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PARAPHRASE THE APPROPRIATE REFERRAL AGENCIES FOR RELIGIOUS ISSUES

- Chain-of-Command - Chaplain Service - Equal Opportunity Office - Judge Advocate General Inspector General

What are the FUNDAMENTAL ELEMENTS of AF Leadership

- Mission- - Why we are here! o Primary Task or objective to be accomplished o Motivate, influence, and direct people to carry out the mission - Airmen - Heart of the organization o Perform the mission o Leader must care for, support, and develop people

DESCRIBE THE AIR FORCE CORE VALUE OF SERVICE BEFORE SELF AND ITS RELATED VIRTUES

• Duty - Consistently choosing to make necessary sacrifices to accomplish the mission and, in doing so, honoring those who make the ultimate sacrifice • Loyalty - Commitment to the success and preservation of something bigger than ourselves - demonstrated by helping each other act with honor • Respect - Treating others with dignity and valuing them as individuals

Problem Solving: PPSM (Practical Problem Solving Method)

1.Clarify the Problem 2.Break Down the Problem & ID Performance Gaps 3.Set Improvement Targets 4.Determine Root Causes 5.Develop Countermeasures 6.See Countermeasures Through 7.Confirm Results and Process 8.Standardize Successful Processes

SUMMARIZE THE AIR FORCE GUIDELINES CONCERNING RELIGIOUS ACCOMMODATION

- The Air Force will remain officially neutral regarding religious beliefs, neither officially endorsing nor disapproving any faith belief or absence of belief. - Religious accommodation requests should be approved, except when precluded by: o Military readiness, unit cohesion, standards, or discipline o Adverse impact on readiness, cohesion, standards, or discipline - Commanders are expected to respect the religious beliefs and practices of Air Force members in a manner that is consistent and fair to all - Commanders are responsible for Chaplain Service Programs - Chaplains: o Impartially advise commanders in regard to religious accommodation o Provide pastoral care to help commanders care for their people o Implement programs of religious support o Adhere to the tenets of their religious faith

DIFFERENTIATE BETWEEN THE STAGES OF APTEC MODEL

1.Analyze 2.Plan 3.Train 4.Execute 5.Critique

DESCRIBE THE ACTIONS WINGMEN MAY TAKE TO INTERVENE IN IMPENDING SUICIDES

ACE Ask your wingman • Have the courage to ask the question, but stay calm • Ask the question directly: Are you thinking of killing yourself? Care for your wingman • Calmly control the situation; do not use force; be safe • Actively listen to show understanding and produce relief • Remove any means that could be used for self-injury Escort your wingman • Never leave your buddy alone • Escort to chain of command, Chaplain, behavioral health professional, or primary care provider • Call the National Suicide Prevention Lifeline.(800) 273-8255 (TALK)

EXPLAIN HOW THE VIRTUES RELATE TO THE AIR FORCE CORE VALUES

Air Force Core Values: - Bedrock of leadership in the Air Force - Institutional values and principles of conduct - Moral framework for military activities - Fundamental and enduring Virtues: - Desired behaviors and characteristics - Demonstrate one truly values Integrity, Service, and Excellence - Consistent practice results in habits of honorable thought and action Habits lay the foundation for professionalism and character

EFFECTIVE TEAM CHARACTERISTICS

ETP=> Eat Tasty Pie=> Empowerment - Teamwork - Purpose Empowerment • Capabilities - Appropriate number - Right mix of team • Power - Functions as a cohesive unit - Confident in abilities, despite obstacles Teamwork • Practices - Manages time & resources effectively - Develops work methods • Participation - Maximizes full involvement of members - Interacts effectively • Interdependence: if one person can do everything, why is there a need for a team? Purpose • Clarity - Understands goals - Understands roles • Commitment - Believes work is important - Expends necessary energy to achieve objective

Contrast the APTEC model to the 8-step Problem Solving Process (PPSM)

In APTEC there is NO dedicated stage/step to cement the solution

DISCUSS THE IMPORTANCE OF THE AIR FORCE CORE VALUES TO AIRMEN

Living our Core Values is a commitment that never ends and it is truly the only one that really matters!!

OODA Loop Vs PPSM

OODA: OBSERVE > ORIENT > DECIDE > ACT 1.Clarify the Problem 2.Break Down the Problem & ID Performance Gaps 3.Set Improvement Targets 4.Determine Root Causes 5.Develop Countermeasures 6.See Countermeasures Through 7.Confirm Results and Process 8.Standardize Successful Processes

RECOGNIZE LEWIN'S CHANGE MANAGEMENT MODEL

UNFREEZE > CHANGE > REFREEZE

EXPLAIN HOW THE VIRTUES RELATE TO THE AIR FORCE CORE VALUES

Virtues: - Desired behaviors and characteristics - Demonstrate one truly values Integrity, Service, and Excellence - Consistent practice results in habits of honorable thought and action - Habits lay the foundation for professionalism and character

ELEMENTS OF CONSTRUCTIVE STAGE OF TEAM GROWTH

a. Behaviors and Motives i. Attitudes change to focus on group collaboration ii. Progress toward goals made iii. Open questioning and active listening iv. Conflict is group problem rather than win-lose battles v. All members contribute vi. Team spirit begins to build vii. High creativity b. Goals i. Accomplish task at hand through group effort c. Leader's Action i. Encourage group collaboration ii. Foster a healthy team spirit iii. Solicit ideas to keep creativity high iv. Guard against slipping back into Bid for Power d. Productivity High

ELEMENTS OF BID FOR POWER STAGE OF TEAM GROWTH

a. Behaviors and Motives i. Competition increases ii. Struggle for leadership positions iii. Conflicting views arise iv. Cliques take on more importance v. Widest range of interaction b. Goals i. Decide how to operate ii. Decide who's in control c. Leader's Action i. Continue to provide structure ii. Reemphasize goals and milestones iii. Reemphasize roles/responsibilities iv. Encourage group collaboration v. Avoid creating internal competition

ELEMENTS OF WHY WE ARE HERE STAGE OF TEAM GROWTH

a. Behaviors and Motives i. Set goals and objectives ii. Cliques build power iii. Hidden agendas arise iv. Decline in need for group approval v. Low group identity b. Goals i. Build structure ii. Determine goals c. Leader's Action i. Provide structure to enable team to get down to business ii. Agenda items iii. Goals or milestones for task iv. Outline specific responsibilities v. Encourage commitment to task d. Productivity Very low

ELEMENTS OF POLITE STAGE OF TEAM GROWTH

a. Behaviors and Motives i. Size people up - sending the feelers out, introdu ii. Cliques begin to form iii. Conversation is polite iv. Judgements take place v. Strong need for group approval vi. Little or no group identity b. Goals i. Get acquainted ii. Avoid Controversy c. Leader's Actions i. Introductions - because not much identity there ii. Help people get acquainted iii. Encourage participation iv. Allow some socialization d. Productivity i. Very low/none

ELEMENTS OF ESPRIT STAGE OF TEAM GROWTH

i. "jumping" "happy" "we came together" ii. Interpersonal conflict no longer exists b. Behaviors and Motives i. Strong group identity ii. High morale iii. Intense loyalty iv. All members approve of each other v. No cliques vi. Closed membership—no new members welcome vii. Constructive/productive actions c. Goals i. Accomplish task at hand through group effort ii. Maintain group identity iii. Enhance group reputation d. Leader's Action i. Encourage group collaboration ii. Foster a healthy team spirit, creativity e. Productivity a. High

LIST METHODS LEADERS USE TO REDUCE AND MANAGE RESISTANCE TO CHANGE

o Education and Communication § Provide need for change and expected results § Open communication throughout process reduces uncertainty o Participation and Involvement § Actively involve those affected in designing and implementing § May be time-consuming but should create buy-in and help them commit to new program o Facilitation and Support § Facilitation and Support · Gradually introduce change · Provide additional training and continuous support on need for change o Negotiation and Agreement § Negotiation and Agreement · Offer incentives to encourage change · Use agreements to remind everyone of changes they agrees upon o Coercion § Using force (authority) to enact change § Requires constant oversight to ensure change remains in effect § Mandating change is quick and efficient

EXPLAIN THE FOUNDATIONAL DOCTRINE STATEMENTS OF AIR FORCE DOCTRINE

• Air Force Doctrine • Air Force's authoritative, but not directive, statement of principles and beliefs • Requires judgment in its application • Applies to all Airmen • Any Airman can be (and is expected to be) a leader • The vast majority of Air Force leaders are not commanders • Members simultaneously serve as both leaders and followers at every level of the Air Force • Abilities of a leader can be improved through deliberate use of force development, built from education, training, and experience. • Effective leadership transforms human potential into effective performance in the present and prepares capable leaders for the future • Leadership is the art and science of motivating, influencing, and directing Airmen to understand and accomplish the Air Force mission

What virtues are related to "Service Before Self"

• Duty - Consistently choosing to make necessary sacrifices to accomplish the mission and, in doing so, honoring those who make the ultimate sacrifice • Loyalty - Commitment to the success and preservation of something bigger than ourselves - demonstrated by helping each other act with honor • Respect - Treating others with dignity and valuing them as individuals

DESCRIBE THE AIR FORCE CORE VALUE OF INTEGRITY FIRST AND ITS RELATED VIRTUES

• Honesty - This is the only way to preserve the trust we hold so dear with each other and with the population we serve • Courage - Willingness to take personal and professional risks, make decisions that may be unpopular, and to admit to our mistakes • Accountability - Maintain transparency, seek honest and constructive feedback, and take ownership of actions and decisions

What virtues are related to "Integrity First"

• Honesty - This is the only way to preserve the trust we hold so dear with each other and with the population we serve • Courage - Willingness to take personal and professional risks, make decisions that may be unpopular, and to admit to our mistakes • Accountability - Maintain transparency, seek honest and constructive feedback, and take ownership of actions and decisions

DESCRIBE THE AIR FORCE CORE VALUE OF EXCELLENCE IN ALL WE DO AND ITS RELATED VIRTUES

• Mission - A complex undertaking requiring a focus encompassed with operations, product, and resource excellence • Discipline - Commitment to uphold the highest of personal and professional standards Teamwork - Recognizing the interdependency of every member's contributions towards the mission and strive for organizational excellence

What virtues are related to "Excellence in All We Do"

• Mission - A complex undertaking requiring a focus encompassed with operations, product, and resource excellence • Discipline - Commitment to uphold the highest of personal and professional standards Teamwork - Recognizing the interdependency of every member's contributions towards the mission and strive for organizational excellence

Summarize the components of Air Force leadership: institutional competencies and leadership actions

• Organizational Competencies • Managing Organizations and Resources • Resource Stewardship • Change Management • Continuous Improvement • Strategic Thinking • Vision • Decision-Making • Adaptability • Leadership Actions - Decisive actions leaders use to influence and improve their units in order to accomplish their military mission