Course 15 Set B Volume 1

AFI 36-2618, NCOs must...and as one prepares to become a SNCO...

"Lead and develop subordinates and exercise effective followership in mission accomplishment." "Lead and manage teams while maintaining the highest level of readiness to ensure mission success."

Rationalization

"Why am I doing this?"

CARE: Refiners

- Able to identify and clarify possible problems - Detail oriented - Experts in specifics and the development of a sound implementation strategy - Analytical - Able to offer new ideas and alternatives - Practical "sounding boards" to validate ideas

Factors for diagnosing Amn needs

- Aspirations - Personality - Self-Concept (esteem) - Self-Efficacy (task confidence) - Locus of Control (amnt of control people think they have) - Attitudes (positive/negative response) - Values (important beliefs)

How to Prevent Disciplinary Problems

- Be an effective Role Model - Communicate standards/expectations - Promote AF Core Values - Use rank/position appropriately - Effectively mentor - Properly train subordinates - Promote teamwork - Communicate effectively - Use sound leadership skills - Display/insist on technical competence - Provide feedback - Adhere to NCO codes from AFI 36-2618

Breaking Point Risk Factors

- Deployment >6 months - Repeat high-rotation deployments - Sleeping <6 hours per night - Seeing death - Being responsible for death - Being injured - Handling remains - History of stress injuries - Previous mental health issues - Lack mutual trust with other unit members - Family,relationship,home stressors - Being young and inexperienced - Potential exposure to NBC agents

Team Leader

- High task, high relationship - Leads by positive example - Endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people - Encourages the team to reach team goals as effectively as possible, while aslo working tirelessly to strengthen the bonds among the various members - Forms and leads themost productive teams Style may be needed on a work center where there is a mixture of the examples provided above.

Authoritarian Leader

- High task, low relationship - Very task oriented and hard on their workers - Little or no allowance for cooperation or collaboration - Very strong on schedules - Expects people to do what they are told without question or debate - When something goes wrong, tends to focus on who is to blame rather than exactly what is wrong and how to fix/prevent it - Intolerant of what they see as a dissent - Make it very difficult for their subordinates to contribute or develop Style may be needed in an emergency situation or a time sensitive task

Country Club Leader

- Low task, high relationship - Relies upon reward power to maximize discipline and to encourage goal accomplishment - Almost incapable of employing coercive and legitimate powers because they fear using such powers could jeopardize his or her relationship with team members Style may be needed in a highly efficient and disciplined work center that isn't rewarded properly or are motivated by rewards

Impoverished Leader

- Low task, low relationship - Relies upon a "delegate and dissapear" management style - Is not committed to task accomplishment or maintenance - Allows team to do whatever they wish and prefers to be detached from the team process by allowing it to suffer from a series of power struggles Style may be needed when a self-sufficient workcenter where the people are very independent and don't require a lot of supervision

CARE: Advancers

- Positive with self-confident attitudes - Insightful planners and use past experiences to guide success - Energetic support of team goals and objectives - Well-developed promoters - Persistence in championing and advancing new ideas - Not easily discouraged

Team Leader

- Recognizes when Creators reach Elation - Allows productive discussions with Advancers to exist and continue - Involves Refiners at the appropriate time - Activates the Executors to put the ideas into motion

CARE: Creators

- Spontaneous, exciting, enthusiastic, great at brainstorming ideas - Typically, the ones who offer a fresh perspective - Offer bold, untried approaches and ideas - Able to see the 'big picture' - Optimisitc and visualize the possibilites - Willing to solve problems

Status Diagnosis Observations

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

CARE: Executor

- Willing to implement ideas - Meticulous in following directions and completing tasks - Assertive - Independent - Keepers of high standards - Able to bring up problems early enough to effectively solve them

Bold Face Concept

-Assess desire for self-harm -Assess means for self-harm -Assess the status of the Four Dimensions of Wellness -Stay with Wingman until handoff -Look out for fellow Airmen -Show sincere concern and actively listen -Appropriately intervene -Don't allow them to engage in self-destructive behavior

Eight Step Problem Solving Process...steps

-Clarify and Validate the Problem (Ooda - Observe) -Break Down the Problem/ID Performance Gaps (Ooda-Observe)/KPI-M -Set Improvement Targets (oOda-Orient) -Determine Root Cause (oOda-Orient) -Develop Countermeasures(ooDa-Decide) -See Countermeasures Through (ooDa-Decide) -Confirm Results and Process (oodA-Act) -Standardize Successful Processes(oodA-Act)

AF 11 Policies of Taking Care of Airmen

-Leadership Involvement -PME -Mental Health -Community Preventative Services, Education, Training -Investigative Interview Policy -Trauma Stress Response -Integrated Delivery System (IDS) and Community Action Information Board (CAIB) -Limited Privilege Suicide Prevention Program -IDS consultation assessment tool -Suicide event surveillance system

Things NCOs must consider before making punishment recommendations

-Prudence first, justice second -TIG and TIS -Current and past duty positions, level of responsibility in those positions -Overall behavior on/off duty -Seriousness of infraction -Pushiment given to others for same offense -Potential for rehabilitation -Message sent to person, unit, famliy, community -Marital/Financial status -Cultural background

Substance Abuse Prevention promotes...

-Responsible behavioral patterns -Environment of open communication -Less time spent on administrative actions -A decrease in physical and mental health related expenses -A reduction in lost duty time

Wingman Philosophy impacts...

-Suicide awareness/prevention -SAPR -Domestic violence intervention/prevention -Workplace violence intervention/prevention -Substance misuse intervention -Financial management -Responsible decision making and behavior in all phases of people's lives

Abuse

1) Physical, psychological, or sexual maltreatment of a person or animal 2) Diagnosis of substance or alcohol abuse; requires that the individual not meet the criteria for substance or alcohol dependence and meet one of the following criteria occuring at any time in the same 12-month period: neglecting work, school, home due to abuse; reccurent drinking in hazardous situations; reccurent legal issues due to alcohol; continued use despite reccurent interpersonal or social problems

Seven Basic Rights of the Accused

1. Presumption of innocence 2. Protection from compulsory self-incrimination 3. Pretrial investigation 4. Representation by counsel 5. Fair and impartial trial 6. Right of appeal 7. Protectoin from double (former) jeopardy

Article 91, UCMJ

1st Legal source of NCO authority; Insubordinate conduct toward a warrant officer, NCO, or petty officer

Progressive Discipline Process (PDP) Steps

2-Way Communication -Verbal Counseling -Written Counseling 1-Way Communication -Verbal Admonition -Written Admonition -Verbal Reprimand -Written Reprimand Commander Only -Article 15 -Court Martial

Article 92, UCMJ

2nd legal source of NCO authority; Failure to obey an order or regulation

Contemporary Motivation Model

3 Levels of Committment Membership: Pay, medical/basic benefits, leave motivate (external motivators) Performance: Rewards, recognition, time-off , promotion (external motivators) Involvement: Satisfaction, self-worth, gratification (internal motivators)

Article 7, UCMJ

3rd legal source of NCO authority; Apprehension, "quell quarrels, frays and disorders among persons subject to UCMJ"

Facilitative Mediation

3rd party who enhances communications and encourages parties to discuss freely and participate in mediation process

Mission statement/Team mission

A clear vision that captures the desired outcome; assists in guiding personnel

Mission

A duty assigned to an individual or unit; a task

Progressive Discipline Process (PDP)

A foundational tool to use progressive discipline effectively, with wisdom and direction - Establish Standards -Line of Acceptability (LOA) - Monitor - Apply the PDP - When infraction occurs or performance/behavior fass below the LOA

Team

A group organized to work together Unified, cohesive, collaborative, solidarity, joint, coalition

Prejudice

A judgment against or an opinion contrary to anything without just grounds or sufficient knowledge

Antideficiency Act (ADA)

A law that prohibits agencies from involving the government in a contract or obligation for the payment of money before an appropriation is made unless authorized by law. The act prohibits against over obligating or overspending an appropriation

Obligation

A legal binding agreement between the government and another party

Personal Adaptability Assessment

A measure of how well you adapt to new situations

Plan

A method of achieving an end; a detailed program

Trust, Informatin, Power and Options (TIPO) Model

A model that shows how trust, information and power are variables that influence the outcome of our efforts.

Unit Discipline

A state of order and obedience existing within a unit that involves the ready subordination of an individual's will for the good of the unit

Discipline Model (DM)

A system of three Arenas that if used correctly can help maintain discipline in the Air Force Prevention Correction Punishment

Control Roster

A tool used by CCs to set up a 6 month observation period for individuals who duty performance is substandard or who fail to meet or maintain AF standards of conduct, bearing, and integrity, on or off duty. CCs are required to inform the member that if their performance/behavior doesn't improve, they will face more severe administrative action or punishment.

Self-Discipline

A willing and instinctive sense of responsibility that leads you to do whatever needs to be done; reflects your personal committment and sense of duty

Contemporary Motivation

ABC's of Behavior - Antecendents, Behavior, Consequences (Reward/Punishment) X&Y Theory - X Direct, control & closely supervise; Y Supportive & facilitating Hierarchy of Needs - Basic needs must be met before being productive Expectation Theory - Environmental Needs (money, training, safety); Motivating extras (bonuses/rewards) Motivational Profile Theory - Achievement, Power, Affiliation (What motivates you do well)

Basic Support Sources

ADAPT American Red Cross Chaplain services Employee Assistance Program Family Advocacy Family Member Programs Life Skills Support Center (LSSC) Airman & Family Readiness Center Mental Health Clinic Military Equal Opportunity SARC Victim Witness Assistance Program Wingman Support Coordinator Organization Consulting Special Needs ID and Assignment Coordination Air Force Survivor Assistance Program Base Safety Office Base Legal Office

The Five Common Dysfunctions of a Team

Absence of Trust Fear of Conflict Lack of Commitment Avoidance of Accountability Inattention to Results

Decision Statement

Accomplishes: Determines your objective Provides a specific level of success or resolution

Adapting

Adjusting your behaviors and other resources to what you have diagnosed/observed in a way that helps close the gap between the current situation and what you want to achieve

Burn the Bridges

After change, eliminate backsliding

Air Force Smart Operations 21 (AFSO 21)

Air Force Point of View; culture of continuous improvement Constantly finding efficiencies to channel saved monies toward improving combat capabilities across the AF

Substance

Alcohol and other mind-controlling/mood altering drugs

TEAM Concept

All elements of a team performance assessment T - Talents (Skills and Abilities) E - Expertise (Knowledge and experience) A - Assessments (Customer surveys, inspections, performance evaluations) M - Means (Resources to include equiment, facilities, financial, time, information)

Continuing Resolution Authority (CRA)

Allows the government to continue operations at a minimum level for a specific amount of time; needed to prevent agencies from shutting down

Morale

Amount of enthusiasm and dedication to a commonly shared goal that unifies a group

Evaluative Mediation

An SME describes the issue, offer opinion on strengths and weaknesses of each side and suggests options

Antideficiency Act Violations

An act that results in exceeding limitations (misuse) of funds

Complaint

An allegation of unlawful discrimination based on race, color, national origin, religion, or sex. Formal Complaint—Allegation of unlawful discrimination or sexual harassment that is submitted in writing on AF Form 1587 to the authority designated for receipt of such complaints. Informal Complaint—Allegation of unlawful discrimination or sexual harassment made either orally or in writing on an AF Form 1587-1 that is not submitted as a formal complaint.

Best Alternative To A Negotiated Agreement (BATNA)

An alternative that, should negotiations fail, you are willing and able to execute without the other party's participation or permission

Post-Traumatic Stress Disorder (PTSD)

An anxiety disorder that may occur in an individual following exposure to a traumatic event

Group

An assemblage of persons (or objects) located or gathered together Collection, gaggle, crowd, cluster, assembly, gathering, mass

"Z" Process

An idea bouncing back and forth among the Creator, Advancer, Flexer, and Refiner until it is ready to be passed off to the Executor

Anchoring

An offer that is at (or slightly more agressive) than the aspiration point

Team Dynamics

An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective

FE1) MSgt Smith leads a unit whose ability to gather intelligence and conduct its mission was being hampered by resistance from the local villagers. Smith met with the village leaders to explain his concern. One of the elders said, "The villagers are poor and in need of food and medicine, and your patrols disrupt their ability to work." Smith responded, "I can help with food and medical care. However, the patrols must continue." The elder replied, "It may help to reduce the disruption to work if we knew your patrol times." Smith replied, "Due to security reasons, I cannot give you that information." The elder said, "The villagers can help gather intelligence and share their knowledge of the terrain." Smith agreed, "That information could help us minimize disruptions to the villager's daily routine." After a couple of weeks, Smith noticed that resistance from the villagers had faded and his unit was able to conduct its mission more efficiently. This scenario BEST illustrates understanding of the __________________ style of negotiation and the impact on mission effectiveness. a. Cooperate b. Insist c. Settle

Answer a) Cooperate Rationale: Cooperation took place because both parties won

FE1) TSgt Johnson, section NCOIC, noticed A1C Carney seems irritable and to himself. Concerned, she brought him into the office and said, "A1C Carney, you are usually enthusiastic, but lately you look like you don't want to be here. What's wrong?" Because of the respect he has for her, so he decides to open up and says, "My son has rashes all over his body and has been seen several times at the base clinic, but he is not getting any better." Johnson said, "I can understand how that could be frustrating. If you're not getting adequate care, there is an agency at the clinic that can help you. As matter of fact, I know someone in the patient advocacy office. Let me give him a call and see what he could do for you." Few days later, Carney's son had an appointment with a specialist and the problem was resolved. This scenario BEST illustrates use of ________________________ and its impact on NCO effectiveness. a. connection power b. referent power c. information power

Answer a) connection power Rationale: Johnson used her connections at patient advocacy to help Carney

FE1) TSgt Caskey is the Cost Center Manager for an organization. She is very knowledgeable about finance and ensures the organization has the funding required for operation. However, she has an assignment and is training her replacement TSgt Griggs. At a training session, Caskey said, "Sergeant Griggs, it's that time of the year when we have to submit a document of how we are going to spend the upcoming fiscal year funding. To do that, we have to list and justify all needed items and services, and the cost. Additionally, we have to identify and justify items or services that can't be funded with the current budget." Because of her extensive knowledge and preparation, the organization was able to execute a strong budget and have the unfunded request on the top priority of the wing. This Scenario BEST illustrates how a well-developed ________________ can impact mission success. a. Financial Execution Plan b. Budget Execution Review c. Budget Process

Answer: a) Financial Execution Plan Rationale: an FEP is used to project how funding will be used through the fiscal year; by training Griggs and developing a solid plan, the org was prepared to execute the budget and postured for the unfunded request

FE1) Effective NCOs respond by identifying new trends and opportunities, so they are never caught off guard and can make sense out of a situation in order to turn obstacles into opportunities and ideas into innovative practices. In addition, effective NCOs develop plan A and plans B and C just in case. This paragraph BEST explains: a. Cognitive Flexibility b. Dispositional Flexibility c. Emotional Flexibility

Answer: a) Cognitive Flexibility Rationale: The concept of scanning the evironment to identify changes as they occur or to see the changes coming and making sense out of a situation

FE3) On the way to her office, MSgt Brock hears sobbing coming from the women's restroom. She enters to find SSgt Noble. "What's wrong? I've never seen you behave like this before," Brock asks. Noble responds, "Nothing I do is ever enough. The more I try, the worse things get. I can't seem to make ends meet since my husband left me." Shaking uncontrollably, Noble removes a prescription bottle from her pocket and swallows a couple of pills. "I want to just go to sleep and never wake up," she says. "I understand why you'd feel that way," Brock says. "I'm concerned about you. Are you thinking about hurting yourself? Let's go to my office and talk. There are lots of support programs and services that can help us work this out." This scenario BEST illustrates ______________________and its impact on NCO effectiveness. a. warning signs of suicide b. improper or illegal use of drugs c. behavioral symptoms of stress

Answer: a) Warning signs of suicide Rationale: Brock recognizes the warning signs and offers to help Noble

FE2) TSgt Brady is a team chief of an engine shop. He was just notified by his shop chief, MSgt Thomas that they are projected to receive six more aircraft within a year. Brady states, "Sergeant Thomas, I can't see how we're going to support six more aircraft. We already have to work additional hours to support the aircraft we have now." Thomas replied, "I share your concern and voiced my opinion with the squadron superintendent, but he replied he has confidence that we can work it out." The mission of this squadron will MOST LIKELY: a. succeed due to refocusing of Performance Management b. fail due to lack of Requirement Determination c. sustain due to Program Allocation and Control

Answer: b) Fail due to lack of Requirement Determination Rationale: There is no evidence in the scenario that the Sq Supe is requesting a manpower increase to support the additional aircraft. Without this request, the mission of the Sq will suffer

FE1) Tired of hearing about all the problems with the K-9 mobility crates, TSgt Johnson asks his Superintendant for advice on how to fix the problem and hears, "Don't invest in new crates based on feelings and complaints. Instead, take your time and use a process that will help you analyze, develop, and select the best crates for the mission. Using such a process will not only help you gain confidence in your course of action, it makes it easier to justify your choice to leadership." Johnson smiles and says, "Your right, I really need to stand back and look at the whole picture instead of getting caught up in everyone's complaints. By doing that I'll know we'll get the best return on our investment." The narrative BEST explains: a. Problem Solving b. Decision Analysis c. Resource Stewardship

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

FE1) Although she has been extremely irritable as of late, most people enjoy being around SSgt Hightower because of her outgoing personality. Normally a very successful AF recruiter, Hightower missed her quota last month and now it looks like she will miss it again this month. At a flight meeting, her flight chief MSgt Taylor, says, "I am not happy with our production!" Taylor then points at Hightower and says, "You have the worst record of all...not only will you miss your quota again, you've lost two from the Delayed Enlistment Program and are in danger of losing one more." Jumping to her feet, Hightower yells, "I don't appreciate you calling me out in front of others...I don't need this...I quit!" The scenario BEST illustrates ________ and their impact on NCO effectiveness. a. organizational factors of stress b. some of the warning signs of stress c. individual factors of stress

Answer: b) some of the warning signs of stress Rationale: SSgt Hightower is showing some of the warning signs (emotional outburst and substandard job performance)

FE1) TSgt Tuckman is tasked to lead a team in identifying efficient ways of doing engine swaps. Though most of the team members already know each other, he starts the first meeting by asking each member to introduce themselves. Then, Tuckman states the team's objective and opens it up for discussion. During the discussion, several people have disagreements. One member says, "I think the real issue is with the location." Another member responds, "That's not the issue! There are too many layers of inspections." Tuckman lets it go on for a little while and then refocuses the group on the objective. After several minutes of discussion, the team identifies the problem area and then develops a plan to swap engines more efficiently. This scenario BEST illustrates TSgt Tuckman's understanding of the ___________ impact on team success. a. Five C's of a team and their b. stages of team development and their c. P.E.P. Cycle and its

Answer: b) stages of team development Rationale: There are indications of the work group going through the forming, storming and performing stages

FE4) At this week's Roll Call Chief Jordan briefs that there has been a recent incident of harassment in the workplace. The Chief emphasizes that all Airmen should be treated the same irrespective of their color, national origin, race, religion, or sex. Additionally, he states that no members should be excluded from events and activities, and that all work center members should come forward with complaints without fear of retaliation. The Chief closes by stressing that the way team members relate to one another can make or break a unit. The Chief's briefing BEST explains __________________ and its impact on unit effectiveness. a. workplace bullying b. unlawful discrimination c. sexual harassment

Answer: b) unlawful discrimination Rationale: The briefing BEST explains unlawful discrimination

FE2) TSgt Bell completed the NCOA about a year ago and constantly applies the lesson principles he learned. He ensures the Airmen are trained and understand their responsibility as a technician. With a clear understanding of their job, they have been excelling in their work. At the last roll call, Bell presented one of the Airmen with an award for excellence. However, some of the Airmen were little disappointed that they didn't win. TSgt Bell's __________________________ will MOST LIKELY _________ subordinate effectiveness. a. use of system and personal rewards; increase b. use of system and supervisory rewards; increase c. lack of supervisory and personal rewards; decrease d. lack of supervisory and system rewards; decrease

Answer: b) use of system and supervisory rewards; increase Rationale: System reward was training; Supervisory awards are given to those who go beyond the standard

FE2) The Munitions Operation Flight Chief called a meeting with the section chiefs to discuss a manning swap to cross utilize members of the flight and to increase their breadth of experience in their career field. MSgt Thomas, section chief of Maintenance, is concerned because he had just finished training his Airmen and does not want to lose them. On the other hand, MSgt Lewis, section chief of Support, was glad because he wants to get rid of some slackers and acquire better workers. During the meeting, the Flight Chief was surprised by the section chiefs' responses and how they held firm on their positions. The heated discussions quickly became unproductive. The Flight Chief's____________will MOST LIKELY have a ____________ impact on NCO effectiveness. a. use of the negotiation styles, positive b. failure to use the negotiation styles, negative c. failure to understand readiness and ripeness; negative d. understanding of readiness and ripeness; positive

Answer: c) failure to understand readiness and ripeness; negative Rationale: Timing is critical to successful negotiations, the flight chief failed to understand ripeness and readiness and netiher chief was ready to negotiate

FE2) TSgt Marble, the base dining facility NCOIC, believes that the dining facility personnel are here to support and provide a good quality of life for Airmen. She expects the dining facility to operate in flexible, efficient, and customer oriented way. TSgt Marble met with her dining facility Airmen and like a good supervisor, established rapport with them. She did not discuss much of her expectations because she thought doing the right thing and maintaining standards are common knowledge in the Air Force. They are drilled into Airmen Basic Military Training and Technical school. TSgt Marble's use of _______________ will MOST LIKELY result in _______________. a. task discipline; substandard performance by her Airmen b. task discipline; stellar performance by her Airmen c. prevention; substandard performance by her Airmen d. prevention; stellar performance by her Airmen

Answer: c) prevention; substandard performance by her Airmen Rationale: Supervisor must communicate standards and expectation clearly.

FE1) TSgt Smith is preparing to conduct a performance counseling session with A1C Green for being late to roll call. Smith had verbally counseled him twice before for the similar behavior. When Green arrived, he sat him down and told him how valuable he was to the squadron and appreciated his work. However, he told him that being late to roll call is unacceptable and gave him a stern warning and dismissed him. A week later, Green arrived late for roll call again and missed the mission briefing. Smith's actions concerning A1C Green BEST illustrate ineffective use of ________________ and its negative impact on his effectiveness. a. punishment b. imposed discipline c. progressive discipline

Answer: c) progressive discipline Rationale: Smith is not using the PDP effectively; not using LOC to LOA to LOR, continues verbal counseling for same infraction

FE2) TSgt Perez, a senior analyst for an intelligence Squadron was recently informed that his team will deploy as convoy operators. Upon receiving the news, TSgt Perez first planned how to tell his team and then after gathering everyone for the announcement and implementation, he said, "We have been tasked to deploy as convoy operators. Although this is not in our job description, it is a critical need that must be filled to support the war effort. We will receive all required training to be successful. I will not allow this tasking to affect our current duties." After answering several questions, Perez encouraged his team members to see him if they had any additional concerns. TSgt Perez's ___________________ will MOST LIKELY result in ____________ to mission effectiveness. a. Ineffective use of the Directive Change Cycle; a decrease b. Effective use of the Participative Change Cycle; an increase c. Ineffective use of the Changing Phase; a decrease d. d. Effective use of the Unfreezing Phase; an increase

Answer: d) Effective use of the Unfreezing Phase; an increase Rationale: Recognized the need for change, created a need for change, sell the importance of the change, talked with personnel directly affected

FE2) TSgt Wyatt is the NCOIC of the Structural Repair training section. On Wednesday morning, he overhears SrA Thornton loudly discussing how he had been drinking the night before. Wyatt knows Thornton drinks but until now, he has never heard of him doing it on a weeknight. Wyatt calls Thornton into his office and asks, "Thornton, I overheard your story. Is everything ok?" Thornton responds, "Yes sir, everything is fine. I went out drinking last night, but I only had a few." Wyatt says, "It sounded like you had more than a few." Thornton replies, "It's OK sir, I've got it under control." Wyatt then says "Just be careful, and call me if you need anything" Thornton comes to work the next morning and goes to Wyatt's office, hangs his head and says, "Sir, I went out drinking again last night. I don't know how much I had to drink, and don't remember how I got home. It's getting a little out of control, but I don't know what to do. Can you help me?" Due to ___________, the MOST LIKELY outcome of this scenario is ______________. a. a self-identification; the prevention of an alcohol related incident b. a failure to self-identify; an alcohol related incident c. an intervention; the prevention of an alcohol related incident d. a failure to intervene; an alcohol related incident

Answer: a) a self-identification; the prevention of an alcohol related incident Rationale: Best indicates the act of self-identification, willingly disclosed he had a problem and he needed help, ADAPT manager will assist him

FE2) After listening to her subordinates complain about a current workplace procedure, TSgt Gerry personally observes the process to gather first-hand data. Then, she and her subordinates review some key process indicators, conduct a performance gap analysis, and set some challenging but achievable targets. After they analyze the primary causes of all the complaints, they come up with some countermeasures and determine their workability before implementing them. TSgt Gerry and her subordinates' use of ____________ will MOST LIKELY____________ mission effectiveness. a. Decision Analysis; increase b. Decision Analysis; decrease c. Eight-Step Problem Solving; increase d. Eight-Step Problem Solving; decrease

Answer: c) Eight-Step Problem Solving; increase Rationale: Because the team used the first five steps of the Eight-Step Problem Solving Process, it is highly likely that they will continue through the rest of the steps to solve the work center problem, and solving the problem will most likely increase mission effectiveness.

FE2) Since TSgt Bair is good at connecting and negotiating with all types of people, he was charged with improving the unit's performance evaluation process. To help with the task, he selects unit members who are good at viewing problems from different perspectives and who are able to review solutions rationally. He also selects other members who are not inclined to let rules and boundaries discourage them. TSgt Bair's understanding of _______________________ will MOST LIKELY ____________ team success. a. team dynamics; enhance b. team dynamics; degrade c. team roles; enhance d. team roles; degrade

Answer: c) team roles; enhance Rationale: TSgt Blair used his understanding of team roles to pick creators, refiners, and advancers to give his team the best chance for success

Combat Stress Reactions (CSR)

Anxiety, appetite changes, irritability, emotional display over dead or wounded, decreased attention to detail, loneliness and isolation, unclear thinking, low confidence, sleep troubles

Racism

Any attitude or action of a person or institutional structure that subordinates a person or group because of race

Drug

Any controlled substance included in Schedules I,II,III,IV,V in Title 21, USC, Section 812 Depressant/Stimulant Marijuana Narcotics Anabolic Steroids

Drug paraphernalia

Any equipment, product, or material that is used in any way to do with drugs

Stressor

Any mental/physical challenge

Fiscal Year: Third Quarter

April: Sections compile unfunded requests May: RA finalizes Sq's BER inputs June: Units should have spent 75% of their budget

Sexism

Attitudes and beliefs that one sex is superior to another

Leadership Styles

Authoritarian Leader Country Club Leader Impoverished Leader Team Leader

Funded Requirement

Authorized and funded position needed to accomplish the assigned workload

Unfunded Requirement

Authorized but unfunded positions needed to accomplish the assigned workload

Referent Power

Based largely on a leader's personal traits; likeable, charismatic, inspirational, confident

Information Power

Based on a leader's access to data and information that is important to others

System Level Rewards

Basic things the organization provides to all its employees

Set Up Plan

Begins the development process; going over Amn's capabilities/developmental needs, establishing milestones/deadlines, securing necessary resources

Committed

Being committed to the organization and to a purpose beyond themselves, effective followers strive to excel and everything they do

Program Objective Memorandum (POM)

Biennial memorandum submitted to the SECDEF from each military department and defense agency; proposes total program requirements for the next six years

Resource Advisors (RA)

Budget representative for an organization

Competent

Build their competence and focus their efforts for maximum impact. They strive to reach higher levels of performance and expand themselves

Aggravated Assault

Causes serious physical injury to another; using weapon or dangerous instrument

Regression of a Team's Development

Causes: New Member New Goal Team Schedule Unresolved Conflict

People Orientation

Centers on the relationship that exists between the individuals or groups involved

Directive Change Cycle

Change that's implemented by an authority figure (CC, Supe, Supervisor) As group is forced to comply, individual behavior is affected through compliance within the group Effective short term, lose effectiveness over time Lose effect if changes in sponsor's power position

Participative Change Cycle

Change that's implemented when new knowledge is made available to the group Acceptance of the change by the group is significantly increased if they are allowed to participate, when feasible, in the decision making process; positive attitude toward change Relies on personal power, takes longer to implement Most effective on innovators and early adopters

Developing Flexibility

Cognitive Development -Be curious -Accept the difference -Observe -Have a plan -Be resilient -Keep learning Emotional Development -Support systems -Feedback -Decisiveness -Avoid bulldozing change -Motivation -Triage -Listen -Collaborate -Change your approach -Face reality Dispositional Development -Be genuine -Accept Change -Adapt your plans -Cast a wide net -Rehearse -Immerse yourself -Be mentor/coach -Pay attention to life beyond work -Send feedback

The Three Elements of Adaptability

Cognitive Flexibility: The ability to use differnt thinking strategies and mental framework -Scan the environment -Develop understanding -Create strategies Emotional Flexibility: The ability to vary your approach to dealing with your own emotions and those of others Dispositional Flexibility: The ability to remain optimisitc and at the same time realisitc -Support -Self ID of tendencies

Team roles

Combination of personality temperaments, traits, strengths, and skill sets that may lead to selection for a job, responsibility or role on the team; people play certain roles within the team to accomplish the mission

Legitimate Power

Comes from your title, role, or position within the organization itself

Janssen's Model of Change

Comfort Denial Confusion Renewal

The Five C's of a Team

Community Cooperation Coordination Communication Coaching

Suicide Prevention

Community-based approach that includes family, friends, and many different professional and social service providers, committed to reducing suicide by creating a safety net that provides protection and adds support for those in trouble by addressing the entire iceberg of afflicitions to individuals, families, and their communities

Essential Follower Traits

Competence Integrity Loyalty Initiative

The Cooperative Negotiation Strategy (CNS)

Concentrates on both the task and the relationship; trade positions for interests and find complementary differences and similarities that can help all to move toward a mutually satisfying agreement

Psychological Interests

Concerned with how people feel, how they are perceived, and how they relate with others

Procedural Interests

Concerns how a process is conducted

Caucus

Confidental/private meeting between each of the parties and the mediator

Effective Feedback

Consistent, objective and sensitive to the stated purpose; can be positive or negative; specific and constructive

Monitor The Plan

Consistently check progress against milestones/deadlines and adjust as necessary

Unit Personnel Managemet Roster (UMPR)

Contains the names of assigned personnel along with information from the UMD

How to Increase Your Changes of Success as a Follower

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

Divergent Thinkers

Creative and spontaneous; comfortable with uncertainty and ambiguity; flexible plans with many options

Responding To Sexual Assault

DO: Attend to safety and medical considerations first Contact the SARC and notify Security Forces Be aware of personal biases that might get in your way Listen with sensitivity Be a role model for other responders DON'T: Blame the victim Judge Press for details Assume that there is only one appropriate reaction to a sexual assault SARC, SAPR, VWAP Liason, Mental Health

Alcohol-Related Misconduct (ARM)

DUI, public incidents of intoxication, under-age drinking, etc...

Mutually Hurting Stalemate

Deadlock; neither side is able to move any closer to achieving its desired objective and no one is satisfied with the current situation; situation is 'ripe' for negotiation

4 Step Decision Analysis

Decision Statement Determine Musts/Wants Locate Alternatives/Select Best Alternative Risk Analysis

DM Arena 2 - Correction

Designed to address inappropriate behavior and seek to bring subordinates' behavior back within acceptable boundaries using least amount of force necessary Uses Progressive Discipline Process (PDP), feedback, counselings, UIF, control roster, demotions, non-rec for reenlist, referral EPR, discharge

AF Affirmative Employment Program (AEP)

Designed to facilitate opportunities for the employment and advancement of underrepresented groups in the work force, remove artificial barries in personnel systems and practices, and eliminate discrimination by act or intereference

Unit Manpower Document (UMD)

Details the org's structure, position number, and other essential data to CCs and managers Any change to UMD requires Authorization Change Request (ACR)

Team Dimension Concept and Team Dimensions Profile

Developed by Allen N. Fahden and Srinivasan Namakkal, Concept that says there are four roles that are typically found on teams and together spell out CARE

Stages of Team Development

Developed by Psychologist Bruce W. Tuckman in 1965/1977 Forming Storming Norming Performing Adjorning/Transforming

DAC

Diagnose, Adapt, Communicate

Unlawful Discrimination

Discrimination based on color, national origin, race, religion, or sex

Unlawful Discrimination

Discrimination based on color, national origin, race, religion, or sex that is not otherwise authorized by law or regulation.

Distributive Negotiation

Disputants are adversaries Goal is victory Demand concessions Dig into position Mislead, use tricks Insist on your position Apply pressure Look for win for you alone Good Cop/Bad Cop Highball-Lowball Exploding Offer Lying Intimidation/Agression Snow Job (too many details) Nibble

Integrative Negotiation

Disputants are joint problem solvers Goal is wise decision Work together to determine who gets what Focus on interests not positions Be open about interests, use fair principles Insist on objectiv criteria; consider multiple answers Use reason; yield to principle, not pressure Look for win-win opportunities Active listening, Cross-cultural competence

4-Dimensions of Wellness

Emotional Physical Spiritual Social

Cooperation

Encourages the team concept by making sure everyone knows and understands the organization's mission and purpose and encourages a participative approach to meet those objectives

Imposed Discipline

Enforced obedience to legal orders and regulations

Coordination

Ensures all members realize how important they are to the mission; explain member responsibilities and how their actions affect the organization's success

Financial Execution Plan

Ensures an equitable distribution of the President's Budget (PB) for the next fiscal year consistent with accomplishing AF program objectives and is the main vehicle for distributing anticipated funding (direct & reimbursable) in an equitable manner Mission-Critical Requirements Justification Unfunded Requirements Spend Plans

Negotiation Styles

Evade, Comply, Insist, Settle, Cooperate

Measuring Team Success

Evaluating and using the knowledge, skills, experience, assessment, and evaluation results, and resources you have in the most efficient ways possible to effectively complete the mission - After Action Reports (AARs) -"Hot Wash" meetings - Lessons Learned

Stereotype

Exaggerated belief about a category of people. It rationalizes a person's conduct toward that category

Physical Dimension

Expanding your knowledge about your lifestyle and how food, good nutrition, and physical activity can be an integral part of your lifestyle

Mediator

Facilitates communication, promotes understanding, focuses parties on their interests, and seeks creative problem solving to enable parties to reach their own agreement

Potential Sources of Individual Stress

Family Personal Economic Problems Marital difficulties Discipline troubles with children

Personal Reactions to Suicide

Fear Anxiety Anger

Emotional Dimension

Finding ways to encourage positive thinking and acceptance of yourself

Operations and Maintenance (O&M) Funds

Funding for mobilization, recruting, training, administration, service-wide activities, civilian salaries, operating/maintaining installations, environmental restoration...etc

Evidence Stream

Get people to accept that a change is real by providing a steady stream of evidence to demonstrage that the change has happened an is successful

New Challenge

Get people to maintain interest in a change by giving them new challenges that stimulate them and keep them looking into the future

Self-Awareness

Getting to know yourself to understand your strengths and developmental needs

Communication

Give your team feedback early and often; include vital information w/ face-to-face meetings; keeps everyone on the same page and working towards the shared goal

Supervisory Rewards

Given to those who go beyond the standard

DM Arena 1 - Prevention

Goal is to prevent problems before they occur; setting clear standards, establishing rapport, establishing a climate of accountability, communicate

A __________ must first be ______________ in order to _______ ______________.

Group, organized, work together

Combat Stress

Happens when there is a change in mental function or behavior because of combat; can be positive or negative

Group Discipline

Have a sense of responsibility toward your group for effective team membership

Cohesive Teams

Have the ability to realize the needs of their teammates and are considerate of their strengths

Substantive Interests

Have to do with things such as schedules, prices, salaries, etc.

Social Dimension

Having positive interactions with other individuals; sense of belonging, sense of self-worth, feeling of security

Suicide Awareness

Heightened individual and community awareness of suicide, suicide risk factors, and the fact that suicide is only the 'tip of the iceberg' of psychosocial problems

Culture of Responsible Choices (CoRC)

Helps focus on behaviors that impair mission readiness.

Diaster Mental Health (DMH)

Helps individuals recover from or remain functioning despite the potential negative effects of critical incidents

Task Discipline

How well you meet the challenges of the job

Combat Stress Warning Signs

Hyperactivity Memory loss Loss of feelings in limbs Loss of mobility "Spaced out" appearance Irritable or angry outburst Hallucinations Misconduct Significant mood changes Withdrawal Depression Apathy Confusion Reckless behavior Poor hygiene Trembling or cowering Inability to sleep or fear of sleep Frantic, panicky behavior Emotional Outbursts

Without Advancers

Ideas stall or do not come to light

Drug Abuse

Illegal, wrongful or improper use, posession, sale, transfer, or introduction onto a military installation

Absence of Trust

Impacts the willingness for members to open up and share knowledge, feelings and concerns with one another

AFSO 21 5 Desired Effects

Increase productivity Increase critical equipment Improve response time Sustain safe/reliable operations Improve energy efficiency

Team Spirit

Indicated by increased productivity, high morale during high ops tempo, willingness to help fellow teammates, strong identity/camaraderie, little to no negative conflict, difference resolved through compromise or collaboration

Ongoing Process

Indicates continuous activity; group dynamics is one in which members remain engaged in for as long as they are team members

Personal Discrimination

Individual actions taken to deprive a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally, or unintentionally.

Reactions to Change

Innovators - embrace ideas Early Adopters - see a competitive edge in adopting new ideas early Early Majority - represent mainstream Late Majority - hampered by insecurity/skepticism Laggards - last, no influence, close-minded

Organizational Change Request (OCR)

Instrument that accomplishes changes to the functionality to an organization; activiation, inactivation, redesignation, and reorganization

Sexual Assault

Intentional sexual contact, characterized by use of force, threats, intimidation, abuse of authority, or when the victim does not or cannot consent

Sexual Harassment

Involves unwelcome sexual dvances, requests for sexual favors, and other verbal or physical conduct of a sexual nature Violates Title VII of the Civil Rights Act of 1964, as amended, and AFI 36-2706, Military Equal Opportunity Program

Fiscal Year: Second Quarter

January: Wing FWG holds BER, all unfunded requests considered March: Unit should have spent 50% of their budget

Fiscal Year: Fourth Quarter

July: All but 25% of $$ should be spent August: EOY closeout starts 1 Aug-30 Sept; FWG takes control of all unspent money; RA buys 'luxuries' for unit September: Wing is trying to use all unspent funds or it may lose that amount next FY

AFSO 21's Three Levels of Priorities

Just Do It Rapid Improvement Events (RIE) - strong, knowledgable, focused, implementation High Value Initiative (HVI)

Integrated Life

Know how to integrate and balance every aspect of their life (family, personal, professional, community, friends)

Motivations

Know what motivates you and others and how to balance both external and internal motivations

Values and Principles

Know your deeply held values, adhere to the ethical principles that guide your leadership, and avoid ethical traps

Mayo's Four Levels of Change

Knowledge Attitude Individual Behavior Group Behavior

Fear of Conflict

Lack of trust often increases potential for conflict; negative conflict threatens trust, healthy communication, morale, welfare, and mission accomplishment

Expert Power

Leaders gain power and ability to influence through education, experience and job knowledge

Reward Power

Leaders who are able to provide things that people like (hit-days, recognition, praise)

Communicating

Listening, explaining instructions, justifying recommendations and decisions, selling ideas, and providing feedback, clarifying leaders' intent

Espirit de corps

Loyalty to, pride in, and enthusiasm for a unit shown by its members

Institutionalization

Make changes stick by building them into the formal fabric of the organization

Community

Making sure every member of our team feels like an essential and important part of the team and unit Sponsoring; Service Before Self

CARE: Flexer

May be present on the team - Able to connect and negotiate with all types of people - Tolerant and understand different members of the team - Able to identify what is missing in the process, and fill in the gap to allow for uninterrupted progress - Willing to offer suggestions to improve the process

5 Stages of Mediation

Mediator Opening Statement Parties Opening Statement Joint Discussion Caucus Closure

Reality Checking

Mediator gets the parties to understand, typically through a series of questions, the weaknesses of their case/issue/demand

Emotional Control

Mediator must maintain no outward reaction to a party's emotional display to keep neutrality and credibility

Fostering Understanding of Others' Views

Mediator uses empathy to have parties see each others point of view to offer a new perspective

Military Discipline

Mental attitude and state of training which renders obedience instinctive under all conditions

Sources of Feedback

Mentors, peers, subordinates, budgets, training plans, metrics (MC Rates), external sources/agencies (family)

Article 31, UCMJ

Military Miranda Warning, "Advisement of Rights", issued if a crime is suspected AF IMT 1168, Statement of Suspect/Witness/Complainant

Active Listening Techniques

Minimal Encouragements Paraphrasing Emotion Labeling Mirroring (Reflecting) Open-ended Questions "I" Messages Effective Pauses

Settle

Minimally satifies the interests of both parties and typically begins with a soft offerin order to leave the room for manuvering toward an option May be most appropriate when trust exists and desire to reach solution quickly, both willing to share info for short-term solution, have as much power as opposite, options favor both parties' interests and a quick solution is necessary

Impact of Substance Misuse

Mission and Readiness loss Morale loss Health and Wellness loss

Standards

Morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior

Initiative

Motivation, determination, perserverance, and risk-taking. Requires more than just meeting the standards

Authorization Change Request (ACR)

Multi-purpose instrument used to propose adjustments to a UMD

Guilt

Must be beyond resonable doubt, and be established by legal and competent evidence Direct evidence - video of crime Circumstantial evidence - tends to prove a fact indirectly, which, alone or together with other facts or circumstances, one may reasonably infer the existence or nonexistence of a fact in issue

Distress

Negative stress

Without Refiners

New directions are not thought through; details are overlooked

Zero Tolerance Policy

No threats, assault or other acts of violence in any way will be tolerated

Responsibility Center Manager (RCM)

Normally heads an organization that plans, organizes, directs, and coordinates activities of subordinate organizations and functions

Inaction

Not taking action associated with workplace violence when warning signs are evident

Resource Steward N.C.O

Nutures: Promotes a resource-conscious attitude Champions: Advocate for the resources you need Take Ownership: Be an active role model, don't misuse resources

OODA Loop

Observe, Orient, Decide, Act Provides NCOs with a systematic and deliberate method for looking at the current situation, determining what problems exist, and then deciding an appropriate and/or effective action

Adjorning/Transforming Stage

Occurs when a team disbands or moves on to a new task

Norming Stage

Occurs when rules are finalized and accepted and when team rules start being adhered to

Storming Stage

Occurs when the members within the team start to 'jockey' for position and when cotrol struggles take place

Forming Stage

Occurs when the team meets and starts to work together for the first time

Performing Stage

Occurs when the team starts to produce through effective and efficient working practices

Operational Stress

Occurs when there are changes in mental functioning or behavior due to military operations other than war

Impasse

Occurs when there is failure to make progress toward resolution

Panic Elation Panic Cycle (P.E.P)

Occurs whenever you are in a situation that requires you to come up with new ideas

Fiscal Year: First Quarter

October: AF receives funding November: Cost Centers begin 1st BER, RA usually does this December: Units should have obligated/spent 25% of their budget

Followership

One in the service of another; one that follows the opinions of teachings of another; one that imitates another

Comply

One party complies with, or gives in, so the opposite (more assertive party) gets what they want May be most appropriate when a trusting relationship between parties exists, all parties have info they're willing to share, we have little/no power, options vavor our opposite or our position and interests

8T000 AFSC

Orchestrate all efforts to provide enlisted members with a continuum of education necessary to develop them as the world's best enlisted AF leaders

Stakeholders

Outside parties who have a vested/personal interest in the dispute

Mediation

Parties turn to a neutral third party who uses interest-based problem solving techniques to assist in resolving a dispute

Evade

Passive, unassertive stratey , often used to maintain current situation, best used when current situation favors any proposed soltution, issue is unimportant to one/both parties May be most appropriate when trust is low, little to no information, little pwoer, little control over option

Change Sponsors

People responsible for initiating change within an organization

Individuals Involved in a Sexual Assault

Perpetrator Facilitator Bystander Victim

Types of Resources

Personnel Financial Material Warfare Information/Technology Energy

Task Orientation

Places more importance on reaching an outcome, solution, or resolution

5-Step CNS Process

Positions Interests BATNA Brainstorming Solution

Eustress

Positive or healthy stress

Options

Possible solutions, choices and alternatives; the different ways of coming to a mutually-agreed upon and satisfying outcome

DeBecker's 'JACA'

Predicts the likelihood of future violence (J) Perceived Justification (A) Perceived Alternatives (C) Perceived Consequences (A) Perceived Ability

High-Context Culture Negotiation

Prefer integrative negotiation and assume both parties will collaborate as partners to find a mutually satisfying solution

Low-Context Culture Negotiation

Prefer working toward negotiating a resolution as quickly as possible, most likely insist and use positional power to get what they want, lack of trust

NCO Responsibilities as Related to Substance Abuse

Prevention Environment Lead By Example Education Deglamorizing Documentation Actions ADAPT Counseling Referral Follow-up Intervention

Alcoholism

Primary, chronic disease with genetic, psychological and environmental factors influencing its development and manifestation; often progressive and fatal. Characterized by impaired control over drinking, preoccupation with the drug alcohol, use of alcohol despite consequences, distortion in thinking/denial

Change Management

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

Negotiation

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

Intervention

Processes of helping the member recognize at the earliest possible moment that he/she needs treatment for self-destructive drinking/drug-abuse

Preventitive/Prevention

Processes/models actions designed to keep someboday from doing something undesirable

Destructive Conflict

Produces hostility between parties which in turn produces barriers to cooperation, destroys morale, and thwarts efforts to solve problems and reach mutually agreed upon options

Airman Powered by Innovation (API) Program

Program to solicit innovative, money saving ideas from Airmen -Ideation/Submission -Evaluation -Implementatoin -Hold-the-Gains

Unfavorable Information File (UIF)

Provides CCs with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct and duty performance

Position Power

Provides you with the authority tomake decisions and requests based on your position within an organization Coercive, Connection, Reward and Legitimate

DM Arena 3 - Punishment

Purpose is to correct and rehabilitate those who repeatedly or grievously violate standards. Only officers on G-series orders can issue punishments (CC only) and only through Article 15 or courts martial process.

Purpose of Adverse Administrative and Punitive Actions

Quality force mgmt tools available to supervisors, superiors, CCs. Help instruct, correct, improve those who depart from standards. Admin tools are corrective in nature, punitive are corrective but result in permanent bad mark in records

Spiritual Dimension

Questions such as meaning, purpose, values, self-worth, dignity, and hope; equips you with a particular strength during troubled times

Support Team

Recognize your support team (family, co-workers, leaders, mentors, and subordinates)

Developing Airmen

Recognize/Diagnose capabilities of each Amn, individually Diagnose personal/developmental needs of Amn & assist them w/ personal(relationship/supervisory skills/interpersonal), professional development needs (PME/College/Training,etc)

AF Form 174

Record of Individual Counseling (RIC)

Position Powers: Personal

Referent (Charisma): People repsond because they have a high ID with you, respect and admire you, or tend to follow and agree with you Information: earn trust by sharing information, gain the upper hand by withholding Expert: How you use/share this power can improve/reduce trust

Lack of Commitment

Refusing to trust one another and failing to openly communicate will have negative consequences on efforts to reach a mutual agreement or consensus among team members

Cost Center Manager (CCM)

Regulates the daily use of work hours, supplies, equipment, and services in producing or doing things

Risk Factors

Relationship difficulties, substance misuse, legal, financial, medical, mental health, and occupational problems, depression, isolation, previous threats/gestures, etc...

Convergent Thinkers

Reliable, rational, principle based; work to reduce uncertainty and ambiguity; thought through plans that address all contingencies

Warning Signs of PTSD

Reliving the Event Avoiding Situations that Remind You of the Event Feeling Numb Feeling Keyed Up (Hyperarousal)

Supervisor Actions Following a Threat Allegation

Relocate the workstation of threatened employees Alter the employees work schedule Provide photos of stalkers/alleged perpetrators (spouses) to receptionists and security officers/forces Encourage law enforcement to enfore restraining orders If threats are recent, provide employees with time off Deploy security cameras near entrances to employees work areas Place silent alarms at employee workstations

Workplace Bullying

Repeated, unreasonable and unwanted actions by individuals or groups directed at individuals or groups with the intent to intimidate, harass, degrade, or offend

Environment Assessment

Resource Availability - Human, financial, physical and informational Leader Actions - Direction and priorities - Creating policy - Making decisions - Providing information

Change Agents

Responsible for implementation of change in an organization

Optimal Problem Solving

Results from both adaptors and innovators working on the problem together because it brings all sides (perspectives) of a problem to light

Financial Working Group (FWG)

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

Personal Rewards

Rewards that come from within you; personal satisfaction

Socializing

Seal changes by building them into the social structures

5 Essential Areas for Personal and Professional Leadership Development

Self-Awareness Values and Principles Motivations Support Team Integrated Life

Methods for Identifying Substance Misusers

Self-Identificatrion Commander Referrals Medical Identification Substance-related Incidents Drug-Testing

5 Essential Qualities of Effective Followership

Self-Management Committed Competent Integrity Initiative

Appropriation

Setting aside money for a specific purpose

Negotiators

Should always work to identify and categorize the interests and then work at developing solutions that address the type of interest

Milestones Associated with Budgeting Process

Significant events in the budgeting process CRA, BER, End-of-Quarter, Close-out, etc...

Kepner-Tregoe (KT) Problem Solving and Decision Making Process

Situational Appraisal - separates, clarifies, prioritizes concerns Problem Analysis - IDs the cause of a positive or negative deviation Decision Analysis - used for making a choice Potential Problem Analysis - protects actions or plans

Constructive Conflict

Spurs creative thinking between two or more parties which results in more detailed and feasible solutions to problems and options when negotiating and mediating

Recovering From a Workplace Violence Emergency

Stage One: Shock, disbelief, denial, numbness, flight-or-flight, adrenaline rush Stage Two: Impact; anger, rage, fear, terror, grief, sorrow, confusion, helplessness, guilt, depression, withdrawal Stage Three: Reconciliation Stage; try to make sense of the event, understand it's impact, reach closure

4 Observable Behaviors of a Potentially Violent Person

Standing history of complaints Feelings of victimization related to failure to accurately perceive their role in poor interpersonal relationships or in adverse administrative actions Increasing angry or sullen moods An individual who has threatened that some violent act or confrontation could happen

Trust in a Person

Stands alone; established at a minimum between 2 people

Demand

Statement of terms with no room for adjustment; positional; "take it or leave it"

Timelines Associated with Budgeting Process

Submission deadlines associated with quarterly and annual budget requirements

AFI 44-121

Substance Misuse: Use of any illicit drug, misuse of prescribed meds, alcohol abuse

Wingman Concept

Synonymous with friend, caring co-worker or supervisor, loving family member, and mentor. Imperative due to increased suicide rate Alert, get invovled, takes action Ask, Care, Escort (ACE)

Systems 1 & 2 Thinking

System 1 - Reactive Thinking; routine, quick System 2 - Reflective Thinking; broad/informed problem solving, deliberate, planning, complex

Potential Sources of Organizational Stress

Task Demands Role Demands Interpersonal Demands Organizational Structure Organizational Leadership

Coaching

Teach others and enable them to meet and exceed their goal; training opportunities and advancement are 2 essential components that encourage and motivate members to grow and excel

Eight Step Problem Solving Process

Team-centered, systematic, common-sense problem solving approach aimed at increasing combat capability, making Air Force units more effective and efficient, and enhancing and enabling the warfighter

Zone of Possible Agreement (ZOPA)

The 'bargaining range' defined as the overlapping area of each party's aspiration point and reservation point. No overlap, no ZOPA.

Proficiency

The ability of a unit to perform its mission and it is based on professional and technical standards of excellence

Power

The ability or potential to influence decisions and control resources Position & Personal

Adaptability

The ability to adjust to changed, unexpected, or ambiguous situations by actively seking information and by demonstrating openness and support of different and innovative change ideas

Self-Management

The ability to determine one's own goals within a large context and to decide what role to take at any given time

Systemic Discrimination

The 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. Such discrimination can occur overtly, covertly, intentionally, or unintentionally.

Aspiration Point

The best outcome each party hopes to achieve from a negotiated agreement

Reservation Point

The bottom line or least favorable option or offer you will accept

Readiness

The capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a dispute

Resource Stewardship

The careful and responsible management of resources under one's control

Discipline

The element in an organization that leads to prompt execution of orders and the initiation of proper actions when orders are not given

Interaction of individuals

The essense of team dynamics; needs may vary for each individual

Personal Power

The extent to which followers respect, feel good about, are committed to their leader; and see their own goals being satisfied by the goals of their leader Referent, Information, Expert

Cooperate

The focus is on the common interests that drive each party's position, achieve a mutually satisfactory outcome May be most appropriate when a great deal of trust exists, info is reliable and freely shared, power is shared, options are developed through collaborative effort

Trust

The foundation of relationships with others and faith in a system

Coercive Power

The leaders perceived ability to provide sanctions, punishment, or consequences for not performing

Information

The level of trust directly influences the amount of information shared between/among negotiating parties

Decision Making

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

Approach

The method used in dealing with or affecting something

Approach: Leadership

The method(s) or procedure(s) necessary to move the organization in the right direction based on our diagnosis.

Way Out

The mutually hurting stalemate causes both parties to seek an alternative solution

Cost Center (CC)

The organization that gathers and distributes cost data

Connection Power

The perception of your association with people of influence inside or outside of the organization

Interest-Based Negotiations (IBN) aka Interest Based Problem Solving

The practice of focusig on the interests, and not the positions of the two negotiating parties

Human Relations Climate

The prevailing perceptions of individuals concerning interpersonal relationships within their working, living, and social environment.

Method

The procedures and tehcniques characteristic of a particular discipline or field of knowledge

Conflict

The process that results when one person (or a group) perceives that another person or group is frustrating, or about to frustrate, an important concern

Interests

The reason behind your position, the why Procedural, psychological, substantive

Human Relations

The relations between two or more people

Equal Opportunity

The right of all persons to participate in, and benefit from, programs and activities for which they are qualified.

Financial Management Board (FMB)

The senior advisory committee chaired by the CC or Deputy CC and includes group CC level members and the Comptroller (at installations), Directors, and special staffs (at commands). Approves budgets/financial plans/revisions, distributes funds

Diagnosing

The step a leader takes to determine what is going on in an organization Should involve assessing situation, status of the people and status of the environment

Continuous Improvement (CI)

The strategic, never-ending, incremental refinement of the way you perform tasks. CI employs a collection of methodolgies including Lean, Six Sigma, Theory of Constraints and Business Process

Without Flexers

There are gaps in the team

WIthout Creators

There are no new concepts

Without Executors

There is no implementation

Position Powers: Coercive and Reward

These powers depend on one's belief that his or her opposite is willing and able to inflict punishment and/or offer incentives Connection power; Legitimate power

Inattention to Results

This dysfunction occurs when members place their individual needs and goals ahead of the team and organization

Avoidance of Accountability

This person's lack of dedication will likely surface in their duty performance; counterproductive and detrimental to team's success and merits correction

Change Targets

Those individuals or groups who actually undergo the change

Individual and Organizational Approach to Stress Management

Time Management Physical Exercise Relaxation Training Social Support Selection and Placement Goal Setting Job Redesign Wellness Programs

Ripeness

Timing is critical to successful negotiation; situation needs to be ready/open to negotiation

Deliberate Development Plan

To carefully think about and discuss strengths, areas of improvement, current and future roles, and responsibilities with followers for the purpose of creating a detailed plan (or expanding an existing one) that intentionally and methodically develops personal and professional growth over time

Develop

To create or produce, especially by deliberate effort over time; to expand by a process of growth

Feedback

To offer or suggest information or ideas as a reaction from an inquiry

Deliberate

To think about or discuss issues and decisions carefully

Proactive Steps to Prevent Workplace Violence

Training Establish Clear Policies Give Members a Voice Stress Management ID Alcohol/Drug Abuse Diversity Training Conflict Resolution Trng Reducing Risk When Taking Disciplinary Action

Discipline

Training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement. State of training, resulting in orderly conduct.

Budget Execution Review (BER)

Two-part process that occurs twice within each budget cycle to identify and redistribute funds to meet unfunded requirements such as unforseen or initally unanticipated mission-related expenses

4 Types of Workplace Violence

Type 1: Violent acts by criminals who have no other connection with the workplace but enter to commit robbery or another crime. Type 2: Violence directed at employees by customers, clients, patients, students, inmates, or any others for whom an organization provides services Type 3: Violence directed against coworkers, supervisors, or managers by a present or former employee. Type 4: Violence committed in the workplace by someone who doesn't work there but has a personal relationship with an employee - an abusive spouse or domestic partner

AFI 36-2907

Unfavorable Information File (UIF) Program

Three Phases in the Change Process

Unfreezing - intended to motivate your subordinates and help them get ready for change; need, deal with resistance Changing - movement from the old way of doing things to the new way of doing business; monitor, adjust Refreezing - locking in of the new procedures until they're a permanent part of daily operations

Substance Misuse

Use of any illicit drug/medication/alcohol abuse

Insist

Usually used to resolve an emergency situation but is also associated with one's position whose authority/power affords him to command and demand compliance May be most appropriate when trust does not exist, info provided by opposite is suspect, we have overwhelming power, no time for options

Assault

Violent physical or verbal attack, unlawful threat, attempt to do violence or harm to somebody else

Achievement of the desired objective

What separates a team from a group; what each team member contributes

Position

What you want; what you envision as your best outcome

Trust in a Process

When both parties have faith in a governing institution and believe that it supports their negotiations

Overconfidence

When one responds to a workplace violence incident with an "I can handle it" attitude when the right thing to do is consult with professional help

Integrity

Willingness to tell the truth; imperative that followers provide truthful information to their leaders

Teamwork

Work done by several associates with each doing a part of all subordinating personal prominence to the efficiency of the whole

Workplace Violence

Workplace violence can be any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that cause fear for personal safety and/or involve a substantial risk of physical or emotional harm to individuals, or damage to government resources or capabilities