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275 Cards in this Set
- Front
- Back
Full Range Leadership Development
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Leader, Follower, Situation
Effective: Active, good leadership In |
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Skills Theory
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Leadership effectiveness based on intelligence
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Management By Exception (Passive)
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If it isn't broke, don't fix it.
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Management by Exception-Active
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The focus of the leader is to monitor and control followers through forced compliance with rules, regulations, and expectations for meeting performance standards and behavioral norms.
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Transformational leadership
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Transformational leaders are those who transform their followers. Through the use of inspiration and motivation
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Leadership scale
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Laissez Faire ->Transactional->Transformational
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Hindrances to Critical Thinking
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Basic Human Limitations
Use Of Language Faulty Logic Perception Psychological Sociological Pitfalls |
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Hindrances to Critical Thinking
Basic Human Limitations |
1. Confirmation Bias and Selective Thinking
2. False Memories and Confabulation 3. Personal Biases and Prejudices 4. Physical and Emotional Hindrances 5. Testimonial Evidence |
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Hindrances to Critical Thinking
Use of Language |
1. Ambiguity
2. Assuring Expressions 3. Meaningless Comparisons |
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Hindrances to Critical Thinking |
1. Superstition
2. Argument from Ignorance 3. False Analogies |
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Hindrances to Critical Thinking |
1. Ad hominem Fallacy
2. Ad populum, Bandwagon Fallacy 3. Emotional Appeals |
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Faciones Scoring Rubric
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Used to score critical thinking
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Two System Approach to Decision Making
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1. Reactive Thinking (Memorized process)
2. Reflective Thinking (Think, Decide, Reflect) |
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Little Brown Book
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AFI 36-2618, The Enlisted Force Structure
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The Continuum of Professionalism
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Scale of professionalism (left=bad, right-good)
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P2 Progressive Professionalism
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Constantly striving to move towards the right on the Continuum of Professionalism
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DDR
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Direction Discipline, Recognition
Foundation of P2 |
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BMR
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Basic Metabolic Rate (Metabolism)
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FOSI Principle
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Form Over Speed and Intensity
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High Intensity Exercise Endurance (HIEE)
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The application of maximal physical effort systematically applied to a technically developed motor skill.
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Ethical relativism
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In ethics, the belief that nothing is objectively right or wrong
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Ethically Minded Organization
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An organization that exemplifies professionalism, humility, self-control, personal discipline, and values.
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Ethical Traps
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confusion or uncertainty as to what action or behavior should be taken
1. Ethical Relativism 2. Loyalty Syndrome 3. Worry over image 4. Drive for Success |
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Toners six tests
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Consider all of the consequences, including the best and worst outcomes of your decision. Ask yourself if you can accept both outcomes.
1. Shame 2. Community 3. Legal 4. Situation 5. God 6. Consequences |
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Toners Ethical Principles
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Three Os (owing, ordering, and oughting)
Three Ps (principle, purpose, people) Three Rs (rules, results, and realities) Three Ds (discern, declare, and do). |
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Task discipline
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How well we meet the challenge of the job
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Demographic Diversity
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Inherent or socially defined personal characteristics, including age, race/ethnicity, religion, gender, socioeconomic status, family status, disability, and geographic origin.
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Cognitive / Behavioral Diversity
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Differences in styles of work, thinking, learning, and personality.
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Organizational / Structural Diversity
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Organizational / institutional background characteristics affecting interaction, including Service, component, and occupation/career field.
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Global Diversity
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Intimate knowledge of and experience with foreign languages and cultures, inclusive of both citizen and non-citizen personnel.
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Diversimilarity
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We are different but we are the same
Respects differences between people while highlighting similarities |
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Striking the Right Balance
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Striking the right balance between the individual’s need to align with the organizational culture and the organizations need to recognize individual differences
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Individual Consideration
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When leaders treat others as individuals with different needs, abilities,and aspirations and not just part of a group of subordinates
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Judging to Valuing Ladder
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1. Judging
2. Understanding 3. Respecting 4. Appreciating 5. Valuing |
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Diversity
Five Part Transformational Process: |
Effective way for leaders to move their organizations from awareness to understanding to action.
1. Discovery 2. Assessment 3. Exploration 4. Transformation 5. Revitalization |
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Resource Stewardship
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The prudent use of allocated funds and the efficientand effective use of time as well as assigned facilities, space, equipment, and people
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Resource Allocation Process
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Funds flow down
Congress Air Force Majcoms, FOAs, DRUs Wing Unit Cost Center Managers CCMs |
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The Budget Execution Review (BER)
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Review cycle conducted twice during the FY to identify, validate, prioritize, and request additional resources for unfunded requirements.
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1st Budget Execution Review (BER)
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Due in 1st half of January
Requires every level of command to validate, prioritize, and submit unfunded requirements |
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2nd Budget Execution Review (BER)
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Due in mid-May
Rack and stack all subordinate command unfunded requirements in order to move funds around the command to cover funding shortfalls |
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Financial Execution Plan (FEP)
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Product used by the Air Force to balance available funding, risks and requirements
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Standard Financial Execution Plan (FEP) Format
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Section 1: Mission Critical Requirements
Section 2: Justification Section 3: Unfunded Requirements Section 4: Spend Plan |
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Financial Execution Plan (Part I - funded level)
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A submission level in the financial plan that equals (funded requirements) the planning number provided with the call instructions.
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Financial Execution Plan (Part II - unfunded level)
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A submission level in the financial plan that includes all requirements exceeding (unfunded) the planning number
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Cost Center Managers (CCMs)
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Regulates the daily use of work hours, supplies, equipment, and services in producing or doing things.
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Organizational Change Request (OCR)
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The instrument used to activate, inactivate, redesignate, or reorganize organizations
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Authorization Change Request (ACR)
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A multi-purpose instrument used to propose adjustments to a Unit Manpower Document (UMD).
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Airmen Powered by Innovation (API)
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Replaced the following programs:
1. Innovative Development Through Employee Awareness (IDEA) 2. Best Practices (BP) 3. Productivity Enhancing Capital Investment (PECI) 4. And expanded the Air Force Smart Operations for the Twenty-first Century (AFSO21). |
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Airmen Powered by Innovation (API) Phases
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1. Ideation/Submission Phase
2. Evaluation Phase 3. Implementation Phase 4. Hold-the Gains Phase |
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Strategic planning
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Begins with the desired-end and works backward to the current status.
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Strategic Alignment & Deployment(SA&D)
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Method used to ensure everyone in AF organizations is working effectively towards the same goals identified by senior leadership. It is a product of annual strategic and performance planning
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Strategy
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What we choose to prioritize, our actions in support of our priorities, the order in which we take them, and how we allocate resources against our priorities to support the Nation Objectives
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Alignment
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The translation of the vision into measurable results.
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Cascading process
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To communicate, align, and validate HQ, NAF, Wing, andintra-Wing strategies
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Vision
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A statement of an ideal state of being or existence in the future that is inspiring and empowering…creates a context for process of planning a future for the organization.
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SA&D STRATEGY MAP
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A plan to move an organization from their current state to a more desirable future state.
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SWOT analysis
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Brainstorming Strengths and Weaknesses from an internal stand point.
Then brainstorming Opportunities and Threats from an external standpoint. |
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Balanced Score Card (BSC)
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A strategy management system for establishing and communicating anorganization’s mission, vision and strategy map to customers, stakeholders and employees,and for aligning day-to-day work to the strategy.
It is a more dressed up version of the Strategy Map |
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Air Force Smart Operations for the 21st Century(AFSO21)
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The Air Force’s unique CPI model
Deliver a consistent and disciplined problem solving approach that is encoded in the DNA of every Airman |
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6-S
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1. Sort – eliminate what is not needed
2. Straighten – arrange items to be accessible and visible 3. Shine – clean everything and keep it clean 4. Standardize – create rules to maintain first 3 S’s 5. Sustain – keep 6-S activities from unraveling 6. Safety – Identify and eliminate safety hazards |
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Theory of Constraints (TOC) –
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A process improvement technique focused on maximizing throughput by use of a “constraint-based” approach.
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OODA Loop
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1. Observe
2. Orient 3. Decide 4. Act |
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8 Step Problem Solving
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1. Clarify problem
2. Break it down 3. Set improvement targets 4. Determine root causes 5. Develop countermeasures 6. See countermeasures through 7. Confirm Results |
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Cognitive Flexibility:
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The ability to use different thinking strategies and mental frameworks
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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
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Dispositional Flexibility:
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The ability to remain optimistic and at the same time realistic
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Janssens Model of Change
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Contentment, Denial, Confusion, Renewal
(Four Room Apartment) |
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Diffusion of Innovation
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Five levels or reactions to change
1. Innovators 2. Early Adopters 3. Early Majority 4. Late Majority 5. Laggards |
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The NoNo Problem
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Always ready with ten reasons why the current situation is fine, why the problems and challenges others see don’t exist or why you need more data before acting
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Eight Steps for Transforming an Organization
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Step 1. Establish a Sense of Urgency
Step 2. Creating the Guiding Coalition Step 3. Developing a Vision and Strategy Step 4. Communicating the Change Vision Step 5. Empowering Others for Broad Action Step 6. Generating Short-Term Wins Step 7. Consolidating Gains Step 8. Anchoring New Approaches |
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PROJECT MANAGEMENT PROCESS
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Project initiation stage
Project planning and design stage Project execution and construction stage Project monitoring and controlling systems Project completion |
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mission
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The task, together with the purpose, that clearly indicates the action to be taken
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Four Personal Approaches
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Conceptual
Spontaneous Normative Methodical |
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Conceptual Approach
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prefers to come up with new ideas
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Spontaneous Approach
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prefers freedom from constraint
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Normative Approach
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prefers to put ideas into a familiar context, relying on past experiences
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Methodical Approach
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prefers order and rationality
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Team Roles
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Creator
Advancer Refiner Executer Flexer |
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Creators
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focus on the possibilities
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Advancers
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focus on the interaction
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Refiners
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focus on the analysis
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Executors
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focus on the realization
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Flexers
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can focus on everything
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The P.E.P Cycle
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Panic, Elation, Panic
Describes brainstorming process |
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Stages of the “Z” Process
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Creating
Advancing Refining Executing |
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Interest-Based Negotiations (IBN)
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The practice of focusing on the interests, and not the positions of the two negotiating parties.
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Anchoring:
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An offer that is at (or slightly more aggressive) than the aspiration point
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BATNA
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Best Alternative To a Negotiated Agreement
An alternative that, should negotiations fail, you are willing and able to execute without the other party’s participation or permission |
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Zone of Possible Agreement (ZOPA)
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Overlapping (common) area of each party’s aspiration point and reservation point
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Divergent thinkers
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Tend to be creative and spontaneous. They are comfortable with uncertainty and ambiguity
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Convergent Thinkers
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Tend to be reliable, rational, and principle-based. They constantly work to reduce uncertainty and ambiguity
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TRUST INFORMATION POWER AND OPTIONS (TIPO) MODEL
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Illustrates how trust influences your use of information and power, and how information and power influence the way you develop options to resolve a dispute, solve a problem, and find a solution.
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Negotiation Strategy
Evade |
Not now, can you come back later?
Low Trust Low Power |
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Negotiation Strategy
Comply |
Yes, absolutely, lets do it your way
Some Trust Low Power |
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Negotiation Strategy |
Take it or Leave it
Low No Trust Very high Power |
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Negotiation Strategy |
Let’s just split the difference and call it a day
High Trust Equal-Low Power |
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Negotiation Strategy
Cooperate |
Lets work together and come up with an even better idea
High Trust Shared Power |
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COOPERATIVE NEGOTIATION STRATEGY (CNS)
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Focusing on the underlying interests, we treat disputes and issues as mutual problems to solve rather than a contest of wills and personalities
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Evaluative Mediation
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Mediator describes the issue, offers an opinion on the strengths and weaknesses of each party’s side
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Facilitative Mediation
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Encourages the parties to discuss matters freely and voluntarily participate in the mediation process
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Cross-Cultural Competence (3C)
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High Context and Low Context Cultures
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Low Context Culture
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Focuses on tasks. USA/Western Europe
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High Context Culture
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People focused. Mid-East, Asia
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The Four Pillars of Fitness |
Mental Fitness Social Fitness Physical Fitness Spiritual Fitness |
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The Five Cs |
Care Commit Connect Communicate Celebrate |
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Limited Privilege Suicide Program (LPSP) |
Identify and treat those who pose a genuine risk forsuicide because of impending disciplinary action under the UCMJ. Information protected under thisprogram may not be used in existing or future UCMJ action |
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Strategic Communication |
USG efforts to engage audiences to further national goals. PR Airmen have a responsibility in this |
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Policy |
Guidance that is directive or instructive, stating what is to be accomplished |
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Strategy |
Defines how operations should be conducted to accomplish national Policy objectives |
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Doctrine |
Presents considerations on how to accomplish military goals and objectives. It isa storehouse of analyzed experience and wisdom. |
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National Security Strategy |
Drafted by NSC. Outlines national security goals and overall strategy. |
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NationalSecurity Act of 1947 |
Created the National Security Council (NSC) |
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National Defense Strategy |
A Strategy thatcomplements the NSS, created by DoD. |
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National Military Strategy (NMS) |
Signed by the CJCS, supports the aims of the NSS and implements the NDS |
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Operational Art |
The application of creative imagination by commanders and staffs to design strategies, campaigns,and major operations and organize and employ military forces |
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Operational Design |
Extends operational art‘s vision with a creative process that helpscommanders and planners answer the ends–ways–means–risk questions |
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INSTRUMENTS OF NATIONAL POWER |
Diplomacy Information Economy Military |
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CROSS CULUTURAL COMPETENCE (3C) |
The ability to quickly and accurately comprehend, then appropriately and effectively act across all cultural environments without necessarily having prior exposure to a particular group, region, or language |
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Culture: |
Creation, maintenance, and transformation across generations of semishared patterns of meaning, sense-making, affiliation, action, and organization by groups |
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Ethnocentrism: |
Human tendency to negatively judge others’ cultures, beliefs, and values against one’s own |
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Cultural Relativism |
When the beliefs and practices of one culture (e.g. what is considered right or wrong,) may not agree with other cultures |
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Holism: |
The idea that all aspects of culture are connected to other aspects i.e. gender affects kinship, which affects politics ect. |
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Worldview: |
Collection of beliefs about life and the universe held by an individual or a group |
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Paralanguage: |
Non-verbal elements of speech including tone, pitch, rate, and pauses |
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Power Distance: |
Extent to which the less powerful members of an organization and/or institution accept and expect that power is distributed unequally |
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12 Domains of Culture |
Family Religion Sex Language History Ect... |
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Iceberg of Culture |
Surface: Behaviors Just below: Systems and Structures Deep Below: Values and Beliefs |
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Collectivism |
Tendency to consider extended family affiliations and being a member of a larger group as very important throughout a person's life Everywhere except N. America and W. Europe |
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Individualism |
Extended family ties play a less important role in our lives, and we do not usually consider the influence of larger groups when we make decisions about our lives N. America and W. Europe |
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Communication Styles (Non-Verbal) |
Haptic: Touching Proxemics: Use of Distance Chronemics: Use of Time Kinesics: Facial expressions and gestures |
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Goldwater Nichols Act of 1986 |
Origin of the Joint Org. Restructured military chain of command. Established SECDEF and CJCS as heads of the forces. |
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COCOM Numbers and Categories |
6 Geographical (N, S, Eu, Pa, Afr, Cent) 3 Functional (SOCOM, STRATCOM, TRANSCOM) |
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Supported Commander |
Actually doing the mission. Supported by other units when needed. Usually COCOM. Has OPCON of Forces |
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Command of Guard and Reserves |
ADCON to service components OPCON to mobilized assigned CC Guard non-mobilized OPCON to Governor |
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Homeland Defense |
CBRNE Response Missile Defense SS Aviation Sup. |
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Civil Support |
Natural Disaster response Mobile Redundant Command Centers |
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Joint Op Planning |
Ties militaryinstrument of national power to the achievement of national security goals |
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NCA |
National Command Authorities POTUS, SECDEF |
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JPEC (Joint Planning & Execution Community) |
Headquarters, commands, and agencies involved in joint operation planning |
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NSC (National Security Council) |
Provides the framework to establish national security strategy |
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Joint Strategic Planning System (JSPS) |
Primary means by which the CJCS performsjoint strategic planning Link between strategic planning and joint operationplanning |
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Guidance for Employment of the Force (GEF) |
Provides two-year direction to combatant commands for operational planning, force management, security cooperation, and posture planning |
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Assigned Forces |
Secretaries of the Military Departments assign forces under their jurisdiction to combatant commands to perform missions assigned to those commands |
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Allocated Forces |
A decision totake US Forces from one combatant command and deploy it to another |
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Apportioned Forces |
The distribution of forces for planning of limited resources among competing requirements Not physically deployed or reassigned; they are simply used as a planning factor |
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Joint Strategic Capabilities Plan (JSCP) |
Carries out the Chairmans National Military Strategy by directing the CINCs to accomplish strategic planning |
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PLANNING, PROGRAMMING, BUDGETING, AND EXECUTION SYSTEM (PPBES) |
Defense Department’s resource allocation system |
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JOINT OPERATION PLANNING AND EXECUTION SYSTEM (JOPES) |
Contingency or Crisis Action Planning CJCS joint planning system. Governs all aspects of conventional joint military operations planning and execution. |
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The JOPES Process |
Campaign planning, contingency planning, and crisis action planning |
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Contingency planning |
Initiation Concept Development Plan Development Plan Review Supporting Plans |
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CRISIS ACTION PLANNING (CAP) |
Situation Development Crisis Assessment COA Development COA Selection Execution Planning Execution |
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Interdependence |
Purposeful reliance of joint and coalition partners on each other’s capabilities to maximize the complementary and reinforcing effects of all |
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Interoperability |
The ability of joint/coalition partners to work together in an efficient and synergistic manner |
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Multipurpose Capabilities |
Weapons and equipment need to possess the capability for effective application in two or more basically different military or civilian functions |
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Decentralized Anarchy |
no international central gov no central agency no common sense of values no agreement of right/wrong |
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Nations sovereign and unique |
self-ruling independent unique culture/geo/history/etc.. |
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grand strategy |
art and science of coordinating the use/development of those instruments to achieve nat'l security objs |
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military strategy |
coordinating the development, deployment, and employment of military forces |
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operational strategy |
the art and science of planning, orchestrating and directing military campaigns within a theater of operations to achieve national security objectives |
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factors influencing strategy decision making process |
politics doctrine economics technology principles of war nature of the threat |
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Maynard Smith |
Metal of Honor Recipient WWII Europe threw exploding ammo overboard extinguished a/c fire by hand |
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Forest Vosler |
Metal of Honor Recipient Germany volunteered to be thrown overboard saved wounded tailgunner from certain death |
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Archibald Mathies |
Metal of Honor Recipient Europe Tried to land wounded a/c on 3rd attempt plane crashed everyone killed |
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Henry Erwin |
Metal of Honor Recipient Koriama Japan threw phosphorous bomb out co-pilots window |
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William H. Pitsenbarger (Pits) |
Metal of Honor Recipient Vietnam pj evacuated 9 volunteered to stay on the ground and help defend wounded originally awarded AF Cross 2001 upgraded by Clinton to CMH |
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John Levitow |
Metal of Honor Recipient Vietnam loadmaster magnesium flare in spilled ammo canisters threw flare out a/c flare ignited immediately saved a/c and crew |
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Code of Conduct Article 1 |
I am an American fighting in the forces that guard my country and our way of life, I am prepared to give my life in their defense |
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Code of Conduct Article 2 |
I will never surrender of my own free will. If in command, I will never surrender the members of my command while they still have the means to resist. |
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Code of conduct Article 3 |
If I am captured I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy. |
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Code of conduct Article 4 |
If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information or take part in any action which might be harmful to my comrades. If I am senior, I will take command. If not, I will obey the lawful orders of those appointed over me and will back them up in every way. |
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Code of conduct Article 5 |
Should I become a prisoner of war, I am required to give name, rank, service number, and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and its allies. |
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Code of conduct Article 6 |
I will never forget that I am an American fighting for freedom, responsible for my actions, and dedicated to the principles which made my country free. I will trust in my God and in the United States of America. |
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Vernon L. Burge |
first enlisted pilot |
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Ruth Law |
first enlisted Army aviatrix. |
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Private Frederick Libby |
first American to down five enemy aircraft in WWI |
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Corporal Eugene Bullard |
(Lafayette Escadrille), the WORLD's first black pilot |
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MSgt Harley Fogleman |
founded and served as the first commander of Muroc Bombing Range, later to become Edwards AFB. |
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First Sergeant Lawrence Lambert |
received the Distinguished Flying Cross when he became the first human in the United States to eject from the P-61 aircraft using the newly developed pilot ejection seat |
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Esther Blake |
first woman in the Air Force. |
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Grace A. Peterson |
first female chief master sergeant |
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SSgt Samuel Turner |
two aerial kills ever from a B-52 during OPERATION Linebacker II in Vietnam. |
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TSgt Timothy Wilkinson |
responded with his crew to the downing of a UH-60 helicopter in the streets of Mogadishu, Somalia. He was awarded the Air Force Cross, the first since Vietnam, for his actions. |
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when planning our communication the first factor we should consider |
analyzing our audience |
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the person or organization we are communicating on bahalf of such as our supervisor, commander or Air Force |
sending audience |
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the person who will be receiving the communication |
the person who will be receiving the communication |
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if your audience is hostile or skeptical you need to
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be more persuasive in your communication
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your communication efforts will be more successful if you consider
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how your audience feels about your subject |
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When determining the reason for communication |
Ensure your communication does what you intended help organize your thoughts focus your communication identify what you want the recieving audience to do with your communication |
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spatial/geographical |
starting at a point in space and proceeding in sequence to another point. |
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problem solution |
used to identify and describe a problem or issue and then discuss possible solution to the problem or techniques for resolving a issue |
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sequential |
used to describe a sequence of steps necessary to complete a technical procedure or process |
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topical |
used to present general statements followed by numbered listings of subtopics to support, explain or expand statements |
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comparison/contrast |
use this style when you need to discuss similarities and/or differences between topics concepts, or ideas |
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reasoning /logic |
use this pattern when your mission is to present research that will lead you down the path to your point of view |
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Summary in conclusion structure |
acts as a brake light alerting your audience that your presentation is ending. shouldn't contain new information. |
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close effect remarks |
tie your closing remarks back to your opening statement or close the loop |
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for transition to be effective |
mention the point just discussed relate the point to the objective or purpose of the communication introduce the next main point |
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factors to consider when planning to communicate |
analyze your audience choose your topic determine your purpose gather your support |
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techniques of organizing a communication |
generating and refining ideas choosing a pattern of organization developing the introduction, body, and conclusion using transitions |
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how do you know when you have paragraph unity |
if everything relates to a single or controlling idea. addressing only one idea per paragraph known as the one horse one rider principle |
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another way to check for paragraph unity |
see if your sentences support the main point idea |
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two types of supporting sentences |
major and minor |
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major sentences |
define explain or add proof to the topic sentence. |
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closing sentences should |
rephrase the topic sentence summarize the material in the paragraph, transition to the next paragraph |
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Coherence |
Coherence allows your readers to see relationships between sentences; the can read through the paragraph and eventually the entire writing. |
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Connectives |
show relationships between ideas in your sentences and paragraphs. connecting words such as first, next, also, and therefore. |
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words that show contrast |
but, still however, yet, neverthelsss |
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passive voice and active voice |
the dog was seen by john ( passive) John saw the dog. (active) the book was read by me. (passive) I read the book (active) |
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subject verb agreement |
the car runs on regular gas (the subject "car" is singular so is the verb runs) the cars run on regular gas. (The subject "cars" is plural and so is the verb "run") |
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antecedent and pronoun reference |
I always carry extra fan belts because it is often useful.. the antecedent "fan belts" is plural but the pronoun "it" is singular. there are two ways to fix this either make "fan belts" singular (an extra fan belt) or change "it to "they" |
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ambiguous pronoun |
the boys wore hats to their classes which the principal disproved of did the principal disapprove of the hats or classes. rewrite. the principal disapproved of the hats the boys wore to their classes |
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clarification support |
spell out the acronym and explain its meaning |
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proof support |
adds credibility shows something is true proves or supports a point |
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integrating sources |
support material flows smoothly in our written or spoken presentations support material logically fits with the paper or speech |
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metaphor |
figure of speech used to compare two things. its a phrase or part of a sentence that compares something concrete or abstract |
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simile |
uses words like or as |
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statistics |
most powerful form of proof support |
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slanted reasoning |
fallacy arises from misuse or lack of data. example owned 3 used cars in your lifetime and had bad luck with all 3 |
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faulty dilema |
offers 2 alternatives one of the writer wants us to accept and the one he know we will either question or never accept. |
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faulty analogy |
compares one situation to another. assumption what is true of a simple or familiar situation is also true of a complex or complicated one |
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stacking the evidence |
distorting or omitting important evidence to get a point across. |
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loaded question |
example when are we going to stop sinking money into this expensive program |
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glittering generality |
giving an admirable name to something we want others to accept. |
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snob or prestige appeal |
anyone who is anyone lives in pine tree acres. |
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plain folks appeal |
simple things in life are the things worth having. |
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first reading of your draft is to check for |
arrangement and flow |
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second reading check for |
paragraph structure and clarity |
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3rd reading check for |
sentences phrases and words passive voice, wordiness and spelling |
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presentations |
effective eye contact lets listeners know you are interested in them, allows you to receive nonverbal feedback, it enhances your credibility |
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benefits of good body movement |
catches the eye of the listener and helps hold their attention, helps relieve nervousness in the speaker can place the audience more at ease. |
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intelligibility |
articulation, pronunciation, overuse of stock expressions, substandard grammar. |
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Variety |
rate volume, force, pitch, emphasis |
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for attention step use |
a rhetorical question, quotation, joke a startling statement, a gimmick |
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conclusion is made up of three components |
summary, re motivation, and closure |
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minor sentence |
should define, explain or add proof to the major sentence, it supports the major support sentence |
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effective body movement can be described as |
free and purposeful |
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The Financial Execution Plan is submitted |
during the second quarter |
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Budget Cycle |
endless cycle of planning, programming, revising, adjusting, and spending. divided into four quarters |
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Budget Execution review |
process that drives most current years spending and following years execution. conducted 2x per FY to identify, prioritize, validate, and request additional resources for unfunded requirements. |
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Most organizations have these basic funding requirements |
technology costs, civilian pay, building maintenance/repair, custodial, and landscaping |
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Financial Execution Plan, 1st section |
mission critical requirements. each assigned an expense investment code |
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Financial Execution Plan, 2nd section |
Justification of the cost of each requirement in section one |
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Financial Execution Plan, 3rd section |
lists unfunded requirements that exceed project funding and includes cost + justification for each |
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Financial Execution Plan, 4th section |
spend plan. illustrates how projected funds will be spent over a 12 month period |
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Anti-Deficiency Act, violations |
subject to appropriate admin/punitive measures. incurs fines of not more than $5,000, imprisonment for not more than 2 years or both for "knowingly and willingly" violating any of the provisions Can't obligate money you don't have |
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"Successful Project Managers" by Pinto and Kharband define project management as |
a process of leading, coordinating, planning and controlling a diverse and complex set of processes and people in the pursuit of achieving project objectives. |
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Project management constraints |
Time - time available cost - budgeted amount available scope - what must be done to produce the project's end result |
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Define Project Management Process |
blueprint for successful project management. identifies a sequence of steps: Initiation Planning and Design Execution and Construction Monitoring and Controlling systems Completion |
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Project Management, Initiation |
feasibility assessed. nature and scope. explore and elaborate on ideas |
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Project Management, Planning and Design |
planning is KEY. plan time, cost, and resources. manage risk during execution |
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Planning and design includes: |
project goals, deliverables, schedule, and supporting plans |
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Project Management, Execution and Construction |
integrates activities and aspects of the project together. processes used to complete the project. coordinating people and resources. |
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Two types of metabolism |
aerobic and anaerobic |
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Aerobic |
uses oxygen to convert food to energy. low intensity, long endurance activities |
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Anaerobic |
does not need oxygen. small amount of energy but released quickly. fuels short bursts of high intensity activity |
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Macronutrients |
chemicals found in large quantities in foods we need. ex: water, protein, carbs, fats. energy is derived from them |
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Micronutrients |
vitamins and minerals required in small amounts. best obtained by eating a variety of food.
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Daily calories from carbs |
50% |
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Carbs |
primary energy source for short term, high intensity activity. converted to glucose and glycogen. fuels anaerobic activity. required by the central nervous system |
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Daily calories from fat |
30% |
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Fats |
stored under skin and around muscles. precursor to steroid hormones and vitamin D. protects vital organs. regulates hunger. fuel for low to moderate activities. |
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Daily calories from protein |
20% |
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Protein |
consume 30 mins after training. too much is not digested, stored in fat. releases nitrogen waste that needs to be filtered through the kidneys. extra urine, extra calcium excretion |
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water |
60% of the body. serves as transport and reactive medium. lubricates joints. |
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Fat-soluble vitamins |
Vitamins A, D, E, K |
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Dehydration |
more than 2% below normal body weight due to loss of water |
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Before physical activity |
3-4 hrs prior, eat a low fat, high fiber and high carb w/ medium protein. water at all times. |
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During physical activity |
Water. eat more carbs for long/extreme training |
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After physical activity |
drink water w/ electrolytes. it's what plants crave. eat 250-300 cal snack during 1st 30 mins. then every 2 hrs for 4-6 hrs. |
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Guidelines for nutrition |
Variety of nutrient rich foods whole grains, fruits, vegs maintain a healthy weight moderate portions gradual changes regular meals |
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Functional training |
any type of exercise that has a direct relationship to activities performed in daily life. |
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Benefits of functional training |
better at home and on the job decreases likelihood for illness/injury deceases stress |
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Pre-habilitation |
prevention of injuries in healthy people. functional training promotes this by training the entire body instead of target muscle groups |
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Functional training and the military |
body weight exercises, dynamic exercises, joint mobility/range of motion |
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Four Pillars of Fitness |
1. Mental 2. Social 3. Physical 4. Spiritual |