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136 Cards in this Set
- Front
- Back
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Ethical leadership |
Ethical leadership combines ethical decision-making and ethical behavior, and occurs in both an individual and organizational context |
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Values |
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. |
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Morals |
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. |
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Ethics |
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. |
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Military ethics |
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 |
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Ethical relativism |
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. |
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Ethical dilema |
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). |
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An organization that exemplifies professionalism, humility, self-control, personal discipline, and values. |
Ethical minded organization |
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Ethical traps |
confusion or uncertainty as to what action or behavior should be taken, conflicting opinions/values, all choices have drawbacks. |
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ethical relativism |
making decisions based on personal values/beliefs rather than on military rules, regulations and codes of conduct. |
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loyalty syndrome |
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. |
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Worry over image |
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. |
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Drive for success |
making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct. |
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The shame test |
If your actions were publicized, would you be embarrassed, discredited, or humiliated? |
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The god test |
What would your religious leader say? Would you want the action done to you? Or would you want everyone to make the same decision? |
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The community test |
Besides your family, would you want your peers, neighbors, or friends to know? |
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The legal test |
Could you face legal action? Are you willing to face legal action? |
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The situation test |
Could you justify your action because of peculiar, special or extraordinary circumstances? |
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Consequence test |
Will the end justify the means? |
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The three o's |
owing, ordering, and oughting 1) we must know who and what we owe 2) display proper ordering by having moral structuring and ethical priorities 3) understand what Airmen should do or ought to do.
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The three P's |
principle, purpose, and people 1) SNCOs must put principle (truth telling and honor) first 2) purpose (mission accomplishment and duty) second 3) people (fellow citizens, Airmen, Soldiers, etc.) third.
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The three Rs |
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.
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The three D's |
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
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Dr. Toner's supporting principles: |
No rewards for unethical behavior Sanctions and forgiveness for mistakes Appropriate action for dereliction of duty apply prudence 1st, justice 2nd. |
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Describe the "Sanctions and forgiveness for mistakes" principle |
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
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Describe the "Appropriate action for dereliction of duty " principle |
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
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Describe the "Apply prudence 1st, justice 2nd" principle |
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
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Resource Stewardship |
the prudent use of allocated: funds time facilities space equipment people |
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O&M Operations and Maintenance covers: |
mobilization recruiting training administration service wide activities civilian salaries operating and maintaining a installation environmental restoration |
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Budget Execution Review (BER) Process - What is it? |
-Conducted twice a year(FY) to identify, validate, and request additional resources for unfunded requirements
-submitted in the 2nd and 3rd quarters |
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Financial execution plan (FEP) |
-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 |
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The best FEP include |
section 1 - mission critical requirements section 2 - justification section 3 - unfunded requirements section 4 - spend plan |
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The anti-deficiency act (ADA) specifically prohibits mil or civ employees from: |
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 them 5) Don't accept services
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What are the 4 man-power competencies? |
Organizational Management (structure) Program allocation & Control Requirements Determination Performance Management
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Organizational management(structure) competency: |
Deals with the functionality of organizations specifically activation,inactivation, predesignation, and reorganization |
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Organizational change Request (OCR) |
instrument used to activate, inactivate, redesignate, or reorganize organizations. |
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Program allocation and control competency: |
Centers on the unit manning document and a units total requirements. |
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Program objective memorandum (POM |
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 |
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Functional role of SNCO in developing manpower standards is two fold |
1) send average performer to manpower work performance measurement.
2) Send high performer to manpower career field workshop. |
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Requirements determination competency |
this competency centers on the authorization change request (ACR) |
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What is the authorization change request (ACR) |
multi purpose instrument used to propose adjustments to a UMD. |
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ACRs are used to change |
request increases, decreases or realignments of manpower requirements and or change attributes on the UMD |
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Performance management competency |
This man power competency focuses on programs that increase efficiency and cost effectiveness |
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Strategic Alignment and Deployment (SA&D) |
method used to ensure everyone in AF organizations is working effectively towards the same goal identified by senior leadership |
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Strategy |
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. |
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Alignment |
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 |
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Cascading process |
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 |
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Mission statement |
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 |
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Vision |
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. |
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A vision statement should be: |
*Grounded in reality *should create some problems for the org *stakeholders must see their interests represented * Should invite and inspire |
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Strategy Map |
Plan to move an organization from their current state to a more desirable future state |
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Steps in a strategy map |
Assess the current situation set priorities, end-state, and goals objectives metrics tasks |
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what does SWOT stand for |
strengths, weaknesses, opportunities, and threats
a tool to use in assessing the current situation when building a strategy map. |
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To assess the current situation when building a SA & D strategy map, consider these areas: |
1) identify performance gaps and opportunities 2) rate current performance against last year's plan 3) look into performance of critical processes 4) Is training and development working 5) Is morale up or down |
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Priorities |
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. |
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End state |
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.
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Goals |
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
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Internal customers |
Your Orgs commander, unit RA, unit deployment MGR, Civil service, Employees, Airman |
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External customers |
the press, tax-payers, the wing, other orgs, outside people |
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Objectives |
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 |
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Metrics |
Metrics communicate the intent of the objective statement and reflect how the objective will be achieved. Metrics drive behavior |
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Tasks |
Tasks support the objectives at a level where primes and target completion dates can be established |
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Balanced Score Card |
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 |
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Continous improvement |
the strategic never ending, incremental refinement of the way we perform tasks |
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CPI |
Continuous process improvement |
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AFSO21 |
Airforce's unique CPI model to learn how to evaluate and improve systems and work processes |
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Lean principle |
1) specify what creates "value" from the customers perspective 2) Identify all steps along the process chain 3) make all the processes "flow" 4) Produce only what is "pulled" by the customer 5) Strive for perfection by continually removing waste
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Waste |
Anything that adds cost or time without adding value (downtime)
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Examples of waste: |
Defects Overproduction waiting Nonstandard over processing transportation Intellect motion excess inventory |
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Defects |
Defects - having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to organizations. |
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overproduction |
Overproduction - to produce an item before it is actually required |
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Waiting |
Waiting - whenever goods are not moving or being processed, the waste of waiting occurs. |
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Non-standard over processing |
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. |
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Transportation |
Transportation - moving product between processes is a cost that adds no value to the product |
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Intellect
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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
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Motion |
Motion - this waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and reaching |
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Excess Inventory |
Excess Inventory - stockpiles of both in-process and finished goods inventories are a direct result of overproduction and waiting
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Go and See |
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 |
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Value Stream Mapping |
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. |
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AFSO21 Tools |
1) Standard work 2) 6 Ss 3) Visual management 4) Cell design/flow 5) Theory of constraints |
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The bedrock foundation of continuous improvement |
Standard work |
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Standard work |
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: |
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6 Ss |
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
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Visual management |
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. |
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Cell design/flow |
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. |
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Theory of Constraints (TOC) |
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. |
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OODA Loop |
Observe Orient Decide Act |
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8 step problem solving |
1) Clarify and validate the problem 2) Break down the problem/identify performance gaps 3) Set improvement targets 4) Determine Root causes 5) Develop countermeasures 6) See countermeasures through 7) Confirm results and processes 8) standardize successful Processes |
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What tools can you use when you are in step 1, clarify and validate the problem? |
Strategic Alignment and Deployment (SA & D) SWOT Analysis Voice of the customer Values Stream Mapping |
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A good problem statement should include: |
What is the problem Where did the problem happen When did the problem happen What is the significance of the problem. |
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Strategic vision |
How will you do business in the future
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Tactical targets |
Performance levels required to make your goal a reality |
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B-SMART Characteristics |
Balanced Specific Measurable Attainable Results Focused Timely |
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Root Cause analysis |
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 |
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What is the project management Triangle |
The legs are cost, scope, time if one increases so do the other two.
Quality performance is in the middle of the triangle |
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5 stages of the project management Process |
1) project initiation 2) Project planning and design stage 3) Project execution and construction stage 4) project monitoring and controlling systems 5) Project compleation |
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What happens in the project initiation stage |
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? |
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What happens in the project planning and design stage: |
step 1 -- project goals step 2 -- project deliverables step 3 --project schedule step 4 --supporting plans |
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What happens in the project goals step of the project planning and design stage of the project management process? |
Stakeholders interviews to determine their needs.
then have a comprehensive list of needs and prioritize them
Then create goals with B-SMART |
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What are project delverables |
Things that the project needs to deliver in order to meet these goals |
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Project schedule |
Task list for each deliverable identifies: - amount of effort for each task - the member to carry out task |
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Supporting plans |
Human resource plan: - identify by name leading roles in the project Describes number and type of people needed to carry out the project. b. Communication plan: - who needs to be informed and how they will be informed c. Risk Management Plan: - Identifies risk and prepares for them d. Float: extra time built into a projects timeline |
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Negotiation |
process involving two or more people/groups where: 1.the parties have a degree of difference in positions, interests, goals, values or beliefs, and 2. the parties strive to reach agreement on issues or course of action. |
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Interest based negotiations (IBN) |
AKA- interest based problem solving focuses on interests, not positions good when there will be a continuing relationship between parties after mediation |
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Interest |
An interest is the reason behind your position. It is the “why” behind what you want |
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Three types of interest |
1) procedural 2) psychological 3) substantive |
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Procedural |
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. |
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Psychological |
interests (sometimes called relationship interests) are concerned with how people feel, how they are perceived, and how they relate with others. |
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Substantive |
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. |
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Anchoring |
Defined as “an offer that is at (or slightly more aggressive) than the aspiration point.” |
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Aspiration point |
* The best each party hopes to get out of a negotiated agreement.2 |
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reservation point |
* The ‘bottom line’; the least favorable option or offer you will accept. |
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Best alternative to a negotiated agreement (BATNA) |
* Defined as “an alternative that, should negotiations fail, you are willing and able to execute without the other party’s participation or permission |
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Zone of Possible Agreement (ZOPA) |
Bargaining range |
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Demand |
"Take it or leave it" A statement of terms with no room for adjustment |
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Divergent thinkers |
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
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Convergent thinkers |
tend to be reliable, rational, & principle based. They constantly work to reduce uncertainty and ambiguity. They prefer thorough plans that fully address all contingencies |
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TIPO model |
Trust information power and options model |
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Trust as it pertains to TIPO: |
Your belief and/or evidence that the opposites interaction with you will be genuine, sincere, and honest |
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5 negotiation strategies |
1) Evade 2) Comply 3) Insist 4) Settle 5) Cooperate |
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Evade ( not now, can you come back later) |
use to maintain the current situation 1) the current situation favors any proposed solution 2) The issue at hand is unimportant to one or both parties 3) There are other more pressing priorities 4) The opposite is way too powerful or competitive |
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Comply ( yes, absolutely, lets do it your way) |
Use this passive strategy when preserving the relationship between you and the other party is more important than the task. |
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Insist |
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. |
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Settle |
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. |
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Cooperate |
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). |
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Evaluative mediation |
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. |
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Facilitative mediation |
An active third party (mediator) who enhances communicationand encourages the parties to discuss matters freely and voluntarily participate in the mediation process.
AF style |
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Stakeholders |
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.
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Caucus |
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.
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mediator |
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.
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Impasse |
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.
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Reality Checking |
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.
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5 stages of mediation |
mediator opening statement parties opening statements joint discussion caucus closure |
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What does ACE stand for: |
Ask, Care, Escort |
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4 pillars of Fitness |
Mental Social Physical Spiritual |
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The 5 Cs |
Care, Commit, Connect, Communicate, Celebrate |
