Assessment 1
(SP) Recall how to take clear and quick action to effectively intervene utilizing the ACE model
"A" - stands for "Ask" It's important to be direct and ask if they are thinking about dying by suicide by saying things like "Are you having thoughts about suicide" Research conclusively shows that asking someone if they are having thoughts of self-harm or suicide will not "plant" this idea or make the person suicidal. This is a myth that has been debunked. It is equally important that you demonstrate authentic concern, using your own words. Avoid judgmental language. "C" - stands for "Care" Care is showing empathy and being able to understand the emotions and feelings of another person Care includes calmly expressing genuine concern for someone. Barriers to showing we care exist. It is helpful to understand what our personal barriers are so that we can identify ways of showing we care. Ask about and show concern for physical safety. "E" - stands for "Escort" Resources for next level of direct care include: - Mental health/DPH - Hospital emergency room - Chaplain Corps Personnel - Calling 911 If appropriate, try to separate the person from tools of self-harm (weapons, over- the-counter and prescription medications, sharp objects, rope, etc.), but not at the risk of your own safety. Follow-up with the person to see how they are doing, but have realistic expectations. You can't solve all of their problems, but you can continue to show you care. Don't avoid the person, instead show empathy. Reintegration back into the unit after or during treatment/counseling is a critical step for increasing and maintaining connectedness. Let the person guide what they want to share or not share, and empower them.
(F) Explain the correlation of followership and leadership
"He who cannot be a good follower ... cannot be a good leader"
(RA) Summarize the Department of the Air Force guidelines concerning religious Accommodation
"We will remain officially neutral regarding religious beliefs, neither officially endorsing nor disapproving any faith belief or absence of belief. We will accommodate free exercise of religion and other personal beliefs as well as freedom of expression, except as must be limited by compelling military necessity."
(SP) Explain the importance of connectedness for the prevention of suicide
- Connectedness means a sense of belonging. A sense of feeling seen and heard, and knowing that others care and will be there in a time of need - Listening and being connected allows us to learn more about one another, recognizing changes in behavior indicating someone is stressed or in distress, and work as a team to build up and support one another - When we feel connected to others, we know there are people we can reach out to in time of need or when distressed
(SP) Recognize behaviors and actions that support culture change to normalize help-seeking and checking in with each other
- Culture change comes through normalizing help-seeking and openly talking about mental/Behavorial health - Wingman Intervention skills, including applying the 3 Ds (Direct, distract, delegate) are important for early interventions
(SAPR) Identify how to support victims coping with an assault
- Listen, be there, and communicate without judgement NOTE: If you are a mandatory reporter, remind them of your role before they begin to disclose and do a warm hand off to SARC - Remember, anyone can be a victim - Be patient, there is no timetable for recovering - It is important to respect and value the boundaries they set - It is essential for survivors to have control over what happens next as a part of their healing process - Know your resources
(TB) Describe how teams move between the stages of team growth.
-To grow from stage 1(Polite) to stage 2 (Why We're Here) for example, each member must relinquish the comfort of nonthreatening topics and risk the possibility of conflict. ** 1 --> 2Prompted by a Group Member - In the move from stage 2 to stage 3 (Bid for Power), he must put aside a continued discussion of the group's purpose and commit himself to a purpose with which he may not completely agree. Further, he must risk personal attacks, which he knows occur in phase 3. - Growing from phase 3 to phase 4 (Constructive) requires individuals to stop defending their own views and to risk the possibility of being wrong. Phase 4 demands some humility. ** 3 --> 4 Ability to Listen - The step from phase 4 to phase 5(Esprit) demands that a member trust himself and other group members. And to trust is to risk a breach of trust. ** 4 --> 5 Unanimous Agreement
(SAPR) Definition of Consent
A freely given agreement to the conduct at issue by a competent person. An expression of lack of consent through words or conduct means there is no consent. Lack of verbal or physical resistance or submission resulting from the use of force, threat of force, or placing another person in fear does not constitute consent. A current or previous dating, social or sexual relationship by itself or the manner of dress of the person involved with the accused in the conduct at issue shall not constitute consent. There is no consent when the person is sleeping or incapacitated such as due to age, alcohol or drugs, or mental incapacity.
(PS) Contrast the APTEC model to the 8 Step Practical Problem Solving Method
APTEC has training, PPSM does not What makes APTEC the most useful for the situations you will find yourself in as an officer is its emphasis on the intermediate steps (Plan and Train) before implementing the solution.
(PS) Differentiate between the stages of the APTEC Model
Analyze - Identifying and understanding the mission or problem Gathering and using data Generating solutions Testing and evaluating these solutions, and Selecting the best solution. Plan - Planning is the precise task of finalizing the executable steps, or instructions and assigning responsibilities and resources. Finalizing the plan is a last time to "what if" your solution and identify any additional contingencies you need to address. The plan can take the form of Operations Plans, checklists and procedures or verbal orders. Communication is important. You may have a great idea, but until your followers have the same idea or mental picture, it will be difficult for them to carry out the solution. Your plan should incorporate how you will communicate during execution. Execute - The overall purpose of execution is to achieve the mission. Hopefully this occurs through the successful execution of the plan. The length of execution depends on the mission and the nature of the tasks involved. A second, but equally important purpose of the Execute stage is to collect data, not only to adjust during execution but also to aid in the Critique of actions.
(LD) Explain how the Department of the Air Force views leadership
Any Airman or Guardian can be (and are expected to be) a leader - The majority of DAF leaders are not commanders - Members simultaneously serve as both leaders and followers at every level of the DAF
(RA) Paraphrase the appropriate referral agencies for religious issues
Chain of Command - Always try to resolve problems at the lowest level - even issues of religious accommodation and or freedom of religious expression Chaplin Service - This service will provide guidance and subject matter expertise concerning religious matters Equal Opportunity Office - Provides a platform for those who have complaints regarding discrimination or unfair treatment without fear of reprisal Judge Advocate General Office - This office can help with the interpretation of legal rights from the constitution or UCMJ Inspector General - This option is always available, but normally used as a last resort to resolve issues that could not be resolved at a lower level
(SP) Identify strategies for increasing connectedness and coping strategies
Connectedness and belonging help foster protective, supportive environments, which increase resilience before, during, and after stressful events. Connectedness also helps us recognize signs of stress and distress earlier on in others as well as ourselves. Self-awareness is important to seeking help for ourselves when we are struggling. Utilize coping strategies that increase personal resilience. We must take care of ourselves in order to be able to take care of our team. There are many different and creative ways to build connectedness and a sense of belonging.
(LD) Summarize the Department of the Air Force leadership competencies
Developing Self: accountability, communications, decision making, results focused, self control, information seeking, initiative, resilience Developing Others: teamwork, developing people, perseverance, service mindset, leadership, flexibility, precision Developing Ideas: analytical thinking, influence, creative thinking, fostering innovation Developing Organizations: resource management, change management, strategic thinking (planning)
(CM) List the methods leader use to reduce and manage resistance to change
Education and Communication - Provide need for change and expected results Open communication throughout process reduces uncertainty Participation and Involvement - Actively involve those affected in designing and implementing May be time-consuming but should create buy-in and help them commit to new program Facilitation and Support - Gradually introduce change Provide additional training and continuous support on need for change Negotiation and Agreement - Offer incentives to encourage change Use agreements to remind everyone of changes they agree upon Coercion - Using force (authority) to enact change Requires constant oversight to ensure change remains in effect Mandating change is quick and efficient
(TB) Identify the characteristics of effective teams
Empowerment Capabilities - Appropriate number - Right mix of team Power - Functions as a cohesive unit - Confident in abilities, despite obstacles Teamwork Practices - Manages time & resources effectively - Develops work methods Participation - Maximizes full involvement of members - Interacts effectively Purpose Clarity Understands goals Understands roles Commitment Believes work is important Expends necessary energy to achieve objective
(F) Distinguish between the characteristics of an effective follower
Exemplifies AF Core Values Recognizes their Contribution to Mission Committed to Organization's Goals Has Enthusiasm Decision-Maker Effective Communicator Problem Solver Flexible Competent Courageous
(CM) Distinguish the five conflict management styles
Five styles of conflict management: Competing (or Forcing) Collaborating Accommodating Avoiding Compromising
(SP) Early Warning Signs of Suicide
Increased substance/alcohol abuse Disparaging talk/lack of purpose Anxious/Agitated (Mental Health issue) Sleeplessness or Sleeping all the time Feeling trapped (Mental Health issue) Expressed hopelessness (Mental Health issue) Withdrawn (Mental Health issue) Uncontrolled anger/rage (Mental Health issue) Reckless behavior(s) (Mental Health issue) Dramatic mood swings (Mental Health issue)
(SAPR) Identify the roles of enlisted and junior officer supervisors in promoting a safe space
Junior officers and enlisted supervisors: Actively identify and educate members on the continuum of harm, as well as detecting misconduct, correcting misbehavior, and promoting respect. These members are at the tactical level and will likely be the first members able to respond or support a member that has been sexually assaulted or is in need of an intervention. Demonstrating a professional atmosphere and promoting open communication will encourage victims to come forward. Junior officers and enlisted supervisors should be accommodating and able to provide victims with support options to include the chaplain, medical or mental health and SAPR services.
(LD) Describe the Department of the Air Force leadership elements
Mission - To Fly, Fight and Win...airpower anytime, anywhere. Why we are here! Primary Task or objective to be accomplished Motivate, influence, and direct people to carry out the mission People - Heart of the organization Perform the mission Leader must care for, support, and develop people
(PS) What are the 3 Problem Solving Methods?
OODA - Observe, Orient, Decide, Act PPSM - Practical Problem Solving Method APTEC - 5- Stage Problem Solving Model
(CM) Describe sources of conflict
Organizational sources of conflict: Communication factors Structural factors (size and level of participation) Line-staff distinctions Rewards Resource interdependence Personal behavior factors: (Individual differences which can generate conflict) Values Perceptions Personality
(CM) Differentiate between the personal behavior factors relating to conflict
Personal behavior factors: Values People typically don't like having their values questioned or criticized. Perceptions How the individuals view concepts, like fairness and quality, can cause issues when they have different definitions or expectations, especially if assuming everyone defines things, like laziness or incompetence, the same way they do. Personality Tension is likely to escalate if the parties involved have uncomplimentary personalities. Someone with low self-esteem and a highly authoritarian person may have difficulty working together.
(TB) Differentiate between the five stages of team growth.
Polite Stage - The first step is called the Polite stage. In this phase, group members are getting acquainted, sharing values, and establishing the basis for a group structure. The group members need to be liked. Why we're here - The second step is Why We're Here. During this phase the group members define the objectives and goals of the group. Bid For Power - The third step consists of a Bid for Power. On this step of the ladder to maturity, group members attempt to influence one another's ideas, values, or opinions. This stage is characterized by competition for attention, recognition, and influence. Constructive - The fourth step is cooperative-- the Constructive stage. In this phase, group members are open-minded, listen actively, and accept the fact that others have a right to different value systems. This stage might also be referred to as the "team-action" stage. Espirit - The fifth and final step is one of unity, high spirits, mutual acceptance, and high cohesiveness. It is the Esprit stage.
(SP) Recognize risk factors and warning signs of persons in distress
Risk Factors: - Marital or relationship problems - Workplace issues or legal problems - Money/financial problems - Loss of a loved one or pet - Alcohol / drug use - Significant life-altering events - Death of a loved one -Religious / Facial / Political Discrimination - Social rejection / Isolation - Family history of suicide Warning Signs: - Talking about dying or suicide - Misuse or abuse of alcohol/drugs - Showing extreme mood swings - Any extreme behaviors outside of the person's normal demeanor - Withdrawal from family, friends, and the activities they normally enjoy - Posting concerning or troubling messages on social media
(PS) What are the steps for PPSM?
Step 1: Clarify and Validate the Problem. Step 2: Break Down the Problem and Identify Performance Gap. Step 3: Set Improvement Targets. Step 4: Determine Root Cause. Step 5: Develop Countermeasures. Step 6: See Countermeasures Through. Step 7: Confirm Results and Process. Step 8: Standardize Successful Processes.
(SAPR) Describe strategies to prevent (reduce the risk of) sexual assaults
Stop the behavior at the early warning signs *CONTINUUM OF HARM*
(LD) Describe the Department of the Air Force levels of leadership
Strategic - Apply broad organization competencies to exceptionally complex and multi - tiered organizations Operational - Understand the broader DAF perspective, execute operational capabilities Tactical - Unit, sub - unit levels where individuals perform specific tasks that contribute to execution of operations
(F) Describe the five basic styles of followership
Survivors - Survivors do not fully commit to work or group goals. They have learned to not make waves and do whatever it takes to get along with others. These followers desire to accomplish the minimum requirements and not get in trouble. They are calculating and flexible self- monitors who assess what a leader wants and provide whatever they think will increase their chances of survival. They are mediocre performers that clog the arteries of an organization because they prevent the organization from functioning at its full capability. Effective Followers - Effective followers tend to be highly participative, critical thinkers. This type of person courageously dissents when necessary, shares credit, admits mistakes, and habitually exercises superior judgment. Kelley suggests that this follower possesses several essential qualities: self-management, commitment, competence (master skills) and focus, and courage (credibility and honesty) Alienated Followers - "Alienated Followers" are critical and independent in their thinking, but fulfill their roles passively. Somehow, sometime, something "turned them off," prompting them to distance themselves from the organization and ownership of its mission. Often cynical, they tend to sink gradually into disgruntled acquiescence. Sheep - "Sheep" are passive and uncritical, lacking in initiative and sense of responsibility. They perform tasks given them and stop. Yes People - "Yes People" are livelier, but remain an equally unenterprising group. Dependent on a leader for inspiration, they can be aggressively deferential, even servile...
(SAPR) Describe sexual assault and its impact on the military to include how it impacts men and women differently
The Department of Defense (DoD) defines sexual assault as follows: Intentional sexual contact characterized by use of force, threats, intimidation, or abuse of authority or when the victim does not or cannot consent
(PS) Compare the 8 Step Practical Problem Solving Method (PPSM) to the OODA Loop Model
The relationship between OODA and PPSM is depicted below in two illustrations. OO-OO-D-AAA Loop 1. OBSERVE: Clarify the Problem 2. OBSERVE: Break Down the Problem and Identify Performance Gaps 3. ORIENT: Set Improvement Targets 4. ORIENT: Determine Root Causes 5. DECIDE: Develop Countermeasures 6. ACT: See Countermeasures Through 7. ACT: Confirm Results and Process 8. ACT: Standardize Successful Processes
(SAPR) Sexual assault response team members have been organized and trained by the DAF specifically, to help victims of sexual assault. Those who play a critical role are:
Those who play a critical role are: Sexual Assault Response Coordinators (SARC): Primarily responsible for overall management of the SAPR Program by managing prevention, support programs and activities on the installation. SARCs also serves as the commander's consultant and coordinator for assault prevention activities, assisting with institutionalizing an environment of dignity and respect. Victim Advocates (VA): Serve as the installation's primary sexual assault victim advocate, providing and coordinating a wide range of essential support, advocacy and liaison services to eligible military and civilian sexual assault victims. Office of Special Investigations (OSI): The primary law enforcement agency on an Air Force base that handles investigations of sexual assault. Commanders: Actively support sexual assault prevention and response programs and are responsible for victims and alleged subjects/ offenders as well as criminal justice procedures that enable offenders to be held appropriately accountable for their actions. Commanders notified of a sexual assault must take immediate steps to ensure a victim's physical safety, emotional security, and medical treatment needs are met, and that AFOSI or appropriate criminal investigative agency and the SARC are notified. Victims' Counsel (VC): Attorneys who provide legal assistance specifically for victims of sexual assault and assist victims throughout the process of reporting and disposition. Junior officers and enlisted supervisors: Actively identify and educate members on the continuum of harm, as well as detecting misconduct, correcting misbehavior, and promoting respect.
(CM) Recognize Lewin's Change Management Model
Unfreezing - Force Field Analysis Changing - Reduce and Manage Change Refreezing - Evaluation of the Effects Formalizing Processes Ensure Stability Celebrate Success
(SAPR) Define Restricted and Unrestricted reporting
Unrestricted: This option for victims of sexual assault who desire an official investigation and command notification in addition to healthcare, victim advocacy, and legal services. Current reporting channels - Law enforcement - Commander - SARC - SAPR VA - Health care professional Restricted: Helps ensure sexual assault victims can still access important services by giving the victim additional time and increased control over the release and management of personal information. To file a restricted report, victims can contact a SARC, victim advocate (VA), or military health care personnel.
(CM) Identify Lewin's Force Field Analysis
Used to determine: If change is needed What is needed to affect change Results of the analysis will guide the entire change process Forces that influence change: Driving Forces - push in a particular direction to produce change Restraining Forces - act to restrain or decrease the driving forces and inhibit change FORCE FIELD ANALYSIS: 1. Describe the current situation. 2. Describe the desired situation. 3.List all the forces driving change toward the desired situation. 4. List all the restraining forces resisting change toward the desired situation. 5. Evaluate all of the forces. 6. Strategize. 7. Prioritize action steps to have the greatest impact
(CV) Discuss the importance of the Air Force Values to Airmen and Guardians
Values represent enduring, guiding principles for which we as individuals or organizations stand. "Core" values are so fundamental that they define our very identity. The United States Air Force has clearly defined its identity by these three simple values: Integrity First, Service Before Self, and Excellence In All We Do Bedrock of leadership in the Air and Space Forces Institutional values and principles of conduct Moral framework for military activities Fundamental and enduring
(CV) Explain how the virtues relate to the Air Force Core Values.
Virtue is a quality considered morally good or desirable - Desired behaviors and characteristics - Demonstrate one truly values integrity, service, and excellence - Consistent practice results in habits of honorable thought and action - Habits lay the foundation for professionalism and character
(CV) Describe the Air Force Core Values and their related virtues.
Virtues that demonstrate one truly values integrity: Honesty - This is the only way to preserve the trust we hold so dear with each other and with the population we serve Courage - Willingness to take personal and professional risks, make decisions that may be unpopular, and to admit to our mistakes Accountability - Maintain transparency, seek honest and constructive feedback, and take ownership of actions and decisions Virtues that demonstrate one truly values service: Duty - Consistently choosing to make necessary sacrifices to accomplish the mission and, in doing so, honoring those who make the ultimate sacrifice Loyalty - Commitment to the success and preservation of something bigger than ourselves - demonstrated by helping each other act with honor Respect - Treating others with dignity and valuing them as individuals Virtues that demonstrate one truly values excellence: Mission - A complex undertaking requiring a focus encompassed with operations, product, and resource excellence Discipline - Commitment to uphold the highest of personal and professional standards Teamwork - Recognizing the interdependency of every member's contributions towards the mission and strive for organizational excellence Train - Regardless of the complexity of the task, the purpose of training is to produce competent and committed followers who are ready to execute the plan. The steps involved are: Making sure followers know what to do, how to do it and any other necessary specifics. There is always some amount of training required. The specific task determines the amount and type of training.
