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Background Interview

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Allows you to provide context to stories, ensure the proper emphasis is placed on key aspects, & stories are acurate.

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Blog

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A diary on a website: usually maintained by an individual with regular entries of commentary intended for public viewing.

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Bridging

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A technique used to move from the reporters agenda to your message. Smooth transition from the question asked to your message.

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Flagging

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A technique used to emphasize your message. ~tone of voice, non-verbal hand gestures or facial expressions.

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Hooking

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Taking advantage of opportunities before the interview to get the reporter interested in what you want to talk about.

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Microblogging

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Passive broadcast medium in the form of blogging.

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Outside Your Lane

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Outside your responsibility.

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Social Networking

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A place to share information & interact with the public & with airmen from all over the world.

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Stay In Your Lane

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Discussing issues related to your AFSC or personal experiences.

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Strategic Communication

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An effort on the part of the US Government to understand & engage key audiences in order to create & strengthen advancement of the US Governments interests, objectives, & policies.

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Air Force Narrative

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A deliberately developed story about the Air Force.

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Single Idea Bullet Statement

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A concise written statement of a single idea or concept.

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Accomplishment-Impact Bullet

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A concise written statement of a persons single accomplishment & it's impact on the units mission, organization, etc.

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Narrative Writing

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Focuses on telling a story. Can also take the form of an essay.

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ABS Attributes

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Accuracy, Brevity, Specificity.

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Accuracy

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Ensure facts are correct.

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Action Verb

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The beginning of the accomplishment-impact bullet.

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Brevity

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Select words that are shortest, clearest, yet most descriptive to the readers.

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Bullet Statements

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Used in performance reports & award nominations because they present the performance &/or accomplishment & it's result.

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Impact

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Describes the results of the accomplishment.

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Modified Verb

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Placing an adverb in front of the action verb. Usually end in "ly".

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Specific Achievement

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The accomplishment element may begin with a noun, verb, or modifier. The impact is implied.

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Specificity

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Finding exact numbers, values, others who benefited etc.

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Interpersonal Communication

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A face to face, one way, or multidirectional exchange of verbal messages & non-verbal signals between 2 or more people felt the purpose of gaining a shared meaning.

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Attending Skills

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Being an active participant & focusing your full attention on the subordinate as he/she speaks.

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Closing Skills

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The last opportunity you'll have to make sure the session is successful. Effectively summarize the highlights & restate the solutions agreed upon.

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Combined Approach

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Requires the supervisor & subordinate to be on the same page & work together to set goals or determine solutions.

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Directive Approach

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Supervisor is responsible for determining the nature of the problem, the best solution, and how to implement the solution.

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Helping Relationship

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The optimal supervisor-subordinate relationship where both parties trust each other.

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Non-Directive Approach

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The subordinate has determined a problem exists & developed potential solutions.

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Opening Skills

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Greet the subordinate, establish rapport, and clearly state the purpose/objective of the session.

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Responding Skills

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Refers to what you say, how you say it, & how you behave to the subordinates verbal and non-verbal messages.

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Resolving Skills

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The ability of a supervisor to prompt their subordinate to generate solutions to their problems & reach goals.

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Standards

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

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NCO Authority

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" The right to act & command" and is complimented by 3 legal sources found within thenUCMJ: Article 91, Article 92, and Article 7.

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Discipline

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To teach or instruct. Develop people who are able to control themselves & do what is right all the time, every time.

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Letter of Counseling (LOC)

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The recording of an infraction. Formal way is describing an acceptable behavior so that the receiver cannot fail to understand it.

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Letter of Adonishment (LOA)

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Used to document clear violations of standard.

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Letter of Reprimand (LOR)

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More severe than an LOA but used to document the same violations of standard for more serious offenses.

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Article 7

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"Apprehension". Having the authority to " quell quarrels, frays, & disorders amount persons subject to the UCMJ & to apprehend said persons" if you truly believe a crime is about to happen.

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Article 91

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Insubordinate conduct toward a warrant officer, noncommissioned officer or petty officer.

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Article 92

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"Failure to obey an order or regulation." Covers anyone who 1) has a duty to obey an order 2) has knowledge of the order & 3) violated or fails to obey the lawful order or regulation.

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Control Roster

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A listing of military members whose on or off-duty conduct requires special attention or observation.

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Progressive Discipline Process (PDP)

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A progressive approach to discipline to be used with wisdom and discretion.

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Unfavorable Information File (UIF)

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Provides commanders with an official repository of substantiated derogatory data concerning an Air Force members personal conduct & duty performance.

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Supervisors

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A person of any rank that directs the activities of an individual or team & is usually responsible for the productivity of that team.

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Reporting Officials

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The official in your chain of command designated by management to provide performance feedback & initiate performance reports.

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Rater

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A term that can be used interchangeable with reporting official.

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Direct Observation

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Observing your subordinate with your own eyes.

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Follow-up Feedback

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Discuss with subordinate how well they performed during evaluation period, the resulting EPR, & establish expectations for the new evaluation period. This is accomplished within 30 days of EPR close date.

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Indirect Observation

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Relying on someone else to provide you with information on how your subordinate is performing.

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Initial Feedback

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Completed within 60 days of when supervision began. Lay the foundation for subordinates about standards and expectations.

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Mid-term Feedback

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Between date supervision began & EPR close out date. Inform subordinate of how they are meeting the standard.

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Job Descriptions

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Specially captures an individuals scope and level of responsibilit.

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Job Enlargement

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When you give an individual a wider range of tasks.

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Job Enrichment

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When you offer someone more high-level motivators like more responsibility, freedom, and autonomy.

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Job Rotation

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Systematically moving subordinates from one job to another within the entire range of possible tasks.

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Performance Feedback

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On-going communication process where you evaluate subordinate performance & respond in an effort to either promote a change in behavior or to reinforce present performance.

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Preventative Feedback

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Feedback done before a subordinate violates a standard or falls below your supervisory line of acceptability.

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Rehabilitative Feedback

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Feedback done after a subordinate violates a standard or falls below your supervisory line of acceptability.

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Ratability

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Evaluate factors that are essentially unratable. ~ interest in job, loyalty, attitude, etc

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Relevancy

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Can be categorized as deficiency, distortion, or contamination.

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Variability

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Evaluation does not show appropriate differences in performance.

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Group

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An assemblage of persons or objects located or gathered together.

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Team

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A group organized to work together.

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Mission

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A duty assigned to an individual or unit; a task.

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Vision Statement

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A statement of what an organization, work center, or team would like to achieve and/or look like in the future.

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Adjourning/Transforming

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Adjourning takes place as the team begins to break up & individual members move on to other activities. Transforming teams remain together with the occasional loss of some members & the addition of others whose expertise of the new goal prove beneficial to the team.

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Forming

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Members cautiously explore the boundaries of acceptable group behavior.

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Norming

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Members reconcile competing loyalties & responsibilities. There is an attitude change and they accept the team, team ground rules.

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Performing

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The team has settled its individual relationships & expectations. Sense of high morale.

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Storming

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Team begins to realize that the task is different or more difficult than they imagined & become testy, anxious, or over zealous.

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Mission Statement

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A short sentence or paragraph that describes the organizations essential tasks, purpose, & action containing the elements of who, what, when, where, & why.

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Teamwork

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Work done by several associates with each doing a part.

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Team Dynamics

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An ongoing process involving interaction of individuals within a team to achieve the desired objective.

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Team Leader

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Manages the team; a supervisor or manager in the project area

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Team Members

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Usually functional experts in their respective areas & bring a wealth of ideas to the team

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Affirmative Action

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Voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce.

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Assistance

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Making sure workers have what they need to work to their fullest potential. Helping workers better manage their lives outside of work.

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Assumption

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Taking the liberty of declaring something about a situation, item, or someone else that is not supported by fact.

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Collusion

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Occurs when people cooperate with others knowingly or unknowingly to reinforce the behaviors that prevent others from fully entering into the workplace culture.

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Discrimination

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The visible act or consideration to act in favor 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.

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Diversity

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A composite of characteristics experiences & abilities consistent with the Air Force core values & the Air Force mission.

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Diversity-Supportive Organization

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Embraces all aspects of diversity & exhibits 5 characteristics. 1. Act proactively. 2. Leadership-driven. 3. Encourage ownership of initiatives. 4. Think inclusively. 5. Mainstream diversity.

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Equal Opportunity

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Refers to legal & regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, & reprisal.

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FAIR Way Strategy

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giving Feedback. offering Assistance. assuring Inclusion. giving Respect.

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Feedback

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Giving & receiving information about expectations. Also includes information on how to meet expectations

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Inclusion

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Making sure everyone has the opportunity to fully participate in the workplace

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Perceptions

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What we observe & experience becomes our "reality"until we are convinced or proven otherwise

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Perspective

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Our "take" on things based on our position on particular subjects, issues & matters that relate or are important to us

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Prejudices

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The creation of an adverse or unreasonable opinion about a person or group without all the facts & is usually based on deeply held beliefs

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Primary Dimensions of Diversity

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Characteristics that are relevant to who we are & that cannot be voluntarily altered. ~ gender age race etc

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Secondary Dimensions of Diversity

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Characteristics that can be changed: - work ethic, income, marital status, etc

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Social Biases

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Where one unfairly favors or prefers one person, culture, group or race to another

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Social Sensitivity

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Keen awareness and understanding of others emotions, feelings, personality, temperaments, strength, cultural differences, values, beliefs, etc.

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Socio-Behavioral Tendencies

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Thought process we employ to help us make sense of the world we live in. Influenced by our beliefs & values

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Stereotypes

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A fixed or distorted generalization about all members of a particular group that share a particular diversity characteristic.

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Respect

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Recognizing each persons unique value, contributions, & potential to the organization

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Adapting

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Adjusting your behaviors & others resources based on what you have diagnosed in a way that helps close the gap between the current situation & what you want to achieve

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Coercive Power

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The leaders ability to enforce discipline-- the perception followers have of your ability to take action.

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Communicating

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Listening, explaining instructions, justifying recommendations & decisions, selling ideas, & providing feedback

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Connection power

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Power source falls under the "who you know" category & can quickly erode & lead to unethical situations

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Diagnosing

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The step a leader takes to determine what is going on in an organization

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Expert power

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Special expert knowledge or skills related to the job

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Followership

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"The capacity to follow a leader"

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Information power

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Perceived access to important data & useful information

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Leadership

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The art & science of motivating influencing & directing airmen to understand & accomplish the Air Force mission

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Legitimate power

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Influence based on position comes from the leaders title, rank, or assignment in an organization

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Personal power

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This type of influence is earned by being the type of leader people follow because they want to, not to because they have to

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Position power

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Derived from your position within the organization & is given or delegated to you by your supervisors

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Referent power

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The personal charisma or like ability characteristics that a person has

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Reward power

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Ability to provide rewards

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Aspiration point

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The best each party hopes to get out of a negotiated agreement

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Best Alternative To A Negotiated Agreement (BATNA)

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An alternative to negotiation that you can execute independent of your "opposite". A solution you are prepared to execute even if you don't get what you want in the negotiation

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Interest

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What you need. It is the underlying reason behind your position

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Negotiation

answer

Communication process involving 2 or more people/groups where: -parties have a degree of difference in positions, interests, goals, values or beliefs. - parties strive to reach an agreement on issues or course of action.

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Opposite

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The person or group with whom you are engaged in negotiations

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Position

answer

What you want, not necessarily what you need. It is your vision of your best possible outcome.

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Reservation point

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Your "bottom line" in negotiation. It is the point that you will absolutely not go over...your limit

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TIPO Model

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Identifies how trust influences your use of information, power affects the way you develop, & how well you develop options or solutions to solve or resolve a current problem

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Zone of possible agreement

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Area between each party's aspiration point & reservation point. Also called the "bargaining range"

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Anti-deficiency Act

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Prohibits from involving the government in a contract or obligation for the payment of money before an appropriation is made.

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Anti-deficiency act violations

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An act that results in exceeding limitations (misuse) of funds authorized & appropriated by congress

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Budget Execution Review (BER)

answer

A review cycle conducted twice during the fiscal year to identify, validate, prioritize, & request additional resources for unfunded requirements

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Continuing Resolution Authority (CRA)

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Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time

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Cost Center (CC)

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The organization that gathers & distributes cost data

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Financial Execution Plan (FEP)

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Ensures an equitable distribution of the presidents budget for the next fiscal year consistent with accomplishing Air Force program objectives and is the main vehicle for distributing anticipated funding in an equitable manner

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Funded Requirement

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Authorized and funded positions needed to accomplish the assigned workload

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Financial resource

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Required in order to procure the material, info and technology, and warfare resources we need to accomplish our missions

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Material Resource

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Physical goods required by rout personnel to complete their assigned duties

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Obligation

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Legal binding agreement between the government and another party

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Operations and maintenance (o&m)

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Funds 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 operations

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Personnel Resource

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Appropriate amount of skilled and qualified individuals provides the workforce necessary for organizations to meet ongoing mission requirements

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Program Objective Memorandum (POM)

answer

Biennial memo submitted to the secretary defense from each military department and defense agency. Proposes total program requirements for the next 6 years.

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Resource Advisors (RA)

answer

Budget represenative for an organization. Participates in resource management

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Resource Stewardship

answer

Careful and responsible management of resources under ones control

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Air Force Smart Operations for the 21st Century

answer

Focuses on generating efficiencies and improving combat abilities across the Air Force

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Changing

answer

Modifying technology, tasks, structure, or people.

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Comfort

answer

Where things are routine and we are satisfied & calm

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Confusion

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Accept the change and begin to grapple for the ways to proceed from the known to the unknown

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Defects waste

answer

Defects that cause rework or scrap

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Denial

answer

When we are forced to confront external change, we believe if we deny change we will have less stress

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Directive Change Cycle

answer

Change imposed by some external force, such as commander, superintendent, or supervisor

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Early adopters

answer

Able to see competitive advantage in adopting new ideas early. Usually social and opinion leaders who are often popular and well educated

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Early Majority

answer

Represent mainstream thinking. Slowly follow with calculated willingness to adopt innovations

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Eight-step Problem Solving

answer

Progress from assessment of current operations to measuring results after improvements are made

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Excess inventory waste

answer

Having more files than can be processed during specified period of time

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Innovators

answer

Those who immediately embrace new ideas. Usually educated and risk takers

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Intellect waste

answer

Unrecognized skill sets people bring to the job.

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High Value Initiative (HVI)

answer

Produce significant returns against key Air Force challenges. Complex processes that involve cross functional team to ensure that identified improvements are incorporated into day to day operations

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Just Do It

answer

Simple answer to an obstacle in an individual process. Typically does not involve formal process reviews, teams, or improvement event

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Laggards

answer

Last people to embrace change. Close minded and influence no one

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Late majority

answer

Hampered by feelings of insecurity which prevent them from taking risks and adapting to change

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Motion waste

answer

Unnecessary movement of data, files, tools, or equipment to get the job done

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Non-standard over processing waste

answer

Using expensive equipment where simpler tools would be sufficient

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Overproduction Waste

answer

Producing an item before it's actually required

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Participative change cycle

answer

The eventual success of the change is dependent upon the groups positive attitude and commitment

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Plan-Do-Check-Act Cycle

answer

4 step model for solving problems and carrying out change. -Plan: recognize opportunity and plan change. -Do: test the change in small-scale study. -Check: review test, analyze results. -Act: take action based on what used learned.

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Rapid Improvement Events (RIE)

answer

Series of problem solving steps to determine root causes of problems and eliminate waste. 4 steps of successful RIE: - strong leadership. -knowledgeable participants. -focused event scope. - implementation plan and result metrics.

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Refreezing

answer

"Locking in" new procedures

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Renewal

answer

When we accept the change

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Six "s"

answer

Improved profitability, efficiency, and service. -sort: organize, keep necessities. -straiten: organize place for everything. - shine: regular cleaning. - standardize: simplify. - sustain: continue to train & maintain. - safety: make it a priority.

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Transportation waste

answer

Moving products between processes; a cost that adds no value to product

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Unfreezing

answer

Create a felt need for change and deal with resistance to change

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Waiting waste

answer

Whenever goods are not moving or being processed

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