Course 00015 NCO Academy Set B – Flashcards
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Group
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An assemblage of persons or objects located or grouped together. (V1C1)
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Team
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A group organized to work together. (V1C1)
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AFI 36-2618. The Enlisted Force Structure
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AFI: Lead and develop subordinates and exercies effective follwership in mision accomplishment. Lead and manage teams while maintaining the highest level of readiness to ensure mission success. (V1C1)
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Indications of Team Spirit
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- Increased productivity. - High morale during high ops tempo. - Willingness to help fellow teammates. - Strong identity/comraderie. - Little to no negative conflict. - Differences resolved thorugh compromise or collaboration. (V1C1)
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Define group and give some examples.
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Groups are just assemblies of people or objects. Collection, gaggle, crowd, cluster, assembly, gathering, mass. (V1C1)
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Define team and give some examples.
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Teams are organized groups of individuals working together to reach a common goal. Unified, cohesive, collaborative, solidarity, joint, coalistion. (V1C1)
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What are some indications of an organzation with a healthy team spirit?
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Indifferent, group success is unimportant, efforts seem meaningless, had no significant purpose. (V1C1)
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Mission
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A duty assigned to an individual or unit; a task. (V1C1)
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What is meant by "team mission"?
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The task, together with the purpose, that clearly indicates the action to be taken and the reason therefore. (V1C1)
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Why is it important to understand and articulate your team's mission to the team?
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NCO' who understand their team mission can use that knowledge to contribute to their team's success. (V1C1)
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CARE (F)
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- Creator - Advancer - Refiner - Executor - Flexor (V1C1)
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Creators
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- Spontaneous, exciting, enthusiastic, and great at brainstorming. - Offer fresh perspective. - Offer bold, untried approaches and ideas. - Able to see "big picture". - Optimistic and visualize the possibilities. - Willing to solve problems. (V1C1)
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Advancers
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- Positive with self-confident attitudes. - Insightful planners, use past experiences. - Energetic support of team goals and objectives - Well developed promoters. - Persistence in championing new ideas. - Not easily discouraged. (V1C1)
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Refiners
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- Able to identify and clarifty possible problems. - Detail oriented. - Experts in specifics and strategy. - Analytical. - Able to offer new ideas and alternatives. - Practical "sounding boards" to validate ideas. (V1C1)
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Executors
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- Willing to impliment ideas - Meticulous in following directions and tasks. - Assertive. - Independent. - Keepers of high standards. - Able to bring up problems early enough to solve them. (V1C1)
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Flexers.
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- Able to connect and negotiate with all types of people. - Tolerant and understanding of different members of the team. - Able to identify what is missing and fill in the gaps to allow for uninterrupted progress. - Willing to offer suggestions to improve the process. (V1C1)
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It begins with a call for ideas and when team members come up with an idea, they move from Panic to Elation, then without encouragement they slide back to Panic.
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How would you summarize the P.E.P cycle? (V1C1)
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- Knowing the cycle exists allows team leaders to monitor idea generation and then, at the peak of elation, hand ideas off to the Advancer. This gives Creators (and others) the confidence to put forth additional ideas. - Without continuous monitoring of the cycle, ideas die soon after creation because no one recognizes their importance or promotes them. In the meantime, the Refiner and Executor wait impatiently idle.
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Why is it important to understand the P.E.P. cycle? (V1C1)
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Ideas often "bounce" back and forth among the Creators, Advancers, and Refiners in what's called the "Z" process. The Creator comes up with an idea and as the Advancer begins promoting it, the Refiner begins analyzing it. The idea might go back and forth several times before the Refiner (along with the Creator and Advancer) agree the idea is ready to pass off to the Executor who has been waiting for an idea to come to fruition (realization).
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Summarize the "Z" process. (V1C1)
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- Knowing the "Z" Process allows team leaders to monitor the team's progress and manage conflict generated from passing ideas back and forth. - In the case of teams without a Creator (or Advancer or Refiner or Flexer) the team leader can step in and fill the gap to ensure the "Z" Process continues to work effectively. - The "Z" Process ensures ideas are well thought out before attempting implementation
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Why is it important to understand the "Z" process? (V1C1)
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Team Dynamics.
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An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective. (V1C1)
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Community, Cooperation, Coordination, Communication, and Coaching.
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What are the 5 "C's"? (V1C1)
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Cooperation.
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Encourages the team concept by making sure everyone knows and understands the organization's mission and purpose. (V1C1)
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Coordination.
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Ensures each person understands how important they are to the mission. (V1C1)
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Communication.
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Makes sure that everyone knows what's going on by including vital information at staff meetings, roll calls, and other get togethers. (V1C1)
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Community.
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Makes sure every member of the team feels like an essential and important part of the team and the unit. (V1C1)
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Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results.
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What are the 5 Common Dysfunctions of a team? (V1C1)
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Forming, Storming, Norming, Performing, and Adjourning/Transforming.
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What are the 5 stages of Team Development? (V1C1)
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Forming.
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Occurs when the team meets and starts to work together for the first time. (V1C1)
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Storming.
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Occurs when the members within the team start to "jockey" for position and when control struggles take place. (V1C1)
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Norming.
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Occurs when rules are finalized and accepted and when team rules start being adhered to. (V1C1)
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Performing.
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Occurs when the team starts to produce through effective and efficient working practices. (V1C1)
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Adjourning/Transforming.
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Occurs when a team disbands or moves on to a new task. (V1C1)
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- Talents (skills and abilities) - Expertise (knowledge and experience) - Assessments (Customer surveys, inspections, performance evaluations) - Means: (Resources to include: equipment, facilities, financial, time, information)
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What is the TEAM concept? (V1C1)
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Fear of Conflict.
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Avoid conflict as its negative connotation threatens trust, communication, morale, welfare, and mission accomplishment. (V1C1)
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Lack of Commitment.
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Doubt in others or mission will cause members to struggle to commit fully to ideas, decisions, or tasks made by other members of the organization. (V1C1)
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Avoidance of Accountability.
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Holding others accountable usually leads to confrontation. Members are likely to avoid these situations. (V1C1)
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Absence of Trust.
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Unwillingness to confide in and share knowledge, feelings, and concerns with one another. (V1C1)
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Inattention to Results.
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When members place their individual needs and goals ahead of the team and the organization. (V1C1)
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Coaching.
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Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel. (V1C1)
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Cooperation.
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Develops a greater sense of involvement in the organization's direction. (V1C1)
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Followership.
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One in the service of another; one that follows the opinions or teachings of another; one that imitates another. (V1C2)
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Feedback.
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To offer or suggest information or ideas as a reaction from an inquiry. (V1C2)
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- Self Management - Commited - Competent - Integrity - Initiative
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What are the 5 Essential Qualities of Effective Followership? (V1C2)
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- Control your emotions. - Offer solutions to problems. - Recognize the importance of timing. - Use the chain of command.
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How to increase your chances of success as a follower. (V1C2)
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Mentors, Peers, Subordinates, Budgets, Training Plans, Metrics, and External Sources/Agencies.
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Name three sources for gathering feedback. (V1C2)
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Feedback is based upon a decision already made while advice is based upon a decision that is still being contemplated.
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What is the difference between feedback and advice? (V1C2)
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- The situation - The people - The environment
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When diagnosing the status of an organization, what should be observed? (V1C2)
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- Authoritarian Leader - Country Club Leader - Impoverished Leader - Team Leader
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What are the 4 types of leaders? (V1C2)
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Approach.
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The methods or procedures necessary to move the organization in the right direction, based on diagnosis. (V1C2)
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- Diagnosing - Adapting - Communicating
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What are 3 key skills necessary for being effective leaders? (V1C2)
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Deliberate Development Plan.
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To carefully think about and discuss strengths, areas of improvement, current and future roles, and responsibilities with followers for the purpose of creating a detailed plan (or expanding an existing one) that intentionally and methodically develops personal and professional growth over time. (V1C2)
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Skills, talents, experiences, personality, etc. that Airmen may possess or have the potential to possess.
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What does capabilities of an Airman mean? (V1C2)
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To carefully think about and discuss strengths, areas of improvement, current and future roles, and responsibilities with followers.
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How does a leader set and monitor a deliberate development plan for their Airmen? (V1C2)
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Skills, Talents, Experiences, Personality
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List three resources that a leader must know and have the ability to tap into in order to set up a plan and begin a development process for his or her Airmen. (V1C2)
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Postition Power.
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Provides you with the authority to make decisions based on your position within the organization. (V1C2)
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Position - Legitimate, Connection, Coervice, Reward Personal - Referent, Expert, Information
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What are the Leader Powers? (V1C2)
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Personal Power.
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The extent to which followers respect, feel good about, are commited to their leader; and see their own goals being satisfied by the goals of their leader. (V1C2)
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- Membership. - Performance. - Involvement.
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What are the three levels of commitment to an organization based on the Contemporary Motivation Model? (V1C2)
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- System Level - Basic Level - Supervisory - Praise, Recognition, time off, etc. - Personal - Within
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What are the three types of rewards based on the Contemporary Motivation Model? (V1C2)
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Pay, training, annual leave, medical and dental benefits, etc.
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List three examples of a System Level Reward. (V1C2)
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Negotiation.
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A process involving two or more people or groups who have a degree of difference in positions, interests, goals, values, or beliefs and who are striving to reach agreement on issues or courses of action. (V1C3)
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Destructive conflict.
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Creates barriers to cooperation and communication and impacts morale, diverting efforts from important tasks and issues. (V1C3)
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Constructive conflict.
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Leads to solutions, resolutions, and higher levels of understanding and communication between individuals or groups. (V1C3)
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- Communication. - Interests. - Structural. - Personal Behavior. - Worldview.
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What are the five sources of conflict?(V1C3)
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High Context.
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Societal groups whose close connections with one another have existed for a long time. (V1C3)
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Low Context.
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Groups and cultures where connections between members have not existed as long as those of the high context group or culture. (V1C3)
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- Less verbally explicit communications, less written - More internalized understandings of what is communicated - Long-term relationships - Strong boundaries, who is considered an "outsider" - Knowledge is situational, relational - Decisions and activities focus around personal face-to-face relationships - Difficult to enter for an outsider
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High Context Traits (V1C3)
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- Rule oriented, people play by external rules - More knowledge is codified, public, external, and accessible - Sequencing, separation - of time, of space, of activities, of relationships - More interpersonal connections of shorter duration - Knowledge is more transferable - Task-centered, decisions and activities focus around what needs to be done, division of responsibilities - Preventing conflict from escalating
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Low Context Traits (V1C3)
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- Competing (Forcing) - Callaborating - Compromising - Avoiding - Accommodating
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5 Conflict Management Styles (V1C3)
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Competing (Forcing).
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This style attempts to overwhelm an opponent with formal authority, threats, or the use of power. (V1C3)
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Collaborating.
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Involves an attempt to satisfy the concerns of both sides through honest discussion. (V1C3)
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Compromising.
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Involves intermediate amounts of assertiveness and cooperation and strives for partial satisfaction of both parties' desires by seeking a middle ground. (V1C3)
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Accommodating.
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Combines low assertiveness and high cooperation—the complete opposite of competing. At its simplest level, this style may merely involve giving in to another person's wishes. (V1C3)
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Avoiding.
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The combination of low assertiveness and low cooperation; neutral. (V1C3)
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Conflict Management.
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Managing conflict (destructive or constructive) in a way that benefits the organization in terms of reduced chaos and stimulated work performance. (V1C3)
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Distributive and Integrative.
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Two categories of negotiation strategies. (V1C3)
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Distributive.
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This category assumes resources are limited; to divide up a fixed set of resources. It is also known as value claiming. (V1C3)
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Integrative.
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Does not see resources as necessarily fixed and means that integrative negotiations are not necessarily zero sum. Conflict is not seen as inevitable; there is the possibility for mutually beneficial, "value creating" cooperation between the parties involved. (V1C3)
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Best Alternative to a Negotiation Agreement. An alternative that negotiators are willing to accept to put closure to a case.
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What is BATNA (V1C3)
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"What you want."
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CNS Terminology: Position (V1C3)
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One or more underlying reasons for why you are aspiring to a position.
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CNS Terminology: Interest (V1C3)
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The best each party hopes to get out of a negotiated agreement--what each party aspires or desires to achieve.
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CNS Terminology: Aspiration Point (V1C3)
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Active Listening
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When you make a conscious effort to hear not only the words that another person is saying but, more importantly, to try and understand the total message being sent. (V1C3)
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- Minimal Encouragements - Paraphrasing - Emotion Labeling - Mirroring (or Reflecting) - Open-Ended Questions - "I" Messages - Effective Pauses
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Three examples of Active Listening. (V1C3)
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Cooperative Negotiation Strategy (CNS).
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Focuses on the problem while keeping the relationship and interests of all parties in mind. (V1C3)
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Negotiation readiness.
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The capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a conflict. (V1C3)
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Negotiation ripeness.
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The timing of negotiations. (V1C3)
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- Step 1: Positions - Step 2: Interests - Step 3: BATNA - Step 4: Brainstorming - Step 5: Solution
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5 Steps of CNS (V1C3)
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Resource stewardship.
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The careful and responsible management of resources under one's control. (V1C4)
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- Personnel - Financial - Material - Warfare - Information & Technology - Energy
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Types of resources NCO's are responsible for. (V1C4)
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Material.
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Physical goods that are required by personnel to complete assigned duties. (V1C4)
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Personnel
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Considered "most valuable resource" (V1C4)
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Information & Technology
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Technological advancements (cell phones, computers, email, Internet-enabled devices, etc.) (V1C4)
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Warfare.
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War-related materials (training equipment, body armor, and armored personnel carriers, etc.) (V1C4)
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Financial.
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Requried to procure the material, entergy, information & technology, and warfare resources. (V1C4)
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Energy.
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The critical force that powers businesses, manufacturing, and the transportation of goods and services. (V1C4)
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Appropriation.
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Setting aside money for a specific purpose. (V1C4)
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Antideficiency Act Violations
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An act that results in exceeding limitations (misuse) of funds autheroized and appropriated by Congress in support of contract obligations. (V1C4)
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Budget Allocation
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Funding document that represents cash for commitment or obligation that is issued by the Deputy Assistant Secretary of the Air Force for Budget (SAF/FMB) to a major command or field operating agency. (V1C4)
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Budget Allotment.
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Funding document that represents cash for commitment or obligation that is issued by major commands or field operating agencies to subordinate units. (V1C4)
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Continuing Resolution Authority (CRA)
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Fiscal law authority that allows the government to continue operations at a minimum level for a specified amount of time. Normally recieve 80% previous years budget. (V1C4)
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Cost Center (CC)
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The organization that gathers and distributes cost data. Refers to the basic production flight or work center. (V1C4)
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Cost Center Manager (CCM)
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Regulates the daily use of work hours, supplies, equipment, and services in producing or doing things. (V1C4)
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Financial Management Board (FMB)
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Senior advisory committee chaired by the Commander or Deputy Commander and inclused group commander, Comptroller, Directors, and special staff. Distributes annual funding. (V1C4)
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Financial Working Group (FWG).
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Reviews program and cost factors, compares actual with prior year costs, reviews justifications, periodically evaluates performance against estimates, and submits a recommended financial plan to FMB. (V1C4)
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Milestones Associated with Budgeting Process.
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Significant events in the budgeting process. (V1C4)
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Obligation.
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Legal binding agreement between the government and another party. (V1C4)
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Program Objective Memorandum (POM).
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Biennial memorandum submitted to the Secretary of Defense from each Military Department and Defense agency. It proposes total program requirements for the next six years. (V1C4)
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Resource Advisor.
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Budget representative for an organization. Directly responsible to the RCM. (V1C4)
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Responsibility Center Manager (RCM).
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Normally heads an organization that plans, organizes, directs, and coordinates activities of subordinate organizations and functions; are the principal level that manages financial resources. RA is appointed by... (V1C4)
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Timelines Associated with Budgeting Process.
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Submission deadlines associated with quarterly and annual budget requirements. (V1C4)
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Antideficiency Act (ADA).
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A law that prohibits agencies from involving the government in a contract or obligation for the payment of money before an appropriation is made, unless authorized by law; prohibits against obligating or overspending an appropriation. (V1C4)
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Budget Execution Review (BER)
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A two part process that occurs twice within each budget cycle to identify and redistirbute funds to meed unfunded requirements such as unforseen or initially unanticipated mission related expenses. (V1C4)
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Financial Execution Plan (FEP)
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Ensures an equitable distrubition of the President's Budget (PB) for the next FY consistent with accomplishing AF program objectives and is the main vehicle for the distribution anticipated funding in an equitable manner. (V1C4)
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- Organizational Structure - Program Allocation and Control - Requirements Determination - Performance Management
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What are the 4 Air Force Manpower Competencies? (V1C4)
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Program Allocation and Control
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This competency centers on the Unit Manpower Document and funded/unfunded position requirements. (V1C4)
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Organizational Structure
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This competency deals with the functionality of organizations, specifically activation, inactivation, redesignation, and reorganization. (V1C4)
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Unit Manpower Document (UMD).
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This computer product details the organization structure, the position number for each authorization, and other pertinent data that commanders and managers need to manage manpower resources. (V1C4)
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Funded Requirement.
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Refers to an authorized and funded position needed to accomplish the assigned workload. (V1C4)
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Unfunded Requirement.
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Refers to authorized but unfunded positions needed to accomplish the assigned workload. (V1C4)
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Authorization Change Request (ACR)
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A multi-purpose instrument used to propose adjustments to a UMD. (V1C4)
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Performance Management.
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This manpower competency concentrates on programs that increase workforce efficiency and organization cost effectiveness. (V1C4)
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Requirements Determination.
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This competency centers on the Authorization Change Request (ACR). (V1C4)
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Standards.
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Morals, ethics, or habits establihed by an authority, custom, or an individual as acceptable behavior. (V1C5)
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Imposed Discipline.
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Refers to the enforced obedience to legal orders and regulations. (V1C5)
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Self-Discipline.
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A willing and instinctive sense of responsibility that leads you to do whatever needs to be done. (V1C5)
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Task Discipline.
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How well you meet the challenges of the job. (V1C5)
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Unit Discipline.
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A state of order and obedience existing within a unit that involves the ready subordination of an individual's will for the good of the unit. (V1C5)
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Preventive/Prevention.
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Processes (or models)/actions designed to keep somebody from doing something undesirable. (V1C5)
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Purpose of Adverse Administration and Punitive Actions.
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These management tools help instruct, correct, and improve those who depart from standards of performance, conduct, bearing, integrity, and whose actions degrade the individual and unit's mission. (V1C5)
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Discipline Model.
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A system of three Arenas that if used correctly can help maintain discipline in the Air Force. (V1C5)
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- Prevention - Correction - Punishment
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What are the three Arenas of the Discipline Model. (V1C5)
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- Set standard - Establish rapport - Create climate of accountability
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What are the key actions of Prevention? (V1C5)
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DM Arena 2 - Correction
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Designed to address inappropriate behavior, and seek to bring subordinates' behavior back within acceptable boundaries using the least amount of force necessary. (V1C5)
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DM Arena 1 - Prevention
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Designed to stop problems before they occur. (V1C5)
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Progressive Discipline Process (PDP)
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NCO's must use what process during the Correction Arena? (V1C5)
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Correcting substandard behavior not only maintains good order and discipline, it motivates Airmen to accomplish the mission in the most effective and efficient manner possible.
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Why is it important to correct substandard behavior? (V1C5)
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DM Arena 3 - Punishment
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Designed to correct and rehabilitate those who repeatedly or grievously violate standards. Can only done by officers on G-series orders. (V1C5)
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Corrective actions are administrative in nature, punitive actions are legal sanctions designed to take something away from the member.
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What is the difference between Corrective and Punitive actions? (V1C5)
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To provide the commander with facts concerning the member (e.g. duty performance, previous violations, family/financial situation and so forth), and, if asked, recommend actions that would be most effective in rehabilitating the member.
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What is the NCO's primary role when operating in the Punishment Arena? (V1C5)
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Unfavorable Information File (UIF)
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Provides commanders with an official repository of substantiated derogatory data concerning an Air Force member's personal conduct and duty performance. (V1C5)
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Control Roster.
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A tool used by commanders to set up a six month observation period for individuals whose duty performance is substandard or who fail to meet or maintain Air Force standards of conduct, bearing, and integrity, on or off duty. (V1C5)
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1. Establish Standards 2. Monitor 3. Apply the PDP
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State the 3 steps of the Progressive Discipline Process. (V1C5)
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1. Presumption of innocence. 2. Protection from self-incrimination. 3. Pretrial investigation 4. Representation by counsel. 5. fair and impartial trial. 6. right of appeal. 7. protection from double jeopardy.
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Name the 7 Basic Rights of the Accused. (V1C5)
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1. Presumption of innocence.
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All are innocent until proven guilty and MUST be treated as such. (V1C5)
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2. Protection from Compulsory Self-Incrimination.
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Individual cannot be put in a situation where they have to admit to a crime. (V1C5)
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3. Pretrial investigation.
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Ensures all elements are out in open and evidence is presented. (V1C5)
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4. Representation by Counsel.
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All members will have a lawyer, the free military counsel or pay for their own civilian lawyer. (V1C5)
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5. Fair and Impartial Trial.
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Counsel always has a separate chain of command than accused, counsels will have similar qualifications, court or members will not be influenced, judge and members will act in good faith. (V1C5)
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6. Right of Appeal.
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Everyone gets a second look. (V1C5)
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7. Former (Double) Jeapardy
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Cannot be tried twice for same offense. (V1C5)
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...SUSPECT a crime has been committed, and you intend to question the individual, you MUST perform a rights advisement.
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NCOs should advise someone of his/her rights when they... (V1C5)
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- use the Discipline Model and PDP effectively. - protected the rights of the accused. - know their limits. - ensure accused are treated with respect.
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List three things a NCO must ensure while engaged in a disciplinary action involving a subordinate. (V1C5)
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- Airmen taking responsibility for each other by being alert to others in distress and intervening when they need help - Airmen seeking help from their Wingman when needed - Have the confidence and willingness to approach others who appear to need help - Staying with them through a crisis until you can ensure a safe hand-off to a supervisor or other competent individual.
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Summarize the wingman concept/philosophy? (V1C6)
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Mental.
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Relationship and financial problems, family crisis, grief and loss, experiencing failure, illness or injury, difficulty adjusting to a new life changes, Post Traumatic Stress Disorder (PTSD), career problems, and low self-esteem. (V1C6)
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Spiritual.
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This dimension of wellness determines one's ability to find comfort, meaning, and hope when faced with these difficult and often tragic circumstances allowing them to return to a state of psychological well-being. (V1C6)
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Social.
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This type of wellness requires a support network consisting of family, friends, and coworkers offers tremendous benefits for your health and wellness especially when dealing with difficult situations. (V1C6)
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Physical.
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This type of wellness requires one to focus on five specific components: Cardio respiratory Endurance, Muscular endurance, Muscular strength, Body composition, and Flexibility. (V1C6)
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Suicide Awareness.
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Heightened individual and community awareness of suicide, suicide risk factors, and the fact that suicide is only the "tip of the iceberg" of psychosocial problems. (V1C6)
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Risk Factors.
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Such factors as relationship difficulties, substance abuse, legal, financial, medical, mental health, and occupational problems, along with depression, social isolation, and previous suicide threats/gestures, which may increase the probability of self-harm. (V1C6)
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Suicide Prevention.
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A community-based approach, that includes family, friends, and many different professional and social service providers, committed to reducing suicide by creating a safety net that provides protection and adds support for those in trouble by addressing the entire iceberg of afflictions to individuals, families, and their communities. (V1C6)
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- Denying the problem exists - Avoiding the problem all together - Fear that accessing help will result in a negative career impact - Fear that the chain of command will be contacted
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List common barriers to seeking help. (V1C6)
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Communications between a patient and a psychotherapist or an assistant to a psychotherapist made for the purpose of facilitating diagnosis or treatment of the patient's mental or emotional condition are confidential communications and shall be protected from unauthorized disclosure.
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What are the confidentiality and privacy rules regarding suicide. (V1C6)
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Critical Incident Stress Management (CISM)
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Teams or services that exist on each base to help individuals recover from or remain functioning despite the potential negative effects of critical incidents. (V1C6)
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They believe that they are: - Are a burden to others - Do not contribute to the group - Are a liability to the group's well-being or safety - Have no sense of belonging or connection to others or to the unit - Have lost a meaningful relationship
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Why do people commit suicide? (V1C6)
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Drug.
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Any controlled substance included in schedules I, II, III, IV, and V in Title 21, United States Code, Section 812, including anabolic or androgenic steroids, or any intoxicating substance, other than alcohol, that is inhaled, injected, consumed, or introduced into the body in any manner to alter mood or function. (V1C6)
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Depressant or Stimulant Substance.
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A substance which contains any quantity of a substance that is habit-forming or has a potential for abuse because of its stimulant, depressant, or hallucinogenic effect as determined by the Attorney General of the United States (amphetamines, barbiturates, LSD, mescaline, STP, PCP, inhalants, etc.). (V1C6)
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Marijuana.
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Any intoxicating product of plant (including hashish) or any cannabis synthetic. (V1C6)
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Narcotics.
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Any opiates or cocaine to include any compound containing cocaine or its synthetic equivalents, derivatives, or products (heroin, methadone, morphine, crack, coca de mate, Health Inca Tea, etc.). (V1C6)
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Anabolic Steroids.
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Any synthetic derivatives of testosterone that build muscle mass. (V1C6)
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Drug paraphernalia
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any equipment, product, or material that is used, intended to be used, or designed to be used in planting, propagating, cultivating, manufacturing, growing, harvesting, compounding, converting, producing, processing, preparing, testing, analyzing, packaging, repackaging, storing, containing, concealing, or introducing a controlled substance into a human body by injection, inhalation, ingestion, or otherwise. (V1C6)
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Substance.
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Alcohol and other mind-controlling or mood-altering drugs. (V1C6)
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Intervention.
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The processes of helping the member recognize at the earliest possible moment that he or she needs treatment for self-destructive drinking or drug abuse. (V1C6)
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Substance Abuse.
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The use of any illicit drug or the misuse of any prescribed medication or the abuse of alcohol. (V1C6)
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Abuse.
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Any pattern of unconventional misuse of any substance for non-medical purposes that produces a known health risk or constitutes a danger to self or others. (V1C6)
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Alchohol Abuse.
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Any substandard behavior or performance in which the consumption of alcohol is a primary contributing factor. (V1C6)
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Alcoholism
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A primary, chronic disease with genetic, psychosocial, and environmental factors influencing its development and manifestations. (V1C6)
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Alcohol-Related Misconduct
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Driving while intoxicated, public incidents of intoxication and misconduct, under-age drinking, or similar offenses and is a breach of discipline. (V1C6)
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Drug Abuse.
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The illegal, wrongful, or improper use, possession, sale, transfer, or introduction onto a military installation of any drug. (V1C6)
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- 0 = Number of underage individuals drinking - 0 = Number of individuals driving under the influence (DUI) of alcohol - 1 = Maximum number of alcoholic drinks per hour - 3 = Maximum number of alcoholic drinks per night
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What is the 0-0-1-3 Formula? (V1C6)
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- Education - Counseling - Referral - Follow-up
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Substance abuse prevention, which is a collaborative effort shared among various agencies to include the mental health (ADAPT), drug demand reduction, and health promotions and includes. (V1C6)
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- Self Identification - Commander Referrals - Medical identification - Substance-related incidents - Drug-testing
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What are the five methods used by the Air Force to identify substance abuse are? (V1C6)
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- Responsible behavioral patterns - Environment of open communication - Less time spent on administrative actions - A decrease in physical and mental health related expenses - A reduction in lost duty time
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The effects of substance abuse are far reaching. What does substance abuse prevention promote? (V1C6)
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Commander Referrals
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Shall refer all members for an assessment when substance use could be a contributing factor in an incident. (V1C6)
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Medical Identification.
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Healthcare providers who suspect substance problems must refer the member to the ADAPT program for evaluation. (V1C6)
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Self-identification.
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Members who are not currently under investigation or pending action because of an alcohol-related incident are eligible. (V1C6)
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Blood Alcohol Tests (BAT)
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Determines the level and intensity of alcohol involvement. (V1C6)
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- Private counseling or feedback session - Firm questions, yet sensitive to subordinate's situation and needs - Inquiring with a nonjudgmental, open-minded attitude - Sincerity and genuine concern in actions - Using observed behaviors and other facts as the basis for discussion
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As an NCO/leader, effective methods to communicate your observations concerning substance abuse issues with a suspected abuser are: (V1C6)
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- Successful completion of ADAPT - Severity of impact from behaviors - Member's acceptance of responsibility and need for change - Duty performance, recent and historical - Self-identification versus caught through random testing - Repetition of behaviors or incidents
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What are the primary objectives of the Air Force ADAPT Program? (V1C6)
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Eustress
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Postive or healthy stress. (V1C6)
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Distress.
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Negative stress. (V1C6)
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Organizational structure.
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The level of differentiation in the organization, the degree of rules and regulations, and where decisions are made. (V1C6)
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Interpersonal demands.
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What are pressures created by other individuals. (V1C6)
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Role demands.
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What are pressures placed on a person as a function of the particular role he or she plays in the organization. (V1C6)
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Task demands.
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What are pressures and factors related to a person's job. (V1C6)
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Organzational Leadership.
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The managerial style of the organization's senior executives. (V1C6)
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- Task demands - Role demands - Interpersonal demands - Organizational structure - Organizational leadership
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What are the 5 rrganizational stress factors prevalent in workplaces? (V1C6)
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Combat Stress
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Happens when there is a change in mental function or behavior because of combat. (V1C6)
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Operational Stress.
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Occurs when there are changes in mental functioning or behavior due to military operations other than war. (V1C6)
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Stressor.
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Any mental or physical challenge or challenges. (V1C6)
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Post Traumatic Stress Disorder.
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An anxiety disorder that may occur in an individual following exposure to a traumatic event. (V1C6)
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Traumatic Event.
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Anything the individual deems scary or horrible where they feel their or others' lives are in danger. (V1C6)
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- Reliving the event - Avoiding situations that remind you of the event. - Feeling numb. - Hyperarousal (Keyed up)
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What are the warning signs or symptoms of PTSD? (V1C6)
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Human Relations.
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The relationship arising from organizational and interpersonal relations. (V1C6)
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Unlawful Discrimination.
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Discrimination based on color, national origin, race, religion, or sex. (V1C6)
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Air Force ffirmative Employment Program (AEP)
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Designed to facilitate opportunities for the employment and advancement of underrepresented groups in the work force, remove artificial barriers in personnel systems and practices, and eliminate discrimination by act or inference. (V1C6)
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Personal Discrimination.
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Individual actions taken to deprive a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally, or unintentionally. (V1C6)
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Systematic Discrimination.
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The action by an institution (or system) that, through its policies or procedures, deprives a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally, or unintentionally. (V1C6)
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Sexual Harassment.
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Sexual harassment is a form of sex discrimination that involves unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when: (V1C6)
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Formal Complaint.
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Allegation of unlawful discrimination or sexual harassment that is submitted in writing on AF Form 1587-1 to the authority designated for receipt of such complaints. (V1C6)
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Informal Complaint.
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Allegation of unlawful discrimination or sexual harassment made either orally or in writing on an AF Form 1587-1 that is not submitted as a formal complaint. (V1C6)
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Equal Opportunity.
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The right of all persons to participate in, and benefit from, programs and activities for which they are qualified. (V1C6)
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Sexism.
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Attitudes and beliefs that one sex is superior to another. (V1C6)
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Racism.
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Any attitude or action of a person or institutional structure that subordinates a person or group because of race. (V1C6)
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Stereotype.
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Exaggerated belief about a category of people. It rationalizes a person's conduct toward that category. (V1C6)
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Prejudice.
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A judgment against or an opinion contrary to anything without just grounds or sufficient knowledge. (V1C6)
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Human Relations Climate.
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The prevailing perceptions of individuals concerning interpersonal relationships within their working, living, and social environment.(V1C6)
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Sexual Assault.
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Intentional sexual contact, characterized by use of force, threats, intimidation, abuse of authority, or when the victim does not or cannot consent. (V1C6)
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Date-Rape drugs.
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Substance that incapacitates another individual so that the perpetrator can sexually assault him or her. (V1C6)
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Perpetrator.
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The criminal who assaults the victim. (V1C6)
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Facilitator.
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A person who enables, encourages, or creates a situation or environment that allows a perpetrator to act. (V1C6)
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Bystander.
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A person who sees the potential for a sexual assault.
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Restricted and unrestriced.
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What are the two options of sexual assault reporting? (V1C6)
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Sexual Assualt Response Coordinator (SARC)
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The first point of contact for reporting a sexual assault and is considered the center of gravity when it comes to issues of sexual assault. (V1C6)
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Victim Advocates.
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Individuals who are specially trained to support victims of sexual assault. They are not counselors and are not part of the legal or law enforcement agencies. (V1C6)
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Workplace Violence.
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Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that cause fear for personal safety and/or involve a substantial risk of physical or emotional harm to individuals, or damage to government resources or capabilities." (V1C6)
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Assualt.
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A violent physical or verbal attack, an unlawful threat, or an attempt to do violence or harm to somebody else. (V1C6)
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Aggravated Assault.
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Causes serious physical injury to another; using a deadly weapon or dangerous instrument; committing an assault by any means of force that causes temporary but substantial disfigurement, temporary but substantial loss or impairment of any body organ or part or a fracture of any body part; committing an assault while the victim is bound or otherwise physically restrained or while the victim's capacity to resist is substantially impaired. (V1C6)
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Inaction.
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Not taking action associated with workplace violence when warning signs are evident. (V1C6)
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Overconfidence.
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When one responds to a workplace violence incident with an "I can handle it" attitude when the right thing to do is consult with professional help. (V1C6)
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Zero Tolerance Policy.
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Places all employees on notice that threats, assaults, or other acts of violence, made directly or indirectly, even in jest, toward other employees or customers will result in severe disciplinary action. (V1C6)
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Workplace Bullying.
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The repeated, unreasonable, and unwanted actions by individuals or groups directed at individuals or groups with the intent to intimidate, harass, degrade, or offend. (V1C6)
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Adaptability.
answer
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. (V1C7)
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Cognitive Flexibility.
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The ability to use different thinking strategies and mental frameworks. (V1C7)
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Emotional Flexibility.
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The ability to vary your approach to dealing with your own emotions and those of others. (V1C7)
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Dispositional Flexibility.
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The ability to remain optimistic and at the same time realistic. (V1C7)
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- Scan the environment (identify changes) - Develop an understanding (making sense of things) - Create Strategies (develop alternate plans)
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What are three things that NCO's with congnative flexibility do? (V1C7)
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- Understand and manage emotions - Connect and address the emotions of others - Emotional engagement - Balance emotions and actions
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What are four things that NCO's with Emotional Flexibiltiy do? (V1C7)
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- Optimism - Support - Self identification of tendencies
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What are three things that NCO's with Dispositional Flexibility display? (V1C7)
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Change Management.
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A proactively coordinated and structured period of transition from situation A to situation B using a systematic approach that addresses planning for the change; implementing, monitoring, and controlling the change effort; and effecting the change by minimizing resistance through the involvement of key players and stakeholders resulting in lasting change within an organization. (V1C7)
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Change Sponsors.
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The people responsible for initiating change within an organization. (V1C7)
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Change Agents.
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Are responsible for implementation of change in an organization. (V1C7)
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Change Targets.
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Those individuals or groups who actually undergo the change. (V1C7)
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- Comfort - Denial - Confusion - Renewal (Acceptance)
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What are the four phases of Janssen's Model of Change? (V1C7)
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- Knowledge (easiest to change) - Attitude (emotionally charged) - Individual Behavior (habits) - Group Behavior (hardest to change)
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What are Mayo's Four Levels of Change? (V1C7)
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- Directive Change Cycle (Top Down) - Participative Change Cycle (Bottom Up)
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What ar ethe two change cycles when implimenting change? (V1C7)
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- Unfreezing - Change - Refreeing
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What are the three phases of in the Change Process? (V1C7)
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Phase 1 - Unfreezing
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Phase is intended to motivate your subordinates and help get them ready for change. (V1C7)
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Phase 2 - Change
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Phase is the movement from the old way of doing things to the new way of doing business. (V1C7)
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Phase 3 - Refreezing
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Phase is the locking in of the new procedures until they're a permanent part of daily operations. (V1C7)
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- Innovators (2.5%) - Early Adopters (13.5%) - Early Majority (34%) - Late Majority (34%) - Laggards (16%)
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What are the five levels or reactions to change, otherwise known as the "diffusion of innovation? (V1C7)
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Continuous Improvement.
answer
The strategic, never-ending, incremental refinement of the way you perform tasks. CI employs a collection of methodologies including Lean, Six Sigma, Theory of Constraints, and Business Process. (V1C8)
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Air Force Smart Operations for the 21st Century (AFSO21).
answer
Is about constantly finding efficiencies to channel saved monies toward improving combat capabilities across the Air Force. (V1C8)
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- Increase productivity of your people - Increase critical equipment availablity rates. - Improve response time and agility (warfighter) - Sustain safe and relaiable operations - Improve energy efficiency
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What are the five desired effects of AFSO21? (V1C8)
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1. Just Do It 2. Rapid Improvement Events (RIE) 3. High Value Initiative (HVI)
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What are the three levels of priorities for AFSO21? (V1C8)
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Decision Making.
answer
The mental (cognitive) process that results in the selection of a course of action from among several alternative scenarios. (V1C8)
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System 1 - Reactive Thinking
answer
Relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (discovering solutions for self) to arrive quickly and confidently at judgments, particularly when situations are familiar and immediate action is required. (V1C8)
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System 2 - Reflective Thinking
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Broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration. (V1C8)
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1. Situation Appraisal - separates, clarifies, and prioritizes concerns. 2. Problem Analysis - identifies the cause of a positive or negative deviation. 3. Decision Analysis - is used for making a choice. 4. Potential Problem Analysis - protects actions or plans.
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What are the four Decision Analysis Steps? (V1C8)
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- Determines your objective. - Provides a specific level of success or resolution.
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What is accompished by using a Decision Statement? (V1C8)
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OODA Loop Observe -Look at situation Orient - Gather Data Decide - Develop solution Act - Implement and Evaluation Solution
answer
Provides NCOs with a systematic and deliberate method for looking at the current situation, determining what problems exists, and then deciding an appropriate and/or effective action. (V1C8)
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Eight Step Problem Solving
answer
A team-centered, systematic, common-sense problem solving approach aimed at increasing combat capability, making Air Force units more effective and efficient, and enhancing and enabling the Warfighter. (V1C8)
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1. Clarify and Validate Problem 2. Breakdown the problem and identify gaps. 3. Set improvement target 4. Determine Root Cause.
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What are the first four steps in the Eight Step Problem Solving Method? (V1C8)
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5. Develop Countermeasures 6. See Countermeasures Through 7. Confirm Results and Process 8. Standardize Successful Process
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What are the last four steps in the Eight Step Problem Solving Method? (V1C8)
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1. Sender 2. Message 3. Reciever 4. Feedback
answer
The Basic Communication Process includes four elements:
question
Sender
answer
The originator of the communication process.
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Message
answer
The idea, feeling, or information that a sender transfers to his/her audience by using written or spoken words and nonverbal symbols.
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Reciever
answer
The target for the sender's message.
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Feedback.
answer
A reaction to the message as you receive it.
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Upward Communication.
answer
The flow of communication through the chain of command from the lowest organizational position to the highest.
question
Downward Communication.
answer
Normally begins with the organization's upper level of management and filters down through the chain of command.
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Lateral Communication
answer
Information flows neither downward nor upward; instead, it flows across organizational channels.
question
- Direct - Inform - Persuade - Inspire
answer
According to The Tongue and Quill, all Air Force writing or speaking falls under one or a combination of four general purposes:
question
Directive Communications
answer
Generally used to pass on information describing actions you expect to be carried out by your audience.
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Informative Communication
answer
Goal is to pass on information to the audience.
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Persuasive Communication.
answer
Is typically used when you are trying to "sell" your audience on a new idea, new policy, new product, or change in current operations.
question
1. Diagnose Communications Needs 2. Prepare the Communication 3. Deliver the Message 1+2+3=Effective Communication
answer
What are the three phases of effective communication?
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Interpret
answer
To determine the meaning or understand the significance of the elements and how the elements fit into the whole.
question
Synthesize
answer
To put different elements together to form a new whole; to draw conclusions about the relationships and implication.
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Evaluate
answer
To make judgments about your work or you judge a piece of work as it stands and as it seems to you against your own unique bundle of experiences, observations, and attitudes.
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Analyze.
answer
Making sure you separate the reading into parts or elements.
question
Definitions.
answer
Primarily used to explain or clarify unfamiliar terms, jargon, processes, or to establish a common core of experience. (V2C1)
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Strategic Communications.
answer
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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Department of State (DOS)
answer
Who has ultimate responsibility for monitoring policies relating to each of the areas listed?
question
1. Know the Air Force message 2. Tell the Air Force story 3. Tell what I do and how it supports my wing's mission and priority. 4. Stay in my lane.
answer
List four ways you can play a role in Strategic Communication?
question
Stay in your lane.
answer
Means discussing only issues related to your AFSC or personal experiences.
question
- Security - Accuracy - Propriety - Policy
answer
What is SAPP?
question
Outside your lane.
answer
Means that it is outside of your responsibility. It's meant to tell others to mind your own business.
question
- On the record - Background - Off the record
answer
What are the three types of interviews?
question
- Hooking - Bridging - Flagging - Personal Credibility
answer
What are the four Interviewing Techniques?
question
Hooking
answer
Takes advantage of opportunities before the interview to get the reporter interested in talking about what you want to.
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Bridging
answer
Technique you can use to move from the reporter's agenda to your message.
question
Flagging
answer
Used to emphasize your message. Use verbal clues such as tone of voice, non-verbal hand gestures, and facial expressions to emphasize your point.
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Personal Credibility
answer
Means you are the expert! Use your personal authority and experience to establish your professional credentials.
question
New media
answer
The emergence of digital, computerized, or networked information and communication technologies.
question
Online battlespace.
answer
Includes the environmental factors and conditions that must be understood to successfully apply combat power, protect the force, or complete the mission, including the enemy and friendly forces.
question
Web 2.0
answer
Refers to user-centered, dynamic Internet based services that emphasize collaboration and sharing.
question
Blog
answer
A website containing the writer's frequently updated personal journal with images and links to other web sites.
question
Microblogging.
answer
A short broadcast in the form of a blog.
question
Social Networking
answer
A social structure made up of individuals (or organizations) called "nodes", which are tied (connected) by one or more specific types of interdependency, such as friendship.
question
Social Media
answer
The various activities that integrate technology, social interaction, and the construction of words, pictures, videos, and audio.
question
Photo Sharing
answer
Uploading images to a website like Flickr or Picasa, adding tags, and offering people the chance to comment or re-use your photos.
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Social bookmarking.
answer
Internet users reference, organize, store, manage, and search for bookmarks of resources online and allows users to save links to other web pages that they want to remember or share.
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Interpersonal Communication
answer
A face-to-face, multidirectional exchange of verbal messages and nonverbal signals between two or more people, for the purpose of gaining a shared meaning."
question
Face to face or one-on-one.
answer
Requires both parties to be physically present and in the same immediate vicinity.
question
Multidirectional exchange
answer
Happens when all parties involved have both permission and freedom to express themselves freely and openly about the issue under discussion.
question
Nonverbal signals.
answer
Carry the greatest amount of the communication burden; show whether or not you care and how well you are listening.
question
Self-monitoring.
answer
Your ability to detect appropriateness of your social behaviors and self-presentation in response to situational constraints and to adjust your behaviors to fit the situation.
question
The Message.
answer
Focuses on what you say and how you say it. It consists of verbal and nonverbal messages sent back and forth between a sender and receiver.
question
Paralanguage.
answer
The characteristics of the voice
question
- Rate - Diction - Tone - Rhythm - Fluency - Volume - Quality
answer
What does paralanguage pertain to?
question
Rate.
answer
The number of words spoken within a specified time.
question
Diction.
answer
The combination of articulation (precise use of lips, tongue, and teeth to form sounds), pronunciation (pronouncing words properly), and choice of words.
question
Tone.
answer
Can be considered in two dimensions: manner of expression (harsh, aggressive, gentle, passive, etc.) and relative pitch (high, low, varying, monotonous)
question
Rhythm.
answer
Creates recurring patterns of variation in speech, i.e., rising and lowering waves of volume, pitch, or rate.
question
Volume.
answer
Loudness.
question
Fluency.
answer
Uses pauses effectively to provide desired flow and effect. Are typically described in three dimensions: length (milliseconds to minutes), filled (vocalized) and unfilled (silent), and location (ending of a thought, beginning of a thought, etc.).
question
Quality.
answer
Pertains to the fidelity or timbre of sound.
question
Content-only response.
answer
Focuses only on the literal meaning of a message without taking into account the emotions or cultural message behind what is being said.
question
Non-competitive interrupting.
answer
Usually arises out of excitement about the conversation and from not being able to hold back one's contribution.
question
Competitive interrupting.
answer
Is aggressive and serves to dominate conversation. It is "I" oriented and becomes a battle for conversational control.
question
Turn-maintaining.
answer
A variety of verbal and nonverbal cues to help you maintain the speaker's role
question
Translate.
answer
To turn into one's own or another language, often in written format.
question
Interpret.
answer
To explain or tell the meaning of; present in understandable terms.
question
Gestures.
answer
Are customarily the use of hands to show emphasis, transition, enumeration, etc.; sometimes accompanied by tonal inflections, pauses, or other nonverbal behaviors.
question
Facial expressions.
answer
Show expressions of fear, surprise, joy, sadness, anger, disgust, etc., conveyed through brow, eye, and mouth configurations.
question
Eye contact
answer
Happens when the sender and receiver are looking into each other's eyes.
question
Body Language.
answer
Sends messages through body posture (slouching, sitting erectly, lounging, crossed arms, etc.) and behaviors (stomping a foot, pointing a finger, shaking the head, etc.).
question
- Directive. - Non-directive - Combined.
answer
What are the three main approaches to counseling?
question
Directive or Supervisor Centered Counseling.
answer
In this approach, you do most of the talking and tell the subordinate what needs to be done. You determine the content of and assume the responsibility for the session. This approach is usually short in duration.
question
Nondirective or Subordinate Centered Counseling.
answer
In this approach, your primary role will be to help the subordinate by providing the information he or she needs to make an informed choice about how to behave in the future. This approach puts the responsibility squarely on the subordinate, and it encourages maturity and open communication.
question
Diagnosting (Pre-session)
answer
Determining why an interpersonal session is needed and its purpose
question
1. Diagnose (Pre-Session) 2. Prepare (Pre-Session) 3. Opening Skills (Session) 4. Attending Skills (Session) 5. Responding Skills (Session) 6. Resolving Skills (Session) 7. Closing Skills (Session) 8. Follow-up Actions (Post Session)
answer
What are the steps in the Interpersonal Sessions Model?
question
1. Depth 2. Scope 3. Suitability
answer
List the three components of interpersonal communication.
question
- Providing encouragement - Verbal warnings - Giving advice - Feedback from your subordinates - Telling subordinates what to do
answer
Examples of informal interpersonal sessions are:
question
- Counseling sessions - Mentoring sessions - Performance feedback sessions - Training
answer
Examples of formal interpersonal sessions are:
question
Assertiveness.
answer
An important aspect of managerial roles in interpersonal communication is ________________________________.
question
Dehumanized Climate.
answer
Subordinates are lazy, will not take responsibility, lack desire to achieve significant results, demonstrate inability to direct their own behavior, show indifference to organizational needs, prefer to be led by others, and avoid making decisions whenever possible.
question
Overhumanized Climate.
answer
Human relations are more important than organizational objectives, conflicts and tensions should be reduced at all costs, motivation of subordinates should be almost totally intrinsic and self-directed, and participative decision making is always superior to decisions made by one or a few.
