Cumulative Test Flip Cards

Laissez-Faire

Creates a chaotic environment Mission may be jeopardized

Explain the impact

Cultural Domains: 1. Family / Kinship 2. Sex / Gender 3. Sustenance / Health 4. Religion / Spirituality 5. Politics / Social Relations 6. Economics / Resources 7. History / Myth 8. Learning / Knowledge 9. Technology / Material 10. Aesthetics / Recreation 11. Time / Space 12. Language / Communication

NDS

Diplomacy - brokering deals Information - radio, public statements, www, pamphlet dropping Military - Instrument of Power (IOP) that back up the other instruments, show of force, exercises Economic - sanctions, tariffs, embargos, boycotts, provide/pull aid

Differentiate the characteristics of laissez-faire, transactional, and transformational leadership

Laissez-Faire

Full-Range Leadership

Less need for transactional behaviors as you move up the scale (in rank and position) · Tactical (Line Officers) interacting with team more · Organizational (Generals) more strategy

Recall the process for formulating US military strategy from national objectives.

Look at Molly's sheet and slide 16 of national security objective

Full-Range Leadership

Look at graph on slide 5

Explain the four basic components of a counseling session

a. Open the counseling session b. Discuss the issues c. Develop a plan of action d. Record and close the session

Sheep

passive and uncritical, lacking in initiative and sense of responsibility

AF focus on the foundational leadership elements

people and mission

The pillars are....?

the objectives that are the desired "ends" which is at the president level

● Describe actions wingmen may take to intervene in impending suicides

(Know your coworkers) their usual mood and behaviors and how they're functioning, being able to recognize early signs of risk, stress, and distress, engaging with airmen to determine what may be stressful or problematic, assisting airmen with choosing the most appropriate resource to help resolve the problem, and following up with airmen to ensure the stressors are resolving and new ones are not taking their place

● Summarize the air force guidelines concerning religious accommodation

(○ Actively participate in religious accommodation in the AF)

● Describe actions wingmen may take to intervene in impending suicides

(○ Be prepared to intervene using the ACE model when you recognize distressed) ACE ■ Ask Care Escort

● Summarize the air force guidelines concerning religious accommodation

(○ Four Domains of Fitness) Physical, Mental, Social, Spiritual

● Describe actions wingmen may take to intervene in impending suicides

(○ Identify who is responsible to help prevent suicide) ■ Every airmen

Summarize the air force guidelines concerning religious accommodation

(○ Observe the tenets of their respective religion or to observe no religion at all) ■ Civil liberties to be protected - First Amendment of the US Constitution

● Summarize the air force guidelines concerning religious accommodation

(○ Paraphrase appropriate referral agencies for religious issues) ■ Referral Agencies- chain of command, chaplain, military equal opportunity, legal counsel, inspector general

● Describe actions wingmen may take to intervene in impending suicides

(○ Recognize signs and symptoms of distress in yourself and others) ■ Legal problems, financial problems, relationship problems, work and administrative problems, mental health problems

Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership ○ Recognize air force levels of leadership

-Tactical Experience -Operational Competence -Strategic Vision Tactical experience: personal competencies are primary focus at this level, gaining a general understanding of team leadership, appreciation for organizational leadership, airmen at this level master their core duty skills, develop experience in applying those skills, and begin to acquire ■ Operational Competence: full spectrum of institutional competencies is balanced across the operation competence level. Airmen are able to understand the broader AF perspective and the integration of diverse people and their capabilities in the execution of operations, AF member transitions from being a specialist to understanding AF operational capabilities ■ Strategic Vision: airmen combine highly developed personal and people/team institutional competencies to apply broad organizational competencies, airmen develop a deep understanding of AF capabilities and how airmen achieve synergistic results and desired effects with their operational capabilities

Cyberspace threats differ in four ways from traditional threats

1. Computer networks are a new target category, with computer network attacks capable of providing the same results as striking the traditional target with a kinetic weapon 2. An attack does not have to use kinetic force and can solely involve a command from one computer to the target system 3. The intended results are often not kinetic and could simply involve the manipulation of data or disruption of a service 4. Cyberspace threats are not constrained by political boundaries or geography

What things you should consider when going into a negotiation

1. Cultural Differences - that might cloud issues or cause misunderstanding · Values, Relationships, Interests, and Data 2. Clearly Define Position - US and other nation 3. Agenda - well planned

Compare/Contrast the three counseling approaches: directive, nondirective, and combined

1. Directive: a. Counselor-centered; directs the course of action; does most of the talking b. Simple problems c. On-the-spot corrections d. Time is short (safety) e. Counselee is not very mature 2. Non-directive: a. Counselee-centered; encouraged to take active role in finding their solution; make sure they set a goal/objective b. Counselor's role is to listen and ask clarifying questions; don't provide the answer c. Preferred for most counseling sessions d. More time-consuming 3. Combined: a. Use techniques from both b. Make adjustments based on the information they provide and the direction you need them to take c. More hands-on, but can provide possible course of action d. Help them analyze these solutions

Threats

1. Nation States - most dangerous 2. Extremists and Terrorists 3. Hackers and Criminals 4. Insider Threats - the most damaging 5. User Error

Vulnerabilities

1. Operating Systems 2. Applications 3. Poor Practices 4. Spear Phishing 5. Operators 1. Telephony 2. Radio Frequency 3. E-mail 4. Internet-based Capabilities 5. Cyberspace Operational Risk Assessment 6. Web Risk Assessment

Paraphrase the qualities of an effective counselor

1. Respect for Airmen 2. Self-awareness 3. Cultural Awareness 4. Empathy 5. Credibility

Four Types of Cross-cultural Conflict

1. Values 2. Relationships 3. Interests 4. Data

Remember the Department of the Air Force role in the cyberspace domain

24 AF Mission: "To operate, extend, and defend the Air Force Information Network, defend key mission systems, and provide full spectrum cyberspace capabilities for the joint war fighter in, through, and from cyberspace." Cyberspace Superiority •The operational advantage in, through, and from cyberspace to conduct operations at a given time and in a given domain without prohibitive interference

o Restricted report

: victim does not desire command or law enforcement involvement related to lack of privacy, stigma/shame, fear of re-victimization, and fear of adverse impact on unit or mission, helps ensure SA victims can still access important services by giving victim additional time and increased control over the release and management of personal information

Contributors

: workhorses, creative force

Paraphrase the Air Force sub-competency of negotiation:

A deliberate process between 2 or more people, or groups, to solve a difference or problem

Recognize exceptions to restricted reporting

Any report of SA received through normal reporting channels including the victim's chain of command, law enforcement, and the OSI or other criminal investigative service is unrestricted, initiates an official investigation in addition to healthcare, VA, and legal services, victim cannot change to restricted report

NATO: Article 5

Attack on one is attack on all (9-11 Afghanistan)

• Describe the four stages of the counseling process

Explain the four basic components of a counseling session

Transformational

Individual Consideration: Ability to build credibility with your people; highly personable Tap into the strengths of your people Intellectual Stimulation: A lot of work to create and implement upfront Inspirational Motivation Tell people the 'why story' Motivating through spoken words; articulate your vision; 'talk the talk' (genuinely mean them) Idealized Influence Leader does things subordinates can see Credible and trustworthy; strong sense of purpose; embody the core values

Transactional

MBE-P: If subordinates are high-performing, you may not need as much action/supervision; they provide consistent results Only good in a lower-risk environment Focus on negative performance and associating you with negative things MBE-A: Good for higher risk or safety When individuals consistently fail to meet standards or deviate from them Contingent Reward: Positive reinforcement Requires you to know your people Can create an expectation that everything done can/should be required; sense of entitlement May enforce quantity over quality

Recognize how all members should view cyberspace capabilities in order to better achieve the core missions of the Department of the Air Force

Mission: · Offensive Cyber Ops · Defensive Cyber Ops · DoDIN Ops § Base Comm § End Users

Generalize space strategy, policy, and law

Moving forward, the only option for the United States to maintain its dominance in space operations is to develop new technology, techniques, and procedures to thwart hostile actions by adversarial nations. To accomplish this, the Secretary of Defense and the Director of National Intelligence have co-developed the National Security Space Strategy, which outlines how we as a nation will address the growing challenges within the space domain. Currently, there are three objectives. The first; to strengthen safety, stability, and security in space. The second; to maintain and enhance the strategic national security advantages afforded to the United States by space. The third; to energize the space industrial base that supports US national security. These objectives change the narrative that space is a benign environment to making preparations to defend our assets in orbit. Space Operations 7 It is important to understand that as technology becomes more affordable and other countries and organizations attempt to broaden their industrial bases, more players are gaining access to space and reaping its benefits. Within the United States alone, there are several non-DOD organizations with interest in operating in space, including NASA, Space X, Virgin Galactic, and Blue Origin. Additionally, outside the United States there are a number of organizations and countries increasing their activity in space, including, China, Russia, the European Space Agency, Japan, and India, just to name a few. Although many countries simply seek to improve their own telecommunications and PNT by augmenting the US GPS and TELECOM services, some countries seek to gain independence of US-based technology, such as Russia and its Glonass PNT system.

Cyberspace

Nation-States are the most dangerous; scope Insider Threats are the most damaging

Describe cross-cultural competence

Negotiation Strategy Checklist 1. Cultural Difference: a. Who has the authority b. How do they communicate c. How do they view saving face 2. Each Side's Position: a. What's the best/worst outcome b. What's the minimum we would accept c. How important is the outcome 3. The Agenda: a. What trust building is necessary b. Who opens the discussion c. Should all issues be presented up front

● Describe the five basic styles of followership

Refer to graph on slide 3 ○ 1.) Sheep: passive and uncritical, lacking in initiative and sense of responsibility ○ 2.) Yes People: livelier, but remain an equally unenterprising group, active/dependent thinker, may take initiative but won't question anything, will readily carry out almost any order, dangerous if orders contradict standards, person who always says what he thinks leaders want to hear ○ 3.) Survivors: same amount of each follower, rarely committed to work/group goals, does just enough to get by, mediocre performers clogging the arteries of an organization ○ 4.) Alienated Followers: critical and independent in their thinking, but fulfill their roles, passive/independent, festering wounds in an organization, criticizes but never offers constructive support ○ 5.) Effective follower: highly participative, critical thinkers, self-management, commitment, competent, thinks ahead, reflects on goals of organization

Military Justice

Refer to note cards

Professional and unprofessional relationships

Refer to note cards

Identify resources available to victim filing and unrestricted or restricted report

Sexual Assault Response coordinators (SARC) o Victim Advocates (VA) o Office of special investigations (OSI) o Commanders: support SAPR and are responsible for victims and alleged subjects/offenders as well as criminal justice procedures that enable officers to be held appropriately accountable for their actions o Special Victims Counsel (SVC): attorneys who provide legal assistance specifically for victims of SA and assist victims throughout the process of reporting and disposition o Sexual Assault Forensic Exam (SAFE) o Mental Health/Medical/Healthcare Services o Chaplain o DOD Safe Helpline o Victim's filing unrestricted reports also have command support and expedited transfer, military protective order, and law enforcement investigation

Recall the definitions of sexual assault and consent

Sexual assault: intentional sexual contact characterized by use of force, threats, intimidation, or abuse of authority or when the victim does not or cannot consent o Consent: a freely given agreement to the conduct at issue by a competent person, an expression or lack of consent through words or conduct means there is no consent, lack of verbal or physical resistance or submission resulting from the use of force, threat of force, or placing another person in fear does not constitute consent, there is no consent when the person is sleeping or incapacitated such as due to age, alcohol or drugs, or mental incapacity

Distinguish the five conflict management styles

Slide 8 of conflict management

All space operations functions need?

Space Situational Awareness

Identify the space capabilities

Space capabilities fuel our American way of life and the American way of war

Survivors

Survivors: same amount of each follower, rarely committed to work/group goals, does just enough to get by, mediocre performers clogging the arteries of an organization

Recognize the Air Force definition of culture

The Air Force defines culture as the creation, maintenance, and transformation of semi-shared patterns of meaning, sense-making, affiliation, action, and organization by groups. Culture subsumes, among so much else, a people's morals, values, and ethics.

Differentiate the characteristics of laissez-faire, transactional, and transformational leadership

Transactional

Partner:

blends exceptional work performance with perspective gained from healthy relationships to both the leadership and peer group

Alienated Followers

critical and independent in their thinking, but fulfill their roles, passive/independent, festering wounds in an organization, criticizes but never offers constructive support

• Identify specific threats and vulnerabilities associated with cyberspace operations

· Capability + Intent = Threat · China

• Recall the characteristics of the Space Domain

· Congested § Crowded with natural and artificial objects · Contested § Other nations are competing for space superiority § Proximity Operations: moving one satellite close to another · Operationally Limited § Current satellites are predictable and hard to move

Understand principles of Full-Range Leadership

· Helps resolve issues that arise in dynamic environments · Good for the military, illustrates behaviors needed to accomplish the mission

Cite capabilities and vulnerabilities of space assets

· Major warfighting functions and satellites

• Cite the Department of Defense definition for cyberspace.

· National Security Presidential Directive 54: "A global domain with the interdependent network of information technology infrastructures, including the Internet, telecommunications networks, computer systems, and embedded processors and controllers."

Describe how to apply Full-Range Leadership

· Not a continuum from 'bad' to 'good' · May utilize several in one day · Blending and emphasizing behaviors is critical · Laissez-Faire is the absence of leadership - Avoid it! · Help resolve issues that arise in dynamic environments · Very helpful in the military - illustrates behaviors need to accomplish the mission · Dynamic progression through elements · Transactional leadership is a necessary style inherent to all military settings and should not be regarded in a negative light.

Cite threats to US access to space.

· Russia · China

Summarize why space is vital to national interests

· Shaped our economy · Knowledge of the universe · How we wage war

Recognize how nations use instruments of power to advance national interests

· Tools a nation uses to influence other nations or international organizations or even non-state actors · The ability of a nation to advance its national interests is dependent on its effectiveness in employing the instruments of national power to achieve national strategic objectives. · The instruments of national power are: Diplomatic, Informational, Military, and Economic (DIME).

Differentiate the characteristics of laissez-faire, transactional, and transformational leadership

· Transformational: Individual Consideration: Ability to build credibility with your people; highly personable Tap into the strengths of your people Intellectual Stimulation: A lot of work to create and implement upfront Inspirational Motivation Tell people the 'why story' Motivating through spoken words; articulate your vision; 'talk the talk' (genuinely mean them) Idealized Influence Leader does things subordinates can see Credible and trustworthy; strong sense of purpose; embody the core values

Paraphrase US rights and obligations in space

· Will promote the responsible, peaceful, and safe use of space · Will retain the right and capabilities to respond in self-defense should deterrence fail · Use force in a manner that is consistent with longstanding principles of international law, treaties, and inherent right of self-defense

● Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership

○ AFM 50-21 Living for Leadership ■ Heavily illustrated, product of its time emphasized by western faith and values to combat the faith of the communist

● Contrast the APTEC model to the 8-step problem solving process

○ APTEC ■ 5 stage cyclical problem solving model useful in team environment versus 8 step which is more appropriate for long term problem solving ■ Emphasis on the intermediate steps (plan and train) before implementing solution

● Distinguish between the characteristics of an effective follower (○ Two behavioral dimensions for determining follower effectiveness)

■ Critical thinking ■ Participation

● Distinguish between the characteristics of an effective follower (○ Exemplify AF core values)

■ Decision making ■ Communication skills ■ Commitment to the organization ■ Problem solving ■ Recognize contribution to the mission ■ Flexibility ■ Competence ■ Courage ■ Enthusiasm

- List the methods leaders use to reduce and manage resistance to change

■ Education and communication ● Provide need for change and expected results ● Open communication throughout process reduces certainty ■ Participation and involvement ● Actively involving those affected in designing and implementing ● May be time-consuming but should create buy-in and help them commit to new program ■ Facilitation and support ● Gradually introduce change, provide additional training and continuous support on need for change ■ Negotiation and Agreement ● Offer incentives, use agreements to remind everyone of changes they agreed upon ■ Coercion ● Using force (authority) to enact change ● Requires constant oversight to ensure change remains in effect ● Mandating change is quick and efficient

● Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership

○ 1964 AF returned to AFM 35-15 form and structure with the introduction of AFM 50-3 Air Force Leadership ■ Aspects of leadership and attributes of a leader are identical to the earlier addition but focus more on the mission and place a greater urgency in deterrence and readiness

● Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership

○ AFDD 1-1 Leadership and Force Development ■ Signed by Gen John P Jumper in 2004 ■ Aspects and attributes of leadership became core values, supported by enduring leadership competencies

● Differentiate between the stages of APTEC model

○ Analyze- determine the problem and develop a solution using information about the situation, environment, circumstances, resources, people, and the mission, identify/understand situation, mission, or problem, gathering data ○ Plan: precise task of finalizing the executable steps, or instructions and assigning responsibilities and resources, translate the solution, catch and correct oversights ○ Train: produce competent and committed follower who are ready to execute the plan, making sure followers know what they need to do, how to do it, and any other necessary specifics, communicate the plan as well as standards and expectations ■ UNIQUE TO APTEC: Other models don't have a dedicated step to train ○ Execute: purpose is to achieve the mission, collect data to aid in critique of actions ○ Critique: During critique you identify problems, weaknesses, causes, strengths, and ways to improve. Establish what happened, compare to what was supposed to happen, determine what was right or wrong, determine how the task should be done differently. ■ There is no dedicated state/step to cement the solution

● Summarize the air force guidelines concerning religious accommodation

○ Authorization for you to practice your faith when on orders

● Summarize the department of the Air Force leadership competencies

○ Competencies are the combination of knowledge, skills, abilities, and other characteristics that manifest in an observable, measurable pattern of behaviors required for mission success; used to develop and assess airmen for the needs of the AF; assist in communicating desired behaviors Foundational competencies Operational Competencies Refer to slide 21 of Air Force Leader for graph ○ Foundational competencies- valued by the AF and universally applicable to all airmen, provide the core of airmen development and enable airmen with tools, pathways, and capabilities to improve their performance in any job, specialty, or situation, key to ensuring the capability of airmen to operate successfully in a constantly changing operational environment ○ Operational Competencies- required of all airmen within a specific workforce category, provide a framework that describes the technical/functional skills, knowledge, abilities, and other characteristics needed to perform that function's mission successfully, allow for intentional development providing a method to train and educate an airmen at their pace in areas where they need to focus for the job they will perform

● Identify the importance of the Air Force Core Values to Airmen

○ Core values are a statement of those institutional values and principles of conduct that provide the moral framework for military activities ○ Commitment each airmen makes, foundation for leadership, decision-making, and success ○ Core values identify the attributes all airmen should live ○ They point to what is universal and unchanging in the profession of arms ○ They help us get a fix on the ethical climate of an organization They serve as beacons vectoring us back to the path of professional conduct

● Explain how the virtues relate to the Air Force Core Values

○ Core values are a statement of those institutional values and principles of conduct that provide the moral framework for military activities ○ Commitment each airmen makes, foundation for leadership, decision-making, and success ○ Core values identify the attributes all airmen should live ○ They point to what is universal and unchanging in the profession of arms ○ They help us get a fix on the ethical climate of an organization ○ They serve as beacons vectoring us back to the path of professional conduct

Describe the Air Force Core Values and their related virtues

○ Core values further defined by virtues (desired behaviors and characteristics) we must and demonstrate in our daily lives, consistently practicing these virtues results in habits of honorable thought and action, producing an AF professional

● Explain how the virtues relate to the Air Force Core Values

○ Core values further defined by virtues (desired behaviors and characteristics) we must and demonstrate in our daily lives, consistently practicing these virtues results in habits of honorable thought and action, producing an AF professional ○ Integrity first: honesty, courage, accountability ○ Service Before Self: Duty, loyalty, respect ○ Excellence in all we do: mission, discipline, teamwork

● Differentiate between the personal behavior factors relating to conflict

○ Distinguish the five conflict management styles ■ Competing (or Forcing) - demanding/assertive.Use of power. Highly assertive. ■ Collaborating - working together to get it done. Both sides. Highly assertive and cooperative. Get everything. ■ Accommodating - high cooperation and low assertiveness. Giving in. ■ Avoiding - ignoring the conflict. Low assertiveness and low cooperation. ■ Compromising - finding the middle ground. Partially satisfying.

● Identify the characteristics of effective teams

○ Empowerment ■ Capabilities ● Appropriate number ● Right mix of them ■ Power ● Functions as a cohesive unit ● Confident in abilities, despite obstacles ■ Teamwork ● Practices ● Manages time and resources effectively ● Develops work methods ■ Participation ● Maximizes full involvement of members ● Interacts effectively ● Interdependence ● If one person can do everything, why is there a need for a team? ○ Purpose ■ Clarity ● Understands goals ● Understands roles ■ Commitment ● Believes work is important ● Expends necessary energy to achieve objective ○ Team- more unified, has a goal ■ Group

8 Step Practical Problem Solving Process (PPSM

○ Expanded version of OODA ○ Designed for long term problem solving ■ Clarify and validate the problem (Observe) ■ Break down the problem and identify performance gap (Observe) ■ Set improvement targets (Orient) ■ Determine root cause (Orient) ■ Develop countermeasures (Decide) ■ See countermeasures through (Act) ■ Confirm Results and Process (Act) ■ Standardize successful processes (Act)

● Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership

○ First effort from AFM 25-14, emphasized the psychological aspects and art of leadership ■ Seven aspects of leadership and discussion: mission, integrity of character, responsibility, influencing men, knowing men, unity, and morale ■ Six attributes of a leader: integrity of character, sense of responsibility, professional ability, energy, emotional stability, and humaneness

● Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership

○ General Curis E LeMay placed emphasis on how AF officers should lead ■ 1985 AF recognized importance of balancing the people and mission which created Air Force Pamphlet AFP 35-49, Air Force Leadership ■ "Leadership is the art of influencing and directing people to accomplish the mission" ■ Provided a new list of leadership traits for the AF: integrity, loyalty, commitment, energy, decisiveness, and selflessness ■ Leadership principles: know your job, know yourself, set the example, care for people, communicate, educate, equip, motivate, accept your responsibility, and develop teamwork ■ Served as a basic guide for the new and for the aspiring AF leader Referred to all leaders w/o regard to rank or command authority

● Describe how teams move between stages of team growth

○ Group cohesiveness- each member must (starting from polite stage) ■ Relinquish comfort and accept risk (possibility of conflict)- commit to team purpose and accept risk (personal attack)- cease defending views and accept risk (being wrong)- trust self and group members and accept risk ( breach of trust) ● To move between stages of growth you MUST ACCEPT RISK

● Recall leadership components

○ Institutional Competencies ○ Leadership Actions

● Recognize the Air Force Core Values

○ Integrity first, service before self, and excellence in all we do ○ Describe the Air Force Core Values and their related virtues (see similar SOB below)

● Compare the 8-step problem solving process to the OODA Loop Model

○ OODA Loop ■ Four overlapping & interacting processes ● Observe: current situation/facts/known/unknown ● Orient: understand your situation/set goals ● Decide: select a course of action ● Act: put your plan into action

● Describe Sources of Conflict

○ Organizational Sources of Conflict 1. Communication factors ● Misinterpretation ● Inaccurate information ● Incomplete information 2. Structural factors (size and level of participation) 3. Line-staff distinctions a. Line is doing the work (tactical, immediate, focus on immediate short term b. Staff is in the office, focus on long term, strategic c. Strategic vs. Tactical 4. Rewards a. Make sure that rewards are notw negatively skewing behaviors. Unfair perception. 5. Resource interdependence a. Resources are scarce. Can sometimes lead to inner-department conflicts. b. Time, people, and money.

● Describe Sources of Conflict

○ Personal (individual differences which can generate conflict) ● Values - people don't like having their values questioned or criticized (religion, politics) ● Perceptions - how the individual views concepts like fairness and quality can cause issues when they have different definitions or expectations ○ Favoritism ● Personality - tensions likely to escalate if the parties involved have uncomplimentary personalities

Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership

○ Recognize the fundamental elements of air force leadership The mission, objective, or task to be accomplished

● Summarize the air force guidelines concerning religious accommodation

○ Spiritual fitness - ability to adhere to beliefs, principals, or values needed to persevere and prevail in accomplishing missions

● List risk factors associated with suicide

○ White males, single never married and married, age 20-24 ○ Mental illness, substance use, increased alcohol use, trauma history, family history of suicide

● Discuss additional factors to take into account when selecting a conflict management style

○ Who am I dealing with? What is the power gap - the difference between you and the person you're dealing with? ○ What are the stakes? Degree of importance? ○ What is the situation? Time-sensitive?

● Distinguish between the characteristics of an effective follower (What distinguishes an effective from an ineffective follower)

○ enthusiastic, intelligent, and self reliant participation- without star billing- in the pursuit of an organizational goal"

Effective follower

○ highly participative, critical thinkers, self-management, commitment, competent, thinks ahead, reflects on goals of organization ○ Politician: possesses interpersonal qualities that might be misdirected and under appreciates job performance

Yes People

○ livelier, but remain an equally unenterprising group, active/dependent thinker, may take initiative but won't question anything, will readily carry out almost any order, dangerous if orders contradict standards, person who always says what he thinks leaders want to hear

Subordinates

○ traditional followers, content to do whatever they are told Contributors: workhorses, creative force

Recognize Lewin's Change Management Model

● (Unfreezing, Changing, and Refreezing) ○ Organizational change is the adoption of a new idea or behavior by an organization; the establishment of new norms; change is appropriate when there is a perceived gap between what the norms are and what they should be ○ Unfreezing: a deliberate management activity to prepare people for change; key factor involves making people knowledgeable about the importance of a change and how it will affect their jobs. Block of ice analogy. ○ Changing: involves modifying technology, tasks, structure, or distribution of people; movement from the old state, or previous norms, to the new state; you may go back to unfreezing stage if change isn't going well ○ Refreezing: you must lock in or refreeze the desired outcomes and the new norms so they become permanent. AFI, SOP, etc. Ensure that the change is critiqued. ● Identify Lewin's Force Field Analysis ○ Used to determine if change is needed and what is needed to affect change ○ There are usually many factors to consider when maintaining the current norms (status quo) or changing current norms. The change agent must analyze restraining (opposing) forces and devise ways to reduce them to overcome resistance ■ An issue is held in balance by the interaction of two opposing sets of forces- those seeking to promote change (driving forces) and those attempting to maintain the status quo ■ 1. Describe the current situation ■ 2. Describe the desired situation ■ 3. List all the forces DRIVING change toward the desired situation ■ 4. LIst all the RESTRAINING forces resisting change toward the desire situation ■ 5. Evaluate all of the forces ■ 6. Strategize ■ 7. Prioritize action steps to have the greatest impact ○ At the same time, leaders must recognize and strengthen driving (supporting) forces- those forces pushing toward change ○ After analyzing the forces for and against change and developing a strategy to deal with them, leaders can attend to the change itself ○ Leaders improve the chance of success when they break the change into sequential steps

Explain the foundational doctrine statements of Air Force Doctrine Volume II—Leadership

● Identify the foundational doctrine statements of Air Force Doctrine Volume II- Leadership ○ AF focus on the foundational leadership elements- people and mission

Differentiate between the five stages of team growth

● Polite phase- people introduce themselves, get acquainted, try to gain approval of their peers, behavioral rules, sizing people up, judgements take place, little or no group identity; ○ goals: get acquainted, avoid controversy ○ leader's actions: introductions, help people get acquainted, encourage participation ○ production: very low/none ○ progress when someone asks why we're here ● Why are we here phase: group members search for a clear idea of what they're expected to achieve, explain objectives clearly and concisely, team identity is still weak, but structure starts to form, cliques start to wield influence ○ Goals: build structure, determine goals ○ Production: very low, but higher than it was in polite stage ○ Leadership action: provide structure to enable team to get down to business, agenda items, goals or milestones for tasks, outline specific responsibilities, encourage commitment to task ● Bid for Power: most challenging phase, members compete for influence, prestige, and power, establish hierarchy, members lose their need for group approval and hidden agendas become common knowledge, cliques take on more importance ○ Goals: decide how to operate, decide who's in control ○ Production: satisfactory ○ Leadership action: continue to provide structure, reemphasize goals and milestones, reemphasize roles and responsibilities, encourage group collaboration, avoiding creating internal competition ○ Greater difference between the speaking times of the least and most talkative members ● Constructive phase: individuals accept positions within the group, shift their focus away from personal agendas, accept all viewpoints are worth listening to and willing to compromise, team identity becomes important, high creativity, open questioning and active listening, conflict is dealt with mutually ○ Goals: accomplish task at hand through group effort ○ Leadership Action: encourage group collaboration, foster healthy team spirit, solicit ideas to keep creativity high, guard against slipping back into bid power ○ Productivity: High ● Esprit Phase: cliques have disappeared, strong collective identity is established, members no longer worry about group approval, high morale, informality, and a strong sense of comradeship, teams run themselves, closed membership- no new members welcome, constructive/productive actions ○ Goals: accomplish task at hand through group effort, maintain group identity, enhance group reputation ○ Leader Actions: encourage group collaboration, foster healthy team spirit ○ Productivity: High