success. a. Financial Execution Plan b. Budget Execution Review c. Budget Process

a. This answer is CORRECT. According to the Resource Stewardship chapter, a Financial Execution Plan is an Air Force product used to balance available funding while delivering goods and services to customers. A well-developed plan includes a prioritized list of known unfunded requirements with justification for each unfunded requirement and a spend plan that projects when and how funds will be spent throughout the fiscal year. The scenario depicts Caskey's understanding of importance of how a well-developed Financial Execution Plan can impact mission success. By training Griggs and developing a solid plan, the organization was prepared to execute the budget and postured for the unfunded request.

1. Effective NCOs respond by identifying new trends and opportunities, so they 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, effective NCOs develop plan A and plans B and C just in case. This paragraph BEST explains: a. Cognitive Flexibility b. Dispositional Flexibility c. Emotional Flexibility

a. This answer is CORRECT. The paragraph best explains the concept of Cognitive Flexibility which, according to the Change Management lesson, Cognitive Flexibility is the concept of scanning the environment to identify changes as they occur or to see the changes coming and making sense out of a situation. Additionally, it involves developing several possible plans for responding to change.

2. TSgt Wyatt is the NCOIC of the Structural Repair training section. On Wednesday morning, he overhears SrA Thornton loudly discussing how he had been drinking the night before. Wyatt knows Thornton drinks but until now, he has never heard of him doing it on a weeknight. Wyatt calls Thornton into his office and asks, "Thornton, I overheard your story. Is everything ok?" Thornton responds, "Yes sir, everything is fine. I went out drinking last night, but I only had a few." Wyatt says, "It sounded like you had more than a few." Thornton replies, "It's OK sir, I've got it under control." Wyatt then says "Just be careful, and call me if you need anything" Thornton comes to work the next morning and goes to Wyatt's office, hangs his head and says, "Sir, I went out drinking again last night. I don't know how much I had to drink, and don't remember how I got home. It's getting a little out of control, but I don't know what to do. Can you help me?" Due to ___________, the MOST LIKELY outcome of this scenario is ______________. a. a self-identification; the prevention of an alcohol related incident b. a failure to self-identify; an alcohol related incident c. an intervention; the prevention of an alcohol related incident d. a failure to intervene; an alcohol related incident

a. This answer is CORRECT. The scenario best indicates the act of self-identification which, according to Emergent Leadership chapter, is when an individual that is not currently under investigation or pending action because of an alcohol-related incident willingly discloses they have a substance misuse problem with the intent of entering treatment. Once assessed, the ADAPT program manager along with the treatment team will determine an appropriate clinical course of action, most likely preventing an alcohol related incident.

3. On the way to her office, MSgt Brock hears sobbing coming from the women's restroom. She enters to find SSgt Noble. "What's wrong? I've never seen you behave like this before," Brock asks. Noble responds, "Nothing I do is ever enough. The more I try, the worse things get. I can't seem to make ends meet since my husband left me." Shaking uncontrollably, Noble removes a prescription bottle from her pocket and swallows a couple of pills. "I want to just go to sleep and never wake up," she says. "I understand why you'd feel that way," Brock says. "I'm concerned about you. Are you thinking about hurting yourself? Let's go to my office and talk. There are lots of support programs and services that can help us work this out." This scenario BEST illustrates ______________________and its impact on NCO effectiveness. a. warning signs of suicide b. improper or illegal use of drugs c. behavioral symptoms of stress

a. This answer is CORRECT. This scenario best illustrates the warning signs of suicide, which according to the Emergent Leadership chapter, include thoughts of suicide, a suicide plan, and access to the method of suicide described. Brock recognizes these warning signs and offers to help Noble, as every good Wingman should.

ABC's" of behavior which stands for

antecedents (prior events), behavior (observable behavior) consequences (rewards or punishments resulting from prior events).

1. Tired of hearing about all the problems with the K-9 mobility crates, TSgt Johnson asks his Superintendant for advice on how to fix the problem and hears, "Don't invest in new crates based on feelings and complaints. Instead, take your time and use a process that will help you analyze, develop, and select the best crates for the mission. Using such a process will not only help you gain confidence in your course of action, it makes it easier to justify your choice to leadership." Johnson smiles and says, "Your right, I really need to stand back and look at the whole picture instead of getting caught up in everyone's complaints. By doing that I'll know we'll get the best return on our investment." The narrative BEST explains: a. Problem Solving b. Decision Analysis c. Resource Stewardship

b. CORRECT: The narrative BEST explains Decision Analysis, which according to the Continuous Improvement chapter, "Decision Analysis is a systematic process based on the thinking pattern that you use when making choices." As NCOs, when you have to make critical decisions and solve complex problems, you should use a "systematic" process to make good, confident, reliable, and justifiable decisions. ...a process that allows you to stand back and look at "the whole picture" of the situation, in order to make the wisest and safest choice—through careful consideration of ALL the factors.

1. MSgt Sands is the supervisor of a team that took part in a humanitarian expeditionary operation. The Protocol office scheduled Sands and his team to do an interview with the local media. During the interview, the reporter interjected a question that was not expected. She asked, "Why did the U.S. enter the Pakistan border without their government's approval?" Sands was little thrown off by the question, but regain his composure and said, "I don't have any information about that, but I can tell you that our humanitarian operation was a success and the people received very needed care from the U.S." The base commander was very impressed with the report that was published. This scenario BEST illustrates Sands' _________________ technique and ______________impact on NCO effectiveness. a. ineffective use of flagging; negative b. effective use of bridging; positive c. effective use of hooking; positive

b. This answer is CORRECT. According to the Culture of Engagement chapter, bridging is a technique used to move from the reporter's agenda to your message. Also, bridging is a way to smoothly transition from the question asked to your message. In the scenario, Sands has used this technique to move away from the question on Pakistan and into the positive message of the humanitarian expeditionary operation. This has demonstrated a positive impact on NCO effectiveness.

2. TSgt Bell completed the NCOA about a year ago and constantly applies the lesson principles he learned. He ensures the Airmen are trained and understand their responsibility as a technician. With a clear understanding of their job, they have been excelling in their work. At the last roll call, Bell presented one of the Airmen with an award for excellence. However, some of the Airmen were little disappointed that they didn't win. TSgt Bell's __________________________ will MOST LIKELY _________ subordinate effectiveness. a. use of system and personal rewards; increase b. use of system and supervisory rewards; increase c. lack of supervisory and personal rewards; decrease d. lack of supervisory and system rewards; decrease

b. This answer is CORRECT. According to the Leader Influence chapter, system level rewards are things the organization provides for being a member such as training which is identified in the scenario. Additionally, supervisory rewards are given to those who go beyond the standard such as Bell presenting an Airman with an award for excellence. The efforts of Bell will most likely increase subordinate effectiveness.

1. TSgt Tuckman is tasked to lead a team in identifying efficient ways of doing engine swaps. Though most of the team members already know each other, he starts the first meeting by asking each member to introduce themselves. Then, Tuckman states the team's objective and opens it up for discussion. During the discussion, several people have disagreements. One member says, "I think the real issue is with the location." Another member responds, "That's not the issue! There are too many layers of inspections." Tuckman lets it go on for a little while and then refocuses the group on the objective. After several minutes of discussion, the team identifies the problem area and then develops a plan to swap engines more efficiently. This scenario BEST illustrates TSgt Tuckman's understanding of the ___________ impact on team success. a. Five C's of a team and their b. stages of team development and their c. P.E.P. Cycle and its

b. This answer is CORRECT. According to the Team Building chapter, stages of team development are known as the Forming, Storming, Norming, Performing, and Adjourning. It helps determine the progress of the team's development by identifying typical events that occur during each stage and how to properly manage them. In the scenario, there are indications of the work group going through those stages (Forming: introductions and team objective; Storming: disagreements; Norming: when Tuckman refocuses the group; Performing: identifies the problem and develops a plan.) and Tuckman is helping the team move along in those stages to ensure team success.

4. At this week's Roll Call Chief Jordan briefs that there has been a recent incident of harassment in the workplace. The Chief emphasizes that all Airmen should be treated the same irrespective of their color, national origin, race, religion, or sex. Additionally, he states that no members should be excluded from events and activities, and that all work center members should come forward with complaints without fear of retaliation. The Chief closes by stressing that the way team members relate to one another can make or break a unit. The Chief's briefing BEST explains __________________ and its impact on unit effectiveness. a. workplace bullying b. unlawful discrimination c. sexual harassment

b. This answer is CORRECT. The briefing BEST explains unlawful discrimination, which according to the Emergent Leadership chapter, includes discrimination based on color, national origin, race, religion, or sex.

1. Although she has been extremely irritable as of late, most people enjoy being around SSgt Hightower because of her outgoing personality. Normally a very successful AF recruiter, Hightower missed her quota last month and now it looks like she will miss it again this month. At a flight meeting, her flight chief MSgt Taylor, says, "I am not happy with our production!" Taylor then points at Hightower and says, "You have the worst record of all...not only will you miss your quota again, you've lost two from the Delayed Enlistment Program and are in danger of losing one more." Jumping to her feet, Hightower yells, "I don't appreciate you calling me out in front of others...I don't need this...I quit!" The scenario BEST illustrates ________ and their impact on NCO effectiveness. a. organizational factors of stress b. some of the warning signs of stress c. individual factors of stress

b. This answer is CORRECT. The scenario best illustrates the warning signs of stress, which according to the Emergent Leadership chapter, include irritability, emotional outburst, and significant mood changes. SSgt Hightower is showing some of these warning signs (emotional outburst and substandard job performance).

2. TSgt Brady is a team chief of an engine shop. He was just notified by his shop chief, MSgt Thomas that they are projected to receive six more aircraft within a year. Brady states, "Sergeant Thomas, I can't see how we're going to support six more aircraft. We already have to work additional hours to support the aircraft we have now." Thomas replied, "I share your concern and voiced my opinion with the squadron superintendent, but he replied he has confidence that we can work it out." The mission of this squadron will MOST LIKELY: a. succeed due to refocusing of Performance Management b. fail due to lack of Requirement Determination c. sustain due to Program Allocation and Control

b. This answer is CORRECT: According to the Resource Stewardship chapter, Requirement Determination is a competency that centers on the Authorization Change Request (ACR) which is a multi-purpose instrument used to propose adjustments to a Unit Manpower Document. ACRs are commonly used to request increases, decreases, or realignments of manpower requirements and/or to change attributes on the UMD. There is no evidence in the scenario that the squadron superintendent is requesting a manpower increase to support the additional aircraft. Without this request, the mission of the squadron will suffer.

1. TSgt Cho is the NCOIC of the optometry clinic and believes Airmen are the key to success. He establishes rapport with them, listens and values their viewpoint, and provides and accepts constructive feedback. He holds regular meetings to explain clinic goals and to discuss with his subordinates how to align their goals with organizational goals. At one of his meetings, Amn Jones says, "Because our patient questionnaire is several pages long, it delays patient in-processing. If we sent the questionnaire to our patients ahead of time, it would speed up in-processing." Cho replies, "That is a great idea. Please implement it immediately." Several weeks later Jones tells Cho, "Our new procedure has shortened patient in-processing an average of 15 minutes." TSgt Cho's actions BEST illustrate effective _____________ skills and their impact on mission effectiveness. a. feedback and counseling b. interpersonal c. basic interpersonal communication

b. This answer is CORRECT: In the scenario, TSgt Cho demonstrates effective interpersonal skills by listening and valuing his subordinates viewpoint (Working Relationships), providing and accepting constructive feedback (Working Relationships), and allowing subordinates to discuss their job ("Because our patient questionnaire is several pages long, it delays patient in-processing. If we sent the questionnaire to our patients ahead of time, it would speed up in-processing.") (Working Relationships). According to the Interpersonal Communication chapter, one of the benefits of effective interpersonal skills on improving working relationships with subordinates was they are willing to share finer details of the job and their performance of it. Furthermore, his regular meetings to discuss the goals of the clinic and how the goals align with his subordinates personal goals demonstrates an understanding of the work center Climate (situational climate), which according to the Interpersonal Communication chapter, the situational climate contends that organizational and individual goals need not be at odds with one another; thus, this climate falls midway between the dehumanized and over humanized climates. The perception of similarity between personal and organizational goals should promote increased productivity, which, in turn, may increase the amount of intrinsic motivation and a greater sense of responsibility by subordinates.

2. A1C Tims has a Facebook account and has recently accepted his coworker, Amn Newby, as a friend. Newby is a new user and very excited about using the Facebook. He is very proud to be in the Air Force, so he has posted regular updates about his journey in the Air Force. Over time, Tims notices Newby posting inappropriate pictures and comments on his page about his time in Iraq and dislike of Muslims. This scenario will MOST LIKELY _____________________ and will _______________________. a. create a problem because there was no disclaimer posted; reduce unit effectiveness b. result in release of classified information in his regular posts; reduce mission effectiveness c. develop a negative view of the Air Force because of the offensive posts; reduce mission effectiveness

c. CORRECT. According to Culture of Engagement chapter, one of the guidelines of using social media is avoiding the offensive. It tells us not to post any defamatory, libelous, vulgar, obscene, abusive, profane, threatening, racially and ethnically hateful, or otherwise offensive or illegal information or material. Since Newby is recognized as an Air Force member, he is portraying a negative view of the Air Force by posting offensive pictures and comments and will reduce mission effectiveness.

2. After listening to her subordinates complain about a current workplace procedure, TSgt Gerry personally observes the process to gather first-hand data. Then, she and her subordinates review some key process indicators, conduct a performance gap analysis, and set some challenging but achievable targets. After they analyze the primary causes of all the complaints, they come up with some countermeasures and determine their workability before implementing them. TSgt Gerry and her subordinates' use of ____________ will MOST LIKELY____________ mission effectiveness. a. Decision Analysis; increase b. Decision Analysis; decrease c. Eight-Step Problem Solving; increase d. Eight-Step Problem Solving; decrease

c. CORRECT: Because the team used the first five steps of the Eight-Step Problem Solving Process, it is highly likely that they will continue through the rest of the steps to solve the work center problem, and solving the problem will most likely increase mission effectiveness. According to the Continuous Improvement chapter, problem solving is a team-centered systematic common-sense approach that involves an eight-step process designed to increase combat capability, make Air Force units more effective and efficient, and enhance and enable the war fighter. In the scenario, TSgt Gerry and her subordinates have used steps 1 through 5 of the eight steps: 1) Observe first-hand what is taking place, 2) Review key process indicators and conduct performance gap analysis, 3) Set challenging but achievable targets, 4) Determine root cause (analyze the primary causes of all the complaints), and 5) Develop countermeasures and determine their workability.

2. TSgt Marble, the base dining facility NCOIC, believes that the dining facility personnel are here to support and provide a good quality of life for Airmen. She expects the dining facility to operate in flexible, efficient, and customer oriented way. TSgt Marble met with her dining facility Airmen and like a good supervisor, established rapport with them. She did not discuss much of her expectations because she thought doing the right thing and maintaining standards are common knowledge in the Air Force. They are drilled into Airmen Basic Military Training and Technical school. TSgt Marble's use of _______________ will MOST LIKELY result in _______________. a. task discipline; substandard performance by her Airmen b. task discipline; stellar performance by her Airmen c. prevention; substandard performance by her Airmen d. prevention; stellar performance by her Airmen

c. This answer is CORRECT. According to the Discipline chapter, prevention is the first and most important step to prevent behaviors that are detrimental to personnel or productivity of a work center. Additionally, the supervisor must communicate standards and expectation clearly. Marble assumes the Airmen understand and does not communicate it to them, which will more than likely result in substandard performance.

1. TSgt Smith is preparing to conduct a performance counseling session with A1C Green for being late to roll call. Smith had verbally counseled him twice before for the similar behavior. When Green arrived, he sat him down and told him how valuable he was to the squadron and appreciated his work. However, he told him that being late to roll call is unacceptable and gave him a stern warning and dismissed him. A week later, Green arrived late for roll call again and missed the mission briefing. Smith's actions concerning A1C Green BEST illustrate ineffective use of ________________ and its negative impact on his effectiveness. a. punishment b. imposed discipline c. progressive discipline

c. This answer is CORRECT. According to the Discipline chapter, supervisors should take the least amount of action necessary to correct behavior and then progress up from there. Smith is not using the Progressive Discipline Process effectively; rather than use progressive discipline (i.e. LOC then LOA then LOR), he continues with verbal counseling for the same infraction which has not been effective.

2. The Munitions Operation Flight Chief called a meeting with the section chiefs to discuss a manning swap to cross utilize members of the flight and to increase their breadth of experience in their career field. MSgt Thomas, section chief of Maintenance, is concerned because he had just finished training his Airmen and does not want to lose them. On the other hand, MSgt Lewis, section chief of Support, was glad because he wants to get rid of some slackers and acquire better workers. During the meeting, the Flight Chief was surprised by the section chiefs' responses and how they held firm on their positions. The heated discussions quickly became unproductive. The Flight Chief's____________will MOST LIKELY have a NCO effectiveness. a. use of the negotiation styles, positive b. failure to use the negotiation styles, negative c. failure to understand readiness and ripeness; negative d. understanding of readiness and ripeness; positive ____________ impact on

c. This answer is CORRECT. According to the Negotiations chapter, Negotiation readiness is defined as the capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue to dispute. Negotiation Ripeness refers to the timing of negotiations. Timing is critical to successful negotiations. The flight chief failed to understand ripeness and readiness as evidenced by his surprise at the section chiefs' responses and how they held firm on their positions which further indicates the situation was neither ready nor ripe for negotiations. Overall, the Flight Chiefs' actions will have a negative impact on his effectiveness.

2. Since TSgt Bair is good at connecting and negotiating with all types of people, he was charged with improving the unit's performance evaluation process. To help with the task, he selects unit members who are good at viewing problems from different perspectives and who are able to review solutions rationally. He also selects other members who are not inclined to let rules and boundaries discourage them. TSgt Bair's understanding of _______________________ will MOST LIKELY ____________ team success. a. team dynamics; enhance b. team dynamics; degrade c. team roles; enhance d. team roles; degrade

c. This answer is CORRECT. According to the Team Building chapter, there are roles that people find most comfortable fulfilling based on their most natural thought processes and behavioral tendencies. TSgt Bair used his understanding of team roles to pick creators, refiners, and advancers to give his team the best chance for success. Because TSgt Bair used his understanding of team roles to build his team, this will most likely enhance team success.

2. TSgt Johnson has been showing up late, doing poor work, and failing to fulfill his supervisory responsibilities. His supervisor, MSgt Bixby schedules a meeting with Johnson for the next day. When Johnson reports, Bixby welcomes him and says, "I have noticed that your work performance has dropped off and that you have been late for work several times. What is going on?" Noticing Johnson looks uncomfortable, Bixby encourages him, and after a few minutes, Johnson replies, "I rarely have enough money to make ends meet so I took a part time job. Now I work 16 hours a day and don't have time for anything else." Bixby asks, "Have you considered asking for help?" Johnson replies, "No! I don't want anyone to know." Bixby says, "I understand how you feel, but since your situation is interfering with your work here we need to get you some help." Johnson agrees. Bixby immediately schedules an appointment for Johnson with a financial counselor and then schedules follow up meeting. After Johnson departs, Bixby documents the session. MSgt Bixby's effective use of ___________ will MOST LIKELY have a ____________ impact on TSgt Johnson: a. feedback; positive b. feedback; negative c. basic interpersonal skills; positive d. basic interpersonal skills; negative

c. This answer is CORRECT: MSgt Bixby used basic interpersonal skills effectively, which, according to the Interpersonal Communication chapter, basic interpersonal skills can be broken down into three sections: Pre-session, Session, and Post-session. Pre-session activities include: diagnosing, and preparing. During the session, opening, attending, responding, resolving, and closing skills are used. Post-session activities include follow-up actions. Bixby knows Johnson was showing up late, doing poor work, and failing to fulfill his supervisory responsibilities and schedules a meeting with Johnson for the next day (pre-session). He welcomes Johnson to the meeting and said, "I have noticed that your work performance has dropped off and you have been late for work several times. What is going on? (opening skills) Bixby notices Johnson looking uncomfortable, Bixby encouraged him. (attending skills) "What sort of problems?" Bixby replied. Johnson says, ""I rarely have enough money to make ends meet so I took a part time job. Now I work 16 hours a day and don't have time for anything else." Bixby asks, "Have you considered asking for help?" (responding/resolving skills) Johnson replies, "No! I didn't want anyone to know." Bixby said, "I understand how you feel, but since your situation is interfering with your work here we need to get you some help." Johnson agreed. Bixby immediately schedules an appointment for Johnson with a financial counselor and then schedules follow up meeting. After Johnson departs, Bixby documents the session. (Closing Skills/follow up)

2. TSgt Perez, a senior analyst for an intelligence Squadron was recently informed that his team will deploy as convoy operators. Upon receiving the news, TSgt Perez first planned how to tell his team and then after gathering everyone for the announcement and implementation, he said, "We have been tasked to deploy as convoy operators. Although this is not in our job description, it is a critical need that must be filled to support the war effort. We will receive all required training to be successful. I will not allow this tasking to affect our current duties." After answering several questions, Perez encouraged his team members to see him if they had any additional concerns. TSgt Perez's ___________________ will MOST LIKELY result in ____________ to mission effectiveness. a. Ineffective use of the Directive Change Cycle; a decrease b. Effective use of the Participative Change Cycle; an increase c. Ineffective use of the Changing Phase; a decrease d. d. Effective use of the Unfreezing Phase; an increase

d. This answer is CORRECT. TSgt Perez used the Unfreezing Phase of Change Management, which according to that lesson there are three phases of change: unfreezing, changing, and refreezing. During the Unfreezing (phase 1) the first step is to recognize the need for change (was recently informed), next create a felt need for the change, that is sell the importance of the change (planned how to tell his team), then deal with resistance to change by developing a plan to calm fears, to put them at ease by informing them how their new responsibilities can positively influence change (After answering several questions), and talk with personnel directly affected by the changes (gathering everyone for the announcement and implementation). All of this will increase the likelihood of a successful change.