Situational Judgement - 35min (42sps)
Situation 2 You and a coworker each lead separate teams that are now working on the same assignment. The success of the assignment depends upon teamwork since both teams need to simultaneously produce quality work for their assigned tasks. Your coworker has just come to you and explained that two of their team members are out of the assignment for various reasons. The coworker tells you that they need some extra help from your team to accomplish their team's tasks. Possible actions: a. Refuse to help the coworker since it's their fault they put a bad team together. b. Take on whatever work the coworker needs done, and spread it out amongst your own team. c. Request a meeting with the senior officer to determine the appropriate action to take. d. Offer to help the coworker by splitting the extra work between both teams in an appropriate manner. e. Tell the coworker you're sorry, but you don't think it's right that your team should suffer for someone else's mistake. 3. Select the MOST EFFECTIVE action (a - e) in response to the situation. 4. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
3. D: (Most Effective): Choice D is the most effective response. You should help the coworker by splitting the work between both teams in an appropriate manner. The success of the assignment as a whole depends on the success of both teams individually, so the appropriate thing to do would be to offer help. 4. A: (Least Effective): Choice A is the least effective response. If you were the one in need of help, you'd hope that a coworker would step up to help. In addition, if one team suffers, the end product suffers, so it's in everyone's best interest to offer help.
Situation 1 A new shipment of twelve boxes has been delivered into your unit, and they're stacked up in the supply room. You look at the incoming shipment spreadsheet, and you notice that six of the twelve boxes haven't been scanned into the system. One of your subordinates is in charge of incoming shipments, while you're the leader of the entire unit. It's a priority that the entire shipment is scanned in as soon as it arrives at the warehouse. Possible actions: a. Scan the shipment into the system yourself, and tell a senior officer that you're having problems with one of your subordinates. b. Scan the shipment in yourself, and say nothing to the subordinate. c. Remind your subordinate of their responsibilities with incoming shipments, and ask them to scan the rest of the shipment into the system. d. Write a note to your subordinate asking them to scan the boxes into the system when they have the time. e. Criticize your subordinate for not doing their job properly, and tell them they'll be moved to a different unit if they forget again. 1. Select the MOST EFFECTIVE action (a - e) in response to the situation. 2. Select the LEAST EFFECTIVE action (a - e) in response to the situation
1. C: (Most Effective): Choice C is the most effective response. Reminding the subordinate of their responsibilities and asking them to do their job is the best course of action. It's important to try and solve any issues within your team before going to senior leadership. 2. B: (Least Effective): Choice B is the least effective response. Saying nothing to the subordinate is a sign of poor leadership, and a lack of confrontation means that the mistake is likely to reoccur. Choice E is the second least effective choice since criticizing and threatening the subordinate doesn't demonstrate appropriate leadership behavior. However, Choice B is even less effective than Choice E since it ensures the problem will keep happening
Situation 6 While in a meeting, your superior officer and their general officer get into an argument about whether or not to implement a new program in the unit. You work with your superior officer every day and rarely see their general officer, but the general officer outranks both of you. You know that these two have a history of personal conflict. After the argument ends, they ask for your opinion on what should be done about the program. Possible actions: a. Take the side of the general officer since the general officer has more power than your superior officer, and you'd have a better chance for a promotion if you took their side. b. Take the side of your superior officer since you have to see them every day, and your job would be miserable if you made them angry. c. Weigh the advantages and disadvantageterm-5s of each side, and give your honest opinion on the subject without becoming involved in their personal conflict. d. Refuse to answer, because you don't want to become involved in their personal conflict. e. Tell them your opinion, and try toterm-4 solve the personaterm-4l conflict between them. 11. Select the MOST EFFECTIVE action (a - e) in response to the situation. 12. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
11. C: (Most Effective): Choice C is the most effective response. Weighing the advantages and disadvantages of each side and giving your honest opinion on the subject is important, but it's also critical to avoid becoming involved in their personal conflict. 12. D: (Least Effective): Choice D is the least effective response. If a senior officer asks your opinion on a matter, it's your responsibility to answer honestly with complete candor
Situation 7 As the leader of your unit, you've always had a hard-working team and have achieved excellent results in your work. In the past few months, you've let personal issues affect your work, which has negatively impacted your team as a whole. In addition, budget cuts have left your team without the necessary resources to complete your projects on time. A senior officer confronts you about your team's poor performance and doesn't take the budget cuts into consideration, blaming only you for the poor performance. Possible actions: a. Put aside your personal issue while at work, and contact other officers to see if they have experience to offer when dealing with budget cuts. b. Explain to the senior officer that the budget cuts are the real reason why your team is performing poorly. c. Let the senior officer know that you need some time to deal with your personal issue and apologize for your poor performance. d. Go to the senior officer's superior, tell them that you're being treated unfairly, and explain the budget cuts to them. e. Tell the senior officer that your team is not pulling their weight, and criticize them for not working hard enough to overcome the budget cuts. 13. Select the MOST EFFECTIVE action (a - e) in response to the situation. 14. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
13. A: (Most Effective): Choice A is the most effective response. The most accountable and honest course of action is to put aside your personal issues, admit your shortcomings, and seek help. The feedback and advice you'll receive will also improve your future work. 14. D: (Least Effective): Choice D is the least effective response. You should try to resolve the issue between you and the senior officer before taking it to anyone else. Choice E is the second least effective response. Blaming your subordinates will make your unit distrust you, and you're also not taking responsibility for your own mistakes, which will cause people to question your integrity. However, Choice D is less effective than Choice E, because Choice D builds distrust and raises integrity questions, while also breaking the chain-of-command.
Situation 8 Recently, a new officer has moved into your unit as one of your subordinates. You notice that they're very popular with the other officers and also with your superior officer. You notice that they start undermining your decisions, and some of your fellow officers have mentioned that the new subordinate has expressed a desire to take over some of your job responsibilities. Possible actions: a. Let the rest of the unit know that this subordinate is being uncooperative to shame them into changing their behavior. b. Approach your subordinate, let them know how important it is for the unit to follow the chain-of-command, and explain why cooperation is essential if you're going to work together. c. Go to your superior officer, and ask them to tell your subordinate that their behavior is unacceptable. d. Do nothing; these situations tend to take care of themselves. e. Write a letter to your subordinate detailing how his behavior is negatively impacting the unit. 15. Select the MOST EFFECTIVE action (a - e) in response to the situation. 16. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
15. B: (Most Effective): Choice B is the most effective response. Talking with your subordinate face-to-face will open up lines of communication, and it lets your subordinate know that their behavior is problematic. 16 C: (Least Effective): Choice C is the least effective response. The behavior of your subordinate is an internal issue that doesn't require the attention of your superior officer. If you do so, your superior officer will doubt if you're capable of fulfilling your duties as an officer. Choice A is the second least effective response. Publicly scolding your subordinate could raise questions about your integrity, but Choice C is the least effective since it needlessly wastes your superior officer's time.
Situation 9 You notice over the past month that one of your subordinates has developed a negative attitude towards their work assignments and frequently misses important deadlines. You've never had this problem with them before. In fact, they're usually one of your best people, and the quality of their work is typically excellent. Possible actions: a. Write a letter to your superior officer, and ask for their advice on how to handle the situation. b. Let your subordinate know that they'll be terminated if their behavior doesn't change, and implement a strict action plan with clearly defined rules to follow. c. Meet with your subordinate to tell them their behavior is negatively affecting the unit, and ask if there's anything you can do to help them better perform their role. d. Ask the unit as a whole to confront your subordinate so that they realize the consequences of their negative behavior. e. Don't do anything. Your subordinate's attitude will probably change eventually, and you don't want to lose a valuable team member because of a single rough patch. 17. Select the MOST EFFECTIVE action (a - e) in response to the situation. 18. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
17. C: (Most Effective): Choice C is the most effective response. It's important to have a conversation with your subordinate before doing anything rash because perhaps they don't realize their behavior is negatively impacting the unit. 18. E: (Least Effective): Choice E is the least effective response. The situation is affecting the unit as a whole, so it must be addressed in some way
Situation 10 You've just joined a new unit, and the commanding officer has been an effective mentor. You've learned many new things, and you feel that you can work independently without any additional assistance. However, you feel that your superior officer is not giving you the space you need. Possible actions: a. Start making a list of all the tasks you can effectively do by yourself, and show it to your superior officer as proof that you're ready for more independence. b. Avoid your superior officer in the hopes that they'll back off after realizing that you're doing the job perfectly fine without their help. c. Politely tell your superior officer that their decision to hover over you is preventing you from doing your best work. d. Tell your coworkers about your desire for more independence, and hope that one of them relays the message to your superior officer. e. Meet with your superior officer, thank them for their guidance, and then open a dialogue about having a more independent role. 19. Select the MOST EFFECTIVE action (a - e) in response to the situation. 20. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
19. E: (Most Effective): Choice E is the most effective response. Meeting with your superior officer and letting them know that you're ready to take on more independence is the best way to express what you need in order to do your job. 20. B: (Least Effective): Choice B is the least effective response. Avoiding your superior officer will cause confusion, and it may lead to distrust growing between the two of you.
Situation 11 You and a fellow officer have worked on the same assignment for the past few months. Though you've split the work evenly, you find yourself doing more than your fair share. The other officer has been out sick for about half the time you've been working together, and when they're in the office, they're constantly getting frustrated by being so behind on the project. Possible actions: a. Take on the additional workload without complaining. b. Go straight to your superior officer, and tell them that your partner is not pulling their weight. c. Write an email to your partner when they're out sick to explain your frustration with their absence. d. Let your partner know the current situation is not working out, and request guidance from your superior officer on what to do. e. Do nothing; the project might turn out fine in the end. 21. Select the MOST EFFECTIVE action (a - e) in response to the situation. 22. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
21. D: (Most Effective): Choice D is the most effective response. It's the most honest way to handle this difficult situation. It is always best to try to avoid going behind your partner's back, so telling them first is important, and your superior officer should know if there's a problem that can't be solved without their intervention. 22. E: (Least Effective): Choice E is the least effective response. There's already a problem—your partner is still behind on his work despite you doing more than your fair share. This needs to be addressed before it gets any worse, or else the project could be seriously delayed. Choice A is the second least effective response. You're already helping your partner, so continuing to take on additional work could hurt the quality of your work. However, Choice E is the least effective, because pretending there isn't a problem is dishonest and likely to backfire.
Situation 12 You're interviewing two candidates for a position in your unit. The first candidate is a perfect fit for the position, and you can tell you'll get along great with them. The second candidate is good friends with your superior officer, and they're also a good fit for the position, though probably not as qualified as the first candidate. Your superior officer asks for your opinion about which candidate they should hire. Possible actions: a. Tell your superior officer that you don't have an opinion to avoid the drama of favoritism. b. Refuse to answer the question, because you think it's unfair that you have to give your opinion on the matter after your superior officer already made their decision. c. Tell your superior officer that candidate two is more qualified since you know this is the candidate your superior officer wants to hire. d. Tell your superior officer that you'd like new candidates to choose from since deciding between these two candidates creates a conflict of interest. e. Tell your superior officer that the first candidate is more qualified for this position. 23. Select the MOST EFFECTIVE action (a - e) in response to the situation. 24. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
23. E: (Most Effective): Choice E is the most effective response. It's the most honest approach. Your superior officer is asking for your honest opinion, so the correct response would be to share your honest opinion. 24. C: (Least Effective): Choice C is the least effective response. You know the second candidate isn't as qualified as the first one, so you must say that to your superior officer to avoid lying. The effectiveness of senior leadership depends on their inferior officers' honesty and candor.
Situation 13 New equipment has just arrived for your team. This equipment is desperately needed, as what you've been using lately is falling apart. Your superior officer reads off the names on the checklist, and everyone receives their new equipment except for you. Possible actions: a. Go to a subordinate, and demand that they give you their new equipment since you need it more than they do. b. Complain to the department that sent over the new equipment, and ask them to send you the equipment that you need to do your job. c. Let your superior officer know right away that there's been a mistake, and you didn't receive the updated equipment that you need to do your job. d. Confront your superior officer, and demand to receive new equipment like everyone else. e. Tell your superior officer that you're going to transfer to a new unit that provides you with the equipment that's necessary to do your job. 25. Select the MOST EFFECTIVE action (a - e) in response to the situation. 26. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
25. C: (Most Effective): Choice C is the most effective response. It's probably a mistake that you didn't receive your equipment, so it's appropriate to inform your superior officer that you didn't receive the proper resources needed to do your job effectively. 26. E: (Least Effective): Choice E is the least effective response. This is an overreaction to what's almost certainly a mistake and needlessly causes a conflict. The simplest solution is to ask your superior officer for the equipment, rather than requesting a transfer to a whole new unit.
Situation 14 You've been keeping inventory in the supply room for the past couple of weeks. You keep track of everyone coming in and out, and you also keep records of the most important inventory still remaining after every visit. You notice that when one particular fellow officer visits there's always something valuable missing. This past week, after the officer left, a small gold statue honoring a previous Air Force Officer was gone. Possible actions: a. Wait until you can catch the officer in the act, and then accuse them of stealing. b. Do nothing. You don't want to accuse anyone, and eventually, it will stop. c. Go to your superior officer, and tell them a fellow officer has been stealing from the supply room. d. Approach the officer, let them know what you've discovered, and ask if they can offer an explanation. e. Tell your coworkers about the situation, and ask them to watch the fellow officer for any suspicious behavior. 27. Select the MOST EFFECTIVE action (a - e) in response to the situation. 28. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
27. D: (Most Effective): Choice D is the most effective response. Approaching the officer and giving him a chance to explain what's been going on allows you to get the whole picture. The situation might be different than what you've assumed. 28. B: (Least Effective): Choice B is the least effective response. If you do nothing, then items will continue to go missing from the supply room.
Situation 15 As you were sending an email around noon, you realized you accidentally sent the message to someone who doesn't have the appropriate clearance to see the confidential information attached to the email. Possible actions: a. Tell your superior officer about it, and ask that they deal with the mistake. b. Don't do anything, and hope that nobody notices what happened. c. Contact the person you wrongly emailed, ask them to delete it, and then let your superior officer know what happened. d. Claim you delegated the task to your subordinate, and accuse them of sending the email. e. Ask your coworkers for advice, and do whatever the majority thinks. 29. Select the MOST EFFECTIVE action (a - e) in response to the situation. 30. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
29. C: (Most Effective): Choice C is the most effective response. If they follow your request and delete the email, it rectifies the situation, but you should still be honest with your superior officer since the confidential information could pose a security risk. 30. D: (Least Effective): Choice D is the least effective response. This is by far the most dishonest response, and it destroys your integrity. If you're willing to lie about a relatively minor honest mistake, then you can't be trusted as an officer. Choice B is the second least effective response. Pretending like the situation never happened is dishonest and ineffective, but fabricating accusations against a subordinate is much worse.
Situation 16 You've recently started working at a new base, and you're at a meeting concerning the training of new recruits for the upcoming year. The meeting is with senior officers, and you're their subordinate. You were invited to this meeting as a courtesy, so that you can get to know the base and its hierarchy. The senior officers are having an argument about whether or not they should change some of the routines created for new recruit training. One of the senior officers asks you to give your opinion on the subject. Possible actions: a. Explain your rank to the senior officer, and admit that you're not experienced with the subject before giving your opinion. b. Tell the senior officer that you believe his decision on the matter seems respectable, and he should have the final say, despite whether or not you agree with him. c. Ask the senior officer if you could give your opinion to him after the meeting in a more private setting. d. Ask the person that you came with to answer in your place. e. Don't respond to the senior officer since you don't have the experience to answer the question. 31. Select the MOST EFFECTIVE action (a - e) in response to the situation. 32. Select the LEAST EFFECTIVE action (a - e) in response to the situation
31. A: (Most Effective): Choice A is the most effective response. You should always respond to a senior officer's inquiries, but it's important to disclose your lack of experience or knowledge on the topic. 32. E: (Least Effective): Choice E is the least effective response. Refusing to answer a senior officer is insubordination, and it could be interpreted as a personal slight against the senior officer
Situation 17 A senior officer approaches you and asks to talk privately about your supervisor. The senior officer says that they're investigating your supervisor, and they want you to answer some questions about their behavior. You respect your supervisor and don't want anything to happen to them, though you have witnessed some questionable behavior that makes you uneasy. Possible actions: a. Tell the senior officer you'd rather not answer their questions about your supervisor. b. Tell the senior officer you'll comply with their request only if your supervisor is also present. c. Write a letter to the senior officer explaining the behavior of your supervisor to avoid a face-to-face confrontation. d. Tell the senior officer that you admire your supervisor, but you've recently noticed some questionable behavior. e. Tell the senior officer that your supervisor seems just fine, and there's nothing that you can think of regarding their behavior. 33. Select the MOST EFFECTIVE action (a - e) in response to the situation. 34. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
33. D: (Most Effective): Choice D is the most effective response. Total honesty is the best way to handle this uncomfortable situation. 34. E: (Least Effective): Choice E is the least effective response. This is not only a lie, but you're now complicit in whatever your supervisor is doing. You always want to be completely upfront with a senior officer, especially if they're conducting an investigation.
Situation 18 One of your subordinates has been coming to work with what smells like alcohol on his breath. He has come in late only twice, but other Airmen have complained that he occasionally slurs his words or doesn't respond to questions. He's well liked and a good Airman when sober. Possible actions: a. Fire him immediately. Coming into work drunk is unacceptable, and he should be used as an example for the rest of the unit. b. Don't do anything. What the Airman does on his own time isn't your business. c. Confront him about you and your unit's concerns, and inform him of his options to seek help. d. Send an email out to the entire base describing the situation. e. Refer him to the base's counselor, but don't tell him why you've recommended the sessions. 35. Select the MOST EFFECTIVE action (a - e) in response to the situation. 36. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
35. C: (Most Effective): Choice C is the most effective response. If your subordinate is coming into work drunk, your subordinate probably has an alcohol problem and needs to seek help, such as counseling or treatment. 36. B: (Least Effective): Choice B is the least effective response. If a subordinate is drunk at work, then it's your responsibility to take action. The Airman could pose a risk to himself or other Airmen if the problem is left unaddressed.
Situation 19 You just received an email from a subordinate that you consider informal and inappropriate. Your unit has standards for email communications, and you believe that the subordinate came off as disrespectful in the email. Possible actions: a. Email the subordinate back, and reprimand them for their informality. b. Send a mass email to the base as an example of the wrong way to send an email. c. Invite the subordinate to chat with you, and let them know the proper way to send email communications. d. Tell your superior officer what happened, and ask for their advice on what to do. e. Gather all your subordinates in your office, and tell them that learning email communications is really important. 37. Select the MOST EFFECTIVE action (a - e) in response to the situation. 38. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
37. C: (Most Effective): Choice C is the most effective response. It clearly notifies the subordinate that there's a problem and gives them a solution to fix it. 38. B: (Least Effective): Choice B is the least effective response. This would embarrass the subordinate, and it may cause others to distrust you in the future.
Situation 20 Recently, you did a personal favor for a fellow officer, even though it was outside your job description. He needed help with editing a proposal that was due the next week, and the officer was dealing with a recent death in his family. Now, two more fellow officers have asked you to edit their proposals as well. You find that you barely have time to complete your own work. Possible actions: a. Inform the officers that you're too busy with other work, and editing isn't in your job description. b. Do the work for them since you agreed to help the first officer. c. Inform them you can't do the work, and tell their superior officers that they're slacking on their job. d. Do the work for them, but do it poorly so that they'll never ask you for help again. e. Let them know that you can't edit their proposals, but find someone else who can. 39. Select the MOST EFFECTIVE action (a - e) in response to the situation. 40. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
39. A: (Most Effective): Choice A is the most effective response. You should let the officers know that you can't take on an extracurricular assignment when you're struggling with your current workload. 40. D: (Least Effective): Choice D is the least effective response. If you agree to do work for someone else, you should do it to the best of your ability. Intentionally sabotaging other people's work is dishonest, and in addition, the work's poor quality would harm your reputation.
Situation 21 You've recently been transferred to a new unit that's understaffed and facing administrative and scheduling problems. You won't be here for long— maybe five or six months—but you're still having trouble understanding how to do your job. Possible actions: a. Don't do anything—you won't be here for long, so it's best not to waste their time with extra training. b. Tell them that you can't do your job without some additional guidance, and wait for them to decide the best course of action before continuing with your work. c. Watch your coworkers, and mimic what they do. d. Request help from the administrative team—either a mentor or extra training—so that you feel comfortable doing the assignments given to you. e. Intentionally try and do the worst possible job, so they'll transfer you back to your old unit. 41. Select the MOST EFFECTIVE action (a - e) in response to the situation. 42. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
41. D: (Most Effective): Choice D is the most effective response. If you can't complete your work due to a lack of knowledge, you should ask for help. Anything less would waste your time and hurt your unit. 42. E: (Least Effective): Choice E is the least effective response. Intentionally producing unsatisfactory work reflects poorly on your character and abilities
Situation 22 You've scheduled a meeting with an important visitor to the base, and you're using one of the best conference rooms available. Every other conference room is booked for this particular time by the managing director. When you arrive at the conference room, you see that another meeting is being set up at the same time. When you ask them what they're doing, they tell you that they also booked the conference room for this time. Possible actions: a. Pretend like you didn't know that the room was double-booked when your guest arrives. b. Tell the other team that they must find another space to hold their meeting since you have an important visitor coming. c. Contact the managing director, and ask them if there are any alternative meeting spaces. d. Assess the situation by communicating to the current meeting what's at stake, and listen to their situation as well. e. Reschedule your meeting with the visitor, and let the other team have the conference room. 43. Select the MOST EFFECTIVE action (a - e) in response to the situation. 44. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
43. D: (Most Effective): Choice D is the most effective response. Communicating with the other team could lead to a workable solution for all parties involved. Choice C is the second most effective response, but the matter should be discussed with the team currently in the room before approaching the managing director. 44. A: (Least Effective): Choice A is the least effective response. This is dishonest, and it'll make you look incompetent once the visitor arrives. In addition, ignoring the problem wastes your important visitor's time
Situation 23 You're being honored at a team meeting for your efficient use of resources. You're expecting to receive a promotion after this meeting, which has already been rumored about in your unit. At the same time, your unit has been struggling with their workload, and you believe that the team is understaffed compared to other comparable teams. Possible actions: a. Thank everyone at the meeting, and announce that your team is currently facing some issues. b. Approach one of your superior officers as soon as you can, and express your concerns to them. c. Ask your team what you should do, and implement the team's decision. d. Don't do anything; your team can manage for a little while longer, at least until after you've received the promotion. e. Let your superior officer know that you'll leave the team if the staffing situation isn't fixed. 45. Select the MOST EFFECTIVE action (a - e) in response to the situation. 46. Select the LEAST EFFECTIVE action (a - e) in response to the situation
45. B: (Most Effective): Choice B is the most effective response. It's best to be honest about what's happening right away, even though you're being honored for your efficient leadership approach. Waiting will cause more problems in the end. 46. D: (Least Effective): Choice D is the least effective response. Not doing anything will not fix the problem, and it could make your team members distrust your leadership.
Situation 24 You've been asked to take a look at the Air Force website and give feedback on how to better navigate it as a customer. You don't have much experience or knowledge concerning the technical aspect of websites, but you do have experience in navigating a website as a customer. Possible actions: a. Briefly look at the website, and write a few notes about its aesthetics. b. Plan to give the website good reviews. You're sure it's fine as is, and really, what does it matter if it has a few glitches? c. Do some research on websites, visit the site as a customer, and disclose your limited knowledge on the topic to your superior officer before giving your feedback. d. Ask your coworkers to help you review the website and determine what can be changed. e. Tell your superior officer that you can't look at the website since you don't have the appropriate skills to do so. 47. Select the MOST EFFECTIVE action (a - e) in response to the situation. 48. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
47. C: (Most Effective): Choice C is the most effective response. The preliminary research shows some initiative, and disclosing your lack of knowledge retains your honesty without refusing to do your assigned work. 48. B: (Least Effective): Choice B is the least effective response. Your superior officer clearly believes it does matter whether or not the website has glitches, and they're relying on your honest assessment to improve the website. Choice E is the second least effective response, because you shouldn't outright refuse your superior officer's orders. However, Choice B is the least effective response, because the lying compromises your integrity and undermines the Air Force's recruitment on the website.
Situation 25 You notice that your coworker has been manipulating numbers in one of the reports you conduct together. The numbers estimate what percentage of Airmen is needed for a combat mission, and you believe the mishap could jeopardize the team's safety. Possible actions: a. Don't do anything. Your coworker is experienced at what they do, so you have no right to question them. b. Go to one of your superior officers, and let them know that the numbers are off. c. Write an email to the coworker, and tell them that you know what's been happening. d. Tell them that you refuse to work with them until they've admitted they're manipulating the numbers. e. Address the situation by telling your coworker that you've noticed the numbers are off, ask for an explanation, and if it doesn't make sense, go to your superior officer. 49. Select the MOST EFFECTIVE action (a - e) in response to the situation. 50. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
49. E: (Most Effective): Choice E is the most effective response. You should approach your coworker before bringing the matter to a senior officer. Maybe you've misread the report, or maybe there's a good explanation for what's been happening. If the numbers still don't make sense after the conversation, you should then talk to a senior officer. 50. A: (Least Effective): Choice A is the least effective response. If the data is incorrect, then team members' lives could be in danger. It's your duty to either find out what's happening or bring the matter to the attention of someone who can do so
Situation 3 You notice that you're feeling fatigued by your workload, and your quality of work is declining. You're frustrated with your unit and what's constantly being asked of you. You notice that your negative attitude is starting to affect the team, and they walk on eggshells around you most of the time. You decide that you want to transfer into a different unit to see if that'll help with the burnout. Possible actions: a. Meet with a senior officer to let them know about your recent frustrations and your desire to change units. b. Talk to your coworkers about your behavior, and ask for their advice on what you should do. c. Don't do anything; you should deal with the frustration on your own. d. Pretend nothing is wrong, act more courteous to your team, and do everything to make them believe that you're satisfied with your work. e. Start communicating with another unit to express your desire to join them, and begin making preparations to leave. 5. Select the MOST EFFECTIVE action (a - e) in response to the situation. 6. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
5. A: (Most Effective): Choice A is the most effective response. If something beyond your control is causing you to perform poorly, you should meet with the senior officer and be honest about what's happening. 6. E: (Least Effective): Choice E is the least effective response. You should talk to the senior officer before preparing to move and discussing it with others. Being honest with the senior officer about your plans is the best way to proceed. Choice D is the second least effective response. Putting on a front to make others believe something that isn't true is dishonest, but Choice E is worse since it's dishonest, and it directly undermines the senior officer.
Situation 4 Over the last few months you've noticed that your unit's organizational structure is ineffective in key areas. You come up with a new organizational structure that directly addresses those problems, and you believe that it's much more efficient than the one already in place. You mention this new organizational structure to your coworkers, and they agree with your proposal. However, the senior officer is vehemently opposed to the idea, as they believe it will take months to implement. Possible actions: a. Since the senior officer already gave their opinion on the matter, you should drop the matter and accept the status quo. b. Create a presentation of your proposed organizational structure to show how it will benefit the unit in the long run, ask permission to present it to the senior officer, and accept their final decision of yes or no. c. Go ahead and begin to implement your new organizational structure regardless of the senior officer's opinion, as you know this will benefit the unit as a whole. d. Continue working within the current organizational structure, but keep a list of all the ways your structure would've fixed problems your unit experiences. e. Confront the senior officer, and tell him that everyone supports your decision to move forward with the new organizational structure since it's the best plan. 7. Select the MOST EFFECTIVE action (a - e) in response to the situation. 8. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
7. B: (Most Effective): Choice B is the most effective response. Creating a presentation, asking permission to present it, and accepting the senior officer's final decision upholds the chain-of-command, while also acting in the unit's best interest. 8. C: (Least Effective): Choice C is the least effective response. Implementing the organizational structure against the senior officer's wishes is insubordination. This breaks the chain-of-command, sowing distrust and setting up a conflict between you and the senior officer.
Situation 5 You and a coworker notice that a file marked "confidential" has been taken out of the main office. You realize that you were supposed to file this folder the day before, but you were distracted by an emergency and forgot about it. The file contains information that is above the security clearance of your subordinates who also work in the same office. Possible actions: a. Lock down the building, and tell the senior officer that one of your subordinates stole the file. b. Inform your coworker that you have no idea what happened, and ask them to report the missing file to the senior officer. c. Gather your subordinates together to help you find the missing file. d. Search the building immediately for the missing file by yourself. e. Notify the senior officer of your mistake right away, and ask what the best course of action to take is. 9. Select the MOST EFFECTIVE action (a - e) in response to the situation. 10. Select the LEAST EFFECTIVE action (a - e) in response to the situation.
9. E: (Most Effective): Choice E is the most effective response. The senior officer is in a better position to decide what's the best course of action when dealing with such sensitive information. Choice D is the second most effective answer choice since it's typically better to solve your team's problems before going to senior leadership. However, information contained in the confidential file could threaten your unit's security, so a senior officer should be immediately informed of the mistake. 10. B: (Least Effective): Choice B is the least effective response. In this situation, you should be honest, own up to your mistake, and call the senior officer yourself. To do otherwise is to be dishonest.
