Home Page Arts And Humanities English Linguistics Communications Airman Leadership School, Version 1 - Set B - Flashcards

Airman Leadership School, Version 1 – Set B – Flashcards

Roy Johnson

7 July 2022

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The originator of the communication process

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The sender

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The idea, feeling, or information that the sender transfers to his or her audience.

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The message

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This refers to the way we say things, and is just as important as the actual words we speak

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Paralanguage

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Customarily the use of hands to show emphasis, transition, enumeration, etc. Sometimes accompanied by tonal inflections, pauses, or other nonverbal behaviors

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Gestures

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Fear, surprise, joy, sadness, anger, disgust, etc., are conveyed through brow, eye, and mouth configurations

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Facial expressions

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Proximity or distance between sender and receiver

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Positioning

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The target for the sender's message

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The receiver

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Reaction to the received message

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Feedback

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The most common barriers to effective communication are divided into two basic types

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organizational barriers and psychological barriers

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People generate some of this noise, while machinery or equipment creates the rest.

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Environmental Noise

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This occurs when supervisors and managers do not listen to, or have a receptive attitude towards their subordinates' input or suggestions

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Autocratic Management

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Barriers related to the way people think, reason, or feel

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Psychological Barriers

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Three Psychological Barriers

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Personalities, values, and learned use of the English language

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Concepts not identified with specific objects and could have multiple meanings

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Abstract words

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Word that represent actual things/objects

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Concrete words

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These words and/or phrases have different meanings to different people

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Ambiguous Terms

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The greatest and most common of all language barriers

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Lack of Common Core Experience

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Three broad phases you need to work through to ensure effective communication

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Diagnose the communication needs, then prepare the communication, and lastly, deliver the message

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This is discovering/determining the general purpose for the communication

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Diagnosing

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When preparing the communication and delivering the message, all good communication includes three main components:

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Introduction, body, and conclusion

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This includes Attention Step, Purpose Statement, Motivation/Hook, and Overview.

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Introductory Statement

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This must clearly and succinctly address your purpose for communicating

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Purpose Statement

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An effective _______ tells WHY the audience needs to listen, HOW they can use the information, and makes the audience WANT to listen

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Motivation (Hook)

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This provides a road map for the audience

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Overview

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These provide a smooth connection between major thoughts (main points) and link minor points and ideas together.

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Transitions

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Where you deliver your message and achieve your objective (inform, motivate, persuade, etc.

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Body

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Can be used in the same manner as your own personal knowledge and experiences; there is no need to acknowledge the source

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Common Knowledge

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This includes facts commonly known, including historical facts

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Standard Information

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Primarily used as proof of a particular point or assertion

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Statistics

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Determining what you need and determining if the source material meets this need

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Relevance

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This means all sentences or points discussed support the topic, which, in turn, supports the main point

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Unity

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These help ensure your communication is coherent by tying ideas and sentences together.

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Internal transitions

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These are sentences or statements used to provide a link between main points within your communication

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External transitions

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The last element of good communication

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Conclusion

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1. SSgt Granger tells his students, "Whenever you deliver your message, you must ensure your communication is effective. You do this by determining the purpose of communication, preparing the communication, and lastly, deliver the message. SSgt Granger's comments BEST explain the _____________. a. communication process b. phases of effective communication c. barriers to communication

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1. CORRECT ANSWER: b RATIONALES: a. INCORRECT: Although the scenario talks about a message, there is no evidence of the communication process, which according to the Communication Skills chapter includes four elements: sender , message, receiver, and feedback. See rationale for correct response for additional information. b. CORRECT: This scenario best illustrates the phases of effective communication, According to the Communication Skills chapter there are three broad phases which are diagnose the communication(determine the general purpose), prepare the communication, and lastly deliver the message.. c. INCORRECT: This scenario does not illustrate barriers to communication. According to the Communication Skills Chapter, barriers to communication include two basic types: organizational barriers and psychological barriers. See rationale for correct response for additional info.

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2. SMSgt Lannen, squadron superintendent of civil engineering, forwarded the commander's Physical Training Policy Memorandum to all flight chiefs in the shop. In the email he stated, "Brief the new policy to your subordinates as soon as possible. In addition, make sure that the personnel on leave or TDY are briefed as soon as they return. SMSgt Lannen's action's BEST illustrate ___________. a. Upward Communication b. Downward Communication c. Lateral Communication

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2. CORRECT ANSWER: b RATIONALES: a. INCORRECT: Nothing in the scenario indicates upward communication which according to the Communication Skills Chapter is the flow of communication from the lowest organizational position to the highe SSgt Jefferson's comments do not explain st.. See rationale for correct response for additional information. b. CORRECT: This scenario best illustrates downward communication which according to the Communication Skills Chapter normally begins with the organization's upper level of management and filters down through the chain of command(SMSgt Lannen, squadron superintendent of civil engineering, forwarded the commander's Physical Training Policy Memorandum to all flight chiefs in the shop). c. INCORRECT: Nothing in this scenario indicated lateral communication which according to the Communication Skills Chapter flows neither downward nor upward; instead, it flows across organizational channels. See rationale for correct response for additional information.

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3. MSgt Ottmo noticed that some of his crew members were relying on their memorization of procedures instead of following technical orders. Despite engine runs and planes launching, he holds a meeting on the flight line to address the problem. After the meeting several people expressed frustration because they barely heard anything MSgt Ottmo said." MSgt Ottmo's ____________ will MOST likely _________ mission effectiveness. a. understanding of organizational barriers; enhance b. misunderstanding of organizational barriers; hinder c. understanding of psychological barriers; enhance d. misunderstanding of psychological barriers; hinder

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3. CORRECT ANSWER: b RATIONALES: a. INCORRECT: Nothing in the scenario indicates MSgt Ottmo's understanding of organizational barriers... See rationale for correct response for additional information. b. CORRECT: This scenario best illustrate MSgt Ottmos's misunderstanding of organizational barriers. According to the communicator skills chapter organizational barriers are: duty schedules, floor layouts, jet engine noise (...Despite engine runs and planes launching, he holds a meeting on the flight line to address the problem..... several people expressed frustration because they barely heard), operations tempo, and improper management. c. INCORRECT: Nothing in this scenario indicates understanding of psychological barriers which according to the communicator skills chapter is related to the way people think, reason and feel. See rationale for correct response for additional information. d. INCORRECT: Nothing in the scenario indicates MSgt Ottmo's misunderstanding of psychological barriers. See rationale for correct response for additional information

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2. The three channels of communication are _______, _________, and _______.

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2. The three channels of communication are Upward, Downward, and Lateral.

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9. Unity means all sentences or points discussed support the topic, which, in turn supports the _________ __________. 11. All good conclusions include what three elements?

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9. main point. 11. Participative Summary, restatement of purpose and/or re-motivation, and closure

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A focused United States Government effort to understand and engage key audiences to create, strengthen, or preserve conditions favorable for the advancement of United States Government 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.

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Strategic Communication

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SAPP

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security, accuracy, propriety, and policy

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Desired affect is to influence the adversary's behavior and actions by protecting friendly operations and activities

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Security

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Does it tell the right story, does the communication contain facts?

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Accuracy

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Is the communication appropriate to the purpose or circumstances of the media engagement based on established standards? (

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Propriety

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Is everyone who is engaging the media adhering to Air Force policy (dress and appearance, military bearing, ethical behavior, etc.).

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Policy

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This means discussing only issues related to your AFSC or personal experiences.

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Stay in your lane

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Types of Interviews

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On-the-Record, Background, and Off-the-Record Interview.

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The quote is attributed to your name

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On-the-Record

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Interview that allows you to provide context to stories, ensure the proper emphasis is placed on key aspects, and stories are accurately reported. The quote is attributed to a generic title.

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Background

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Clearly state which portion of the interview is "off-the-record" to ensure there is no chance of confusion. Be advised, there is always a risk that the reporter will not honor your agreement

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Off-the-Record:

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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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Hooking

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A technique used to move from the reporter's agenda to your message

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Bridging

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A technique used to emphasize your message

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Flagging

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Is the integrated employment of three operational elements: influence operations (IFO), electronic warfare operations, and network warfare operations

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Information Operations (IO).

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The purpose of ______is to reduce the vulnerability of Air Force missions from successful adversary collection and exploitation of critical information

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OPSEC

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8. You cannot release ______________ _______________ (information that is not available to the public and would not be released under the Freedom of Information Act) except to authorized individuals with the proper security clearance and a need to know.

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Classified Information

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1. After another local village is mistakenly attacked, a reporter approaches SSgt Tubble with questions regarding the faulty targeting systems used on today's rocket systems. Tubble responds, "Although I may not work directly with munitions, I am confident in our weapons system technologies; further, I support all efforts that provide our enemies a miserable death." Within days the paper releases comments; Twitter, Facebook, and similar sites explode with hate mail toward the USAF and temporarily interrupt the mission. SSgt Tubble's comments BEST illustrate ineffective ______ and its impact on mission effectiveness. a. media engagement b. use of social media guidelines c. strategic communication

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1. CORRECT ANSWER: a RATIONALES: a. CORRECT: This is ineffective media engagement because, according to the Culture of Engagement portion of the Supervisory Communication lesson, SSgt Tubble's statement violates two of the "do's" which include discussing only matters of which you have direct knowledge of and avoid repeating or using "color words" that may have a negative connotation such as "massacre", "scandal", "deaths", "corruption", etc. These induce overly strong, emotional reactions and may be counterproductive to your objectives. b. INCORRECT: According to the Culture of Engagement portion of the Supervisory Communication lesson, deals with blogs, micro blogs, and social networking sites. Although the scenario mention's social media, SSgt Tubble did not use social media. See rationale for the correct response for additional information. c. INCORRECT: According to the Culture of Engagement portion of the Supervisory Communication lesson, strategic communication is knowing a wing's mission and priorities in order to effectively relate their assigned duties and responsibilities to these wing initiatives and communicating to influence a particular audience. Although SSgt Tubble's mentions "my mission," he is not attempting to influence any particular audience nor is he describing the wing's priorities. See rationale for the correct response for additional information.

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2. While on her favorite blog site, SrA Allen, a former model, uploads a picture taken during a recent interview. In the photograph, she is wearing a tight "I Love NY" t-shirt with her ABU pants. Within days, she receives hundreds of positive responses to her post. SrA Allen' actions _____ and will MOST likely have a ________ impact on public perception. a. comply with social media guidelines; positive b. violate social media guidelines; negative c. comply with interview do's and don'ts; positive d. violate interview do's and don'ts; negative

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2. CORRECT ANSWER: b RATIONALES: a. INCORRECT: SrA Allen violated social media guidelines which, according to the Culture of Engagement portion of the Supervisory Communication lesson, include being aware of the image you present. Allen failed to consider how her individual appearance might impact the public's perception of the entire Air Force; this is most likely going to be a negative, not positive impact. See rationale for the correct response for additional information. b. CORRECT: SrA Allen violated social media guidelines, which according to the Culture of Engagement portion of the Supervisory Communication lesson, prohibit posting photos showing improper wear of the uniform. Because military members are on duty 24/7, 365 days a year, this violation of good order and discipline could negatively impact the public's perception of the military's professionalism. c. INCORRECT: According to the Supervisory Communication lesson, Interview Do's and Don'ts are guidelines that generate credibility and create a good working relationship. The interview mentioned in the scenario is only there to explain how Allen obtained the photo she inappropriately uploaded to a blog site. There is no mention of whether or not Allen complied with interview do's and don'ts. See rationale for the correct response for additional information. d. INCORRECT: According to the Supervisory Communication lesson, Interview Do's and Don'ts are guidelines that generate credibility and create a good working relationship. See rationale for the correct response and 'c' for additional information.

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A concise written statement of a single idea or concept.

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The single idea bullet statement

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concise written statement of a person's single accomplishment and it impact on the unit's mission, organization, etc

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Accomplishment-Impact bullet

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Accomplishment-impact bullets are typically used in

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Enlisted Performance Reports (EPR), Officer Performance Reports (OPR), and award submissions (AF IMT 1206).

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The single idea bullet statement is typically used for

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Talking Papers, Point Papers, and Bullet Background Papers

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Variation of the accomplishment-impact bullet, the accomplishment element begins with a strong action verb and ends with an expressly stated impact element

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Action verb variation

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Variation of the accomplishment-impact bullet, the accomplishment element begins with a modifier, such as an adverb, in front of the action verb and ends with an expressly stated impact element

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Modified verb variation (LY)

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Achievement bullets may not contain a separate impact statement; the impact is not explicitly stated but implied

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Specific achievement bullets

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What kind of information should you extract to build solid bullet statements?

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• Performance that clearly stands out • Trends in duty performance, training, etc • Outstanding achievements as well as substandard performance • Specifics about the accomplishment or impact (did they lead something or just simply participate?) • Specific and accurate details about the accomplishment and impact (who, what, when, where, how and how much $, # of

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AF FM 931

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Initial feedback

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AF FM 1206

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Memo for Record

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This element briefly describes the person's actions or behavior

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accomplishment

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This describes the results of the accomplishment and it may be either expressly stated or implied (for specific achievement bullets only!).

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The impact element

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To help ensure accuracy of bullet statements

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• Ensure facts are correct • Verify questionable information • Ask questions • Correct errors or inaccuracies

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Questions to help add specificity to bullet statements

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• Exactly how many? • Can I find more exacting numerical values? • What exactly is...? • Who benefited from this performance? • How have others benefited from this performance?

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Also known as "the critical attributes of bullet statements

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Accuracy, brevity, and specificity, or ABS for short

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Making your bullet statements brief will take two different types of changes:

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1. Replace lengthy words with shorter, clearer, more common and powerful terms 2. Reduce the number of fluff or filler words

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

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recognition.

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Focuses on telling a story. This may mean telling a fictional story — one that is made up — or it may mean telling a real-life story

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Narrative writing

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Another form of narrative writing where you have to "tell the story" of your subordinate's performance.

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Disciplinary Writing

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A tool that can be used to either correct the conduct or reinforce a particular behavior

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Letter of Counseling, Admonishment, or Reprimand.

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(AFPD 36-28

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Awards and Decoration Program

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14. An official memorandum is used to write to an individual on a private matter for praise, condolence, sponsorship, etc. a. True b. False

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14. b. False; that describes the use of personalized letters

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15. Which example reflects the proper placement and format of the date element: a. Flush with right margin; 31 July 2007 b. Place 14 line spaces from top of page; 31 July 2007 c. Flush with right margin 10 line spaces from top of the page; 31 July 2007 d. Place 2 line spaces below MEMORANDUM FOR; 31 July 2007.

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c. Flush with right margin 10 line spaces from top of the page; 31 July 2007

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16. Complete the sentence: Subject element... a. is mandatory for official memorandums and personalized letters. b. is placed 4 line spaces below the last line of FROM element. c. identifies the issues or topic

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16. c. identifies the issues or topic

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17. Identify formatting errors in the following writing sample: MEMORANDUM FOR 56 MDG/CC FROM: 56 MDG/ABC SUBJECT: Letter of Request for Additional Funds a. First element contains a spacing error. b. Second and third element contains spacing errors. c. Second element contains a font error. d. There are no formatting errors

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17. a. needs double space after MEMORANDUM FOR

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1. A1C Ivey asks SSgt Johnson, "What is the best way to write a talking paper. SSgt Johnson replies "Make sure you use bullet statements that are concise with one concept that serves a purpose. This will help keep you on track while you're writing." SSgt Johnson's comments BEST explain the ____________. a. single idea bullet statement b. specific achievement bullet statement c. accomplishment impact bullet statement

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1. CORRECT ANSWER: a RATIONALES: d. CORRECT: This scenario best illustrates the single idea bullet. According to the Supervisory Writing chapter, the single idea bullet is a concise written statement of a single idea or concept that is typically used for Talking Papers, Point Papers, and Bullet Background Papers. e. INCORRECT: There is no evidence of the specific achievement bullet statement in this scenario, which according to the Supervisory Writing is a variation of the accomplishment impact bullet, the accomplishment element may begin with a noun, verb, or modifier. See rationale for correct response for additional information. f. INCORRECT: This scenario does not illustrate the accomplishment impact bullet, which according to the Supervisory Writing chapter is a concise written statement of a person's single accomplishment and its impact of the units mission, organization, etc. See rationale for correct response for additional information

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2. Before submitting an Enlisted Performance Report for review, MSgt Wilson makes sure the information he uses is correct and truthful. He is careful not to exaggerate the truth or embellish the facts because he believes that falsifying the truth hurts his subordinates, and damages his credibility as a supervisor. MSgt Wilson's actions BEST illustrate ______________ and its impact on his effectiveness. a. Brevity b. Accuracy c. Specificity

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2. CORRECT ANSWER: b RATIONALES: a. INCORRECT: Nothing in the scenario indicates Brevity, which according to the Supervisory Writing chapter is selecting words (replacing as necessary) that are the shortest, clearest, yet most descriptive to the readers. It also means you need to reduce the number of unnecessary words. See rationale for correct response for additional information. b. CORRECT: This scenario best illustrates accuracy. According to the Supervisory Writing chapter, "For anything to be "accurate" it must be "correct." People who have the most trouble with accuracy are those who try to stretch the truth. Mild exaggeration or embellishment of the facts is poison and is only a half-step away from outright lying and falsifying the facts." c. INCORRECT: This scenario does not indicate specificity. According to the Supervisory Writing chapter, "specific bullet statements contain detailed facts. To write them, you'll need to be familiar with the people and systems involved. Fight the urge to estimate or generalize." See rationale for correct response for additional information.

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3. SSgt Maramba decided to reward one of his subordinates so he requested a Décor 6. He reviewed past performance reports for information to complete the decoration citation. Once the Décor 6 and the citation were completed, he forwarded them to CSS for review. After making several corrections to the document, the CSS forwarded it to the commander who promptly approved the decoration. SSgt Maramba's _____________ will MOST likely ______________ his subordinate's effectiveness. a. effective use of types of narrative writing; enhance b. ineffective use of types of narrative writing; hinder c. effective use of bullet statements; enhance d. ineffective use of bullet statements; hinder

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3. CORRECT ANSWER: a RATIONALES: a. CORRECT: This scenario best illustrates SSgt Maramba's effective use of types of narrative writing. According to the Supervisory Writing chapter, types of narrative writing include awards and recognitions. People or units who receive awards and decorations under this program must clearly demonstrate sustained and superior performance. To initiate the recommendation submission process, it is your responsibility as the supervisor to request, fill out, and submit a Recommendation for Decoration Printout (RDP- DÉCOR-6). In addition to accomplishing the Décor 6, you must then compose a decoration citation. (.... "He reviewed past performance reports for information to complete the decoration citation. Once the Décor 6 and the citation are completed, he forwarded them to CSS for review"). b. INCORRECT: Nothing in the scenario indicates MSgt Ottmo's ineffective use of types of narrative writing. See rationale for 'a' and correct response for additional information. c. INCORRECT: Nothing in this scenario the effective use of bullet statements, which according to the Supervisory Writing chapter are used in performance reports and award nominations because they present the performance and/or accomplishment. See rationale for correct response for additional information. d. INCORRECT: Nothing in the scenario indicates SSgt Maramba's ineffective use of bullet statements. See rationale for correct response for additional information

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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

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Interpersonal communication

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One-way trip with a message

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Communicative action

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Two-way exchange of messages

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an interaction

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Continuous sending and receiving between Two people

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A transaction.

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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

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Perceptions

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The optimal supervisor-subordinate relationship is one where both parties trust each other and the subordinate knows the supervisor is there to assist

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The Helping Relationship

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2. List four examples of non-verbal communication. a. b. c. d.

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2. Gestures, facial expressions, eye contact, body language

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3. ____________ to _________ interpersonal communication is often driven by supervisory responsibilities, including setting standards, evaluating performance, and providing effective feedback.

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Supervisor to Subordinate

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4. The specific interpersonal skills you develop will help you maintain a _________ ____________ in all of your supervisor-subordinate interactions.

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helping relationship

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Consists of the pre-session, session, and post-session, and the steps/skills that make up those elements

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Interpersonal Communication skills

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Pre-Session Activities

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Diagnose, Prepare, Determine your approach, Setting

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Three types of approaches

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Directive, Nondirective, Combined

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Typically, this approach uses one-way communication and the supervisor is responsible for determining the nature of the problem, the best solution, and how to implement the solution.

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Directive approach supervisor-centered

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In this approach, the subordinate has determined a problem exists and developed potential solutions

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Nondirective subordinate-centered

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The ___________ approach consists of components of both the directive and nondirective approaches

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Combined

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The three most critical factors to consider in selecting and preparing the setting are

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location, space, and time

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To _____ the session you will need to greet the subordinate properly as he/she enters the room. You will also need to establish an appropriate rapport with the subordinate

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open

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This means being an active participant and focusing your full attention of the subordinate as he/she speaks

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Attending

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__________skills refer to what you say, how you say it, and how you behave in response to the subordinate's verbal and nonverbal messages

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Responding

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This involves using open-ended questions that probe and prompt your subordinate to disclose, clarify, and examine the problem, as well as explore solutions.

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Questioning

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Accurately paraphrasing the subordinate's specific content and feelings, and then restating it back to them

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Reflecting

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Combining several of the subordinates' thoughts into broader comments, this helps keep the session on track, especially those that may run longer than expected

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Summarizing

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Natural pauses that give the subordinate time to think about an answer

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Silence

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________skills refer to the ability of a supervisor to prompt their subordinate to generate solutions to their problems and reach goals

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Resolving

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Effectively summarize the highlights of the session, and restate/reinforce the solutions agreed to by you and the subordinate

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Closing

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Your ____-__ ______ need to focus on finding out if your subordinate is progressing towards resolving his/her problem, and whether or not the problem has resurfaced later on down the road.

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Follow-Up Actions

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6. The three most critical factors to consider in selecting and preparing the setting are ____________, _____________, and _____________.

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location, space, and time.

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7. Identify the two types of feedback. a. b.

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A. personal situation B. profesional growth

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14. _____________ actions need to focus on finding out if your subordinate is progressing towards resolving his/her problem, and whether or not the problem has resurfaced later on down the road.

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Follow-up

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Two major categories of counseling

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personal situation and professional growth

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______ _______counseling is event-oriented

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Personal Situation

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_________ _____counseling includes planning for individual and professional short- and long-term goals

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Professional Growth

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1. After noticing an unusual change in SrA Dent's behavior, SSgt Wilson decides to meet with him to discuss his observations. Hoping to keep the session centered on Dent and to eliminate distractions, he reserves a small conference room for two hours with permission to use it longer if needed. He then jots down a few questions to help him open the session and establish rapport with Dent. The scenario BEST illustrates an NCO accomplishing ________________. a. pre-session activities only b. pre-session and session activities c. pre-session, session, and post-session activities

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1. CORRECT ANSWER: a RATIONALES: a. CORRECT: According to the Interpersonal Communication chapter, pre-session activities include Diagnose (know why you are conducting this session) and Prepare (determine approach and prepare the environment). SSgt Wilson diagnosed as evidenced by the statement, "noticing an unusual change in Dent's behavior." He determined his approach as evidenced by the statement, "hoping to keep the session centered on Dent" and he prepared the environment as evidenced by the statement, "eliminate distractions, he reserves a small conference room for two hours with permission to use it longer" b. INCORRECT: Although SSgt Wilson's actions include pre-session activities, they do not include session activities, which according to the Interpersonal Communication chapter, include attending, responding, resolving, and closing. Although Wilson's actions hint at opening skills (jots down a few questions to help him open the session and establish rapport) he is not actually performing those tasks. See rationale for correct response for additional information. c. INCORRECT: Although SSgt Wilson's actions include pre-session activities, they do not include session or post-session activities. According to the Interpersonal Communication chapter, post-session activities include documenting the session and follow-up actions. See rationales 'b' and correct response for additional information

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2. SSgt Bolden plans to hold a meeting with his work section about the low morale that has been bringing down the mission lately. Up until last month, everyone enjoyed coming to work and doing his or her best on the job. Bolden thinks about it and realizes the change in everyone's demeanor must be from the new commander. Bolden realizes he must do something soon before the morale takes a deeper plummet, so he decides to hold the meeting to let his people know he is always concerned about them and their welfare. SSgt Bolden's _____________ will MOST likely ______________ his effectiveness. a. inappropriate use of resolving; decrease b. appropriate use of resolving; increase c. appropriate use of diagnosing; increase d. inappropriate use of diagnosing; decrease

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2. CORRECT ANSWER: c RATIONALES: a. INCORRECT: Although the scenario indicates SSgt Bolden is going to handle the problem, he has not yet held the meeting; therefore, SSgt Bolden is not using resolving skills, which according to the Interpersonal Communication chapter, include documenting and follow up. See rationale for correct response for additional information. b. INCORRECT: Although the scenario indicates SSgt Bolden is going to handle the problem, he has not yet held the meeting; therefore, SSgt Bolden is not using resolving skills, which according to the Interpersonal Communication chapter, include documenting and follow up. See rationale for correct response for additional information. c. CORRECT: SSgt Bolden appropriately used diagnosing, as evidenced by "...thinks about it and realizes the change in everyone's demeanor." According to the Interpersonal Communication chapter, diagnosing is "knowing why you're conducting the session." d. INCORRECT: SSgt Bolden appropriately used diagnosing, as evidenced by "...thinks about it and realizes the change in everyone's demeanor." See rationale for correct response for additional information.

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

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Standards

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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.

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NCO Authority

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The purpose of ________ is to develop people who are able to control themselves and do what is right all the time, every time.

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Discipline

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______ disclipline stops a problem from happening before it starts.

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Preventive

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________ discipline restores discipline and/or improves performance

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Corrective (or rehabilitative)

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1. ___________are morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.

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1. Standards are morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.

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2. Training, correction, or following established standards can be defined as __________?

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2. Training, correction, or following established standards can be defined as discipline.

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As the name implies, the _________ is a progressive approach to discipline

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Progressive Discipline Process (PDP)

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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

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A Letter of Counseling (LOC)

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

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A Letter of Admonishment (LOA)

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

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A Letter of Reprimand (LOR)

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It provides commanders with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct and duty performance.

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The Unfavorable Information File (UIF)

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A _____ ______ is a listing, maintained by Military Personnel Flight Special Actions, of military members whose on or off-duty conduct requires special attention or observation.

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control roster

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Works in conjunction with the Uniform Code of Military Justice (UCMJ) to allow an individual to accept punishment in lieu of trial by courts martial.

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Nonjudicial Punishment (NJP)

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AFI 36-2907,

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Unfavorable Information File (UIF) Program

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1. During A1C Hall's initial feedback, SSgt Irvin says, "When working the customer service desk, answer all phone calls before the third ring, politely identify yourself and this unit, and offer assistance to each caller. Furthermore, because our nation and other countries consider us professionals, we must strive for excellence in everything we do. Finally, if you fail to meet my expectations or to comply with all directives, you can expect a swift response from me." SSgt Irvin's actions BEST illustrate _____________. a. standards and discipline b. the Air Force Core Values c. use of earned authority

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1. CORRECT ANSWERS: a RATIONALES: a. CORRECT: SSgt Cooper's actions best illustrate standards and discipline, which according to the Standards and Discipline chapter, includes preventive and corrective discipline. Preventive discipline stops a problem from happening before it starts. Examples of preventive discipline are initial feedbacks, safety briefings, etc. Standards form the foundation for expectations and discipline and they must be achievable/ attainable (answer phone calls), specific (before the third ring), observable (before third ring...), and measurable: quality (politely). b. INCORRECT: According to the Airmanship chapter, Core Values are those institutional values and principles of conduct that provide the moral framework within which military activities take place. Although SSgt Cooper's comment, "we must strive for excellence in everything we do" hints at Core Values, SSgt Cooper's actions do not illustrate use of this concept. See rationale for the correct response for additional information. c. INCORRECT: According to the Standards and Discipline chapter, earned authority encourages Airmen to trust you and want to follow you, based on your referent power. SSgt Cooper's actions do not illustrate use of this concept. See rationale for the correct response for additional information

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2. SSgt Vera is concerned about her subordinate, A1C Jackson. When he first arrived to the unit, he was an eager self-starter and had plenty of questions during his initial feedback to make sure he understood his supervisor's line of acceptability. However, last week Jackson failed to complete his assignments by the deadline, causing production to fall. Vera waits and hopes he will self-correct. Today, Jackson missed another important deadline. Fed up, Vera issues Jackson a letter of admonishment. SSgt Vera's _____________ will MOST likely ______________ her effectiveness. a. inappropriate use of punishment; decrease b. appropriate use of punishment; increase c. inappropriate use of PDP; decrease d. appropriate use of PDP; increase

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2. CORRECT ANSWER: c RATIONALES: a. INCORRECT: SSgt McCarty did not use punishment because according to the Standards and Discipline chapter, enlisted members are not authorized to punish. See rationale for correct response for additional information. b. INCORRECT: SSgt McCarty did not use punishment because according to the Standards and Discipline chapter, enlisted members are not authorized to punish. See rationale for correct response for additional information. c. CORRECT: According to the Standards and Discipline chapter, counseling is the first step of the PDP. SSgt McCarty should have started with either a verbal counseling or an LOC the first time Anderson failed to meet standards (failed to complete assignments). Although supervisors have flexibility for what level of PDP a supervisor can start with, counseling should still be the first step in situations that are not exceptionally severe. A1C Anderson will probably become distrusting of his supervisor and the mission will likely suffer due to the deteriorated relationship. d. INCORRECT: SSgt McCarty should have started with either a verbal counseling or an LOC the first time Anderson failed to meet standards (failed to complete assignments). See rationale for correct response for additional information.

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Air Force Policy Directive 36-24

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Military Evaluations

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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.

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Supervisors

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_________ are the official in your chain of command designated by management to provide performance feedback and initiate performance reports.

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Reporting officials

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This is a term that can be used interchangeably with the term reporting official.

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Rater

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The Enlisted Evaluation System has three purposes

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1 .Provide meaningful feedback 2. Provide a reliable, long-term, cumulative record of performance and potential based on that performance 3. Provide senior NCO evaluation boards, WAPS, and other personnel managers sound information to assist in identifying the best-qualified enlisted personnel.8

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Four critical attributes for effective performance standards.

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- ATTAINABLE/ACHIEVABLE - SPECIFIC - OBSERVABLE - MEASURABLE (can be compared to a decisive factor)

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ATTAINABLE/ACHIEVABLE

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-- Realistic -- Within reach -- Possible to obtain

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SPECIFIC

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-- Clearly defined -- Explicit -- Expressed without vagueness -- Unambiguous

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OBSERVABLE

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-- You can see the behavior -- You can see results of the behavior

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MEASURABLE (can be compared to a decisive factor)

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-- Timeliness -- Quantity -- Quality

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AF Form 931

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Performance Feedback Worksheet

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Some work habits you should monitor include

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• Punctuality • Organization • Decision making • Communication • Teamwork • Leadership • Time management

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It involves observing your subordinate's performance with your own eyes

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Direct observation

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This type of monitoring involves relying on someone else to provide you with information about how your subordinate is performing.

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indirect observation

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A third way to observe subordinate performance is by____________ and by talking to customers who received the product or service

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checking completed products or services,

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checking completed products or services,________ _______ and evaluate the individual on your pre-established standards.

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typical performance

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Pitfalls in this area occur when an evaluator attempts to evaluate factors that are essentially unratable, like interest in the job, loyalty, and attitude.

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Ratability

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This pitfall creeps into evaluations 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.

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Relevancy

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This pitfall is evident when evaluations of individuals don't show appropriate differences in performance.

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Variability

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Some evaluators tend to give high ratings and are reluctant to give low ratings

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Evaluator Leniency

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This error occurs when an evaluator's standards are unreasonably high

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Evaluator Strictness

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This pitfall occurs when evaluators rate everyone as average

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Central Tendency

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Evaluators commit this error when one factor, or possibly a characteristic of the subordinate, influences the evaluation of other factors

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Halo Effect

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This occurs when evaluators allow their personal likes and dislikes of an individual to influence the evaluation.

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Personal Bias

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This occurs when evaluations are disproportionately affected by the recent performance of a subordinate

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Recency

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This pitfall involves being unduly influenced by the first impression made by the subordinate—first impressions don't always reflect typical performance

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Primacy

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When evaluators allow past performance to influence current periods, they fall victim to this pitfall. Don't allow a subordinate's reputation as a good, or poor performer to spill over into the present evaluation.

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Reputation

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8. ____ Ratability 9. ____ Relevancy 10. _____ Variability A. Evaluation does not show appropriate differences in performance. B. Evaluates factors that are unratable. C. Can be categorized as deficiency, distortion or contamination.

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8. B Ratability 9. C Relevancy 10. A Variability

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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.

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Performance feedback

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Initial feedback sessions must be completed within ______ of when supervision began

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60 Days

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________-______ _____ is required mid-way through the reporting period, typically at the 6-month point

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mid-term feedback

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______-__ ________ session must be accomplished within 30 days of the EPR close out date

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Follow-up feedback

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Lays the foundation for supervisors to inform their subordinates about standards and expectations

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Initial

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Your opportunity to evaluate your subordinate's performance midway through the evaluation period, and inform him/her of how well he/she has been meeting the standards established during the initial feedback

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Mid-term

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During this session, 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

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follow-up

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This is the type of feedback done before a subordinate violates a standard or falls below your supervisory line of acceptability

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Preventative feedback

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This is the type of feedback done after a subordinate violates a standard or falls below your supervisory line of acceptability

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Rehabilitative feedback

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AF Form 910,

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Enlisted Performance Report

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1. During a training session, one of the Airmen asks, "Why do we need to know this?" SrA Amide says, "First, accurate record keeping provides a reliable, long-term, cumulative record of performance and potential based on that performance. Second, good record keeping also provides sound information to assist leadership in identifying the best-qualified enlisted personnel for various tasks and assignments. Finally, we can use the information to provide meaningful feedback to subordinates on what's expected of them and how to meet those expectations." SrA Amide's comments BEST explain ________________. a. steps for evaluating performance b. steps for developing improvement plans c. purposes of the enlisted evaluation system

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1. CORRECT ANSWER: c RATIONALES: a. INCORRECT: Nothing in the scenario mentions specific information about evaluating performance which, according to the Performance Evaluation chapter, includes 1) Observe behavior and performance, 2) Compare what you observe to the standards/expectations, and 3) Determine if the behavior/ performance meets, exceeds, or fails to meet the standards. See rationale for correct response for additional information. b. INCORRECT: Nothing in the scenario mentions specific information about subordinate improvement plans, which according to the Performance Evaluation chapter includes improving the job, improving the situation, and improving the subordinate. See rationale for correct response for additional information. c. CORRECT: SrA Amide's comments explain the three purposes of the Enlisted Evaluation System, which according to the Performance Evaluation chapter, include 1) provide meaningful feedback to subordinates on what's expected of them, advice on how well they're meeting those expectations, and on how to better meet those expectations; 2) provide a reliable, long-term, cumulative record of performance and potential based on that performance; and 3) provide sound information to assist in identifying the best-qualified enlisted personnel.

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2. SSgt Tolley is writing a performance report on SrA Folk, one of his customer service representatives. Tolley received information from Folk's shift leader, reviewed Folk's training records, and even spoke to some of his customers. Finally, he looked at Folk's quality assurance inspection results. Using all this information, he proceeded to compose the performance report. SSgt Tolley's actions BEST illustrate ________ and their impact on NCO effectiveness. a. Direct and Indirect Observation b. Direct Observation and Checking Completed Products c. Indirect Observation and Checking Completed Products

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2. CORRECT ANSWER: c RATIONALES: a. INCORRECT: SSgt Tolley's actions do not illustrate direct observation, which according to the Performance Evaluation chapter, is a method of collecting information by which you gather information that you witness such as interactions, processes, or behaviors of your subordinates as they occur. See rationale for correct response for additional information. b. INCORRECT: Although SSgt Tolley's actions illustrate observing a completed product, they do not illustrate direct observation. See rationales for 'a' and correct response for additional information. c. CORRECT: SSgt Tolley uses both indirect observation and checking a completed product. According to the Performance Evaluation chapter, indirect observation involves relying on someone else to provide you with information about how your subordinate is performing (received information from Folk's shift leader). Checking a completed product involves reviewing products or services and talking to customers who received the product or service. It also includes staff assistance visits and assessments (QA inspection results).

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3. TSgt Smith is writing performance reports on two Airmen. Although he cannot actually observe the Airmen working because they work on another shift, he reviews their completed work and occasionally asks their shift supervisor for feedback on their performance. In the final report, he leaves out factors that do not contribute to performance, ignores nonessential elements of the job, and is careful not to give undue weight to isolated incidents. TSgt Smith's __________ will MOST likely __________ his effectiveness. a. inappropriate use of evaluation principles; hinder b. appropriate use of evaluation principles; enhance c. inappropriate use of performance feedback; hinder d. appropriate use of performance feedback; enhance

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3. CORRECT ANSWER: b RATIONALES: a. INCORRECT: All of TSgt Smith's actions are appropriate and will therefore enhance, not hinder his effectiveness. See rationale for correct response for additional information. b. CORRECT: According to the Performance Evaluation chapter, Evaluation Principles include Methods of Monitoring (Direct, Indirect, Observing a Completed Product/Service) and Common Pitfalls (relevancy errors: factors that do not contribute to performance, nonessential elements of the job, and undue weight elements). TSgt Smith monitors his Airmen's performance as evidence by the statements "...reviews their completed work" and "discusses their performance with their shift supervisor." Smith also writes EPRs that do not include factors that do not contribute to performance and nonessential elements of the job nor give undue weight to isolated incidents. All of these actions are appropriate and will MOST likely enhance, not hinder Smith's effectiveness. c. INCORRECT: Nothing in the scenario indicates TSgt Smith using the performance feedback system which, according to the Performance Evaluation chapter, is a formal system where supervisors communicate standards, and expectations, etc. through initial, mid-term, and follow-up feedback. See rationale for correct response for additional information. d. INCORRECT: Nothing in the scenario indicates TSgt Smith using the performance feedback system. See rationales for 'c' and correct response for additional information

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4. During a feedback session with SrA Wiley, MSgt Campbell says, "Your coworkers and I have fielded too many calls from your creditors complaining about missed payments. You and I discussed personal financial responsibility during your initial feedback. Your actions have impacted this work center; therefore, to prevent further disruption, I expect you to take care of this situation. Let's discuss your options." After working through an action plan together, Campbell tells Wiley, "I think you have the potential, but this matter needs to be handled." MSgt Campbell's _________ will MOST likely _________ SrA Wiley's effectiveness. a. appropriate use of rehabilitative feedback; enhance b. inappropriate use of rehabilitative feedback; hinder c. appropriate use of preventative feedback; enhance d. inappropriate use of preventative feedback; hinder

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.4. CORRECT ANSWER: a RATIONALES: a. CORRECT: According to the Performance Evaluation chapter, it is appropriate to use rehabilitative feedback when subordinates violate a standard or fall below the line of acceptability. In this scenario, SrA Wiley is having financial problems (several vendors have called complaining about your missed payments) that are impacting his duty performance (productivity decreases and you are rude to your teammates). MSgt Campbell should use rehabilitative feedback to bring Wiley's behavior back within acceptable boundaries and enhance Wiley's effectiveness. b. INCORRECT: MSgt Campbell's actions were appropriate. See rationale for correct response for additional information. c. INCORRECT: Nothing in the scenario indicates MSgt Campbell using preventative feedback, which according to the Performance Evaluation chapter, is the type of feedback done before a subordinate violates a standard or falls below the supervisory line of acceptability. See rationale for the correct response for additional information. d. INCORRECT: MSgt Campbell is clearly using rehabilitative feedback. See rationale for 'c' and the correct response for additional information.

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This is an assemblage of persons (or objects) located or gathered together.

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A group

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This is a group organized to work together

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A team

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1. True/False: Collective efforts toward a shared goal help distinguish teams from groups.

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True

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2. True/False: Groups are committed to their members' personal growth.

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False

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3. True/False: Teams outperform groups because of the synergistic effect

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True

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4. True/False: Groups are described as a collection of people assembled and organized to work together.

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False

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A short sentence or paragraph that describes the organization's essential task(s), purpose, and action containing the elements of who, what, when, where, and why.

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Mission statement

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This is a duty assigned to an individual or unit; a task.

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Mission

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5. Mission is defined as the task, together with the ________.

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purpose.

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6. Mission statements describe the ___________ essential task(s), purpose, and action and contain the elements of ______, ______, ______, _______, and ________.

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organization's who, what, when, where, and why

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

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Vision Statement

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

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vision statement

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8. True or False: Mission Statements and Vision Statements perform two distinctly different jobs.

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True

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9. True or False: The statement, "Its prime function is internal - to define the key measure or measures of the organization's success" BEST describes Vision Statement

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False

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10. True or False: The mission statement communicates both the purpose and values of the organization

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False

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11. _____________ describe the particular standards to which actions must be performed to accomplish the mission.

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Expectations

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12. _____________ describe the ways in which actions should (and should not) be accomplished

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Expectations

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Team Leader Responsibilities

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• Communications • Human Relations • Participation

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Team Member Responsibilities

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• Communications Skills • Human Relation Skills • Participation Skills

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13. The two roles associated with teams are _________ _________ and ___________ __________.

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team leader and team member.

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This is an ongoing process involving interaction of individuals within a team to achieve thedesired objective

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Team Dynamics

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16. __________ ___________ is an ongoing process involving interaction of individuals within a team to achieve the desired objective

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Team Dynamics

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17. _______ are usually formed without consideration to each person's skill set

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Groups

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The five stages Of Team Development

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Forming, Storming, Norming, Performing, and Adjourning

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Members cautiously explore the boundaries of acceptable group behavior

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Forming Stage

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This is usually where tensions build—especially if there are others with the same expertise, or if individuals feel inadequate

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Storming Stage

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During this stage, members reconcile competing loyalties and responsibilities; there is an attitude change

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Norming Stage

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By this stage, the team has settled its individual relationships and expectations. There is a sense of high morale, team loyalty and trust

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Performing Stage

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The final stage of team development

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Adjourning/Transforming Stage

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1. While reading his newcomer's orientation package, SSgt Rooney sees the statement, "In order to become the best public affairs office in the military, we need to advance public understanding of the military, share information with the public, and represent the interests of military journalists by instilling tradition, knowledge, and leadership in our journalists." This statement BEST illustrates a _____________. a. team mission statement and team roles and responsibilities b. team vision statement and team dynamics c. team mission and vision statement

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1. CORRECT ANSWER: c RATIONALES: a. INCORRECT: Although the statement addresses a mission statement, there is no evidence of team roles and responsibilities, which according to the Team Leader chapter, are Team Leader and Team Member. Team responsibilities include Communication, Human Relation, and Participation Skills. See rationale for correct response for additional information. b. INCORRECT: Although the statement addresses a vision statement, there is no evidence of team dynamics, which according to the Team Leader chapter include Communication, Human Relation, and Participation Skills. See rationale for correct response for additional information. c. CORRECT: The statement illustrates a team mission and vision statement. According to the Team Leader chapter, a mission statement defines the "where and what" work centers, units, wings, etc. accomplish on a daily basis. A vision statement considers what the organization wants to be (a preferred end state). It can provide the "how well" when it comes to accomplishing one's mission.

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2. As his team considers potential solutions for solving a long-term problem SSgt Clive hears SrA Staple say to A1C Lew, "Initially, I acted like your scheduling idea was too simplistic, but the truth is I was jealous because I didn't think of it. It's actually a great idea and I think we should try it right away." Lew responds, "Thanks, I appreciate your honesty and I am glad we're able work out our differences." SSgt Clive chimes in with, "I think your cooperation will keep all of us from working 12-hour shifts and by continuing to develop your relationship, you are setting a good example for our new team members." If this team remains in the ____stage, then its productivity will MOST likely ________. a. storming; slowly increase b. storming; remain low c. norming; remain high d. norming; slowly decrease

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2. CORRECT ANSWER: c RATIONALES: a. INCORRECT: Nothing in the scenario indicates the team is in the Storming stage during which, according to the Team Leader chapter, members become testy and anxious, individuals are impatient about lack of progress, arguments start/increase, cliques begin to form, and the team experiences its highest level of conflict. See rationale for correct response for additional information. b. INCORRECT: Nothing in the scenario indicates the team is in the Storming stage during which, according to the Team Leader chapter, members become testy and anxious, individuals are impatient about lack of progress, arguments start/increase, cliques begin to form, and the team experiences its highest level of conflict. See rationale for correct response for additional information. c. CORRECT: The team is in the Norming Stage during which, according to the Team Leader chapter, is the stage when attitudes change (...idea was too simplistic...actually a great idea team) 'norms' are accepted, relationships become more cooperative (...your cooperation will keep all of us) and members reconcile disputes (...able work out our differences). During this stage, productivity is high. d. INCORRECT: The team is in the Norming Stage, and as long as it remains in this stage, productivity should remain high or increase, not decrease. See rationale for correct response for additional information.

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A composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission

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Diversity

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Gender Sexual affiliation/orientation Age Mental and Physical abilities/qualities Race Ethnicity/Culture

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Primary Dimensions of Diversity

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Work ethic Personality Income Educational background Marital status Language abilities Experience Strengths Religious and Philosophical beliefs Temperaments

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Secondary Dimensions of Diversity

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this refers to legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, and reprisal.

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Equal Opportunity

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This refers to voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce that affect designated groups, such as members of minority groups, women, veterans, and people with disabilities.

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Affirmative action (AA)

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1. Characteristics that we usually cannot voluntarily change are __________

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primary.

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2. Characteristics that can be changed are known as _________________.

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secondary

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These are the thought processes we employ to help us make sense of the world we live in.

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Socio-Behavioral Tendencies (SBTs)

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when we take the liberty of declaring something about a situation, item, or someone else that is not supported by fact

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Assuming

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This 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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Collusion

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4. Being __________ __________ requires all Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs

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socially sensitive

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

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Inclusion

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7. As a leader, understanding _____________ will help to maximize individual/unit performance and allow your Airmen to reach their highest potential

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diverstiy

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1. SSgt Burnham tells his coworker, "I wish I was still deployed. At least the leadership of that joint unit understood the differences in personalities and the strengths and weaknesses of members from our sister services. No matter how difficult the mission, they were aware of our emotions and feelings and despite the cultural differences, they always found a way to respect individual characteristics and to tap into what each person brought to the mission. Their approach not only ensured mission success, it improved our appreciation for one another and enhanced my understanding of others' values and beliefs." SSgt Burnham's joint unit BEST illustrates ___________ impact on mission effectiveness. a. all four elements of the FAIR Way and their b. Social Sensitivity and its c. Socio-Behavioral Tendencies and their

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1. CORRECT ANSWER: b RATIONALES: a. INCORRECT: Although the scenario contains hints about Inclusion and Respect, it does not illustrate all of the FAIR Way, which according to the Diversity chapter, includes Feedback, Assistance, Inclusion, and Respect. See rationale for correct response for additional information. b. CORRECT: The scenario best illustrates Social Sensitivity, which, according to the Diversity chapter, is genuinely internalizing the essence of diversity and seeking ways to incorporate diversity in behaviors, daily routines, and operations. It includes developing a keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs in order to better understand the individual characteristics of who we work with, what each person brings to the mission, and to improve our appreciation and respect for one another. c. INCORRECT: The scenario does not illustrate Socio-Behavioral Tendencies, which, according to the Diversity chapter, include assumptions, stereotypes, social biases, perceptions, perspectives, collusion, prejudices, and discrimination. Socio-Behavioral Tendencies 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. See rationale for correct response for additional information.

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2. As the new NCOIC, TSgt Milton reviews customer surveys and immediately calls a work center meeting. "This morning I will share my expectations for this team and discuss how we can assist one another," says Milton. "I also need to know what you need and expect from me that will help you accomplish your responsibilities more effectively. For example, do you need equipment, additional training, or help with a personal matter?" Cautiously SrA Brady asks, "I get the impression that you think our section is in need of drastic improvement. Is this true?" Milton replies, "Not exactly. I simply believe that there is a lot of untapped potential within this team." TSgt Milton's ________ will MOST likely ________ unit effectiveness. a. appropriate use of Socio-Behavioral Tendencies; enhance b. inappropriate use of Socio-Behavioral Tendencies; hinder c. effective use of the FAIR Way; enhance d. ineffective use of the FAIR Way; hinder

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2. CORRECT ANSWER: c RATIONALES: a. INCORRECT: Nothing in the scenario clearly indicates TSgt Milton is using Socio-Behavioral Tendencies, which according to the Diversity chapterinclude assumptions, stereotypes, social biases, perceptions, perspectives, collusion, prejudices, and discrimination. See rationale for correct response for additional information. b. INCORRECT: Nothing in the scenario indicates TSgt Milton is using Socio-Behavioral Tendencies, which according to the Diversity chapter include assumptions, stereotypes, social biases, perceptions, perspectives, collusion, prejudices, and discrimination. See rationale for correct response for additional information. c. CORRECT: TSgt Milton's effective use of the FAIR Way will MOST likely enhance unit effectiveness. According to the Diversity chapter, the FAIR Way includes Feedback (giving/receiving) about expectations, how to meet them, and discovering what subordinates need (equipment/training/resources). Assistance is making sure workers have what they need and its encouraging workers to assist one another. Inclusion is making sure everyone has the opportunity to participate fully in the workplace. Respect is recognizing each person's unique value, contributions, and potential to the organization. d. INCORRECT: TSgt Milton's effective use of the FAIR Way will likely enhance not hinder unit effectiveness. See rationale for correct response for additional information

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1. ________ is "the art and science of motivating, influencing, and directing Airmen to understand and accomplish the mission

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Leadership

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2. Ensuring organizational ________ and ________ is a leader's primary responsibility.

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effectiveness and success

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3. ________ is the "capacity to follow a leader."

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Followership

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5. What are the four followership traits?

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Competence, integrity, loyalty, and initiative

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6. What are the five leadership traits?

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Selflessness, loyalty, integrity, commitment, and decisiveness

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The _________ is whatever the unit, or person is responsible to do; the task to get done.

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Mission

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The _________ are the ones that accomplish the mission. Without Airmen there is no mission

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Airman

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

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Feedback

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"An opinion or recommendation offered as a guide to action or conduct."

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Advice

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

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Diagnosing

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This 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

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Adapting

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7. What are the three essential leader skills?

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Diagnose, adapt, and communicate

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8. When diagnosing, what areas does a leader look at?

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Situation, people, and environment

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This ability to influence, or influence potential, is referred to as your ______ base.

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power

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_________ power is derived from your position within the organization and is given or delegated to you by your superiors

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Position Power

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There are four powers that affect the amount of positional influence a leader has

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legitimate, connection, coercive, and rewar

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Influence based on position comes from the leader's title, rank, or assignment in an organization

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Legitimate

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This power source falls under the "who you know" category and can quickly erode and lead to unethical situations if leaders use it as a primary source of influence.

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Connection

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________ power is the leader's ability to enforce discipline—the perception followers have of your ability to take action by counseling, giving administrative paperwork (LOC, LOR, etc.), recommending punishment, etc.

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Coercive

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__________ power is your ability to provide rewards

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Reward

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Personal power consists of

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referent, expert, and information power

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________ power is the personal charisma or likeability characteristics (trust, confidence, etc.) that a person has

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Referent

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A person's _________ power is his/her special knowledge or skills related to the job.

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Expert

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Aperson's _________ power is his/her perceived access to important data and useful information, like reenlistment information or promotion statistics

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Information

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1. During an initial EPR feedback session, MSgt Aldo tells SSgt Alexander, "I expect you to know what your job is, how to do it, and to perform it to the best of your ability. Furthermore, I will accept nothing less than ethical behavior at all times and I expect NCOs to accept full responsibility for their actions. Finally, faithfulness, obedience, respectfulness, and initiative are important to me." MSgt Aldo's comments BEST explain _____________. a. powers b. leadership traits c. followership traits

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1. CORRECT ANSWER: c RATIONALES: a. INCORRECT: MSgt Aldo's comments do not explain powers, which according to the Leader Influence chapter; include personal (referent, expert, information) and positional power (legitimate, connection, coercive, and reward). See rationale for correct response for additional information. b. INCORRECT: MSgt Aldo's comments do not explain leadership traits, which according to the Leader Influence chapter; include selflessness, loyalty, integrity, commitment, energy, and decisiveness. See rationale for correct response for additional information. c. CORRECT: MSgt Aldo's comments best explain followership traits which, according to the Leader Influence chapter, include competence (know what your job is, how to do it, and to perform it), integrity (ethical behavior...accept full responsibility for their actions), loyalty (faithfulness, obedience, and respectfulness), and initiative.

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2. During a mid-term performance feedback session, TSgt Finn reminds SSgt Rafferty, "As I've said in the past, faithfulness to peers, subordinates, and to me is important. So is your enthusiasm and motivation for taking the initiative. I appreciate your willingness to make decisions, act on them, and accept responsibility for your decisions. Your actions seem to prompt your subordinates to always support the unit's mission with passion." This scenario BEST illustrates _____________ and their impact on unit effectiveness. a. leadership traits b. followership traits c. leadership powers

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2. CORRECT ANSWER: a RATIONALES: a. CORRECT: This scenario is about leadership traits, which according to the Leader Influence chapter, include among others: loyalty (faithfulness to peers, subordinates, and to me), energy (enthusiasm and motivation for taking the initiative), and decisiveness (willingness to make decisions, etc.) b. INCORRECT: This scenario is not about followership traits, which according to the Leader Influence chapterinclude competence, integrity, loyalty, and initiative. Although the scenario hints at followership traits with the phrase, "enthusiasm, and motivation for taking the initiative," this is actually a description of energy under leadership traits. See rationale for correct response for additional information. c. INCORRECT: This scenario is not about powers, which according to the Leader Influence chapterinclude personal power (referent, expert, information) and positional power (legitimate, connection, coercive, and reward). See rationale for correct response for additional information.

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3. SSgt Cordell tells his team, "I know the task before you is going to take a lot of overtime. It will require personal sacrifice on your part; however, I believe you are up to the challenge so expect a one-day pass when it's all finished." SSgt Cordell's use of ______ power will MOST likely__________ unit effectiveness. a. personal; hinder b. personal; enhance c. position; hinder d. position; enhance

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3. CORRECT ANSWER: d RATIONALES: a. INCORRECT: There is no indication the SSgt Cordell used personal power in this scenario, which according to the Leader Influence chapter, is referent, information, and expert. See rationale for correct response for additional information. b. INCORRECT: There is no indication the SSgt Cordell used personal power in this scenario, which according to the Leader Influence chapter, is referent, information, and expert. See rationale for correct response for additional information. c. INCORRECT: SSgt Cordell's use of position power will most likely enhance (not hinder) unit effectiveness. See rationale for correct response for additional information. d. CORRECT: According to the Leader Influence chapter, position power includes legitimate, reward, coercive, and connection and is derived from the position within the organization. In this situation, SSgt Cordell uses his position as team leader to promise a reward (one-day pass). The promise of a reward (effective use of position power) will most likely increase subordinate commitment levels, which in turn will enhance unit effectiveness.

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Negotiation is a communication process involving two or more people/groups where

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1. the parties have a degree of difference in positions, interests, goals, values or beliefs. 2. the parties strive to reach agreement on issues or course of action.

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The person or group with whom you are engaged in negotiations

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Opposite

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9. __________ as it pertains to TIPO, is defined as your belief and/or evidence that the opposite's interactions with you are genuine, sincere, and honest.

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Trust

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10. The two categories of trust are ________ and _________.

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personal and process.

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11. What are the two types of power?

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Position and personal

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12. ________ _________ is typically associated with one's rank, position, or level of authority; legitimate power affords you the right to accomplish a task, issue an order, or insist an action based on your position or authority.

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Legitimate power

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13. ___________ ______________ is derived from confidence and trust others have in the leader and is earned.

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Personal power

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14. What are the two elements of option building

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1.) Define the problem. 2.) Identify possible resources (information, power, time, people, money, etc.) that may be available

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1. TSgt West contacts the Vehicle Distribution Flight and says, "I would like to request a large truck to haul away some old office equipment." The dispatcher on duty, SSgt Freeman replies, "I have one truck available, but you would need to return it by noon today so I can support another high-priority request." West says, "That won't work. I'll need it for at least two days." After some thought Freeman says, "Could you wait until tomorrow? That way I could use the vehicle to support this other requirement and you can use it for the rest of the week." West tells Freeman, "I understand the position you're in and will gladly stop by in the morning to sign out the truck." This scenario BEST illustrates the use of the _____________ strategy for negotiating and its impact of NCO effectiveness. a. settle b. comply c. cooperate

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1. CORRECT ANSWER: a RATIONALES: a. INCORRECT: The Settle Strategy for Negotiating, according to the Introduction to Negotiating chapter, "you may minimally satisfy both side's task interests through the process of compromising on whatever difference separating you from the opposite; usually in the form of splitting the difference "...somewhere down the middle". Each party "gets something," but usually not what you really need or what fully satisfies you. In the scenario, TSgt West and SSgt Freeman come to an agreement that satisfies both of them. See the rationale for the correct response for additional information. b. INCORRECT: According to the Introduction to Negotiating chapter, the Comply Strategy for Negotiating 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 result of this strategy is that the more assertive party gets what they want and you, as the compliant side, gives up whatever is at stake or gives in to the opposite. In the scenario, neither Freeman nor West gives in to the other. See the rationale for the correct response for additional information. c. CORRECT: TSgt West and SSgt Freeman cooperate which, according to the Introduction to Negotiating chapter, is useful when a party desires to achieve a mutually satisfying outcome while simultaneously managing the relationship. SSgt Freeman attempts to achieve a mutually satisfying outcome as evidence by the statements, "Could you wait until tomorrow? That way I could use the vehicle to support this other requirement (Freeman's need) and allows you to use it for the rest of the week (West's need)." West, in-turn, acknowledges the challenge Freeman is facing (supporting West and a high-priority request) and agrees to his offer, which supports not only the tasks at hand but the relationship as well

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2. After failing their Operational Readiness Inspection (ORI), SSgt Shire must prepare her work center for the re-inspection. After taking into account the experience of the Airmen she has available to help, she calls a team meeting and opens it by saying, "We only have a few weeks left before the re-inspection and a passing score is absolutely necessary. Therefore, I have created a plan to review every item on the ORI checklist. To accomplish this, I have assigned you to teams to work specific sections of the checklist." Shire closed the meeting, answered a few questions, and reconciled a heated debate among the Airmen. Shortly after, she overhears a few Senior Airmen complaining about their assigned tasks. SSgt Shire's ____________, will MOST likely ___________ her effectiveness. a. consideration of the who, stakes, and situation; enhance b. disregard for the who, stakes, and situation; hinder c. use of all her personal and position powers; enhance d. misuse of all her personal and position powers; hinder

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2. CORRECT ANSWER: a RATIONALES: a. CORRECT: SSgt Shire's consideration of the Who, the Stakes, and the Situation will most likely enhance her effectiveness. According to the Introduction to Negotiating chapter, the 'Who' refers to people you are you dealing with. The 'Stakes' are what you stand to gain or lose...important/trivial. The 'Situation' refers to the criticality of the situation (time-sensitive, life threatening, etc.) SSgt Shire considered the 'Who' as indicated by the statement, "After taking into account the experience of the Airmen she has available to help..." She considered the 'Stakes' as indicated by the statement, "...a passing score is absolutely necessary." She considered the 'Situation' as indicated by the statement, "We only have a few weeks left before the re-inspection..." b. INCORRECT: SSgt Shire did consider the 'Who', 'Stakes', and 'Situation', which will most likely enhance, not hinder her effectiveness. See rationale for correct response for additional information. c. INCORRECT: The scenario does not clearly indicate that SSgt Shire used all of her Personal Powers that, according to the Introduction to Negotiating chapter, include Referent, Information, and Expert. Though she did demonstrate a level of expertise as a planner (Expert power), there is nothing that indicates she is charismatic (Referent power) or has knowledge to share (Information power). The Position Powers include Coercive, Connection, Reward, and Legitimate. Although she did exercise her Legitimate power as indicated by the statement, "...she schedules a team meeting and opens it by saying..." there is no evidence that she used her Coercive, Connection, or Reward powers. See rationale for correct response for additional information. d. INCORRECT: Nothing in the scenario indicates that SSgt Shire used all of her Personal and Position Powers. See rationales for 'c' and correct response for additional information.

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

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Resource stewardship

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1. What are the six types of resources?

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Assigned personnel, financial, material, warfare, information, and technology

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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

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Operations and Maintenance (O&M)

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

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Anti-Deficiency Act:

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Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time, usually a few days to a few weeks.

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Continuing Resolution Authority (CRA):

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

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Budget Execution Review (BER)

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refers to a product formally called the Financial Plan or Fin Plan. The FEP ensures an equitable distribution of the President's Budget (PB) for the next fiscal year (budget year) consistent with accomplishing Air Force program objectives and is the main vehicle for distributing anticipated funding (direct & reimbursable) in an equitable manner.

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Financial Execution Plan (FEP)

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The four Air Force manpower competencies are

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Organization Structure, Program Allocation and Control, Requirements Determination, and Performance Management

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This competency deals with the functionality of organizations, specifically activation, inactivation, redesignation, and reorganization

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Organization Structure

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This competency centers on the Unit Manpower Document (UMD), funded and unfunded position requirements

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Program Allocation and Control

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This competency centers on the ACR which is a multi-purpose instrument used to propose adjustments to a UMD.

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Requirements Determination

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This manpower competency concentrates on programs that increase workforce efficiency and organization cost effectiveness

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Performance Management

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16. What manpower competency covers the Unit Manpower Document?

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Program Allocation and Control

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17. What is the difference between a funded and unfunded position?

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Funded requirements are authorized and funded positions needed to accomplish the assigned workload. Unfunded requirements are authorized but unfunded positions needed to accomplish the assigned workload

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1. Due to an upcoming mission change, the chief tells TSgt Abel to reclassify the skill level and security clearance of several positions. After a quick check with the manpower office, Abel submits the proper document to request the chief's changes. Several months later, new personnel with the right skills begin arriving just in time to help the squadron begin its new mission. TSgt Abel's submission BEST illustrate use of the __________ and its impact on mission effectiveness. a. Unit Personnel Management Roster b. Authorization Change Request c. Unit Manpower Document

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1. CORRECT ANSWER: b RATIONALES: a. INCORRECT: TSgt Abel did not use the Unit Personnel Management Roster (UPMR), which, according to the Resource Stewardship lesson, is for 'faces' in 'spaces'." Nothing in this scenario indicates TSgt Abbott's submission has anything to do with 'faces'. See the rationale for the correct response for additional information. b. CORRECT: TSgt Abel used the Authorization Change Request (ACR), which according to the Resource Stewardship lesson, "is a document used to change (reclassify) attributes of positions listed on the Unit Manpower Document when there is a change in mission." c. INCORRECT: According to the Resource Stewardship lesson, the Unit Manpower Document (UMD) details the organizational structure, position numbers for each authorization, attributes associated with each position, and other pertinent data units need to manage manpower resources. Although TSgt Abbott references the UMD, the document submitted is an Authorization Change Request (ACR). See the rationale for the correct response for additional information

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2. SSgt Bose, the new NCOIC of Pharmacy Services, grows tired of her Airmen complaining about their section's outdated equipment. Realizing she has several unknown, unfunded requirements, she submits a request for funds to the unit's resource advisor (RA) in October. Since Bose's request is so thorough, the RA makes one minor change, and then submits the request to the wing's Budget Execution Review committee in January. The resource advisor's ____________ will MOST likely ____________mission effectiveness. a. appropriate use of the financial execution plan; enhance b. inappropriate use of the financial execution plan; hinder c. understanding of the budget cycle; enhance d. misunderstanding of the budget cycle; hinder

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2. CORRECT ANSWER: c RATIONALES: a. INCORRECT: Nothing in this scenario indicates use of the FEP. According to the Resource Stewardship lesson, FEPs are usually submitted and finalized in the 2nd Quarter of the Budget Cycle (typically January). The FEP is used by all levels of an organization to identify and prioritize key requirements to current year spending and for developing next year's budget. It includes known and funded requirements, as well as known and unfunded requirements. In this scenario, the RA is clearly dealing with and "unknown, unfunded requirement," which requires use of the BER process. See the rationale for correct response for additional information. b. INCORRECT: Nothing in this scenario indicates use of the FEP. See rationales for 'a' and correct response for additional information. c. CORRECT: According to the Resource Stewardship lesson, the first Budget Execution Review (BER) occurs during the 2nd Quarter (typically January) of the Budget Cycle. The resource advisor (RA) clearly understands the budget cycle as evidenced by her waiting until the 2nd Quarter of the Budget Cycle to submit SSgt Bose's request for funds. According to the Budget Cycle, Cost Centers begin working the 1st BER (aka unknown, unfunded requests) in October for submission by the RA in January. Therefore, the RA's actions will most likely result in the pharmacy receiving the funds necessary to purchase new equipment. d. INCORRECT: The resource advisor (RA) clearly understands the budget cycle as evidenced by her waiting until the 2nd Quarter of the Budget Cycle to submit SSgt Bose's request for funds. See the rationale for correct response for additional information.

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The strategic, never-ending, incremental refinement of the way we perform our duties and responsibilities.

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Continuous Improvement

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The AFSO21 Five Desired Effects are

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Increase productivity of our people, Increase critical equipment availability rates, Improve response time and agility, Sustain safe and reliable operations, Improve energy efficiency

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AFSO21's Three Levels of Priorities

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Just Do It, Rapid Improvement Events (RIE), and High Value Initiatives (HVI).

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This is a quick fix to a process irritant; a simple answer to an obstacle in an individual process

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Just Do It

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These events usually 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.

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Rapid Improvement Events (RIE)

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The four components of a successful RIE are:

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1. Strong Leadership 2. Knowledgeable participants 3. Focused Event Scope 4. Implementation Plan and Result Metrics

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Typically require four to six months in order to successfully define and implement the required process changes.

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High Value Initiative (HVI)

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AFSO21 problem solving incorporates 4 approaches

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Lean, Six Sigma, Theory of Constraints, Business Process Reengineering

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systematic approach to identify waste, focus activities on eliminating it, and maximize (or make available) resources to satisfy other requirements

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Lean

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A strategy that increases efficiency by statistical process control

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Six Sigma:

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A philosophy and methodology for addressing logical thinking, scheduling and controlling resources and measuring performance

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Theory of Constraints

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A management approach that examines aspects of a business and its interactions and attempts to improve the efficiency of underlying processes

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Business Process Reengineering

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is the available production time divided by customer demand

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Takt time

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10. ________ is a systematic approach to identify waste, focus activities on eliminating it, and maximize (or make available) resources to satisfy other requirements.

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Lean

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11. ________ ________ is a strategy that increases efficiency by statistical process control

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Six Sigma

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12. What are the three levels of AFSO21 priorities?

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Just Do It, Rapid Improvement Event, High Value Initiative

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A structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state

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Change Management

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14. The _______ ________initiates the change.

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change sponsor

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15. __________ are the people responsible for implementing the change

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Change agents

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16. __________ are the people affected by the change.

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Change targets

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17. In what stage of Jansen's Model of Change do people accept the change?

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Renewal

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1. TSgt Rivera, the NCOIC of Air Freight Management asks SSgt Graves, "Do you know why it takes so long to get our expedited cargo inspected?" SSgt Graves replies, "Apparently, the inspection team doesn't like their new government vehicle and would rather walk to each aircraft on the flightline." Frustrated Rivera says, "That's ridiculous! So instead of recognizing the need for a vehicle, they would rather walk around the flightline, causing our freight and aircraft to wait." TSgt Rivera immediately contacts the inspection team and instructs them to use their assigned vehicle. The inspection team's actions BEST illustrate _______ impact on mission effectiveness. a. a category of waste and its b. the phases of change management and their c. the PDCA Cycle for problem solving and its

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1. CORRECT ANSWER: a RATIONALES: a. CORRECT: According to the Continuous Improvement chapter, there are eight types of waste. Waiting is one type of waste, which is whenever goods are not moving, or being processed. The inspection team's actions best illustrate this concept as evidenced by the expedited cargo waiting for inspection and inspectors are waiting on a vehicle to conduct their inspection. b. INCORRECT: Although the scenario hints at the phases of Unfreezing, (recognizing the need for using a vehicle ...) and Changing (...using a vehicle), which, according to the Continuous Improvement chapter, are the first two steps in unfreezing, the scenario does not address the final phase (refreezing) which is locking in and reinforcing the new procedure. See rationale for the correct response for additional information. c. INCORRECT: The Plan-Do-Check-Act (PDCA) Cycle (also referred to as the Deming cycle) is a four-step model for solving problems and carrying out change. The PDCA cycle can be used when starting a new improvement project, when developing a new or improved design of a process, product, or service. It can also be used when defining a repetitive work process, when implementing change and finally when planning data collection and analysis in order to verify and prioritize problems or root causes. Although the scenario hints at the first step, Plan (So instead of recognizing the need for using a vehicle...) and Act (TSgt Rivera immediately contacts the commander regarding the matter who instructs the inspectors to use their assigned vehicle) this scenario does not fully illustrate all four steps. See rationale for the correct response for additional information.

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2. MSgt Berry, evaluations section NCOIC, says to SSgt Renzi, "Fix our problems with the overdue EPRs ASAP!" Renzi tells her airman, SrA Embry, " We've been told to fix the EPR process, and here's how we're going to do it...call together all the unit EPR monitors, solicit their ideas and opinions, cut the waste, and standardize the process. MSgt Berry's ___________ will MOST likely ___________ mission effectiveness. a. inappropriate use of directive change; hinder b. appropriate use of directive change; enhance c. inappropriate use of participative change; hinder d. appropriate use of participative change; enhance

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2. CORRECT ANSWER: b RATIONALES: a. INCORRECT: MSgt Berry's actions will most likely enhance not hinder the mission. See rationale for correct response for additional information. b. CORRECT: In this situation, MSgt Berry used directive change appropriately, because according to the Continuous Improvement chapter, this type should be used when, 1) change must be implemented quickly and 2) subordinate input is not required or sought. MSgt Berry's actions will most likely enhance the mission because the change is necessary to prevent mission failure. c. INCORRECT: There is no evidence of MSgt Berry using this type of change. See rationale for 'd' and correct response for additional information. d. INCORRECT: According to the Continuous Improvement chapter, participative change includes, among other things involving subordinates in the change process in order to gain buy-in and commitment. There is no evidence of MSgt Berry using this type of change. The statement "Fix our problems with the overdue EPRs ASAP" clearly indicates directive change. See rationale for correct response for additional information.

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Types of Waste

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DEFECTS OVERPRODUCTION WAITING NON-STANDARD OVER PROCESSING TRANSPORTATION INTELLECT MOTION EXCESS INVENTORY

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The AFSO21 Five Desired Effects are

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1. Increase productivity of our people: Doing more of the right things with the same or less effort. 2. Increase critical equipment availability rates: All assets available at a greater rate from aircraft, to information technology, to range, space, etc. 3. Improve response time and agility: Quicker response time to the Warfighter. 4. Sustain safe and reliable operations: Reduce injury rates, increase people safety and safe use of materiel assets. 5. Improve energy efficiency: Make energy conservation a consideration in everything we do.

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Eight-Step Problem Solving

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Clarify and Validate, Breakdown the problem, Set improvement targets, determine the root cause, develope countermeasures, see countermeasures through, confirm results, standardize.

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Also referred to as the Deming cycle. It is a four-step model for solving problems and carrying out change.

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The Plan-Do-Check-Act (PDCA) Cycle

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Recognize an opportunity and plan a change

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Plan

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Test the change by carrying out a small-scale study

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Check

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Take action based on what you learned in the check step. If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes.

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Act

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A disciplined 5-step problem solving approach used in the Six Sigma strategy to deliver high performance, reliability, and value to the end customer

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The Define, Measure, Analyze, Improve, Control (DMAIC) methodology

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First define the improvement opportunity, develop an improvement project plan, define the process and evaluate the process

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Define

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Measure the existing process and identify the process capability requirement

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Measure

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Process is analyzed to determine its capability

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Analyze

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The results of the change are evaluated and conclusions are drawn as to its effectiveness.

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Improve

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Control plans are developed to ensure the process is institutionalized and to ensure the new process continues to be measured and evaluated

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Control

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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

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Six "S"

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Six "S's"

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1. Sort 2. Straighten 3. Shine 4. Standardize 5. Sustain 6. Safety

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clean, organize and keep only what is necessary

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Sort

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identify, organize, and arrange a place for everything

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Straighten

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regular (usually daily) cleaning and maintenance

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Shine

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simplify and standardize; make it easy to maintain

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Standardize

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continue to train and maintain the standards

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Sustain

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make safety a priority in all improvement areas

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Safety

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According to this model, we go through four stages of change: Comfort, Denial, Confusion, and Renewal.

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Stages of Change (Janssen's Model of Change)

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where things are routine and we are comfortable, satisfied, and calm.

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Comfort

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We move from Comfort to a state of ________ when we are forced to confront external change.

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Denial

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After the Denial stage, we enter the stage of _________. This is where we accept the change and begin to grapple for ways to proceed from the known to the unknown.

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Confusion

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Finally, we enter the stage of _______ where we accept the change

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Renewal

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The five levels or reactions to change otherwise known as diffusion of innovation.

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Innovators Early adopters The early majority The late majority Laggards

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Those who immediately embrace new ideas.

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Innovators

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Are usually social and opinion leaders who are often popular, educated, and able to see a competitive advantage in adopting new ideas early.

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Early adopters

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The _____ ________ makes up one of the largest groups of people, providing an important link in the change process because they tend to represent mainstream thinking

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early majority

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The ____ ________ is the other large group in the middle of the curve. Most people in this category are hampered by feelings of insecurity and skepticism, which prevent them from taking risks.

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late majority

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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.

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Laggards

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Four levels of change present in people

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Knowledge Attitude Individual Behavior Group Behavior

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Change Cycles

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Directive Change Cycle Participative Change Cycle

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Quite simply, this is change imposed by some external force, such as a commander, superintendent, or supervisor.

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Directive Change Cycle

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Is implemented when new knowledge is made available to the individual or group

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Participative Change Cycle

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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.

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Adaptability

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The Phases of Change

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Unfreezing Changing Refreezing

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The first step in deciding to create a change is to recognize the need for change.

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Unfreezing

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It's the movement from the old way of doing things to the new way of doing business

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Changing

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You must lock in the new procedures to become a permanent part of daily operations.

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Refreezing

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14. The _______ ________initiates the change.

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change sponsor

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15. __________ are the people responsible for implementing the change

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Change agents

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16. __________ are the people affected by the change.

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Change targets

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17. In what stage of Jansen's Model of Change do people accept the change?

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Renewal

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23. Which change cycle relies on personal power?

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Participative

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Unlock all answers in this set

Unlock answers

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The originator of the communication process

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The sender

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The idea, feeling, or information that the sender transfers to his or her audience.

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The message

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This refers to the way we say things, and is just as important as the actual words we speak

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Paralanguage

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Customarily the use of hands to show emphasis, transition, enumeration, etc. Sometimes accompanied by tonal inflections, pauses, or other nonverbal behaviors

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Gestures

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Fear, surprise, joy, sadness, anger, disgust, etc., are conveyed through brow, eye, and mouth configurations

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Facial expressions

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Proximity or distance between sender and receiver

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Positioning

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The target for the sender's message

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The receiver

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Reaction to the received message

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Feedback

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The most common barriers to effective communication are divided into two basic types

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organizational barriers and psychological barriers

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People generate some of this noise, while machinery or equipment creates the rest.

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Environmental Noise

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This occurs when supervisors and managers do not listen to, or have a receptive attitude towards their subordinates' input or suggestions

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Autocratic Management

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Barriers related to the way people think, reason, or feel

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Psychological Barriers

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Three Psychological Barriers

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Personalities, values, and learned use of the English language

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Concepts not identified with specific objects and could have multiple meanings

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Abstract words

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Word that represent actual things/objects

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Concrete words

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These words and/or phrases have different meanings to different people

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Ambiguous Terms

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The greatest and most common of all language barriers

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Lack of Common Core Experience

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Three broad phases you need to work through to ensure effective communication

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Diagnose the communication needs, then prepare the communication, and lastly, deliver the message

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This is discovering/determining the general purpose for the communication

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Diagnosing

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When preparing the communication and delivering the message, all good communication includes three main components:

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Introduction, body, and conclusion

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This includes Attention Step, Purpose Statement, Motivation/Hook, and Overview.

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Introductory Statement

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This must clearly and succinctly address your purpose for communicating

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Purpose Statement

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An effective _______ tells WHY the audience needs to listen, HOW they can use the information, and makes the audience WANT to listen

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Motivation (Hook)

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This provides a road map for the audience

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Overview

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These provide a smooth connection between major thoughts (main points) and link minor points and ideas together.

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Transitions

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Where you deliver your message and achieve your objective (inform, motivate, persuade, etc.

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Body

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Can be used in the same manner as your own personal knowledge and experiences; there is no need to acknowledge the source

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Common Knowledge

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This includes facts commonly known, including historical facts

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Standard Information

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Primarily used as proof of a particular point or assertion

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Statistics

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Determining what you need and determining if the source material meets this need

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Relevance

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This means all sentences or points discussed support the topic, which, in turn, supports the main point

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Unity

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These help ensure your communication is coherent by tying ideas and sentences together.

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Internal transitions

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These are sentences or statements used to provide a link between main points within your communication

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External transitions

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The last element of good communication

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Conclusion

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answer

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answer

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answer

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2. The three channels of communication are _______, _________, and _______.

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2. The three channels of communication are Upward, Downward, and Lateral.

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9. Unity means all sentences or points discussed support the topic, which, in turn supports the _________ __________. 11. All good conclusions include what three elements?

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9. main point. 11. Participative Summary, restatement of purpose and/or re-motivation, and closure

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Strategic Communication

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SAPP

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security, accuracy, propriety, and policy

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Desired affect is to influence the adversary's behavior and actions by protecting friendly operations and activities

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Security

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Does it tell the right story, does the communication contain facts?

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Accuracy

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Is the communication appropriate to the purpose or circumstances of the media engagement based on established standards? (

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Propriety

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Is everyone who is engaging the media adhering to Air Force policy (dress and appearance, military bearing, ethical behavior, etc.).

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Policy

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This means discussing only issues related to your AFSC or personal experiences.

answer

Stay in your lane

question

Types of Interviews

answer

On-the-Record, Background, and Off-the-Record Interview.

question

The quote is attributed to your name

answer

On-the-Record

question

Interview that allows you to provide context to stories, ensure the proper emphasis is placed on key aspects, and stories are accurately reported. The quote is attributed to a generic title.

answer

Background

question

Clearly state which portion of the interview is "off-the-record" to ensure there is no chance of confusion. Be advised, there is always a risk that the reporter will not honor your agreement

answer

Off-the-Record:

question

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

answer

Hooking

question

A technique used to move from the reporter's agenda to your message

answer

Bridging

question

A technique used to emphasize your message

answer

Flagging

question

Is the integrated employment of three operational elements: influence operations (IFO), electronic warfare operations, and network warfare operations

answer

Information Operations (IO).

question

The purpose of ______is to reduce the vulnerability of Air Force missions from successful adversary collection and exploitation of critical information

answer

OPSEC

question

answer

Classified Information

question

answer

question

answer

question

A concise written statement of a single idea or concept.

answer

The single idea bullet statement

question

concise written statement of a person's single accomplishment and it impact on the unit's mission, organization, etc

answer

Accomplishment-Impact bullet

question

Accomplishment-impact bullets are typically used in

answer

Enlisted Performance Reports (EPR), Officer Performance Reports (OPR), and award submissions (AF IMT 1206).

question

The single idea bullet statement is typically used for

answer

Talking Papers, Point Papers, and Bullet Background Papers

question

Variation of the accomplishment-impact bullet, the accomplishment element begins with a strong action verb and ends with an expressly stated impact element

answer

Action verb variation

question

Variation of the accomplishment-impact bullet, the accomplishment element begins with a modifier, such as an adverb, in front of the action verb and ends with an expressly stated impact element

answer

Modified verb variation (LY)

question

Achievement bullets may not contain a separate impact statement; the impact is not explicitly stated but implied

answer

Specific achievement bullets

question

What kind of information should you extract to build solid bullet statements?

answer

question

AF FM 931

answer

Initial feedback

question

AF FM 1206

answer

Memo for Record

question

This element briefly describes the person's actions or behavior

answer

accomplishment

question

This describes the results of the accomplishment and it may be either expressly stated or implied (for specific achievement bullets only!).

answer

The impact element

question

To help ensure accuracy of bullet statements

answer

• Ensure facts are correct • Verify questionable information • Ask questions • Correct errors or inaccuracies

question

Questions to help add specificity to bullet statements

answer

• Exactly how many? • Can I find more exacting numerical values? • What exactly is...? • Who benefited from this performance? • How have others benefited from this performance?

question

Also known as "the critical attributes of bullet statements

answer

Accuracy, brevity, and specificity, or ABS for short

question

Making your bullet statements brief will take two different types of changes:

answer

1. Replace lengthy words with shorter, clearer, more common and powerful terms 2. Reduce the number of fluff or filler words

question

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

answer

recognition.

question

Focuses on telling a story. This may mean telling a fictional story — one that is made up — or it may mean telling a real-life story

answer

Narrative writing

question

Another form of narrative writing where you have to "tell the story" of your subordinate's performance.

answer

Disciplinary Writing

question

A tool that can be used to either correct the conduct or reinforce a particular behavior

answer

Letter of Counseling, Admonishment, or Reprimand.

question

(AFPD 36-28

answer

Awards and Decoration Program

question

14. An official memorandum is used to write to an individual on a private matter for praise, condolence, sponsorship, etc. a. True b. False

answer

14. b. False; that describes the use of personalized letters

question

answer

c. Flush with right margin 10 line spaces from top of the page; 31 July 2007

question

answer

16. c. identifies the issues or topic

question

answer

17. a. needs double space after MEMORANDUM FOR

question

answer

question

answer

question

answer

question

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

answer

Interpersonal communication

question

One-way trip with a message

answer

Communicative action

question

Two-way exchange of messages

answer

an interaction

question

Continuous sending and receiving between Two people

answer

A transaction.

question

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

answer

Perceptions

question

The optimal supervisor-subordinate relationship is one where both parties trust each other and the subordinate knows the supervisor is there to assist

answer

The Helping Relationship

question

2. List four examples of non-verbal communication. a. b. c. d.

answer

2. Gestures, facial expressions, eye contact, body language

question

3. ____________ to _________ interpersonal communication is often driven by supervisory responsibilities, including setting standards, evaluating performance, and providing effective feedback.

answer

Supervisor to Subordinate

question

4. The specific interpersonal skills you develop will help you maintain a _________ ____________ in all of your supervisor-subordinate interactions.

answer

helping relationship

question

Consists of the pre-session, session, and post-session, and the steps/skills that make up those elements

answer

Interpersonal Communication skills

question

Pre-Session Activities

answer

Diagnose, Prepare, Determine your approach, Setting

question

Three types of approaches

answer

Directive, Nondirective, Combined

question

Typically, this approach uses one-way communication and the supervisor is responsible for determining the nature of the problem, the best solution, and how to implement the solution.

answer

Directive approach supervisor-centered

question

In this approach, the subordinate has determined a problem exists and developed potential solutions

answer

Nondirective subordinate-centered

question

The ___________ approach consists of components of both the directive and nondirective approaches

answer

Combined

question

The three most critical factors to consider in selecting and preparing the setting are

answer

location, space, and time

question

To _____ the session you will need to greet the subordinate properly as he/she enters the room. You will also need to establish an appropriate rapport with the subordinate

answer

open

question

This means being an active participant and focusing your full attention of the subordinate as he/she speaks

answer

Attending

question

__________skills refer to what you say, how you say it, and how you behave in response to the subordinate's verbal and nonverbal messages

answer

Responding

question

This involves using open-ended questions that probe and prompt your subordinate to disclose, clarify, and examine the problem, as well as explore solutions.

answer

Questioning

question

Accurately paraphrasing the subordinate's specific content and feelings, and then restating it back to them

answer

Reflecting

question

Combining several of the subordinates' thoughts into broader comments, this helps keep the session on track, especially those that may run longer than expected

answer

Summarizing

question

Natural pauses that give the subordinate time to think about an answer

answer

Silence

question

________skills refer to the ability of a supervisor to prompt their subordinate to generate solutions to their problems and reach goals

answer

Resolving

question

Effectively summarize the highlights of the session, and restate/reinforce the solutions agreed to by you and the subordinate

answer

Closing

question

Your ____-__ ______ need to focus on finding out if your subordinate is progressing towards resolving his/her problem, and whether or not the problem has resurfaced later on down the road.

answer

Follow-Up Actions

question

6. The three most critical factors to consider in selecting and preparing the setting are ____________, _____________, and _____________.

answer

location, space, and time.

question

7. Identify the two types of feedback. a. b.

answer

A. personal situation B. profesional growth

question

14. _____________ actions need to focus on finding out if your subordinate is progressing towards resolving his/her problem, and whether or not the problem has resurfaced later on down the road.

answer

Follow-up

question

Two major categories of counseling

answer

personal situation and professional growth

question

______ _______counseling is event-oriented

answer

Personal Situation

question

_________ _____counseling includes planning for individual and professional short- and long-term goals

answer

Professional Growth

question

answer

question

answer

question

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

answer

Standards

question

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.

answer

NCO Authority

question

The purpose of ________ is to develop people who are able to control themselves and do what is right all the time, every time.

answer

Discipline

question

______ disclipline stops a problem from happening before it starts.

answer

Preventive

question

________ discipline restores discipline and/or improves performance

answer

Corrective (or rehabilitative)

question

1. ___________are morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.

answer

1. Standards are morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior.

question

2. Training, correction, or following established standards can be defined as __________?

answer

2. Training, correction, or following established standards can be defined as discipline.

question

As the name implies, the _________ is a progressive approach to discipline

answer

Progressive Discipline Process (PDP)

question

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

answer

A Letter of Counseling (LOC)

question

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

answer

A Letter of Admonishment (LOA)

question

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

answer

A Letter of Reprimand (LOR)

question

It provides commanders with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct and duty performance.

answer

The Unfavorable Information File (UIF)

question

A _____ ______ is a listing, maintained by Military Personnel Flight Special Actions, of military members whose on or off-duty conduct requires special attention or observation.

answer

control roster

question

Works in conjunction with the Uniform Code of Military Justice (UCMJ) to allow an individual to accept punishment in lieu of trial by courts martial.

answer

Nonjudicial Punishment (NJP)

question

AFI 36-2907,

answer

Unfavorable Information File (UIF) Program

question

answer

question

answer

question

Air Force Policy Directive 36-24

answer

Military Evaluations

question

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.

answer

Supervisors

question

_________ are the official in your chain of command designated by management to provide performance feedback and initiate performance reports.

answer

Reporting officials

question

This is a term that can be used interchangeably with the term reporting official.

answer

Rater

question

The Enlisted Evaluation System has three purposes

answer

question

Four critical attributes for effective performance standards.

answer

- ATTAINABLE/ACHIEVABLE - SPECIFIC - OBSERVABLE - MEASURABLE (can be compared to a decisive factor)

question

ATTAINABLE/ACHIEVABLE

answer

-- Realistic -- Within reach -- Possible to obtain

question

SPECIFIC

answer

-- Clearly defined -- Explicit -- Expressed without vagueness -- Unambiguous

question

OBSERVABLE

answer

-- You can see the behavior -- You can see results of the behavior

question

MEASURABLE (can be compared to a decisive factor)

answer

-- Timeliness -- Quantity -- Quality

question

AF Form 931

answer

Performance Feedback Worksheet

question

Some work habits you should monitor include

answer

• Punctuality • Organization • Decision making • Communication • Teamwork • Leadership • Time management

question

It involves observing your subordinate's performance with your own eyes

answer

Direct observation

question

This type of monitoring involves relying on someone else to provide you with information about how your subordinate is performing.

answer

indirect observation

question

A third way to observe subordinate performance is by____________ and by talking to customers who received the product or service

answer

checking completed products or services,

question

checking completed products or services,________ _______ and evaluate the individual on your pre-established standards.

answer

typical performance

question

Pitfalls in this area occur when an evaluator attempts to evaluate factors that are essentially unratable, like interest in the job, loyalty, and attitude.

answer

Ratability

question

answer

Relevancy

question

This pitfall is evident when evaluations of individuals don't show appropriate differences in performance.

answer

Variability

question

Some evaluators tend to give high ratings and are reluctant to give low ratings

answer

Evaluator Leniency

question

This error occurs when an evaluator's standards are unreasonably high

answer

Evaluator Strictness

question

This pitfall occurs when evaluators rate everyone as average

answer

Central Tendency

question

Evaluators commit this error when one factor, or possibly a characteristic of the subordinate, influences the evaluation of other factors

answer

Halo Effect

question

This occurs when evaluators allow their personal likes and dislikes of an individual to influence the evaluation.

answer

Personal Bias

question

This occurs when evaluations are disproportionately affected by the recent performance of a subordinate

answer

Recency

question

This pitfall involves being unduly influenced by the first impression made by the subordinate—first impressions don't always reflect typical performance

answer

Primacy

question

answer

Reputation

question

answer

8. B Ratability 9. C Relevancy 10. A Variability

question

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.

answer

Performance feedback

question

Initial feedback sessions must be completed within ______ of when supervision began

answer

60 Days

question

________-______ _____ is required mid-way through the reporting period, typically at the 6-month point

answer

mid-term feedback

question

______-__ ________ session must be accomplished within 30 days of the EPR close out date

answer

Follow-up feedback

question

Lays the foundation for supervisors to inform their subordinates about standards and expectations

answer

Initial

question

answer

Mid-term

question

During this session, 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

answer

follow-up

question

This is the type of feedback done before a subordinate violates a standard or falls below your supervisory line of acceptability

answer

Preventative feedback

question

This is the type of feedback done after a subordinate violates a standard or falls below your supervisory line of acceptability

answer

Rehabilitative feedback

question

AF Form 910,

answer

Enlisted Performance Report

question

answer

question

answer

question

answer

question

answer

question

This is an assemblage of persons (or objects) located or gathered together.

answer

A group

question

This is a group organized to work together

answer

A team

question

1. True/False: Collective efforts toward a shared goal help distinguish teams from groups.

answer

True

question

2. True/False: Groups are committed to their members' personal growth.

answer

False

question

3. True/False: Teams outperform groups because of the synergistic effect

answer

True

question

4. True/False: Groups are described as a collection of people assembled and organized to work together.

answer

False

question

A short sentence or paragraph that describes the organization's essential task(s), purpose, and action containing the elements of who, what, when, where, and why.

answer

Mission statement

question

This is a duty assigned to an individual or unit; a task.

answer

Mission

question

5. Mission is defined as the task, together with the ________.

answer

purpose.

question

6. Mission statements describe the ___________ essential task(s), purpose, and action and contain the elements of ______, ______, ______, _______, and ________.

answer

organization's who, what, when, where, and why

question

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

answer

Vision Statement

question

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

answer

vision statement

question

8. True or False: Mission Statements and Vision Statements perform two distinctly different jobs.

answer

True

question

9. True or False: The statement, "Its prime function is internal - to define the key measure or measures of the organization's success" BEST describes Vision Statement

answer

False

question

10. True or False: The mission statement communicates both the purpose and values of the organization

answer

False

question

11. _____________ describe the particular standards to which actions must be performed to accomplish the mission.

answer

Expectations

question

12. _____________ describe the ways in which actions should (and should not) be accomplished

answer

Expectations

question

Team Leader Responsibilities

answer

• Communications • Human Relations • Participation

question

Team Member Responsibilities

answer

• Communications Skills • Human Relation Skills • Participation Skills

question

13. The two roles associated with teams are _________ _________ and ___________ __________.

answer

team leader and team member.

question

This is an ongoing process involving interaction of individuals within a team to achieve thedesired objective

answer

Team Dynamics

question

16. __________ ___________ is an ongoing process involving interaction of individuals within a team to achieve the desired objective

answer

Team Dynamics

question

17. _______ are usually formed without consideration to each person's skill set

answer

Groups

question

The five stages Of Team Development

answer

Forming, Storming, Norming, Performing, and Adjourning

question

Members cautiously explore the boundaries of acceptable group behavior

answer

Forming Stage

question

This is usually where tensions build—especially if there are others with the same expertise, or if individuals feel inadequate

answer

Storming Stage

question

During this stage, members reconcile competing loyalties and responsibilities; there is an attitude change

answer

Norming Stage

question

By this stage, the team has settled its individual relationships and expectations. There is a sense of high morale, team loyalty and trust

answer

Performing Stage

question

The final stage of team development

answer

Adjourning/Transforming Stage

question

answer

question

answer

question

A composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission

answer

Diversity

question

Gender Sexual affiliation/orientation Age Mental and Physical abilities/qualities Race Ethnicity/Culture

answer

Primary Dimensions of Diversity

question

Work ethic Personality Income Educational background Marital status Language abilities Experience Strengths Religious and Philosophical beliefs Temperaments

answer

Secondary Dimensions of Diversity

question

this refers to legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, and reprisal.

answer

Equal Opportunity

question

answer

Affirmative action (AA)

question

1. Characteristics that we usually cannot voluntarily change are __________

answer

primary.

question

2. Characteristics that can be changed are known as _________________.

answer

secondary

question

These are the thought processes we employ to help us make sense of the world we live in.

answer

Socio-Behavioral Tendencies (SBTs)

question

when we take the liberty of declaring something about a situation, item, or someone else that is not supported by fact

answer

Assuming

question

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

answer

Collusion

question

answer

socially sensitive

question

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

answer

Inclusion

question

7. As a leader, understanding _____________ will help to maximize individual/unit performance and allow your Airmen to reach their highest potential

answer

diverstiy

question

answer

question

answer

question

1. ________ is "the art and science of motivating, influencing, and directing Airmen to understand and accomplish the mission

answer

Leadership

question

2. Ensuring organizational ________ and ________ is a leader's primary responsibility.

answer

effectiveness and success

question

3. ________ is the "capacity to follow a leader."

answer

Followership

question

5. What are the four followership traits?

answer

Competence, integrity, loyalty, and initiative

question

6. What are the five leadership traits?

answer

Selflessness, loyalty, integrity, commitment, and decisiveness

question

The _________ is whatever the unit, or person is responsible to do; the task to get done.

answer

Mission

question

The _________ are the ones that accomplish the mission. Without Airmen there is no mission

answer

Airman

question

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

answer

Feedback

question

"An opinion or recommendation offered as a guide to action or conduct."

answer

Advice

question

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

answer

Diagnosing

question

This 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

answer

Adapting

question

7. What are the three essential leader skills?

answer

Diagnose, adapt, and communicate

question

8. When diagnosing, what areas does a leader look at?

answer

Situation, people, and environment

question

This ability to influence, or influence potential, is referred to as your ______ base.

answer

power

question

_________ power is derived from your position within the organization and is given or delegated to you by your superiors

answer

Position Power

question

There are four powers that affect the amount of positional influence a leader has

answer

legitimate, connection, coercive, and rewar

question

Influence based on position comes from the leader's title, rank, or assignment in an organization

answer

Legitimate

question

This power source falls under the "who you know" category and can quickly erode and lead to unethical situations if leaders use it as a primary source of influence.

answer

Connection

question

answer

Coercive

question

__________ power is your ability to provide rewards

answer

Reward

question

Personal power consists of

answer

referent, expert, and information power

question

________ power is the personal charisma or likeability characteristics (trust, confidence, etc.) that a person has

answer

Referent

question

A person's _________ power is his/her special knowledge or skills related to the job.

answer

Expert

question

Aperson's _________ power is his/her perceived access to important data and useful information, like reenlistment information or promotion statistics

answer

Information

question

answer

question

answer

question

answer

question

Negotiation is a communication process involving two or more people/groups where

answer

1. the parties have a degree of difference in positions, interests, goals, values or beliefs. 2. the parties strive to reach agreement on issues or course of action.

question

The person or group with whom you are engaged in negotiations

answer

Opposite

question

9. __________ as it pertains to TIPO, is defined as your belief and/or evidence that the opposite's interactions with you are genuine, sincere, and honest.

answer

Trust

question

10. The two categories of trust are ________ and _________.

answer

personal and process.

question

11. What are the two types of power?

answer

Position and personal

question

answer

Legitimate power

question

13. ___________ ______________ is derived from confidence and trust others have in the leader and is earned.

answer

Personal power

question

14. What are the two elements of option building

answer

1.) Define the problem. 2.) Identify possible resources (information, power, time, people, money, etc.) that may be available

question

answer

question

answer

question

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

answer

Resource stewardship

question

1. What are the six types of resources?

answer

Assigned personnel, financial, material, warfare, information, and technology

question

answer

Operations and Maintenance (O&M)

question

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

answer

Anti-Deficiency Act:

question

Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time, usually a few days to a few weeks.

answer

Continuing Resolution Authority (CRA):

question

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

answer

Budget Execution Review (BER)

question

answer

Financial Execution Plan (FEP)

question

The four Air Force manpower competencies are

answer

Organization Structure, Program Allocation and Control, Requirements Determination, and Performance Management

question

This competency deals with the functionality of organizations, specifically activation, inactivation, redesignation, and reorganization

answer

Organization Structure

question

This competency centers on the Unit Manpower Document (UMD), funded and unfunded position requirements

answer

Program Allocation and Control

question

This competency centers on the ACR which is a multi-purpose instrument used to propose adjustments to a UMD.

answer

Requirements Determination

question

This manpower competency concentrates on programs that increase workforce efficiency and organization cost effectiveness

answer

Performance Management

question

16. What manpower competency covers the Unit Manpower Document?

answer

Program Allocation and Control

question

17. What is the difference between a funded and unfunded position?

answer

question

answer

question

answer

question

The strategic, never-ending, incremental refinement of the way we perform our duties and responsibilities.

answer

Continuous Improvement

question

The AFSO21 Five Desired Effects are

answer

Increase productivity of our people, Increase critical equipment availability rates, Improve response time and agility, Sustain safe and reliable operations, Improve energy efficiency

question

AFSO21's Three Levels of Priorities

answer

Just Do It, Rapid Improvement Events (RIE), and High Value Initiatives (HVI).

question

This is a quick fix to a process irritant; a simple answer to an obstacle in an individual process

answer

Just Do It

question

answer

Rapid Improvement Events (RIE)

question

The four components of a successful RIE are:

answer

1. Strong Leadership 2. Knowledgeable participants 3. Focused Event Scope 4. Implementation Plan and Result Metrics

question

Typically require four to six months in order to successfully define and implement the required process changes.

answer

High Value Initiative (HVI)

question

AFSO21 problem solving incorporates 4 approaches

answer

Lean, Six Sigma, Theory of Constraints, Business Process Reengineering

question

systematic approach to identify waste, focus activities on eliminating it, and maximize (or make available) resources to satisfy other requirements

answer

Lean

question

A strategy that increases efficiency by statistical process control

answer

Six Sigma:

question

A philosophy and methodology for addressing logical thinking, scheduling and controlling resources and measuring performance

answer

Theory of Constraints

question

A management approach that examines aspects of a business and its interactions and attempts to improve the efficiency of underlying processes

answer

Business Process Reengineering

question

is the available production time divided by customer demand

answer

Takt time

question

10. ________ is a systematic approach to identify waste, focus activities on eliminating it, and maximize (or make available) resources to satisfy other requirements.

answer

Lean

question

11. ________ ________ is a strategy that increases efficiency by statistical process control

answer

Six Sigma

question

12. What are the three levels of AFSO21 priorities?

answer

Just Do It, Rapid Improvement Event, High Value Initiative

question

A structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state

answer

Change Management

question

14. The _______ ________initiates the change.

answer

change sponsor

question

15. __________ are the people responsible for implementing the change

answer

Change agents

question

16. __________ are the people affected by the change.

answer

Change targets

question

17. In what stage of Jansen's Model of Change do people accept the change?

answer

Renewal

question

answer

question

answer

question

Types of Waste

answer

DEFECTS OVERPRODUCTION WAITING NON-STANDARD OVER PROCESSING TRANSPORTATION INTELLECT MOTION EXCESS INVENTORY

question

The AFSO21 Five Desired Effects are

answer

question

Eight-Step Problem Solving

answer

Clarify and Validate, Breakdown the problem, Set improvement targets, determine the root cause, develope countermeasures, see countermeasures through, confirm results, standardize.

question

Also referred to as the Deming cycle. It is a four-step model for solving problems and carrying out change.

answer

The Plan-Do-Check-Act (PDCA) Cycle

question

Recognize an opportunity and plan a change

answer

Plan

question

Test the change by carrying out a small-scale study

answer

Check

question

answer

Act

question

A disciplined 5-step problem solving approach used in the Six Sigma strategy to deliver high performance, reliability, and value to the end customer

answer

The Define, Measure, Analyze, Improve, Control (DMAIC) methodology

question

First define the improvement opportunity, develop an improvement project plan, define the process and evaluate the process

answer

Define

question

Measure the existing process and identify the process capability requirement

answer

Measure

question

Process is analyzed to determine its capability

answer

Analyze

question

The results of the change are evaluated and conclusions are drawn as to its effectiveness.

answer

Improve

question

Control plans are developed to ensure the process is institutionalized and to ensure the new process continues to be measured and evaluated

answer

Control

question

answer

Six "S"

question

Six "S's"

answer

1. Sort 2. Straighten 3. Shine 4. Standardize 5. Sustain 6. Safety

question

clean, organize and keep only what is necessary

answer

Sort

question

identify, organize, and arrange a place for everything

answer

Straighten

question

regular (usually daily) cleaning and maintenance

answer

Shine

question

simplify and standardize; make it easy to maintain

answer

Standardize

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continue to train and maintain the standards

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Sustain

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make safety a priority in all improvement areas

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Safety

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According to this model, we go through four stages of change: Comfort, Denial, Confusion, and Renewal.

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Stages of Change (Janssen's Model of Change)

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where things are routine and we are comfortable, satisfied, and calm.

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Comfort

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We move from Comfort to a state of ________ when we are forced to confront external change.

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Denial

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After the Denial stage, we enter the stage of _________. This is where we accept the change and begin to grapple for ways to proceed from the known to the unknown.

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Confusion

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Finally, we enter the stage of _______ where we accept the change

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Renewal

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The five levels or reactions to change otherwise known as diffusion of innovation.

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Innovators Early adopters The early majority The late majority Laggards

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Those who immediately embrace new ideas.

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Innovators

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Are usually social and opinion leaders who are often popular, educated, and able to see a competitive advantage in adopting new ideas early.

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Early adopters

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The _____ ________ makes up one of the largest groups of people, providing an important link in the change process because they tend to represent mainstream thinking

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early majority

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The ____ ________ is the other large group in the middle of the curve. Most people in this category are hampered by feelings of insecurity and skepticism, which prevent them from taking risks.

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late majority

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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.

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Laggards

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Four levels of change present in people

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Knowledge Attitude Individual Behavior Group Behavior

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Change Cycles

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Directive Change Cycle Participative Change Cycle

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Quite simply, this is change imposed by some external force, such as a commander, superintendent, or supervisor.

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Directive Change Cycle

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Is implemented when new knowledge is made available to the individual or group

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Participative Change Cycle

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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.

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Adaptability

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The Phases of Change

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Unfreezing Changing Refreezing

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The first step in deciding to create a change is to recognize the need for change.

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Unfreezing

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It's the movement from the old way of doing things to the new way of doing business

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Changing

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You must lock in the new procedures to become a permanent part of daily operations.

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Refreezing

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14. The _______ ________initiates the change.

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change sponsor

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15. __________ are the people responsible for implementing the change

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Change agents

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16. __________ are the people affected by the change.

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Change targets

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17. In what stage of Jansen's Model of Change do people accept the change?

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Renewal

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23. Which change cycle relies on personal power?

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Participative

Airman Leadership School, Version 1 – Set B – Flashcards

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