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101 Cards in this Set
- Front
- Back
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Explain the differences between hearing and listening. (CS-8)
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Hearing – The physical act of receiving sound; Listening – Selective active process of receiving, attending to, understanding, evaluating, and responding.
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Define effective listening and the five steps of the listening process. (CS-8)
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Effective Listening – Selective active process of receiving, attending to, understanding, evaluating, and responding; Receiving – hearing; Attending to – paying attention; Understanding – assigning meaning; Evaluating – agreeing or disagreeing; Responding – action, either verbal or non-verbal
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Describe the 10 most common listening problems. (CS-8)
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Uninteresting topics; Speaker’s delivery; Over stimulation by the message; Listening for facts; Outlining everything; Faking attention; Distractions; Avoiding the difficult; Emotional words; Wasting the speed differential.
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Explain the seven-step process for improving listening ability. (CS-8)
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Be conscious of your listening behavior; Motivate yourself to listen; Prepare yourself to listen; Control your reactions; Work at listening; Listen for ideas; Concentrate on the message
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Describe the right to freely exercise religion. (LS-3)
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The right to observe the tenets of respective religions as long as it does not have an adverse impact on military readiness, unit cohesion, standards, or discipline
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State the importance of religious diversity. (LS-3)
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In essense diversity is strategy for achieving mission excellence
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Describe the Air Force guidelines concerning free exercise of religion. (LS-3)
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Religious accommodation requests should be approved unless approval would have a real, not theoretical, adverse impact on military readiness, unit cohesion, standards, or discipline
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Identify the appropriate referral agencies for religious issues. (LS-3)
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Chain-of-Command for religious accommodation; Chaplain Service for guidance and subject matter expertise; Equal Opportunity Office for discrimination complaints; Judge Advocate General Office for interpretation of legal rights; Inspector General for issue investigation
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Summarize the idea of respect for other beliefs or non-beliefs. (LS-3)
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Respecting someone’s beliefs or non beliefs is not condoning or condemning; just respecting rights.
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Explain how self-control and self-discipline relate to beliefs or non-beliefs. (LS-3)
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Respecting someone’s belifes or non beliefs is not condoning or condemning; just respecting rights.
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Summarize how tolerance will not allow the mistreatment of members because of beliefs or non-beliefs. (LS-3)
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USAF will conduct its affairs free from unlawful discrimination, equal opportunity for all irrespective of age, race, religion…etc. If found USAF will take immediate action.
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Describe what defines stress, and how it impacts the work environment. (LS-4)
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An environment filled with reinforcing or opposing forces (stressors) that either stimulate or inhibit performance
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Explain the various reactions to stress. (LS-4)
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Alarm – Fear or depression; Resistance – results from long term alarm. Rage against the stressor; Exhaustion – when you are physically and emotionally drained from stress
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Describe various coping strategies. (LS-4)
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Enactive – Create a non-stress environment (Permanent/long time to implement); Proactive – increase resiliency (Long term/moderate time to implement); Reactive – Short-term fix (Short term/immediate implementation)
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Explain time management techniques to alleviate stress. (LS-4)
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Hold routine day-end meetings; Hold short stand-up meetings; Set meeting time deadlines; Cancel light-agenda meetings; Set agenda; Stick to it; Keep track of time
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Define the concept of resiliency. (LS-4)
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The ability to withstand, recover and/or grow in the face of stressors and changing demands.
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Identify activities that support the four domains of total human wellness. (LS-4)
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Physical – Food/Rest/Exercise; Mental – Breaks/positive self esteem; Social – Talk to friends/family, be a wingman; Spiritual – maintain sense of purpose, strengthen faith
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Summarize the elements of resiliency. (LS-4)
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Effective problem solving; Reenergizing; Positive Orientation
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Describe the benefits and potential problems of a diverse workplace. (LS-5)
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Benefits: Creativity and innovation, Broader range of skills, Better service to diverse customers, Ability to recruit best talent from entire labor pool; Problems: Under- or over-protection of women, minorities, others, Different consequences for same actions, Language barriers, Failure to train and coach/mentor
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Explain the importance of managing diversity in the military. (LS-5)
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Military mirrors civilian population, reduce discrimination, Increase productivity and chances of mission accomplishment using varied abilities/differences
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Differentiate among the four stages of group growth. (LS-6)
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Forming: acquaintance stage, trust/purpose is formed; Norming: cohesion/unity/expectations become goals; Storming: conflicts feelings/behavior (ie. testing boundaries); Performing: conflict management, constructive self change, capitalize on strengths
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Describe the differences between groups and teams. (LS-6)
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-Teams: common goals/task, strong sense of identity, specialized roles, interdependence; -Group: lacks organization
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Identify the characteristics of effective teams. (LS-6)
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-defined mission, task, objective, or function; -cooperation and communication; -interdependence
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Identify the principles of effective teams. (LS-6)
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-trust and confidence; -delegation and empowerment; -cooperation; -participation; -respect; -clearly defined roles; -dedication and commitment; -loyalty; -communication; -clarity of goals
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Explain the purpose, application, and scope of Air Force Doctrine Document (AFDD) 1-1. (LS-8)
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-Purpose: establish doctrinal guidance for leadership and force development; -Application: applies to all members of AF (ie: active, reserve, guard, civilian); -Scope: baseline for AF leaders, essential for success in rapid response Ops, proper uses of air/space in military Ops, guidance for judgment
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Describe the fundamental elements of Air Force leadership. (LS-8)
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Mission first; people always
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Summarize the components of Air Force leadership. (LS-8)
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-AF core values; -Leadership competencies (ie: personal, people/teams, institutional); -Leadership actions (ie: communicate, motivate, standards, decisions, develop/train)
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Describe the behavioral tendencies characteristic to each dimension of the DiSC model. (LS-9)
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Dominance – wants to be in charge, new opportunities, takes risk; Influence – wants to be involved with people, wants to have fun, wants to talk things out and avoids details; Steadiness – wants everyone to do their own share, likes to be involved; Conscientiousness – wants accuracy, setting standards, systematic, specific criteria
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Determine appropriate methods of relating to others based on behavioral tendencies. (LS-9)
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Dominance – get to the point, respect need for authority, be clear about rules/expectations, let them initiateshow competence, stick to the topic; Influence – relax, talk informally, let them verbalize thoughts, use humor; Steadiness – be logical/systematic, use sincere appreciation, let them adapt slowly; Conscientiousness – give clear expectations, show dependability
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Distinguish between the five needs in Maslow’s hierarchy. (LS-10)
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-Survival; -Safety; -Belonging; -Esteem; -Self Actualization
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Identify ways to motivate people using Maslow’s needs theory. (LS-10)
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-only relatively unsatisfied needs are capable of motivating people; -a lower level need must be met first before a higher one can be met
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Distinguish between McGregor’s three motivational approaches. (LS-10)
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-Theory X: external motivation; Hard Approach: coercion; Soft Approach: manipulation;; -Theory Y: internal/self motivation
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Identify ways to motivate people using McGregor’s theory Y approach. (LS-10)
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-recognition; -meet needs; -don’t make empty promises; -good role model; -remover road blocks; -make tasks clear
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Explain Kelley’s Two-Dimensional Model of Follower Behavior. (LS-11)
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-Passive/Dependent: “sheep”, lacks initiative; -Active/Dependent: “conformist”, the yes man; -Middle: “survivor”, mediocre performer; -Passive/Independent: “alienated”, critical without support; -Active/Independent: “effective follower”, ideal follower
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Identify the characteristics of the effective follower. (LS-11)
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-Exemply core values; -Decision making; -Communication skills; -Commitment; -Problem Solving; -Organizational understanding; -Flexibility; -Competence; -Courage; -Enthusiasm
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Describe the five personal conflict management styles. (LS-12)
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-Forcing: high assertiveness/ low cooperation; -Accommodating: low assertiveness/ high cooperation; -Avoiding: low assertiveness/ low cooperation; -Compromising: medium assertiveness/ medium cooperation; -Collaborating: high assertiveness/ high cooperation
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Assess a situation and decide whether a particular conflict management style is appropriate. (LS-12)
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-how important is the issue?; -how important is the relationship?; -how large is the power gap?; -how quickly should the dispute be settled?
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Given a scenario, identify the concepts of conflict management used to successfully accomplish the mission. (LS-12)
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-diagnose sources of conflict and circumstances; -select appropriate conflict management strategy; -implement the strategy; -see the strategy through to success
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Identify sources of conflict. (LS-12)
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-Personal Conflict; -Information Deficiencies; -Role Incompatible; -Environmental Stress
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Explain the AFSO21 philosophy (LS-14)
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-establishment of CPI a environment where Airmen are actively reducing waste and improving processes
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Identify AFSO21 roles and responsibilities. (LS-14)
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Senior Air Force Leaders – Set the context for all improvement efforts and their relevance to Air Force mission areas and processes; Commanders – Expected to organize and lead process improvement efforts within their command authority; Air Force level office (SAF/SO) responsible for development and maintenance of AFSO21 methods and tools
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Summarize methods of continuous process improvement. (LS-14)
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Lean – focuses activities on eliminating waste and maximizing/generating resources to satisfy other requirements; Six Sigma – increases efficiency by statistical process control (3.4 defects per million opportunities); Theory of Constraints – Philosophy and methodology for addressing logical thinking, scheduling and controlling resources, and measuring performance; Business Process Reengineering – A management approach that examines aspects of a business and its interactions and attempts to improve efficiency of the underlying process.
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Identify the steps in the eight-step problem solving process. (LS-15)
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Clarify and Validate the problem; Breakdown the problem and Identify Performance Gap; Set Improvement Targets; Determine Root Cause; Develop Countermeasures; See Countermeasures through; Confirm results and process; Standardize successful processes
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Explain the concepts of efficiency and effectiveness as they relate to management. (LS-16)
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Efficiency – Minimizing resource costs; Effectiveness – Accomplishing the mission
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Identify the four basic management functions. (LS-16)
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Planning – Defining goals and making a plan; Organizing – determine tasks, establish structure, allocate resources, develop procedures; Leading – Motivating, directing activities, resolve conflicts; Controlling – Monitor performance, compare with standards, apply corrective action
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Differentiate between the three primary roles of managers. (LS-16)
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Interpersonal – figurehead, leader, liason; Informational – monitor, disseminator, spokesperson; Decisional – entrepreneur, disturbance handler, resource allocator, negotiator
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Explain the universality of the manager’s job. (LS-16)
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Level in the organization; profit vs. not-for-profit; size of organization; transferability across national borders; making decisions and dealing with change
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Identify examples of general and specific managerial skills. (LS-16)
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General – Conceptual – mental ability to coordinate interest/activities, Interpersonal – understand, mentor, motivate others, Technical – Use tools procedures and techniques, Political – build power base and establish connections; Specific – Organizing and coordinating, Handling information, Provide growth and development, Motivate and handle conflicts, Strategic problem solving
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Describe task and relationship behavior. (LS-17)
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Task - clearly telling people what, how, when, closely supervising performance; RELATIONSHIP: listening to people, providing support and encouragement, facilitate involvement in problem solving and decision-making
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Describe each leadership style in the Situational Leadership Model. (LS-17)
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Telling (S1) – (High task, low relationship) Solves problem/ makes decisions, directs and guides follower; Selling (S2) – (High task, high relationship) two-way communication, employs persuasion, still makes decisions, explains actions; Participating (S3) – (Low task, High relationship) follower has ability and knowledge to complete task, leader listens and builds confidence. Control shifted to follower; Delegating (S4) – (low task, low relationship) follower makes key decisions and implementation. Leader gets updates, offers resource support, encourages risk taking and independent thought
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Explain how to assess followers’ performance readiness. (LS-17)
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Ability: task knowledge, skills, experience; Willingness: confidence, commitment, motivation
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Describe each performance readiness level in the situational leadership model. (LS-17)
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R1 – Unable and unwilling, insecure; R2 – Unable but willing; R3 – Able but unwilling; R4 – Able and willing (ready to achieve)
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Identify the “ultimate” and “direct” sources of an officer’s authority. (LS-21)
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ULTIMATE: Stems from the Constitution; DIRECT: comes with the authority granted by the president
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Identify the types of officer authority. (LS-21)
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Legal – spelled out in directives; Moral – judgment/decision based on morals/values
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Identify an officer’s responsibilities. (LS-21) In order of importance.
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Mission; Higher headquarters; Collateral Units; Unit Welfare; Individuals; Yourself; Act Decisively; Community
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State Locke’s general principles embodied in the US Constitution. (PA-4)
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-Equality; -Natural Law/Rights; -Social Contract
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List ways to amend the US Constitution. (PA-4)
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-PROPOSAL: -2/3s vote of house and senate; -national convention called by congress at the request of a 2/3s majority of the states legislatures; -RATIFICATION: -3/4s state legislatures; -special conventions called by 3/4s of the states
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Describe the five parts of the Declaration of Independence. (PA-4)
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-Introduction: declares causes; -Preamble: declares principles; -Body Part 1: evidence of abuses; -Body Part 2: conditions for necessary independence; -Conclusion: absolved from English allegiance
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Describe the three overarching characteristics necessary for the development of the military profession according to Samuel P. Huntington. (PA-6)
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Expertise – learned through education and experience; Responsibility – practicing expert, working in a social context, and performing a service; Corporateness – A shared sense of belonging among professionals
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Explain why the United States has its officers take an oath to support and defend the Constitution. (PA-6)
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Pledge to the rule of law, the foundation of our country; not a person, idea or party.
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Explain the country’s expectations of its officers. (PA-6)
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Patriotism, honor, integrity, competence, self-sacrifice, and loyalty to serve above all else.
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Summarize how the Airman's Creed is pertinent to you as an Air Force Officer.
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The Creed acts as a good road map for our day to day lives. YOU are the thread that connects the USAF Core Values, Culture, Warrior Ethos and Heritage together.
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Distinguish correct courses of action in accordance with the Code of Conduct. (PA-10)
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Follow the code of conduct Articles 1-6.
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Summarize the relationship of warrior ethos to the Airmen’s Creed and the Code of Conduct. (PA-10)
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-commitment to developing, demonstrating, and adhering to a warrior ethos will enable us to effectively defend our freedom and our way of life to keep allegiance to one another and server with honor
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Identify the significance of articles 2,7,15, and 31 of the UCMJ. (PA-11 UCMJ)
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Article 2- Everyone in the military is subject to the UCMJ; Article 7 – Officers can apprehend anyone subject to the UCMJ; Article 15 – Nonjudicial Punishment – For minor offenses. The offender can consult the ADC before deciding to accept NJP. Punishment can be reduction in grade, forfeiture of pay, restriction to base, extra duty, or other punishment.; Article 31 – same rights as 5th amendment (right against self-incrimination), requires the suspect is read his rights.
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State the purpose of the Air Force complaint programs. (PA-12)
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Indicate where command involvement needs to correct systemic, programmic, or procedural weaknesses
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State the importance of initially using the chain of command to resolve complaints. (PA-12)
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"Following the chain of command is the best avenue in trying to resolve complaints. Complaints normally do not travel at government expense to present a complaint."
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Identify the goal of Fraud, Waste and Abuse (FWA) Program. (PA-12)
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Preventing FWA through detection and prosecution; “preventing loss of resources”
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State an individual’s responsibility concerning the FWA Program. (PA-12)
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To report FWA situations
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State an avenue available in the Air Force to effect change. (PA-12)
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Innovative Development through Employee Awareness (IDEA)
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State the three enduring truths that describe the fundamental nature of war. (WS-1)
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War is an instrument of national policy; War is a complex and chaotic human endeavor; War is a clash of opposing wills
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Define war according to Clausewitz. (WS-1)
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War is nothing but a duel on an extensive scale…Each strives by physical force to compel the other to submit to his will
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Identify the basic themes of war. (WS-1)
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Combination of politics and violence; War is policy; War is the continuation of politics with other means
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Differentiate among the four viewpoints on war: Pacifism, Realism, Holy War, and Just War Theory. (WS-1)
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Pacifism – War is bad, avoid it; Realism – War just happens, it is not moral nor immoral; Holy War – If war happens, it is by God’s command, so it is always moral; Just War – You should only go to war when it is morally justified. Avoid killing innocents
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List the three factors that dominate war. (WS-1)
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Fog, Friction, and Chance
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Describe the evolution of warfare according to Alan Beyerchen’s taxonomy of four world wars. (WS-1)
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Chemists’ War (WWI) – Germany synthesized nitrates for gunpowder; Physicist’s War (WWII) – Atom bomb and wireless communications; Information Researchers’ War (Cold War) – The ability to acquire information by US led to Russian defeat; Social Scientists’ War – Cultural knowledge will lead to victory by capturing psycho-culture
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Define Doctrine
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Doctrine is a statement of officially sanctioned beliefs, war-fighting principles, and terminology that describes and guides the proper use of air and space forces in military operations.
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State a primary reason a commander may be forced to depart from doctrine
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state how a nation determines its natinoal objectives
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(Vital national interests, major interests, peripheral) National objectives are an extension of vital national interests. First, a vital interest is an interest on which the nation is unwilling to compromise; second, a vital interest is one over which a nation would go to war. The highest vital interest for any country is its survival; however, that is not to say that survival is the only vital interest. Next is major interests which if compromised can cause serious harm to the nation. The third level is peripheral where some national interest is involved, but the nation as a whole is not particularly affected by any given outcome.
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list in order the five steps in the strategy process
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1. Determining National Security Objectives, 2. Formulating grand national strategy; 3. Developing miltiary strategy; 4. composing operational strategy; 5. formulating battlefield strategy.
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identify external factors that influence the strategy process.
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threat, domestic politics, physical enviornment, economics, technology; leadership, culture/society, international politics, geography, doctrine, fog, friction, chance.
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Define foreign policy. (WS-3)
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-goals and guidelines that shape the conduct of American relations with other nations of the world
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Define national security policy. (WS-3)
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-protection of nations people/territories against physical assult, protection of vital economic & political resources; -foreign policy that includes concerns about the projection of national power , survival, and the well being of the state
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Describe the three groups that form public opinion. (WS-3)
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-Uniformed: non opinionated, little participation; -Informed: reactive opinions formed by news sources; -Effective: actively engaged people, seek to influence policy
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Identify the main ideas of our foreign policies from 1776 to the present. (WS-3)
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-Isolationism; -Imperialism; -Pacifism; -UN Cooperation; -Containment; -Post Containment; -Preemptive Strike; -National Renewal & Global Leadership
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Identify the main ideas of each of our deterrent strategies. (WS-3)
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-Massive Retaliation: nuclear arsenal; -Graduated Response: tactical placement of warheads; -Flexible Response: mutually assured destruction; -Realistic Deterrence: total force concept; -Contemporary Containment: armed resistance to communism, Regan Doctrine
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Identify the role of the President, the secretary of defense and the joint chiefs of staff
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The president is the senior military authority in the nation and as such is ultimately responsible for the protection of the United States from all enemies, foreign and domestic; The Secretary of Defense is the principal defense policy advisor to the president and is responsible for the formulation of general dfense policy and policy related to all matters of direct and primary concern to the DOD, and for the execution of approved policy; The JCS prepares strategic plans and provides for the strategic direction of the Armed Forces. It reviews the plans and programs of unified and specified commands, considers ajor personnel and logistic requirements of the Armed Forces and establishes unified doctrine. It is also responsible for the assignment of logistic responsibilities to the military services, the formulation of policies for joint training, and the coordination of military education.
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state the role of the armed forces policy council
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The Armed Forces Policy Council advises the SECDEF on matters of broad policy relating to the armed forces but also considers and reports on any other matters that, in the opinion of the secretary, need attention.
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define unified and specified command
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Specified commands are normally composed of forces from one military service; Unified Commands comprise forces from two or more military services and falls under one commander.
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list the primary missions and responsibilities of the combatant commands
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Combatant commands ensure that US military forces actively shape the international environment and respond as needed across the full spectrum of crises.
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State the function of the Secretary of the AF and the AF Chief of Staff. (WS-6)
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Secretary – conducts the administrative affairs of the department and is directly responsible to the Secretary of Defense. Handles fiscal spending, production, procurement, and legal plans/programs; AF Chief of Staff – Military head of the AF and is directly responsible to the Secretary of the AF for the efficiency and operational readiness of the Air Force.
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Identify the functions of a major command, numbered air force, wing, group, and squadron. (WS-6)
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MAJCOM – Performs specific duties that are organized functionally within the US and regionally outside the US; Numbered Air Force (NAF) – Conducts operational and warfighting activities. Ensures readiness of assigned forces, prepares forces for deployment and employment, plans for beddown of forces, and exercises operational control of assigned forces.; Wing – develops and maintains the capability to conduct or support warfare.; Groups - flexible units with the primary function of operations, maintenance , mission, support, and medical. Normally Full Colonels and there is normally 4 groups in a wing; Squadron - fundamental units of USAF. It is the LOWEST FORMAL ELCHLON OF COMMAND and it’s the building block of the entire Air Force. Squadron commander’s control is limited and flight commanders help maintain squadron efficiency
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Identify the Air Force Core Competencies. (WS-6)
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Developing Airmen; Technology to warfighting; Integrating operations
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Identify the Air Force Distinctive Capabilities. (WS-6)
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Air and Space Superiority; Information Superiority; Rapid Global Mobility; Global Attack; Agile Combat Support; Precision Engagement
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State and define what the principles of war provide to Airmen. (WS-8)
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Unity of Command – Air and Space is product of multiple capabilities, one mission and one commander; Objective – Important due to versatility of air and space forces; shapes priorities; Offensive – Air and Space power is best used as an offensive weapon; Mass – Effect of air force efficiency not just numbers; Maneuver – places enemy in disadvantage. Air maneuver allows engagement everywhere and at any time; Economy of Force – maintain proper operational view. Do not take forces off primary objective to secondary objective at the expense of the primary; Security – Air and Space power vulnerable on the ground; Surprise – easier for Air Force because of global capabilities, can assist with surprise for other ground forces; Simplicity – can be complex, common equipment and understanding can simplify
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List the tenets of air and space power. (WS-8)
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-Should be centrallycontrolled and decentrally executed; -Is flexible and versatile; -produce synergistic effects; -Offers a unique form of persistence; -Must achieve concentration of purpose; -must be prioritized; -must be balanced
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State how the tenets of air and space power complement the principles of war. (WS-8)
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They provide more specific considerations for air and space forces
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Describe the US Army’s initial reaction to the wright Brothers’ heavier-that-air flying machine. (WS-9)
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Skeptical, not interested because of Langley’s failures
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Define strategic bombing. (WS-9)
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Strikes deep into enemy territory to destroy war making capabilities
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List the major ideas espoused by Giulio Douhet. (WS-9)
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-air power was supreme after WWI; -bombers would win all wars; land and naval forces would be defensive; -air weapons would be used against ports, railroads, and economic structures
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State the Meaning of culture as defined by the Air Force Culture and Language Center. (WS-10)
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The creation, maintenance, and transformation across generations of semi-shared patterns of meaning, sense making, affiliation, action, and organization by group
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