ALS Set B

Message Development

A message is key bits of information you want your audience to know. It is effects based, designed to achieve communication goals, and it is repeatable, and to help cut through the clutter, always tied to a factual message. Don't try to memorize a response. Develop an understanding of the one or two main points, which promote the Air Force side of the issue. When you are drafting your message, use active, high-energy words and emphasize the positive. Consider word usage, don't use long words when a short one will work and avoid jargon, acronyms, and scientific terms.

New Goal

A new goal often sends teams back to the storming stage as they determine a new strategy or plan and reassign roles. Explaining the reason for the change in mission and encouraging participation in role selection while cultivating a cooperative environment can minimize the time spent in the storming stage.

Regression of a Team's Development

A team proceeds through these stages only as far, and as fast, as its members are willing to grow. Each member must be prepared to give up something at each stage to make the move to the next stage. Reasons teams regress: New Member, New Goal, Team Schedule, and Unresolved Conflict.

Problem Solving/AFSO21

AFSO21 approaches to problem solving: LEAN is a systematic approach to identify waste, focus activities on eliminating it, and maximize resources to satisfy other requirements; continuous improvement rather than a destination; relentlessly eliminating waste. SIX SIGMA is a strategy that increases efficiency by statistical process control; repeatable 5-step problem solving method to project management and problem solving. THEORY OF CONSTRAINTS is a philosophy and methodology for addressing logical thinking, scheduling and controlling resources and measuring performance. BUSINESS PROCESS REENGINEERING is a management approach that examines aspects of a business and its interactions and attempts to improve the efficiency of underlying processes.

Attending

Active participant and focusing your full attention on that person. Combination of watching for nonverbal cues and listening to words; maintain eye contact to observe gestures, body posture, and other nonverbal cues. Show you are receptive through body posture, gestures, and verbal/nonverbal cues.

Airmen Four Conditions For Problem Solving

Airmen will not only accept problem solving, they will also seek problem solving opportunities if these four conditions exist: They possess the skills needed to solve the problems that arise in their jobs. They experience success in using those skills. They are rewarded for successfully solving their problems. They do not fear failure.

Productivity

Airmen will usually produce according to the standards and expectations you set when they know you will hold them accountable. As a supervisor, you are responsible for helping your subordinates achieve their full potential; to meet or exceed standards and where they need to improve.

Stages of Team Development

All teams start as a group and gradually or rapidly head toward the goal of becoming a team. There are five stages: Forming, Storming, Norming, Performing, and Adjourning/Transforming. Overreacting/misinterpreting these events could prove detrimental to a team's ability in achieving its goals and may negatively affect the team's dynamics.

Team Schedule

Altering a team's schedule can affect performance because activities and roles usually change too. These changes cause stress, which leads to conflict. Leaders anticipate the potential for elevated tension and take steps to mitigate conflict by maintaining open channels of communication and encouraging members to communicate their concerns.

Third Quarter

April: Sections continue to compile unfunded requests in preparation for the second BER. May: The RA finalizes the unit's BER inputs. The wing's FWG holds its second BER, typically mid-May. June: units should have either spent or obligated 75% of their budget. Units begin receiving warnings that the wing's FWG will take control of unspent or unobligated funds by 1 August.

Influence and Leadership

As a leader, you must recognize the importance of being able to influence your subordinates, through the use of your powers, to accomplish the mission.

Competence of Leadership

As a leader, your focus is normally two-fold. You have to focus on the mission of the work center and leading the people within that work center. Effective leaders can use the skills diagnose, adapt and communicate to ensure mission accomplishment and to develop and inspire others within the unit; DAC.

Developing Improvement Plans

As a supervisor, you continuously set performance standards, observe performance, provide feedback, and evaluate performance. From time to time, you may need to create improvement plans for your Airmen. Sometimes you have to improve your Airmen's performance by improving the subordinate, the job, or the situation.

Performance Expectations

At the most fundamental level, you want subordinates to perform their duties efficiently, effectively, and safely while achieving the overall goals of the organization. Two tools that serve to define and clarify performance expectations are job descriptions and performance standards.

Funded/Unfunded Requirement

Authorized and funded positions needed to accomplish the assigned workload. Funded manpower positions are allocated by category. Given the fact that requirements typically exceed available funding, commanders first prioritize requirements and then allocate funding to the highest priority. Unfunded are: authorized, but unfunded positions needed to accomplish the assigned workload.

Diagnose

Before you can conduct an interpersonal session, you must first know why you are conducting this session. (Ex. Your observations or your subordinate approaching you). You can tailor your interpersonal session to better assist your subordinate.

Negotiation Environment

Before you start the negotiation, you must first assess the this environment. What you find during this assessment using the TIPO model and by considering "The Who, The Stakes, and The Situation" can have a huge impact on the strategy you decide to bring to the table.

Performing Stage

By this stage, the team has settled its individual relationships and expectations. There is high morale, team loyalty and trust. Members begin diagnosing and solving problems, brainstorming, and choosing and implementing changes; creativity is high. Team members accept each other's strengths and weaknesses and understand their roles. Productivity remains high as the team makes steady progress. If a new person joins the team, the team WILL go back to the forming stage.

Administrative Decisions

By using performance evaluation process and its required documentation, you can confidently make administrative decisions based on actual subordinate performance. Examples are required at specific times such as enlisted performance reports and recommendations for reenlistment, or at optional/situational times like recommendations for awards, decorations, and recommendations for work center positions and special duty assignments. To be a successful reporter you must have certain qualities and skills: honesty, courage, respect, fairness, confidence, accountability, compliance, and effective communication.

Combined

Combined approach consists of components of both the directive and nondirective approaches. Requires the supervisor and subordinate to be on the same page and work together to set goals or determine solutions, therefore two-way communication is needed/desired. Subordinates should solve problems themselves but supervisors will provide advice or guidance if needed.

Resource Stewardship and Type of Resources

Conserving these and other valuable resources is an action we all learned early in life and those basic principles serve us well today as Air Force leaders and managers. As members of management, we are ever-challenged to conserve, preserve, and defend the resources critical to accomplishing our mission.

Types of Waste

DOWNTIME: DEFECTS; OVERPRODUCTION is producing an item before it's required; WAITING is goods are not moving/processed; NON-STANDARD OVER PROCESSING is using expensive high precision equipment where simpler tools would be sufficient.; TRANSPORTATION is moving products between processes; INTELLECT; MOTION is excess motion; and EXCESS INVENTORY.

Developing Others

Developing our Airmen is an ongoing process that requires leaders to: first, recognize and diagnose the unique capabilities of each Airman in their work center. Second, diagnose the developmental needs of Airmen and then assist them with personal and professional developmental needs that fulfill current or future job/role and responsibilities: professional and personal development.

Pre-Session

Diagnose what type of feedback/communication you will deliver. Start by downloading the most current copy of the ACA worksheet; AF FM 931. First, fill out Sections 1 and 2; top portion and give the form to your Airmen to complete Section 3. After your Airman/ratee completes the self-assessment, he or she will return the ACA to you. Once you have the ACA back in your hands you can begin to plan for the session.

Effective Feedback

Effective feedback is consistent, objective, and sensitive to the stated purpose. Feedback can be positive or negative. Good feedback should be specific and constructive rather than general.

Communicating/DAC

Effective leaders use this skill in order to gather information about the situation, people, and environment. Use this skill to motivate their subordinates.

Opening

Entails greeting subordinate properly as they enter the room. Establish appropriate rapport and state clearly the purpose/objective for the session. Be direct, identify, and/or describe the observed behaviors, show you are willing to help and ask what they need for assistance.

Evaluation Concepts

Evaluation is a process supervisors use in a variety of situation. You evaluate individuals to determine if you should recommend them for reenlistment or separation, submit them for awards/decorations, and to select them for special positions. Should being with communication; focus on observable goals, and not personality factors; main goal should be a fair and accurate evaluation.

Task and People Orientation/NPSC

Every negotiation involves some sort of task and the interaction of two or more people or groups. Decide what is more important: task or people.

Expectations and Guidelines

Expectations describe the particular standards to which actions must be performed to accomplish the mission. Guidelines describe the ways in which actions should/and should not be accomplished.

Factors to Consider When Diagnosing the Developmental Needs of Airmen

Factors to consider when diagnosing the developmental needs of airmen: aspirations, hopes to accomplish; personality, behaviors; self-concept, how individual thinks of themselves; attitudes and values.

Feedback and Counseling

Feedback is an active communication process where you're evaluating or judging subordinate performance and responding either to promote a change in behavior, or to reinforce present performance. Counseling is focused on improvement, in personal and/or professional areas, by providing guidance and recommendations.

Adjourning/Transforming Stage

Final stage of team development is Adjourning or Transforming; takes place as the team begins to break up and individual members move on to other activities. External constraints such as organizational mergers and downsizing can also cause a team to terminate before it completes its known objectives. Transforming teams continue to exist, moving from one objective to the next.

Delivering Performance Feedback/Session of Interpersonal Sessions Model

Find a quiet location where you will not be interrupted. Schedule the feedback session well enough ahead of time so your Airman is prepared and not anticipating the session. When you planned for the session you completed the Pre-Session steps of the Interpersonal Sessions Model.

Two Limitations for Job Descriptions

First, job descriptions are activities-oriented rather than results-oriented. They detail what an employee does rather than the results to be achieved. Second, employees may see the job description as defining the limits of their jobs and therefore refuse to do anything not specifically listed in the duties and responsibilities section.

Reasons For Knowing Your Subordinates

Five general reasons to know your folks: first is so you can match the personal interests with jobs. Second, you can predict employee responses to planned changes. Third, you can increase the flow of employees' suggestions. Fourth, you'll have a basis for influencing group members. Fifth, you'll have a basis for personal counseling.

RIE Four Components

Four components of RIE are: Strong Leadership; Knowledgeable participants; Focused Event Scope; and Implementation Plan and Result Metrics.

Diffusion of Innovation / 5 Levels Reaction to Change

INNOVATORS those who immediately embrace new ideas; venturesome, educated, and more willing to take risks than the rest. EEARLY ADOPTERS social and opinion leaders who are often popular, educated, and able to see a competitive advantage in adopting new ideas early. The EARLY MAJORITY provide an important link in the change process because they tend to represent mainstream thinking. They slowly follow with calculated willingness to adopt innovations, and they tend to deliberate for some time before completely adopting new ideas. The LATE MAJORITY are hampered by feelings of insecurity and skepticism, which prevent them from taking risks. Usually wait too long to adopt change by looking for guarantees before getting involved. LAGGARDS are the last people to embrace new ideas, and they influence no one! They are usually less educated and uninformed, which tends to make them close-minded and afraid of change.

4 Options of Sever Discipline

If counseling, admonishment/LOA, and reprimand/LOR have failed to correct an individual, or the behavior is sever enough to warrant increased actions, four additional options are available. Last two options of the PDP are considered punishment, so enlisted personnel may not administer them; they are reserved for commissioned officer/commander use only.

Improving the Job

Improve the job by addressing things like the necessity of tasks, appropriateness of tasks, and job design. Evaluate the necessity and appropriateness of tasks, in order to determine whether all tasks are needed; eliminate unnecessary tasks. Obtain permission from your supervisor or superintendent to ensure that your recommended changes don't violate an AFI, OI, TO, etc. Job design focuses on analyzing and grouping tasks into recognizable and definable units. Three aspects of job design are job rotation, job enlargement, and job enrichment.

Position

In negotiations, this is what you want, not necessarily what you need. It is your vision of your best possible outcome. A negotiating position is not based on haphazard thought. It should be based on carefully developed interests and desired outcomes.

Power of Influence

Influence is something leaders should strive to gain from their subordinates. This ability to influence, or influence potential, is referred to as your "power" base. There are two basic sources of a leader's influence: a leader's position in the organization and his/her personal attributes. We label these influences position power and personal power.

Information About Your Subordinates

Information you should know about your subordinates: interests; goals; employment history; biographical facts; needs and values; and expectations of the job and of you as a supervisor.

Team Member/Participation Skills

Input sought by the group dictates much of a team member's participation. Members need to be assertive and respectful and always seek out opportunities to be creative. This area is something that the Leader cannot accomplish alone; the leader must have participation from all of the members. When all members of a team participate, the synergy created increases the team's problem solving capability exponentially.

Second Quarter

January: The wing's FWG holds its first BER; all unfunded requests are considered, prioritized, and re-allocate funds to cover the unfunded requests based on priorities assigned. Cost centers submit inputs for the next FY's EP. March: units should have either spent or obligated 50% of their budget. Sections will be prompted by the RA to begin compiling unfunded requests in preparation for the second BER.

Job Descriptions / Key Duties, Tasks, and Responsibilities on AF Form 910

Job descriptions specifically captures an individual's scope and level of responsibility during a set period. This should include all major duties and clarify ambiguous performance expectations. There are two limitations activity-oriented and limited duties and responsibilities. These tell subordinates what tasks they are responsible for, but don't clarify to what extent, or how well tasks should be performed.

Fourth Quarter

July: units should have spent or obligated all but 25% of their budget. August: End-of-year closeout begins on 1 August and runs through 30 September. Fallout refers to unobligated and unspent funds discovered between mid-Aug and 30 Sep; by the unit RA. September: most frantic month of the budget cycle. The entire wing is attempting to use all unspent or unobligated funds.

Final Action Plan/PLDP

List development areas you feel you need to work on and provide a brief description ofwhat needs to be done. This area should address at least the following four areas: Personality Type/Traits, Leadership Strengths, Team Roles, and Four Domains of Wellness. List steps or strategies will you employ to improve in the areas. Prioritize development areas. Establish realistic timeframes for achieving development goals 1, 2, 3, etc. You should establish milestones to help you stay on track. List types of resources and/or support will you need to be successful.

Individual Action Planning Form/PLDP

List issues you are more self-aware of based on this course. List items you want to consider when developing your plan. List questions this course raises for you that require further exploration/research on your part. List your top five leadership strengths. List our strongest personality traits: good/bad. List your preferred team role. Consider the four domains of wellness.

AF Form 910/Enlisted Performance Report

Look up AFI 36-2406 for detailed instructions on completing an AF Form 910. This sums up a reporting period and is a document that follows you for the majority of your AF career. This form must be signed by your subordinate whether or not he/she agrees; it's an acknowledgement of the report, not a concurrence. AFI-36-2401 explains how to dispute a report.

Effective Performance Standards/4 Critical Attributes

Member must meet all four criteria to have an effective performance standards. ATTAINABLE/ACHIEVABLE; realistic, within reach, and possible to obtain. SPECIFIC; clearly defined, explicit, unambiguous, expressed without vagueness. OBSERVABLE; see the behavior, see results of the behavior. MEASURABLE; timeliness, quantity, quality.

Forming Stage

Members cautiously explore the boundaries of acceptable group behavior within this stage. This is a stage of transition from individual to member status, and of testing the leader's guidance both formally and informally. Everyone is on his or her best behavior and group members become acquainted with each other; conflict is absent. Keep ideas simple, say acceptable things and avoid controversy, avoid serious topics and if sharing feelings, keep feedback to a minimum and avoid disclosure.

Norming Stage

Members reconcile competing loyalties and responsibilities; there is an attitude change. They accept the team, rules, roles, and the individuality of fellow members. Emotional conflict is reduced, productivity is high. They now have more time and energy to spend on their work. The team dynamics involve processes of communication, decision-making, leadership and sharing of power, and include the development of norms and expectations. Leads should keep the team focused on the goal.

Monitoring Performance

Monitor the tasks your subordinates perform regularly and those they perform only periodically. This is to observe their performance; to be aware of what workers are doing and how well they're doing it. Two problems can occur: capability and inclination. Provide more training or modify the standard to solve capability problems. Engage in corrective measures to solve inclination problems. Monitoring performance on a regular basis makes it easy to provide feedback to subordinates in a timely manner, prevents many problems, and catches others before they get out of hand.

The Budget Process Continuation

NCOs are most concerned with the Budget Execution Review/BER process, Execution Plan/EP, and hitting budget spending targets. The BER is your opportunity to purchase items that are not funded within your annual budget.

Examples of Susceptible to Violating ADA

NCOs will violate ADA when using for: business cards, coins, t-shirts, Out-of-Cycle Use.

New Member

New personnel can affect interpersonal relationships in ways that upset or reinforce team dynamics. In order to develop a relationship with the new members, the team will go back to the forming stage. Teams may quickly progress through the stages to get back to where they were, depending on how well new members interact and are accepted.

First Quarter

October: AF receives its funding authorization, which comes in the form of actual funds or a Continuing Resolution Authority/CRA; it disperses it throughout the AF; The EP be developed and approved prior to 30 September. November: cost centers begin working their first BER, by the unit's RA. He/she collects information from each section on their unfunded needs. Between mid-Nov and the end of Dec, the RA finalizes the unit's BER inputs in preparation for the wing Financial Working Group's (FWG) first BER meeting in mid-Jan. December: units should have either spent or obligated 25% of their budget. Sections who have not achieved this milestone must justify why; if cannot justify, lose unused funds during the first BER process.

Position Power

Position power is derived from your position within the organization and is given or delegated to you by your superiors. There are four powers that affect the amount of positional influence a leader has: legitimate, connection, coercive, and reward.

Interpersonal Sessions Model

Pre-Session: Diagnose and Prepare. Session: Opening, Attending, Responding, Resolving, and Closing Skills. Post-Session: Follow-up Actions.

Team Member Roles

Primary role of the team member is participant, one who actively participates through: sharing knowledge/expertise; participating; carrying out all assignments; being creative; supporting all team efforts; seeking challenges;

Preparing

Prior to the session, you will first need to determine the approach you will use. Plan the interpersonal session. Start by first determining your purpose and objective. Next step is to analyze your audience. Gather some background information as well to help give you a basic understanding of the problem or decision to be made. Remain flexible. Lastly, prepare the environment, physically and mentally, this includes telling your subordinate ahead of time.

The Communication Process

Process includes four elements: sender, message, receiver, and feedback.

Military and Civilians Prohibited/ADA

Prohibited to making/authorizing expenditure from, or creating/authorizing an obligationunder, any appropriation or fund in excess of the amount available in the appropriation or fund unless authorized by law. Involving the government in any obligation to pay money before funds have been appropriated for that purpose, unless otherwise allowed by law. Do not spend, or obligate funds in anticipation of receiving them. Accepting voluntary services for the US, or employing personal services not authorized by law, except in cases of emergency involving the safety of human life or the protection of property. Making obligations/expenditures in excess of an apportionment/reapportionment, or in excess of the amount permitted by agency regulations.

Verbal Feedback

Receiver expressing this to a certain message with words. This gives the sender ideas of how well the receiver understood the message.

Responding

Refers to what you say, how you say it, and how you behave in response to the subordinate's verbal and nonverbal messages. Communicate how you feel through carefully delivering your responses to meet the desired outcome of the session. Maintain an open communication stance and use proper verbal and nonverbal skills. Use the four elements: Questioning, reflecting, summarizing, and silence.

Types of Counseling Sessions

Respect for subordinates, self- and cultural awareness, credibility, and empathy are all vital qualities for effective communication; avoid counseling mistakes such as biases, prejudices, potential pitfalls, loss of emotional control, etc. There are two major categories of counseling: event-oriented counseling; and performance and professional growth counseling.

EP Template Plan

Section 1 is Mission-Critical Requirements: Lists all mission-critical requirements funded within the projected fiscal year's budget with the element of expense investment code/EEIC. Section 2 is Justification: short narrative justifying each requirement identified in Section 1. Section 3 is Unfunded Requirements: list identifying mission-essential requirements that exceed projected funding; include narrative justifying each requirement. Section 4 is Spend Plan: Illustrates how projected funds will be spent over a 12-month fiscal year period.

Examples of Changes While Using ACR

Some other examples of when you might use an ACR to change attributes authorized on the UMD include: Changes AFSC; Adjustment pay grade or skill levels; Change Security clearance/SAR; Personnel Reliability Program. Do not submit an ACR to solve short-term problems or when experiencing: Temporary shortage of assigned personnel; Poor or inadequate supervision, personality conflicts, or lack of qualified personnel; Self-imposed work over load; Inefficient procedures and/or ineffective/inefficient use of personnel

Interpersonal Session Model Continuation

Step 1 is to establish rapport and state the purpose of the session; two-way communication between both of you. Step 2 is to encourage the ratee to appraise their own performance; listen to them and avoid dominating the discussion by using open-ended questions. Step 3 is the Initial Feedback: Explain the expected performance standards and discuss the word pictures on the ACA with your Airman. Step 4 is to ask your Airman for comments throughout the session. Step 5 is to negotiate a performance agreement: Ask your Airman how they would like to improve. Step 6 is to set future goals. Step 7 is to close the session by reflecting on what was discussed and end the session on a positive note. Step 8 is to schedule a follow-up with them on any specific items you discussed during the feedback which require additional information, resources, assistance, etc.

Team Member Responsibilities

Team member responsibilities are communication, human relation, and participation skills.

Team Members

Team members make up the bulk of the team; functional experts in their respective areas and bring a wealth of ideas to the team. Their contributions to the success of the team's goals and objectives can never be underestimated. This concept is often referred to as "aligning versus assigning." If a team leader can align a team member to a particular function according to what they are good at and enjoy doing, the team has a happy, motivated member who is the best person to fulfill any particular responsibility.

Team Member/Human Relation Skills

Team members must be aware of how their ability to relate to, and get along with, other members of the team directly influences the success of the team. They should be cognizant of factors that motivate other members on the team and work toward building an environment of harmony.

Force Management

The AF is going to keep the people best available. The EES is a tool to help manage people and place them in positions where they'll do the most good for the AF. It's designed to help differentiate between people based upon ability and motivation.

Establishing Standards

The Airman Comprehensive Assessment/ACA Worksheet is a starting point to establish those standards. Ensure each standard is attainable and inspires excellence. Make sure you have the authority to do so; you can't establish a standard that violates one that is already established.

The Who, the Stakes, and the Situation

The Who, the Stakes, and the Situation: the who is the people involved; the stakes is the gains/loses on the issue at hand; and the situation is how critical the situation is.

Execution Plan/EP

The basic purpose of this plan is to ensure an equitable distribution of the President's Budget/PB for the next fiscal year consistent with accomplishing AF program objectives. This plan is the main vehicle for distributing anticipated funding in an equitable manner. All organizational levels contribute their corporate knowledge and expertise.

Improving the Subordinate

The first action you can take to continue developing your subordinates is to build on their strengths; this may eventually help them overcome their weaknesses. Another way to help improve a subordinate is by tying performance improvement efforts to the subordinate's personal goals/interests. When your Airman realizes their personal goals and interests are considered, they will likely want to continue to grow and improve. This helps Airmen see how improving themselves improves the organization.

People Orientation

The first variable of orientation, are those relationships that exist between us and others. In some situations, these relationships are more important to develop and maintain than the tasks at hand. However, the ability to negotiate does not mean you have to develop a friendship. Something else to consider when assessing a relationship's importance is how much you may need the opposite's involvement in the negotiation process.

Benefits

The impacts of promotion, productivity, and force management also become benefits to you; biggest benefit is you'll get to know your people well. EES requires you to sit down and talk to your subordinates on a regular basis; this results in you getting the best possible performance from them.

Team Leader Responsibilities

The main responsibilities of a team leader are communications, human relations, and participation.

Team Member/Communication Skills

The purpose of communication is primarily to provide accurate information to other team members and the team leader. This information serves as a basis for decision making, education, and training.

AFI 36-2907

The purpose of individual counseling is to help people use good judgment, assume responsibility, and solve their own problems. Goal is to help the individual, not make him/her feel worse about failing. Need to show genuine concern, be specific, honest, and tactful/sensitive.

Discipline

The purposed of this is to develop people who are able to control themselves and do what is right all the time, every time. This involves correcting, training, nurturing, and advising. Proper discipline shows a person where they failed, and how to correct the behavior; two types- preventive and rehabilitative.

Team Leader Roles

The role of the team leader is to manage the team, calling and facilitating meetings, assigning administrative details, and organizing all team activities. They must: Represent the team to senior leadership; Provide guidance and direction; Focuses on team goals, behaviors, and standards to accomplish the mission; Listens actively and encourages total participation; Promotes open and clear communication; Rewards the team for performance; Creates a non-threatening environment; and Articulates mission, vision, expectations, guidelines

AFSO21's Three Levels of Priorities

The three levels of priorities are: JUST DO IT is a quick fix were when implemented, yields immediate results; RAPID IMPROVEMENT EVENTS/RIE last a week or more and apply a series of problem solving steps to determine root causes of problems and to eliminate waste, set improvement targets and establish clear performance measures to reach desired effects; and HIGH VALUE INITIATIES /HVI which produce significant returns against key AF challenges..

Influence and Followership

There are certain things we can do as followers that will have a positive effect on the amount of influence we have with our leaders. A successful follower will adapt to his or her supervisor's way of thinking and doing things. Control your emotions; offer proposed solutions to problems; recognize the importance of timing; and proper use of chain of command.

Negotiation Preferences and Styles Chart/NPSC

There are five strategies for the NPSC, these were developed by the USAF Negotiations Center of Excellence based on an interest-based business model for negotiations and converted to a practical model for military negotiations and problem- solving: Settle, Insist, Cooperate, Evade, and Comply.

Four Air Force Manpower Competencies

There are four AF Manpower Competencies: Organization Structure, Program Allocation and Control, Requirements Determination, and Performance Management.

Four Levels of Change

There are four levels to changes: KNOWLEDG is the easiest change verbal and non-verbal attainment of new information;, ATTITUDE are difficult to change/emotionally charged; INDIVIDUAL BEHAVIOR are significantly more difficult and time-consuming / habits stand in the way of achieving this level; and GROUP BEHAVIOR are difficult to change.

Three Phases of Change

There are three phases that occur with change: unfreezing, changing, and refreezing.

Supervisors

These are a person of any rank that directs the activities of an individual or team and is usually responsible for the productivity of that team.

Outcomes of Six S

These are outcomes occur when Six S is followed: Discipline in how the workplace is ordered. Less wasted movement, waiting and excess inventory. A self-maintaining workplace.

Milestones Associated with Budgeting Process

These are significant events in thebudgeting process: CRA, BER, End-of-Quarter, Close-out, etc.

4 Elements of Responding

These are the elements of responding: Questioning involves using open-ended questions to disclose, clarify and examine the problem as well as explore solutions. Reflecting involves accurately paraphrasing the subordinate's specific content and feelings, and then restating it back to them. Summarizing involves combing thoughts into broader comments, which helps keep the session on track; to clarify and listen to what's agreed upon so far. Lastly, is silence which involves natural pauses that vie the subordinate time to think about an answer.

Standards; UCMJ Articles 91 & 92

These are the foundation for expectations. These are "morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior."

Reporting Officials

These are the official in your chain of command designated by management to provide performance feedback and initiate performance reports. Requirement to be an official is completion ALS.

Socio-Behavioral Tendencies/SBTs

These are the thought processes we employ to help us make sense of the world we live in. Influenced by our beliefs and values, they define who we are, how we act, respond to situations, and treat others. Some behavior tendencies are: Assumptions; Stereotypes; Social Biases; Perceptions; Perspective; Collusion; Prejudice; and Discrimination.

Four Attributes to Establish Standards

These attributes are to establish standards: achievable/attainable; specific-clearly defined; observable-can be seen; and measurable-using quality, quantity, and timeliness.

Standards and Expectations

These describe what constitutes satisfactory performance on a job. These contribute to your organization being able to meet its goals. Good performance standards help structure clear expectations of what to do and how to do it.

AFSO21's Five Desired Effects

These five effects guide improvement initiatives at every level and contribute to the demands of the Warfighter: Increase productivity of our people, doing more with the same or less effort. Increase critical equipment availability rates. Sustain safe and reliable operations safety. Improve energy efficiency.

Tips for Problem Solving

These four basic patterns of thinking are reflected in the below four questions: What's going on? Why did this happen? Which course of action should we take? What lies ahead?

High Value Initiatives/HIV

These processes are more complex and involve a cross functional team to ensure that identified improvements are incorporated into the day-to-day operations of an organization. This is typically required four to six months in order to successfully define and implement the required process changes.

Team Leader/Human Relation Skills

These skills are those things the team leader applies to promote effective team member relationships and interaction within the team. The actions are dependent on leader possessing certain skills: Quickly, decisively, respectfully, clearly inform members, face to face, when not meeting the standard; Ensure all members of the team feel a sense of belonging/importance; Be able to deal with team conflicts; not hurt the esteem of team members; Recognize the valuable input of each team member, give out encouragement, keep team members motivated; Ensure task needs are met without completely disregarding the individual needs of team members.

Team Leader/Participation Skills

These skills are those things the team leader possesses to act as a functioning, contributing member of the team. These skills consist of: Know when to back off and allow the team to function on its own; Know when to provide direction to the team in order to keep their focus on the task; Know when their level of participation is too much which could cause some team members to abstain; Be careful of too little participation which may be regarded as weak leadership by team members.

Team Leader/Communication Skills

These skills employs to foster the communication process on the team. They must be able to have the ability to speak effectively, consistent verbal/non-verbal communication, clear and concise terms, accurate direction on methods, express ideas clearly, and apply the skills of an effective listener.

Followership

These type of people carry out the directions of those in positions of leadership; the capacity to follow a leader. They must be competent at doing their jobs and committed to mission accomplishment. They understand the mission and concur with its goals. These should be able to estimate the proper action required to contribute to mission performance, and in the absence of orders, take correct action to meet mission requirements. They must communicate.

Followership Traits

These type of traits are effective for followership: Competence, Integrity, Loyalty, Faithfulness, Obedience, Respectfulness, and Initiative.

Leadership Traits

These type of traits are effective for leadership: Selflessness, Loyalty, Integrity, Commitment, Energy, and Decisiveness.

Material

These types of resources are the physical goods that are required by our personnel to complete their assigned duties. This is a vast category that includes: natural which entails agriculture, air, land, water and wood; and man-made which are clothing, food, office/industrial equipment, plastic, and vehicles.

Change Agents

They are responsible for determining the best way to implement a change and then actually implementing it.

AFPD 36-24 Military Evaluations

This AF Policy Directive states "the AF has a continuing need to make sure its members perform at a high level and that those who demonstrate the greatest potential be advanced to positions of greater responsibility. Supervisors primary responsibility is to create an environment to help develop your subordinates into highly productive and motivated members who can accomplish the mission.

Stereotypes/SBT

This SBT is a "fixed or distorted generalization about ALL members of a particular group that share a particular diversity characteristic." These images are often fueled by mass media, reputations passed on by parents, peers, and other members of society. This is a way we simplify our social world by "chunking" people into sub-categories. This results in social categorization, potentially creating prejudice attitudes and what is known as in-groups and out-groups.

Social Biases/SBT

This SBT is defined an inclination/predisposition of temperament or outlook, a personal and sometimes unreasoned judgment. This is where one unfairly favors/prefers one person, culture, group, or race to another. This is usually the effects of our upbringing, values, pre-existing beliefs, and interests and makes it impossible for us to be impartial. These highly influential and easily accessible venues have the potential to negatively affect how we perceive others

Perspective/SBT

This SBT is related to how we all have our own perspective/take on things based on our position on particular subjects, issues, and matters that relate or are important to us. It is how we mentally view/see a situation or the world around us from a particular angle.

Prejudice/SBT

This SBT is the creation of an adverse or unreasonable opinion about a person or group without gathering all the facts and is usually based on deeply held beliefs. This is influenced by acquaintances or attachments to specific groups such as family during childhood. The difference between stereotype and prejudice is that stereotyping can be positive or negative and may include only a general opinion about ALL members of the group—ignoring individual differences.

Perceptions/SBT

This SBT is the reception and deception of your conception; what we observe and experience becomes our reality until we are convinced or proven otherwise. Our assumptions, prejudices, social biases contribute to our perceptions and shape how we think and feel. To change your perception, you may need a different viewpoint, or perspective.

Discrimination/SBT

This SBT is the visible act, or consideration to act, in favor of or against a person or thing based on the group, class, or category to which that person or thing belongs to rather than on individual merit or value. It is important to understand that prejudice, when acted upon, usually results in discrimination.

Assumptions/SBT

This SBT is when we take the liberty of declaring something about a situation, item, or someone else that is not supported by fact. We use this to help develop an impression of elements in our environment that we are unsure of. If not careful, false assumptions may become our personal "truths." These generate negative results by affecting how we think, treat others, and handle uncomfortable situations.

Collusion/SBT

This SBT occurs when people cooperate with others, knowingly or unknowingly, to reinforce the behaviors that prevent others from fully entering into the workplace culture. Example is if you overlooked the situation and did not confront the individual who told it. It can take the form of silence, denial, or active participation.

Plan-Do-Check-Act Cycle/PDCA/Deming Cycle

This a four-step model for solving problems and carrying out change. This should be repeated again and again for continuous improvement. Plan - Recognize an opportunity and plan a change. Do - Test the change by carrying out a small-scale study. Check - Review the test, analyze the results and identify what you've learned. Act - Take action based on what you learned in the check step.

Follow-Actions

This action needs to focus on finding out if your subordinate is progressing towards resolving his/her problem, and whether or not the problem has resurfaced.

Non-Directive Approach

This approach is subordinate-centered and uses two-way communication. Subordinate determined a problem exists and developed potential solutions. Supervisor's role consists of using effective questioning techniques to clarify the situation and help the subordinate understand the problem.

Directive Approach

This approach is supervisor-centered. Typically uses one-way communication. Supervisor is responsible for determining the nature of the problem, the best solution, and how to implement the solution. Normally used when the issue/problem is time sensitive, or when correcting/disciplining subordinates who fall below standards.

Article 7

This article is entitled "Apprehension". UCMJ authorizes you to apprehend individuals in certain situations. To apprehend someone, you must verbally inform the person you are apprehending him or her, and clearly inform the individual why you are doing so.

Article 92

This article is entitled "Failure to obey an order or regulation. This covers: anyone who has a duty to obey an order; has knowledge of the other; and violates or fails to obey lawful order or regulation. Your spoken directions are orders, even if you don't say "this is a direct order".

Article 91

This articles is entitled "Insubordinate conduct toward a warrant officer, noncommissioned officer, or petty officer. This article ensures others obey NCOs' orders and protects NCOs from assault, insult, or disrespect.

Personal Leadership Development Plan/PLDP

This assignment will challenge you to think about your development as a leader and help you create a plan with goals/milestones you'll agree to meet over the next couple of years.

Counseling

This can be verbal or written, it is the first step in the PDP because it encourages two-way communication. This allows you to explain to the airman what he or she did wrong and quickly correct the behavior before it deteriorates further. Also it allows the subordinate to explain his/her perception of the standard, fail to meet it, and recommend a rehabilitative course of action to ensure future success.

Requirements Determination

This competency centers on the ACR which is a multi-purpose instrument used to propose adjustments to a UMD. ACRs are commonly used to request increases, decreases, or realignments of manpower requirements and/or to change attributes on the UMD. When your organizational mission changes, it may prompt an adjustment to one, some, or many of the positions listed on the UMD. Once the UMD change is approved, the UPMR is then updated, with the qualified person to match the attributes of the position. Though most organizations have their own format, ACRs should include as a minimum: (1) List of the UMD attributes that identify the affected position (2) List of the UMD attributes that represent the desired change (typically bolded) (3) Justification for each proposed change (what, why, and when)

Program Allocation and Control

This competency centers on the Unit Manpower Document/UMD, funded and unfunded position requirements.

Organization Structure

This competency deals with the functionality of organizations, specifically activation, inactivation, re-designation, and reorganization. The Organizational Change Request/OCR is the instrument used to activate, inactivate, re-designate, or reorganize organizations.

Unit Manpower Document/UMD

This computer product details the organization structure, the position number for each authorization and other pertinent data commanders and managers need to manage manpower resources. Any change to the UMD requires a formal Authorization Change Request/ACR, signed by the appropriate commander.

Participative Change Cycle

This cycle is implemented when new knowledge is made available to the individual or group. The eventual success of the change is dependent upon the group's positive attitude and commitment in the direction of the desired change. Partake in decision making. Relies on personal power and takes longer to implement than directive change

Mission Statement

This describes the organization's essential task(s), purpose, and action and contain the elements of who, what , when, where, and why.

Secondary Dimension/Diversity

This dimensions consists of characteristics that can be changed. Examples are work ethic, income, marital status, experience, and religion.

Primary Dimension/Diversity

This dimensions is the one we are all most familiar with and includes characteristics that are relevant to who we are and that cannot be voluntarily altered. Examples are gender, age, and race.

AF Doctrine Document Volume 2/Leadership

This document defines leadership as "the art and science of motivating, influencing, and directing Airmen to understand and accomplish the Air Force mission. Effective leaders must always keep in mind two fundamental concepts: the mission and the Airmen. The primary task of a military organization is to perform its mission.

Social Sensitivity

This enables the power and benefits of diversity to thrive. Achieving this requires all Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, beliefs, etc. Interpersonal communication is the most effective method for developing personal awareness of the diversity dynamics that exist within our organizations. This allows us to better understand the individual characteristics of who we work with, what each person brings to the mission, and improves our appreciation and respect for one another.

Airman Performance Report/APR

This evaluating system was developed in the early 1960s. This was included as a factor in the new Weighted Airman Promotion System/WAPS; developed in 1970s. Two problems with system; most people did not view the APR as a feedback device, and rating and endorsement inflation had limited the APRs value in making management decisions. This was eliminated in 1990s, and replaced with EPRs.

Denial

This happens when we are forced to confront external change. If we deny change, we will have less stress...yet the opposite is actually true. The more we resist change or procrastinate, the more stress we inevitably experience. We stay in the Denial stage until we own up to our fear or anxiety about the change.

TIPO Model

This identifies how trust influences your use of information, power affects the way you develop, and how well you develop, options or solutions to solve or resolve a current problem, conflict, or situation. TIPO is TRUST, INFORMATION, POWER, and OPTIONS.

Performance and Professional Growth Counseling

This includes planning for individual and professional short- and long-term goals. You should conduct a review of an Airman's duty performance during a certain period and set standards for the next period.

Event-Oriented Counseling

This involves a specific event or situation that may be tied to a personal situation as well as superior or substandard duty performance; usually reactive in nature. Examples are financial or marital problems, a death in the family, or referrals to legal services or a chaplain.

Organizational Diversity

This involves the differences created by an organization's own structure such as the medical community, which involves family practice, pharmacy, medical records, and an administrative section. This requires an array of diverse skills and operating procedures, which are all part of the same workforce

Negotiations

This is a communication process involving two or more people/groups where: the parties have a degree of difference in positions, interests, goals, values or beliefs; the parties strive to reach agreement on issues or course of action.

Diversity

This is a composite of individual characteristics, experiences, and abilities consistent with the AF Core Values and the AF Mission. There are two broad dimensions of diversity: primary and secondary.

Performance Standards

This is a description of a level of performance against which an Airman's performance is measured. First step, ensure subordinates are successful by establishing proper standards and expectations.

Define, Measure, Analyze, Improve, Control Methodology / DMAIC

This is a disciplined 5-step problem solving approach used in the Six Sigma strategy to deliver high performance, reliability, and value to the end customer. Should be used when a product or process is in existence that is not meeting customer specification or is not performing adequately.

PIF/Personnel Information Files

This is a file plan for keeping documentation on airmen. The commander's Support Staff's have an official file plan.

Continuing Resolution Authority/CRA

This is a fiscal law authority that allows thegovernment to continue operations at a minimum level for a specific amount of time. It usually delays the initial distribution of funds. This is needed to prevent agencies from shutting down because without it, agencies have no authority to incur fiscal obligations.

Performance Feedback/AFPAM 36-2627

This is a formal system where you effectively communicate responsibilities, duty performance, standards, and expectations to subordinates at regular intervals. It's an on-going communication process where you evaluate subordinate performance and respond in an effort to either promote a change in behavior, or to reinforce present performance. This is mandatory for all active duty and reserve enlisted personnel, and is accomplished at three different intervals: initial, mid-term, and follow-up.

Team

This is a group organized to work together. This consists of critical attributes: a group, organized, and work together. They must work together to achieve those goals. Members of a team appreciate that their own success is determined by the collective performance of everyone on the team; greater motivation to help and support those team members whose performance may fall behind.

Obligation

This is a legal binding agreement between the government and another party. The AF has entered a contractual obligation; however, no goods or services have yet been received.

Control Roster

This is a listing, maintained by Military Personnel Flight Special Actions, of military members whose on or off-duty conduct requires special attention or observation. This is the last stop before non-judicial punishment. Immediate commanders have authority to establish this, but there is never a requirement to do so. This is purely at commander discretion, and the observation period is six months.

Evade/NPSC

This is a passive, unassertive strategy where you do not have any motivation to work your expectations or meet their expectations. This works if the issue at hand is totally unimportant to you, if you have higher priorities, or you lack the energy and drive to tackle the problem. Often the status quo is actually preferred to any envisioned solution. Trust is low, information is low, no power, and options are limited.

The Budget Exercise Review/BER

This is a review cycle conducted twice during the fiscal year to identify, validate, prioritize, and request additional resources for unfunded requirements. This is the annual two-part process where funding shortfalls are reviewed for potential funding at installation level and then levels above the installation level.

Vision Statement

This is a statement of what an organization, workcenter, or team would like to achieve and/or look like in the future. A vision defines that purpose in connection with the organizations values. It is a long-term view and concentrates on the future and can provide the "how well" when it comes to accomplishing one's mission. Defines the organizations purpose in terms of their values rather than bottom line measures.

Change Management

This is a structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state. Organizational change management includes processes and tools for managing the people side of change. This involves aligning an agency's organizational culture with new ways of doing business. Every change process includes the roles of Change Sponsor, Change Agent, and Change Target.

Six S

This is a systematic approach to productivity, quality, and safety improvement that you can use in your immediate work center. It focuses on achieving visual order, organization, cleanliness, and standardization. Areas can help improve profitability, efficiency and service: Sort - keep what is necessary. Straighten - arrange a place for everything. Shine - regular cleaning and maintenance. Standardize - simplify. Sustain - maintain the standards. Safety.

Rater

This is a term that can be used interchangeable with the term reporting official. Requirement to be a rater is completion of ALS.

ACA/Airman Comprehensive Assessment Worksheet/AFI 36-2406

This is a written performance feedback that replaced the previous version of the AF Form 931 in July 2014. It is designed to enable our Airmen to conduct self-assessments of their performance prior to the in-person feedback session. Also offers all Airmen a chance to participate in the feedback process rather than merely receiving feedback from their supervisors.

Anti-Deficiency Act Violation

This is an act that results in exceeding limitations/misuse of funds authorized and appropriated by Congress in support of contract obligations.

Admonishments and Reprimands

This is an administrative correction. You must know that your people will notice when you deviate from your own "standard" for discipline. Examples are LOA and LOR.

Standard Work

This is an agreed upon set of work procedures that: effectively combine people, materiel, and machines to maintain quality, efficiency, safety, and predictability. Work is described precisely in terms of cycle time; work in process, sequence, take time, layout, and the inventory needed to conduct the activity. Standard Work is the foundation of continuous improvement.

Best Alternative To a Negotiated Agreement/BATNA

This is an alternative to negotiation that you can execute independent of your opposite. It is a solution you are prepared to execute even if you don't get what you want in the negotiation. You must have both the capability and the will to execute this alternative on your own without any assistance.

Groups

This is an assemblage of persons (or objects) located or gathered together. If a group adopts a common objective and begins working together toward that objective-they become and referred to as a team.

EPR/Enlisted Performance Report

This is an important factor in determining the future of an listed members career. Assignments, promotions, special duty applications, and other administrative actions. These are a permanent part of the member's personnel records. They provide history of the past performance, and show someone's potential to handle increased responsibility.

Team Dynamics

This is an ongoing process involving interaction of individuals within a team to achieve the desired objective. This contains three critical and interrelated attributes: ongoing process, interaction of individuals, and achievement of the desired objective.

Earned Authority

This is another source of NCO authority. This encourages airmen to trust you and want to follow you, based on your referent power. You will earn this while you progress through the ranks and build a solid reputation with your subordinates.

Directive Change Cycle

This is change imposed by some external force, such as a commander, superintendent, or supervisor. Consists of position power used to change group behavior, then individual behavior, which causes an increase in knowledge, and ultimately a change in attitude.

Personnel

This is considered our most valuable resource, the appropriate amount of skilled and qualified individuals provides the workforce necessary for organizations to meet ongoing and future mission requirements. Training and development plans, institutional programs and processes, along with support organizations are integrated to assist in effectively managing personnel.

Post Session Activities/Documentation

This is crucial for follow-up and future interpersonal sessions. Begin this immediately after the session ends and subordinate departs. 5 Basic rules for documenting: problems accurately, only pertinent facts, the case of the problem, actions that are planned/taken, and follow-up actions as the occur.

NCO Authority

This is defined as "the right to act and command," and is complimented by three legal sources found within the UCMJ: Article 91, Article 92, and Article 7.

Mission

This is defined as the task, together with the purpose, that clearly indicates the action to be taken and the reason therefore...a duty assigned to an individual or unit; a task." This defines the organization's purpose and primary objectives; it's function primarily internal. Prime audience is the leadership team and stockholders.

End-Of-Reporting Feedback

This is done in conjunction with presenting the EPR. The EPR will serve as the feedback form for this performance feedback session. Subordinate acceptance is critical to the success of the feedback system. Your job is to help your subordinates improve their performance when they don't measure up to set standards.

Contrast Error

This is evaluating a person in relation to another person, rather than on how well they performed in relation to his/her duties, goals, and stated performance standards.

The Similar-To-Me Effect

This is giving higher evaluations to people who are similar to the rater in terms of background or attitudes.

LOC/Letter of Counseling

This is merely the recording of an infraction. It's a formal way of describing an acceptable behavior so that the receiver cannot fail to understand it. This is a tool that can be used to either correct the conduct or reinforce a particular behavior.

LOR/Letter of Reprimand

This is more sever than a LOA. It's also used to document clear violations of standard and is used for more serious offense.

LOA/Letter of Admonishment

This is more sever than a LOC. It's used to document clear violations of standard.

Storming Stage

This is probably the most difficult stage for a team; members want to know the goals and objectives. They begin to realize that the task is different or more difficult than they imagined, and become testy, anxious, or overzealous; members argue about what actions the team should take. They try to rely solely on their personal and professional experience, resisting collaborating with others. This is usually where tensions build— there are others with the same expertise, or if individuals feel inadequate.

Job Rotation

This is systematically moving subordinates from one job to another within the entire range of possible tasks. It will keep workers from being bored, allow everyone an opportunity to learn all aspects of a work center, help promote well-roundedness workers, and promotes fairness in work center.

Adaptability/Organizational Change

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

Diversity Awareness

This is the ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction, and unit and mission effectiveness. Laws or regulation does not mandate diversity and it is not limited to any specific groups or categories.

Zone of Possible Agreement/ZOPA

This is the area between each party's aspiration point and reservation point; the bargaining range.

Leadership

This is the art and science of motivating, influencing, and directing Airmen to understand and accomplish the mission. Primary responsibility is to ensure organizational effectiveness and success; mission effectiveness. The success of your unit's mission depends upon the men and women you supervise. Second fundamental concept is the Airmen; everyone from the most junior member, to the highest in command. If the mission doesn't get done, leaders are responsible for the consequences.

Team Dynamics/Achievement of the Desired Objective

This is the attribute that separates a team from a group. It is the collective effort to reach the desired objective mentioned earlier and is the real reason for the team's existence.

Trust/TIPO

This is the basis for any relationship. It is defined as your belief and/or evidence that the opposite's interactions with you are genuine, sincere, and honest. We place trust in two categories; trust in a personal or trust in a process.

Reservation Point

This is the bottom line in negotiation. It is the point you will absolutely not got over...your limit.

Resources Stewardship

This is the careful and responsible management of resources under one's control. For the NCO, this requires the efficient and effective use of assigned personnel, financial, material, warfare, and information & technology resources to ensure mission success.

Options

This is the final part of the TIPO model uses the foundation of trust and the elements of information and power to develop options. These are just different ways to potentially solve a problem or come to a mutual agreement and are often referred to as solutions, choices, and alternatives. This requires two elements: first, define the problem that needs solving and second identify possible resources. Information is critical to developing options and power is key to making the options operational.

Final PLDP

This is the final step to take for PLDP: Part 1 is Personal Values. Part 2 is Leadership Vision Statement. Part 3 is Strengths and Improvement Areas. Part 4 is Development Action Plan

Closing

This is the last opportunity you'll have to make sure the session is successful. Effectively summarize the highlights, and restate/reinforce the solutions agreed to; restate the main points of discussion, proposed goals or solutions, task assignments, and any timelines/milestones that were established. Refrain from introducing new material; motivate/inspire by promoting a positive outlook on the future based on implementing the agreed upon solutions.

Operations and Maintenance/O&M

This is the most common appropriation you will use. This includes funding for mobilization, recruiting, training, administration, and service-wide activities, civilian salaries, operating and maintaining an installation, environmental restoration, and a myriad of other costs associated with day-to-day Air Force operations.

Cost Center/CC

This is the organization that gathers and distributes cost data.

Opposite

This is the person or group with whom you are engaged in negotiations. Sometimes called the negotiation partner, it recognizes the idea that you lack agreement and must negotiate to solve a problem or reach an agreement.

Team Leader

This is the person who manages the team. This is a supervisor or manager in the project area. It is important for the team leader not to dominate the group; not to micro-manage. He/she should practice active listening and participate in discussions; encourage other team members to become more active. An effective leader must learn to control the urge to over-direct the team. round between providing no direction and being over-directive.

Progressive Discipline Process/PDP

This is the progressive approach to discipline. This is a foundational tool to use with wisdom and discretion. You must apply PDP to ensure compliance and maintain discipline; apply once performance falls below the standard/line of acceptability: LOA.

Financial

This is the resource that is required in order to procure the material, information and technology, and warfare resources we need to accomplish our missions.

Standard Work Actions

This is the standard work process step: Involve personnel from all shifts. Let the process workers define the work and gain consensus: They know the work better than anyone else; involve them in the change process. Keep it simple. Document the standard work and train from the documentation.

Continuous Improvement/CI

This is the strategic, never-ending, incremental refinement of the way we perform our duties and responsibilities. We support this by employing a collection of methodologies including Lean, Six Sigma, Theory of Constraints, and Business Process.

Preventative Feedback

This is the type of feedback done before a subordinate violates a standard or falls below your supervisory line of acceptability. Initial feedback and praising subordinates are examples of preventative feedback; recognition through positive statements.

Non-judicial Punishment/NJP/Article 15

This is to allow an individual to accept punishment in lieu of trail by courts martial. This is a rehabilitative tool to promote positive behavior changes without the disgrace of a courts-martial conviction. This consists of removal of liberties, pay, or privileges. Airman has three duty days to accept or decline the NJP; if declines, the next action may be through military courts.

Renewal

This is we accept the change. We may not like the change but we've accepted it. People in this stage are looking for answers and new ideas. They are open to site visits to see what others have done and to implementing PDSA cycles. We then cycle right back to the first stage, which is Comfort.

Comfort

This is were you being, where things are routine and we are comfortable, satisfied, and calm.

Interest

This is what you need. It is the underlying reason behind your position.

Confusion

This is where we accept the change and begin to grapple for ways to proceed from the known to the unknown. Anxiety builds and we store this energy while we are deciding whether to invest in the change. Every new change requires optimal anxiety. If there is too much that the change is paralyzed...too little and we become unmotivated to push the change forward.

LOA/Line of Acceptability

This is your ruler for expected behavior and performance. Your supervisory line of acceptability consists of the standards that AFIs, commanders, leaders, and you have set for your airmen. Two main factors that determine which level of discipline is appropriate are the nature of the incident and the individual's previous disciplinary record.

Anti-Deficiency Act/ADA

This law is where Congress exercises its constitutional control over the public purse. The act requires agencies that have violated its rules to report to the President and Congress all relevant facts and a statement of actions taken. Requires agencies to transmit a copy of each report to the Comptroller General on the same date the report is transmitted to the President and Congress. Government officials may not make payments or commit the US to make payments at some future time for goods/services unless there is enough money in the bank to cover the cost in full.

Performance Management

This manpower competency concentrates on programs that increase workforce efficiency and organization cost effectiveness. Program to use is Performance Management is the Productivity Enhancement Capital Investment/PECI Program. This program can provide you with expedient funding for capital acquisition projects, productivity improvement projects, and investment opportunities which provide measurable benefits, real savings, and produce a return on investment for the AF within a 2 to 4 year period. While the details of each PECI project may vary, they all have two key elements in common - measurable benefits and real savings.

Program Objective Memorandum/POM

This memorandum is submitted to the SecDef from each Military Department and Defense agency. It proposes total program requirements for the next six years. It includes rationale for planned changes from the approved Future Years Defense Program baseline within the Fiscal Guidance.

Eight-Step Problem Solving

This method involves eight steps: clarify and validate the problem, breakdown the problem/identify the gaps, set improvement targets, determine root cause, develop countermeasures, see countermeasures through, confirm results and processes, and standardize successful practices.

Direct/Directly Observing

This method of monitoring is the most popular way; it involves observing your subordinate's performance with your own eyes. Don't announce that you're making performance observations if it's day-to-day operations. Those with many subordinates may not be able to do this; also depending on the location of the work.

Stages of Change/Janssen's Model of Change

This model explains how we go through four stages of change: Comfort, Denial, Confusion, and Renewal. Although these stages represent the sequence of feelings we experience, we don't spend the same amount of time in each stage.

Job Enlargement

This occurs when you o give an individual a wilder range of tasks. Example would be after training a new subordinate on one task, you add another task to increase his/her knowledge.

Job Enrichment

This occurs when you offer someone more high-level motivators more responsibility, freedom, or autonomy. These are all aspects that appeal to your subordinates as human beings, so their motivation could remain higher. Example would be making him/her team leader for a large project.

Diversity-Supportive Organization

This organization embraces all aspects of diversity and exhibits the following five characteristics: ACT PROACTIVELY by integrating diversity in day-to-day tasks; LEADERSHIP-DRIVEN is top-down management endorsing and actively champions the organization's diversity initiatives; ENCOURAGE ONWERSHIP of INITIATIVES is when ownership is strong within an organization, everyone is committed to carrying out their role in valuing diversity, and allowing it to flourish; THINK INCLUSIVELY by considering everyone a valuable member of the organization; MAINSTREAM DIVERSITY by making diversity a part of every effort, process, and procedure.

Mid-Term Feedback

This performance feedback session is required mid-way through he reporting period, typically at the 6-month point. Exception: For ABs, Amn, and A1Cs with less than 20 months Total Active Federal Military Service, conduct performance feedback every 180 days after the initial performance feedback session until the supervisor writes an EPR or a Change of Reporting Official occurs. Evaluate performance midway and inform him/her of how well he/she has been meeting the standards established during initial feedback. Develop a plan to correct any deviations noted up to this point.

Follow-Up Feedback

This performance feedback session must be accomplished within 30 days of the EPR close out date. Discuss with him/her how well he/she has performed during the evaluation period, the resulting EPR, and establish expectations for the new evaluation period.

Initial Feedback

This performance feedback session must be completed within 60 days of when supervision bean. It lays the foundation for supervisors to inform their subordinates about standards and expectations. Subordinate should fully understand your standards and expectations.

Change Sponsor

This person initiate change because they have the power and authority to determine why, when, and how changes will occur. NCOICs implement a myriad of changes to policies, procedures, and processes.

Resource Advisors/RA

This person is the budget representative for an organization. It participates actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources. And, is directly responsible to the RCM.

Cost Center Manager/CCM

This person regulates the daily use of work hours, supplies,equipment, and services in producing or doing things. Also, continually monitors the relationship between resources used and products produced to allow for informed resource realignments.

One-Way Communication and Close-Mindedness

This pitfall can be very effective and necessary. You can't maintain a helping relationship if you only use one-way communicating during feedback. This requires supervisors to openly discuss the problem with the subordinate.

Variability

This pitfall happens when evaluations of individuals don't' show appropriate differences in performance. Evaluator Leniency is giving high ratings and reluctant to give low ratings; Evaluator Strictness evaluator's standards are unreasonably high; Central Tendency is rating everyone as average; Halo Effect one factor/characteristic of subordinate influences the evaluation of other factors; Personal Bias personal likes/dislikes to influence evaluation; Recency is when evaluations at disproportionately affected by the recent performance; Primacy is affected by first impressions; and Reputation is when past performance influence current periods.

Relevancy

This pitfall happens when you omit essential elements of the job from consideration, when you give undue weight to an isolated incident, or when you include factors that don't contribute to performance. These errors are categorized as deficiency, distortion, or contamination. Deficiency over looks important elements of the job. Distortion occurs when they are unduly influenced by a single event. Contamination results from attempting to evaluate factors that don't contribute performance.

Objectivity

This pitfall involves only facts. Evaluations should be as objective as possible.

Subjectivity

This pitfall involves personal bias or opinion.

Ratability

This pitfall occurs when a evaluator attempts to evaluate factors that are essentially un-ratable, like interest in the job, loyalty, and attitude.

Aspiration Point

This point is the best each party hopes to get out of a negotiated agreement.

Don't Ask Don't Tell/ 20 September 2011

This policy states to treat all service members with dignity, respect, fairness, and equality, regardless of sexual orientation. Make decisions, take actions, and display behaviors that are nothing less than professional. Maintain good order and discipline.

Personal Power

This power is derived from the confidence and trust that other people, normally the followers, have in the leader. This type of influence is earned by being the type of leader people follow because they want to, not because they have to. There are three factors that affect the amount of personal influence a leader has: a leader's personality, how well the leader knows his/her job, and a leader's access to useful information. This power consists of referent, expert, and information power.

Information/Personal Power

This power is his/her perceived access to important data and useful information, like reenlistment information or promotion statistics. As a leader, you can erode this power if you constantly deny your subordinates access to information or if you never know the answers to questions that they ask.

Expert/Personal Power

This power is his/her special knowledge or skills related to the job.

Legitimate/Position Power

This power is influence on leader's title, rank, or assignment in an organization. You can build this power by effectively fulfilling your supervisory responsibilities.

Coercive/Position Power

This power is the leader's ability to enforce discipline—the perception followers have of your ability to take action by counseling, giving administrative paperwork, recommending punishment, etc. As a supervisor, your coercive power can erode if you don't hold your subordinates accountable and ensure compliance with the standards.

Referent/Personal Power

This power is the personal charisma or likeability characteristics that a person has. This type of power is further enhanced by the relationships you have with your subordinates.

Connection/Position Power

This power is who you know. This can quickly erode and lead to unethical situations if leaders use it as a primary source of influence. Appropriately using this power can bring credibility to you from your followers and increase your ability to influence.

Reward/Position Power

This power is your ability to provide rewards—the perception the followers have of your ability to reward their actions. This power is most effective if you appropriately recognize your subordinates when they exceed the standards as well as reward them with the types of recognition they prefer.

The Budget Process

This process is a perpetual cycle of planning, programming, revising, adjusting, and spending. Each cycle lasts one fiscal year/FY which begins on 1 October and ends on 30 September of the following year.

Timelines Associated with Budgeting Process

This process is the submission deadlines associated with quarterly and annual budget requirements.

Airman Powered by Innovation Program/API

This program consolidated four Air Force wide programs: Innovative Development Through Employee Awareness/IDEA, Best Practices/BP, Productivity Enhancing Capital Investment/PECI, and Air Force Smart Operations for the 21st Century/AFSO21.

PECI/Productivity Enhancement Capital Investment/PECI

This program is to improve the AF by conserving the resources necessary to meet mission requirements in the most effective and efficient manner possible. Enlisted Force Structure states that NCOs must, "Develop innovative ways to improve processes and provide suggestions up the chain of command that will directly contribute to unit and mission success" and to "Seek ways to reduce costs and improve efficiency."

Air Force Smart Operations for the 21st Century/AFOS21

This program principles and tools enable Airmen to integrate continuous improvement into their daily operations. The key to success is a culture where all AF employees think about process improvements and feel empowered to communicate with their chain of command or change agent. LEAN targets the eight types of waste: acronym DOWNTIME.

UIF/Unfavorable Information File

This provides commanders with an official repository of substantiated derogatory data concerning an AF member's personal conduct and duty performance. Only commander's can establish this. Commander is only person authorized to add/remove UIF; however, other authorized individuals in the unit and on the base have access (individual, first sergeant and commander, legal office personnel, OSI, and Military Personnel Flight personnel).

Purpose 4 for EES

This purpose is to document the permanent record of any substantiated allegation of sex-related offense against an Airman, regardless of grade, that results in conviction by courts-martial, NJP, or other punitive administrative action.. Reference UCMJ Article 120/120c.

Purpose 1 for EES

This purpose is to establish performance standards and expectations for rates, provide feedback on how well the rate is meeting those expectations, and to provide direction on how to better meet those established standards and expectations.

Purpose 3 for EES

This purpose is to provide SNCO evaluation boards, the WAPS, and other personnel managers with sound information to assist in identifying the best-qualified enlisted personnel for promotion, as well as other personnel management decisions.

Purpose 2 for EES

This purpose is to provide a reliable, long-term, cumulative record of performance and promotion potential based on that performance.

Change Targets

This refers to all individuals or groups affected by the change. Because change targets often help implement the change itself, they usually include the Change Sponsor and Change Agent as well. The majority of the time you will be a change target right alongside your Airmen.

Team Dynamics/Interaction of Individuals

This relates tot he heart of the process. These relationships are inherently associated with Team Dynamics. Individual team members find satisfaction because of the existence of the team. The key is to satisfy all the different needs within the team.

Corrective/Rehabilitative Discipline

This restores discipline and/or improves performances. You take these measures once someone falls below standards and you must return him/her to the level of acceptability/the standard. Examples are: counseling, admonishment, and reprimand. Reason is to bring behavior back within acceptable measures.

Task Orientation

This second variable orientation refers to the importance of resolving the problem to meet your needs; military it is getting the mission done.

Negotiating Strategy Selection

This section of the NPSC deals with Evade, Comply, Insist, Settle, and Cooperate

Adapting/DAC

This skill involves adjusting your behaviors and other resources based on what you have diagnosed in a way that helps close the gap between the current situation and what you want to achieve. This is the approach method/procedure necessary to move the organization in the right direction based on our diagnosis. As a leader, the style of leadership you use and the approach you take are two predominant components that determine your behavior; based off of task-/relationship-oriented.

Diagnosing/DAC

This skill is the step a leader takes to determine what is going on in an organization. It is a cognitive skill that requires the leader to understand the situation, people and environment. Things to diagnose: situation; people; morale; Esprit de corps/loyalty, pride, and enthusiasm; proficiency; environment; resources availability; and leadership actions.

Resolving

This skill refers to the ability of a supervisor to prompt their subordinate to generate solutions to their problems and reach their goals. Its important that subordinate's generate the solutions because it shows that they are taking ownership and are willing to fix the problem/situation; should be jointly agreed upon, workable, within the subordinate's ability, appropriate to the situation, feasible with respect to money, time ability, and comprehensive enough to address all key issues related to the problem.

Team Mission Statement

This statement is the fundamental purpose of an organization or an enterprise and succinctly describe why it exists and what it does to achieve its vision. This is defined as the "where and what" work centers, units, wings, etc. accomplish on a daily basis

Feedback/the FAIR Way

This step is giving and receiving information about expectations, and information on how to meet expectations. NCOs should give this early and often, especially when it involves a new assignment or new people. This can be formal, given semi-annually, or informal concerning day-to-day operations. This giving and receiving of feedback reduces misunderstandings and provides clarity to all involved.

Inclusion/the FAIR Way

This step is making sure everyone has the opportunity to fully participate in the workplace. It involves responding to the needs of all workers so they feel valued and part of the team. It is important to make sure that work activities, including work-related social activities, do not exclude or disadvantage anyone. As managers, we need to take every opportunity to include our people, especially when decisions are made that affect their area of responsibility.

Assistance/the FAIR Way

This step is making sure workers have what they need to work to their fullest potential, and about helping workers better manage their lives outside of work so they can be both mentally and physically present on the job. You must reach out to workers in a proactive way and find out what assistance they need to do their jobs; encourage workers to also assist one another.

Respect/the FAIR Way

This step is recognizing each person's unique value, contributions, and potential to the organization. We need to develop and show general respect by establishing work environments that are free of offensive practices and conditions. We need to treat people as they want to be treated and not as we think they should be treated.

Preventive Discipline

This stops a problem from happening before it starts. Examples are: initial feedbacks, safety briefings, rewards, and training/education. This emphasize communication of standards, two-way communication, and encouraging each person to do his or her best. You must be professionally familiar with your subordinates.

Insist/NPSC

This strategy is useful when you believe that obtaining your objective is paramount, regardless of the cost to the opposite's interests or the relationship. Associated with a position and declared with a demand that leaves little room for movement and /or compromise. Information is usually hoarded and withheld. Relationships are usually put at risk and any long-term negotiating relationships are difficult to maintain. When there is a single issue and the possibility of future interaction between the parties is unlikely or winner's residual power after the negotiations will allow for more use of the Insist strategy. This is quick, and there's usually one outcome: one party wins the other loses. Trust does not exist, your information is sufficient, this requires overwhelming power, and options are one-sided.

Settle/NPSC

This strategy may be an option when you seek resolution to a situation, but see little chance for you to really get it your way or you don't want to give in to the opposite. You may minimally satisfy both side's task interests through the process of compromising on whatever difference separates you from the opposite; somewhere down the middle. Each party gets something, but not what you really need or what fully satisfies you. This is quick negotiation, but rarely an optimal outcome. Trust is needed, information is partially disclosed, power is even, options are limited.

Cooperative Negotiation Strategy/CNS/NPSC

This strategy reflects high interests in both people and task orientations. It seeks to create new value within available resources. This focuses on the basic and perhaps common interests that drive each party's position. Trust must be great, open disclosure of information, power is imminent, pool of options to select.

Comply/NPSC

This strategy tends to delegate the responsibility to the other person or party; a passive approach to negotiations. This strategy is preferred when preserving the relationship between you and the other party is the paramount concern even if it is at the expense of the task; the more assertive party gets what they want. Information you have is non-beneficial, little power, and options are lop-sided.

The Enlisted Evaluation System/EES/AFI 36-2406

This system was designed to improve the enlisted evaluation reporting process. In July 2007, senior leadership improved the EES by creating streamlined feedback and evaluation forms that mirror each other, are easier to use, and will help capture accurate performance. There are 4 purposes for EES.

Past Performance Errors

This tendency is based on past performance rather than preset performance.

First Impression Error

This tendency is to evaluate based on first impression and ignore subsequent information.

Halo Effect

This tendency is to evaluate based on one outstanding/positive trait or characteristic of a person. The one trait or characteristic influences all other areas of performance, resulting in an unduly high overall performance rating.

Central Tendency

This tendency to evaluate all people as average regardless of differences in performance.

Leniency

This tendency to evaluate all people as outstanding and to give inflated ratings rather than true assessments of performance.

Harshness

This tendency to evaluate all people at the low end of the scale/overly critical of performance.

Recency

This tendency to evaluate people at the low end of the scale/overly critical of performance.

Team Dynamics/Ongoing Process

This term allows us to visualize never-ending, dynamic actions.

Anti-Deficiency Act

This term prohibits from involving the government in a contract orobligation for the payment of money before an appropriation is made unless authorized by law. Prohibits against over obligating or overspending an appropriation.

Process Trust

This trust exists when both parties have faith in a governing institution and believes that it supports their negotiations. We trust that these processes promote outcomes that are justified, legal, and ethically moral for both parties. There are trust-building measures available to help you establish and/or validate another's trust: providing good information in a way the opposite understands, delivering on promises made, and taking a genuine interest in the opposite and his/her needs. The level of trust directly influences the amount of information that is shared between you and the opposite.

Personal Trust

This trust stands alone. It is not reliant on any institution or third party. This is established between two people who share the same interests. Building this trust is accomplished by taking into account how well you conduct yourself, complete assigned tasks, and by considering your reputation, status, and standing in society. It is also sustained by the pattern of your actions.

MFR / Memorandum for Record

This type of document is created when given verbal discipline.

Rehabilitative Feedback

This type of feedback is done after a subordinate violates a standard or falls below your supervisory line of acceptability. This is to discuss subordinate weaknesses before they become an official part of the subordinate's record. The goal is to get them to see what they're doing wrong, and exactly what they need to do to improve. Example of Rehabilitative Feedback is End-Of-Reporting Feedback.

Indirect/Indirectly Observing

This type of monitoring involves relying on someone else to provide you with information about how your subordinate is performing; different shifts or in different locations. Make sure your standards and expectations are known to the other supervisor; and know the other supervisor's standards and expectations. You may also gather notes from customers, internal and external to your operation.

Observing a Final Product/Checking Completed Products or Services

This type of monitoring is by checking completed products or services, and by talking to customers who received the products or service. Don't forget the value of audits conducted by outside agencies, such as assessments, staff assistance visits, or program reviews.

Airman Comprehensive Assessment / ACA

This was mandated on July 2014. This prompts supervisors to engage in open dialog and conversation with their Airmen during performance feedback sessions. This gave Airmen the opportunity to conduct a self-assessment.

Format of ACR

Though most organizations have their own format, ACRs should include as a minimum: List of the UMD attributes that identify the affected position; List of the UMD attributes that represent the desired change; Justification for each proposed change-what, why, and when.

Setting / Interpersonal Communication

Three most critical factors to consider in selecting and preparing this are location, space, and time. Set enough TIME to plan for the interaction, spend time in the session, and time aside to follow-up. SPACE is the distance between yourself and other person. LOCATE an area with fewest distractions, this dictates the level of privacy.

Methods of Monitoring

Three ways to observe/monitor your subordinates: directly, indirectly, or by observing a final product. Work habits should monitor are: punctuality, organization, decision making, communication, teamwork, leadership, and time management.

Promotions

Through effective use of the EES, performance will have an impact on the promotion process, and as a result, the best performers should progress and have a even greater positive impact on the AF.

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 that intentionally and methodically develops personal and professional growth over time. Steps for Development Plan: Set up a plan and monitor the plan.

Leading through Feedback, Assistance, Inclusion, and Respect/the FAIR Way

To manage a diverse workforce you must do it the FAIR way. This way cultural diversity is carefully considered because of what it brings to the workplace by way of our inherent genetic and ethnical differences. This employs four techniques for maximizing retention and productivity and maintaining effective working relationships in workplaces: Feedback/Assistance/Inclusion/Respect.

Common Pitfalls/Evaluation Errors

Ultimate goal should be objectivity when evaluating. Evaluation errors are categorized in three areas: ratability, relevancy, variability. Common pitfalls in evaluation are due to personal feelings, opinions, or judgements. Other common errors are: leniency, harshness, recency, past performance error, central tendency, contrast error, halo effect, first impression error, the similar-to-me effect, and one-way communication and close-mindedness.

Resolving 6 Steps

Use these steps to resolve a problem or reach a goal: identify the problem; make sure subordinates accept responsibility for the problem/actions and for solving it; define goals; determine steps needed to reach goals; establish timelines/milestones for accomplishing each step and for achieving the overall goal; and lastly follow up to ensure the subordinate followed through on all agreed upon actions.

Punishments Violating ADA

Violations include: appropriate administrative and punitive measures including, when circumstances warrant, suspension from duty without pay or removal from office. Those who knowingly and willfully violate any of the provisions shall be fined not more than $5,000, imprisoned for not more than 2 years, or both. Others are admonishments, reprimands, and adverse performance reports. One's good intentions are no defense for violating the ADA.

Financial Resources

We spend allocated funds via appropriation; monies are allocated for military personnel costs such as pay and allowances, permanent change of station, temporary duty assignments, and medical care. In addition, funding for training, research and development, weapon system procurement, military construction projects, and overseas contingency expenses. Example O&M.

Important Criteria for Documentation

What did the member do or failed to do, specific incidents and dates. The expected improvement. Further deviations may result in more sever actions. Airman has three duty days to respond to NJP. That all supporting documents from the individual will become part of the official record. Lastly, ensure you have a place on the letter for the individual to acknowledge receipt.

Typical Performance

When assessing performance, always measure typical performance, and evaluate the individual on your pre-established standards. Don't base the entire measurement on isolated incidents, don't disregard the incidents (positive/negative), and apply the PDP.

Unresolved Conflict

When conflict occurs, perceptive leaders quickly determine whether the conflict is constructive/positive or destructive/negative. If destructive, they take immediate steps to manage the issue. Leaving conflict unresolved, allows team members to "take sides" creating even more conflict and drawing the team's focus and momentum away from the goal and reducing its productivity

Justifying BER

When justifying an unfunded follow these three simple rules: First, submissions not only describe what is needed, but provide a picture of the mission, explain the item in detail, and most importantly, the impact to the mission if the requirement is not funded. Second, details are provided and clearly stated: who/what/how many/when funding is needed. Third, Quantitative details are vital: number tells story.

The 3-Part Bullet / Action-Impact-Result

Widely used across the AF for EPR and awards packages. Three area: Action Element, Impact Element, and Result Element.

Improving the Situation

You need to devise an improvement plan that will address organizational design, physical layout of the work facility, resources available to accomplish required tasks, work schedules, and your supervisory methods. Reminder, get approval from leadership.

Documentation/AFI 36-2907 UIF Program

You use AF Form 174 to document LOCs, or letterhead stationery. These should accurately reflect the dates, facts, recommended improvements, and any other significant data. Consult with your unit first sergeant and/or base legal office, as there are particular comments and formats that need to be included; includes Privacy Act and usage statements. Ensure you include your commander support staff and firs sergeant when you administer discipline to ensure it becomes a part of the airman's official record.

Various Language Barriers

ABSTRACTIONS, two types: abstract and concrete. Abstract words are sometimes necessary, but it is better to give examples and illustrations when using them. They are concepts not identified with specific objects and could have multiple meanings. Concrete words are the opposite of abstract words; represents actual things/objects.

Impact of Bullet Statements

Accurate reporting of performance is critical to ensuring that outstanding performers receive appropriate recognition.

Threats

Adversary with the capability and intent to undertake any actions detrimental to the success of program activities or operations. The primary sources to obtain this information are your local intelligence and counterintelligence organizations. This assessment should identify adversaries, their goals, what they already know, their capability to collect OPSEC indicators and derive critical information, and potential courses of action.

Building the Structure cont...

After you have built the accomplishment element, you will build the impact element. The impact tells the reader the level of influence resulting from the accomplishment. The scope of the impact should be consistent with the person's accomplishment. Connect the two elements of the bullet with a semicolon or a word ending in 'ing'.

Accomplishment/Action Element

Airman's accomplishment or action. Same steps as 2-part bullet. Focus on what the Airman did and the level of leadership they displayed. Use a single dash to being the action element and a semicolon to separate the action from the impact.

DOS/The Department of State

Aka State Department, advises and leads the nation in foreign policy issues. They negotiate treaties and agreements with foreign entities and represents the US at the UN. They have the ultimate responsibility for monitoring the policies, for determining specific policy objectives, and for publishing messages to communicate the objective to appropriate audiences.

Unity

All sentences/points discussed support the topic, and supports the main point. Most effective methods is called the "because test." Place the word "because" at the end of each supporting sentence or discussion point, to see if it supports the topic sentence. Likewise, place "because" at the end of the topic sentence to see if it supports your purpose.

Two Types of Explanations

Analysis by breaking into small parts and provide the: who, what, why, where, when and how Description by adding more adjectives or adverbs and lets the audience see, hear, or feel the expanded definition.

Interpersonal Communication Patterns

Being aware of your interpersonal tendencies gives you an edge; it allows you to control outward verbal or nonverbal signals that might impede the essential transactions you need to have with your subordinates. This will require you to do a little self-evaluation—to realize your personality style and how you typically respond to circumstances you face. To be conscious of your own tendencies and recognize how your receiver is most likely to interpret them.

Summary

Brief and concise review of all main points and supporting ideas that are critical to achieving your goal. Show a logical relationship between the main points and the purpose of the communication. They act like brake lights alerting your audience that the presentation is about to end. Must never contain new information.

Build The Structure

Building the structure of an EPR bullet begins by developing the accomplishment and impact element of the bullet statement; use the information you gathered. This begins with two major components, the accomplishment element, and the impact element. Write down the exact accomplishment and impact before choosing your verbs. Begin the accomplishment/action element with an action verb or a modifier and an action verb. Remember, the accomplishment element will only have one accomplishment captured in this element.

Brevity

Bullet is short but clear and concise...no fluff. Saves the reader time and gives the bottom line of your Airman's performance.

Three Examples of Brief Examples

CLARIFICATION SUPPORT - making it easier to understand. PROOF SUPPORT, establishing something as true and/or factual. NARRATIVE, an example that provides very effective support. Normally a narrative example involves a specific incident and includes names, dates, and details. An effective narrative example makes the story real and believable.

Flow of Communication

Communication flows in three directions: upward, downward, and laterally. Organizations lacking effective channels of upward, downward, and lateral communication limit the quality of service they can provide to their customers.

The Feedback/Communication Process

Completes the communication process, and perpetuates a further exchange/dialogue. Senders should continually seek input that verifies the receiver's grasp or understanding of message communicated. It allows for adjustments to ensure the message is clear, and received as planned. Two forms: verbal and nonverbal.

Vulnerabilities

Condition where friendly actions provide indicators that may be obtained and accurately evaluated by an adversary in time to provide a basis for effective adversary decision-making. The Operations Security Working Group/OWG or staff planning team must conduct the vulnerability analysis based on operational planning and current operating environment.

Explanations/Definitions

Definitions are primarily used to explain or clarify unfamiliar terms, jargon, processes,or to establish a common core of experience. They are used as proof support; clarification support. Explanations must be relevant and appropriate. Two types of explanations: analysis and description. Evaluate sources is critical: ANALYZE by separating the reading into parts/elements;, INTERPRET by determining the meaning or understand the significance of the element; SYNTHESIZE by putting different elements together to form a new whole, and evaluate your sources; and EVALUATE by making judgements about the work.

Types of Writing

Different types of writing include memorandums, Trip Report, decoration citations, official e-mails, Letters of Counseling, Admonition and Reprimand, letter or recommendation, letter of request, etc. A decoration citation and a Letter of Counseling will be going over.

Three Most Common Organizational Barriers

ENVIRONMENTAL NOISE, originates from many things and the flood of constant sounds can render communication ineffective; from people, machinery, and equipment. WEAK COMMUNICATION POLICIES, lack of an effective structure can create an environment of miscommunication where personnel are unsure of what to communicate, to whom it should be communicated, when it should be communicated, etc. AUTOCRATIC MANAGEMENT, occurs when supervisors and managers do not listen to, or have a receptive attitude towards their subordinates' input or suggestions. It creates an adversarial relationship in the minds of the subordinates, who then lose their motivation for increased performance and mission accomplishment

Lack of Common Core of Experience

Experienced between the sender and receiver and is the greatest and most common of all language barriers. Ensure your words and symbols are similar to those of your receiver. Value the experience of others and make a conscious effort to learn from their experiences. Do not put people down, discredit them, or lose credibility in them, because they lack experience.

Upward Communication

Flow of communication through the chain of command from the lowest organizational position to the highest. Important to the survival of any organization. Provides feedback on the effectiveness of downward communication. Avenue for lower levels to communicate facts, opinions, and ideas to higher levels in the organization.

Non-Verbal Communications Examples

Gestures are customarily the use of hands to show emphasis, transition, enumeration, etc.; sometimes accompanied by tonal inflections, pauses, or other nonverbal behaviors. Facial expressions show expressions of fear, surprise, joy, sadness, anger, disgust, etc., conveyed through brow, eye, and mouth configurations. Eye Contact happens when the sender and receiver are looking into each other's eyes. Body language send messages through body posture and behaviors.

Media Engagement

Goal of engagement is to fulfill our obligation to provide truthful, timely, and accurate information about military activities and personnel, consistent with security guidelines, which enhances public trust and support for our AF. AF Core Value of Integrity First ensures your communication will always be truthful, credible and remain within the bounds of security, accuracy, propriety, and policy/SAPP.

Social Media Guidelines

Guidelines for using Social Media: Don't divulge classified, FOUO, or sensitive materials, photos, or video. OPSEC is crucial to the mission. Think before you speak or film—if you're not sure, ask someone! Be smart. Security is at the source. Stay in Your lane. Don't lie be factual.

Influence Operations/IFO

IFO employs core military capabilities of psychological operations/PSYOP, OPSEC, military deception/MILDEC, counterintelligence/CI operations, public affairs/PA operations, and counterpropaganda operations to affect behaviors, protect operations, and communicate commander's intent and project accurate information to achieve desired effects across the battle space.

Information Operations/IO

IO is the integrated employment of three operational elements: influence operations/IFO, electronic warfare operations, and network warfare operations. It aims to influence, disrupt, corrupt, or usurp adversarial human or automated decision-making while protecting our own.

Rules for Definition

If your audience knows or understands the term, don't define it; and If your audience does not understand the term or jargon, define the term or jargon in words the audience will understand.

Restatement of Purpose/Re-Motivation

If your purpose was to inform, tell the audience why they should remember or use the information. If your purpose was to persuade, you have two options: Make a recommendation; and Restate your position and make a final appeal to the audience. It ties back to the motivation used in the introduction while clearly indicating how the audience can benefit from the information presented.

Streamline The Final Product

In order to streamline your bullets, you must refine them by making them accurate, brief, and specific. Crunch those bullets into strong bullets by checking accuracy, brevity, and specificity.

Written Projects

Integration and citation are the two requirements for source support in written projects. Integration is the inclusion of the source directly into the text; not an effective way to communicate. The document should stand on its own by having the source directly integrated. Citation is a reference to a book, article, webpage, or other published item with sufficient detail to identify the item uniquely. Commonly used format in PME is the incorporation of source information into an endnote entry. Endnotes are used to indicate where you got your information.

Spoken Projects

Integration and qualification are the two requirements for source support in spoken projects. Integration lets the listening audience know where you obtained your information. Qualification is the only way to indicate the validity of your material.

Coherence

Internal transitions help ensure your communication is coherent by tying ideas and sentences together. External transitions are sentences or statements used to provide a link between main points within your communication. Transitions help an audience know where you've been and where you're going and they allow the audience to shift mental gears as you proceed through your communication.

Statistic Rules

Keep it simple and easy to understand; Use terms and analogies the audience can understand; Round off when possible; Give complete information—providing all the facts and letting the audience draw its own conclusion adds credibility and reinforces your argument; Keep visual aids in proportion; and most important, provide your source.

Preparation

Key to a successful interview: Define your communication objective; Know the issues; Build your message; Anticipate tough questions; Understand the interview format; Prepare your answers; and Practice your responses.

Conclusion

Last element of good communication is the conclusion. It's the final thought; people remember best, what is said last. Lets the audience know where you've been, how they can benefit, and that the communication is over. Include three elements: summary, restatement of purpose and/or re-motivation, and closure.

Downward Communication

Normally begins with the organization's upper level of management and filters down through the chain of command. Different ways: memos, letters, meetings, phone calls, etc. The difficulty is knowing which channel and how much information to use to converse without causing information overload. The communicator must determine the most effective means and the amount of information to communicate at one time. This decision is based on who is receiving the information, the type of information, and how the information will be used.

OPSEC

OPSEC is a military capability within Information Operations/IO. OPSEC's desired affect is to influence the adversary's behavior and actions by protecting friendly operations and activities. Purpose is to reduce the vulnerability of AF missions from successful adversary collection and exploitation of critical information. It applies to all activities that prepare, sustain, or employ forces during all phases of operations. Desired affects is to influence the adversary's behavior and actions by protecting friendly operations and activities.

The Receiver/Communication Process

Obtain messages through reading, listening, observing, and even touching. Responsible for deciphering/decoding the message. They are target for the sender's message.

Supervisor to Subordinate Interpersonal Communication

Often driven by supervisory responsibilities, including setting standards, evaluating performance, and providing effective feedback. Specific interpersonal skills you develop will help you maintain a helping relationship in all of your supervisor-subordinate interactions.

The Sender/Communication Process

Person is responsible for selecting and arranging/encoding symbols, words, sounds, or gestures in such a way to create an accurate message in the receiver's mind and/or meet the audience's needs. They are the originator of the process.

Public Affairs

Personnel trained to tell you the bad news as well as the good news. Role is to prepare people to deal with reporters. Every commander, civilian executive, senior officer, SNCO, and NCO should know and be able to apply the techniques required to deal effectively with the media.

Overview

Provides a road map for the audience; gives clues to the structure of the communication , tells the audience where you will begin, and end, and tells how you're going to accomplish your purpose. Sets up your audience's expectations about the length and direction of your communication, it smoothly moves your audience forward as you transition to your first main point. The introduction is critical to gaining an audience's attention, but keeping it requires good organization and support.

Transitions

Provides a smooth connection between major thoughts and link minor points and ideas together.

Support Material

Provides supporting arguments, sound background data, and facts to authenticate and sustain the validity of the briefing or paper; come from personal knowledge, experiences, and common knowledge. Common Knowledge can be used in the same manner as your own personal knowledge and experiences; there is no need to acknowledge the source.

Non-Verbal Feedback

Receiver expressing to a certain message with body language or facial expressions. It is a reaction to the received message.

Psychological Barriers

Related to the way people think, reason, or feel. You must recognize that those who carry out the organization's mission are human and they come complete with their own unique personalities, values, and learned use of the English language.

SAPP

Security, is the communication violating OPSEC? OPSEC's desired affect is to influence the adversary's behavior and actions by protecting friendly operations and activities. Accuracy. Propriety, is the communication appropriate to the purpose or circumstances of the media engagement based on established standards. Policy is everyone who is engaging the media adhering to Air Force policy.

Critical Information

Specific facts about friendly intentions, capabilities, and activities vitally needed by adversaries for them to plan and act effectively, so as to guarantee failure or unacceptable consequences for friendly mission accomplishment. OPSEC indicators are friendly detectable actions and open-source information that can be collected, interpreted or pieced together by an adversary to derive critical information.

Introductory Statement

Statement is letting your audiences know who you are. All briefings begin with a simple introduction such as, "Good morning my name is....

Motivation/Hook

Tells WHY the audience needs to listen, HOW they can use the information, and makes the audience WANT to listen.

WEB 2.0

Term coined by O'Reilly Media in 2004 to describe blogs, social networking sites and other Internet-based services that emphasize collaboration and sharing, rather than less interactive publishing. It is associated with the idea of the Internet as platform.

Adverbs

The addition of a modified verb in the front of an A-I-R bullet can be a valuable tool especially when writing yearly award packages, which requires substantially more bullets than quarterly packages.

Impact Element

The impact element of a 3-part bullet explains how the accomplishment (action) ties to the end result. Connect the Action element of a 3-part bullet to the impact by using a semi-colon. Don't forget to check your impact element for accuracy, brevity and specificity.

Barriers to Communication

The most common barriers to effective communication are divided into two basic types: organizational barriers and psychological barriers.

Result Element

The result element of a 3-part bullet is tied to the big picture and it must be accurate, brief, and specific. You will use a double dash -- to separate the impact from the result element.

Interview Techniques

There are four interview techniques: HOOKING is taking advantage of opportunities before the interview to get the reporter interested in what you want to talk about, to entice the interviewer into your agenda. BRIDGING, is a technique used to move from the reporter's agenda to your message, smoothly transition from the question asked to your message. FLAGGING, is a technique used to emphasize your message; use verbal clues. PERSONAL CREDIBILITY, is using your personal authority, experience and establish your professional credentials.

Action-Impact-Result/AIR Bullet

These are easy to construct once you have the basic Accomplishment-Impact bullet formed. Example: Tackled CPR instructor crs; trained 12 operators in CPR—optimized unit confined space program.

Perceptions

These are established by years of diverse experiences, and work as filters to assign unique meaning to words you hear and/or the actions that you see. Understanding how you tend to assign meaning to words or react to certain issues or situations gives you an advantage. Perhaps you can remember times when an unexpected or inappropriate comment caused an emotional reaction, resentment, or hurt feelings. On a more positive note, when verbal messages and nonverbal signals are consistent with one another and the situation, the flow of interpersonal communication is enhanced and healthy relationships are reinforced.

Language/Psychological Barrier

These are present in both verbal and written communications. Common language barriers stem from choosing vague or confusing words, and failing to consider dissimilar backgrounds. The categories of various language barriers: abstractions, ambiguous terms, and lack of common core experience.

Statistics

These are primarily used as proof of a particular point or assertion; used to clarify, to show relationships, and to summarize large collections of data.

Types of Comparisons

These are types of Comparisons: Metaphor, Simile, Analogy, Literal Example, Figurative Example, Contrast, Comparisons can be used as proof and/or clarification support, and most importantly, comparisons must be relevant and appropriate.

Testimonials

These are written or spoken statements that endorsement or censure a person, place or things. It can be used as proof and/or clarification support; must be relevant and appropriate. A few basic methods include: Direct Quote, Paraphrase, and Testimony Rules; brief as possible, use in context, integrate testimony fully, and give credit where credit is due.

Brief Examples

These examples are: are normally presented in short clusters of two or three; are more effective if they are specific instead of general; and can be used as clarification support, proof support, or to condense a massive amount of narrative information.

Ambiguous Terms

These words and/or phrases have different meanings to different people. Words have different meanings and can create confusion. If you aren't careful, the words you choose may not accurately describe the point you're trying to make. All words don't mean the same thing to everyone, so be very selective in your choice of words. Avoid jargon and acronyms; again, use concrete words. Do not assume everyone knows what you mean.

Organizational Barriers

This barrier relates specifically to work situations or to the working environment. Examples are duty schedules, floor layouts, jet engine noise, operations tempo, and improper management.

Strategic Communication cont...

This begins with an integrated and synchronized message that is presented consistently to key audiences to achieve strategic, operational, and tactical effects. The DOS makes the final determination of what the objective/message will entail, the audience to communicate to, and the communication medium to use. Once the objective and message are finalized, they are distributed to the appropriate government departments, organizations, offices, agencies, and commissions for dissemination.

Common Knowledge

This can be used in the same manner as your own personal knowledge and experience; no need to acknowledge the source. Examples are: standard information, folk literature, and common sense observations knowledge.

Lateral Communication

This communication flows across organizational channels. This allows for coordination/integration of all diverse functions within and outside an organization between different individuals, sections, watches or units on the same organizational level. It requires communication across the board to make this happen—better known as lateral communication between units.

Comparison

This emphasize relational likeness, by making an argument that because objects are comparable in some way, similar actions/results should occur in both situations. Focus on similarities. Make a statement about the relationship between two or more things; stated fully to ensure clarity. Always state "what" is being compared. These are most frequently used to clarify relationships, can be used effectively to prove a point.

Introduction

This includes an Attention Step, Purpose Statement, Motivation/Hook, and Overview. These elements capture the audience's attention and inform them of the purpose of the communication; provides a roadmap so the audience knows where your communication is headed.

Standard Information

This information includes facts commonly known, including historical facts. Can often be found in multiple references. Sometimes you know a fact, but you don't know how you know it, where you learned it, or where you could find it to give the source credit.

The Message/Communication Process

This is a critical factor when communicating, since not all terms and phrases mean the same thing to all people; carefully choose words that will not be misconstrued: verbal and nonverbal components. Idea, feeling, or information that the sender transfers to his/her audience.

Interpersonal Communication

This is a face to face, one way, or multi-directional exchange of verbal messages and nonverbal signals between two or more people for the purpose of gaining a shared meaning. It is the process of exchanging ideas or meaning between people.

Risk

This is a measure of the potential degree to which critical information and indicators are subject to loss through adversary exploitation. OWG or staff planning team must conduct the OPSEC risk assessment and develop recommended OPSEC measures based on operational planning and current operating environment. Assessment involves: Compare vulnerabilities identified with the probability of an adversary being able to exploit it in time to be useful to determine a risk level. Determine potential OPSEC measures to reduce vulnerabilities with the highest risk. You cannot release classified information, except to authorized individuals with the proper security clearance and a need to know.

Bullet Writing

This is a skill that you first learn through a solid foundation. Tongue and Quill provides you with the basic rules to follow when writing EPRs, 1206s, or other formal writing. This saves time and help the reader quickly understand someone's accomplishments and associated impacts/results. Action-Impact-Result bullets; commonly referred to as AIR bullets. 3-part Bullet statement.

Disciplinary Writing

This is another form of narrative writing where you have to "tell the story" of your subordinate's performance. As you will learn in the Standards and Discipline chapter, it is important to establish, maintain, and enforce standards so your subordinate knows exactly what is expected of him or her.

Relevance

This is determining what you need and determining if the source material meets this need. The material should adequately cover your topic and should also meet the level of your need; understand the material, material should increase your knowledge of the material.

Commonsense Observations

This is something most people know; example is inflation is most troublesome for people with low and fixed incomes. Supporting material can be in the form of brief examples, statistics, testimonials, comparisons and/or explanations.

Writing Accomplishment - Impact Bullet Statements

This is the process for writing accomplishment - impact bullet statements: first extract the facts, gather and sort information. Second is build the structure, and Third is Streamline. And last is the final product.

Strategic Communication

This is to influence a particular audience. This a focused US Govt effort to understand and engage key audiences to create, strengthen, or preserve conditions favorable for the advancement of US Govt interests, policies, and objectives through the use of coordinated programs, plans, themes, messages, and products synchronized with the actions of all instruments of national power.

Body

This is where you deliver your message and achieve your objective; systematically guides the audience through your communication using a logical pattern. It is made up of an orderly sequence of main ideas using support data organized in one or more paragraphs or points of discussion. Each paragraph or discussion point has unity. A topic sentence or statement conveys the main idea, and/or central theme, and is normally the first sentence in the paragraph, or the line of a speech. Has coherence, it follows an appropriate pattern, contains effective transitions, and uses nouns, pronouns, and verbs correctly.

Folk Literature

This literature are folklore, myths, legends and traditions, and the origins of folk literature are almost impossible to trace. This does not require the author to acknowledge the source. The most obvious reason is because the author generally doesn't know the source.

Phase 1: Diagnosing

This phase is discovering/determining the general purpose for the communication; selecting and/or narrowing down the topic, or specific objective, by analyzing the audience, and defining the parameters. Writing or speaking purposes: to direct, inform, persuade or inspire.

Developing Interpersonal Communication Skills

This process consists of the pre-session, session, and post-session, and the steps/skills that make up those elements. Diagnose and Prepare are part of the Pre-Session Opening, Attending, Responding, Resolving, and Closing are part of the Session Follow-Up Actions are part of the Post-Session.

Narrative Writing

This relates a clear sequence of events that occurs over time. Both what happens and the order in which the events occur are communicated to the reader. Requires a writer to give a clear sequence of events and to provide elaboration. This focuses on telling a story. Take the form of an essay, to prove a point or state an argument. It helps the author connect with an audience to prove a point, state an argument, or address an important issue.

Closure

This signals the paper or speech is over; reminding the audience of your introduction. Therefore, you must plan a definite, obvious ending that provides a sense of finality. Tie closing remarks back to your opening statement.

Purpose Statement

This statement must clearly and succinctly address your purpose for communicating. It must be well focused because it provides the underlying theme for the rest of your communication and addresses your reason for communicating. This does three things: First, narrows the subject. Second, makes an assertion or states a precise opinion about the subject. Third, lets the reader or audience know your reason for the communication in a smooth, seamless manner.

Non-Verbal Communication

This type of communication should be consistent with and not contradict accompanying words; by sending nonverbal messages or displaying emotions. Be aware of how you stand, sit, hold your hands, and the way you talk.

Phases of Effective Communication

Three broad phases you need to work through to ensure effective communication. First, you must diagnose the communication needs, then prepare the communication, and lastly, deliver the message.

Interview Formats

Three types of Interviews: On-the-Record is everything said will be printed or broadcasted; Background allows you to provide context to stories, ensure the proper emphasis is placed on key aspects, and stories are accurately reported; and Off-the-Record is no recorded.

Enhancing the Message

To enhance your message, skills you should consider are: VOCABULARY, use common words and concrete, rather than abstract. LANGUAGE, be professional; no swearing. PARALANGUAGE - the way we say things; clarity, tone, rhythm, volume, fluency, etc. PHRASES, carefully select phrases your receiver understands. SENTENCE STRUCTURE, proper English grammar to correctly arrange and express your thoughts in the form of sentences. SENTENCE CLARITY, don't combine too many items. NONVERBAL CUES, When paralanguage and words sharply contradict one another, receivers tend to rely more heavily on paralanguage and other nonverbal cues like body language.

Reliability

To judge reliability you have to dig deep. Research the background of the material's author. Determine if the author has sufficient expertise in the area to be considered reliable. Is the author is biased?

Inverted Pyramid

Top: Who, what, when, where, and why. Next is Important information. Then Other details. Last is Lesser details.

Types of Non-Verbal Behavioral for Communication

Types of nonverbal behavior associated with communication: Gestures, use of hands. Facial expressions, fear, surprise, joy, sadness, anger, disgust, etc., are conveyed through brow, eye, and mouth configurations. Eye contact. Body language, messages sent through body posture, and behaviors. Positioning, proximity/distance between sender and receiver, and the arrangement of their respective positions.

Phase 2 and 3: Preparing and Delivering the Communication

When preparing the communication and delivering the message, all good communication includes three main components: introduction, body, and conclusion.

Extract The Facts

Your information gathering starts the day you begin supervising your Airman. Maintain a running record detailing your Airman's accomplishments and supporting details. Extract the facts from all the information you've gathered and verify the information before you begin writing your bullet statements. Once verified, you can begin drafting your bullet statements.