NCOA TEST 2 (ALL TERMS) UPDATED AUG 2019

Loyalty Syndrome

"Making decision based on respect and or loyalty to and individual, unit or organization rather than on military rules, regulations, or codes of conduct"

Three P's

(core values) Principle (truth-telling and honor), purpose (mission accomplishment and duty), and people (airmen)

(Continuous Improvement) System 2 thinking

(i.e, Reflective Thinking) focuses on resolving the problem while correcting and monitoring the situation. It's used for judgments in unfamiliar situations, processing abstract concepts, and deliberating when there is time for planning. *Examples of system 2 thinking: creating a new section training tracking Excel Spreadsheet from scratch, deciding which college to attend, developing a section operating instruction *Positive impacts that system 2 thinking has on NCO effectiveness: Improves critical thinking and problem solving skills, forces consideration of logical arguments, allows time to monitor and process your system of thinking *Negative impacts that system 2 thinking has on NCO effectiveness: could appear indecisive, may over-think simple tasks

(Continuous Improvement) 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. 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. *examples of system 1 thinking: routine duties, assigning tasks, driving making coffee *Positive impacts that system 1 thinking has on NCO effectiveness: decisiveness, time management, routine decisions made quickly, perceived creditable and reliable. * Negative impacts that system 1 thinking has on NCO effectiveness: mistakes, overlooked details, missed improvement opportunities, perceived poor judgement

Three R's

(punishment) rules, results, and realities explain that rules give us ethical guidance; results are the outcomes, the bottom line, and the consequences of following or not following those rules; and realities, which recognize the importance of the situation, circumstances, or realities.

Three D's

(telling the truth) Discern, declare, and do state that we must try to discern the truth; at appropriate times, we declare the truth, as we have discerned it; and then we do what we have discerned and declared.

Three O's

(what you owe the military)Owing, Ordering, and oughting; knowing whom and what we owe

(Leader Influence) Essential Follower Traits

- Competence - Integrity - Loyalty - Initiative

(Negotiations) Distributive Negotiations- HARDBALL TACTCS

- Good Cop/Bad Cop: one opposite is sympathetic to your interests and position, while another is aggressive and insists on their aspiration point. - Highball/Lowball: The other side sets a very high anchor and then offers a concession, and you feel obligated to respond with a concession. - Exploding Offer: This offer is only good for 24 hours, or while supplies last. - Lying: Always avoid dealing with someone who is not bargaining in good faith- you should evade. - Intimidation/Aggressive Behavior: Attempting to force the other negotiator to agree by means of emotional play, this tactic usually uses anger or fear. - Nibble: 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. - Snow Job: This tactic aims to overwhelm you with too many details; one person can only absorb so much.

(Negotiations) Paying Attention During Communication

- Minimal Encouragement: Minimal encouragements are questions, comments, or sounds that do not interfere with the flow of conversation, but let others know you are there an listening. (e.g. Oh? When? and Really?) - Paraphrasing: Evidence that you were listening and understand. It clarifies content, highlights issues, and improves active listening techniques. (e.g. begins with statements like, "are you telling me...? or "so what you are saying is..." - Emotion Labeling: This is often the first active listening skills used in a crisis situation. Although it's important to be attuned to the emotion behind the message, you often attempt to get into the problem-solving phase too early. (e.g. "you sound" "what I hear is" or "you seem") - Mirroring (or Reflecting): This is the technique of repeating the last word or phrase spoken in the form of a question. This asks for more input without guiding the direction of the speaker's thoughts and elicits information when you do not have enough to ask a pertinent question. Mirroring is useful when you are at a loss for words. - Open-Ended Questions: The purpose of open-ended questions is to help the speaker to start talking. Open-ended questions encourage a person to say more without actually directing the conversation. - "I" Messages: "I" messages let speakers know how they are making you feel, why you feel that way, and what the speaker can do to remedy the situation.

(Leader Influence) Diagnosing

- Tool that can be used to identify the developmental needs of your subordinates - Process you can use to find out what's going on in your work center - skill you can develop to help your people meet the expectations of the Air Force. To diagnose the status of people, the US Marine Corps uses four categories: morale, esprit de corps, discipline, and proficiency.

(Leader Influence) How to Increase your chances of success as a follower

-Control your emotions: Rather than plead your case or demand action, remain calm and rational -Offer Solutions to problems: If you feel a problem is important enough to bring to your supervisor's attention, chances are you've given it some thought already. Take time to think of a way to fix the problem. -Recognize the importance of timing: Choosing the right time to discuss a decision is important -Use the chain of command: Work problems through your immediate supervisor first.

(diversity) Five characteristics of a "Diversity Supportive Organization"

1. Act Proactively 2. Leadership-Driven 3. Encourages Ownership of Initiatives 4. Think Inclusively 5. Mainstream Diversity It's through these initiatives that the Air Force: -Ensures all qualified personnel are welcome in America's Air Force - Educates and trains all personnel on the importance of diversity, including mutual respect. - Promotes a culture that values inclusion of all personnel - Ensures that all personnel in the Total Force understand they are valued and have the opportunity to achieve their full potential while contributing to the mission of the Air Force.

(Emergent Leadership Issues) Basic Support Sources

1. Airman & Family Readiness Center (AFRC) supports individuals, families, and leadership with programs to strengthen communities, encourage self-sufficiency, enhance mission readiness. 2. Alcohol and Drug Abuse Prevention and Treatment (ADAPT): promote readiness and health and wellness through the prevention and treatment of substance misuse. 3. American Red Cross: offers compassionate services in five other areas: community help, support and comfort for military member/family, processing, distribution of lifesaving blood. 4. Area Defense Counsel (ADC): legal representation to AF members who are suspected of an offense or facing adverse administrative action. 5. Base Legal Office: four essential functions: military justice, operational law and legal assistance, protecting AF resources, and morale and welfare. Provides legal advice and support to commanders and staff agencies in the areas of military justice, adverse admin actions, civil, operations, environmental, labor and contract. 6. Casualty and Survivor Benefits: provides support to families who have lost a loved one. 7. Chaplain Services: Chaplains combine the roles of clergy and military officer while upholding the standards of the Air Force Core Values. 8. Community Support Coordinator: is the point of contact for providing guidance and education on adopting the Wingman culture and integrating the Wingman concept into unit activities. Also teach resiliency. 9. Employee Assistance Program: Assists military member, DOD and government civilians with finding local employment. 10. Equal Opportunity: promoting an environment free from personal, social, or institutional barriers that prevent AF members from rising to the highest level. 11. Exceptional Family Member Program (EFMP): provides support to military families with special developmental, educational, or medical needs, or that have family members with disabilities. 12. Family Advocacy- build healthy AF communities by developing, implementing, and evaluating policies and programs designed to prevent, intervene in, and treat child, spouse, and intimate partner maltreatment 13. Mental Health Clinic: assesses, treats, and educates eligible beneficiaries to ensure mental fitness for duty. 14. Sexual Assault Response Coordinator (SARC): serves as the single point of contact at an installation or within a geographic area who oversees sexual assault awareness, prevention, and response training; coordinates medical treatment 15. Victim and Witness Assistance Program: statutory requirements for victim and witness assistance and provides guidance for assisting victims and witnesses of crime from initial contact through investigation, prosecution, and confinement.

(Emergent Leadership Issues) Substance Misuse (definitions and terms)

1. Drug 2. Depressant: or "downer" is prescribed to relax muscles and calm mental excitement. Slow brain function 3. Stimulant: Increase energy and alertness, but will also increase blood pressure, heart rate, and breathing 4. Marijuana: causes brain abnormalities related to emotion, motivation, and decision-making 5. Anabolic Steroids: Promote growth of muscle. 6. Substance: is alcohol and other mind- or mood- altering drugs. 7. Intervention: helping the member recognize at the earliest possible moment that he or she needs treatment 8. Alcohol-Related Misconduct (ARM) ADAPT Program, as a "type of conduct includes driving while intoxicated , public incidents of intoxication and misconduct, underage drinking, or similar offenses. 9. Drug Abuse: is the illegal, wrongful, or improper use, possession, sale, transfer, onto a military installation.

Air Force Core Values

1. Integrity First 2. Service Before Self 3. Excellence in All We Do

(Continuous Improvement) Three AFSO21 Settings

1. Just Do it 2. Rapid Improvement Events (RIE) 3. Improvement Project (IP)

(Emergent Leadership Issues) Preventing Substance Misuse

1. Promoting a Culture of Responsible Choices 0-0-1-3 Formula (This formula aims to reduce alcohol misuse issues in the Air Force to include sexual assaults, loss of duty time, mission degradation) 2. Encouraging Seeking Help 3. Education: Your continuous education of your Airmen supports substance misuse prevention. 4. Deglamorization: You could influence a reduction in substance misuse by leading by example, deglamorizing alcohol, demonstrating responsible drinking at social outings, or by not drinking at all. When you host a social event, ensure nonalcoholic drinks are available.

(Emergent Leadership Issues) Stress Management Strategies

1. Time management: schedule, prioritize, make daily lists of activities, and know your daily cycle 2. Physical Exercise: power walking, jogging, swimming, and bicycle riding 3. Relaxation Training: meditation, hypnosis, and biofeedback reduce stress 4. Social Support: Friends, family, or work colleagues to talk to provides an outlet to vent when your stress levels increase.

(Emergent Leadership Issues) Types of Discrimination

1. Unlawful discrimination: includes discrimination based on color, national origin, race, religion, or sex that isn't otherwise authorized by law or regulation. 2. Personal Discrimination: Individual actions taken to deprive a person or group of a right because of color, national origin, race, religion, or sex. 3. Systematic Discrimination: An action by an institution (or system) that, through its policies or procedures, deprives a person or group of a right because of color, national origin, race, religion, or sex.

(diversity) Diversity

A composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission.

(Negotiations) 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.

(Resource Stewardship) Obligation

A legal binding agreement to commit funds between the government and another party. However, no goods or services have yet been received.

(Emergent Leadership Issues) Wingman

A term used to describe one individual looking out for another, anticipating difficulties and responding to maintain the welfare of a fellow Wingman. The wingman's role is to add an element of mutual support that aids situational awareness and decision making, increasing the ability to successfully prevent or resolve difficulties.

(Leader Influence) Motivational Profile Theory

Achievement, power and affiliation; everyone has all three parts however, one part will often overshadow the other two

Military Necessity

Acknowledges that attacks can be made against targets, but only targets that are valid military objectives

(Leader Influence) Adapting

Adapting involves adjusting your behaviors and other resources to what you've diagnosed/observed in ways that help close the gap between the current situation and what you want to achieve and is focused on your leadership style.

(Continuous Improvement) 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. When you need alternatives to solve a problem, options can generate from: *Research *Creative Thinking *Subject matter experts * Brainstorming with end users

(Negotiations) Interest-Based Negotiations (IBN)

Also referred to as Interest-based Problem-Solving, is the practice of focusing on the interests, and not the positions of the two disputants

Ethical Dilemma

An ethical dilemma is a situation where someone is forced to choose between two alternatives. (good or bad) or (bad and bad)

(Leader Influence) ABC's of Behavior- B.F. Skinner (Five Classic Motivational Theories)

Antecedents (Prior events), Behavior (observable behavior), and consequences (rewards or punishments resulting from prior events) Example: in simple terms, states that a person will tend to change his or her behavior based on consequences.

(Resource Stewardship) Airmen Powered by Innovation (API)

Applies to all individuals, units, and organizations at every level of the Air Force, including active duty, civilian, contractor, and Air Force Reserve Command personnel under Title 10 status. Four phases within the API process. -Ideation/Submission -Evaluation -Implementation -Hold-the Gains

(Resource Stewardship) Finance Allocation:

Appropriated funding issued to an organization which represents cash for obligation or spending.

(Resource Stewardship) Manpower Allocation

Appropriated manpower requirements issued to an organization which represents the amount of positions needed to successfully accomplish the mission.

(Resource Stewardship) Financial Management Board (FMB)

Approves budgets, execution plans, and revisions. The FMB also distributes the annual funding, establishes priorities, and ensure consistency with programs and missions.

(diversity) Primary Dimension

Are differences that you are born with and cannot normally change.

(diversity) Secondary Dimension

Are diverse differences that you control and/or can change (work ethic, income, marital status, experience, religious and philosophical beliefs.

(diversity) Socio-Behavioral Tendencies (SBTs)

Are the thought processes you use to help make sense of the world you live in. Influenced by your beliefs and values, they define who you are, how you act or respond to situations, and how you treat others.

(diversity) Perceptions

Are what you experience and observe that becomes your reality.

(diversity) Perspectives

Are your position on a particular subject. It is how you mentally view a situation.

(Leader Influence) Values and Principles

As a leader you must know your deeply held values, adhere to the ethical principles that guide your leadership, and avoid ethical traps. This is where the Air Force Core Values must become integrated into your everyday decision-making processes.

Ethics

Attitudes and beliefs of what is right and wrong or values and judgements about good and evil, and the study of how you judge those behaviors.

(Leader Influence) Expectation Theory

Based on environmental needs and motivators; Rewards can encourage people to perform better work harder.

Code of Conduct

Based on time-honored concepts and traditions that date back to the days of the American Revolution. In the unfortunate event that you are captured, your behavior should be guided by the Code of Conduct.

(diversity) Social Sensitivity

Being aware of your surrounding. Is one's reception and responsiveness to the emotions, feelings, personality, temperaments, cultural differences, values, and beliefs of those around them.

The community test

Besides your family, would you want your peers, neighbors, or friends to know?

(Resource Stewardship) Program Objective Memorandum (POM)

Biennial memorandum submitted to the Secretary of Defense from each Military Department and Defense agency. It proposes total program requirements for the next six years.

(Resource Stewardship) Resource Advisor (RA)

Budget representative for an organization. The RA participates actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources.

(Emergent Leadership Issues) Organizational Communication

By increasing formal communication, you'll reduce uncertainty by lessening role ambiguity and role conflict

(Negotiations) 5 steps of the Cooperative Negotiation Strategy (CNS)

CNS concentrates on both the task and the relationship. When applying the CNS, you trade positions (what you want) for interests (why you want it) and find complementary differences and similarities that can help everyone move toward a mutually satisfying agreement. Cooperative negotiators purposefully seek opportunities to create new options from the available resources, while maintaining or developing a relationship. Step 1: Positions: Establish your position, and then estimate what you think your counterpart's position might be. Think about what each of you might want in a mutually satisfying solution. Step 2: Interest: Prioritize what interest is most important to you and what you think is most important to your counterpart, then attempt to find common ground between the underlying interest. Step 3: BATNA (Best Alternative to a Negotiated Agreement): Ensure your BATNA is valid by considering these three questions. - Can you execute the BATNA without consent or participation of the other negotiator? - Do you have the time and resources, and are you willing and able to execute the BATNA? - Does the other negotiator see your BATNA as credible and believe you'll execute it? Step 4: Brainstorming: You should try to be comfortable with uncertainty and ambiguity. You should attempt to develop flexible plans with as many options as possible. Step 5: Solution: Select option (s) for a solution that meet the most important priorities for both sides. To help this process, it's suggested that critical thinking questions continue to flow as options are suggested. CNS changes negotiation from a contest of wills to a search for solutions CNS focuses on the problem, but also actively manages the relationship CNS focuses on understanding the underlying interests CNS recognizes that information sharing and critical thinking are at the heart of problem solving CNS and the 3C Model: In the Cross-Cultural chapter you reviewed the 3C Model. To successfully negotiate in a cross-cultural setting, each negotiator must keep the elements of CNS in mind. ( if you were walking into a negotiation with your african host and he grabbed your hand as you entered the room, your initial reaction to withdraw could offend him. Using 3C while negotiating, you have an opportunity to prevent and remedy false stereotypes to ultimately build trusting relationships across cultural lines.

(Continuous Improvement) AFSO21 Scope

Challenges all Airmen to examine processes and eliminate steps in business processes that add little to no value. (Switching lights off when no longer necessary, turning faucets off completely, and limiting the amount of needless paperwork can be considered AFSO21 ingenuity).

(Leader Influence) Position Power

Coercive: deals with how others perceive your ability to provide sanctions, punishment, or consequences for ineffective, inappropriate, or negative behaviors, actions, or interactions. Connection: stems from others perceptions of your association with people of influence or people that can help both inside and outside of the work center or organization. "who you know" Reward: Leaders who are able to recognize people's efforts operate from the venue of Reward Power. Rewards can range from pats on the back or days off to formal recognition. Legitimate: comes from your title, role, or position within the organization itself. This type of power provides you with the authority to make decisions and requests.

(Change Management) Elements of Adaptability

Cognitive Flexibility: The ability to use different thinking strategies and mental frameworks into their planning, decision making, and day to day activities. ( scan environment, development understanding, create strategies (Plan A; while having a Plan B,C, and D) Emotional Flexibility: The ability to vary your approach to dealing with your own emotions and those of others. Being emotionally flexible requires you to demonstrate an awareness of your own emotions. Dispositional Flexibility: The ability to remain optimistic and at the same time realistic and openness. (This type of leader is truly optimistic about all members being effective in the new environment. They identify what is positive about the new experience or situation, and build on it through effective communication.

(diversity) Collusion

Collusion occurs when people cooperate with others, knowingly or unknowingly, to reinforce those behaviors that prevent others from fully entering into the workplace culture. There are three forms of collusion. SILENCE, DENIAL, and ACTIVE PARTICIPATION.

(Leader Influence) Contemporary Motivation Model

Combines 5 theories into a simple three-phased approached to motivation. The model depicts that people can be in one of three levels of commitment (membership, performance, and involvement)

(Resources Stewardship) Personnel

Considered your 'most valuable resource," the appropriate amount (and mix) of skilled and qualified individuals provides the workforce necessary for organizations to meet ongoing and future mission requirements.

The legal test

Could you face legal action? Are you willing to face legal action?

The Situation Test

Could you justify your action because of peculiar, special or extraordinary circumstances?

Military Ethics

Deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment

(Emergent Leadership Issues) Interpersonal Demands

Deal with interactions among personnel. As a leader, you need a keen understanding of how to manage the different personalities in your organization.

(Continuous Improvement) Four Decision Analysis Steps

Decision-making Model Dr. Tregoe established the Kepner-Tregoe (KT) Corporation in his garage and the company provides consulting and training services to organizations throughout the world. Situation 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. 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 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 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.

(Negotiations) Best Alternative to a Negotiated Agreement (BATNA)

Defined as "an alternative that, should negotiations fail, you are willing and able to execute without the opposite negotiator's participation or permission. Understanding your BATNA and the opposite's (person with whom you are negotiating) BATNA will help you determine when or if you should walk away from the negotiation table.

Ethical Behavior

Doing what is right and meeting your responsibilities

(Emergent Leadership Issues) Equal Employment Opportunity (EEO) Civilian

EEO considerations an integral part of the management process. It's Air Force policy that personnel management be accomplished in a manner that's free from discrimination and provides equal opportunity for all applicants and employees regardless of their race, color, religion, age, sex, national origin, sexual orientation, or handicapping condition.

(Resource Stewardship) Energy

Energy is the critical force that powers businesses, manufacturing, and the transportation of goods and services. (e.g. oil, natural gas, land, uranium, Biomass, Hydropower, Solar, and Wind)

AFI 36-2618, The Enlisted Force Structure

Establishes leadership and development levels, responsibilities, and official terms of address for enlisted airmen.

Ethical Traps

Ethical Relativism, Loyalty Syndrome, Worry over Image, Drive for Success

(Negotiations) Negotiation Styles

Evade, Comply, Insist, Settle, and Cooperate

(Negotiations) Mediation Process

Evaluative: offers an opinion on the strengths and weaknesses of each disputant's side, and suggests options to resolve the matter. Facilitative: Disputants clarify issues, reevaluate positions, and analyze interests- all with an eye towards resolving the dispute that brought them to the mediation table. Transformative: It enables negotiators to see and understand (not agree with) the other negotiator's point of view Narrative: How each negotiator sees the conflict, uses open-ended questioning, and constructs alternate stories to achieve understanding and cooperation.

(Resource Stewardship) Processes

Every work center has their own process they accomplish and oversee on a regular basis. The steps of your process should be outlined in regulations such as: AFIs, operating instructions, technical orders, or possibly handed down from Airman to Airman.

(Resource Stewardship) Continuing Resolution Authority (CRA)

Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time, usually a few days to a few weeks, when the budget isn't approved by Congress.

(Leader Influence) X & Y Theory (Five Classic Motivational Theories)

Focuses on the attitudes of the supervisor and the subordinate. Theory X manager assumes that most people prefer to be directed, and aren't interested in assuming responsibility- all they desire is safety Theory Y manger assumes that people aren't lazy by nature and can be self-directed and creative if properly motivated. Theory Y managers are supportive and facilitating.

(Resource Stewardship) Warfare

Funding, procuring, maintaining, and updating war-related materials are a top military priority to meet today's National Security Strategy objectives.

(leader influence) Supervisory Rewards

Given to those who go beyond the standard, they include such things as praise, public, recognition, time off, bonus pay, promotions, special assignments, empowerment, challenge, autonomy, and greater roles and responsibilities.

(Resource Stewardship) Appropriation

Government (Taxpayer) funding approved by congress for a specific purpose. Multiple Appropriations; many having its own set of rules to properly execute. Consult with the Resource Advisor to become familiar with the appropriations being used within your unit.

(Continuous Improvement) AFSO21 Five Desired Effects

Guide improvement initiatives at every level and contribute to the ever changing demands placed upon the NCO. 1. Increase productivity of our most valued asset- Our Airmen * Cut unnecessary steps from manpower intensive processes 2. Significantly increase critical asset availability * Ensure supplies and war reserve material are readily available and replenished when needed 3. Improve response time and decision making agility * Conduct improvement projects on customer or mission processes that require specific response times 4. Sustain safe and reliable operations * Improve operating instructions (OIs) or technical orders to minimize unsafe practices and ensure consistency of operations. 5. Improve energy efficiency * Turn off electrical/fuel consuming equipment when not in use.

(Leader Influence) Authoritarian Leader

High Task, Low relationship (H,L) This kind of leader is very task oriented and hard on his or her workers (autocratic). There's little or no allowance for cooperation or collaboration.

(Leader Influence) Team Leader

High task, High Relationship (H,H) This type of leader leads by positive example. This person endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. This leader encourages the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members.

Article I of the Code of Conduct

I am an American, fighting in the forces which guard my country and our way of life. I am prepared to give my life in their defense.

Article VI of the Code of Conduct

I will never forget that I am an American, fighting for freedom, responsible for my actions, and dedicated to the principles which made my country free. I will trust in my God and in the United States of America.

Article II of the Code of Conduct

I will never surrender of my own free will. If in command, I will never surrender the members of my command while they still have the means to resist.

(Change Management) Change Sponsors

INITIATE change because they have the power to determine why, when, and how changes occur. While many change sponsors are senior leaders; SNCOs, NCOs or even Airmen can assume this role depending on the circumstances.

Article III of the Code of Conduct

If I am captured, I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy.

Article IV of the Code of Conduct

If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information or take part in any action which might be harmful to my comrades. If I am senior, I will take command. If not, I will obey the lawful orders of those appointed over me and will back them up in every way.

(Continuous Improvement) Step 5: Develop Countermeasure OODA

If you completed the first four steps effectively, you should have some insight on possible techniques to employ to help stabilize the situation, if necessary, while generating plans to improve the existing process. Analysis of Alternatives: Not all countermeasures are suitable; therefore, thoroughly analyze alternatives for workability prior to implementation. 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?

(Continuous Improvement) Two-System Approach

If you look back to the days when you were a brand new Airman just learning your job for the first time, more than likely you had to really focus on the tasks that you were doing. Now through repetition, tasks you once though of as "complex" are nothing more than routine actions, decisions, and behaviors. It is only after many hours of complex analysis, inferences, and effective judgments that task become routine enough as to require little or no thought.

The shame test

If your actions are publicized would you be embarrassed or humiliated

(Negotiations) TIPO (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. Position Power: These four powers provide you the authority to make decisions, requests, and issue lawful orders based on your position. Coercive: Deals with the leader's perceived ability to provide sanctions, punishment, or consequences, and recommending non-judicial punishment Reward: Deals with the leader's perceived ability to provide rewards and incentives that people like. Positively influences another person's situation using incentives that the other negotiator values like time-off, a promotion, public recognition. Connection: This power pertains to who you know. This power depends on the perception that you have power connections with others who can support and strengthen your position. Legitimate: This is based on one's rank, position, or level of authority. Although you may be able to use this "Power Over" your opposite, consider the relationship and only use this power when your intentions are legal, ethical, and appropriate. Personal Powers: Referent (Charisma): People respond to this power because they respect and admire you, or tend to follow and agree with you because they aspire to be like you. This power affords the opportunity to encourage, motivate, and inspire others. Information: This power comes from one's knowledge, use and sharing of data or information that others may need or desire. This power affords the opportunity to encourage, motivate, and inspire others Expert: This power comes from one's expertise or education in a specific task, subject, or career field. Subject-matter experts are valuable members of any organization.

(Emergent Leadership Issues) Individual Factors

Individual factors primarily focus on family and personal economic statuses. (Marital difficulties, relationship problems, and discipline troubles with children are some personal family stressors which most people can't just forget while at work.)

(Leader Influence) Hierarchy of Needs

Individual needs from both supervisor and subordinate; an individual's most basic needs must be filled before that individual could move on to higher needs or ambitious.

(Leader Influence) Membership Level

Individuals at the membership level give time to the organization out of dependency. They have a contract with the Air Force- 8 hours of work for 8 hours of pay and nothing more

(Leader Influence) Performance Level

Individuals at the performance level may or may not be fearful of consequences for not doing much more than people at the membership level. They tend to be more involved in the work center and often contribute, but only as long as leadership recognizes their contributions.

(Leader Influence) Involvement Level

Individuals that operate on this level are performing for their own reasons. Their motivation comes from within; therefore, they're involved. At this level, subordinates produce high quality work because they truly enjoy what they do- they believe in their job and their reward is personal satisfaction.

(diversity) Collusion- Active participation

Involves actions that overtly work to prevent the inclusion of others. When someone actively participates in promoting negative stereotypes, other forms of unfair judgments, and disrespectful behavior, he or she is colluding and preventing equality.

(Negotiations) Position

Is "what you want". Your position is what you envision as your best possible outcome. This is the stance one takes that is usually founded on his or her underlying interest.

(Negotiations) Negotiations

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.

(diversity) Stereotypes

Is a standardized mental picture that one person or group of people hold about another person or group of people. Sometimes, that opinion may be based on your knowledge of the group the individual seems to be a member of (age, gender, etc). (positive or negative)

(Continuous Improvement) Eight Step Problem Solving

Is a team-centered, systematic, common sense problem solving approach. This 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.

(Resources Stewardship) Budget Review (BR)

Is a two-part process that occurs twice within each budget cycle twice within each budget cycle to identify and redistribute funds to meet unfunded requirements such as unforeseen or initially unanticipated mission-related expenses. 1. Critical Risk/Non-Deferrable 2. Core/Mission Critical/Non-Deferrable 3. Mission Essential/Deferrable 4. Non-Core/Enhanced/Deferrable

(diversity) Prejudices

Is an adverse or unreasonable opinion or thought about a person or group without all the facts and usually based on deeply held beliefs....it's a pre-judgement. (always negative)

(Negotiations) Anchor

Is 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. The stronger one's anchor, the closer the final agreement is to the negotiator's aspiration point.

(diversity) Collusion- Denial

Is another passive approach that simply ignores any evidence of negative behavior. It's similar to putting your head in the sand and pretending, despite evidence to the contrary, the problem doesn't exist.

(Negotiations) Aspiration Point

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

(Continuous Improvement) Decision-making

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

(diversity) Collusion- Silence

Is the practice of neither supporting nor defending the rights of others to be fully included in the work place. Additionally, silent collusion permits negative behavior to go unchallenged.

(Emergent Leadership Issues) Psychological Symptoms

Job-related dissatisfaction, symptoms include tension, anxiety, irritability, boredom, and procrastination.

(Leader Influence) Self-Awareness

Leadership begins with self-awareness. That means getting to know yourself to understand your strengths and developmental needs.

(Leader Influence) Country Club Leader

Low task, high relationship (L,H) This leader uses predominantly reward power to maintain discipline and encourage the team to accomplish goals. Conversely, this leader is almost incapable of employing the more punitive coercive and legitimate powers.

(Leader Influence) Impoverished Leader

Low task, low relationship (L,L) This person uses a "DELEGATE and DISAPPEAR" management style. Since his person is not committed to either task accomplishment or maintenance, he or she essentially allows the team to do whatever it wishes and prefers to be detached from the team process by allowing it to suffer from a series of power struggles.

(resource stewardship) Skip-Echelon Structure (five management principles)

Major commands (MAJCOM) sit on top of a skip-echelon staffing structure. MAJCOMs, wings and squadrons possess the full range of staff functions needed to perform required tasks.

Ethical Relativism (ethical trap)

Making decision based on personal values/beliefs rather than on military rules, regulations, and codes of conduct.

(Negotiations) Mediation

Mediator: Facilitates communications, promotes understanding, and focuses disputants on their interests Disputants or Negotiators: The two or more people or groups who have a degree of difference in positions, interests, goals, values, or beliefs and who cannot reach an agreement on issues or courses of action between themselves. Stakeholders: Stakeholders are other outside negotiators who have a vested or personal interest in the initiation, processing, and resolution of an existing dispute. (CC, 1st sgt, sups, subordinates, neighbors, family, etc)

(Emergent Leadership Issues) Substance Misuse Impact

Mission Readiness: impairs mood, coordination, judgement, and safety while it increases impulsive behavior. Morale: Airmen who misuse substances are at greater risk of both personal and professional relationship problems Health and Wellness: Substance misuse causes increased risk of high blood pressure, stroke, heart disease, birth defects, addiction, ulcers, liver disease (Fatty liver, hepatitis, and cirrhosis), pancreatitis, overall mortality.

(Negotiations) Distributive Negotiation's

Objective is to claim a portion of whatever value is on the table. Negotiators meet to exchange proposals, offer, and counter-offers. This approach to negotiations could be used when attempting to divide, divvy, or distribute something.

(Continuous Improvement) Determine Objectives

Objectives should be clear and measurable outcomes that you desire to achieve. Only thorough valid and non-manipulative measure can you make a reasonable, sensible decision.

(Continuous Improvement) OODA Loop

Observe: Look at the current situation and form theories about the problem. Orient: Gather data and information to substantiate theories Decide: Develop solutions to address the problem Act: Implement and evaluate solutions.

(diversity) Social Biases

Occur when someone unfairly favors or prefers a person, culture group, or race to another. (preferences with groups or individuals)

(Emergent Leadership Issues) Operational Stress

Occurs when there is change in mental functioning or behavior due to military operations. Positive or negative

(Continuous Improvement) Set Improvement Targets OODA

Once you've developed a clear and objective problem statement, you'll need to identify a goal and develop a goal statement. "If you don't know where you're going, how will you know when you get there?" Consider the following two aspects when drafting improvement targets: Strategic Vision: The strategic vision is a view into the future that describes how an organization will strategically perform or conduct business. Tactical Targets: The tactical targets define the performance levels required to make the goal a reality. B-SMART: Balanced, Specific, Measurable, Attainable, Results Focused, and Timely.

(Continuous Improvement) Just Do it

One person (or a small team), occurs in less than a day with little to no planning. The term, Just Do It, is a quick fix to a process; a simple answer to an obstacle in an individual process. A "Just Do It" typically doesn't involve formal process reviews, team consensus conservation initiatives, or specific improvement plans.

(Resource Stewardship) Standard Levels (five management principles)

Organizations should be established at the lowest level required to successfully accomplish the primary mission. Factors such as scope of responsibility, span of control, and functional grouping of related missions/activities are the predominant factors that determine organizational type.

Proportionality

Planners and commanders should weight the expected military advantages to be gained from affecting a target against the incidental loss or injury to civilians and the damage or destruction of civilian property.

(Continuous Improvement) OODA Loop-problem solving

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

Airman's Creed

Provides a tangible statement of beliefs that Airmen can hold most dear...it focuses on and identifies a spirit -- a war-fighting ethos -- that transcends time from the past to the present and into the future, and it requires a pride in service and fosters a fighting-focused culture

(Leader Influence) Advice

Providing an opinion, or some alternatives, or some modification suggestions, or some risk analysis inputs to the leader on a decision that the leader is still contemplating or researching.

(Emergent Leadership Issues) Wellness Programs

Quit smoking, control alcohol use, lose weight, improve diet, and develop a regular exercise program. Most wellness programs prompt individuals to take personal responsibility for their physical and mental health.

(Negotiations) Readiness or Ripeness

Readiness: is 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 sensitivity can jeopardize negotiations. 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?

(Leader Influence) Personal Power

Referent Power: Is based largely on your interpersonal relations with others along with your personality traits. If you're seen as like-able or charismatic and one who inspires trust and confidence, you'll often be perceived by others as possessing referent power. Information Power: is based on your access to data and information that are important to others. This power is based on others perceptions that your possess information that they want or need to know. Expert Power: Is the third form of your personal power. It suggests that you gain power and the ability to influence through your education, experience, and job knowledge. As a leader, you must know your job inside and out in order to gain the trust of your followers and work effectively from others perceptions of your expert power.

(Resource Stewardship) Funded Requirement

Refers to an authorized and funded position needed to accomplish the assigned workload.

(Emergent Leadership Issues) Role Demands

Refers to pressures placed on a person as a function of the particular role he or she plays in the organization.

(Resource Stewardship) Unfunded Requirement

Refers to unfunded positions needed to accomplish the assigned workload

(Resource Stewardship) Cost Center Manager (CCM)

Regulates the daily use of work hours, supplies, equipment, and services in production or operations. Also, continually monitors the relationship between resources used and products produced to allow for the realignment of resources when necessary. The CCM is usually a Flight Chief or Flight Commander.

(Continuous Improvement) Improvement Project (PI)

Requires a large team, occurs over a long period of time: weeks, months, or years. These processes are more complex and involve a cross functional team to ensure that improvements identified are incorporated into the organizations daily operations. - The IP is the highest setting of AFSO21 events. The IP creates major improvements to standard practices, which saves funds, reduces manpower requirements, and improves the way you accomplish the mission.

(Continuous Improvement) Rapid Improvement Events (RIE)

Requires a small team, planning usually occurs in less than a week. A plan must be developed, a team selected, and communication begun as early as possible. The members involved in applying the steps for RIE should have an understanding of the problem and be open-minded toward brainstorming with others to achieve desired outcomes. Successful RIEs usually have the following four components: - Strong leadership buy-in - Knowledgeable and open-minded participants - A tightly focused event scope - An implementation plan and metrics to track results

Distinction (Discrimination)

Requires parties to direct operations only against combatants and military objectives.

Unnecessary Suffering (Humanity)

Restrictions against using arms, projectiles, or materials calculated to cause unnecessary suffering and forbids the infliction of unnecessary suffering, injury, or destruction not actually necessary for legitimate military purposes

Law of Armed Conflict

Rests on four fundamental principles that are inherent to all targeting decisions: military necessity, unnecessary suffering, proportionality and distinction (discrimination)

(Resource Stewardship) Financial Working Group (FWG)

Reviews program and cost factors, compares current with prior year costs, reviews justifications, periodically evaluates performance against estimates, and submits a recommended execution plan to the FMB.

(Continuous Improvement) Determine Root Cause OODA

Root Cause Problem Solving: Root cause problem solving is not reacting to a decision that seemed to work before. To help determine the root cause of a problem, consider the perceived initial problem based on standards, clarify the situation, locate the cause of the problem based on first-hand observations, and look for the "direct" cause and effect. The Five-Why Method to Root Cause Analysis One of the simplest investigative tools to use without requiring to employ a statistical analysis approach. By repeatedly asking the question 'Why?' we're able to peel away the more obvious layers of an issue (i.e., the symptoms), thus revealing the true, root cause. Situation: The car broke down this morning: Brainstorming session: Brainstorming, Withhold Judgment, Encourage Freewheeling, Aim for Quantity, Not Quality, and Hitchhike. Brainstorming Session Techniques: Along with certain rules, there are 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. Unstructured approach (i.e., also called free-form brainstorming): 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: is used when you want team members to write ideas on small slips of paper. Then, you collect the papers and ot down the ideas for all to see. Fish Bone Diagram (i.e., cause and effect diagram): 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.

(Resource Stewardship) Essential Elements

Section 1: Mission-Critical Requirements: This section includes a list of all mission-critical requirements funded within the projected fiscal year's budget along with the element of expense investment code (EEIC) associated with each requirement Section 2: Justification: This section provides a short, yet explanatory, narrative justifying each requirement identified as mission critical Section 3: Unfunded Requirements: This section lists mission-essential requirements that exceed projected funding. Section 4: Spend Plan: This section illustrates how the projected funds from the mission-critical requirements section will be spend over the 12-month FY.

(Emergent Leadership Issues) Identifying Substance Misuse

Self-Identification: members who aren't currently under investigation or pending action because of a substance related incident are eligible to self-identify Commander Referrals: commanders shall refer all members for an assessment when substance use could be a contributing factor in any misconduct. Medical Identification: Healthcare providers who suspect substance misuse problems must notify the member's commander and the ADAPT program manager. Substance- Related Incident: Many members who enter the ADAPT program are identified based on a substance- related incident. Drug Testing: Drug testing is done through the Military Drug Demand Reduction Program. The goals and objectives include enhancing mission readiness and fostering a drug-free environment through a comprehensive program of education, prevention, deterrence, and community

(Leader Influence) 5 Essential Qualities of Effective Followership

Self-Management- This quality refers to the ability to determine one's own goals within a large context and to decide what role to take at any given time Committed- Being committed to the organization and to a purpose beyond themselves, effective followers strive to excel at everything they do. Competent- Build their competence and focus their efforts for maximum impact. They strive to reach higher levels of performance and expand themselves. Integrity- One of the most important characteristics of an effective follower may be the willingness to tell the truth. It's imperative that followers display integrity by providing truthful information to their leaders. Initiative- Initiative is motivation, determination, perseverance, and risk-taking. Being an effective follower requires more than just meeting the standards.

(Negotiations) Stages of Mediation

Stage 1: Mediator Opening Statement: This is where the mediator meets with all disputants together for the first time. The first item of an effective opening statement is the mediator intro of themselves and explanation of their credentials and qualifications they posses that make them a suitable mediator. Stage 2: Disputants' Opening Statement: They are given adequate time to speak without interruption regarding the issue at hand and share their side of the issue. Each person should fully explain the issue, their position, and interests as they see it so that everyone, including the mediator, understands their point of view. Stage 3: Joint Discussion: This is the first opportunity for the disputants and the mediator to interact. The mediator's role is to assist the members in focusing less on their positions and more on their interests. Stage 4: Caucus: Disputants must understand they have the power to ask for an individual meeting with the mediator. The mediator may request one at any time as well. The term caucus means, "private meeting: Stage 5: Closure: This is the final stage of the mediation process, however; it must be clearly understood that not all mediations end in a mutually agreed upon resolution. In most cases, the mediation session will usually conclude with some form of resolution. For mediations that do end in a mutually satisfying outcome, this stage could become quite lengthy, especially if there is legally binding documentation and administration involved.

(Resources Stewardship) Antideficiency Act (ADA)

The Antideficiency Act (ADA) is one of the major laws through which Congress exercises control over government spending. (government officials may not make payments or commit the United Sates to make payments at some future time for goods or services unless there is enough money in the "bank" to cover the cost in full.

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

The Cooperative style depends heavily on each negotiator's collaborative. efforts and desire to achieve a mutually acceptable outcome (task orientation). These interests are not always evident and may take time to uncover, but eventually lead to a common ground. *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.

(Resource Stewardship) Responsibility Center Manager (RCM)

The RCM normally heads an organization that plans, organizes, directs, and coordinates activities of subordinate organizations and functions.

(Resource Stewardship) Tracking Manpower

The Unit Personnel Management Roster (UPMR) is the document used by the personnel section and leadership to track where personnel are positioned in manpower allocations.

(Continuous Improvement) Decision Statement

The decision statement determines your objective and provides a specific level of success or resolution.

(Resource Stewardship) Authorization Change Request (ACR)

The document used to propose adjustments to a Unit Manning Document.

(Negotiations) TIPO (Options)

The final part of the TIPO model uses the foundation of trust and the elements of information and power to develop options. Options (which include possible solutions, choices, and alternatives) are simply the different ways of solving the problem. 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.

(Continuous Improvement) Step 1: Clarify and Validate the Problem OODA

The first step, 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. Go and See: Ensure you base your information on facts, not assumptions. Voice of 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.

Air Force Handbook 1, The Airman Handbook

The handbook supports the enlisted promotion system with the publication of individual study guides from each enlisted promotion testing grades (SSgt to CMSgt)

(Negotiations) Integrative negotiations

The integrative category doesn't see resources as necessarily fixed and should be approach as a win-win situation. Integrative negotiations still acknowledge that resources must be distributed (there is value to claim at some point in any negotiation). As a general rule, except in cases of an emergency, military negotiators achieve better solutions by utilizing the integrative category. One technique to use during integrative negotiations is asking open-ended questions regarding the other negotiator's interests, concerns, and circumstances.

(Continuous Improvement) 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 results 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?

(Negotiations) TIPO (Information)

The level of trust directly influencers the amount of information shared between/among negotiators. When you trust your opposite, you believe the information they present is truthful and accurate. Unfortunately, trusting information from others can be quite difficult. Strong relationships allow for honest disclosure of information, which includes unpleasant, unpopular, or less preferred information.

(Resource Stewardship) Cost Center (CC)

The organization that gather and distributes cost data. The cost center refers to the basic flight or work center.

(Emergent Leadership Issues) Human Relations

The relations between two or more people in a working, living, or social environment The equal opportunity office supports a positive working climate by educating all employees and management on the need for a positive human relations environment.

(Negotiations) Interests

There are three basic types of interests: Procedural, psychological, and substantive Procedural Interest are those concerning how a process is conducted. Negotiations 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.

(Change Management) Change Cycle

There are two change cycles you need to know. the directive change cycle and the participative change cycle. Both are useful in managing change, however they are employed in different ways. Directive Change Cycle: This type of change is imposed upon a group or organization without taking into account their direct input. (effective for immediate changes, relies on position powers) (Directive change comes from those individuals in leadership positions (change sponsors) Participative Change Cycle: The eventual success of the change is dependent upon the group's positive attitude and commitment in the direction of the desired change. (Takes longer to implement, Relies on personal power) (change isn't frequently used in a military environment, it's widely held that acceptance of the change by the group is significantly increased if they're allowed to participate, when feasible, in the decision-making process.

(Emergent Leadership Issues) Behavioral Symptoms

These are externally observable actions, such as your Airmen showing to work late or unexcused absences, increasing their smoking or drinking habits, and being less productive at work.

(diversity) F.A.I.R. Way

These techniques are called: giving FEEDBACK, offering ASSISTANCE, assuring INCLUSION, and giving RESPECT. Together these form a strategy for working with and promoting the acceptance of diversity.

(Negotiations) 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.

(Negotiations) 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.

(Resource Stewardship) Unit Manpower Document (UMD)

This document details the organization structure (the number, skills, grade, and security requirements of manpower authorizations), the position number for each authorization, and other pertinent data the commanders and managers need to manage manpower resources. The UMD accounts for all the "spaces" in your organization, whether they are filled or not.

(Resource Stewardship) Unit Personnel Management Roster (UPMR)

This document is used to put faces to spaces. This has the names of your unit's currently assigned personnel in accordance with the positions lised on your unit's UMD

(Continuous Improvement) Step 8: Standardize Successful Processes OODA

This is the most commonly skipped and most underdeveloped step of the entire 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?

(Resource Stewardship) Financial

This is the resource that is required to procure the material, energy, information and technology, and warfare resources needed to accomplish missions.

(Negotiations) Impasse

This occurs when there is the failure to make progress toward resolution Caucus: is a confidential and private meeting between each of the disputants and the mediator. Offers the mediator the "behind-the-scenes" perspective from each person to ensure there is a potential ZOPA. Emotional Control: For the mediator, it's very important to have no outward reaction to an emotional display Reality Checking: This is a process where the mediator gets the disputants to understand, typically through series of questions, the weaknesses of their case, issue, or demand. Fostering Understanding of Others' Views: Empathy is understanding another's situation, feelings, and motives. It's the ability to put oneself in the other person's position and walk a mile in their shoes. Understanding the other side's point.

(Negotiations) Evade ("not now, maybe later?")

This passive, unassertive, strategy is often used to maintain the current situation and is best used when the current situation favors any proposed solution, 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 work center processes, but you don't have time to consider it because you're working on a time sensitive tasker.

(Resource Stewardship) Material

This resource refers to the physical goods that are required by personnel to complete their assigned duties. Material is one of the most wasted or abused resources in the Air Force.

(Continuous Improvement) 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. Conducting a Review: Incorrect root cause determination is the most common mistake in problem solving. When 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: is 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: Timely, Proportional, Sincere, Specific, Individual, and Personal.

(Continuous Improvement) Step 2: Break Down the Problem/Identify Performance Gaps OODA

This step provides clarity concerning the problem. Breaking down the problem and identifying performance gaps challenge you to thoroughly evaluate a problem. Key Process Indicators and Metrics (KPI/M): This tool enables you to analyze, evaluate, and measure team and organizational objectives in relation to mission outcomes. 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 to problem impacts your mission: Defects, Over production, Waiting, Nonstandard over-processing, Transportation, Intellect, Motion, and Excess Inventory. 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).

(Leader Influence) Communicating

To enhance your effectiveness as an NCO, you must be able to master different facets of the communication process (verbal, nonverbal, gestures, facial expressions, written, interpersonal) to fulfill your responsibilities in diagnosing, adapting, disciplining, and counseling.

(Negotiations) TIPO (TRUST)

Trust is the foundation of relationships with others and faith in a system. There are two major categories of trust, Trust in a Person and Trust in a Process. Trust in a Person: Personal trust is established between two people and is interpersonal in nature. Person trust can be verified by checking a persons reputation, observing how they communicate, how they deliver on minor items such as punctuality or a major mission essential tasker. Trust in a Process: Process trust exits 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 negotiations. * Consider the amount of trust you have in the promotion system. How confident are you that you'll be given a fair and equal opportunity for promotion.

(Change Management) Mayo's Four Levels of Change

Understanding these levels of change is extremely important for NCOs working through the change process. Knowledge: involves a way of learning something new and can occur from reading a book/article, or hearing something new from a person with the most up to date information. Attitude: are more difficult to change because they are lined to personal emotions (positive or negative) Individual Behavior: seem to be significantly more difficult and time-consuming than the previous levels. Group Behavior: is not easy, but it's certainly easier than changing an entire group of people. (changing group behavior will take time and patience)

(Change Management) Three Phases in the Change Process

Unfreeze (phase 1): is intended to motivate your subordinates and help get them ready for change. (Recommended things to do: Create a felt need for the change & Deal with resistance to change) Changing (phase 2): is the movement from the old way of doing things to the new way of doing business (monitor the change as it occurs and pay attention to those affected to adjust and continue movement) Refreezing (phase 3): Final Stage. Is the locking in of the new procedures until they're a permanent part of daily operations. put the roots down. This may be a slow process as transitions seldom stop cleanly but move more in bits and pieces. (things that can help adjustment: Burn the bridges, institutionalization, new challenge, rationalization, socializing)

(Negotiations) 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. * Your subordinate requests leave to go on vacation during the wing readiness inspection.

(Negotiations) 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. The people orientation is moderate to low, as you expect the opposite to take care of their interests while you take care of yours. * 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.

(Negotiations) 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 his 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.

DOD Joint Staff Guide 5260, Service Member's Personal Protection Guide

Was designed to assist US Military personnel who find themselves isolated from US control in peacetime or in a situation not covered under the Code of Conduct.

The God Test

What would your religious leader say? Would you want the action done to you? Or would you want everyone to make the same decision?

Article V of the Code of Conduct

When questioned, should I become a prisoner of war, I am required to give name, rank, service number, and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and its allies or harmful to their cause.

(leader influence) Personal Rewards

When someone fully enjoys his or her work, he or she strives to exceed every standard and self-rewards for a job well done. Because someone is personally satisfied with his or her own work, he or she doesn't need or rely on anyone else to reward his or her efforts.

(Emergent Leadership Issues) Helping through ACE

When you notice someone is showing risk factors and/or warning signs, think of the acronym ACE ASK: Remember your environment of open communication, and making yourself available to talk. If your Airman doesn't volunteer information to confirm or dispute your suspicions, don't be afraid to ask directly. CARE: Try to empathize with the Airman and his/her situation. Think about how he/she might feel at this moment so you'll be better able to present yourself calmly as you safely control the situation. ESCORT: Don't leave the person alone; stay with him/her by whatever means you've been reached, whether in person or on the phone/computer messenger. Escort the member to a safe place. If far away call emergency personnel (911) or their first sergeants.

(Emergent Leadership Issues) Goal setting

When you set goals, you also provide motivation by showing the end results your team should achieve.

(Resource Stewardship) Authorization Change Request (ACR)

Which is the document used to propose adjustments to the UMD. ACRs are commonly used to request increases, decreases, or realignments of manpower requirements and/or to change attributes on the UMD

(Negotiations) The Who, Stakes, and Situation

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. 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. 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.

The Consequences Test

Will the end justify the means? Ask yourself, might this action have bad consequences, such as damage to relationships or loss of self-respect, now or in the future? Might I come to regret committing these acts?

(Continuous Improvement) Step 6: See Countermeasures Through OODA

With countermeasure 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. Sort, Straighten, Shine, Standardize, Sustain, Safety Visual Management: This is the use of visual indicators to assist you and others in determining whether you're maintaining the standard condition or deviating from compliance requirements. 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: Based on customer requirements and demands, 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.

Categorial Imperative

Would denote an absolute, unconditional requirement that exerts its authority in all circumstances, and is both required and justified as an end in itself.

(diversity) Assumptions

You are claiming something about a situation that isn't supported by facts.

(Resource Stewardship) Information and Technology

You currently operate in a virtually limitless information age where you rely heavily on the computation and communication capabilities of today's information systems and technological advancements.

(Leader Influence) Integrated Life

You must know how to integrate and balance every aspect of your lives, professional and personal (including family, community, and friends) so that you can be the same person in each environment by being true to yourself..

(Leader Influence) Motivations

You must know what motivates you and others and how to balance both external and internal motivations.

(Leader Influence) Support Team

You must recognize your support team (family, co-workers, leaders, mentors, and subordinates) that , by being honest with you, could help you think about through situations, ideas, options, and other things bothering, confusing, or weighing on you to help you stay focused and grounded.

(Resource Stewardship) Emphasis on Wartime Tasks (five management principles)

Your organization must be structured to accomplish war-time tasks, such as deployed Airmen and increased operations, without reorganizing.

(Resource Stewardship) Lean Structures (five management principles)

Your organization must encourage rapid decision making, so it should be flat structures without intermediate levels, unless mission requirements cannot otherwise be met. If used, an intermediate organization will consist of tactical functions only, without a full range of staff functions.

(Resource Stewardship) Functional Grouping (five management principles)

Your organization should have these characteristics: a clear-cut purpose, goal and scope, with one individual in charge; parts that form a logical separable activity; a close relationship among the parts, constituting a complete entity.

(Emergent Leadership Issues) Task demands

are related to a person's job. The design of any given job could suit one person better than another. (include, working conditions in which temperatures, noises, interruptions, and overcrowdings are higher than normal can increase your anxiety and distress)

(Change Management) Change Agents

are responsible for IMPLEMENTING change initiated by the change sponsor. As the change agent, you are responsible for proactively coordinating the transition using a systematic approach. (you must plan for the change, implement, monitor/control the change effort, and minimize resistance by involving key players and stakeholders.

Values

are the core beliefs you hold regarding what is right and fair in terms of our actions and our interactions with others

(Leader Influence) System Level Rewards

are things the institution provides such as pay, training, annual leave, medical and dental benefits, retirement

(Change Management) Change Targets

are those key players and stakeholders who actually UNDERGO the change, the ones most effected by the new policies, procedures, etc. They are usually involved in helping implement the change itself. These people encompass our subordinates and co-workers who are the ones who will actually make the changes happen.

Morals

are values that are attributed to a system of beliefs that help define right from wrong and good versus bad

(Emergent Leadership Issues) Physiological Symptoms

create changes in metabolism, increase heart and breathing rates, increase blood pressure, bring on headaches, and induce heart attacks. The link between stress and particular physiological symptoms isn't clear because there are few consistent relationships. The connection is attributed to the complexity of the symptoms and the difficulty of measuring them objectively.

Uniformed Code of Military Justice (UCMJ)

defines the military justice system and lists criminal offenses under military law.

Ethical codes

guide all Airmen, creating a common framework upon which all decision are founded. These codes include the Air Force Core Values, the Oath of Enlistment, Air Force Instructions, and the Uniformed Code of Military Justice.

Ethical Tests

individual's moral judgement about right and wrong.

(Change Management) Elements of Change Management

is a "proactively coordinated and structured period of transition from situation A to situation B using a systematic approach that addresses planning for the change; implementing, monitoring, and controlling the change effort; and effecting the change by minimizing resistance through the involvement of key players and stakeholders....resulting in lasting change within an organization.

(Resource Stewardship) Budget Process

is a continuous cycle of planning, programming, revising, adjusting, and spending manner. (each budget process cycle last one FY, which begins on 1 October and ends on 30 September of the following year)

(Negotiations) Divergent Thinking

is a mental process that tends to be creative and spontaneous

(Continuous Improvement) Decision Analysis

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

Ethical Leadership

is about knowing your core values and having the courage to live by them in all parts of your life in service of the common good.

(Emergent Leadership Issues) Combat Stress

is any change in mental function or behavior because of combat operations. Can be positive or negative.

(Emergent Leadership Issues) Post-Traumatic Stress Disorder (PTSD)

is psychiatric disorder that may occur in an individual following exposure to a traumatic event. Some include: 1. Re-experiencing- causes Airmen who suffer from PTSD to have bad memories of the event and it may be triggered at any time. 2. Avoidance- They may avoid talking or thinking about the event, suffer from memory loss, or escape through substance. 3. Hyperarousal- inclues hypervigilance, which can cause Airmen to be constantly alert and on the lookout for danger. You might notice suddenly your Airman is easy to anger or irritate.

(Negotiations) Zone of Possible Agreement (ZOPA)

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

(Negotiations) Reservation Point

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

(Change Management) Adaptability

is the ability to adjust to changed unexpected, or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas.

(diversity) Diversity Awareness

is the ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction, and mission effectiveness. (Example, recognizing a customer doesn't speak the same language, but knowing someone in your shop has the ability)

Ethical Relativism

is the belief that nothing is objectively right or wrong and that the definition of right or wrong depends on the prevailing view of a particular individual, culture, or historical period.

(Resource Stewardship) Resource Stewardship

is the careful and responsible management of resources under one's control

(Resource Stewardship) Manpower requirement

is the human resource (manpower) needed to accomplish a job, mission, or program. A manpower requirement can be documented as a funded or unfunded manpower requirement.

(Resource Stewardship) Execution Plan (EP)

is the main document for distributing anticipated funding (direct & reimbursable) in an equitable manner. The EP ensures an equitable distribution of the President's Budget for the next fiscal year consistent with accomplishing Air Force program objectives, which ensures mission success.

(Continuous Improvement) Continuous Improvement

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

(diversity) Discrimination

is the treatment or consideration of making a distinction in favor of or against a person or thing based on the group, class, or category to which that person or thing belongs, rather than on individual merit.

Drive for success

making decisions based on a "win at all cost" attitude rather than on military rules, regulations, and codes of conduct.

Worry Over Image

making decisions based on how the decision will impact one's reputation/standing among peers, subordinates, supervisors, community etc., rather than on military rules, regulations, and conduct of conduct.

(Emergent Leadership Issues) Organizational Leadership

or management styles could also cause distress. (If leadership creates a culture of fear, tension, and anxiety, members will not perform based on their own motivation)

(Emergent Leadership Issues) Distress

or negative stress, stems from losses, failures, overwork, or lack of coping and is the type of stress people are normally referring to when they say they're stressed.

(Emergent Leadership Issues) Eustress

or positive stress, comes from feelings of exhilaration, success, and achievement, such as from a promotion, a wedding, or an exciting PCS

(leader influence) developing airmen

recognize, diagnose, and develop the capabilities of each Airman in your area of responsibility using effective and appropriate DAC skills just described. Professional development- may include off-duty education, EPME, specific skill training, additional training, professional development Personal developmental- may include relationship, interpersonal skills, communication skills, supervisory skills, and off-duty education.

(diversity) Equal Opportunity

refers to legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, or reprisal for participating in the EEO process.

(Emergent Leadership Issues) Organizational structure

refers to move than the hierarchy or layout of a unit. It also refers to whether you're able to makes your own decisions, or whether they are made for you from higher up.

(Leader Influence) Feedback

refers to the spontaneous or planned, one-time or ongoing, verbal, nonverbal, or written communication, between two or more people based on observation of an action or behavior, reaction to a decision, or response to an interpersonal encounter which allows a person to express his or her thoughts, opinion, suggestions, and feelings, and when appropriate, direction, about the situation.

(Emergent Leadership Issues) Equal Opportunity- Military

the Air Force won't tolerate unlawful discrimination by act or by inference against military personnel or their family members, on-or-off base.