Snco Dl Course 14 Version 6

Front 1

What is EPME's structured thinking process?

Back 1

IDDP or Identify, Differentiate, Determine, and Predict

Front 2

What are the three institutional competencies?These ICLs were drawn from AFI -361 EFS, AF Doctrine 1-1, The AF Core Values and CJCSI 1805.01

Back 2

Organizational, People/Team and Personal.

Front 3

This organizational sub competency requires an understanding of the use of innovation and technology in employment of lethal and non-lethal force.

Back 3

Operational and Strategic Art (IC- Organizational)

Front 4

This sub-competency requires an understanding of how technology has been applied historically.

Back 4

Leverage Technology (IC- Organizational)

Front 5

This sub-competency requires an understanding of the capabilities of the AF across air, space and cyberspace and how those relate to other services capabilities.

Back 5

Unit, AF, Joint and Coalition Capabilities. (IC- Organizational)

Front 6

This sub-competency requires knowledge of national security implications or peacekeeping ops, humanitarian relief ops and support to civil authorities both foreign and domestic.

Back 6

Non-adversarial Crisis Response. (IC- Organizational)

Front 7

This enterprise perspective competency is about organizational structure and relationships between AF, DoD, Joint Staff, Joint Commands, defense agencies and other elements of the defense structure.

Back 7

Enterprise Structure and Relationships (IC-Organizational/Enterprise Perspective)

Front 8

Everyday operations to include leadership and organization, roles of members, authorization, appropriation and budget processes.

Back 8

Government Organization and Processes. (IC-Organizational/Enterprise Perspective)

Front 9

What Enterprise Perspective requires an awareness of regional and other factors influencing defense, domestic and foreign policy?

Back 9

Global, Regional and Cultural Awareness

Front 10

This sub-competency requires the ability to inform and appropriately influence key audiences by synchronizing and integrating communication efforts.

Back 10

Strategic Communication (PA)

Front 11

Resource Stewardship is ________________________.

Back 11

The ability to identify, acquire, administer and conserve financial, informational, technological, material, warfare and human resources needed to accomplish the mission. (Managing Orgs and Resources)

Front 12

This requires the ability to embrace, support, and lead change by understanding change management processes.

Back 12

Change Management

Front 13

Continuous Improvement is a sub-competency of what group?

Back 13

Managing Orgs and Resources. (IC - Organizational)

Front 14

The ability to take a long term view and build a shared vision that clearly defines and expresses a future state.

Back 14

Vision (Strategic Thinking)

Front 15

The ability to identify, evaluate and assimilate data and information from multiple streams and then use that information to influence actions and decisions.

Back 15

Decision Making (Strategic Thinking)

Front 16

Adaptability is in what sub-competency?

Back 16

IC Organizational and sub-competency Strategic Thinking.

Front 17

This People & Teams competency requires the ability to help and motivate others.

Back 17

Develops and Inspires Others. (Leading People)

Front 18

The ability to put people first by attending to the physical, mental and ethical well-being of Airmen and their families.

Back 18

Takes Care of People (Leading People)

Front 19

Diversity in regards to Leading People is defined as ________________________.

Back 19

To leverage the value of differences in perspectives, approaches, preferences, race, gender, background, religion, experience and other factors.

Front 20

Building effective teams for goal and mission accomplishment and improved team performance.

Back 20

Builds Teams and Coalitions (Fostering Collaborative Relationships)

Front 21

This sub-competency is the understanding of the underlying principles and concepts applied to the process of attaining desired mission outcomes.

Back 21

Negotiating (Fostering Collaborative Relationships)

Front 22

Promoting AF Core Values through goals, actions and referent behaviors to develop trust and commitment through words and actions.

Back 22

Ethical Leadership (Embodies AMN culture)

Front 23

Followership is a ___________________________ competency.

Back 23

Embodies Airman Culture

Front 24

This sub-competency requires the ability to align priorities and actions toward chain of command guidance for mission accomplishment.

Back 24

Followership

Front 25

Demonstration of hardiness of spirit despite physical and mental hardships.

Back 25

Warrior Ethos

Front 26

The ability to assess one's self in order to identify personal strengths and developmental needs.

Back 26

Develops Self

Front 27

The two Communicating sub-competencies are ________________________ and active listening.

Back 27

Speaking and Writing.

Front 28

Learning is defined as __________________________.

Back 28

The process that changes the way people think, feel or behave.

Front 29

The thinking or reasoning component of learning.

Back 29

Cognitive Domain

Front 30

What system relies not only on the leader's actions, but also the follower and situation?

Back 30

Full Range Leadership Development of FRLD.

Front 31

Within FRLD there are three types of leadership style categories.

Back 31

Laissez-Faire, Transactional and Transformational.

Front 32

Management by Exception (MBE), MBE Passive, MBA Active and Contingent Reward are ________________ .

Back 32

Transactional

Front 33

Individual Consideration, Intellectual Stimulation, Inspirational Motivation and Idealized Influence are _______________________.

Back 33

Transformational

Front 34

This type of leader uses a hands-off style and allows the subordinates to do as they please.

Back 34

Laissez-Faire

Front 35

"If it's not broke don't fix it."

Back 35

Management by Exception Passive (Passive Behaviors)

Front 36

Subordinates uses react to a leader's passive behavior with what two typical responses?

Back 36

Social loafing and Free Riding. (Passive Behaviors)

Front 37

This transactional style of leadership keeps people and processes in control. The focus is of the leader is to monitor and control followers through forced compliance.

Back 37

Management by Exception Active (MBE-A)

Front 38

True or False?

MBE-A reduces organizational uncertainties, avoids unnecessary risks and ensures important goals are being met.

Back 38

True

Front 39

This involves the constructive transaction between the leader and the follower. Example: You do this and you'll get this.

Back 39

Contingent Reward.

Front 40

This type of motivation is driven by positive feelings associated with doing well on a task or job.

Back 40

Intrinsic Motivation.

Front 41

This behavior is fueled by the desire to achieve (or avoid) some result for a certain behavior.

Back 41

Extrinsic Motivation

Front 42

True or False?

Rewards, Recognition, Time Off and Advanced Positions are all examples or Internal Motivators?

Back 42

False

Front 43

Name the internal motivators in regards to contemporary motivation.

Back 43

Satisfaction, Self-Worth and Gratification.

Front 44

Pay, Medical Benefits, Leave and Basic Benefits are all examples of what level of commitment?

Back 44

Membership

Front 45

Individuals at this level of commitment understand and appreciate rewards and benefits of doing more than those at the membership level.

Back 45

Performance Level

Front 46

Individuals at this level of commitment are performing and are personally satisfied with their work. They truly enjoy what they do.

Back 46

Involvement Level.

Front 47

Who said it?

"You're a good leader when people follow you out of curiosity."

Back 47

General Colin Powell

Front 48

This type of leadership is the most active and effective form of leadership where leaders promote positive meaningful changes in people, teams, organizations.

Back 48

Transformational.

Front 49

Treating others as individuals with different needs, abilities and aspirations and not just a part of a group of subordinates.

Back 49

Individualized Consideration (Caring)

Front 50

Intellectual Stimulation or thinking is defined as_______________________.

Back 50

The degree a leader values their subordinates' rationality and intellect, seeking different perspectives and considering opposing points of view.

Front 51

This leader's behavior involves developing and articulating visions that paint optimistic and enthusiastic picture of the future.

Back 51

Inspirational Motivation (Charming)

Front 52

High levels of moral and ethical behavior, virtues and character strengths lead to _______________________.

Back 52

Idealized Influence (Influencing)

Front 53

This complex leadership system is comprised of several parts that are interdependent to one another.

Back 53

Full Range Leadership Development or FRLD

Front 54

True or False?

All great leaders use one style of leadership to accomplish the mission.

Back 54

False

Front 55

McClellan's Need Theory includes what three sub-competencies?

Back 55

Need for Achievement, Need for Affiliation and the Need for Power.

Front 56

True or False?

Critical Thinkers are both skeptical and open-minded.

Back 56

True

Front 57

Adhering tentatively to recently acquired opinions, being prepared to examine new evidence and arguments even if it results in finding flaws in your own logic.

Back 57

Intellectual Humility

Front 58

A Free Thinker is defined as one who ______________________.

Back 58

Restrains one's desire to believe because of social pressures to conform.

Front 59

This aspect of critical thinking is about putting in the necessary work to evaluate the multiple sides of issues.

Back 59

Highly motivated

Front 60

______________ traits are of mind and character and necessary for right action and thinking.

Back 60

Intellectual

Front 61

What universal intellectual standard is considered a "Gateway" standard?

Back 61

Clarity

Front 62

These limitations remind us that we are not perfect and that our understanding of facts, perceptions, and memories preclude us from seeing the whole picture.

Back 62

Basic Human Limitations

Front 63

True or False?

Ambiguity is considered a Basic Human Limitation.

Back 63

False

Front 64

True or False?

Personal Biases and Prejudices as well as Testimonial Evidence are considered Basic Human Limitations.

Back 64

True

Front 65

All of these are uses of Language EXCEPT:

Ambiguity

Assuring Expressions

Meaningless Comparisons

Doublespeak Jargon

Emotive Content

Physical and Emotional Hindrances

Back 65

Physical and Emotional Hindrances.

Front 66

All of these are Faulty Logic or Perception EXCEPT:

Superstition

Argument from Ignorance

False Analogies

Irrelevant Comparisons

Poisoning the Well

Pragmatic Fallacy

Slippery Slope

Back 66

Poisoning the Well

Front 67

The mental process that results in the selection of a course of action from among several alternative scenarios is ___________________.

Back 67

Decision Making

Front 68

This System-1 type of thinking involves deciding first, reacting and then trying to make sense out of it.

Back 68

Reactive Thinking

Front 69

True or False?

Reactive Thinking or System-2 thinking is broad and informed problem solving and deliberate decision making.

Back 69

False (That is Reflective Thinking)

Front 70

The American Profession of Arms is distinguished in what three ways?

Back 70

Service to Constitution, Officer and Non-commissioned officer professionalism and proficiency in integrating technology.

Front 71

What are the three dimensions of the American Profession of Arms?

Back 71

Physical, Intellectual and Moral.

Front 72

True or False?

Discipline is central to the Air Force's identity.

Back 72

True

Front 73

These serve as beacons vectoring us back to the path or professional conduct.

Back 73

Air Force Core Values

Front 74

In 1997, the CSAF directed that these be integrated into all EPME courses.

Back 74

Air Force Core Values

Front 75

Who introduced the Airman's Creed in 2007?

Back 75

Former CSAF, General T. Michael Moseley

Front 76

This is a frame of mind of the professional Airman, a will to win and overcome all obstacles with honor.

Back 76

Warrior Ethos

Front 77

This involves the combination of emotional, moral, and intellectual qualities and behaviors.

Back 77

Professional Character

Front 78

For the Enlisted Force, Airmanship centers on the Air Force Core Values and ________________.

Back 78

AFI 36-2618, The Enlisted Force Structure

Front 79

These are the yardstick a profession uses to measure the performance and behavior of it's members.

Back 79

Professional Standards

Front 80

True or False?

Values shape our actions, decisions and behaviors and play a central role in professionalism.

Back 80

True

Front 81

Progressive Professionalism or P2 can be quantified using this tool.

Back 81

The Continuum of Professionalism.

Front 82

True or False?

The further left you are on the Continuum of Professionalism the more professional you are.

Back 82

False

Front 83

What is the foundation of Progressive Professionalism or P2?

Back 83

Direction, Discipline, and Recognition or DDR.

Front 84

Basic Military Training School, Tech School, FTAC and EPME are all examples of what type of learning activity?

Back 84

Formal Learning Activity

Front 85

Peer to Peer communication, reading, internet research, mentoring are all examples of what type of learning activity?

Back 85

Informal Learning Activity

Front 86

PCS, PCS, TDY and special duties assigned through military channels (additional first sergeant, RA, flight chief) are _____________ assignments.

Back 86

Formal Assignments

Front 87

True or False?

Positions within professional organizations and volunteer positions fall under the Informal Assignment category of Self-Development.

Back 87

True

Front 88

What are the three things that can 'tip' an organizational climate?

Back 88

Actions, Behaviors and Decisions.

Front 89

True or False?

A nutritious diet decreases our resiliency by helping us operate at peak physical performance.

Back 89

False

Front 90

This human performance concept works by breaking down nutrients for energy in a process that requires oxygen.

Back 90

Aerobic metabolism

Front 91

Sprints and weightlifting lead to ______________ metabolism.

Back 91

Anaerobic (metabolism)

Front 92

Low nutrient intake can result in all of the following EXCEPT.

1) Loss of muscle mass

2) Fatigue

3) Endocrine disruption

4) Strengthened immune system

5) Prolonged recovery process

Back 92

4) Strengthened immune system (Suppressed)

Front 93

Chemicals found in large quantities in our food to include carbs, fats, proteins and water.

Back 93

Macronutrients

Front 94

Carbs are considered a ________________ high intensity energy source.

Back 94

Short-term

Front 95

These are a long-term, low intensity energy source that is stored immediately under the skin.

Back 95

Fats

Front 96

Lean meats, fish, poultry, eggs and low-fat dairy products are all examples of what macronutrient?

Back 96

Proteins

Front 97

True of False?

Vitamins and Minerals are micronutrients.

Back 97

True

Front 98

What vitamin is NOT fat soluble?

1) Vitamin A

2) Vitamin D

3) Vitamin E

4) Vitamin K

5) Vitamin C

Back 98

5) Vitamin C, it is water soluble.

Front 99

Dehydration is when _____________________.

Back 99

You are more than 2% below normal body weight due to lose of water.

Front 100

High Intensity Exercise Endurance (HIEE)

Back 100

The application of maximal physical effort systematically applied to a technically developed motor skill. (i.e more intensity)

Front 101

Form Over Speed and Intensity (FOSI) principle

Back 101

This increases safety and program outcomes by focusing on form instead of speed.

Front 102

The ability to control your breathing in times when you need to breathe efficiently.

Back 102

Tactical Breathing

Front 103

___________________ combines ethical decision making and ethical behavior and occurs in both individual and organizational context.

Back 103

Ethical Leadership

Front 104

Values

Back 104

The core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others.

Front 105

Morals

Back 105

Values that we attribute to a system of beliefs that help us define right from wrong and good versus bad.

Front 106

Ethics

Back 106

A set of standards of conduct that guide decisions and actions.

Front 107

Military Ethics

Back 107

Designed to put principle above self-interest.

Front 108

Ethical Relativism

Back 108

The belief that nothing is objectively right or wrong and that the definition of right or wrong depends on a point of view or opinion.

Front 109

Ethical Dilemmia

Back 109

Situations where you are forced to choose between two alternatives and both can be unfavorable.

Front 110

Ethically Minded Organization

Back 110

An organization that exemplifies professionalism, humility, self-control, person discipline and values.

Front 111

Who said it?

"Ethical leaders are completely aware of their personal ethics and the ethics of the organization."

Back 111

Dr. Sara Boatman

Front 112

True or False?

USAF Core Values, AFIs, UCMJ and AFI 36-2618 are all examples of Ethical Codes.

Back 112

True

Front 113

Which are examples of ethical dilemmas?

Back 113

Financial Disclosure Forms, Foreign Gifts, Use of Government Communications Systems and Off-Duty Employment.

Front 114

Name the five steps in Ethical Leadership in regards to decision making.

Back 114

Step 1. Interpret the Situation

Step 2. Analyze all the Factors

Step 3. Think about Ethical Traps and how to avoid them.

Step 4. Implement

Step 5. Monitor and enforce changes if needed

Front 115

Drive for Success (Ethical Traps)

Back 115

Making decisions based on a "win at all costs" attitude rather than rules, regs and codes of conduct.

Front 116

Loyalty Syndrome (Ethical Traps)

Back 116

Making decisions based on respect and/or loyalty to an individual, unit or organization.

Front 117

Ethical Relativism (Ethical Trap)

Back 117

Making decisions based on personal values/beliefs rather than following rules, regulations and codes of conduct.

Front 118

Worry over Image (Ethical Trap)

Back 118

Making decisions based on how the decision will impact one's reputation/standing.

Front 119

Toner's Six Tests

Back 119

The Shame Test, The Community Test, The Legal Test, The Situation Test, The God Test and the Consequences Test.

Front 120

Toner's Principles:

List the three O's

Back 120

Owing, Ordering, and Oughting

Front 121

True or False?

In regards to Toner's Principles the three D's include discern, declare and do.

Back 121

True

Front 122

Apply "Prudence First - Justice Second."

Back 122

Consider what is RIGHT before what is possible.

Front 123

Compliance

Back 123

The act or process of complying to a desire, demand, proposal, or regimen or to coercion.

Front 124

Accountability

Back 124

The quality or state of being accountable; an obligation or willingness to accept responsibility or to account for one's action.

Front 125

What are the three basic principles that foster team accountability and ownership?

Back 125

Focus, Influence, and Consequences

Front 126

Task discipline

Back 126

How well we meet the challenge of a job.

Front 127

Group discipline

Back 127

Pulling our own weight, helping others, basically TEAMWORK.

Front 128

Imposed Discipline

Back 128

Enforced obedience to legal orders and regulations.

Front 129

Self Discipline

Back 129

A willing and instinctive sense of responsibility that leads us to do whatever needs to be done.

Front 130

Unit Discipline

Back 130

A state of order and obedience existing within a unit.

Front 131

Signs of a Negative Unit

Back 131

Favoritism, Lack of Communication, Lack of Leadership, Low Morale and motivation among staff, and Bad Habits.

Front 132

Signs of a Positive Unit

Back 132

Positive values, Commitment to Excellence, Open and honest communication, Flexibility, Cooperation and support.

Front 133

SNCO's role in unit discipline is __________________.

Back 133

Maintain good order and discipline.

Front 134

Diversity

Back 134

A composite of individual characteristics, experience and abilities.

Front 135

Demographic Diversity (Examples)

Back 135

Inherent or socially defined personal characteristics, including age, race, religion, gender etc.

Front 136

Cognitive/Behavioral Diversity (Examples)

Back 136

Styles of work, thinking, learning and personality.

Front 137

Organizational/Structural Diversity (Examples)

Back 137

Service, component, and occupation/career field.

Front 138

Global Diversity (Examples)

Back 138

Knowledge of foreign languages, cultures, interactions with exchange officers, coalition partners, etc.

Front 139

Diversimilarity

Back 139

Respecting differences between people while highlighting similarities.

Front 140

What leadership platform works hand in hand with AF diversity and diversity management?

Back 140

Full Range Leadership Diversity (FRLD) transformational leadership approach.

Front 141

List the steps in the Valuing Ladder in ascending order.

Back 141

Judging, Understanding, Respecting, Appreciating and Valuing.

Front 142

True or False?

AF diversity is grounded on mutual respect among SNCO's.

Back 142

False (AF Diversity is ground on the mutual respect among ALL personnel)

Front 143

What are the 5 steps in the Transformational Process?

Back 143

Step 1. Discovery

Step 2. Assessment

Step 3. Exploration

Step 4. Transformation

Step 5. Revitalization

Front 144

True or False?

Lack of Leadership, Burnout and Poorly planned training are all inhibit the transformational process.

Back 144

True

Front 145

The process of working with and through individuals and groups and other resources to accomplish organizational goals.

Back 145

Management

Front 146

Name the three constraints in the Project Management Triangle.

Back 146

1. Time

2. Cost

3. Scope

Front 147

Name the five stages in the Project Management Process.

Back 147

1. Initiation

2. Planning and Design

3. Execution and Construction

4. Monitoring and Controlling Systems

5. Completion

Front 148

True or False?

The initiation processes determine the nature and scope of the project and is considered the beginning of the project.

Back 148

True

Front 149

In what phase does the current or prospective project leader write a proposal, which contains a description of the situation?

Back 149

Initiation phase (Project Management)

Front 150

In the initiation phase of project management team members perform all the following

EXCEPT:

1. Create a budget

2. Stakeholder Analysis

3. Plan time, cost and resources

4. Create a charter

Back 150

3. Plan time, cost, and resources are in the Planning stage.

Front 151

The key to a successful project is ________________.

Back 151

Planning

Front 152

What are examples of Stakeholders in the Project Management process?

Back 152

1. Project Sponsor

2. Customer

3. Users of the project output

4. Project Manager and Project Team

Front 153

In regards to Project Management what is the acronym SMART stand for?

Back 153

S - Specific

M - Measurable

A - Attainable

R - Realistic

T - Time Based

Front 154

Project deliverables

Back 154

The product your team plans to finish during the Project Management process.

Front 155

What are two key aspects you need to identify during the Project Schedule phase of Project Management?

Back 155

1. The amount of effort/time needed to finish

2. personnel needed to carry out the task

Front 156

Work Breakdown Structure

Back 156

WBS

Front 157

All of the following are considered Supporting Plans (Step 4) in the Project Management process EXCEPT:

1. Human Resource Plan

2. Technology Plan

3. Communications Plan

4. Risk Management Plan

5. Float

Back 157

2. Technology Plan

Front 158

Float

Back 158

Extra time built into a project's timeline.

Front 159

Resource Stewardship

Back 159

The prudent use of allocated funds and the efficient and effective use of time as well as assigned facilities, space, equipment and people.

Front 160

True or False?

SNCO's must be able to determine, analyze and prioritize timelines and milestones.

Back 160

True

Front 161

Resource Allocation Process

Back 161

The process of distributing resources.

Front 162

The AF receives funds from Congress and then distributes those funds to the ________________, Field Operating Agencies (FOA) and Direct Reporting Units (DRUs).

Back 162

MAJCOMS

Front 163

When Congress doesn't approve funds before the start of the FY they enact a _________________.

Back 163

Continuing Resolution Authority (CRA)

Front 164

True or False?

Spending is unlimited during the Continuing Resolution Authority (CRA).

Back 164

False

Front 165

Operations & Maintenance (O&M) include

A. Mobilization

B. Civilian Salaries

C. operating and Maintaining an installation

D. All of the above

Back 165

D. All of the Above

Front 166

The Budgeting Process is an endless cycle of __________, programming, revising, adjusting and spending.

Back 166

Planning

Front 167

Each FY is divided into ______________.

Back 167

Quarters

Front 168

Budget Execution Review (BER)

Back 168

A review cycle conducted twice during the FY to identify, validate, prioritize and request additional resources for unfunded requirements.

Front 169

This ensures funds provided in the President's Budget (PB) are distributed in such a manner as to ensure AF program objectives can be accomplished.

Back 169

Financial Execution Plan

Front 170

Financial Execution Plans include all of the following EXCEPT:

1. GPC items

2. Personnel training/TDY costs

3. Equipment purchases

4. Quantitative Details

Back 170

4. Quantitative Details

Front 171

Repair/Replacement of Computers, printers, copiers, monitors and maintenance contracts are all examples of ________________________.

Back 171

Information Technology Costs

Front 172

Mission Critical Requirements must include a _________________.

Back 172

Element of Expense Investment Code or EEIC

Front 173

This illustrates how projected funds will be spent over a 12-month period.

Back 173

Spend Plan

Front 174

This act requires agencies violating it's rules to report to the President and Congress all relevant facts and actions taken.

Back 174

Anti-Deficiency Act or ADA

Front 175

List possible violations of O&M fund usage

Back 175

1. Business Cards

2. Coins

3. T-Shirts

4. Out of Cycle Use

Front 176

Augmentation of Funds

Back 176

A process to supplement authorized funds

Front 177

Budget Allocation

Back 177

A funding document, which represents cash for commitment or obligation the is issued by SAF/FMB.

Front 178

True or False?

Budget Allocations are issued by MAJCOMs or FOAs.

Back 178

True

Front 179

Limitations and/or restrictions in spending are identified on these documents.

Back 179

Budget Authority (BA) and Operating Budget Authority (OBA)

Front 180

Budget Authorization

Back 180

Represents the approved financial program with which the recipient can plan to accomplish the mission.

Front 181

Budget Outlays Governing Execution Year (BOGEY)

Back 181

Estimate of what will eventually be in the bill passed by Congress.

Front 182

Cost Center (CC)

Back 182

The organization that gathers and distributes cost data.

Front 183

Defense Acquisition Programs (DAP)

Back 183

Programs designed to obtain (acquire) new defense platforms to protect our nation.

Front 184

FEP - Part I

Back 184

Funded Level of the Financial Execution Plan

Front 185

FEP - Part II

Back 185

Unfunded Level of the Financial Execution Plan

Front 186

Financial Management Board (FMB)

Back 186

The senior advisory committee chaired by the Commander or Deputy Commander and includes Group CCs, Comptrollers, Directors and special staffs.

Front 187

Resource Advisors (RA)

Back 187

Budget representative for an organization.

Front 188

Cost Center Managers (CCM)

Back 188

Regulates the daily use of work hours, supplies, equipment and services.

Front 189

Program Budget Decision (PBD)

Back 189

A decision authorizing changes to a submitted service budget estimate and the Future Years Defense Program.

Front 190

Program Objective Memo (POM)

Back 190

Proposes requirements for next six years and sent to SECDEF from service chiefs.

Front 191

Organization Structure, Program Allocation and Control, Requirement Determination and Performance Management.

Back 191

Manpower Competencies

Front 192

Strategic Planning

Back 192

A systematic process of envisioning a desired future, and translating this vision into broadly defined goals or objectives to achieve them.

Front 193

True or False?

Strategic Alignment & Deployment (SA&D) is a component of AF strategic planning and guidance (AF/A8X).

Back 193

True

Front 194

SA&D fosters the following:

A) Two-way communication

B) Focus on problem solving - root cause

C) Individual Skill oriented operations

D) Both A and B

Back 194

D) Both A and B

Front 195

Alignment

Back 195

The translation of the vision int measurable results.

Front 196

Cascading Process

Back 196

Enables organizations to communicate, align and validate HQ, NAF, Wing and intra-Wing strategy.

Front 197

This process promotes workforce feedback and continuous dialogue as well as the cascading of goals from one level to another.

Back 197

Catchable Process (Cascading Process)

Front 198

Mission Statements include what three things?

Back 198

1. Reasons for the organization to exist beyond 3 years.

2. Describe the unified mission

3. Indicate how unique the org is from similar institutions.

Front 199

Strategy Map (SA&D)

Back 199

A plan to move an organization from their current state to a more desirable future state.

Front 200

True or False?

SWOT Analysis stands for Strengths, Weaknesses, opportunities, and Threats.

Back 200

True

Front 201

In regards to SWOT, Capabilities, Innovative Aspects and Processes, Systems and IT are considered?

Back 201

Internal Strengths

Front 202

In regards to SWOT, Political threats, New Technology, Weather Effects are considered?

Back 202

External Threats

Front 203

In regards to SWOT, partnerships, mission developments and global influences are considered?

Back 203

External Opportunities

Front 204

In regards to SWOT, timescales, deadlines and pressures are considered?

Back 204

Internal Weaknesses

Front 205

End State

Back 205

Connects the dots of where you are today verses where you want to be.

Front 206

Goals

Back 206

These clarify what strategically must be achieved to realize the Priority End State.

Front 207

Objectives

Back 207

These give strategic direction on how to execute tasks, initiatives, and process improvements.

Front 208

Metrics

Back 208

These communicate the intent of the objective statement and reflect how the objective will be achieved.

Front 209

Balanced Score Card (BSC)

Back 209

A strategy management system for establishing and communicating an orgs mission, vision and strategy map to customers, stakeholders and employees.

Front 210

Provides leaders and workers with proven performance improvement tools to build a strong warfighter support structure.

Back 210

Continuous Process Improvement (CPI)

Front 211

In pursuit of Continuous Process Improvement (CPI) the AF created ______________________.

Back 211

AFSO 21

Front 212

Lean Principles (AFSO 21) include all of the following EXCEPT:

A. Creates value from the customers POV

B. A Well Documented Standard of Work

C. Identifies all steps along the process chain

D. Strives for perfection by continually removing waste.

Back 212

B. A well documented standard of work (is a principle of Waste)

Front 213

Anything that adds cost or time without adding value.

Back 213

Waste

Front 214

Value Stream Mapping (VSM)

Back 214

A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery.

Front 215

Ensures that the same work will take the same amount of resources to achieve the same results EVERY time.

Back 215

Standard Work

Front 216

6-S is the key to Workplace Organization and it include what six aspects?

Back 216

1. Sort

2. Straighten

3. Shine

4. Standardize

5. Sustain

6. Safely

Front 217

Cell Design/Flow

Back 217

Focuses on designing how workers are arranged relative to the work and to each other.

Front 218

Theory of Constraints (TOC)

Back 218

A process improvement technique focused on maximizing throughput.

Front 219

The following steps are a part of what concept?

1. identify the constraint

2. Decide how to exploit

3. Subordinate all processes

4. Elevate the constraint

5. If a new constraint emerges return to Step 1.

6. Change the system if required

Back 219

TOC or Theory of Constraints

Front 220

Constraints can be classified in these categories:

Back 220

1. Internal Resource Constraint

2. Market Constraint

3. Policy Constraint

Front 221

Developed in the 1950's by Col. John R. Boyd

Back 221

OODA Loop

Front 222

Good problem statements in the OODA Loop process include the following:

Back 222

What, Where, When and What?

Front 223

True or False?

Step 3 in the OODA Loop includes Setting Improvement Targets.

Back 223

True

Front 224

In regards to the OODA Loop, Tactical Targets should be challenging, but achievable and have _______________ characteristics.

Back 224

B-SMART Characteristics

Front 225

These diagrams provide a simple way to visually depict the relationship between specific categories of process inputs and the undesirable output.

Back 225

Fishbone Diagram

Front 226

Who said it?

"Let us never negotiate out of fear. But, let us never fear to negotiate."

Back 226

John F. Kennedy

Front 227

Interest Based Negotiations (IBN)

Back 227

The practice of focusing on the interests, and not the positions of the two negotiating parties.

Front 228

The preferred style by AF mediators

Back 228

Interest Based Negotiations (IBN)

Front 229

Procedural, Psychological and Substantive are all types of what?

Back 229

Interests

Front 230

Anchoring

Back 230

An offer that is at or slightly more aggressive than the aspiration point.

Front 231

Aspiration Point

Back 231

The best each party hopes to get out of a negotiated agreement.

Front 232

Reservation Point

Back 232

The bottomline or least favorable option.

Front 233

Best Alternative to a Negotiated Agreement (BATNA)

Back 233

An alternative that, should negotiations fail, you are willing and able to execute without the other parties participation or permission.

Front 234

Zone of Possible Agreement (ZOPA)

Back 234

The bargaining range defined as the overlapping common area of each party's aspiration and reservation point.

Front 235

Five Negotiation Strategies

Back 235

1. Evade (Passive)

2. Comply (Passive)

3. Insist (Active)

4. Settle (Passive)

5. Cooperate (Active)

Front 236

______________ changes negotiation from a Contest of Wills to a Search for Solutions.

Back 236

Cooperative Negotiation Strategy (CSN)

Front 237

Mediation

Back 237

An alternative form of dispute resolution where parties turn to (rely on) a neutral third party to assist.

Front 238

This type of mediation describes the issues, offers an opinion on the strengths and weaknesses of each party's side and suggests options to resolve the matter.

Back 238

Evaluative Mediation

Front 239

An active third party who enhances communication and encourages parties to discuss the matters freely and voluntarily.

Back 239

Facilitative Mediation

Front 240

A confidential and private meeting between each of the parties and the mediator. Often "behind the scenes."

Back 240

Caucus

Front 241

When there is a failure to make progress towards a resolution.

Back 241

Impasse

Front 242

North America and Northern Europe are ______________ cultures.

Back 242

Low Context

Front 243

______________ cultures are people oriented, wish to establish rapport, and express ideas without fear or reprisal.

Back 243

High Context

Front 244

The TIPO stands for _________, ____________, ____________ and _____________.

Back 244

Trust, Information, Power and Options.

Front 245

Use this negotiation strategy when trying to preserve the relationship between you and the other party is more important than the task.

Back 245

Comply

Front 246

Use this passive negotiation strategy when trust is low, opposing side provides little to no information and when control is low over the situation.

Back 246

Evade

Front 247

Use this assertive winner takes all, task oriented strategy when obtaining your objective is paramount.

Back 247

Insist

Front 248

Use this compromising strategy when there is little chance of getting everything you want but a solution is needed.

Back 248

Settle

Front 249

The strategy known as the CNS.

Back 249

Cooperate or Cooperative Negotiation Strategy (CNS)

Front 250

True or False?

Strategic Communication is used to influence particular audiences.

Back 250

True

Front 251

An Airman's role in Strategic Communication is __________________.

Back 251

Know the wing's priorities to effectively explain what they must do to support those priorities.

Front 252

These systems enable information superiority on the battlefield.

Back 252

Command and Control (C2)

Front 253

SAPP is used in engaging the media and defined as:

Back 253

Security, Accuracy, Propriety and Policy.

Front 254

The key to a successful interview

Back 254

Preparation

Front 255

Interviews Formats:

Normally a one-on-one encounter

Back 255

Face-to-Face Interview

Front 256

Interviews Formats:

Speaking to an unseen reporter through an earpiece and microphone.

Back 256

Remote Interview

Front 257

Interviews Formats:

Usually involves a reporter and "over the shoulder" cameraman.

Back 257

On-scene Interview

Front 258

Interviews Formats:

The reporter and cameraman suddenly appear and start asking questions.

Back 258

Ambush Interview

Front 259

High energy, active words that emphasize the positive are key components of what?

Back 259

Message Development

Front 260

These types of interviews provide context to stories, ensure proper emphasis is placed on key aspects and stories are accurately reported.

Back 260

Background Interviews

Front 261

Hooking

Back 261

Talking about what you want to talk about before the interview in hopes to move the interview in your direction.

Front 262

Bridging

Back 262

A technique used to move from the reporter's agenda to your message. "I can't talk about that, but what I can tell you is..."

Front 263

Flagging

Back 263

"If you remember one thing from today it should be..."

Front 264

Information Operations are integrated in three operational elements.

Back 264

1. Influence Ops (IFO)

2. Electronic Warefare

3. Network Warfare Operations

Front 265

An adversary with the capability and intent to undertake any actions detrimental to the success of program activities or operations.

Back 265

Threats

Front 266

A condition where friendly actions provide indicators that may be obtained and accurately evaluated by the adversary in time to provide effective decision making.

Back 266

Vulnerabilities

Front 267

A measure of the potential degree to which critical info and indicators are subject to loss through adversary exploitation.

Back 267

Risk

Front 268

Group

Back 268

An assemblage of persons (or objects) located or gathered together.

Front 269

Team

Back 269

A group organized to work together.

Front 270

Strategic Communication objectives are down-channeled starting with the ________________.

Back 270

The Department of State With assistance from the DoD.

Front 271

The task, together with the purpose, that clearly indicates the action to be taken and the reason therefore....a duty assigned to an individual or unit; a task.

Back 271

Mission (defined by the DoD Dictionary)

Front 272

A method used to guide personnel

Back 272

Mission Statement

Front 273

This team building process prefers to come up with new ideas and are focused on visualizing.

Back 273

Conceptual Approach

Front 274

This team building process prefers freedom from constraint and is often impatient.

Back 274

Spontaneous Approach

Front 275

This team building process prefers to put ideas into a familiar context, relying on past experiences with similar situations to guide them.

Back 275

Normative Approach

Front 276

This team building process prefers order and rationality; focused on following a step-by-step process.

Back 276

Methodical Approach

Front 277

Four roles in a typical Team

Back 277

1. Creators

2. Advancers

3. Refiners

4. Executors

Front 278

Focus on possibilities, generate new ideas with fresh concepts.

Back 278

Creators

Front 279

Focus on the interaction, communicate new ideas and carry them forward.

Back 279

Advancers

Front 280

Focus on the analysis, challenge all concepts and use a methodical process to analyze current path.

Back 280

Refiners

Front 281

Focus on the realization, follow-up on team objectives and implement ideas and solutions.

Back 281

Executors

Front 282

Focus on everything, they are a combination of the other four major role.

Back 282

Flexers

Front 283

PEP Cycle

Back 283

Front 284

This explains the roles team members have in the task process.

Back 284

Front 285

Communication in Team Building

______________may get most passionate and engaged in imaginative and abstract discussions.

Back 285

Creators

Front 286

Communication in Team Building

_______________often pick up on the subtle feelings expressed in a conversation; look beyond the facts and see real feelings.

Back 286

Advancers

Front 287

Communication in Team Building

_____________ are most attentive to the facts and ideas in a conversation, with less attention to the feelings expressed.

Back 287

Refiners

Front 288

Communication in Team Building

_____________ tend to have a communication style that is practical and concrete.

Back 288

Executors

Front 289

Stages of the "Z" Process

During this stage, new ideas are born. Team members look at problems from perspectives that are unusual and unique.

Back 289

Creating Stage

Front 290

Stages of the "Z" Process

During this stage, the team gives new ideas more structure and considers broad strategies for implementation.

Back 290

Advancing Stage

Front 291

Stages of the "Z" Process

During this stage, the team scrutinizes new ideas to see if they are realistic.

Back 291

Refining Stage

Front 292

Stages of the "Z" Process

During this stage, the team puts ideas into action; following through on the plan to get concrete results.

Back 292

Executing Stage

Front 293

The primary goal of the ______________ is to generate as many new ideas as possible.

Back 293

Creating Stage

Front 294

Wingman Concept

Back 294

A culture of taking care of Airmen 24/7, 365 days a year.

Front 295

Ask Your Wingman, Care for Your Wingman, and Escort Your Wingman.

Back 295

ACE

Front 296

The ability to withstand, recover, and/or grow in the face of stressors and changing demands.

Back 296

Resiliency

Front 297

Four Pillars of Fitness

Approaching life's challenges in a positive way by demonstrating self control, stamina, and good character with choices and actions.

Back 297

Mental Fitness

Front 298

Four Pillars of Fitness

Developing and maintaining trusted, valued friendship that are personally fulfilling and foster good communication.

Back 298

Social Fitness

Front 299

Four Pillars of Fitness

Performing and excelling in physical activities that require aerobic fitness, endurance, strength through exercise, nutrition and training.

Back 299

Physical Fitness

Front 300

Four Pillars of Fitness

Strengthening a set of beliefs, principles or values that sustain a person beyond family, institution...etc.

Back 300

Spiritual Fitness

Front 301

The five C's

Back 301

Care, Commit, Connect, Communicate and Celebrate.

Front 302

Alcohol Abuse

Back 302

Any substandard behavior or performance in which the consumption of alcohol is a primary contributing factor

Front 303

Substance Abuse can effect all of the following EXCEPT:

A) Mission and Readiness

B) Morale

C) Finances

D) Health and Wellness

Back 303

D) Finances

Front 304

The highest at-risk age group for sexual assault is the _____________ year old group.

Back 304

18 to 24

Front 305

This initiative helps us focus on behaviors that impair mission readiness.

Back 305

The Culture of Responsible Choices (CoRC) Initiative.

Front 306

Individuals Involved in Sexual Assault

The criminal who assaults the victim.

Back 306

Perpetrator

Front 307

Individuals Involved in Sexual Assault

The person who enables, encourages, or creates a situation or environment that allows a perpetrator to act.

Back 307

Facilitator

Front 308

Individuals Involved in Sexual Assault

The person who see the potential for a sexual assault. They might want to act, but not know what to do.

Back 308

Bystander

Front 309

Individuals Involved in Sexual Assault

The person assaulted by the perpetrator.

Back 309

Victim

Front 310

Ways to help prevent sexual assault are ________________________________.

Back 310

1) Refrain from sexist and gender-biased comments and actions.

2. Coach and redirect when you hear or see this behavior in others.

3) Trust your intuition and intervene.

Front 311

True or False?

Judging the victim and pressing for details are good ways to deal with the situation.

Back 311

False

Front 312

True or False?

The first thing you should do when addressing the victim is to attend to the safety and medical conditions.

Back 312

True

Front 313

When did the Air Force adopt a new reporting policy in regards to Sexual Assault?

Back 313

2005

Front 314

The difference between Restricted and Unrestricted Reporting of Sexual Assault.

Back 314

Front 315

True or False?

Forensics exams are accomplished in both Restricted and Unrestricted reporting of Sexual Assault.

Back 315

True

Front 316

Active duty military only and dependents who are _______________ or older are eligible for Restricted reporting of Sexual Assault.

Back 316

18 years of age

Front 317

The first point of contact for reporting a sexual assault and is considered the center of gravity when it comes to issues of sexual assault.

Back 317

SARC

Front 318

Individuals who are specially trained to support victims of sexual assault.

Back 318

Victim Advocates

Front 319

Individuals who assist a victim during the military justice process (medical or mental health care providers, judge advocate, paralegal or other appropriate person).

Back 319

Victim Witness Assistance Program Liaison (VWAP)

Front 320

The leading cause of women at work (42%).

Back 320

Workplace Violence

Front 321

Workplace Violence TYPE 1

Back 321

Violent acts by criminals, who have no other connection with the workplace, but to enter for robbery or different crime.

Front 322

Workplace Violence TYPE 2

Back 322

Violence directed at employees by customers, clients, patients, students...etc.

Front 323

Workplace Violence TYPE 3

Back 323

Violence against coworkers, supervisors, or managers by a present or former employee.

Front 324

Workplace Violence TYPE 4

Back 324

Violence committed in the workplace by someone who doesn't work there, but has a personal relationship with an employee.

Front 325

List of Workplace Violence Awareness Team (WVAT) members

Back 325

Supervisor, Family Support Center, Behavioral Science Flight, Chaplain, MEOO, Civilian Personnel Office Security Forces, Exclusive Recognized Union and OSI.

Front 326

This protocol provides a meaningful line of inquire to help collect information after learning of a possible threat of violence.

Back 326

Threat Assessment Protocol

Front 327

DeBecker's JACA

Back 327

J Perceived Justification

A Perceived Alternatives

C Perceived Consequence

A Perceived Ability

Front 328

This abuse or misses of power is considered psychological violence.

Back 328

Workplace Bullying

Front 329

True or False?

Females E-1 - E-4s between the ages of 21-25 are at the highest risk for suicide.

Back 329

False (Males)

Front 330

The following are high risk factors for suicide EXCEPT:

A) Males E-1 to E-4 between 21 and 25.

B) Deployed Servicemembers

C) Members receiving care from multiple clinics/agencies due to risk or poor hand-off

D) Airmen are most at risk between Friday - Sunday.

E) All of the above

Back 330

B) Deployed Servicemembers

Front 331

The goal of this program is to identify and treat those who pose a genuine risk for suicide because of impending disciplinary action under UCMJ.

Back 331

Limited Privilege Suicide Program (LPSP)

Front 332

True or False?

LPSP applies only to those military members who have been officially notified that they are under investigation or suspected of violating the UCMJ.

Back 332

True

Front 333

Adaptability

Back 333

The ability to adjust self to changed, unexpected or ambiguous situations by actively seeking information and by demonstrating opens and support to change.

Front 334

Cognitive Flexibility

Back 334

The ability to use different thinking strategies and mental frameworks.

Front 335

Emotional Flexibility

Back 335

The ability to vary your approach to dealing with your own emotions and those of others.

Front 336

Dispositional Flexibility

Back 336

The ability to remain optimistic and at the same time realistic.

Front 337

Claes Janssen's "Four Rooms" Model of Change

Back 337

Front 338

Diffusion of Innovation Theory

Back 338

Front 339

Diffusion of Innovation _____________________ are a small percentage of the population and those who immediately embrace new ideas.

Back 339

Innovators

Front 340

Diffusion of Innovation___________________ are usually social and opinion leaders who are often popular, educated and able to see the advantage in adopting new ideas early.

Back 340

Early Adopters

Front 341

Diffusion of Innovaton_____________________ makes up one of the largest groups of the people, providing an important link in the change process because they tend to represent mainstream thinking.

Back 341

Early Majority

Front 342

Diffusion of Innovation_______________ is the other large group in the middle of the curve. They are hampered by feelings of insecurity and skepticism.

Back 342

Late Majority

Front 343

Diffusion of Innovation_______________are the last people to embrace new ideas, and they influence no one.

Back 343

Laggards

Front 344

Always ready with ten reasons why the current situation is fine.

Back 344

NoNo Problem

Front 345

Making internal changes to accommodate external change is _______________ and strategic leadership should be _________________.

Back 345

Reactive; Proactive

Front 346

Before deciding whether or not to change something in the organization ask yourself these three questions.

Back 346

1. What is the cost?

2. How will it effect resources?

3. How do we communicate this need for change?

Front 347

Step 1 in Potter's Eight Steps for Transforming an Organization

Back 347

Establish a Sense of Urgency

Front 348

Step 2 in Potter's Eight Steps for Transforming an Organization

Back 348

Creating a Guiding Coaltion

Front 349

Step 3 in Potter's Eight Steps for Transforming an Organization

Back 349

Developing a Vision and Strategy

Front 350

According to Full Range Leadership Development principles a vision statement must include:

Back 350

1. Be inspirational and contain shared values

2. Be realizable

3. Use language with superior imagery that touches followers emotions.

4. Must be well articulated

Front 351

Step 4 in Potter's Eight Steps for Transforming an Organization

Back 351

Communicating the Change Vision

Front 352

Step 5 in Potter's Eight Steps for Transforming an Organization

Back 352

Empowering Others for Broad-Based Action

Front 353

Step 6 in Potter's Eight Steps for Transforming an Organization

Back 353

Generating Short-Term Wins

Front 354

Step 7 in Potter's Eight Steps for Transforming an Organization

Back 354

Consolidating Gains and Producing More Change

Front 355

Step 8 in Potter's Eight Steps for Transforming an Organization

Back 355

Anchoring New Approaches in the Culture

Front 356

According to Kotter, Leaders must communicate the ____________ by a factor of ten.

Back 356

Vision

Front 357

Find the diagram for Kotter's 8 Step Change Process.

Back 357

Front 358

List why change efforts can fail within an organization.

Back 358

Front 359

The purposeful reliance of joint and coalition partners on each other's capabilities to maximize the complementary and reinforcing effects on all.

Back 359

Interdependence

Front 360

The Army's dependence on the Air Force airlift capability and the Navy transport to deliver soldiers to ports of debarkation are all examples of ________________________.

Back 360

Interdependence

Front 361

When 2 or more nations form an ad hoc arrangement or when they have common interests.

Back 361

Coalition Partner

Front 362

In November 2009 when U.S Marines went to the Republic of Georgia to train Georgian NCOs on how they lead teams and squads is an example of __________________.

Back 362

Interoperability

Front 363

______________________ capabilities address the need for weapons and equipment which possess the capability for effective application in two or more basically different operations.

Back 363

Multipurpose

Front 364

A tool used to correct marginal/substandard duty performance and minor/major UCMJ violations.

Back 364

Military Justice

Front 365

U.S Navy Core Values

Back 365

Honor; Bear True Faith and Allegiance; Courage, Support and Defend; and commitment, obey the orders.

Front 366

True or False?

The primary functions of the U.S Navy include sea control and power projection.

Back 366

True

Front 367

When is the Navy birthday?

Back 367

13 October 1775

Front 368

How many active numbered fleets are in the Navy?

Back 368

Six fleets

Front 369

Core Values of the U.S Marine Corps (USMC) are the following:

Back 369

Honor, Course and Commitment

Front 370

PME for Marine Corps Staff Sergeants and Staff Sergeant Selectees

Back 370

Career Course

Front 371

List the Core values of the U.S Army.

Back 371

Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage.

Front 372

The Army is divided into these three sections.

Back 372

1. Army Commands

2. Army Service Component Commands

3. Direct Reporting Units

Front 373

List the Core Values of the U.S. Coast Guard.

Back 373

Honor, Respect, and Devotion to Duty

Front 374

The U.S Coast Guard is a part of the Department of Homeland Security, but during times of war it is absorbed into the __________________.

Back 374

U.S Navy

Front 375

Policy

Back 375

Guidance that is directive or instructive, stating what is to be accomplished.

Front 376

Policy at our Nation's highest levels originates from the ___________________ and _______________.

Back 376

President and SECDEF

Front 377

Strategy

Back 377

Defines how operations should be conducted to accomplish national Policy objects.

Front 378

Doctrine

Back 378

A rigid view that considers how to accomplish military goals and objectives. It is a storehouse of analyzed experience and wisdom.

Front 379

True or False?

National Security came into full usage in World War II (WWII).

Back 379

True

Front 380

National Security

Back 380

Encompasses both national defense and foreign relations of the United States.

Front 381

This Act created the National Security Council (NSC)

Back 381

National Security Act (1947)

Front 382

This Act made it mandatory for the President to provide official statements on National Security to the American People.

Back 382

Goldwater-Nichols Department of Defense Reorganization Act. (1986)

Front 383

This is the President's principal forum for considering national security and foreign policy matters with his senior national security advisors and cabinet officials.

Back 383

The National Security Council (NSC)

Front 384

List the regular attendees of the NSC

Back 384

President (Chairman)

Vice President, Secretary of State, Secretary of Treasury and SECDEF.

Front 385

The National Security Strategy originates from ___________________ of the world.

Back 385

Mental image (of the world)

Front 386

National Instruments of Power

Back 386

Diplomatic, Informational, Military, and Economic.

Front 387

American Interests

Back 387

Security, Prosperity, Values and International Order.

Front 388

Who produces or can produce a National Defense Strategy?

Back 388

SECDEF

Front 389

This is signed by the CJCS, supports the aims of the NSS and implements the NDS outlining the military's role in achieving national objectives or enduring interests.

Back 389

National Military Strategy

Front 390

This embodies fundamental principles by which the military forces or elements of it guide their actions in support of national objectives.

Back 390

Doctrine

Front 391

Joint Publication (JP) 1, Doctrine for the Armed Forces of the United States

Back 391

The bridge between policy and doctrine; a capstone publication.

Front 392

True or False?

Joint Doctrine takes precedence over individual Service's Doctrine.

Back 392

True

Front 393

Logistics and Technology are two examples of __________________.

Back 393

Operational Art

Front 394

Political systems, physical environment and the enemy's/our national leadership are examples of ________________.

Back 394

Contextual Elements

Front 395

A Commander's knowledge, experience and skills are called _____________________.

Back 395

Operational Art

Front 396

Operational Design

Back 396

The conception and construction of the framework that underpins a joint operation plan and it's subsequent execution.

Front 397

These are the tools the US uses to apply it's sources of power, including it's culture, human potential, industry, science and technology, academic institutions, geography, and national will.

Back 397

Instruments of National Power (Diplomacy, Information, Military and Economy)

Front 398

Who plays a key role in the integration of all instruments of national power?

Back 398

National Security Council

Front 399

Joint Warfare is _____________ warfare and relies on traditions, cohesion and _______________.

Back 399

Team; expertise

Front 400

These plans deter or counter threats are prepared within the context of a treat alliance or framework.

Back 400

OPLAN

Front 401

The United Nations or the Organization for Security and Cooperation in Europe are examples of _________________.

Back 401

Intergovernmental Organizations (IGO)

Front 402

_________________ level of war addresses the issues of why and with what we will fight and why the enemy fights against us.

Back 402

Strategic (Level of War)

Front 403

At this _______________ level of war campaigns and major operations are designed, planned, conducted, sustained, assessed and adapted to accomplish strategic goals.

Back 403

Operational (Level of War)

Front 404

The level of war that deals with HOW we fight.

Back 404

Tactical (Level of War)

Front 405

DoD

Back 405

Department of Defense

Front 406

Full Range Leadership Development

Back 406

Leader, Follower, SituationEffective: Active, good leadershipIn

Front 407

Trait Theory

Back 407

Leadership effectiveness based on traits. Great Man theory

Front 408

Skills Theory

Back 408

Leadership effectiveness based on intelligence

Front 409

Management By Exception (Passive)

Back 409

If it isn't broke, don't fix it.

Front 410

Management by Exception-Active

Back 410

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.

Front 411

Transformational leadership

Back 411

Transformational leaders are those who transform their followers. Through the use of inspiration and motivation

Front 412

Leadership scale

Back 412

Laissez Faire ->Transactional->Transformational

Front 413

Hindrances to Critical Thinking

Back 413

Basic Human Limitations Use Of Language Faulty LogicPerception PsychologicalSociological Pitfalls

Front 414

Hindrances to Critical ThinkingBasic Human Limitations

Back 414

1. Confirmation Bias and Selective Thinking 2. False Memories and Confabulation 3. Personal Biases and Prejudices 4. Physical and Emotional Hindrances 5. Testimonial Evidence

Front 415

Hindrances to Critical ThinkingUse of Language

Back 415

1. Ambiguity 2. Assuring Expressions 3. Meaningless Comparisons

Front 416

Hindrances to Critical ThinkingFaulty Logic or Perception

Back 416

1. Superstition 2. Argument from Ignorance 3. False Analogies

Front 417

Hindrances to Critical ThinkingPsychological and Sociological Pitfalls.

Back 417

1. Ad hominem Fallacy 2. Ad populum, Bandwagon Fallacy 3. Emotional Appeals

Front 418

Facione’s Scoring Rubric

Back 418

Used to score critical thinking

Front 419

Two System Approach to Decision Making

Back 419

Reactive Thinking (Memorized process)Reflective Thinking (Think, Decide, Reflect)

Front 420

Profession of Arms

Back 420

Military is a profession, like a doctor or a lawyer and has its own rules and customs

Front 421

Warrior Ethos

Back 421

Describes the frame of mind of the professional Airman—it is part of ourculture. It proclaims our selfless commitment to our Nation, mission, unit, and fellowAirmen.

Front 422

Military Culture and Airmanship

Back 422

Military culture comprises the beliefs and attitudes within a military organization that shapes its collective preferences toward the use of force. Airmen refer to these beliefs andattitudes as air-mindedness.

Front 423

Little Brown Book

Back 423

AFI 36-2618, The Enlisted Force Structure

Front 424

Little Blue Book

Back 424

Core Values

Front 425

Values Conflict

Back 425

When personal values conflict with AF values

Front 426

The Continuum of Professionalism

Back 426

Scale of professionalism (left=bad, right-good)

Front 427

P2 Progressive Professionalism

Back 427

Constantly striving to move towards the right on the Continuum of Professionalism

Front 428

DDR

Back 428

Direction Discipline, Recognition Foundation of P2

Front 429

BMR

Back 429

Basic Metabolic Rate (Metabolism)

Front 430

FOSI Principle

Back 430

Form Over Speed and Intensity

Front 431

High Intensity Exercise Endurance (HIEE)

Back 431

The application of maximal physical effort systematically applied to a technically developed motor skill.

Front 432

Ethical Leadership

Back 432

Combines ethical decision-making and ethical behaviorMake ethical decisions and behave in ethical ways

Front 433

Values

Back 433

The core beliefs we hold regarding what is right and fair

Front 434

Morals

Back 434

Values that we attribute to a system of beliefs that help us define right from wrong

Front 435

Ethics

Back 435

The study of what we understand to be good and right behavior and the study ofhow we judge those behaviors.

Front 436

Military ethics

Back 436

Values and expected rules of the profession that are appropriate to actions taken within the military environment

Front 437

Ethical relativism

Back 437

In ethics, the belief that nothing is objectively right or wrong

Front 438

Ethical Dilemma

Back 438

Situations where one is forced to choose between two alternatives (both alternatives can be unfavorable and/or less right and more right or less wrong and more wrong).

Front 439

Ethically Minded Organization

Back 439

An organization that exemplifies professionalism, humility, self-control, personal discipline, and values.

Front 440

Ethical Traps

Back 440

confusion or uncertainty as to what action or behavior should be takenEthical RelativismLoyalty SyndromeWorry over imageDrive for Success

Front 441

Loyalty Syndrome

Back 441

Making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct.

Front 442

Worry Over Image

Back 442

Making decisions based on how the decision will impactone’s reputation/standing

Front 443

Drive for Success

Back 443

Making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct

Front 444

Toner’s six tests

Back 444

Consider all of the consequences, including the best and worst outcomes of your decision. Ask yourself if you can accept both outcomes.Shame, Community, Legal, Situation, God, Consequences

Front 445

Toner's Ethical Principles

Back 445

Three O’s (owing, ordering, and oughting)Three P’s (principle, purpose, people)Three R’s (rules, results, and realities)Three D’s (discern, declare, and do).

Front 446

COMPLIANCE

Back 446

Compliance is the act or process of complying to a desire, demand, proposal, or regimen or to coercion.

Front 447

Accountability

Back 447

The quality or state of being accountable; an obligation or willingness to accept responsibility or to account for ones action.

Front 448

Personal Accountability

Back 448

Accepting complete responsibility for you behavior

Front 449

Workplace Accountability

Back 449

Creatingan environment where accountability is clear and fully accepted

Front 450

Discipline

Back 450

Training expected to produce aspecific character or pattern of behavior, especially training that produces a moral or mental improvement

Front 451

Task discipline

Back 451

How well we meet the challenge of the job

Front 452

Group discipline

Back 452

Effective Teamwork

Front 453

Imposed discipline

Back 453

Enforced obedience to legal orders and regulations

Front 454

Self-discipline

Back 454

A willing and instinctive sense of responsibility that leads us to do whatever needs to be done

Front 455

UNIT DISCIPLINE

Back 455

A state of order and obedience existing within a unit that involves the ready subordination of an individual’s will for the good of the unit

Front 456

Negative unit

Back 456

Lack of excellence, productivity and camaraderie

Front 457

Positive unit

Back 457

Exhibit a common set of traits that foster excellence, productivity and camaraderie.

Front 458

Diversity

Back 458

A composite of individual characteristics, experiences, and abilities.

Front 459

Demographic Diversity

Back 459

Inherent or socially defined personal characteristics, including age, race/ethnicity, religion, gender, socioeconomic status, family status, disability, and geographic origin.

Front 460

Cognitive / Behavioral Diversity

Back 460

Differences in styles of work, thinking, learning, and personality.

Front 461

Organizational / Structural Diversity

Back 461

Organizational / institutional background characteristics affecting interaction, including Service, component, and occupation/career field.

Front 462

Global Diversity

Back 462

Intimate knowledge of and experience with foreign languages and cultures, inclusive of both citizen and non-citizen personnel.

Front 463

Diversimilarity

Back 463

We are different but we are the same Respects differences between people while highlighting similarities

Front 464

Striking the Right Balance

Back 464

Striking the right balance between the individual’s need to align with the organizational culture and the organization’s need to recognize individual differences

Front 465

Individual Consideration

Back 465

When leaders treat others as individuals with different needs, abilities,and aspirations and not just part of a group of subordinates

Front 466

Judging to Valuing Ladder

Back 466

JudgingUnderstandingRespectingAppreciatingValuing

Front 467

Golden Rule

Back 467

treat others as one would like others to treat oneself

Front 468

DiversityFive Part Transformational Process:

Back 468

Effective way for leadersto move their organizations from awareness to understanding to actionDiscoveryAssessmentExplorationTransformationRevitalization

Front 469

Resource Stewardship

Back 469

The prudent use of allocated funds and the efficientand effective use of time as well as assigned facilities, space, equipment, and people

Front 470

Resource Allocation Process

Back 470

Funds flow down CongressAir ForceMajcoms, FOAs, DRUsWingUnitCost Center Managers CCMs

Front 471

The Budget Execution Review (BER)

Back 471

Review cycle conducted twice during the FY to identify, validate, prioritize, and request additional resources for unfunded requirements.

Front 472

1st Budget Execution Review (BER)

Back 472

Due in 1st half of January

Front 473

2nd Budget Execution Review (BER)

Back 473

Due in mid-May

Front 474

Financial Execution Plan(FEP)

Back 474

Product used by the Air Force to balance available funding, risks and requirements

Front 475

Standard Financial Execution Plan (FEP) Format

Back 475

Section 1: Mission Critical RequirementsSection 2: JustificationSection 3: Unfunded RequirementsSection 4: Spend Plan

Front 476

Anti-Deficiency Act (ADA)

Back 476

Can't obligate money you don't have

Front 477

Financial Execution Plan (Part I - funded level)

Back 477

A submission level in the financial plan that equals (funded requirements) the planning number provided with the call instructions.

Front 478

Financial Execution Plan (Part II - unfunded level)

Back 478

A submission level in the financial plan that includes all requirements exceeding (unfunded) the planning number

Front 479

Cost Center Managers (CCMs)

Back 479

Regulates the daily use of work hours, supplies, equipment, and services in producing or doing things.

Front 480

Organizational Change Request (OCR)

Back 480

The instrument used to activate, inactivate, redesignate, or reorganize organizations

Front 481

AuthorizationChange Request (ACR)

Back 481

A multi-purpose instrument used to propose adjustments to a Unit Manpower Document (UMD).

Front 482

Airmen Powered by Innovation (API)

Back 482

Replaced the following programs: Innovative Development Through Employee Awareness (IDEA), Best Practices (BP), Productivity Enhancing Capital Investment (PECI), and expanded the Air Force Smart Operations for the Twenty-first Century (AFSO21).

Front 483

Airmen Powered by Innovation (API) Phases

Back 483

Ideation/Submission Phase Evaluation PhaseImplementation PhaseHold-the Gains Phase

Front 484

Strategic planning

Back 484

Begins with the desired-end and works backward to the current status.

Front 485

Strategic Alignment & Deployment(SA&D)

Back 485

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

Front 486

Strategy

Back 486

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

Front 487

Alignment

Back 487

The translation of the vision into measurable results.

Front 488

Cascading process

Back 488

To communicate, align, and validate HQ, NAF, Wing, andintra-Wing strategies

Front 489

Vision

Back 489

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.

Front 490

SA&D STRATEGY MAP

Back 490

A plan to move an organization from their current state to a more desirable future state.

Front 491

SWOT analysis

Back 491

Brainstorming Strengths and Weaknesses from an internal stand point. Then brainstorming Opportunities and Threats from an external standpoint.

Front 492

Priorities

Back 492

Identify major strategic focus areas on your watch

Front 493

Objectives

Back 493

Communicate what strategic action must be accomplished to realize the intent of the priority

Front 494

Metrics

Back 494

Communicate the intent of the objective statement and reflect how the objective will beachieved.

Front 495

Tasks

Back 495

Support the objectives at a level where primes and target completion dates can be established.

Front 496

Balanced Score Card (BSC)

Back 496

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

Front 497

Continuous Process Improvement (CPI)

Back 497

Provides (DoD) a time-tested and proven approach for analyzing how we currently conduct business and improve our operations.

Front 498

Air Force Smart Operations for the 21st Century(AFSO21)

Back 498

The Air Force’s unique CPI model Deliver a consistent and disciplined problem solving approach that is encoded in the DNA of every Airman

Front 499

AFSO21 is not

Back 499

The blind search for metrics without logical application, or the ceaseless quest for "great" performance-report bullets

Front 500

AFSO21

Back 500

focuses on processes, not people

Front 501

Wingman Concept

Back 501

Airmen taking responsibility for each other by being alert to other Airmen in distress and intervening when they need help

Front 502

Value

Back 502

A need the customer is willing to pay extra to receive, easily expressed in terms of a specific required product or service

Front 503

Waste

Back 503

Anything that adds cost or time without adding value

Front 504

Go and See

Back 504

The Process Owner or Team Lead should physically go to the actual place/source of the problem and observe first-hand what is taking place

Front 505

Value Stream Mapping (VSM)

Back 505

A simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery

Front 506

Standard Work

Back 506

The best known way to complete a task. Ensures that the same work will take the same amount of resources to achieve the same results every time.

Front 507

6-S

Back 507

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

Front 508

Theory of Constraints (TOC) –

Back 508

A process improvement technique focused on maximizing throughput by use of a “constraint-based” approach.

Front 509

OODA Loop

Back 509

Observe, Orient, Decide, Act

Front 510

8 Step Problem Solving

Back 510

Clarify problemBreak it downSet improvement targetsDetermine root causesDevelop countermeasuresSee countermeasures throughConfirm Results

Front 511

Fish Bone Diagrams

Back 511

A simple way to visually depict the relationship between specific categories of process inputs and the undesirable output

Front 512

ADAPTABILITY

Back 512

Ability to adjust self to changed, unexpected or ambiguous situations

Front 513

Cognitive Flexibility:

Back 513

The ability to use different thinking strategies and mental frameworks

Front 514

Emotional Flexibility:

Back 514

The ability to vary your approach to dealing with your own emotions and those of others

Front 515

Dispositional Flexibility:

Back 515

The ability to remain optimistic and at the same time realistic

Front 516

Janssen’s Model of Change

Back 516

Contentment, Denial, Confusion, Renewal(Four Room Apartment)

Front 517

Diffusion of Innovation

Back 517

Five levels or reactions to changeInnovators, Early Adopters, Early Majority, Late Majority, Laggards

Front 518

The NoNo Problem

Back 518

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

Front 519

Eight Steps for Transforming an Organization

Back 519

Step 1. Establish a Sense of UrgencyStep 2. Creating the Guiding CoalitionStep 3. Developing a Vision and StrategyStep 4. Communicating the Change VisionStep 5. Empowering Others for Broad ActionStep 6. Generating Short-Term WinsStep 7. Consolidating GainsStep 8. Anchoring New Approaches

Front 520

PROJECT MANAGEMENT

Back 520

The process of leading, coordinating, planning, and controlling a diverse and complex set of processes and people in the pursuit of achieving project objectives

Front 521

PROJECT MANAGEMENT PROCESS

Back 521

Project initiation stageProject planning and design stageProject execution and construction stageProject monitoring and controlling systems Project completion

Front 522

group

Back 522

assemblage of persons (or objects) located or gathered together

Front 523

team

Back 523

a group organized to work together

Front 524

AFDD1-1

Back 524

Leadership and Force Development

Front 525

mission

Back 525

The task, together with the purpose, that clearly indicates the action to be taken

Front 526

Four Personal Approaches

Back 526

Conceptual SpontaneousNormativeMethodical

Front 527

Conceptual Approach

Back 527

prefers to come up with new ideas

Front 528

Spontaneous Approach

Back 528

prefers freedom from constraint

Front 529

Normative Approach

Back 529

prefers to put ideas into a familiar context, relying on past experiences

Front 530

Methodical Approach

Back 530

prefers order and rationality

Front 531

Team Roles

Back 531

CreatorAdvancerRefinerExecuterFlexer

Front 532

Creators

Back 532

focus on the possibilities

Front 533

Advancers

Back 533

focus on the interaction

Front 534

Refiners

Back 534

focus on the analysis

Front 535

Executors

Back 535

focus on the realization

Front 536

Flexers

Back 536

can focus on everything

Front 537

The P.E.P Cycle

Back 537

Panic, Elation, PanicDescribes brainstorming process

Front 538

Stages of the “Z” Process

Back 538

Creating AdvancingRefining Executing

Front 539

Negotiation

Back 539

A process involving two or more people/groups where the parties have a degree of difference in positions and strive to reach agreement on issues or course of action

Front 540

Interest-Based Negotiations (IBN)

Back 540

The practice of focusing on the interests, and not the positions of the two negotiating parties.

Front 541

Anchoring:

Back 541

An offer that is at (or slightly more aggressive) than the aspiration point

Front 542

BATNA

Back 542

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

Front 543

Zone of Possible Agreement (ZOPA)

Back 543

Overlapping (common) area of each party’s aspiration point and reservation point

Front 544

Divergent thinkers

Back 544

Tend to be creative and spontaneous. They are comfortable with uncertainty and ambiguity

Front 545

Convergent Thinkers

Back 545

Tend to be reliable, rational, and principle-based. They constantly work to reduce uncertainty and ambiguity

Front 546

TRUST INFORMATION POWER AND OPTIONS (TIPO) MODEL

Back 546

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.

Front 547

Negotiation StrategyEvade

Back 547

Not now, can you come back later?Low TrustLow Power

Front 548

Negotiation StrategyComply

Back 548

Yes, absolutely, let’s do it your waySome TrustLow Power

Front 549

Negotiation Strategy Insist

Back 549

Take it or Leave it Low/No TrustVery high Power

Front 550

Negotiation Strategy Settle

Back 550

Let’s just split the difference and call it a dayHigh TrustEqual-Low Power

Front 551

Negotiation Strategy Cooperate

Back 551

Let’s work together and come up with an even better ideaHigh TrustShared Power

Front 552

COOPERATIVE NEGOTIATION STRATEGY(CNS)

Back 552

Focusing on the underlying interests, we treat disputes and issues as mutual problems to solve rather than a contest of wills and personalities

Front 553

Evaluative Mediation

Back 553

Mediator describes the issue, offers an opinion on the strengths and weaknesses of each party’s side

Front 554

Facilitative Mediation

Back 554

Encourages the parties to discuss matters freely and voluntarily participate in the mediation process

Front 555

Cross-Cultural Competence (3C)

Back 555

High Context and Low Context Cultures

Front 556

Low Context Culture

Back 556

Focuses on tasks. USA/Western Europe

Front 557

High Context Culture

Back 557

People focused. Mid-East, Asia

Front 558

Resiliency

Back 558

The ability to withstand, recover, and/or grow in the face of stressors andchanging demands

Front 559

The Four Pillars of Fitness

Back 559

Mental FitnessSocial FitnessPhysical FitnessSpiritual Fitness

Front 560

The Five Cs

Back 560

CareCommitConnectCommunicateCelebrate

Front 561

Perpetrator

Back 561

the criminal who assaults the victim

Front 562

Facilitator

Back 562

person who enables, encourages, or creates a situation orenvironment that allows a perpetrator to act

Front 563

bystander

Back 563

a person who sees the potential for a sexual assault.

Front 564

victim

Back 564

the person assaulted by the perpetrator

Front 565

Restricted Report

Back 565

Confidential, investigation is victims choice

Front 566

Unrestricted Report

Back 566

Not-Confidential, reported through chain of command

Front 567

Limited Privilege Suicide Program (LPSP)

Back 567

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

Front 568

Strategic Communication

Back 568

USG efforts to engage audiences to further national goals. PRAirmen have a responsibility in this

Front 569

On-the-Record interview:

Back 569

Consider everything you say ―on-the-record

Front 570

Background interview:

Back 570

The background interview allows you to provide context to stories, ensure the proper emphasis is placed on key aspects, and stories are accurately reported

Front 571

Off-the-Record interview:

Back 571

Clearly state which portion of the interview is ―off-the-record‖ to ensure there is no chance of confusion

Front 572

Interview Techniques

Hooking:

Back 572

Taking advantage of opportunities before the interview to get the reporterinterested in what you want to talk about.

Front 573

Interview Techniques

Bridging:

Back 573

A technique used to move from the reporter‘s agenda to your message.

Front 574

Interview Techniques

Flagging:

Back 574

A technique used to emphasize your message.

Front 575

Policy

Back 575

Guidance that is directive or instructive, stating what is to be accomplished

Front 576

Strategy

Back 576

Defines how operations should be conducted to accomplish national Policy objectives

Front 577

Doctrine

Back 577

Presents considerations on how to accomplish military goals and objectives. It isa storehouse of analyzed experience and wisdom.

Front 578

National Security Strategy

Back 578

Drafted by NSC. Outlines national security goals and overall strategy.

Front 579

NationalSecurity Act of 1947

Back 579

Created the National Security Council (NSC)

Front 580

National Defense Strategy

Back 580

A Strategy thatcomplements the NSS, created by DoD.

Front 581

National Military Strategy (NMS)

Back 581

Signed by the CJCS, supports the aims of the NSS and implements the NDS

Front 582

Operational Art

Back 582

The application of creative imagination by commanders and staffs to design strategies, campaigns,and major operations and organize and employ military forces

Front 583

Operational Design

Back 583

Extends operational art‘s vision with a creative process that helpscommanders and planners answer the ends–ways–means–risk questions

Front 584

INSTRUMENTS OF NATIONAL POWER

Back 584

DiplomacyInformationEconomyMilitary

Front 585

CROSS CULUTURAL COMPETENCE (3C)

Back 585

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

Front 586

Culture:

Back 586

Creation, maintenance, and transformation across generations of semishared patterns of meaning, sense-making, affiliation, action, and organization by groups

Front 587

Domains of Culture:

Back 587

Broad categories under which humans commonly organize cultural knowledge, beliefs, values, and behavior (e.g., kinship, gender, economic exchange, etc.

Front 588

Ethnocentrism:

Back 588

Human tendency to negatively judge others’ cultures, beliefs, and values against one’s own

Front 589

Cultural Relativism

Back 589

When the beliefs and practices of one culture (e.g. what is considered right or wrong,) may not agree with other cultures

Front 590

Holism:

Back 590

The idea that all aspects of culture are connected to other aspectsi.e. gender affects kinship, which affects politics ect.

Front 591

Worldview:

Back 591

Collection of beliefs about life and the universe held by an individual or a group

Front 592

OODA Loop (Observe, Orient, Decide, Act)

Back 592

Closed loop cycle that can help you gather information in a focused way

Front 593

Paralanguage:

Back 593

Non-verbal elements of speech including tone, pitch, rate, and pauses

Front 594

Power Distance:

Back 594

Extent to which the less powerful members of an organization and/or institution accept and expect that power is distributed unequally

Front 595

12 Domains of Culture

Back 595

FamilyReligionSexLanguageHistoryEct...

Front 596

Iceberg of Culture

Back 596

Surface: BehaviorsJust below: Systems and StructuresDeep Below: Values and Beliefs

Front 597

Collectivism

Back 597

Tendency to consider extended family affiliations and being a member of a larger group as very important throughout a person's lifeEverywhere except N. America and W. Europe

Front 598

Individualism

Back 598

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

Front 599

Communication Styles (Non-Verbal)

Back 599

Haptic: TouchingProxemics: Use of DistanceChronemics: Use of TimeKinesics: Facial expressions and gestures

Front 600

Goldwater Nichols Act of 1986

Back 600

Origin of the Joint Org.Restructured military chain of command.Established SECDEF and CJCS as heads of the forces.

Front 601

ADCON

Back 601

Administrative Control

Front 602

OPCON

Back 602

Operational Control

Front 603

TACON

Back 603

Tactical Control

Front 604

COCOM Numbers and Categories

Back 604

6 Geographical (N, S, Eu, Pa, Afr, Cent)3 Functional (SOCOM, STRATCOM, TRANSCOM)

Front 605

Supported Commander

Back 605

Actually doing the mission. Supported by other units when needed. Usually COCOM. Has OPCON of Forces

Front 606

Supporting Commander

Back 606

Provides units to supported CC. Usually relinquishes OPCON of units to supported CC.

Front 607

Relationship between CCs

Back 607

Supported or Supporting

Front 608

Relationships between CC and Forces

Back 608

COCOM, OPCON, TACON

Front 609

Relationships between Forces and CC

Back 609

Assigned, Attached, or Direct Support

Front 610

Command of Guard and Reserves

Back 610

ADCON to service componentsOPCON to mobilized assigned CCGuard non-mobilized OPCON to Governor

Front 611

Homeland Defense

Back 611

CBRNE ResponseMissile DefenseSS Aviation Sup.

Front 612

Civil Support

Back 612

Natural Disaster responseMobile Redundant Command Centers

Front 613

Joint Op Planning

Back 613

Ties militaryinstrument of national power to the achievement of national security goals

Front 614

NCA

Back 614

National Command AuthoritiesPOTUS, SECDEF

Front 615

JPEC (Joint Planning & Execution Community)

Back 615

Headquarters, commands, and agencies involved in joint operation planning

Front 616

NSC (National Security Council)

Back 616

Provides the framework to establish national security strategy

Front 617

Joint Strategic Planning System (JSPS)

Back 617

Primary means by which the CJCS performsjoint strategic planningLink between strategic planning and joint operationplanning

Front 618

Guidance for Employment of the Force (GEF)

Back 618

Provides two-year direction to combatant commands for operational planning, force management, security cooperation, and posture planning

Front 619

Assigned Forces

Back 619

Secretaries of the Military Departments assign forces under their jurisdiction to combatant commands to perform missions assigned to those commands

Front 620

Allocated Forces

Back 620

A decision totake US Forces from one combatant command and deploy it to another

Front 621

Apportioned Forces

Back 621

The distribution of forces for planning of limited resources among competing requirementsNot physically deployed or reassigned; they are simply used as a planning factor

Front 622

Joint Strategic Capabilities Plan(JSCP)

Back 622

Carries out the Chairmans National Military Strategy by directing the CINCs to accomplish strategic planning

Front 623

PLANNING, PROGRAMMING, BUDGETING, AND EXECUTION SYSTEM (PPBES)

Back 623

Defense Department’s resource allocation system

Front 624

JOINT OPERATION PLANNING AND EXECUTION SYSTEM (JOPES)

Back 624

Contingency or Crisis Action PlanningCJCS joint planning system. Governs all aspects of conventional joint military operations planning and execution.

Front 625

The JOPES Process

Back 625

Campaign planning, contingency planning, and crisis action planning

Front 626

Contingency planning

Back 626

InitiationConcept DevelopmentPlan DevelopmentPlan ReviewSupporting Plans

Front 627

CRISIS ACTION PLANNING (CAP)

Back 627

Situation DevelopmentCrisis AssessmentCOA DevelopmentCOA SelectionExecution PlanningExecution

Front 628

Interdependence

Back 628

Purposeful reliance of joint and coalition partners on each other’s capabilities to maximize the complementary and reinforcing effects of all

Front 629

Interoperability

Back 629

The ability of joint/coalition partners to work together in an efficient and synergistic manner

Front 630

Multipurpose Capabilities

Back 630

Weapons and equipment need to possess the capability for effective application in two or more basically different military or civilian functions

Front 631

Navy PME

Back 631

E-1 to E3: Basic Salorization and Military Citizenship • E-4 : Petty Officer Indoctrination Chief Petty Officer (CPO): CPO Selectee Course • Senior/Master Chief Petty Officer: Senior Enlisted Academy• Command Leadership: Chief of Boat and Command Master/ Senior Course

Front 632

USMC PME

Back 632

Sergeants Major CourseAdvances Course: Gunnery sergeantsCareer Course: SSGTsSergeants Course: SGTsCommand Sponsored Corporals Course

Front 633

Army PME

Back 633

Command Sergeants Major Course (CSMC)Advanced Leader Course (ALC): SSGTsSergeants Major AcademySenior Leader Course (SLC): SFCsWarrior Leader Course (WLC): First NCO Course

Front 634

Decentralized Anarchy

Back 634

no international central govno central agencyno common sense of valuesno agreement of right/wrong

Front 635

Many Actors

Back 635

190 countriesEUWTO

Front 636

Nations sovereign and unique

Back 636

self-rulingindependent unique culture/geo/history/etc..

Front 637

World is multilateral

Back 637

everyone everyone does affects someone else

Front 638

pre WWII

Back 638

Relatively threat-free

Front 639

Strategy

Back 639

a plan of action

Front 640

grand strategy

Back 640

art and science of coordinating the use/development of those instruments to achieve nat'l security objs

Front 641

military strategy

Back 641

coordinating the development, deployment, and employment of military forces

Front 642

operational strategy

Back 642

the art and science of planning, orchestrating and directing military campaigns within a theater of operations to achieve national security objectives

Front 643

factors influencing strategy decision making process

Back 643

politics doctrineeconomicstechnologyprinciples of warnature of the threat

Front 644

Maynard Smith

Back 644

WWIIEuropethrew exploding ammo overboardextinguished a/c fire by hand

Front 645

Forest Vosler

Back 645

Germanyvolunteered to be thrown overboardsaved wounded tailgunner from certain death

Front 646

Archibald Mathies

Back 646

EuropeTried to land wounded a/con 3rd attempt plane crashed everyone killed

Front 647

Henry Erwin

Back 647

Koriama Japanthrew phosphorous bomb out co-pilots window

Front 648

Pits

Back 648

Vietnampjevacuated 9 volunteered to stay on the ground and help defend woundedoriginally awarded AF Cross 2001 upgraded by Clinton to CMH

Front 649

Levitow

Back 649

Vietnamloadmastermagnesium flare in spilled ammo canistersthrew flare out a/cflare ignited immediatelysaved a/c and crew

Front 650

Code of Conduct Article 1

Back 650

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

Front 651

Code of Conduct Article 2

Back 651

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.

Front 652

Code of conduct Article 3

Back 652

f 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.

Front 653

Code of conduct Article 4

Back 653

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.

Front 654

Code of conduct Article 5

Back 654

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.

Front 655

Code of conduct Article 6

Back 655

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.

Front 656

Vernon L. Burge

Back 656

first enlisted pilot

Front 657

Ruth Law

Back 657

first enlisted Army aviatrix.

Front 658

Private Frederick Libby

Back 658

first American to down five enemy aircraft in WWI

Front 659

Corporal Eugene Bullard

Back 659

(Lafayette Escadrille), the WORLD's first black pilot

Front 660

MSgt Harley Fogleman

Back 660

founded and served as the first commander of Muroc Bombing Range, later to become Edwards AFB.

Front 661

First Sergeant Lawrence Lambert

Back 661

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

Front 662

Esther Blake

Back 662

first woman in the Air Force.

Front 663

Grace A. Peterson

Back 663

first female chief master sergeant

Front 664

SSgt Samuel Turner

Back 664

two aerial kills ever from a B-52 during OPERATION Linebacker II in Vietnam.

Front 665

TSgt Timothy Wilkinson

Back 665

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.

Front 666

ANG State Roles and Missions

Back 666

Civil DefenseRegional Emergenciesassist in natural disasters

Front 667

ANG State Roles and Missions (cont.)

Back 667

Law enforcementcounter drug

Front 668

when planning our communication the first factor we should consider

Back 668

analyzing our audience

Front 669

the person or organization we are communicating on bahalf of such as our supervisor, commander or Air Force

Back 669

sending audience

Front 670

the person who will be receiving the communication

Back 670

the person who will be receiving the communication

Front 671

if your audience is hostile or skeptical you need to

Back 671

be more persuasive in your communication

Front 672

your communication efforts will be more successful if you consider

Back 672

how your audience feels about your subject

Front 673

When determining the reason for communication

Back 673

Ensure your communication does what you intendedhelp organize your thoughtsfocus your communicationidentify what you want the recieving audience to do with your communication

Front 674

chronological

Back 674

discussing events problems or processes in the sequence of time in which they take place or should take place. The simplest and most commonly used approach in writing

Front 675

spatial/geographical

Back 675

starting at a point in space and proceeding in sequence to another point.

Front 676

cause/effect

Back 676

shows how one or more ideas actions or conditions leads to otehr ideas actions or conditions

Front 677

problem solution

Back 677

used to identify and describe a problem or issue and then discuss possible solution to the problem or techniques for resolving a issue

Front 678

sequential

Back 678

used to describe a sequence of steps necessary to complete a technical procedure or process

Front 679

topical

Back 679

used to present general statements followed by numbered listings of subtopics to support, explain or expand statements

Front 680

comparison/contrast

Back 680

use this style when you need to discuss similarities and/or differences between topics concepts, or ideas

Front 681

reasoning /logic

Back 681

use this pattern when your mission is to present research that will lead you down the path to your point of view

Front 682

Summary in conclusion structure

Back 682

acts as a brake light alerting your audience that your presentation is ending. shouldn't contain new information.

Front 683

close effect remarks

Back 683

tie your closing remarks back to your opening statement or close the loop

Front 684

for transition to be effective

Back 684

mention the point just discussed relate the point to the objective or purpose of the communication introduce the next main point

Front 685

factors to consider when planning to communicate

Back 685

analyze your audience choose your topic determine your purpose gather your support

Front 686

techniques of organizing a communication

Back 686

generating and refining ideaschoosing a pattern of organizationdeveloping the introduction, body, and conclusion using transitions

Front 687

how do you know when you have paragraph unity

Back 687

if everything relates to a single or controlling idea. addressing only one idea per paragraph known as the one horse one rider principle

Front 688

another way to check for paragraph unity

Back 688

see if your sentences support the main point idea

Front 689

two types of supporting sentences

Back 689

major and minor

Front 690

major sentences

Back 690

define explain or add proof to the topic sentence.

Front 691

closing sentences should

Back 691

rephrase the topic sentence summarize the material in the paragraph, transition to the next paragraph

Front 692

Coherence

Back 692

Coherence allows your readers to see relationships between sentences; the can read through the paragraph and eventually the entire writing.

Front 693

Connectives

Back 693

show relationships between ideas in your sentences and paragraphs. connecting words such as first, next, also, and therefore.

Front 694

words that show contrast

Back 694

but, still however, yet, neverthelsss

Front 695

passive voice and active voice

Back 695

the dog was seen by john ( passive)John saw the dog. (active)the book was read by me. (passive)I read the book (active)

Front 696

subject verb agreement

Back 696

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")

Front 697

antecedent and pronoun reference

Back 697

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"

Front 698

ambiguous pronoun

Back 698

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

Front 699

clarification support

Back 699

spell out the acronym and explain its meaning

Front 700

proof support

Back 700

adds credibility shows something is true proves or supports a point

Front 701

integrating sources

Back 701

support material flows smoothly in our written or spoken presentations support material logically fits with the paper or speech

Front 702

metaphor

Back 702

figure of speech used to compare two things. its a phrase or part of a sentence that compares something concrete or abstract

Front 703

simile

Back 703

uses words like or as

Front 704

statistics

Back 704

most powerful form of proof support

Front 705

slanted reasoning

Back 705

fallacy arises from misuse or lack of data. example owned 3 used cars in your lifetime and had bad luck with all 3

Front 706

faulty dilema

Back 706

offers 2 alternatives one of the writer wants us to accept and the one he know we will either question or never accept.

Front 707

faulty analogy

Back 707

compares one situation to another. assumption what is true of a simple or familiar situation is also true of a complex or complicated one

Front 708

stacking the evidence

Back 708

distorting or omitting important evidence to get a point across.

Front 709

loaded question

Back 709

example when are we going to stop sinking money into this expensive program

Front 710

name calling

Back 710

giving undesirable names to things or people you dislike such as a calling an opponent a radical

Front 711

glittering generality

Back 711

giving an admirable name to something we want others to accept.

Front 712

snob or prestige appeal

Back 712

anyone who is anyone lives in pine tree acres.

Front 713

plain folks appeal

Back 713

simple things in life are the things worth having.

Front 714

first reading of your draft is to check for

Back 714

arrangement and flow

Front 715

second reading check for

Back 715

paragraph structure and clarity

Front 716

3rd reading check for

Back 716

sentences phrases and words passive voice, wordiness and spelling

Front 717

presentations

Back 717

effective eye contact lets listeners know you are interested in them, allows you to receive nonverbal feedback, it enhances your credibility

Front 718

benefits of good body movement

Back 718

catches the eye of the listener and helps hold their attention, helps relieve nervousness in the speaker can place the audience more at ease.

Front 719

intelligibility

Back 719

articulation, pronunciation, overuse of stock expressions, substandard grammar.

Front 720

Variety

Back 720

rate volume, force, pitch, emphasis

Front 721

for attention step use

Back 721

a rhetorical question, quotation, joke a startling statement, a gimmick

Front 722

conclusion is made up of three components

Back 722

summary, re motivation, and closure

Front 723

minor sentence

Back 723

should define, explain or add proof to the major sentence, it supports the major support sentence

Front 724

effective body movement can be described as

Back 724

free and purposeful

Front 725

The Financial Execution Plan is submitted

Back 725

during the second quarter

Front 726

Budget Execution review, part 1

Back 726

requires every level of command to validate, prioritize, and submit unfunded requirements

Front 727

Budget Execution review, part 2

Back 727

rack and stack all subordinate command unfunded requirements in order to move funds around the command to cover funding shortfalls

Front 728

Budget Cycle

Back 728

endless cycle of planning, programming, revising, adjusting, and spending. divided into four quarters

Front 729

Budget Execution review

Back 729

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.

Front 730

Most organizations have these basic funding requirements

Back 730

technology costs, civilian pay, building maintenance/repair, custodial, and landscaping

Front 731

Financial Execution Plan, 1st section

Back 731

mission critical requirements. each assigned an expense investment code

Front 732

Financial Execution Plan, 2nd section

Back 732

Justification of the cost of each requirement in section one

Front 733

Financial Execution Plan, 3rd section

Back 733

lists unfunded requirements that exceed project funding and includes cost + justification for each

Front 734

Financial Execution Plan, 4th section

Back 734

spend plan. illustrates how projected funds will be spent over a 12 month period

Front 735

Anti-Deficiency Act, violations

Back 735

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

Front 736

"Successful Project Managers" by Pinto and Kharband define project management as

Back 736

a process of leading, coordinating, planning and controlling a diverse and complex set of processes and people in the pursuit of achieving project objectives.

Front 737

Project management constraints

Back 737

Time - time availablecost - budgeted amount availablescope - what must be done to produce the project's end result

Front 738

Define Project Management Process

Back 738

blueprint for successful project management. identifies a sequence of steps:InitiationPlanning and DesignExecution and ConstructionMonitoring and Controlling systemsCompletion

Front 739

Project Management, Initiation

Back 739

feasibility assessed. nature and scope. explore and elaborate on ideas

Front 740

Project Management, Planning and Design

Back 740

planning is KEY. plan time, cost, and resources. manage risk during execution

Front 741

Planning and design includes:

Back 741

project goals, deliverables, schedule, and supporting plans

Front 742

Project Management, Execution and Construction

Back 742

integrates activities and aspects of the project together. processes used to complete the project. coordinating people and resources.

Front 743

Two types of metabolism

Back 743

aerobic and anaerobic

Front 744

Aerobic

Back 744

uses oxygen to convert food to energy. low intensity, long endurance activities

Front 745

Anaerobic

Back 745

does not need oxygen. small amount of energy but released quickly. fuels short bursts of high intensity activity

Front 746

Macronutrients

Back 746

chemicals found in large quantities in foods we need. ex: water, protein, carbs, fats. energy is derived from them

Front 747

Micronutrients

Back 747

vitamins and minerals required in small amounts. best obtained by eating a variety of food.

Front 748

Daily calories from carbs

Back 748

50%

Front 749

Carbs

Back 749

primary energy source for short term, high intensity activity. converted to glucose and glycogen. fuels anaerobic activity. required by the central nervous system

Front 750

Daily calories from fat

Back 750

30%

Front 751

Fats

Back 751

stored under skin and around muscles. precursor to steroid hormones and vitamin D. protects vital organs. regulates hunger. fuel for low to moderate activities.

Front 752

Daily calories from protein

Back 752

20%

Front 753

Protein

Back 753

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

Front 754

water

Back 754

60% of the body. serves as transport and reactive medium. lubricates joints.

Front 755

Fat-soluble vitamins

Back 755

Vitamins A, D, E, K

Front 756

Dehydration

Back 756

more than 2% below normal body weight due to loss of water

Front 757

Before physical activity

Back 757

3-4 hrs prior, eat a low fat, high fiber and high carb w/ medium protein. water at all times.

Front 758

During physical activity

Back 758

Water. eat more carbs for long/extreme training

Front 759

After physical activity

Back 759

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.

Front 760

Guidelines for nutrition

Back 760

Variety of nutrient rich foodswhole grains, fruits, vegsmaintain a healthy weightmoderate portionsgradual changesregular meals

Front 761

Functional training

Back 761

any type of exercise that has a direct relationship to activities performed in daily life.

Front 762

Benefits of functional training

Back 762

better at home and on the jobdecreases likelihood for illness/injurydeceases stress

Front 763

Pre-habilitation

Back 763

prevention of injuries in healthy people. functional training promotes this by training the entire body instead of target muscle groups

Front 764

Functional training and the military

Back 764

body weight exercises, dynamic exercises, joint mobility/range of motion

Front 765

Ethical leadership

Back 765

Ethical leadership combines ethical decision-making and ethical behavior, and occurs in both an individual and organizational context

Front 766

Values

Back 766

The core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others; what individuals believe to be of worth and importance to their life.

Front 767

Morals

Back 767

Values that we attribute to a system of beliefs that help us define right from wrong, good versus bad. Typically, they get their authority from something outside the individual—they come from a higher being or authority.

Front 768

Ethics

Back 768

The study of what we understand to be good and right behavior and the study of how we judge those behaviors. A set of standards of conduct that guide decisions and actions based on duties derived from core values. We characterize people as ethical when they act in ways that are consistent with societal moral values. The ethics of our decisions and actions are defined societally, not individually.

Front 769

Military ethics

Back 769

Deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment (Gabriel, 2003). The American military ethic is designed to put principle above self-interest. Personal integrity and moral courage are the keys to viability of that ethic

Front 770

Ethical relativism

Back 770

In ethics, the belief that nothing is objectively right or wrong and that the definition of right or wrong depends on the prevailing view of a particular individual, culture, 2F or historical period.

Front 771

Ethical dilema

Back 771

Situations where one is forced to choose between two alternatives (both alternatives can be unfavorable and/or less right and more right or less wrong and more wrong).

Front 772

An organization that exemplifies professionalism, humility, self-control, personal discipline, and values.

Back 772

Ethical minded organization

Front 773

Ethical traps

Back 773

confusion or uncertainty as to what action or behavior should be taken, conflicting opinions/values, all choices have drawbacks.

Front 774

ethical relativism

Back 774

making decisions based on personal values/beliefs rather than on military rules, regulations and codes of conduct.

Front 775

loyalty syndrome

Back 775

making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct.

Front 776

Worry over image

Back 776

making decisions based on how the decision will impact one’s reputation/standing among peers, subordinates, supervisors, community etc. rather than on military rules, regulations and codes of conduct.

Front 777

Drive for success

Back 777

making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct.

Front 778

The shame test

Back 778

If your actions were publicized, would you be embarrassed, discredited, or humiliated?

Front 779

The god test

Back 779

What would your religious leader say? Would you want the action done to you? Or would you want everyone to make the same decision?

Front 780

The community test

Back 780

Besides your family, would you want your peers, neighbors, or friends to know?

Front 781

The legal test

Back 781

Could you face legal action? Are you willing to face legal action?

Front 782

The situation test

Back 782

Could you justify your action because of peculiar, special or extraordinary circumstances?

Front 783

Consequence test

Back 783

Will the end justify the means?

Front 784

The three o's

Back 784

owing, ordering, and oughting 1) we must know who and what we owe2) display proper ordering by having moral structuring and ethical priorities3) understand what Airmen should do or ought to do.

Front 785

The three P's

Back 785

principle, purpose, and people 1) SNCOs must put principle (truth telling and honor) first2) purpose (mission accomplishment and duty) second3) people (fellow citizens, Airmen, Soldiers, etc.) third.

Front 786

The three Rs

Back 786

rules, results, and realities - rules give us ethical guidance - results are the outcomes or bottom line, and the consequences of following or not following those rules - realities, which recognize the importance of the situation, circumstances, or realities.

Front 787

The three D's

Back 787

discern, declare, and do -we must try to discern the truth-at appropriate times, we declare the truth, as we have discerned it-we do what we have discerned and declared

Front 788

Dr. Toner's supporting principles:

Back 788

No rewards for unethical behaviorSanctions and forgiveness for mistakesAppropriate action for dereliction of dutyapply prudence 1st, justice 2nd.

Front 789

Describe the "Sanctions and forgiveness for mistakes" principle

Back 789

actions caused by a misunderstanding that may not require disciplinary action; i.e., subordinate provides customer with incorrect information so the subordinate is provided remedial training on the topic and then closely supervised to ensure learning has occurred

Front 790

Describe the "Appropriate action for dereliction of duty " principle

Back 790

misconduct that can require disciplinary action; i.e., misuse of Government Travel Card or subordinate reports to work late can require disciplinary action ranging from verbal counseling to courts-martial

Front 791

Describe the "Apply prudence 1st, justice 2nd" principle

Back 791

considering what is right before what is possible; just because something is legal or permissible, does not mean it is the right thing to do; and prudence is lawful behavior, but is also wise and just

Front 792

Resource Stewardship

Back 792

the prudent use of allocated:fundstimefacilitiesspaceequipmentpeople

Front 793

O&M Operations and Maintenance covers:

Back 793

mobilizationrecruitingtrainingadministrationservice wide activitiescivilian salariesoperating and maintaining a installationenvironmental restoration

Front 794

Budget Execution Review (BER) Process - What is it?

Back 794

-Conducted twice a year(FY) to identify, validate, and request additional resources for unfunded requirements -submitted in the 2nd and 3rd quarters

Front 795

Financial execution plan (FEP)

Back 795

-Submitted in the 2nd quarter The product used by the AF to balance available funding, risks, and requirements, while delivering goods and services to customers within the O&M appropriation

Front 796

The best FEP include

Back 796

section 1 - mission critical requirementssection 2 - justificationsection 3 - unfunded requirementssection 4 - spend plan

Front 797

The anti-deficiency act (ADA) specifically prohibits mil or civ employees from:

Back 797

1) Don't obligate your unit to spend more then it has.2) Don't spend $ on unauthorized items.3) Don't spend from the wrong pot of $. 4) Don't obligate funds before you get them5) Don't accept services

Front 798

What are the 4 man-power competencies?

Back 798

Organizational Management (structure)Program allocation & ControlRequirements DeterminationPerformance Management

Front 799

Organizational management(structure) competency:

Back 799

Deals with the functionality of organizations specifically activation,inactivation, predesignation, and reorganization

Front 800

Organizational change Request (OCR)

Back 800

instrument used to activate, inactivate, redesignate, or reorganize organizations.

Front 801

Program allocation and control competency:

Back 801

Centers on the unit manning document and a units total requirements.

Front 802

Program objective memorandum (POM

Back 802

MAJCOMs use this to request funded manpower authorizations for new and emerging missions AF manpower standards are used to validate current and emerging missions and ensure the support CSAF's priorities

Front 803

Functional role of SNCO in developing manpower standards is two fold

Back 803

1) send average performer to manpower work performance measurement. 2) Send high performer to manpower career field workshop.

Front 804

Requirements determination competency

Back 804

this competency centers on the authorization change request (ACR)

Front 805

What is the authorization change request (ACR)

Back 805

multi purpose instrument used to propose adjustments to a UMD.

Front 806

ACRs are used to change

Back 806

request increases, decreases or realignments of manpower requirements and or change attributes on the UMD

Front 807

Performance management competency

Back 807

This man power competency focuses on programs that increase efficiency and cost effectiveness

Front 808

Strategic Alignment and Deployment (SA&D)

Back 808

method used to ensure everyone in AF organizations is working effectively towards the same goal identified by senior leadership

Front 809

Strategy

Back 809

Strategy is about choices – 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’s Objectives.

Front 810

Alignment

Back 810

Is the translation of the vision into measurable results. This piece of the process is the communication link for the organization and enables improvement at every level Execution tool - not a strategic planning tool

Front 811

Cascading process

Back 811

Ensures everyone is on board with the priorities and goals from the top down and ensures work is done from the bottom up and is completing these goals

Front 812

Mission statement

Back 812

To allow a cascading environment of SA & D, a mission statement must be developed.must: - give reason for the org to exist over the next 3 years- describe unified mission of the org- indicate the difference from other orgs

Front 813

Vision

Back 813

vision is a statement of 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.

Front 814

A vision statement should be:

Back 814

*Grounded in reality*should create some problems for the org*stakeholders must see their interests represented* Should invite and inspire

Front 815

Strategy Map

Back 815

Plan to move an organization from their current state to a more desirable future state

Front 816

Steps in a strategy map

Back 816

Assess the current situationset priorities, end-state, and goalsobjectivesmetricstasks

Front 817

what does SWOT stand for

Back 817

strengths, weaknesses, opportunities, and threats a tool to use in assessing the current situation when building a strategy map.

Front 818

To assess the current situation when building a SA & D strategy map, consider these areas:

Back 818

1) identify performance gaps and opportunities2) rate current performance against last year's plan3) look into performance of critical processes4) Is training and development working5) Is morale up or down

Front 819

Priorities

Back 819

identify major strategic focus areas on your watch (3 to 5 Priority Statements). Emphasis is on what strategically needs to change or improve to excel in executing the NAF’s/Wing’s mission.

Front 820

End state

Back 820

is similar to a “mini vision statement.” It connects the dots of where you are today verses where you want to be, as described by your mini vision statement for that particular priority.

Front 821

Goals

Back 821

clarify what strategically must be achieved to realize the Priority End State and are quantifiable metrics that let us know if we have successfully accomplished our Priorities

Front 822

Internal customers

Back 822

Your Orgs commander, unit RA, unit deployment MGR, Civil service, Employees, Airman

Front 823

External customers

Back 823

the press, tax-payers, the wing, other orgs, outside people

Front 824

Objectives

Back 824

communicate what strategic action must be accomplished to realize the intent of the Priority (recommend 2 to 3 Objectives per Priority Statement). Gives strategic direction on how to execute tasks, initiatives, and process improvements

Front 825

Metrics

Back 825

Metrics communicate the intent of the objective statement and reflect how the objective will be achieved. Metrics drive behavior

Front 826

Tasks

Back 826

Tasks support the objectives at a level where primes and target completion dates can be established

Front 827

Balanced Score Card

Back 827

The BSC is a strategy management system for establishing and communicating an organization’s mission, vision and strategy map to customers, stakeholders and employees, and for aligning day-to-day work to the strategy

Front 828

Continous improvement

Back 828

the strategic never ending, incremental refinement of the way we perform tasks

Front 829

CPI

Back 829

Continuous process improvement

Front 830

AFSO21

Back 830

Airforce's unique CPI model to learn how to evaluate and improve systems and work processes

Front 831

Lean principle

Back 831

1) specify what creates "value" from the customers perspective2) Identify all steps along the process chain3) make all the processes "flow"4) Produce only what is "pulled" by the customer5) Strive for perfection by continually removing waste

Front 832

Waste

Back 832

Anything that adds cost or time without adding value (downtime)

Front 833

Examples of waste:

Back 833

DefectsOverproductionwaitingNonstandard over processingtransportationIntellectmotionexcess inventory

Front 834

Defects

Back 834

Defects - having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations.

Front 835

overproduction

Back 835

Overproduction - to produce an item before it is actually required

Front 836

Waiting

Back 836

Waiting - whenever goods are not moving or being processed, the waste of waiting occurs.

Front 837

Non-standard over processing

Back 837

Nonstandard Over Processing - Often termed as “using a bazooka to swat flies,” many organizations use expensive high precision equipment where simpler tools would be sufficient.

Front 838

Transportation

Back 838

Transportation - moving product between processes is a cost that adds no value to the product

Front 839

Intellect

Back 839

Intellect – human brainpower squandered in processes that do not require intelligent thought: expediting, chasing paper, injuries etc. This concept is seen as any failure to fully utilize the time and talents of people

Front 840

Motion

Back 840

Motion - this waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching

Front 841

Excess Inventory

Back 841

Excess Inventory - stockpiles of both in-process and finished goods inventories are a direct result of overproduction and waiting

Front 842

Go and See

Back 842

When actively engaged in problem solving, the Process Owner or Team Lead should physically go to the actual place/source of the problem and observe first-hand what is taking place. If there is a team of individuals working to resolve a particular problem, then it is recommended that the entire team travels to the actual place to examine the full process before deciding on the true issue

Front 843

Value Stream Mapping

Back 843

VSM is a simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery. The maps can be drawn from different points in time as a way to raise consciousness of opportunities for improvement. It also helps to create understanding of the flow of materials and information, and the value that is created.

Front 844

AFSO21 Tools

Back 844

1) Standard work 2) 6 Ss3) Visual management4) Cell design/flow5) Theory of constraints

Front 845

The bedrock foundation of continuous improvement

Back 845

Standard work

Front 846

Standard work

Back 846

Standard work represents the best known way to complete a task. Standard work ensures that the same work will take the same amount of resources to achieve the same results every time. This is the bedrock foundation of Continuous Improvement. Without standard work, it is impossible to tell if improvements are due to chance or due to our efforts. Standard work is unique to each process, but they all share certain characteristics:

Front 847

6 Ss

Back 847

This tool has a place for everything and makes it obvious when everything is not in its place.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

Front 848

Visual management

Back 848

A workplace organized such that one can visually separate normal from abnormal working conditions. The ideal state is that all personnel should be able to manage every aspect of the process at a glance using visual data, signals and guides.

Front 849

Cell design/flow

Back 849

Focuses on designing how workers are arranged relative to the work and to each other. A poor cell design is when processes control what people do instead of people controlling what processes do.

Front 850

Theory of Constraints (TOC)

Back 850

Every system will have one process step that is the most limiting and therefore degrading the system’s ability to achieve the organizational goal. This limiting process step is the constraint.

Front 851

OODA Loop

Back 851

ObserveOrientDecideAct

Front 852

8 step problem solving

Back 852

1) Clarify and validate the problem2) Break down the problem/identify performance gaps3) Set improvement targets4) Determine Root causes5) Develop countermeasures6) See countermeasures through7) Confirm results and processes8) standardize successful Processes

Front 853

What tools can you use when you are in step 1, clarify and validate the problem?

Back 853

Strategic Alignment and Deployment (SA & D)SWOT AnalysisVoice of the customerValues Stream Mapping

Front 854

A good problem statement should include:

Back 854

What is the problemWhere did the problem happenWhen did the problem happenWhat is the significance of the problem.

Front 855

Strategic vision

Back 855

How will you do business in the future

Front 856

Tactical targets

Back 856

Performance levels required to make your goal a reality

Front 857

B-SMART Characteristics

Back 857

BalancedSpecificMeasurableAttainableResults FocusedTimely

Front 858

Root Cause analysis

Back 858

A trade off between digging as deeply as possible and finding the deepest point (cause) that is still within the team's sphere of influence. -use 5 whys & fishbone diagram

Front 859

What is the project management Triangle

Back 859

The legs are cost, scope, time if one increases so do the other two. Quality performance is in the middle of the triangle

Front 860

5 stages of the project management Process

Back 860

1) project initiation2) Project planning and design stage3) Project execution and construction stage4) project monitoring and controlling systems5) Project compleation

Front 861

What happens in the project initiation stage

Back 861

feasibility of the project is examined --why this project?--is it feasible?--who are the partners in this project?--what should the results be?--what are the boundaries of this project?

Front 862

What happens in the project planning and design stage:

Back 862

step 1 -- project goalsstep 2 -- project deliverablesstep 3 --project schedulestep 4 --supporting plans

Front 863

What happens in the project goals step of the project planning and design stage of the project management process?

Back 863

Stakeholders interviews to determine their needs. then have a comprehensive list of needs and prioritize them Then create goals with B-SMART

Front 864

What are project delverables

Back 864

Things that the project needs to deliver in order to meet these goals

Front 865

Project schedule

Back 865

Task list for each deliverableidentifies: - amount of effort for each task - the member to carry out task

Front 866

Supporting plans

Back 866

Human resource plan: - identify by name leading roles in the projectDescribes number and type of people needed to carry out the project.b. Communication plan: - who needs to be informed and how they will be informedc. Risk Management Plan: - Identifies risk and prepares for themd. Float: extra time built into a projects timeline

Front 867

Negotiation

Back 867

process involving two or more people/groups where:1. the parties have a degree of difference in positions, interests, goals, values or beliefs, and2. the parties strive to reach agreement on issues or course of action.

Front 868

Interest based negotiations (IBN)

Back 868

AKA- interest based problem solvingfocuses on interests, not positionsgood when there will be a continuing relationship between parties after mediation

Front 869

Interest

Back 869

An interest is the reason behind your position. It is the “why” behind what you want

Front 870

Three types of interest

Back 870

1) procedural2) psychological 3) substantive

Front 871

Procedural

Back 871

interests are those concerning how a process is conducted. Negotiators with procedural interests are not as concerned with the actual details of the outcome as they are with how an outcome is determined.

Front 872

Psychological

Back 872

interests (sometimes called relationship interests) are concerned with how people feel, how they are perceived, and how they relate with others.

Front 873

Substantive

Back 873

interests, which are perhaps the most important, have to do with things such as schedules, prices, salaries, etc. These make up the bulk of most negotiations.

Front 874

Anchoring

Back 874

Defined as “an offer that is at (or slightly more aggressive) than the aspiration point.”

Front 875

Aspiration point

Back 875

* The best each party hopes to get out of a negotiated agreement.2

Front 876

reservation point

Back 876

* The ‘bottom line’; the least favorable option or offer you will accept.

Front 877

Best alternative to a negotiated agreement (BATNA)

Back 877

* Defined as “an alternative that, should negotiations fail, you are willing and able to execute without the other party’s participation or permission

Front 878

Zone of Possible Agreement (ZOPA)

Back 878

Bargaining range

Front 879

Demand

Back 879

"Take it or leave it"A statement of terms with no room for adjustment

Front 880

Divergent thinkers

Back 880

mental processes tend to be creative and spontaneous. They are comfortable with uncertainty and ambiguity. They prefer flexible plans with as many options as possible

Front 881

Convergent thinkers

Back 881

tend to be reliable, rational, & principle based. They constantly work to reduce uncertainty and ambiguity. They prefer thorough plans that fully address all contingencies

Front 882

TIPO model

Back 882

Trust information power and options model

Front 883

Trust as it pertains to TIPO:

Back 883

Your belief and/or evidence that the opposites interaction with you will be genuine, sincere, and honest

Front 884

5 negotiation strategies

Back 884

1) Evade2) Comply3) Insist4) Settle5) Cooperate

Front 885

Evade ( not now, can you come back later)

Back 885

use to maintain the current situation1) the current situation favors any proposed solution2) The issue at hand is unimportant to one or both parties3) There are other more pressing priorities4) The opposite is way too powerful or competitive

Front 886

Comply ( yes, absolutely, lets do it your way)

Back 886

Use this passive strategy when preserving the relationship between you and the other party is more important than the task.

Front 887

Insist

Back 887

Use this assertive, winner-takes-all, task oriented strategy when obtaining your objective is paramount, regardless of the cost to the opposite’s interests or to the relationship.

Front 888

Settle

Back 888

Use this “compromising” strategy when there is little chance of getting everything you want but a solution is needed. This strategy minimally satisfies the task interests of both parties and begins with a “soft offer” in order to leave room for maneuvering toward a solution.

Front 889

Cooperate

Back 889

The strategy, known as the Cooperative Negotiation Strategy (CNS) depends heavily on each party’s collaborative efforts and desire to achieve a mutually satisfactory outcome (task orientation) while simultaneously managing a trusting relationship (people orientation).

Front 890

Evaluative mediation

Back 890

Evaluative style of mediation, a subject-matter expert mediator describes the issue, offers an opinion on the strengths and weaknesses of each party’s side, and suggests options to resolve the matter.

Front 891

Facilitative mediation

Back 891

An active third party (mediator) who enhances communicationand encourages the parties to discuss matters freely and voluntarily participate in the mediation process. AF style

Front 892

Stakeholders

Back 892

Stakeholders are other outside parties who have a vested or personal interest in the initiation, processing, and resolution of an existing dispute. Commanders, first sergeants, supervisors, subordinates, neighbors, family members, as well as legal and other intra-agency representatives (i.e., labor unions) are all potential stakeholders of mediation.

Front 893

Caucus

Back 893

A caucus is confidential and private meeting between each of the parties (individually) and the mediator. Caucuses offer the mediator the “behind-the-scenes” perspective from each party to ensure there is a potential zone within which the parties can reach agreement.

Front 894

mediator

Back 894

A mediator facilitates communications, promotes understanding, and focuses negotiating parties on their interests (rather than their positions), and seeks creative problem solving to enable the parties to reach their own agreement.

Front 895

Impasse

Back 895

This occurs when there is the failure to make progress toward resolution. It is a significant challenge in any mediation and moving past impasse is a skill that separates great mediators from the rest.

Front 896

Reality Checking

Back 896

This is a process where the mediator gets the parties to understand, typically through a series of questions, the weaknesses of their case, issue, or demand. When parties have a very weak position (argument), no claim for what they seek, no legal basis for the settlement they desire, or unrealistic demands of the other party, reality checking is necessary.

Front 897

5 stages of mediation

Back 897

1 )mediator opening statement 2) parties opening statements 3) joint discussion 4) caucus 5) closure

Front 898

What does ACE stand for:

Back 898

Ask, Care, Escort

Front 899

4 pillars of Fitness

Back 899

MentalSocialPhysicalSpiritual

Front 900

The 5 Cs

Back 900

Care, Commit, Connect, Communicate, Celebrate

Front 901

Ethnocentrism

Back 901

tendency to negatively judge others' cultures, beliefs, and values against ones own

Front 902

Domain of culture

Back 902

broad categories of cultural knowledge, beliefs, values, and behaviors

Front 903

culture

Back 903

creation, maintenance, and transformation acreoss generations of semi-shared patterens

Front 904

cultural relativism

Back 904

when beliefs and practices of one culture may not agree with other cultures

Front 905

worldview

Back 905

collection of beliefs about life and the universe held by an individual or a group

Front 906

holism

Back 906

notion that all aspects of culture are connected to other aspects

Front 907

non-verbal communication

Back 907

use of time, distance, touch and movement to convey meaning

Front 908

cross-cultural competence

Back 908

ability to comprehend and appropriately and effectively across cultural environments

Front 909

paralanguage

Back 909

non-verbal elements of speech including rate, tone, pitch, pauses

Front 910

OODA loop

Back 910

4 step sequence that helps gather information; compare information to previous kowledge, develope COAs, take action and review out comes

Front 911

What is OODA?

Back 911

OBSERVEORIENTDECIDEACT

Front 912

Power Distance

Back 912

where the less powerful members of orgs and institutuionS (like the family) accept and expect that power is distributed equally

Front 913

Janssens Model of Change Management (4 stages)

Back 913

ContentmentRenewalDenialConfusion

Front 914

Contentment

Back 914

focus is on fine-tuing & sustaining systems

Front 915

Renewal

Back 915

time of great energy but lacks structure

Front 916

Denial

Back 916

initial response of trying to suppress the pressure of change

Front 917

Confusion

Back 917

uncertainty, ambiguity, rumores, suspicion

Front 918

What percentage of a group must adopt a change before it is to be considered UNSTOPPABLE?

Back 918

20%

Front 919

What percentage of a group must adopt a change before it is to be considered EMBEDDED?

Back 919

5%

Front 920

The following make up the Workplace Violence Awareness Team (WVAT)?

Back 920

ChaplainBehavioral Science FlightSecurity ForcesSuupervisor

Front 921

Which FRLD leadership style is the following:beaviors such as setting goals for and with followers, suggesting pathways to meet performance expectations, actively monitoring followers progress and providing supportive feedback and providing rewards when goals are attained.

Back 921

Transactional Leadership

Front 922

When is the Budget Execution Review (BER) submitted?

Back 922

2nd and 3rd quarter

Front 923

When is the Financial Execution Plan (FER) submitted?

Back 923

2nd Quarter

Front 924

"To the shores of Tripoli" is one of the most famous lines in the Marine hymn. This stems from what famous battle?

Back 924

The Battle of Derna

Front 925

What addresses the need for weapons and euipment which possess the capability for effective application in two or more basically different military of civilian function and/or levels of conflict and/or crisis responses.

Back 925

multipurpose capabilities

Front 926

What is the link between strategic planning and joint operation planning, and enables the CJCS to assist the POTUS and SECDEF in providing unified stregic direction to the Armed Forces?

Back 926

Joint Strategic Planning System (JSPS)

Front 927

CHANGE MANAGEMENTRecognizing changes as they occur, making sense of them, and recognizing the unpredictability of change BEST descibes_______________ flexibility.

Back 927

Cognitive

Front 928

CHANGE MANAGEMENTEngaging others to help facilitate change and empathizing with them BEST descibes___________ flexibility.

Back 928

Emotional

Front 929

CHANGE MANAGEMENTWhich type of flexibility is the ability to vary your approach to dealing with your own emotions and those of others?

Back 929

emotional

Front 930

CHANGE MANAGEMENTTo counter resistance to change, TRANSFORMATIONAL leaders should_________________the resisters.

Back 930

give up control

Front 931

CHANGE MANAGEMENTAccording to the Diffusion of Innovation, ther are 5 categories that describe the rate at which people adopt change or innovation according to their rate of adoption. What are they?

Back 931

InnovatorsEarly AdoptersEarly MajorityLate MajorityLaggards

Front 932

CHANGE MANAGEMENTWhat are the 3 steps in the organizational change process?

Back 932

UnfreezingChangingRefreezing

Front 933

CHANGE MANAGEMENTGlobilization

Back 933

building cohesion and common purpose in the face of cultural and orgaizational difference

Front 934

CHANGE MANAGEMENTHow does Informational Technology pressure change?

Back 934

Facilitates structural decentralization and down sizing

Front 935

JOINT COALITION AND TOTAL FORCEThe year Union blocked shipping to the confederacy

Back 935

1800s

Front 936

JOINT COALITION AND TOTAL FORCEThe year the US Navy participated in Operations Enduring Freedom and Iraqu Freedom

Back 936

2000s

Front 937

JOINT COALITION AND TOTAL FORCEThe year the Navy was established

Back 937

1700s

Front 938

JOINT COALITION AND TOTAL FORCEWhat year did Operation Praying Mantis occur

Back 938

2000s

Front 939

JOINT COALITION AND TOTAL FORCEWhich of the following is one of the NAvys core values?integritycourageexcellence

Back 939

courage

Front 940

JOINT COALITION AND TOTAL FORCEWhat year? TheContinental Army was created by the Continental Congrss to fight Great Britian

Back 940

1700s

Front 941

JOINT COALITION AND TOTAL FORCEWhat year? the Goldwater-Nichols Act created Unified Combatant Commands bringing th Army together with the other 4 military under unified, geographically organized command structures.

Back 941

1900s

Front 942

JOINT COALITION AND TOTAL FORCEWhat year? The Army became heavily involved in the Global War on Terror

Back 942

2000s

Front 943

JOINT COALITION AND TOTAL FORCEWhat year? The South seceded from the Confederate States of America

Back 943

1700s

Front 944

JOINT COALITION AND TOTAL FORCEUS Army core values (7)

Back 944

loyaltydutyrespectselfless servicehonorintegritypersonal courage

Front 945

EMERGENT LEADERSHIPThe ACE Model directly support what Concept?

Back 945

Wingman

Front 946

EMERGENT LEADERSHIPWithstanding, recovering, and growing in the face of stressors and changing demanda best illustrates?

Back 946

resiliency

Front 947

FULL RANGE LEADERSHIP DEVELOPMENT(type of leadership behavior)Leader elects to sit back, observe, and wait for things to go wrong.

Back 947

MBE-Passive

Front 948

FULL RANGE LEADERSHIP DEVELOPMENT(type of leadership behavior)Keeps people and processes incontrol, monitoring, and controlling followers through forces compliance

Back 948

MBE-Active

Front 949

FULL RANGE LEADERSHIP DEVELOPMENT(type of leadership behavior)"Contract" where the leader sets goals, ans identifies ways for the subordinate to reach these goals

Back 949

Contingent reward

Front 950

FULL RANGE LEADERSHIP DEVELOPMENT(type of leadership behavior)The most active and effective form of of leadership where leaders promote positive and meaningful changes inpeople, teams, organizations, nations, and societies

Back 950

Transformational leadership

Front 951

FULL RANGE LEADERSHIP DEVELOPMENT(type of leadership behavior)Abandon or pass on their responsibilities and fail to respond urgently to critical situations

Back 951

Lassiez-Faire

Front 952

FULL RANGE LEADERSHIP DEVELOPMENTPeople operating at this level deomnstrate initiative and actually solve problems so long as their efforts are recognized and rewarded by leadership

Back 952

performance level

Front 953

FULL RANGE LEADERSHIP DEVELOPMENTpeople aoperating at this level indentify problems and offer solutions and strive for personal and organizational success

Back 953

involvement level

Front 954

FULL RANGE LEADERSHIP DEVELOPMENTIndividuals at this level avoid getting too involved in their jobs and often complainabout their work but never take action to improve the situation

Back 954

membership level

Front 955

TEAM BUILDINGMission

Back 955

task assigned to an individual or unit and purpose for action to be taken

Front 956

TEAM BUILDINGTeam

Back 956

group of people organized to work together

Front 957

TEAM BUILDINGPerform a mission

Back 957

primary tak of military org

Front 958

TEAM BUILDINGAirmans purpose

Back 958

proudly serve the american people

Front 959

TEAM BUILDINGGroup

Back 959

people gathered with no common goal

Front 960

JOINT ORGANIZATIONAre estblished with the advice and assisstance of the CJCS for th performance of military missions and the force structure of each commands

Back 960

Combatant Commands

Front 961

JOINT ORGANIZATIONranking officer of the Armed Forces and principle miltary advisor to the POTUS, SECDEF NSC

Back 961

CJCS Chairman, Joint Chief of Staff

Front 962

JOINT ORGANIZATIONprovides nilitary forces needed to deter war and to protect security of our country

Back 962

DoD

Front 963

JOINT ORGANIZATIONAssist the CJCS in executing the duties and responsibilities of that office

Back 963

Joint Staff

Front 964

JOINT ORGANIZATIONheaded by CJCS, consists of CJCS,VCJCS, Chief of Staff US Army, Chief of Naval Operations, Chief of Staff USAF, Commandant of the USMC, Chief of National Guard Bureau

Back 964

JCS Joint Chief of Staff

Front 965

JOINT ORGANIZATIONThe principle staff element of the SECDEF in the exercise of policy dev, lannin, resources managment, fiscal, and program evaluation responsibilities

Back 965

Office of Secetary of Defense

Front 966

PROJECT MANAGEMENTAnybody directly or indirectly affected by the project

Back 966

Stakeholder

Front 967

PROFESSION OF ARMSThe Little Brown Book

Back 967

AFI 36-2618Enlisted Force Structure

Front 968

PROFESSION OF ARMS

The Little Blue Book

Back 968

Air Force Core Values

Front 969

PROFESSION OF ARMS

Those who serve in the United States Air Force

Back 969

Airman

Front 970

PROFESSION OF ARMS

Art of being a Professional airman

Back 970

Airmanship

Front 971

PROFESSION OF ARMS

How airmen refer to military culture beliefs and attitudes

Back 971

Air-mindedness

Front 972

PROFESSION OF ARMSThis serves as a means to conceptualize Progressive Professionalism

Back 972

Continuum of Professionals

Front 973

PROFESSION OF ARMS

This helps maintain a high degrees of professionalism throughout our carers, it is particularly critical to early development

Back 973

DDR

Front 974

POLICY, STRATEGY, DOCTRINE & JT WARFARE

It is authoratative, but also requires judgementFundamental principals the military forces use to guide their actions in support of national objectives

Back 974

Doctrine

Front 975

POLICY, STRATEGY, DOCTRINE & JT WARFAREWhat did the Goldwater-Nichols Dept of Defense Reorganization Act have on the National Security Strategy?

Back 975

required the president to report regularly to Congress and the American people on the National Security Strategy

Front 976

POLICY, STRATEGY, DOCTRINE & JT WARFARE

Operational Art

Back 976

items a commander has to consider when weighing how to approach a task or their strategy

Front 977

POLICY, STRATEGY, DOCTRINE & JT WARFAREContextual Elements

Back 977

Elements commanders have little or no control over but must consider when devising a strategy

Front 978

POLICY, STRATEGY, DOCTRINE & JT WARFARE

Tactical level of war

Back 978

how we fight

Front 979

POLICY, STRATEGY, DOCTRINE & JT WARFARE

Operational level of war

Back 979

what military will affect with what COA, for how long and with what resources

Front 980

POLICY, STRATEGY, DOCTRINE & JT WARFAREStrategic level of war

Back 980

why we fight and why the enemy fights us

Front 981

CRITICAL THINKINGopen-mindedness

Back 981

be willing to investigate viewpoints different from our own

Front 982

CRITICAL THINKINGhealthy skepticism

Back 982

recognize when to doubt claims that do not merit investigation

Front 983

CRITICAL THINKINGfree-thinking

Back 983

restrain ones desire to believe because of social pressures to conform

Front 984

CRITICAL THINKINGhigh motivation

Back 984

do the necessary studying to achieve a sufficient level of understanding

Front 985

CRITICAL THINKINGintellectual humility

Back 985

stop thinking that complex issues can be reduced to matters of right and wrong

Front 986

NEGOTIATIONparties strive to reach an agreement on issue or course of action

Back 986

negotiation

Front 987

NEGOTIATIONan alternative that should negotiations fail you are willing and able to execute w/out the other partys participation or permission

Back 987

BATNA

Front 988

NEGOTIATIONa statement of terms with no room for adjustment; take it or leave it option

Back 988

demand

Front 989

NEGOTIATIONthe reason behind your position; the "why" behind what you want

Back 989

interest

Front 990

NEGOTIATIONsecures an agreement close to ones aspiration point

Back 990

anchoring

Front 991

NEGOTIATION high context or low contextrules-based

Back 991

low

Front 992

NEGOTIATION high context or low contextrelationship-based

Back 992

high

Front 993

NEGOTIATION high context or low contextfocused on speed to task completion

Back 993

low

Front 994

NEGOTIATION high context or low contextassume other party recognizes its superior power

Back 994

low

Front 995

NEGOTIATION high context or low contextmay hold prestigious positions in a small community

Back 995

high

Front 996

NEGOTIATION high context or low contextrequires rapport before addressing tangible

Back 996

high

Front 997

NEGOTIATION high context or low contextcommonly found in North America and Northern Europe

Back 997

low

Front 998

Having a sense of duty towards society

Back 998

Public Service Orientation

Front 999

Accepted values, norms and symbols

Back 999

Distinct Sub-culture

Front 1000

Exhibiting emotional, moral, and intellectual qualities and behaviors

Back 1000

Professional Character

Front 1001

Provides a framework for continuous professional growth

Back 1001

Enlisted Force Structure

Front 1002

International political functions are not regulated or ethical

Back 1002

Decentralized Anarchy

Front 1003

Over 190 countries are involved in the international environment.

Back 1003

Many Actors

Front 1004

Self Ruling and geographically separated

Back 1004

Nations Soverign and Unique

Front 1005

Nations political relations are a mixture of

Back 1005

Intrests

Front 1006

Geographic location and isolationism

Back 1006

WW2

Front 1007

Containment and teh domino theory

Back 1007

Postwar Globalism

Front 1008

Beginning of fundamental chnage in the US foreign policy

Back 1008

Vietnam Conflict

Front 1009

Cause of foreign policy controversy

Back 1009

Changing International Environment

Front 1010

Little strategy in te international area

Back 1010

No Conensus in the US

Front 1011

Regional problems affecting the Soviet Union

Back 1011

Security of Sea Lines Communication, Break Up of Soviety Union, NATO Modifications

Front 1012

US foreign policy in the third world country

Back 1012

Resource Dependency, Instability, NATO modifications

Front 1013

Competing & cooperating economically & maintaining a balance of power are

Back 1013

US policy objectives in Europe

Front 1014

What will effective deal with the break up of the soviet union

Back 1014

Maintaining a balance of power

Front 1015

What effects Europe foreign policy in Europe

Back 1015

Regional instability, oil, arab Israeli conflict

Front 1016

Effects impact of foreign policy in a third world country

Back 1016

Security of Sealine Communications

Front 1017

What impacts foreign policy in the Middle East

Back 1017

Regional Stability

Front 1018

What effects US foreign policy in Asia

Back 1018

Maintaining security and a balance of power w/o war

Front 1019

Coordinating the development, deployment, and employment of forces

Back 1019

Military Strategy

Front 1020

Employing battle forces

Back 1020

Battlefield Strategies

Front 1021

Planning, orchestrating, and directing campaigns

Back 1021

Operational Strategy

Front 1022

Coordinate the development and use of national power instruments

Back 1022

Grand Strategy

Front 1023

Adopted during the Civil War, this bugle call signals the end of life

Back 1023

Taps

Front 1024

Signals the end of the duty day and links us to our military heritage

Back 1024

Retreat

Front 1025

Adopted from teh french and british this is one of the longest bugle calls

Back 1025

Tatoo

Front 1026

The first enlisted airman to receive the medal of honor

Back 1026

Maynard Smith

Front 1027

Received the medal of honor for throwing out a faulty phospohrus bomb over teh skies of Japan

Back 1027

SSgt Henry Erwin

Front 1028

Is the lowest ranking in history to earn the medal of honor

Back 1028

John Levitow

Front 1029

Received the medal of honor poshumously

Back 1029

Archibald Mathies and Pitsenbarger

Front 1030

Received the medal of honor for his heroic actions during a mission over Germany

Back 1030

TSgt Forest Vosler

Front 1031

Code of Conduct- This article requires a captured airman to try and escape

Back 1031

Article 3

Front 1032

Code of Conduct-We must be prepared to give our life for the defense of this country

Back 1032

Article 1

Front 1033

Code of Conduct-Name, Rank, Service Number & DOB

Back 1033

Article 5

Front 1034

Code of Conduct-We are responsible for our actions during captivitiy

Back 1034

Article 6

Front 1035

Code of Conduct-Requires an individual to take command if senior in rank

Back 1035

Article 4

Front 1036

Code of Conduct-Surrender when further fighting would lead to death w/o significant enemy loss

Back 1036

Article 2

Front 1037

The only museum dedicated to the accomplishments of our enlisted

Back 1037

Enlisted Heritage Hall

Front 1038

The first enlisted pilot

Back 1038

Vernon Burge

Front 1039

The worlds first black pilot flying for teh French corps

Back 1039

Cpl Eugene Bullard

Front 1040

Founded for the purposes of awarding college credit for job training and advanced management for enlisted

Back 1040

AFSNCOA & CCAF

Front 1041

The first and only 2 ariel kilss ever form a B-52 during Operation Linebacker II in Vietnam

Back 1041

SSGt Samuel Turner

Front 1042

Mass deployment of 8 ANG fighter sqs to Europe after the Berlin crisis

Back 1042

Stair Step

Front 1043

1st ANG non stop trans Atlantic deployment of tatical aircraft

Back 1043

Ready Go

Front 1044

Collaborated w/ Lt Arthur Olighter on the 1st airguard jet kill in the Koean War

Back 1044

Capt Henry Underwood

Front 1045

Awarded the medal of honor poshumously for a low level attack against the Ploesti oil refineries

Back 1045

Lt Col Addison Baker

Front 1046

Organized 1st ANG aviation unit. The 1st aircrew company, NY ANG

Back 1046

Capt Ryan Bolling

Front 1047

To protect life, property, and preservation of peace order and public safety

Back 1047

ANG state role

Front 1048

Firefighting, regional emergencies, counter drug operations

Back 1048

ANG State Mission

Front 1049

Augment MAJCOM of the Active AF

Back 1049

ANG federal role

Front 1050

Virtually all enlisted airmen provide this distinctive capability

Back 1050

Agile Combat Support

Front 1051

Automatically enlisted all able bodied men between 18-45 into hometown armed service

Back 1051

Milita Act of 1972

Front 1052

Provided permanent cadre of civilian techncians ready for instant mobilization

Back 1052

Air Reserve Technican Program

Front 1053

Established ready, standby and retired reservist categories

Back 1053

General Forces Reserve Act

Front 1054

Is not an AFR special mission

Back 1054

Aerial Refueling

Front 1055

Is categorized as an AF special mission

Back 1055

Weather Reconissance

Front 1056

Is repsonsible for providing inter/intra theater air medical movements

Back 1056

AE

Front 1057

Red Horse/Prime Beef

Back 1057

CE Units

Front 1058

Includes activities such as inconvential warfare, foreign internal defense, psychological warfare

Back 1058

Special Ops

Front 1059

An example of Pre Cold War History

Back 1059

Einstein sending a letter the President, Manhattan Project, History of Fatman

Front 1060

Who ended the US nuclear monopoly and when

Back 1060

Soviet, 1914

Front 1061

Cuban Missile Crisis

Back 1061

13 day strategic chess match between the US & Soviet Union

Front 1062

What signaled the end of the Cold War

Back 1062

Standup of teh ACC

Front 1063

People, organizations, processes, procedures and systems

Back 1063

Components of Nuclear Enterprise

Front 1064

Stood up in 2009 and is located at Barksdale AFB LA

Back 1064

AF Global Strike Command

Front 1065

Responsive to national leadership continuously on alert and deployed to widely dispersed locations

Back 1065

20th AF ICBM

Front 1066

Are best described as Nuclear Mission area

Back 1066

USA, PNAF, WS3

Front 1067

Heavily secured areas w/ the base perimeter 6 alone arounde and one underground and igloo

Back 1067

WSA

Front 1068

Provides peacetime support of logistical airlift for nuclear weapons and requires specially trained aircrews

Back 1068

Prime Nuclear Airlift Forces

Front 1069

Electronic monitoring & controls, storage vaults built into the floor reduced the need for convoys & eliminates exposure

Back 1069

Weaposn Storage & Security Systems

Front 1070

Underground structure, blast pressure protected, capable of launching 50 missles

Back 1070

Missle Lauch Control Facility

Front 1071

Vertical cylindrical container protected by blast door on top and mulitple fields

Back 1071

Missile Silo

Front 1072

Material, personnel & procedures that contribute to safety security, reliability & control of nuclear weapons assuring that nuclear accidents, incidents, unauthorized detonations or degradations in performance occur

Back 1072

Nuclear Surety

Front 1073

The application of engineering & management principles, critieria & techniques to protect nuclear weapons against teh risks and threats inherent in their environment w/ contraints of operational effectiveness throughout all phases of their lifecycle

Back 1073

Nuclear Weapons Systems Safety

Front 1074

The total spectrum of procedures, facilities, equipment & personnel employed to provide protection agains loss of custody, thefot or diverson of a nuclear weapon syste, protection against unauthorized access or protection against unauthorized actions, vandalism , sabatoge

Back 1074

Nuclear Weapons Security

Front 1075

Deny unauthorized access to nuclear weapons, prevent damage on sabatoge to nuclear weapons, prevent loss of custody & prevent radiological contamination caused by unauthorized acts

Back 1075

Nuclear Weapons Security Standard

Front 1076

The probability w/o reguard to countermeasures that a nuclear weapon sub assembly, component or other part will perform IAW it's design intent or requirements

Back 1076

Weapons System Reliability

Front 1077

DOD pshychological eval program instituted during the Cold War that assists organizational leaders in the selection & retention of only those personnel who are emotionally stable, physically capable & who have demonstrated reliability & professional competence

Back 1077

PRP

Front 1078

Requires certified personnel @ all times who are knowledegeable in the task of being performed, are familitar w/ safety & security requirements & are capable of detecting incorrect acts or improper procedures

Back 1078

2 Person Concept

Front 1079

Weapon system design features, operational procedures secirty & system safety rules & active-passive or disablement systems

Back 1079

Use of Control

Front 1080

Establish assests, delivering systems or platform, associated support systems, equipment, facilities, personnel, command and control links & support logisitical elements & the entire threat specturm

Back 1080

Survivability

Front 1081

A state of mind brought about by the exsistence of a credible threat of unacceptable conuteraection

Back 1081

Deterrence

Front 1082

National will, perception and capability

Back 1082

Deterrency Theory

Front 1083

As NCOs you must understand how your readiness impacts teh AFs capability to wage war & how advesaries judge our leaders & un national powers

Back 1083

Deterrence Theory

Front 1084

As specialist on WMD, our job is to discourage terrorists & rouge nationsfrom attacking the US, however, should we fail in that duty, it is also our job to stop any conflict as quickly as possible under conditions approved by our national leader

Back 1084

Role of Nuclear Deterrence

Front 1085

How operations will be conducted, the plans for acheiving national objectives & nucleaer deterrence makes up majority of deterrence

Back 1085

Nuclear Deterrence & National Strategy Policy

Front 1086

Who has the authority to deploy nuclear weapons

Back 1086

President

Front 1087

Knowledge of enemy force strength, types of weapons available & status/dispositions of friendly forces

Back 1087

Nuclear Employment Planning Factors

Front 1088

Who has the authority for teh requirements planning document used for Dod stockpiles, planning and projections.

Back 1088

Nuclear Weapons Council

Front 1089

Who has the authority for national security directives used for nuclear weapons employment

Back 1089

President

Front 1090

Has capabilities including non kinetic & conventional strike capabilites integrated ballistic & cruise missile defenses a responsive infastructure robust C2 system & advanced intelligence adaptive planning systems

Back 1090

The New Triad

Front 1091

President, Secretary of Defense, CJCS, & Combatant Commanders

Back 1091

Nuclear Deployment

Front 1092

The spread of nuclear weapons, fossil material and weapons related nuclear technology & info

Back 1092

Nuclear Proliferation

Front 1093

Measures to limit and/or stop the spread of nuclear weapons, fissle material & weapons related to nuclear technology & info

Back 1093

Nuclear NON Prolferation

Front 1094

Has manufactured & exploded a nuclear weapon or other nuclear explosive device prior to 1 Jan 67

Back 1094

Nuclear Weapon State

Front 1095

Although the electricity generated from nuclear energy is clean & results in a relatively on a small amount of waste there are concerns over potential use of waste produced

Back 1095

Political Conisderations Associated w/ Regional Security Issues

Front 1096

Clean enriching uranium to make its own fuel & North Korea refusing the US offer of proliferation on safer reactions are examples of:

Back 1096

Regional Nuclear Security Issues

Front 1097

What were the events after the Cold War that affected the HAF Nuclear Enterprise?

Back 1097

A reduction in teh nuclear stockpile & forces assigned to operate, maintain & support nuclear capability coupled w/ ongoing challenge of acheiving a focused dedicated workforce

Front 1098

A serious erosion of focus, expertise, mission readiness, resources & discipline within the nuclear enterprise resulted in

Back 1098

Advertent shipment of ICBM components to Taiwan in 2006

Front 1099

Lessons learned from recent nuclear weapons related incidents

Back 1099

Holding people accountable, focusing on expertise, mission readiness & discipline

Front 1100

What has little or no emphasis on training & discipline?

Back 1100

Cleaving of SAG, diversion of critical sources

Front 1101

Model Cross-Cultural Competence

Back 1101

Three key partsKnowledge, Motivation, Learning Approaches

Front 1102

Culture

Back 1102

The creation, maintenance, and transformation across generations of semi-shared patterns of meaning, sense-making, affiliation, action, and organization by groups

Front 1103

Domains of Culture

Back 1103

Broad categories under which humans commonly organize cultural knowledge, beliefs, values, and behavior

Front 1104

Ethnocentrism

Back 1104

The human tendency to negatively judge others' culture, beliefs, and values against one's own, thereby limiting the ability to understand others, and often leading to ranking of cultures as superior or inferior

Front 1105

Cultural Relativism

Back 1105

Occurs when the beliefs and practices of one culture may not agree with other culturesOftentimes, beliefs and differences are unique to their various cultures and based on the situation

Front 1106

Cross-Cultural Competence (C)

Back 1106

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

Front 1107

Holism

Back 1107

All aspects of culture are connected to other aspects, although the relationships between aspects of culture vary from group to group

Front 1108

Worldview

Back 1108

Overall perspective from which one sees and interprets the worldCollection of beliefs about life and the universe held by an individual or group

Front 1109

OODA Loop

Back 1109

OODA is an acronym which describes the basic sequence of the command and control processOODA applies to any two-sided conflict

Front 1110

Paralanguage

Back 1110

Non-verbal elements of speech including tone, rate, pitch and pauses

Front 1111

Power Distance

Back 1111

The way to explain the handling of differences between groups existing in a system of inequality(i.e. family, unit, government, etc.)Reflects a culture's attitude towards human inequality which defines itself inside organizations through a manager subordinate relationship

Front 1112

Ultimate goal of 3C is:

Back 1112

to achieve influence in your unit, coalition partners, third country nationals, local inhabitants, or adversaries

Front 1113

Iceberg Analogy

Back 1113

Behavior (Tip of the iceberg)System & Structures (More than meets the eye)Beliefs & Values (Deep)

Front 1114

Birdsall's 11 Maxims

Back 1114

1. Geography Matters2. People Display Core Values in the Built Environment3. everything and Everyone is Connected to Everything and Everyone Else4. Resources are Desired5. Location Provides Benefits and Burdens6. Change Happens7. Different things Change at Different Rates8. Convictions are Necessary, but Often Overvalued9. Convictions are Artificial and Mutable10. Things look different up close11. None of the Maxims function Alone

Front 1115

High Context Communication

Back 1115

Relationship based, feelings,

Front 1116

Low Context Communication

Back 1116

Americans. Just business. No feelings

Front 1117

In a pre-deployment training, seminar, MSgt Stalk hears the briefer say, "We must have the ability to quickly and accurately comprehend, then appropriately and effectively act across all cultural environments with out necessarily having prior exposure to a particular group, region, or language."The briefer's comments BEST explain ________.

Back 1117

Cross-Cultural Competence

Front 1118

MSgt Hill tells his replacement, "just so you are aware, this culture really likes to get close when they talk to you and they will touch you on the shoulder or forearm at the same time. Never break eye contact when talking to them because it is considered a sign of disrespect. I did not figure this out until a few weeks into my time here, but once I did, it really helped me get things done."The scenario BEST illustrates the importance of a SNCO understanding ____________.

Back 1118

Nonverbal Communication

Front 1119

During a routine search of a home in the local village, SGM Tile notices one of his soldiers standing on a prayer rug. SGM Tile immediately tells the soldier to get off the rug. Through the interpreter, SGM Tile apologizes to the head of household and has the soldier do the same.Because of SGM Tile _______, his actions will MOST likely _______ mission effectiveness.

Back 1119

Demonstrated cross cultural competence; enhance

Front 1120

Ethical leadership

Back 1120

Ethical leadership combines ethical decision-making and ethical behavior, and occurs in both an individual and organizational context

Front 1121

Values

Back 1121

The core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others; what individuals believe to be of worth and importance to their life.

Front 1122

Morals

Back 1122

Values that we attribute to a system of beliefs that help us define right from wrong, good versus bad. Typically, they get their authority from something outside the individual—they come from a higher being or authority.

Front 1123

Ethics

Back 1123

The study of what we understand to be good and right behavior and the study of how we judge those behaviors. A set of standards of conduct that guide decisions and actions based on duties derived from core values. We characterize people as ethical when they act in ways that are consistent with societal moral values. The ethics of our decisions and actions are defined societally, not individually.

Front 1124

Military ethics

Back 1124

Deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment (Gabriel, 2003). The American military ethic is designed to put principle above self-interest. Personal integrity and moral courage are the keys to viability of that ethic

Front 1125

Ethical relativism

Back 1125

In ethics, the belief that nothing is objectively right or wrong and that the definition of right or wrong depends on the prevailing view of a particular individual, culture, 2F or historical period.

Front 1126

Ethical dilema

Back 1126

Situations where one is forced to choose between two alternatives (both alternatives can be unfavorable and/or less right and more right or less wrong and more wrong).

Front 1127

An organization that exemplifies professionalism, humility, self-control, personal discipline, and values.

Back 1127

Ethical minded organization

Front 1128

Ethical traps

Back 1128

confusion or uncertainty as to what action or behavior should be taken, conflicting opinions/values, all choices have drawbacks.

Front 1129

ethical relativism

Back 1129

making decisions based on personal values/beliefs rather than on military rules, regulations and codes of conduct.

Front 1130

loyalty syndrome

Back 1130

making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct.

Front 1131

Worry over image

Back 1131

making decisions based on how the decision will impact one’s reputation/standing among peers, subordinates, supervisors, community etc. rather than on military rules, regulations and codes of conduct.

Front 1132

Drive for success

Back 1132

making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct.

Front 1133

The shame test

Back 1133

If your actions were publicized, would you be embarrassed, discredited, or humiliated?

Front 1134

The god test

Back 1134

What would your religious leader say? Would you want the action done to you? Or would you want everyone to make the same decision?

Front 1135

The community test

Back 1135

Besides your family, would you want your peers, neighbors, or friends to know?

Front 1136

The legal test

Back 1136

Could you face legal action? Are you willing to face legal action?

Front 1137

The situation test

Back 1137

Could you justify your action because of peculiar, special or extraordinary circumstances?

Front 1138

Consequence test

Back 1138

Will the end justify the means?

Front 1139

The three o's

Back 1139

owing, ordering, and oughting 1) we must know who and what we owe2) display proper ordering by having moral structuring and ethical priorities3) understand what Airmen should do or ought to do.

Front 1140

The three P's

Back 1140

principle, purpose, and people 1) SNCOs must put principle (truth telling and honor) first2) purpose (mission accomplishment and duty) second3) people (fellow citizens, Airmen, Soldiers, etc.) third.

Front 1141

The three Rs

Back 1141

rules, results, and realities - rules give us ethical guidance - results are the outcomes or bottom line, and the consequences of following or not following those rules - realities, which recognize the importance of the situation, circumstances, or realities.

Front 1142

The three D's

Back 1142

discern, declare, and do -we must try to discern the truth-at appropriate times, we declare the truth, as we have discerned it-we do what we have discerned and declared

Front 1143

Dr. Toner's supporting principles:

Back 1143

No rewards for unethical behaviorSanctions and forgiveness for mistakesAppropriate action for dereliction of dutyapply prudence 1st, justice 2nd.

Front 1144

Describe the "Sanctions and forgiveness for mistakes" principle

Back 1144

actions caused by a misunderstanding that may not require disciplinary action; i.e., subordinate provides customer with incorrect information so the subordinate is provided remedial training on the topic and then closely supervised to ensure learning has occurred

Front 1145

Describe the "Appropriate action for dereliction of duty " principle

Back 1145

misconduct that can require disciplinary action; i.e., misuse of Government Travel Card or subordinate reports to work late can require disciplinary action ranging from verbal counseling to courts-martial

Front 1146

Describe the "Apply prudence 1st, justice 2nd" principle

Back 1146

considering what is right before what is possible; just because something is legal or permissible, does not mean it is the right thing to do; and prudence is lawful behavior, but is also wise and just

Front 1147

Resource Stewardship

Back 1147

the prudent use of allocated:fundstimefacilitiesspaceequipmentpeople

Front 1148

O&M Operations and Maintenance covers:

Back 1148

mobilizationrecruitingtrainingadministrationservice wide activitiescivilian salariesoperating and maintaining a installationenvironmental restoration

Front 1149

Budget Execution Review (BER) Process - What is it?

Back 1149

-Conducted twice a year(FY) to identify, validate, and request additional resources for unfunded requirements -submitted in the 2nd and 3rd quarters

Front 1150

Financial execution plan (FEP)

Back 1150

-Submitted in the 2nd quarter The product used by the AF to balance available funding, risks, and requirements, while delivering goods and services to customers within the O&M appropriation

Front 1151

The best FEP include

Back 1151

section 1 - mission critical requirementssection 2 - justificationsection 3 - unfunded requirementssection 4 - spend plan

Front 1152

The anti-deficiency act (ADA) specifically prohibits mil or civ employees from:

Back 1152

1) Don't obligate your unit to spend more then it has.2) Don't spend $ on unauthorized items.3) Don't spend from the wrong pot of $. 4) Don't obligate funds before you get them5) Don't accept services

Front 1153

What are the 4 man-power competencies?

Back 1153

Organizational Management (structure)Program allocation & ControlRequirements DeterminationPerformance Management

Front 1154

Organizational management(structure) competency:

Back 1154

Deals with the functionality of organizations specifically activation,inactivation, predesignation, and reorganization

Front 1155

Organizational change Request (OCR)

Back 1155

instrument used to activate, inactivate, redesignate, or reorganize organizations.

Front 1156

Program allocation and control competency:

Back 1156

Centers on the unit manning document and a units total requirements.

Front 1157

Program objective memorandum (POM

Back 1157

MAJCOMs use this to request funded manpower authorizations for new and emerging missions AF manpower standards are used to validate current and emerging missions and ensure the support CSAF's priorities

Front 1158

Functional role of SNCO in developing manpower standards is two fold

Back 1158

1) send average performer to manpower work performance measurement. 2) Send high performer to manpower career field workshop.

Front 1159

Requirements determination competency

Back 1159

this competency centers on the authorization change request (ACR)

Front 1160

What is the authorization change request (ACR)

Back 1160

multi purpose instrument used to propose adjustments to a UMD.

Front 1161

ACRs are used to change

Back 1161

request increases, decreases or realignments of manpower requirements and or change attributes on the UMD

Front 1162

Performance management competency

Back 1162

This man power competency focuses on programs that increase efficiency and cost effectiveness

Front 1163

Strategic Alignment and Deployment (SA&D)

Back 1163

method used to ensure everyone in AF organizations is working effectively towards the same goal identified by senior leadership

Front 1164

Strategy

Back 1164

Strategy is about choices – 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’s Objectives.

Front 1165

Alignment

Back 1165

Is the translation of the vision into measurable results. This piece of the process is the communication link for the organization and enables improvement at every level Execution tool - not a strategic planning tool

Front 1166

Cascading process

Back 1166

Ensures everyone is on board with the priorities and goals from the top down and ensures work is done from the bottom up and is completing these goals

Front 1167

Mission statement

Back 1167

To allow a cascading environment of SA & D, a mission statement must be developed.must: - give reason for the org to exist over the next 3 years- describe unified mission of the org- indicate the difference from other orgs

Front 1168

Vision

Back 1168

vision is a statement of 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.

Front 1169

A vision statement should be:

Back 1169

*Grounded in reality*should create some problems for the org*stakeholders must see their interests represented* Should invite and inspire

Front 1170

Strategy Map

Back 1170

Plan to move an organization from their current state to a more desirable future state

Front 1171

Steps in a strategy map

Back 1171

Assess the current situationset priorities, end-state, and goalsobjectivesmetricstasks

Front 1172

what does SWOT stand for

Back 1172

strengths, weaknesses, opportunities, and threats a tool to use in assessing the current situation when building a strategy map.

Front 1173

To assess the current situation when building a SA & D strategy map, consider these areas:

Back 1173

1) identify performance gaps and opportunities2) rate current performance against last year's plan3) look into performance of critical processes4) Is training and development working5) Is morale up or down

Front 1174

Priorities

Back 1174

identify major strategic focus areas on your watch (3 to 5 Priority Statements). Emphasis is on what strategically needs to change or improve to excel in executing the NAF’s/Wing’s mission.

Front 1175

End state

Back 1175

is similar to a “mini vision statement.” It connects the dots of where you are today verses where you want to be, as described by your mini vision statement for that particular priority.

Front 1176

Goals

Back 1176

clarify what strategically must be achieved to realize the Priority End State and are quantifiable metrics that let us know if we have successfully accomplished our Priorities

Front 1177

Internal customers

Back 1177

Your Orgs commander, unit RA, unit deployment MGR, Civil service, Employees, Airman

Front 1178

External customers

Back 1178

the press, tax-payers, the wing, other orgs, outside people

Front 1179

Objectives

Back 1179

communicate what strategic action must be accomplished to realize the intent of the Priority (recommend 2 to 3 Objectives per Priority Statement). Gives strategic direction on how to execute tasks, initiatives, and process improvements

Front 1180

Metrics

Back 1180

Metrics communicate the intent of the objective statement and reflect how the objective will be achieved. Metrics drive behavior

Front 1181

Tasks

Back 1181

Tasks support the objectives at a level where primes and target completion dates can be established

Front 1182

Balanced Score Card

Back 1182

The BSC is a strategy management system for establishing and communicating an organization’s mission, vision and strategy map to customers, stakeholders and employees, and for aligning day-to-day work to the strategy

Front 1183

Continous improvement

Back 1183

the strategic never ending, incremental refinement of the way we perform tasks

Front 1184

CPI

Back 1184

Continuous process improvement

Front 1185

AFSO21

Back 1185

Airforce's unique CPI model to learn how to evaluate and improve systems and work processes

Front 1186

Lean principle

Back 1186

1) specify what creates "value" from the customers perspective2) Identify all steps along the process chain3) make all the processes "flow"4) Produce only what is "pulled" by the customer5) Strive for perfection by continually removing waste

Front 1187

Waste

Back 1187

Anything that adds cost or time without adding value (downtime)

Front 1188

Examples of waste:

Back 1188

DefectsOverproductionwaitingNonstandard over processingtransportationIntellectmotionexcess inventory

Front 1189

Defects

Back 1189

Defects - having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations.

Front 1190

overproduction

Back 1190

Overproduction - to produce an item before it is actually required

Front 1191

Waiting

Back 1191

Waiting - whenever goods are not moving or being processed, the waste of waiting occurs.

Front 1192

Non-standard over processing

Back 1192

Nonstandard Over Processing - Often termed as “using a bazooka to swat flies,” many organizations use expensive high precision equipment where simpler tools would be sufficient.

Front 1193

Transportation

Back 1193

Transportation - moving product between processes is a cost that adds no value to the product

Front 1194

Intellect

Back 1194

Intellect – human brainpower squandered in processes that do not require intelligent thought: expediting, chasing paper, injuries etc. This concept is seen as any failure to fully utilize the time and talents of people

Front 1195

Motion

Back 1195

Motion - this waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching

Front 1196

Excess Inventory

Back 1196

Excess Inventory - stockpiles of both in-process and finished goods inventories are a direct result of overproduction and waiting

Front 1197

Go and See

Back 1197

When actively engaged in problem solving, the Process Owner or Team Lead should physically go to the actual place/source of the problem and observe first-hand what is taking place. If there is a team of individuals working to resolve a particular problem, then it is recommended that the entire team travels to the actual place to examine the full process before deciding on the true issue

Front 1198

Value Stream Mapping

Back 1198

VSM is a simple diagram of every step involved in the material and information flows needed to bring a product from order to delivery. The maps can be drawn from different points in time as a way to raise consciousness of opportunities for improvement. It also helps to create understanding of the flow of materials and information, and the value that is created.

Front 1199

AFSO21 Tools

Back 1199

1) Standard work 2) 6 Ss3) Visual management4) Cell design/flow5) Theory of constraints

Front 1200

The bedrock foundation of continuous improvement

Back 1200

Standard work

Front 1201

Standard work

Back 1201

Standard work represents the best known way to complete a task. Standard work ensures that the same work will take the same amount of resources to achieve the same results every time. This is the bedrock foundation of Continuous Improvement. Without standard work, it is impossible to tell if improvements are due to chance or due to our efforts. Standard work is unique to each process, but they all share certain characteristics:

Front 1202

6 Ss

Back 1202

This tool has a place for everything and makes it obvious when everything is not in its place.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

Front 1203

Visual management

Back 1203

A workplace organized such that one can visually separate normal from abnormal working conditions. The ideal state is that all personnel should be able to manage every aspect of the process at a glance using visual data, signals and guides.

Front 1204

Cell design/flow

Back 1204

Focuses on designing how workers are arranged relative to the work and to each other. A poor cell design is when processes control what people do instead of people controlling what processes do.

Front 1205

Theory of Constraints (TOC)

Back 1205

Every system will have one process step that is the most limiting and therefore degrading the system’s ability to achieve the organizational goal. This limiting process step is the constraint.

Front 1206

OODA Loop

Back 1206

ObserveOrientDecideAct

Front 1207

8 step problem solving

Back 1207

1) Clarify and validate the problem2) Break down the problem/identify performance gaps3) Set improvement targets4) Determine Root causes5) Develop countermeasures6) See countermeasures through7) Confirm results and processes8) standardize successful Processes

Front 1208

What tools can you use when you are in step 1, clarify and validate the problem?

Back 1208

Strategic Alignment and Deployment (SA & D)SWOT AnalysisVoice of the customerValues Stream Mapping

Front 1209

A good problem statement should include:

Back 1209

What is the problemWhere did the problem happenWhen did the problem happenWhat is the significance of the problem.

Front 1210

Strategic vision

Back 1210

How will you do business in the future

Front 1211

Tactical targets

Back 1211

Performance levels required to make your goal a reality

Front 1212

B-SMART Characteristics

Back 1212

BalancedSpecificMeasurableAttainableResults FocusedTimely

Front 1213

Root Cause analysis

Back 1213

A trade off between digging as deeply as possible and finding the deepest point (cause) that is still within the team's sphere of influence. -use 5 whys & fishbone diagram

Front 1214

What is the project management Triangle

Back 1214

The legs are cost, scope, time if one increases so do the other two. Quality performance is in the middle of the triangle

Front 1215

5 stages of the project management Process

Back 1215

1) project initiation2) Project planning and design stage3) Project execution and construction stage4) project monitoring and controlling systems5) Project compleation

Front 1216

What happens in the project initiation stage

Back 1216

feasibility of the project is examined --why this project?--is it feasible?--who are the partners in this project?--what should the results be?--what are the boundaries of this project?

Front 1217

What happens in the project planning and design stage:

Back 1217

step 1 -- project goalsstep 2 -- project deliverablesstep 3 --project schedulestep 4 --supporting plans

Front 1218

What happens in the project goals step of the project planning and design stage of the project management process?

Back 1218

Stakeholders interviews to determine their needs. then have a comprehensive list of needs and prioritize them Then create goals with B-SMART

Front 1219

What are project delverables

Back 1219

Things that the project needs to deliver in order to meet these goals

Front 1220

Project schedule

Back 1220

Task list for each deliverableidentifies: - amount of effort for each task - the member to carry out task

Front 1221

Supporting plans

Back 1221

Human resource plan: - identify by name leading roles in the projectDescribes number and type of people needed to carry out the project.b. Communication plan: - who needs to be informed and how they will be informedc. Risk Management Plan: - Identifies risk and prepares for themd. Float: extra time built into a projects timeline

Front 1222

Negotiation

Back 1222

process involving two or more people/groups where:1. the parties have a degree of difference in positions, interests, goals, values or beliefs, and2. the parties strive to reach agreement on issues or course of action.

Front 1223

Interest based negotiations (IBN)

Back 1223

AKA- interest based problem solvingfocuses on interests, not positionsgood when there will be a continuing relationship between parties after mediation

Front 1224

Interest

Back 1224

An interest is the reason behind your position. It is the “why” behind what you want

Front 1225

Three types of interest

Back 1225

1) procedural2) psychological 3) substantive

Front 1226

Procedural

Back 1226

interests are those concerning how a process is conducted. Negotiators with procedural interests are not as concerned with the actual details of the outcome as they are with how an outcome is determined.

Front 1227

Psychological

Back 1227

interests (sometimes called relationship interests) are concerned with how people feel, how they are perceived, and how they relate with others.

Front 1228

Substantive

Back 1228

interests, which are perhaps the most important, have to do with things such as schedules, prices, salaries, etc. These make up the bulk of most negotiations.

Front 1229

Anchoring

Back 1229

Defined as “an offer that is at (or slightly more aggressive) than the aspiration point.”

Front 1230

Aspiration point

Back 1230

* The best each party hopes to get out of a negotiated agreement.2

Front 1231

reservation point

Back 1231

* The ‘bottom line’; the least favorable option or offer you will accept.

Front 1232

Best alternative to a negotiated agreement (BATNA)

Back 1232

* Defined as “an alternative that, should negotiations fail, you are willing and able to execute without the other party’s participation or permission

Front 1233

Zone of Possible Agreement (ZOPA)

Back 1233

Bargaining range

Front 1234

Demand

Back 1234

"Take it or leave it"A statement of terms with no room for adjustment

Front 1235

Divergent thinkers

Back 1235

mental processes tend to be creative and spontaneous. They are comfortable with uncertainty and ambiguity. They prefer flexible plans with as many options as possible

Front 1236

Convergent thinkers

Back 1236

tend to be reliable, rational, & principle based. They constantly work to reduce uncertainty and ambiguity. They prefer thorough plans that fully address all contingencies

Front 1237

TIPO model

Back 1237

Trust information power and options model

Front 1238

Trust as it pertains to TIPO:

Back 1238

Your belief and/or evidence that the opposites interaction with you will be genuine, sincere, and honest

Front 1239

5 negotiation strategies

Back 1239

1) Evade2) Comply3) Insist4) Settle5) Cooperate

Front 1240

Evade ( not now, can you come back later)

Back 1240

use to maintain the current situation1) the current situation favors any proposed solution2) The issue at hand is unimportant to one or both parties3) There are other more pressing priorities4) The opposite is way too powerful or competitive

Front 1241

Comply ( yes, absolutely, lets do it your way)

Back 1241

Use this passive strategy when preserving the relationship between you and the other party is more important than the task.

Front 1242

Insist

Back 1242

Use this assertive, winner-takes-all, task oriented strategy when obtaining your objective is paramount, regardless of the cost to the opposite’s interests or to the relationship.

Front 1243

Settle

Back 1243

Use this “compromising” strategy when there is little chance of getting everything you want but a solution is needed. This strategy minimally satisfies the task interests of both parties and begins with a “soft offer” in order to leave room for maneuvering toward a solution.

Front 1244

Cooperate

Back 1244

The strategy, known as the Cooperative Negotiation Strategy (CNS) depends heavily on each party’s collaborative efforts and desire to achieve a mutually satisfactory outcome (task orientation) while simultaneously managing a trusting relationship (people orientation).

Front 1245

Evaluative mediation

Back 1245

Evaluative style of mediation, a subject-matter expert mediator describes the issue, offers an opinion on the strengths and weaknesses of each party’s side, and suggests options to resolve the matter.

Front 1246

Facilitative mediation

Back 1246

An active third party (mediator) who enhances communicationand encourages the parties to discuss matters freely and voluntarily participate in the mediation process. AF style

Front 1247

Stakeholders

Back 1247

Stakeholders are other outside parties who have a vested or personal interest in the initiation, processing, and resolution of an existing dispute. Commanders, first sergeants, supervisors, subordinates, neighbors, family members, as well as legal and other intra-agency representatives (i.e., labor unions) are all potential stakeholders of mediation.

Front 1248

Caucus

Back 1248

A caucus is confidential and private meeting between each of the parties (individually) and the mediator. Caucuses offer the mediator the “behind-the-scenes” perspective from each party to ensure there is a potential zone within which the parties can reach agreement.

Front 1249

mediator

Back 1249

A mediator facilitates communications, promotes understanding, and focuses negotiating parties on their interests (rather than their positions), and seeks creative problem solving to enable the parties to reach their own agreement.

Front 1250

Impasse

Back 1250

This occurs when there is the failure to make progress toward resolution. It is a significant challenge in any mediation and moving past impasse is a skill that separates great mediators from the rest.

Front 1251

Reality Checking

Back 1251

This is a process where the mediator gets the parties to understand, typically through a series of questions, the weaknesses of their case, issue, or demand. When parties have a very weak position (argument), no claim for what they seek, no legal basis for the settlement they desire, or unrealistic demands of the other party, reality checking is necessary.

Front 1252

5 stages of mediation

Back 1252

mediator opening statementparties opening statementsjoint discussioncaucusclosure

Front 1253

What does ACE stand for:

Back 1253

Ask, Care, Escort

Front 1254

4 pillars of Fitness

Back 1254

MentalSocialPhysicalSpiritual

Front 1255

The 5 Cs

Back 1255

Care, Commit, Connect, Communicate, Celebrate

Front 1256

Operational design

Back 1256

the conception and construction of the framework that underpins a joint operation plan and it's subsequent execution

Front 1257

Multinational operations

Back 1257

operations conducted by two or more nations

Front 1258

Alliance

Back 1258

relationship that results from a formal agreement between two or more nations for broad, long term objectives that further the common interest of the members

Front 1259

Coalition

Back 1259

an ad-hoc agreement between two or more nations for a common action

Front 1260

Coalition operations

Back 1260

operations conducted with units from two or more coalition members

Front 1261

The strategic level of war addresses the issues of

Back 1261

why and with what we fight and why the enemy fights against us

Front 1262

The operational level of war determines

Back 1262

what we will affect, with what course of action, in what order, for what duration, and with what resources

Front 1263

The tactical level of war deals with

Back 1263

how we fight

Front 1264

Interagency coordination

Back 1264

The cooperation and communication that occurs between agencies of the United States Government (USG), including the Department of Defense (DOD), to accomplish an objective

Front 1265

Hapatics

Back 1265

Communicate information through the use of touch

Front 1266

Proxemics

Back 1266

Communicate information through the use of distance

Front 1267

Chronemies

Back 1267

Communicates information through the use of time

Front 1268

Kinesics

Back 1268

communicate information through the use of movement.

Front 1269

Joint Operational Planning ties together:

Back 1269

National Power and National Security Goals and Objective

Front 1270

National Command Authority (NCA)

Back 1270

President and SecDef- Ultimate Decision on National Policy and overall strategic direction- Supported primarily by the National Security Council (NSC)

Front 1271

National Security Council (NSC)

Back 1271

Provides the framework to provide nation security strategy and policy decisions for implementation by the president

Front 1272

Joint Planning and Execution Community (J-PEC)

Back 1272

CJCS or JCS Combat Support AgenciesSupported Commands

Front 1273

Who makes up the NCA?

Back 1273

President and the SecDef

Front 1274

CJCS Responsibilities

Back 1274

1. Prepare military strategy and assessments2. Assist President and SecDef in strategic direction of Armed Forces3. Prepare strategic plans and supporting plans4. Provide for preparation and review of plans (mobilization, security cooperation and joint operation)5. Advise SedDef on critical deficiencies and strengths in force capabilities6. Review combatant commanders' plan and programs for adequacy, feasibility, acceptability, completeness, and compliance7. Integrate interagency and multinational partners8. Issue the executive order

Front 1275

Joint Strategic Planning System (JSPS)

Back 1275

- Is the primary means by which the CJCS performs joint strategic planning- Links strategic planning and joint operation planning

Front 1276

When planning the employment of joint forces:The ________ and ________ send orders to ________ who transmits the orders to _________?

Back 1276

President and SecDefCJCSCombatant Commnader

Front 1277

Which of the following is essentially the link between strategic planning and joint operation planning, and enables the CJCS to assist the President and SecDef in providing unified strategic direction to the Armed Forces?Operation Orders (OPORDs)Operation Plan (OPLAN)Global Force Management (GFM)Joint Strategic Planning System (JSPS)

Back 1277

Joint Strategic Planning System (JSPS)

Front 1278

Assigned

Back 1278

The Secretaries of the Military Departments assign forces under their jurisdiction to the combatant commands to perform missions assigned to those commands. (Ramstein forces are "assigned" to EUOCOM)

Front 1279

Allocated

Back 1279

The distribution of US Forces at execution of limited resources among competing requirements for employment. (NORTHCOM (supporting) forces are deployed to AFRICOM (supported) for humanitarian efforts)

Front 1280

Apportioned

Back 1280

The distribution of forces for planning of limited resources among competing requirements

Front 1281

Within the chain of command, the Service component performs which of the following joint planning functions?

Back 1281

- Prepare component-level OPORDs in support of taskings assigned to the combatant commands- Recommend the proper force composition and employment of Service forces- Provide Service forces and support information for joint planning

Front 1282

Planning Programing, Budgeting, and Execution System (PPBES)

Back 1282

The Defense Department's resource allocation systemProvides the best mix of forces, equipment, and support attainable

Front 1283

In PPEBS process, planning provides?

Back 1283

- The means to anticipate changes and understand the long-term implication of near-term choices and decisions- A program objective against which the Air Force can measure program execution success

Front 1284

During the meeting this morning, you learned that SMSgt Smith would be in charge of the task to provide a platform for a detailed review of the program's pricing, phasing, and overall capability to be executed on time and within budget while you would be in charge of focusing on the Service's day-to-day activities.In PPBES, SMSgt Smith and you have been assigned to what phases.

Back 1284

Budgeting and Execution

Front 1285

What phases of PPBES does the military departments match available resources (fiscal, manpower, material) against validated requirements to achieve the strategic plan and submit program proposals?

Back 1285

Programing and Budgeting

Front 1286

Joint Operation Planning and Execution System (JOPES)

Back 1286

Combines individual service terminology and operation procedures into one standard multifaceted system.

Front 1287

What is the purpose of the Joint Operation Planning and Execution System, and how does it work?

Back 1287

It provides standardization to the joint planning system used for the execution of complex multi-service exercises, campaigns, and operations

Front 1288

What is the purpose of the PPBES and how does it impact joint planning?

Back 1288

PPBES is the defense-wide process that relates resources to strategy.The primary objective to PPBES is the acquisition and allocation of resources to meet the operational requirements of the combatant commanders

Front 1289

Campaign Planning

Back 1289

Links contingency and crisis action planning

Front 1290

Contingency Planning

Back 1290

Non-Crisis SituationsFacilitates the transition to Crisis Action PlanningPlan production takes 12-24 months. Maybe the whole 2yr planning cycle

Front 1291

5 Phases of Contingency Planning

Back 1291

1. Initiation2. Concept Development3. Plan Development4. Plan Review5. Supporting Plan

Front 1292

Crisis Action Planning (CAP)

Back 1292

Threat to the US or Forces

Front 1293

6 Phases of Crisis Action Planning

Back 1293

1. Situation Development2. Crisis Assessment3. COA Development4. COA Selection5. Execution Planning6. Execution

Front 1294

Because an OPORD must be developed due to an escalation regional problem, the Chairman of the Joint Chiefs of Staff sends an Alert Order to US Central Command. Staff members gather to look at existing documents and modify them to meet the need.The scenario BEST illustrates the inter-relationship:

Back 1294

between contingency planning and crisis action planning

Front 1295

Combatant commanders and subordinate joint force commanders utilize command and control tactics and measures, supported by a computerized information method, to prepare intricate operations against potential threats to National Security.

Back 1295

Joint Operations Planning and Execution System (JOPES)

Front 1296

Although joint doctrine does not prescribe a specific convention for writing a strategic military objective statement, there are three primary considerations; 1. They should link directly or indirectly to one or more higher-level objectives. 2. Be as unambiguous as possible and _________.

Back 1296

3. Should not specify ways and means for their accomplishment

Front 1297

Foreign Policy

Back 1297

Policies designed to protect a country's:Nation InterestsNational SecurityIdeological GoalsEconomic ProsperityUsually the job of the head of government

Front 1298

Contextual Elements

Back 1298

Beyond the influence to the military planner or leader