Course 14 V6

Front 1

Full Range Leadership Development

Back 1

Leader, Follower, Situation

Effective: Active, good leadership

In

Front 2

Trait Theory

Back 2

Leadership effectiveness based on traits. Great Man theory

Front 3

Skills Theory

Back 3

Leadership effectiveness based on intelligence

Front 4

Management By Exception (Passive)

Back 4

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

Front 5

Management by Exception-Active

Back 5

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 6

Transformational leadership

Back 6

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

Front 7

Leadership scale

Back 7

Laissez Faire ->Transactional->Transformational

Front 8

Hindrances to Critical Thinking

Back 8

Basic Human Limitations

Use Of Language

Faulty Logic

Perception Psychological

Sociological Pitfalls

Front 9

Hindrances to Critical Thinking

Basic Human Limitations

Back 9

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 10

Hindrances to Critical Thinking

Use of Language

Back 10

1. Ambiguity

2. Assuring Expressions

3. Meaningless Comparisons

Front 11

Hindrances to Critical Thinking

Faulty Logic or Perception

Back 11

1. Superstition

2. Argument from Ignorance

3. False Analogies

Front 12

Hindrances to Critical Thinking

Psychological and Sociological Pitfalls.

Back 12

1. Ad hominem Fallacy

2. Ad populum, Bandwagon Fallacy

3. Emotional Appeals

Front 13

Facione’s Scoring Rubric

Back 13

Used to score critical thinking

Front 14

Two System Approach to Decision Making

Back 14

Reactive Thinking (Memorized process)

Reflective Thinking (Think, Decide, Reflect)

Front 15

Profession of Arms

Back 15

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

Front 16

Warrior Ethos

Back 16

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 17

Military Culture and Airmanship

Back 17

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 18

Little Brown Book

Back 18

AFI 36-2618, The Enlisted Force Structure

Front 19

Little Blue Book

Back 19

Core Values

Front 20

Values Conflict

Back 20

When personal values conflict with AF values

Front 21

The Continuum of Professionalism

Back 21

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

Front 22

P2 Progressive Professionalism

Back 22

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

Front 23

DDR

Back 23

Direction Discipline, Recognition

Foundation of P2

Front 24

BMR

Back 24

Basic Metabolic Rate (Metabolism)

Front 25

FOSI Principle

Back 25

Form Over Speed and Intensity

Front 26

High Intensity Exercise Endurance (HIEE)

Back 26

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

Front 27

Ethical Leadership

Back 27

Combines ethical decision-making and ethical behavior

Make ethical decisions and behave in ethical ways

Front 28

Values

Back 28

The core beliefs we hold regarding what is right and fair

Front 29

Morals

Back 29

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

Front 30

Ethics

Back 30

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

Front 31

Military ethics

Back 31

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

Front 32

Ethical relativism

Back 32

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

Front 33

Ethical Dilemma

Back 33

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 34

Ethically Minded Organization

Back 34

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

Front 35

Ethical Traps

Back 35

confusion or uncertainty as to what action or behavior should be taken

Ethical Relativism

Loyalty Syndrome

Worry over image

Drive for Success

Front 36

Loyalty Syndrome

Back 36

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 37

Worry Over Image

Back 37

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

Front 38

Drive for Success

Back 38

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

Front 39

Toner’s six tests

Back 39

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 40

Toner's Ethical Principles

Back 40

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 41

COMPLIANCE

Back 41

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

Front 42

Accountability

Back 42

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

Front 43

Personal Accountability

Back 43

Accepting complete responsibility for you behavior

Front 44

Workplace Accountability

Back 44

Creatingan environment where accountability is clear and fully accepted

Front 45

Discipline

Back 45

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

Front 46

Task discipline

Back 46

How well we meet the challenge of the job

Front 47

Group discipline

Back 47

Effective Teamwork

Front 48

Imposed discipline

Back 48

Enforced obedience to legal orders and regulations

Front 49

Self-discipline

Back 49

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

Front 50

UNIT DISCIPLINE

Back 50

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 51

Negative unit

Back 51

Lack of excellence, productivity and camaraderie

Front 52

Positive unit

Back 52

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

Front 53

Diversity

Back 53

A composite of individual characteristics, experiences, and abilities.

Front 54

Demographic Diversity

Back 54

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

Front 55

Cognitive / Behavioral Diversity

Back 55

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

Front 56

Organizational / Structural Diversity

Back 56

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

Front 57

Global Diversity

Back 57

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

Front 58

Diversimilarity

Back 58

We are different but we are the same

Respects differences between people while highlighting similarities

Front 59

Striking the Right Balance

Back 59

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 60

Individual Consideration

Back 60

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

Front 61

Judging to Valuing Ladder

Back 61

Judging

Understanding

Respecting

Appreciating

Valuing

Front 62

Golden Rule

Back 62

treat others as one would like others to treat oneself

Front 63

Diversity

Five Part Transformational Process:

Back 63

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

Discovery

Assessment

Exploration

Transformation

Revitalization

Front 64

Resource Stewardship

Back 64

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

Front 65

Resource Allocation Process

Back 65

Funds flow down

Congress

Air Force

Majcoms, FOAs, DRUs

Wing

Unit

Cost Center Managers CCMs

Front 66

The Budget Execution Review (BER)

Back 66

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

Front 67

1st Budget Execution Review (BER)

Back 67

Due in 1st half of January

Front 68

2nd Budget Execution Review (BER)

Back 68

Due in mid-May

Front 69

Financial Execution Plan(FEP)

Back 69

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

Front 70

Standard Financial Execution Plan (FEP) Format

Back 70

Section 1: Mission Critical Requirements

Section 2: Justification

Section 3: Unfunded Requirements

Section 4: Spend Plan

Front 71

Anti-Deficiency Act (ADA)

Back 71

Can't obligate money you don't have

Front 72

Financial Execution Plan (Part I - funded level)

Back 72

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

Front 73

Financial Execution Plan (Part II - unfunded level)

Back 73

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

Front 74

Cost Center Managers (CCMs)

Back 74

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

Front 75

Organizational Change Request (OCR)

Back 75

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

Front 76

AuthorizationChange Request (ACR)

Back 76

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

Front 77

Airmen Powered by Innovation (API)

Back 77

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 78

Airmen Powered by Innovation (API) Phases

Back 78

Ideation/Submission Phase

Evaluation Phase

Implementation Phase

Hold-the Gains Phase

Front 79

Strategic planning

Back 79

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

Front 80

Strategic Alignment & Deployment(SA&D)

Back 80

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 81

Strategy

Back 81

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 82

Alignment

Back 82

The translation of the vision into measurable results.

Front 83

Cascading process

Back 83

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

Front 84

Vision

Back 84

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 85

SA&D STRATEGY MAP

Back 85

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

Front 86

SWOT analysis

Back 86

Brainstorming Strengths and Weaknesses from an internal stand point.

Then brainstorming Opportunities and Threats from an external standpoint.

Front 87

Priorities

Back 87

Identify major strategic focus areas on your watch

Front 88

Objectives

Back 88

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

Front 89

Metrics

Back 89

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

Front 90

Tasks

Back 90

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

Front 91

Balanced Score Card (BSC)

Back 91

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 92

Continuous Process Improvement (CPI)

Back 92

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

Front 93

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

Back 93

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 94

AFSO21 is not

Back 94

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

Front 95

AFSO21

Back 95

focuses on processes, not people

Front 96

Wingman Concept

Back 96

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

Front 97

Value

Back 97

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

Front 98

Waste

Back 98

Anything that adds cost or time without adding value

Front 99

Go and See

Back 99

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 100

Value Stream Mapping (VSM)

Back 100

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

Front 101

Standard Work

Back 101

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 102

6-S

Back 102

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 103

Theory of Constraints (TOC) –

Back 103

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

Front 104

OODA Loop

Back 104

Observe, Orient, Decide, Act

Front 105

8 Step Problem Solving

Back 105

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

Front 106

Fish Bone Diagrams

Back 106

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

Front 107

ADAPTABILITY

Back 107

Ability to adjust self to changed, unexpected or ambiguous situations

Front 108

Cognitive Flexibility:

Back 108

The ability to use different thinking strategies and mental frameworks

Front 109

Emotional Flexibility:

Back 109

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

Front 110

Dispositional Flexibility:

Back 110

The ability to remain optimistic and at the same time realistic

Front 111

Janssen’s Model of Change

Back 111

Contentment, Denial, Confusion, Renewal

(Four Room Apartment)

Front 112

Diffusion of Innovation

Back 112

Five levels or reactions to change

Innovators, Early Adopters, Early Majority, Late Majority, Laggards

Front 113

The NoNo Problem

Back 113

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 114

Eight Steps for Transforming an Organization

Back 114

Step 1. Establish a Sense of Urgency

Step 2. Creating the Guiding Coalition

Step 3. Developing a Vision and Strategy

Step 4. Communicating the Change Vision

Step 5. Empowering Others for Broad Action

Step 6. Generating Short-Term Wins

Step 7. Consolidating Gains

Step 8. Anchoring New Approaches

Front 115

PROJECT MANAGEMENT

Back 115

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 116

PROJECT MANAGEMENT PROCESS

Back 116

Project initiation stage

Project planning and design stage

Project execution and construction stage

Project monitoring and controlling systems Project completion

Front 117

group

Back 117

assemblage of persons (or objects) located or gathered together

Front 118

team

Back 118

a group organized to work together

Front 119

AFDD1-1

Back 119

Leadership and Force Development

Front 120

mission

Back 120

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

Front 121

Four Personal Approaches

Back 121

Conceptual

Spontaneous

Normative

Methodical

Front 122

Conceptual Approach

Back 122

prefers to come up with new ideas

Front 123

Spontaneous Approach

Back 123

prefers freedom from constraint

Front 124

Normative Approach

Back 124

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

Front 125

Methodical Approach

Back 125

prefers order and rationality

Front 126

Team Roles

Back 126

Creator

Advancer

Refiner

Executer

Flexer

Front 127

Creators

Back 127

focus on the possibilities

Front 128

Advancers

Back 128

focus on the interaction

Front 129

Refiners

Back 129

focus on the analysis

Front 130

Executors

Back 130

focus on the realization

Front 131

Flexers

Back 131

can focus on everything

Front 132

The P.E.P Cycle

Back 132

Panic, Elation, Panic

Describes brainstorming process

Front 133

Stages of the “Z” Process

Back 133

Creating

Advancing

Refining

Executing

Front 134

Negotiation

Back 134

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 135

Interest-Based Negotiations (IBN)

Back 135

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

Front 136

Anchoring:

Back 136

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

Front 137

BATNA

Back 137

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 138

Zone of Possible Agreement (ZOPA)

Back 138

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

Front 139

Divergent thinkers

Back 139

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

Front 140

Convergent Thinkers

Back 140

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

Front 141

TRUST INFORMATION POWER AND OPTIONS (TIPO) MODEL

Back 141

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 142

Negotiation Strategy

Evade

Back 142

Not now, can you come back later?

Low Trust

Low Power

Front 143

Negotiation Strategy

Comply

Back 143

Yes, absolutely, let’s do it your way

Some Trust

Low Power

Front 144

Negotiation Strategy

Insist

Back 144

Take it or Leave it

Low/No Trust

Very high Power

Front 145

Negotiation Strategy

Settle

Back 145

Let’s just split the difference and call it a day

High Trust

Equal-Low Power

Front 146

Negotiation Strategy

Cooperate

Back 146

Let’s work together and come up with an even better idea

High Trust

Shared Power

Front 147

COOPERATIVE NEGOTIATION STRATEGY(CNS)

Back 147

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

Front 148

Evaluative Mediation

Back 148

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

Front 149

Facilitative Mediation

Back 149

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

Front 150

Cross-Cultural Competence (3C)

Back 150

High Context and Low Context Cultures

Front 151

Low Context Culture

Back 151

Focuses on tasks. USA/Western Europe

Front 152

High Context Culture

Back 152

People focused. Mid-East, Asia

Front 153

Resiliency

Back 153

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

Front 154

The Four Pillars of Fitness

Back 154

Mental Fitness

Social Fitness

Physical Fitness

Spiritual Fitness

Front 155

The Five Cs

Back 155

Care

Commit

Connect

Communicate

Celebrate

Front 156

Perpetrator

Back 156

the criminal who assaults the victim

Front 157

Facilitator

Back 157

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

Front 158

bystander

Back 158

a person who sees the potential for a sexual assault.

Front 159

victim

Back 159

the person assaulted by the perpetrator

Front 160

Restricted Report

Back 160

Confidential, investigation is victims choice

Front 161

Unrestricted Report

Back 161

Not-Confidential, reported through chain of command

Front 162

Limited Privilege Suicide Program (LPSP)

Back 162

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 163

Strategic Communication

Back 163

USG efforts to engage audiences to further national goals. PR

Airmen have a responsibility in this

Front 164

On-the-Record interview:

Back 164

Consider everything you say ―on-the-record

Front 165

Background interview:

Back 165

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 166

Off-the-Record interview:

Back 166

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

Front 167

Interview Techniques

Hooking

Back 167

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

Front 168

Interview Techniques

Bridging:

Back 168

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

Front 169

Interview Techniques

Flagging:

Back 169

A technique used to emphasize your message.

Front 170

Policy

Back 170

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

Front 171

Strategy

Back 171

Defines how operations should be conducted to accomplish national Policy objectives

Front 172

Doctrine

Back 172

Presents considerations on how to accomplish military goals and objectives.

It isa storehouse of analyzed experience and wisdom.

Front 173

National Security Strategy

Back 173

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

Front 174

NationalSecurity Act of 1947

Back 174

Created the National Security Council (NSC)

Front 175

National Defense Strategy

Back 175

A Strategy thatcomplements the NSS, created by DoD.

Front 176

National Military Strategy (NMS)

Back 176

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

Front 177

Operational Art

Back 177

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

Front 178

Operational Design

Back 178

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

Front 179

INSTRUMENTS OF NATIONAL POWER

Back 179

Diplomacy

Information

Economy

Military

Front 180

CROSS CULUTURAL COMPETENCE (3C)

Back 180

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 181

Culture:

Back 181

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

Front 182

Domains of Culture:

Back 182

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

Front 183

Ethnocentrism:

Back 183

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

Front 184

Cultural Relativism

Back 184

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

Front 185

Holism:

Back 185

The idea that all aspects of culture are connected to other aspects

i.e. gender affects kinship, which affects politics ect.

Front 186

Worldview:

Back 186

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

Front 187

OODA Loop (Observe, Orient, Decide, Act)

Back 187

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

Front 188

Paralanguage:

Back 188

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

Front 189

Power Distance:

Back 189

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

Front 190

12 Domains of Culture

Back 190

Family

Religion

Sex

Language

History

Ect...

Front 191

Iceberg of Culture

Back 191

Surface: Behaviors

Just below: Systems and Structures

Deep Below: Values and Beliefs

Front 192

Collectivism

Back 192

Tendency to consider extended family affiliations and being a member of a larger group as very important throughout a person's life

Everywhere except N. America and W. Europe

Front 193

Individualism

Back 193

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 194

Communication Styles (Non-Verbal)

Back 194

Haptic: Touching

Proxemics: Use of Distance

Chronemics: Use of Time

Kinesics: Facial expressions and gestures

Front 195

Goldwater Nichols Act of 1986

Back 195

Origin of the Joint Org.

Restructured military chain of command.

Established SECDEF and CJCS as heads of the forces.

Front 196

ADCON

Back 196

Administrative Control

Front 197

OPCON

Back 197

Operational Control

Front 198

TACON

Back 198

Tactical Control

Front 199

COCOM Numbers and Categories

Back 199

6 Geographical (N, S, Eu, Pa, Afr, Cent)

3 Functional (SOCOM, STRATCOM, TRANSCOM)

Front 200

Supported Commander

Back 200

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

Front 201

Supporting Commander

Back 201

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

Front 202

Relationship between CCs

Back 202

Supported or Supporting

Front 203

Relationships between CC and Forces

Back 203

COCOM, OPCON, TACON

Front 204

Relationships between Forces and CC

Back 204

Assigned, Attached, or Direct Support

Front 205

Command of Guard and Reserves

Back 205

ADCON to service components

OPCON to mobilized assigned CC

Guard non-mobilized OPCON to Governor

Front 206

Homeland Defense

Back 206

CBRNE Response

Missile Defense

SS Aviation Sup.

Front 207

Civil Support

Back 207

Natural Disaster response

Mobile Redundant Command Centers

Front 208

Joint Op Planning

Back 208

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

Front 209

NCA

Back 209

National Command Authorities

POTUS, SECDEF

Front 210

JPEC (Joint Planning & Execution Community)

Back 210

Headquarters, commands, and agencies involved in joint operation planning

Front 211

NSC (National Security Council)

Back 211

Provides the framework to establish national security strategy

Front 212

Joint Strategic Planning System (JSPS)

Back 212

Primary means by which the CJCS performsjoint strategic planning

Link between strategic planning and joint operationplanning

Front 213

Guidance for Employment of the Force (GEF)

Back 213

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

Front 214

Assigned Forces

Back 214

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

Front 215

Allocated Forces

Back 215

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

Front 216

Apportioned Forces

Back 216

The distribution of forces for planning of limited resources among competing requirements

Not physically deployed or reassigned; they are simply used as a planning factor

Front 217

Joint Strategic Capabilities Plan(JSCP)

Back 217

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

Front 218

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

Back 218

Defense Department’s resource allocation system

Front 219

JOINT OPERATION PLANNING AND EXECUTION SYSTEM (JOPES)

Back 219

Contingency or Crisis Action Planning

CJCS joint planning system.

Governs all aspects of conventional joint military operations planning and execution.

Front 220

The JOPES Process

Back 220

Campaign planning, contingency planning, and crisis action planning

Front 221

Contingency planning

Back 221

Initiation

Concept Development

Plan Development

Plan Review

Supporting Plans

Front 222

CRISIS ACTION PLANNING (CAP)

Back 222

Situation Development

Crisis Assessment

COA Development

COA Selection

Execution Planning

Execution

Front 223

Interdependence

Back 223

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

Front 224

Interoperability

Back 224

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

Front 225

Multipurpose Capabilities

Back 225

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

Front 226

Navy PME

Back 226

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 227

USMC PME

Back 227

Sergeants Major Course

Advances Course: Gunnery sergeants

Career Course: SSGTs

Sergeants Course: SGTs

Command Sponsored Corporals Course

Front 228

Army PME

Back 228

Command Sergeants Major Course (CSMC)

Advanced Leader Course (ALC): SSGTs

Sergeants Major Academy

Senior Leader Course (SLC): SFCs

Warrior Leader Course (WLC): First NCO Course

Front 229

Decentralized Anarchy

Back 229

no international central gov

no central agency

no common sense of values

no agreement of right/wrong

Front 230

Many Actors

Back 230

190 countries

EU

WTO

Front 231

Nations sovereign and unique

Back 231

self-ruling

independent unique culture/geo/history/etc..

Front 232

World is multilateral

Back 232

everyone everyone does affects someone else

Front 233

pre WWII

Back 233

Relatively threat-free

Front 234

Strategy

Back 234

a plan of action

Front 235

grand strategy

Back 235

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

Front 236

military strategy

Back 236

coordinating the development, deployment, and employment of military forces

Front 237

operational strategy

Back 237

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

Front 238

factors influencing strategy decision making process

Back 238

politics

doctrine

economics

technology

principles of war

nature of the threat

Front 239

Maynard Smith

Back 239

WWII

Europe

threw exploding ammo overboard

extinguished a/c fire by hand

Front 240

Forest Vosler

Back 240

Germany

volunteered to be thrown overboard

saved wounded tailgunner from certain death

Front 241

Archibald Mathies

Back 241

Europe

Tried to land wounded a/c

on 3rd attempt plane crashed everyone killed

Front 242

Henry Erwin

Back 242

Koriama Japan

threw phosphorous bomb out co-pilots window

Front 243

Pits

Back 243

Vietnam

pj

evacuated 9

volunteered to stay on the ground and help defend wounded

originally awarded AF Cross 2001

upgraded by Clinton to CMH

Front 244

Levitow

Back 244

Vietnam

loadmaster

magnesium flare in spilled ammo canisters

threw flare out a/c

flare ignited immediately

saved a/c and crew

Front 245

Code of Conduct Article 1

Back 245

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 246

Code of Conduct Article 2

Back 246

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 247

Code of conduct Article 3

Back 247

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 248

Code of conduct Article 4

Back 248

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 249

Code of conduct Article 5

Back 249

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 250

Code of conduct Article 6

Back 250

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 251

Vernon L. Burge

Back 251

first enlisted pilot

Front 252

Ruth Law

Back 252

first enlisted Army aviatrix.

Front 253

Private Frederick Libby

Back 253

first American to down five enemy aircraft in WWI

Front 254

Corporal Eugene Bullard

Back 254

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

Front 255

MSgt Harley Fogleman

Back 255

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

Front 256

First Sergeant Lawrence Lambert

Back 256

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 257

Esther Blake

Back 257

first woman in the Air Force.

Front 258

Grace A. Peterson

Back 258

first female chief master sergeant

Front 259

SSgt Samuel Turner

Back 259

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

Front 260

TSgt Timothy Wilkinson

Back 260

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 261

ANG State Roles and Missions

Back 261

Civil Defense

Regional Emergencies

assist in natural disasters

Front 262

ANG State Roles and Missions (cont.)

Back 262

Law enforcement

counter drug

Front 263

when planning our communication the first factor we should consider

Back 263

analyzing our audience

Front 264

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

Back 264

sending audience

Front 265

the person who will be receiving the communication

Back 265

the person who will be receiving the communication

Front 266

if your audience is hostile or skeptical you need to

Back 266

be more persuasive in your communication

Front 267

your communication efforts will be more successful if you consider

Back 267

how your audience feels about your subject

Front 268

When determining the reason for communication

Back 268

Ensure your communication does what you intended

help organize your thoughts

focus your communication

identify what you want the recieving audience to do with your communication

Front 269

chronological

Back 269

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 270

spatial/geographical

Back 270

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

Front 271

cause/effect

Back 271

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

Front 272

problem solution

Back 272

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

Front 273

sequential

Back 273

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

Front 274

topical

Back 274

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

Front 275

comparison/contrast

Back 275

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

Front 276

reasoning /logic

Back 276

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

Front 277

Summary in conclusion structure

Back 277

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

Front 278

close effect remarks

Back 278

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

Front 279

for transition to be effective

Back 279

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

Front 280

factors to consider when planning to communicate

Back 280

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

Front 281

techniques of organizing a communication

Back 281

generating and refining ideas

choosing a pattern of organization

developing the introduction, body, and conclusion using transitions

Front 282

how do you know when you have paragraph unity

Back 282

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

Front 283

another way to check for paragraph unity

Back 283

see if your sentences support the main point idea

Front 284

two types of supporting sentences

Back 284

major and minor

Front 285

major sentences

Back 285

define explain or add proof to the topic sentence.

Front 286

closing sentences should

Back 286

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

Front 287

Coherence

Back 287

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

Front 288

Connectives

Back 288

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

Front 289

words that show contrast

Back 289

but, still however, yet, neverthelsss

Front 290

passive voice and active voice

Back 290

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 291

subject verb agreement

Back 291

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 292

antecedent and pronoun reference

Back 292

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 293

ambiguous pronoun

Back 293

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 294

clarification support

Back 294

spell out the acronym and explain its meaning

Front 295

proof support

Back 295

adds credibility

shows something is true

proves or supports a point

Front 296

integrating sources

Back 296

support material flows smoothly in our written or spoken presentations

support material logically fits with the paper or speech

Front 297

metaphor

Back 297

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

Front 298

simile

Back 298

uses words like or as

Front 299

statistics

Back 299

most powerful form of proof support

Front 300

slanted reasoning

Back 300

fallacy arises from misuse or lack of data.

example owned 3 used cars in your lifetime and had bad luck with all 3

Front 301

faulty dilema

Back 301

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

Front 302

faulty analogy

Back 302

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 303

stacking the evidence

Back 303

distorting or omitting important evidence to get a point across.

Front 304

loaded question

Back 304

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

Front 305

name calling

Back 305

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

Front 306

glittering generality

Back 306

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

Front 307

snob or prestige appeal

Back 307

anyone who is anyone lives in pine tree acres.

Front 308

plain folks appeal

Back 308

simple things in life are the things worth having.

Front 309

first reading of your draft is to check for

Back 309

arrangement and flow

Front 310

second reading check for

Back 310

paragraph structure and clarity

Front 311

3rd reading check for

Back 311

sentences phrases and words

passive voice, wordiness and spelling

Front 312

presentations

Back 312

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

Front 313

benefits of good body movement

Back 313

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 314

intelligibility

Back 314

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

Front 315

Variety

Back 315

rate volume, force, pitch, emphasis

Front 316

for attention step use

Back 316

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

Front 317

conclusion is made up of three components

Back 317

summary, re motivation, and closure

Front 318

minor sentence

Back 318

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

Front 319

effective body movement can be described as

Back 319

free and purposeful

Front 320

The Financial Execution Plan is submitted

Back 320

during the second quarter

Front 321

Budget Execution review, part 1

Back 321

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

Front 322

Budget Execution review, part 2

Back 322

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

Front 323

Budget Cycle

Back 323

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

Front 324

Budget Execution review

Back 324

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 325

Most organizations have these basic funding requirements

Back 325

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

Front 326

Financial Execution Plan, 1st section

Back 326

mission critical requirements. each assigned an expense investment code

Front 327

Financial Execution Plan, 2nd section

Back 327

Justification of the cost of each requirement in section one

Front 328

Financial Execution Plan, 3rd section

Back 328

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

Front 329

Financial Execution Plan, 4th section

Back 329

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

Front 330

Anti-Deficiency Act, violations

Back 330

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 331

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

Back 331

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 332

Project management constraints

Back 332

Time - time available

cost - budgeted amount available

scope - what must be done to produce the project's end result

Front 333

Define Project Management Process

Back 333

blueprint for successful project management. identifies a sequence of steps:

Initiation

Planning and Design

Execution and Construction

Monitoring and Controlling systems

Completion

Front 334

Project Management, Initiation

Back 334

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

Front 335

Project Management, Planning and Design

Back 335

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

Front 336

Planning and design includes:

Back 336

project goals, deliverables, schedule, and supporting plans

Front 337

Project Management, Execution and Construction

Back 337

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

Front 338

Two types of metabolism

Back 338

aerobic and anaerobic

Front 339

Aerobic

Back 339

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

Front 340

Anaerobic

Back 340

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

Front 341

Macronutrients

Back 341

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

Front 342

Micronutrients

Back 342

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

Front 343

Daily calories from carbs

Back 343

50%

Front 344

Carbs

Back 344

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

Front 345

Daily calories from fat

Back 345

30%

Front 346

Fats

Back 346

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 347

Daily calories from protein

Back 347

20%

Front 348

Protein

Back 348

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 349

water

Back 349

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

Front 350

Fat-soluble vitamins

Back 350

Vitamins A, D, E, K

Front 351

Dehydration

Back 351

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

Front 352

Before physical activity

Back 352

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

Front 353

During physical activity

Back 353

Water. eat more carbs for long/extreme training

Front 354

After physical activity

Back 354

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 355

Guidelines for nutrition

Back 355

Variety of nutrient rich foods

whole grains, fruits, vegs

maintain a healthy weight

moderate portions

gradual changes

regular meals

Front 356

Functional training

Back 356

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

Front 357

Benefits of functional training

Back 357

better at home and on the job

decreases likelihood for illness/injury

deceases stress

Front 358

Pre-habilitation

Back 358

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

Front 359

Functional training and the military

Back 359

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