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207 Cards in this Set
- Front
- Back
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Synthesis |
Ability to combine or compile various pieces of information, ideas, concepts, conclusions, etc. in new and different ways |
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Employing Military Capabilities |
Operational and Strategic Art |
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Negotiating |
Fostering Collaborative Relationships |
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Change Management |
Managing organizations and resources |
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Enterprise Perspective |
Global, Regional and Cultural Awareness |
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Diversity (People & Teams) |
Leading People |
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Communicating |
Active Listening |
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Ethical Leadership (Definition) |
Embodies Airmen Culture |
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What are the 4-skill sets of critical thinking? |
Investigate, Create/Develop, Communicate and Evaluate |
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Reflective Thinking |
Thinking that concentrates on what we know, what we need to know, and how we bridge the gap |
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Adaptive Thinking |
Thinking one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity |
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Critical Thinking |
Thinking that is purposeful, reasoned and goal directed involved in solving problems, formulating inferences, calculating likelihood, and making decisions |
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Innovative Thinking |
Thinking that results in efficiency, evolutionary and revolutionary improvements and advancements |
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Strategic Thinking |
Ability to take a long-term view and build new vision |
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Creative Thinking |
It is the cognitive ability to imagine and innovate |
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Future Thinking |
The practice of visionaries, those who skillfully see desired goals and outcomes through their mind's eye |
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Analytical Thinking |
Thinking that requires generative thinking; the development of ideas |
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Self-Regulation |
Self-consciously monitoring one's cognitive activities such as questioning, confirming, validating, and correcting one's reasoning |
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Four Lenses |
Blue (Relationships), Green (Competence and Logic), Gold (Organization), Orange (Excitement) A theory that identifies the four distinct personality temperament types that exist within each of us and throughout society |
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Four Lenses-Maturity |
An ability to express one's own strengths, feelings and beliefs in a manner that is considerate to the abilities, thoughts and feelings of others |
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Four Lenses-Blind Spots |
An aspect of our personality that is not known to our self, but is apparent to others. Reduced through identification and learning |
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Blue Temperament (Relationships) |
Values interpersonal interactions and close relationships |
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Four Lenses-Blue Benefits (Relationships) |
Benefits: family, passionate, compassionate, supportive, takes care of people, builds team concepts, personable, accommodating |
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Four Lenses-Blue Challenges (Relationships) |
Challenges: prolongs things, issues making decisions, taken advantage of, tries to please all, too accommodating, too sensitive, indecisive |
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Green Temperament (Competence and Logic) |
Values competence in themselves and others; can quickly develop contempt for individuals they consider incompetent |
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Four Lenses-Green Benefits (Competence and Logic) |
Benefits: direct and to the point, dependable, analytical, logical, detail-oriented, driven |
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Four Lenses-Green Challenges (Competence and Logic) |
Challenges: obsessive, lacks compassion, over thinking, presumptions, delayed decisions, asks a lot of questions, tunnel vision |
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Gold Temperament (Organization) |
Goal-oriented, ready to complete any task requiring little prompting and encouragement |
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Four Lenses-Gold Benefits (Organization) |
Benefits: Takes control, detail oriented, highly organized, great managers, direct, bring order, time management |
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Four Lenses-Gold Challenges (Organization) |
Challenges: inflexible, detail oriented, lacks flexibility, hard to follow, need for control, too structured, too meticulous, too compulsive |
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Orange Temperament (Four Lenses) |
Values competitiveness, hands-on work, and work as hard as they play |
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Four Lenses-Orange Benefits (Excitement) |
Benefits: high energy, determination, honesty, adaptability, leader, goal-oriented, team building |
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Four Lenses-Orange Challenges (Excitement) |
Challenges: competitiveness, risk takers, too competitive, needs constant tasking, keeping focus, not always professional |
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Problem A |
Actual problem that two individuals come together to solve |
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Problem B |
Encompasses all of the problems that stem from human interactions |
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Adaption-innovative theory is concerned with? |
Style |
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Bridger |
- These individuals are used to effectively manage the cognitive gap. - Social role requiring human relation skills, and an intermediate score - Fills roles of counselor, mediator, and negotiator |
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Situational Leadership Theory |
One's ability to complete a specific task and use of four leadership styles to aid in development (Directive, Coaching, Supporting, and Delegating) |
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Trait Leadership Theory |
Person's ability to lead depends on their intellect, self-confidence, determination, integrity, and social skills |
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Skills Leadership Theory |
Person's ability to lead depends on their intelligence, awareness, and control |
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Contingency Leadership Theory |
Pairing a leader with a specific situation is most effective method because leaders cannot adjust their behavior |
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Leadership Member Exchange |
Leaders must develop specialized relationships with each of their followers instead of treating all their followers the same way |
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Psycho-dynamic Theory |
Followers and leaders are drawn to their roles, and achieve success in those roles by virtue of personality type |
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Authentic Leadership Theory |
Effective leaders are true to themselves and others and adhere to those morals and values |
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Path-goal Theory |
Trailblazers, creating conditions for subordinate success |
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Full Range Leadership Development |
Leaders perform throughout a gamut of active and passive leadership behaviors |
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Laissez-Faire |
Usually absent from their duties, considered lazy, and have poor relationships with their suboordinates |
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Management by exception-Passive (MBE-P) |
Behavior where leaders hold followers accountable when standards are not met or when things go wrong |
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Management by exception-Active (MBE-A) |
Followers appreciate this behavior as it reduces uncertainties regarding their purpose. Can lead to micromanagement |
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Transactional Leadership |
Contingent reward is provided for positive behavior
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Skinner's Operant Conditioning |
Method for learning that occurs through rewards and punishment for behavior |
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McClelland's Needs Theory |
Identifies 3 essential requirements a person must satisfy to be motivated. The needs for achievement, affiliation, or power (AAP). |
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IDDP (Course Introduction) |
Use Identify, Differentiate, Determine, and Predict |
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IDDP-Identify (Course Introduction) |
Identify what is going on. What lesson principle do you see in action? |
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IDDP-Differentiate (Course Introduction) |
Make a distinction between actions, decisions, or behaviors. Is it appropriate or inappropriate? Is it effective or ineffective? |
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IDDP-Determine (Course Introduction) |
Establish a course of action based on lesson principles |
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IDDP-Predict (Course Introduction) |
Predict the likely outcomes of the selected course of action |
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Warrior Ethos (Military Professional) |
Hardiness of Spirit, Courage [both physical and moral], and Resiliency |
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Warrior Ethos-Hardiness of Spirit |
Getting through mentally and challenging times |
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Warrior Ethos-Moral Courage |
Power and determination to follow what one believes is right, regardless of cost to oneself |
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Warrior Ethos-Physical Courage |
Observable actions one takes when faced with fear, pain, uncertainty, or danger |
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Warrior Ethos-Resiliency |
The ability to bounce back from hardships |
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Resilience (AF Definition) |
Withstand, recover, grow in the face of stressors and changing demands |
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Oath of Enlistment |
-A promise, ethical agreement, bond of one's word, committed to core values -Instills a sense of meaning and purpose within each member of the Armed Forces |
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Progressive Professionalism (P2) |
Continuous personal and professional development that includes education, training, and experience. To also include ethical behavior and morally balanced |
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Direction, Discipline, Recognition (DDR) |
Recognize troops when deserved, develop discipline and professionalism |
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Enhancing Resilience |
Be a wingman, "comm" check, lead from the front, mental rehearsal, nutrition, physical fitness, problem-solving, understanding purpose, recharge, situational awareness, strategic thinking, and tactile breathing |
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How human performance impacts |
-Helps resiliency -Increase energy stamina -Recharge physical/mental energy |
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Aerobic |
Releases more energy, but takes longer to get released. Low-intensity, endurance type activities (long distance running and swimming) |
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Anaerobic |
Releases less energy. but does it very quickly. High-intensity short bouts of activity (sprints and weightlifting) |
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Types of Tactile Breathing
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Diaphragmatic, crocodile, relaxation, and sitting up |
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Benefits of Proper Nutrition |
Maintain blood sugar and replenish muscle glycogen
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Performance Nutrition (Definition) |
Provides fuel and allows the body to repair and develop itself |
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Performance Nutrition (Training) |
Relationship between food consumption and athletic performance |
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Macro-nutrients (Definition) |
Carbohydrates, fats, proteins, water |
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Macro-nutrients (Carbohydrates) |
Consists of starches and sugars. Short term, high-intensity energy source. 50% of calories come from carbohydrates |
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Macro-nutrients (Fats) |
Preferred fuel for aerobic exercise; mild-to-moderate intensity exercise. 30% of calories come from fat |
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Macro-nutrients (Proteins) |
Not a preferred energy source. When carbs are short in supply, proteins broken down to amino acid and converted to glucose. Insufficient intake leads to failure to repair body tissues. 20% of calorie intake |
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Micro-nutrients
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Vitamins and minerals |
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Functional Training
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Any type of exercise that has a direct relationship to the activities you perform in your daily life |
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How Functional Training helps |
Better on the job, decrease stress, and increase quality of life |
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High Intensity Exercise Endurance (HIEE) |
Maximum physical effort systematically applied to a technically developed motor skill. Apply the FOSI Principle (Form Over Speed and Intensity) |
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FOSI |
Form Over Speed and Intensity |
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Pre-habilitation |
Train body as whole and not target muscle groups |
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Culture (Definition) |
A shared set of tradition, belief systems, and behaviors. Shaped by many factors, including history, religion, politics, resources, and economic environment |
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Culture (Organization) |
Shared values, goals, and practices that characterize an organization |
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Heritage |
Transmitted by predecessor that defends to an heir |
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Army Signal Corps Aeronautical Division |
Established in 1907 |
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First Female Pilot in Uniform |
Ruth Law |
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Air Service of the U.S. Army |
24 May 1918 |
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National Security Act of 1947 established what? |
United States Air Force (USAF) -Headed by Chief of Staff |
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Air Force Cross |
Decoration awarded to U.S. and foreign military and civilians for displaying extraordinary heroism |
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AFI 36-2203 |
Reveille and Retreat |
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AFI 36-2618 |
Charges all NCO's with advancing the Profession of Arms (Little Brown Book) |
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Drill and Ceremony |
Develops teamwork, confidence, pride, alertness, attention to detail, and espirit de corps |
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Primary Dimensions |
What you are born with and cannot normally change |
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Secondary Dimensions |
Diverse differences that you control and/or can change |
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Equal Opportunity (EO) |
Legal/regulatory mandates prohibiting discrimination based on race, color, sex, national origin |
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Affirmative Action (AA) (Definition) |
Overcoming imbalances for minority groups, women, veterans, and people with disabilities |
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Affirmative Action (AA) (Organization) |
Voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce |
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Social Sensitivity (Definition) |
One's reception and responsiveness to the emotions, feelings, personality, temperaments |
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Social Sensitivity (AF Definition) |
Requires Airmen to develop awareness. Allows better understanding of individual characteristics of who we work with, what each person brings to the mission and improves appreciation and respect for one another
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Diversity-Supportive Characteristics |
Proactively, leadership-driven, encourage ownership, think inclusively, mainstream |
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Stereotype |
Standardized mental picture of one person or group that hold common about another |
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Prejudice |
Adverse or unreasonable opinion about a person or group without all the facts |
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Social Biases |
Someone unfairly favors or prefers a person, culture or group |
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Socio-behavioral Tendencies |
Thought process used to make sense of the world and what defines us |
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Air Force Culture and Heritage |
Reminds Airmen of who they are, the cause they serve, and their ties to those who have gone before them. Comprises the beliefs and attitudes within a military organization that shape its collective preferences toward the use of force |
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Diversity (AF Definition)
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Composite of individual characteristics, experiences, and abilities consistent with Air Force Core Values and Air Force Mission |
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Diversity Awareness |
Ability to recognize and respond to needs of various groups |
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Diversity-Supportive-Organization (Act Proactively) |
Integrate diversity into everyday thinking and action |
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Diversity-Supportive-Organization (Leadership Driven) |
Top management endorses and actively champions diversity's initiatives |
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Diversity-Supportive-Organization (Encourage Ownership of Initiatives) |
Individuals are aware of and committed to carrying out their role in valuing diversity and making it work |
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Diversity-Supportive-Organization (Think Inclusively) |
Everyone is considered a valuable member |
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Diversity-Supportive-Organization (Mainstream Diversity) |
Organization makes diversity a part of every effort |
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FAIR |
Feedback, Assistance, Inclusion, Respect |
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FAIR-Feedback |
Giving and receiving information about expectations |
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FAIR-Assistance |
Making sure a worker has what they need to work to their fullest potential |
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FAIR-Inclusion |
Making sure everyone has opportunity to fully participate in the workplace |
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FAIR-Respect |
Recognizing each person's unique value, contributions, and potential to the organization |
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High Context Cultures |
Societies or groups that have close connections, are less verbal, value long term relationships, have strong boundaries, and are difficult to enter as an outsider. EXAMPLES: Japan and China |
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Low Context Cultures |
Societies or groups that are task-centered, rule-oriented, have interpersonal connections of shorter duration, and believe that knowledge is transferable. EXAMPLE: America |
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12 Domains of Culture |
Family/Kinship Religion/Spirituality Sex/Gender Political/Social Relations Economics/Resources Time/Space Language/Communication Technology/Material History/Myth Sustenance/Health Aesthetics/Recreations Learning/Knowledge |
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Ethical Principles (USAF) |
Three O's: Owing, Ordering, Outing Three P's: Principle, Purpose, People Three R's: Rules, Results, Realities Three D's: Discern, Declare, Do |
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Ethical Principles (USAF) - Three O's |
Owing, Ordering, and Oughting state that you must know who and what we owe, display proper ordering by having moral structuring and ethical priorities, and understand what Airmen should do or ought to do |
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Ethical Principles (USAF) - Three P's |
Principle, Purpose, People are in the context that NCO's must put principle (truth telling and honor) first; purpose (mission accomplishments and duty second); and people (fellow citizens, Airmen, Soldiers, etc) third |
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Ethical Principles (USAF) - Three R's |
Rules, Results, and Realities explain that rules give us ethical guidance; Results are the outcomes, the bottom line, and the consequences of following or not following those Rules; and Realities, which recognize the importance of the situation, circumstances, or realities |
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Ethical Principles (USAF) - Three D's |
Discern, Declare, and Do state that you must try to discern the truth; at appropriate times, you declare the truth as you have discerned it; and then you do what you have discerned and declared |
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Ethical Behaviors |
If ethical leaders are completely aware of their personal ethics/organization ethics, the behavior of those leaders should be consistent with both ethical codes (Personal & Organization Ethics) |
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Ethical Leadership |
Knowing your core values and having the courage to live by them |
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Ethics (Definition) |
Characterize people when they act in ways consistent with societal moral values |
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Ethics (Ethical Leadership) |
Set of standards of conduct that guide decisions and actions based on duties derived from core values |
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Values |
What we regard as right and fair; believe to be worth and important in their life |
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Morals |
Attribute to a system of beliefs to define right from wrong, good versus bad |
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Categorical Imperative |
Are absolutes. An imperative as any proposition (a crucial statement/opinion) that declares a certain kind of action to be necessary |
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Prudence (Use of Reason) First-Justice Second |
Considering what is right before what is possible. Just because something is legal or permissible, does not mean it's the right thing to do, but is also wise and just |
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Ethical Traps (Definition) |
Confusion or uncertainty of what should be taken, all choices have drawback |
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Ethical Traps-Loyalty Syndrome |
Decisions based on respect/loyalty to an individual or unit rather than military rules, regulations and codes of conduct |
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Ethical Traps-Worry Over Image |
Decisions based on how the decision will impact one's reputation/standing among peers, subordinates, supervisors, etc. rather than military rules |
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Ethical Traps-Driven by Success |
"Win at all cost" attitude rather than on military rules, regulations, and codes of conduct |
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Profession of Arms |
Distinct, profession with specialized knowledge, service to nation to defend freedom and purser peace |
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Elements Airmen Contribute to Military Mission |
Professionalism, Commitment, Dedication |
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Nuclear Deterrence |
A state of mind brought about by the existence of a credible threat of unacceptable counteraction. Capability x Will x Perception = Deterrence |
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Nuclear Non-Proliferation Treaty (NPT) |
Provides definition of Nuclear Weapons State (NWS), security for non-nuclear weapons states (NNWS), and offers incentives to sign |
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Proliferation |
Activities by non-members of the NPT to secure, transport, and employ weapons of mass destruction |
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Non-Proliferation |
Actions by members of NPT to detect, secure, and dispose of weapons |
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Nuclear Surety |
Ensure all associated material, personnel, and procedures related to nuclear weapons are safe, secure, and that personnel and weapons systems remain reliable. Safety, Security, Reliability (PRP and Two-Person concept) |
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Air Force Global Strike Command (AFGSC) |
Created to ensure oversight of nuclear-capable bombers and ICBMs. Nuclear deterrence and global strike operations. Two Commands: 8th Air Force, 20th Air Force |
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Joint Task Force (JTF) |
Established when a mission has a specific objective. Designated by SecDef, CCDR, Subordinate unified CDR. (Multi-Service-AF & Army) |
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National Security Council (NSC) |
Coordinates foreign/defense policy, reconcile diplomatic/military commitments |
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Secretary of Defense (SecDef) |
Principal assistant to the President related to DOD |
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Chairman of the Joint Chiefs of Staff (CJCS) |
Principal military advisor to President, NSC, SecDef |
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Combatant Commander (CCDR) |
Receives orders from CJCS under SecDef authority |
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National Security |
National defense and foreign relations of the United States |
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Parts of JCS |
CJCS, chief of staff USAF, Chief of Army, Marine commandant, Chief of Naval operations, VCJCS |
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Branches of Military Chains of Command |
Operational/Administrative |
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Authorized by SecDef through CJCS |
Subordinate unified commands |
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Roles of Sister Services |
Organizing, training, and equipping forces assigned to unified combatant commands |
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Functions of Sister Service |
Prepare/establish reserves of manpower, equipment, and supplies. Maintain readiness. Recruit, organize, and equip forces |
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USTRANSCOM (Scott AFB, IL) |
Tasked to coordinate people and transportation |
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USEUCOM (Stuttgart, Germany) |
Relations with NATO, international military partnering |
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USSOCOM (MacDill AFB, FL) |
Covert/clandestine missions. Unconventional warfare |
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USNORTHCOM (Peterson AFB, CO) |
Homeland defense and civil support missions |
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USSTRATCOM (Offutt AFB, NE) |
Space operations, information operations, missile defense global command and control, intelligence |
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USCENTCOM (MacDill AFB, FL) |
AOR includes Egypt |
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Air Mobility Command (AMC) |
Provides airlift and aerial refueling |
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Pacific Air Force (PACAF) |
Largest area of responsibility |
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U.S. Air Forces in Europe (USAFE) |
European command mission |
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Air Force Special Operations Command (AFSOC) |
Readiness of Air Force special operations |
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Air Combat Command (ACC) |
Support combatant commands around the globe |
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Air Force Reserve Command (AFRC) |
Aerial spray missions, hurricane hunter missions, augmented program |
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Air Force Material Command (AFMC) |
War winning technology, acquisition support, sustainment to warfighters |
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Air Force Space Command (AFSPC) |
Network operations, Cyberspace, Satellites |
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Coast Guard Core Values |
Honor, Respect, Devotion to duty |
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Army Core Values |
Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage |
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Navy/Marines Core Values |
Honor, Courage, Commitment |
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Military Theory |
Scientific, artistic, and philosophical idea to principles, methods, rule, operations of war |
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Principles of War |
Simplicity, unity of command, surprise, maneuver, mass |
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Crisis |
An incident or situation involving a threat to a nation |
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Air Force Doctrine |
Statement of officially sanctioned beliefs |
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Traditional Warfare |
Force-on-Force military operations in conventional military capabilities |
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Doctrine is... |
Authoritative not directive |
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Doctrine that changes the fastest |
Tactical |
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Warfare that is universally true and relevant |
Principle of Warfare |
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Irregular warfare |
Struggle amongst state and non-state for legitimacy and influence |
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USSTRATCOM will do what? |
Define how operations are conducted to accomplish objective |
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Joint Military (Definition) |
Activities, operations, organizations with two or more military parties (Multi-National Military) |
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Contingency |
Situation likely would military forces response to natural or man-made disaster |
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Campaign |
Series of major operations to achieve strategic or operational objective |
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Four concepts in the spectrum of military operation |
Air Force Doctrine, U.S. Strategy, military theory, principles of war |
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Tactical Doctrine |
Employment of specific assists to accomplish detailed objective |
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Operational Doctrine |
Employment of forces to distinct objectives or broad functional areas |
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Crisis/Contingency Operations |
Deterring war, Resolving Conflict, Irregular Warfare |
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Homeland Defense |
Protection of U.S. Sovereignty, territory, domestic population, and critical defense infrastructure against external threats and aggression |
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Civil Support |
DoD support to US civil authorities for domestic authorities |
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Adversarial Crisis |
Directing our energies towards our enemies |
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Non-adversarial Crisis |
No actual enemy and military actions are not there to combat a threat but to assist |
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Unity of Effort |
Joint Interagency, Intergovernmental, Multinational environment (JIIM) |
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Key Operational Air Force Capabilities |
Strategic attack, Counteract, Counterland |
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3C Model |
Culture general conceptual knowledge, cross-cultural skills, positive attitudes, application |
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Nuclear Weapon States |
United States, United Kingdom, France, Russia, People's republic of China |
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Non-Nuclear Weapon States |
India, Israel, Pakistan, North Korea |
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Weapons Staging Areas |
Heavily secured areas inside a base |
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Prime Nuclear Airlift Force (PNAF) |
Peacetime support of logistical airlift |
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Weapons Storage and Security System (WS3) |
Electronic monitoring and controls and weapons storage vaults built in floor |
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Launch Control Center |
Deep underground structure of blast and pressure protected capsule |
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Missile Silo |
Vertical cylinder hardened and with blast doors |
