Ncoa Course 15 Set B Version 4

Front 1

What is a group?

Back 1

An assemblage of persons located or gathered together.

Front 2

What is a team?

Back 2

A group, organized to work together

Front 3

How does it feel like in a group?

Back 3

Solitary, unorganized, indifferent

Front 4

How does it feel like in a team?

Back 4

Unified, cohesive, collaberative,

Front 5

What are the team roles?

Back 5

Creator, Advancer, Flexer, Refiner, Ececutor

Front 6

(Team Roles) : Creator

Back 6

Genorates new, and inovative ideas.

Front 7

(TeamRoles) Advancer

Back 7

Promotes ideas, moving them between creator and refiner.

Front 8

(Team Roles) Refiner

Back 8

Reviews, modifies, improves, and rationaly evaluates ideas.

Front 9

(Team Roles) Executor

Back 9

Ensures final idea is implemented.

Front 10

(Team Roles) Flexer

Back 10

Can preform and of the roles of creator, advancer, refiner or executer, as is needed.

Front 11

What is the Z process

Back 11

The process of an idea moving from creator, to advancer, to flexer, to refiner and to executor.

Front 12

What is P.E.P.?

Back 12

The natural cycle of brainstorming. Panic(need solution/idea) Elation(I have an idea) Panic(My idea sucks, i suck, why continue living, ..* click* ... BANG! ) NCOs should step in at the elation stage to encourage ideas annd reduce suicide.

Front 13

What is A-I Theory?

Back 13

Refers to team dynamics, based on cognative diversity of the members. Members being on a range of places on the adapation and inovation scale.

Front 14

What are the 5 Cs of team of team building?

Back 14

Coordination, cooperation, cooaching, comunity.

Front 15

(5 Cs) Community

Back 15

Members of the team should feel like a valuable member of the team.

Front 16

(5 Cs) Cooperation

Back 16

Make dure everyone knows thei teams mission and purpose.

Front 17

(5Cs) Coordination

Back 17

Ensure members know their inportance to the team.

Front 18

(5 Cs) Communication.

Back 18

Provide feedback, early and often.

Front 19

(5 Cs) Coaching

Back 19

Training, teaching, guiding members of the team.

Front 20

5 common disfuction in a team

Back 20

Fear of conflict

Lack of commitment

Avoidance of accountability.

Absence of trust

Inattention to results.

Front 21

Stages of team development

Back 21

Forming

Storming

Norming

Preforming

Trasforming/Adjourning

Front 22

Feedback

Back 22

Offer or suggest information or ideas as a resction from an inquiry.

Followers are expected to giv3 feedback to leaders and vise, versa.

Front 23

Authoritarian leader

Back 23

Used in emergancy situations, time sensitive, critical tasks. High task, low relationship.

Front 24

Country club leader

Back 24

Low task, high relationship. Focuses on rewards.

Front 25

Improvished leader

Back 25

Low task, low relatioship,. Aplicable in self-sufficient work center.

Front 26

Team leader

Back 26

High task, high relationship. On a work center with a mixture of needs.

Front 27

Deliberate Development Plan

Back 27

A plan of action for each airman, based on their needs, to develope them in a compehensive manner.

Set uo the plan, sit down with the airman

Monitor the plan, and follow through.

Front 28

Position power.

Back 28

Authority to make decisions based on your position in an organization.

Front 29

Personal power

Back 29

Extent that gollowers respect, and are committed to their leader.

Also, super strength, heat vision, flight, and invisability

Front 30

Types of personal power

Back 30

Referent power,

information power,

expert power

Front 31

Contemporary motivation model

Back 31

Front 32

BATNA

Back 32

Best Alternative To a Negotiated Agreement.

Next best outcome, or plan should negotiation should fail. It effects the urgancy and willingness to compromize.

Front 33

Convergent thinker

Back 33

Reliable, rational, principle based. Dislike uncertainty and ambiguity.

Front 34

Divergent thinkers

Back 34

Creative, spontanous. Confortable with uncertainty.

Front 35

Interest-Based Negotiations (IBN)

Back 35

Focusing in interests and not positions of the two negotiating parties.

Front 36

Zone of possible agreement

Back 36

The bargaining range. The overlapping common area for both parties.

Front 37

TIPO

Back 37

Trust: in person or process.

Determins information avaible

Power: based on leader, position or personal power.

Front 38

Negotiation preference and styles chart.

Back 38

Front 39

Conflict Management connections

Back 39

Front 40

5 step CNS process

Back 40

Front 41

Negotiating categories

Back 41

Front 42

Dustributive tactics

Back 42

Good, cop, bad cop.

Highball, lowball

Exploding offer

Lying

Intimidation/aggressive

Snow job

Nibble

Front 43

Nibble

Back 43

Asking for one last thing right before closing the deal.

Front 44

High context culture

Back 44

More people oriented. They prefer to establish trusted relationships.

Front 45

Low context cultures

Back 45

Task oriented and work towards quick resilutions.

Front 46

Readiness

Back 46

Capacity of parties to decide it is in there best interest to negotiate.

Front 47

Ripeness

Back 47

Whether or not the parties are interested in negotiating.

Front 48

Impasse

Back 48

Occurs when there is a failure to make progress towards a resolution.

Front 49

Minimal encouagements

Back 49

They biuld rapport, encourage the speaker to cobtinue, ( oh,.. really?... when?)

Front 50

Emotio labeling

Back 50

An active listening skill, where you clarify the speakers emontions. Saying, ( you sound... you seem, ... what i hear is...)

Front 51

Antudeficiency act violations

Back 51

An act that results in exceeding limitations (misuse) of funds.

Front 52

Continuing resolution authority

Back 52

Fiscal law authority that allows the goverment to cobtinue spending at a minimum level for a specific smount of time.

Front 53

Cost center

Back 53

Organization that gathers an distributes cost data.

Front 54

Cost center manager

Back 54

Regulates daily use of work hours, supplies, equipment.

Front 55

Financial working group. (Fwg)

Back 55

Reviews program cost factor, compares actual with prior year costs.

Front 56

Financisl management board (fmb)

Back 56

Advisory committee chaired, by the commander or deputy commander and includes group commander level members.

Front 57

Budget exection review (BER)

Back 57

Two part process, yhat occurs twice within each budget cyle to indentify and redistibute funds to meet unfunded requirements.

Front 58

Finacial execution plan (FEP)

Back 58

Product formally called the financial plan or fin plan. The fep ensures an equitable distribution of the president's budget. For the next fiscal year.

Front 59

Budget cycle

Back 59

Front 60

First quarter cycle

Back 60

Oct, fiscal year begins

Nov. First BER.

Dec. 25% budget obligated or spent.

Front 61

Second quater

Back 61

Jan: RA subimts 1st BER.

Jan: cost centers submit inputs for next FYs financial Execution Plan (FEP)

Mar: 50% of budget obligated or spent.

Front 62

Third quarter

Back 62

May: cost centers updated/revised BER second BER occurs.

Jun: 75% of budget obligated or spent.

Front 63

Fourth quarter

Back 63

Aug-30 sep: end year close out

15sep congress approves next FY budget.

30 sep: 100% of budget spent.

Front 64

What does afi 65-601 say about reporting funds.

Back 64

Report excess funds to the wing. Doing so help support other mission-essential requirements

Front 65

UNIT MANNING DOCUMENT

Back 65

Lists ranks, and skill levels of authorized personel slots, of what a unit SHOULD have.

Front 66

Unit Personel Management Roster UPMR.

Back 66

Actual numbers, ranks, and skill levels of current personel. Contsins funded and unfunded personel positions.

Front 67

Authorization change request

Back 67

Used to make changes to the umd.

Front 68

Dm area 1- prevention.

Back 68

Set clear standards

Establish rapport

Create climate of accountability.

Front 69

How ddo you prevent Disciplinary Problems

Back 69

Be a role model

Communicate standards

Communicate expectations

Promote core values

Use rank position correctly

Effrctively mentor

Properly train

Promote teamwork

Use sound leadrship skills

Display and insist on technical competence

Provide feedback

Front 70

Disciplinary model - correction.

Back 70

Feedback,

Formal counseling

Recomendations to commander

Referral preformance

Front 71

Disciplinary Model - punishment

Back 71

Article 15s

Loss of pay, freedom.

Front 72

Progressive Disciple Process

Back 72

Establish standards

Monitor

Apply PDP.

Loc-loa-lor- article 15- court martial

Front 73

Ace?

Back 73

Front 74

4 dimensions of wellness

Back 74

Wellness:

Emotional

Physical

Spiritual

Social

Front 75

Drug abuse pervention

Back 75

Education

Counseling

Referral

Follow-up

Front 76

Work place violance precursers

Back 76

Loss of job,

pass over for promotion,

preceived favortism of others.

Sleeep depervation

Death in the family

Drug use

Perception of unjust org or superviser.

Discrimination

Name starts with "V" and ends in espoli.

Front 77

3 parts of adaptability

Back 77

Flexability.

Cogbitive: ability to change mental aproach.

Emotional: ability to vary aproach to your emotions.

Dispositional: abilityvto remain optomistic dospight situation.

Front 78

NCOs with emotional flexability display what 4 behavoirs

Back 78

1: manage their emotions

2: connect with othets emotions

3: engage emotionaly

4: balance emotions and actions.

All really the same damn thing.

Front 79

Change sponsor

Back 79

Responsible for initiating change. They are the authority responsible to make the choice. They can be any nco rank, they will be the originator of the change, not the one overseeing it.

Front 80

Change agents

Back 80

Responsible for implementation of change, an nco, but not the originator of change.

Front 81

Change targets

Back 81

The people or group being changed!

Front 82

Janssen's Model of change

Back 82

Front 83

Directive Change

Back 83

Change implrmented by an authority figure.

Front 84

Participative change

Back 84

Change implemented when nw knowledge is made available to the group.

Front 85

AFSO21

Back 85

Air force smart ops for the 21st century.

-increase productivity of your people.

-increase available assets

-improve responce time

- sustained ops

-energy efficaincy

Front 86

Reactive decision making

Back 86

Trial and error, based on expeirance situational cues. Making quick judgements on familiar issues.

Front 87

Reflective decision making

Back 87

Used in unfamilair situations, or deliberate planning. Critical thinking, solving the problem at hand and monitoring, and self correction.

Front 88

Keppner-tregoe problem solving process

Back 88

Situation appraisal

Problem analysis

Decision analysis

Potential problem analysis

Front 89

OODA loop

Back 89

Observe, orient, decide, act.

Front 90

Eight step problem solving process

Back 90

A way to make an unecessarily complicated process, more complicated, and less likely to actualy be used or retained.

Clarify,

Break down the problem

Set inprovement target

Determine root cause

Develope countermeasures

See counter measures through

Confirm results and process

Standardized successful process

Front 91

Tactical targets

Back 91

Balanced

Specific

Meadueable

Atttainable

Results focused

Timely