12-D Sncoa Flashcards ***will Be Deleted After Class Grad***

Front 1

a. Operational and Strategic Art
b. Unit, Air Force Joint and Coalition Capabilities
c. Non-adversarial Crisis Response

Back 1

Employing Military Capabilities

Front 2

a. Enterprise Structure and Relationships
b. Government Organization and Processes
c. Global, Regional and Cultural Awareness
d. Strategic Communication

Back 2

2. Enterprise Perspective

Front 3

a. Resource Stewardship
b. Change Management
c. Continuous Improvement

Back 3

3. Managing Organizations and Resources

Front 4

a. Vision
b. Decision-making
c. Adaptability

Back 4

4. Strategic Thinking

Front 5

a. Develops and Inspires Others
b. Takes Care of People
c. Diversity

Back 5

5. Leading People

Front 6

a. Builds Teams and Coalitions
b. Negotiating

Back 6

6. Fostering Collaborative Relationships

Front 7

a. Ethical Leadership
b. Followership
c. Warrior Ethos
d. Develops Self

Back 7

7. Embodies Airman Culture

Front 8

a. Speaking and Writing
b. Active listening

Back 8

8. Communicating

Front 9

conventional, peacekeeping, and homeland defense operations along with an understanding of doctrine and an understanding of the use of innovation and technology in the employment of lethal and non-lethal force.

Back 9

Operational and Strategic Art:

Front 10

capabilities of the Air Force across air, space, and cyberspace and how Air Force capabilities relate to and complement other service capabilities. It also requires an understanding of interdependencies and interoperability across services, agencies, departments, and coalition partners.

Back 10

Unit, Air Force, Joint and Coalition Capabilities:

Front 11

national security implications of peacekeeping operations, humanitarian relief operations, and support to civil authorities, both foreign and domestic. It also requires an understanding of the need for engagement before and after warfighting and crisis response, along with the need for integrated involvement with interagency and multinational partners and the need for multipurpose capabilities that can be applied across the range of military operations.

Back 11

Non-adversarial Crisis Response:

Front 12

relationships between the Air Force, the Department of Defense, Joint Staff, the joint commands, the defense agencies, and other elements of the defense structure.

Back 12

Enterprise Structure and Relationships

Front 13

essential operating features and functions of the Air Force, DoD, the national security structure, other related executive branch functions, and Congress, to include: leadership and organization; roles of members/committees/staffs; authorization, appropriation and budget processes; acquisition policy and procedures; and interdependencies and relationships

Back 13

Government Organization and Processes

Front 14

awareness of regional and other factors influencing defense, domestic, and foreign policy. It also requires an understanding of foreign cultural, religious, political, organizational, and societal norms and customs.

Back 14

Global, Regional and Cultural Awareness

Front 15

appropriately influence key audiences by synchronizing and integrating communication efforts to deliver truthful, timely, accurate, and credible information. It also requires the ability to formulate institutional messages to tell the Air Force story.

Back 15

Strategic Communication

Front 16

ability to identify, acquire, administer, and conserve financial, informational, technological, material, warfare, and human resources needed to accomplish the mission. It also requires the ability to implement ―best practice‖ management techniques throughout an organization.
b. Change Management: This

Back 16

Resource Stewardship

Front 17

ability to embrace, support, and lead change by understanding the change management process, including critical success factors, common problems, and costs. It also requires the ability to perceive opportunities and risks before or as they emerge.

Back 17

Change Management

Front 18

ability to originate action to improve existing conditions and processes by using appropriate methods to identify opportunities, implement solutions, and measure impact.

Back 18

Continuous Improvement

Front 19

It requires the ability to demonstrate innovative and creative insights/solutions for guiding and directing organizations to institutional needs; for formulating effective plans and strategies for consistently achieving goals and maximizing mission accomplishment, and for anticipating potential threats, barriers and opportunities while encouraging risk-taking.

Back 19

Vision

Front 20

ability to identify, evaluate, and assimilate data and information from multiple streams and then differentiate information according to its utility.

Back 20

Decision-making

Front 21

ability to maintain effectiveness when experiencing major changes in work tasks or environment

Back 21

Adaptability

Front 22

ability to help and motivate others to improve their skills and enhance their performance through feedback, coaching, mentoring, and delegating.

Back 22

Develops and Inspires Others

Front 23

ability to put people first by attending to the physical, mental, and ethical well-being of fellow airmen and their families, by creating an environment where Airmen take care of Airmen 24/7, 365 days a year, including leaders, peers and subordinates

Back 23

Takes Care of People

Front 24

ability to leverage the value of differences in perspectives, approaches, preferences, race, gender, background, religion, experience, generation, thought, and other factors

Back 24

Diversity

Front 25

ability to contribute to group identity while fostering cohesiveness, confidence, and cooperation. Finally, this sub-competency requires the ability to attend to the interests, goals, and values of other individuals and institutions while also developing networks and alliances that span organizational, service, department, agency, and national bounda

Back 25

Builds Teams and Coalitions

Front 26

ability to use appropriate interpersonal styles and methods to reduce tension or conflict between two or more people, to anticipate and addresses conflict constructively, to anticipate and to prevent counter-productive confrontations.

Back 26

Negotiating

Front 27

ability to promote Air Force Core Values through goals, actions, and referent behaviors and to develop trust and commitment through words and actions.

Back 27

Ethical Leadership

Front 28

ability to align priorities and actions toward chain of command guidance for mission accomplishment

Back 28

Followership

Front 29

ability to demonstrate a hardiness of spirit despite physical and mental hardships – moral and physical courage, continuously hones their skills to support the employment of military capabilities, displays military/executive bearing, self-discipline and self control

Back 29

Warrior Ethos

Front 30

ability to articulate ideas and intent in a clear, concise, and convincing manner

Back 30

Speaking and Writing

Front 31

Do all prescribed pre-class activities: Listen and participate in class:Take notes:Study and Practice:Formative exercises:Additional study after formative exercises:Test taking:Summative evaluations:Lifelong learning:

Back 31

The Learning Process

Front 32

1. tell us the price of admission to the Air Force itself;MP00SG - 9
2. point to what is universal and unchanging in the Profession of Arms;
3. help us get a fix on the ethical climate of an organization; and
4. serve as beacons vectoring us back to the path of professional conduct.

Back 32

Air Force Core Values

Front 33

refusal to accept failure and instead to overcome all obstacles with honor.fight through all conditions to victory, no matter how long it takes—no matter how much effort is required.

Back 33

Warrior Ethos

Front 34

taking responsibility for mission failures, sharing mission success with the unit, and fostering development of the Profession of Arms in

Back 34

warrior spirit

Front 35

the beliefs and attitudes within a military organization that shape its collective preferences toward the use of force

Back 35

Military culture

Front 36

tangible measurements such as quality and quantity of work performed and intangible standards such as ethical behavior, maintaining professional relationships, and adhering to and promoting the core values.

Back 36

military standards

Front 37

Direction, Discipline, and Recognition

Back 37

how progressive professionalism is accomplished

Front 38

helps motivate us toward self-development & P2

Back 38

Self-discipline, coupled with DDR

Front 39

Formal learning activities, Informal learning activities, Formal assignments, Informal assignments.

Back 39

Self-Development

Front 40

States one’s leadership effectiveness is based on their intelligence, self-confidence, and integrity.

Back 40

Trait Theory

Front 41

This argues that followers and leaders are drawn to their roles, and achieve success in those roles by virtue of personality types.

Back 41

Psychodynamic Theory

Front 42

Focuses on leaders who are emotionally intelligent and can solve problems successfully.

Back 42

Skills Theory

Front 43

This concentrates on two types of leadership: task- or production and people- or relationship-oriented leadership.

Back 43

Style Theory

Front 44

Identifies four styles a leader uses that are based on the subordinate’s development level and the situation (task) at hand.

Back 44

Situational Leadership Theory

Front 45

States that leaders are moved into and out of various situations based on the leader-follower relationship, the leader’s position power, and the task structure.

Back 45

Contingency Theory

Front 46

This theory views leaders as trailblazers, creating conditions for subordinate success.

Back 46

Path-Goal Theory

Front 47

It emphasized that leaders must develop specialized, individual relationships with their followers.

Back 47

Leadership-Member Exchange Theory

Front 48

States effective leaders are true to themselves and others and adhere to strong morals and values.

Back 48

Authentic Leadership Theory

Front 49

Leadership training system that suggests leaders perform throughout a gamut of active and passive leadership behaviors.

Back 49

Full Range Leadership Development

Front 50

Leaders who are usually absent from their duties, considered lazy, and have poor relationships with their subordinates.

Back 50

Laissez-Faire

Front 51

Behavior where leaders hold followers accountable when standards are not met or when things go wrong.

Back 51

Management by Exception-Passive

Front 52

Followers appreciate this behavior as it reduces uncertainties regarding their purpose.

Back 52

Management by Exception-Active

Front 53

Leadership behavior where a reward is provided for positive behavior

Back 53

Transactional Leadership

Front 54

Theory that considers a method of learning that occurs through rewards and punishments for behavior.

Back 54

Skinner’s Operant Conditioning Theory

Front 55

Theory that identifies three essential requirements a person must satisfy to be motivated.

Back 55

McClelland’s Needs Theory

Front 56

Refers to a person and their response to fun or challenges associated with a task rather than receiving external rewards.

Back 56

Intrinsic Motivation

Front 57

Refers to a person’s desire to achieve, receive, or avoid some result for his/her behavior.

Back 57

Extrinsic Motivation

Front 58

Where a person’s motivation and productivity determine their level of commitment.

Back 58

Contemporary Motivation

Front 59

Members at this level only work to meet the minimum acceptable standard.

Back 59

Membership Level

Front 60

This is the most active and effective form of leadership behavior. This style promotes positive and meaningful changes in followers by acting as a coach and a mentor.

Back 60

Transformational Leadership

Front 61

This is the highest level of commitment where members feel their personal needs are met.

Back 61

Involvement Level

Front 62

What an organization provides such as pay, training, and medical benefits.

Back 62

System Level Rewards

Front 63

Includes praise, time-off, bonus pay, and special assignments for personnel who go above and beyond the standard.

Back 63

Supervisory Rewards

Front 64

Like intrinsic motivation, these come from a personal satisfaction by completing tasks one enjoys.

Back 64

Personal Rewards

Front 65

When a person’s basic needs are still being satisfied, they tend to be more involved in the work center and contribute as long as leadership recognizes their contributions.

Back 65

Performance Level

Front 66

prefers to come up with new ideas.

Back 66

Conceptual Approach

Front 67

prefers freedom from constraint

Back 67

Spontaneous Approach

Front 68

prefers to put ideas into a familiar context, relying on past experiences with similar situations to guide them

Back 68

Normative Approach

Front 69

prefers order and rationality

Back 69

Methodical Approach

Front 70

They generate new ideas and fresh concepts.

Back 70

Creators

Front 71

They communicate new ideas and carry them forward.

Back 71

Advancers

Front 72

They challenge all concepts.

Back 72

Refiners

Front 73

They follow up on team objectives and implement ideas and solutions.

Back 73

Executors

Front 74

They are a combination of the other four roles

Back 74

Flexers

Front 75

"I'll never have a good idea." "What a great idea!" "That idea will never work."

Back 75

P.E.P Cycle

Front 76

Ideas often bounce back and forth among the Creators, Advancers, and Refiners

Back 76

Z. process.

Front 77

Creating Ideas & Sorting Through Ideas

Back 77

The Creating Stage

Front 78

Defining the Project & Communication

Back 78

The Advancing Stage

Front 79

Evaluation & Implementation Planning

Back 79

The Refining Stage

Front 80

Beginning Implementation, Tracking Progress, & Closing the Project.

Back 80

The Executing Stage

Front 81

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

Back 81

Culture

Front 82

Broad categories under which humans commonly organize cultural knowledge, belief, and behavior (e.g., kinship, gender, social organization, exchange, etc.).

Back 82

Domains of Culture

Front 83

The human tendency to judge others‘ cultures against one‘s own, thereby limiting the ability to understand others, and often leading to ranking of cultures as superior/inferior

Back 83

Ethnocentrism:

Front 84

The conviction that the beliefs and practices (e.g. right/wrong, goodness/badness, and truth/falsehood, etc.) of others are not absolute but change from culture to culture and situation to situation and are best understood in light of the particular cultures in which they are found.6

Back 84

Relativism:

Front 85

Free from boundary or limits…receptive to new ideas or reason…ready and willing to accept or listen to something such as new ideas, suggestions, or new ways of accomplishing something.

Back 85

Openness:

Front 86

Not to have something that is needed…a complete (or partial) absence of a particular thing.

Back 86

Lack of Closure

Front 87

Understanding of another‘s feeling…the ability to identify with and understand somebody else‘s feelings or difficulties, situations and motives.

Back 87

Empathy*:

Front 88

Having more than one possible meaning or interpretation

Back 88

Ambiguity*:

Front 89

When we have to assign people to tasks or positions that do not match their PPS, it is vitally important to set them up for success.

Back 89

Caution, Motivate, Support