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164 Cards in this Set
- Front
- Back
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Define group and give examples. |
- Groups are assemblies of people or objects
- Collection, gaggle, crowd, cluster, assembly, gathering, mass |
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Define team and give some examples. |
- Teams are a group of people that work together to reach a common goal.
- unified, cohesive, unified, collaborative, solidarity, joint, coalition |
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How do you feel when you are part of a group? |
Detached / disconnected, alone |
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When you are just part of a group, how did you feel about supporting its efforts and its members? |
- Indiffrent - Group's success was unimportant |
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When you are part of a team, how do you feel? |
- Part of something special - Better Chance of succeeding - More willing to help - Increased pride in self & teams success |
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what are some indications (signs, symptoms, or behaviors) of an organization with a healthy team spirit? |
- Increased productivity - Willingness to help fellow teammates |
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What is ment by "team mission"? |
The task together w/ the purpose that clearly indicates the action to be taken & the reason therefore ... a duty assigned to an individual unit; a task... |
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As an NCO and team leader, how important is it for you to understand and articulate your team's mission to the team? |
NCOs who fully understand their team's mission can use that knowledge to contribute to their team's success. |
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what are the advantages of having a Flexer on your team? |
- Focus on everything - Adapt their styles to fit the needs of the team - View issues from multiple perspectives - Monitor contributions of all team members and when necessary, step in to fill gaps in order to keep things moving in the right direction. - Demonstrate equal preference for most or all of the roles. |
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How would you summarize the P.E.P cycle? |
- Knowing the cycle exists allow team leaders to monitor idea generation and then, at the peak of elation, hand ideas off to the Advancer. This gives Creators (and others) the confidence to put forth additional ideas. - Without continuous monitoring of the cycle, ideas die soon after creation because no one recognizes their importance or promotes them. In the meantime, the refiner and executor wait impatiently idle. |
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How would you summarize the "Z" Process? |
Ideas often "bounce" back & forth among the creators, advancers, & refiners in what's called the "Z" Process. The creator comes up with an idea and the advancer begins promoting it, the refiner begins analyzing it. The idea might go back and forth several times before the refiner (along w/ the creator & advancer) agree the idea is ready to pass off to the executor who has been waiting for an idea to come to fruition (realization). |
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Why is it important to under stand the "Z" Process? |
- Knowing this process allows team leaders to monitor the team's progress and manage conflict generated from passing ideas back & forth. - In the case of teams without a creator (or advancer or refiner or flexer) the team leader can step in and fill the gap to ensure the process continues to work effectively. |
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How can you use information on team roles, P.E.P. cycle & the "Z" Process to help your flight? |
- Ensuring ideas move to the next role at the right time.
- Whenever possible ,select members for my team based on their preferred roles.
- Will help when coming up with a flight war cry. |
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How will knowledge of team roles in the P.E.P. cycle, and the "Z" Process, help you in the future? |
- The P.E.P. cycle helps to verify when to get involved with the team to pursue ideas. - The "Z" PROCESS helps to ID where the team is in the development of ideas & who to engage at the appropriate time. - Assist in properly aligning the team member with the role that suits them - All concepts will enhance team leadership abilities to maximize team productivity and success. |
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What is AFI 36-2618? |
The Enlisted Force Structure |
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What does AFI 36-2618 (The Enlisted Force Structure) state that NCOs must do about subordinates and followership? |
That NCOs must "Lead & develop subordinates and exercise effective followership in mission accomplishment." |
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What is AFDD1-1? |
Leadership and Force Development |
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What is the role of a Creator? |
To generate new ideas and concepts; reframing a problem and looking for outside the box solutions. |
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What is the role of a Advancer? |
To recognize new opportunities, develop ways to promote ideas, and moves toward implementation. |
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What is the role of a Refiner? |
To detect possible flaws and identify potential problems under discussion; challenge & analyze ideas and plans. |
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What is the role of a Executor? |
Moves and implement ideas and solutions towards completion. |
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Regarding Team Roll's what is a Flexer? |
A combination of the other four roles; they are good at filling the gaps in a team. |
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Identify the 5 C's of a team. |
Community, Cooperation, Coordination, Communication, Coaching. |
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Identify the Community characteristic of the 5 C's of a team. |
- Encourages the team concept by making sure everyone knows and understand the organization's mission and purpose, which encourages a participative approach to meeting these objectives.
-Makes sure every member of the team feels like an essential and important part of the team and the unit. |
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Identify the Cooperation characteristic of the 5 C's of a team. |
- Ensures everyone has an opportunity to speak, ask questions, and raise concerns.
- Develops a grater sense of involvement in the organization's directions. |
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Identify the Coordination characteristic of the 5 C's of a team. |
- Ensures all members realize how important they are to the mission.
- Explains member responsibilities in detail and how their actions affect the organization's success. |
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Identify the Communication characteristic of the 5 C's of a team. |
- Proper communication ensures everyone is on the same page and working toward the shared goal. |
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Identify the Coaching characteristic of the 5 C's of a team. |
- Creates a positive outlook for your personnel enabling your team to meet and even exceed their goals.
- Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel. |
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What are the 5 Common Dysfunctions of a team? |
Absence of Trust, Avoidance of Accountability, Fear of Conflect, Inattention to Results, Lack of commitment. |
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Identify the Absence of Trust characteristic of the 5 Common Dysfunctions of a team. |
Unwillingness to confide in and share knowledge, feelings and concerns with one another. |
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Identify the Avoidance of Accountability characteristic of the 5 Common Dysfunctions of a team. |
Holding others accountable usually leads to confrontation. Members are likely to avoid these situations. |
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Identify the Fear of Conflect characteristic of the 5 Common Dysfunctions of a team. |
Avoid conflict as its negative connotation threatens trust, communication, morale, welfare, and mission accomplishment. |
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Identify the Inattention to Results characteristic of the 5 Common Dysfunctions of a team. |
When members place their individual needs and goals ahead of the team and the organization. |
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Identify the Lack of Commitment characteristic of the 5 Common Dysfunctions of a team. |
Doubt in others or mission will cause members to struggle to commit fully to ideas, decisions, or tasks made by other members of the organization. |
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What are the 5 Stages of Team Development? |
Forming, Storming, Norming, Performing, Adjourning/Transforming |
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Identify the Forming characteristic of the 5 Stages of Team Development. |
- Little or no conflict
- Minimum shared feelings and feedback |
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Identify the Storming characteristic of the 5 Stages of Team Development. |
- Disputes and arguments occur
- Members acknowledge the purpose and goal of the team
- Stress and anziety increase |
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Identify the Norming characteristic of the 5 Stages of Team Development. |
- Accept roles and responsibilities
- Collaboration and camaraderie grow
- Productivity is high
- Members "Agree to Disagree" |
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Identify the Performing characteristic of the 5 Stages of Team Development. |
- Creativity is high as members are willing to share ideas w/out fear of negative criticism and reprisal
- Eventually the team reaches their goal
- Heightened morale and loyalty to the team and its success |
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Identify the Adjourning/Transforming characteristic of the 5 Stages of Team Development |
- Teams disassemble and members separate from the team. |
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What is the definition of Team Dynamics? |
An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective. |
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Name the sources for gathering feedback. |
Mentors, Peers, Subordinates, Budgets, Training Plans, Metrics (MC rates), External Sources/Agencies (Family) |
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Define Followership |
Is one in the service of another; one that follows the opinions or teachings of another; one that imitates another. |
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Give examples that demonstrate the difference between feedback and advice? |
- feedback would be a follower giving a leader feedback on decision he/she made.
- advice would be a person giving advice on a decision that the leader is still contemplating or researching. |
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What is meant by advocating for a leader's point of view? |
Advocating leadership's decisions and points of view is not about being a "yes person"; it is about communicating your concerns in a ways that leadership will listen |
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What should be your objective in committing to the action plan of the organization and mission? |
Your objective is to embrace your role and commit physically, emotionally, and mentally to accomplishing the mission via the action plan. |
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What does capabilities of an Airman mean? |
Skills, talents experiences, personality, ect. that Airmen may possess or have the potentail to possess. |
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How would you define deliberate development? |
To carefully think about & discuss strengths, area of improvement, current and future roles, and responsibilities. |
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Name the factors to consider when diagnosing the developmental needs of an Airman. |
Aspirations, Personality, Self-Concept, Self-Efficacy and Locus of Control, attitudes and Values. |
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What needs to be created in order to address the personal and professional developmental needs of an Airman as it relates to fulfilling current or future job/role responsibilities? |
A deliberate development plan. |
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How does a leader set and monitor a deliberate development plan for their Airmen? |
Setting and monitoring development plans |
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As a leader, how have you exercised position power? |
Coercive, Connection, Reward and Legitimate |
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As a leader, how have you exercised personal power? |
Referent Power, Informational power, Expert Power |
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What is the characteristic/level of commitment for Involvement Level? |
subordinates produce good quality work because they truly enjoy what they do-they believe in their job and their reward is personal satisfaction. |
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What is the characteristic/level of commitment for Performance Level? |
tend to be more involved in the work center and often contributes but only as long as leadership recognizes their contributions. |
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What is the characteristic/level of commitment for Membership Level? |
subordinates meet minimum standards, but do not get too involved in their jobs. They complain about things but never make an effort to solve the problem or even offer solutions. |
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What motivation theory focused on the belief that an individual's most basic needs must be filled before that individual could move on to the higher needs or ambitions? |
Abraham Maslow |
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List the examples of a System Level Reward |
System level rewards are things the organization provides such as pay, training, annual leave, medical and dental benefits, ect. |
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What is the leader's responsibility as it relates to system level rewards? |
Supervisors must ensure their subordinates meet all standards, and ensure that they receive their system level rewards. |
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List the examples of a Supervisory Rewards |
Given to those who go beyond the standard; such things as praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities |
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List the examples of a Personal Rewards |
Rewards that come from within you. When you fully enjoy your work, you strive to exceed every standard and reward yourself for a job well done. |
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Define negotiation. |
A process involving 2 or more people or groups who have a degree of difference and are striving to reach an agreement; to resolve disputes. |
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What does the acronym BATNA stand for? |
Best Alternative To a Negotiated Agreement |
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What is a Convergent Thinker? |
tend to be reliable, rational, principle-based, work to reduce uncertainty and ambiguity, and prefer thorough planning. |
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What is a Divergent Thinker? |
tend to be creative, spontaneous, are comfortable with uncertainty and ambiguity, an Trust is the foundation of relationships d prefer flexible planning. |
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Explain how Trust impacts negotiations. |
is the foundation of relationships with others and faith in a system. There are 2 categories: tust in a person and trust in a process. |
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what are the stakes when it comes to a negotiated situation? |
something that you stand to (or wiling) to lose if negotiations fail. |
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What is the difference between task orientation and people orientation? |
- Task orientation places more importance on reaching an outcome, solution, or resolution.
- People orientation centers on the relationship that exists between individuals or groups involved. |
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What are the 5 steps in the Cooperative Negotiations Strategy Process? |
- Positions - Interests - BATNA - Brainstorming - Solution |
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What are the 7 "hardball tactics" associated with distributive negotiations? |
- Good cop & Bad Cop - Highball/Lowball - Exploding Offer - Lying - Intimidation/Aggressive Behavior - Snow Job - Nibble |
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What is mediation? |
is an alternative for of dispute resolution that supports negotiations between 2 disputing parties. |
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What is the difference between evaluative and facilitative mediation? |
Evaluative Mediation offers an opinion on the strengths and weaknesses of each party's side, and suggests option to resolve the matter. Facilitative Mediation is where a third party encourages the parties to discuss matters freely and voluntarily participate in the mediation precess. Here, the parties clarify issues, reevaluate positions, and analyze interests. |
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List the 5 stages to mediation? |
- Mediator Opening Statement - Parties' Opening Statement - Joint Discussion - Caucus - Closure |
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What are the 2 categories of negotiations? |
Distributive and Integrative |
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Using the Cooperative Negotiation Strategy (CNS) in cross-cultural situations means we must consider the _________ involved. |
people |
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______ is a method for ripening a negotiated situation where the other party is willing to join in the search for a negotiated solution based on a past, recently avoided, or impending consequence. |
Way out |
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Using the Cooperative Negotiation Strategy (CNS) in cross-cultural situations means we must consider the ______ at hand. |
task |
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_______ cultures are task-oriented, rule-oriented, and will most likely use the Insist negotiation style and their position powers to get what they want. |
Low-context |
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To determine _______ of a negotiated situation, consider whether or not all the parties involved are actually interested in negotiating and if the issues are even negotiable. |
ripeness |
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In _______ cultures, behaviors are not explicitly presented as members already know what behaviors are expected of them based on years of interaction with each other. |
high-context |
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_____ is the capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a dispute. |
Readiness |
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What are some examples of the verbal and nonverbal cues commonly relayed in communication? |
- Verbal cues: vocal pauses, interjections ("uh-huh", "wow", and "Really?")
- Nonverbal cues: eye movement & contact, body position, hand gestures, shoulder movements, etc. |
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What is Paraphrasing? |
demonstrates that you were listening and understand, clarifies content, highlights issues, and improves active listener techniques. |
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What is Mirroring? |
repeating the last word or phrase spoken in the form of a question and asks for more input without guiding the directions of the speaker's thoughts. It elicits info when you do not have enough to ask a pertinent question and is useful when you are lost for words. |
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What is Emotion Labeling? |
is often the first active listening skill used in a communicated crisis situations. We often attempt to move to the problem-solving phase too early and usually, the speaker is not prepared to reason just yet. |
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Why are verbal pauses effective when communicating? |
Effective pauses is the use of silence in communication that prompts others to talk and can also be used to emphasize a point. |
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Why do NCOs need to know how to manage resources? |
According o the enlisted force structure, the primary focus of the NCO tier is mission accomplishment. To accomplish the mission, NCOs need to be able to use assigned personnel, material, financial, information and technology, energy, and warfare resources efficiently and effectively. |
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Define resources stewardship. |
Resources stewardship is the careful and responsible management of resources under one's control. |
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Give a description of this resource: Personnel |
considered "most valuable resource" |
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Give a description of this resource: Financial |
required to procure the material, energy, info, and tech, and warfare resources. |
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Give a description of this resource: Material |
physical goods that are required by personnel to complete assigned duties |
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Give a description of this resource: Info & Tech |
tech advancements. |
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Give a description of this resource: Energy |
powers business, misfactureing, transportation. |
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Why is it necessary for you to be able to acquire resources such as supplies, people, facilities and equipment? |
These are resources necessary for accomplishing the mission |
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Give a description of this resource: Warfare |
war-related materials (training equipment,body armor, and armored personnel carriers, etc.) |
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Why is it important to know about budget timelines and milestones? |
NCOs can monitor and align mission requirements with the budget cycle to ensure funding is continuously available. Also to anticipate and prepare for shortfalls by requesting additional funding early to minimize impact on the mission. |
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Briefly summarize the two parts of the Budget Execution Review (BER) process. |
The first part requires every level of command to identify, validate, and prioritize its unfunded requirements and then submit them to higher headquarters for funding consideration. The second part requires each level of command to review and prioritize all subordinate command unfunded requirements. |
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What is the purpose of the Budget Execution Review (BER), and why is it important? |
To redistribute funds to meet unfunded requirements based on priority. Identifies unforeseen or initially unanticipated mission-related expenses. To reallocate funds to support other mission requirements in other locations throughout the wing. Ensures prudent use of limited funds. |
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How would you describe the purpose and benefits of Financial Execution Plans (FEPs)? |
Used to balance available funding. Associated with O&M funds. Used by all levels of the organization. Ensures funds provided by Presidential Budget are distributed in a manner that requirements. |
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As an NCO, what is your role in the budget process? |
NCOs are most concerned with the budget Execution Review (BER) process, financial execution plans, and hitting budget spending targets. |
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What is the difference between a funded and unfunded position requirement? |
Both are authorized positions. Those that are funded will have actual people assigned and working in the position. Those that are unfunded remain authorized but go unfilled. |
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Your organization just experienced a recent change to your mission that requires you to change the skill level requirement of an authorized position. What would you need to do to request this change? |
The Unit Manpower Document would need to be changed. This requires a formal Authorization Change Request (ACR), which must be signed by the appropriate commander. |
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After the Authorization Change Request (ACR) has been signed by the appropriate commander, what would you need to do to complete a change of a skill level requirement of an authorized position process once the change has been approved? |
Once the change has been approved ,the Unit Personnel Management Roster (UPMR) is then updated with the qualified person to match the attributes of the position. |
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Why is it so important for you , as an NCO, to know about the four competencies of manpower and some of the documents used to manage personnel? |
NCOs can assist leadership in providing oversight in the management of available personnel to authorized positions and assist in gaining these resources to meet mission requirements. Useful as you prepare for SNCO responsibilities. These responsibilities may be delegated to your level as you face reduced manning authorizations. Develops your skills as resource manager and steward. It is your responsibility to ensure mission success. Having the manpower to complete your objectives is key to accomplishing this. |
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Why is it important to conserve resources? |
If necessary resources are misused and/or depleted, it may impact your organizational goals and mission accomplishment in the present and possibly in the future. |
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What does it mean to use resources as directed? |
Using resorces "as directed" refers to the use of resources under your control as instructed by existing rules and regulations, in accordance with laws and policies, and as specified in orders issued by leadership as long as these orders are ethical and in the best interest of the Air Force |
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What does it mean to use resources as available? |
Using resources "as available" refers to the use of resources that are in-place and accessible without violating law or regulation. |
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How can you support the development of others as future resources stewards? |
NCOs can promote an organizational culture that promotes a resource-conscious attitude. NCOs can be role models who demonstrate the right attitude and behaviors that promote resource stewardship. |
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Define the term: Antideficiency Act Violations |
An act that results in exceeding limitations of funds authorized. |
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Define the term: Budget Allocation |
Funding document that represents cash for commitment or obligation. |
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Define the term: Budget Allotment |
Similar to a budget allocation except that it is issued by a major commands or field operating agencies to subordinate units. |
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Define the term: Continuing Resolution Authority (CRA) |
Fiscal law authority that allows the government to continue operations at a minimum level for a specific amount of time, usually a few days to a few weeks. |
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Define the term: Cost Center |
The organization that gathers and distributes cost data. |
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Define the term: Cost Center Manager |
Regulates the daily use of work hours, supplies, equipment, and services in producing or doing things. Also, continually monitors the relationship between resources used and products produced to allow for informed resource realignments. |
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Define the term: Financial Management Board (FMB) |
The senior advisory committee chaired by the Commander or Deputy Commander and includes group commander level memers and the Comptroller, Directors, and special staffs. |
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Define the term: Financial Working Group (FWG) |
Reviews program and cost factors, compares actual with prior year costs, reviews justifications, periodically evaluates performance against estimates, and submits a recommended financial plan to the FMB. |
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Define the term: Milestones Associated with Budgeting Process |
Significant events in the budgeting process. (CRA, BER, End-of-Quarter, Close-out, etc.) |
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Define the term: Obligation |
A legal binding agreement between the government and another party. |
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Define the term: Program Objective Memorandum (POM) |
Biennial memorandum submitted to the Secretary of Defense from each Military Department and Defense agency. It proposes total program req. for the next 6 years. It includes rational for planned changes from the approved Future Years Defense Program baseline within the Fiscal Guidance issued by the Secretary of Defense. |
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Define the term: Resource Advisors (RA) |
Budget representative for an organization; including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources. Also is directly responsible to the RCM. |
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Define the term: Responsibility Center Manager (RCM) |
Normally heads an organization that plans, organizes, directs, and coordinates activities of subordinate organizations and functions. Are the principal level that manages financial resources, directs work by subordinate functions. Also appoints a resource advisor to oversee technical details of operations relating to resource use. |
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Define the term: Timelines Associated with Budgeting Process |
Submission deadlines associated with quarterly and annual budget requirements. |
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What is meant by discipline? |
Discipline is training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement. |
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Explain at least four ways effective discipline positively impacts mission accomplishment in the Air Force |
- Increaseds personnel readiness - Builds professional skills of personnel - Strengthens personal discipline - Promotes camaraderie, esprit de corps, and morale - Enhances national security and the nation's confidence in the Air Force - Helps to maintain air and space superority |
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In the Prevention Arena what are the 3 key actions that must take place? who must take those actions? |
Set Standards, establish rapport, and create a climate of accountability. The NCO/supervisor. |
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When operating in the Corrections Arena, NCOs must use the ____ Process. |
Progressive Discipline Process |
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When subordinates violate the rules, fall below standards, or commit infractions, list at least 2 corrective actions NCOs can use to rehabilitate subordinates. |
Corective actions NCOs can use are:
- Verbal counseling, admonishment and reprimand - Letters of counseling, admonishment and reprimand - Recommend establishment of a UIF - Recommend placement on control roster - Recomend administrative demotions - Recommend denial of reenlistment - Recommend nonjudicial punishment action - Awareness training (as a deterrent) |
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Why is it important to correct substandard behavior? |
correcting substandard behavior not only maintains good order and discipline, it motivates Airmen to accomplish the mission in the most effective and efficient manner possible |
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What is primary purpose of the Correction Arena? |
is to get subordinates' behavior back to the standard using the least amount of force necessary. |
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What is the difference between Corrective and Punitive actions? |
Corrective actions are administrative in nature, punitive actions are legal sanctions designed to take something away from the member. |
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What is the NCO's primary role when operating in the Punishment Arena? |
The NCO's primary role is to provide the commander with facts concerning the member, and if asked recommend actions that would be most effective in rehabilitating the member. |
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What should NCOs do before applying the PDP and when applying it? |
A NCO should establish standards to clearly explain to the subordinates each standard and Line of Acceptability, and monitor subordinate behavior to ensure compliance and reinforce as needed. |
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State the 3 steps of the Progressive Discipline Process. |
- Establish Standards - Monitor - Apply the PDP |
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Name the 3 Arenas that make up the Discipline Model. |
Preventin, Correction, And Punishment. |
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Regarding the Dicipline Model; describe the term Punishment. |
to correct and rehabilitate those who repeatedly or grievously violate standards. |
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Regarding the Dicipline Model; describe the term Correction |
address inappropriate behavior and seek to bring subordinates' behavior back within acceptable boundaries using the least about of force necessary |
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Regarding the Dicipline Model; describe the term Prevention |
stop problems of behaviors that are detrimental to the personnel or productivity of a work center before they occur. |
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What are the 3 key actions that occur during the Prevention Arena in the DM and who bears the responsibility for preventing disciplinary problems? |
Set standards, setablish rapport, and create a climate of accountability. Supervisors, First sargeants, and Commanders are responsible for preventing disciplinary problems from occurring. |
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Explain what is meant by the phrase, "Prudence first, Justice second." |
means it is always prudent to consider the facts and extenuating circumstances surrounding a situation. This wil ensure people are treated in a fair and equitable manner while still ensuring the correction/punishment fits the crime. |
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Why are adverse administrative and punitive actions issued when an individual commits an infraction or their behavior falls below the Line of Acceptability? |
Adverse administrative and punitive actions help to maintain good order and discipline. MFRs, LOCs, LOAs, & LORs serve as written documentation of actions taken to correct behavior when more severe actions such as an Article 15, Court-Martial, or Discharge. |
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Whenapplying the PDP, what factors are used to determine appropriate corrective actions? |
Severity of the infraction and judgment of the supervisor. |
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List things a NCO must ensure while engaged in a disciplinary action involving a subordinate. |
- Use the Discipline Model and PDP effectively - Protected the rights of the accused - Know their limits - Ensure accused are treated with respect. |
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Explain the NCO's role when a subordinate, who has been accused of a crime, returns to the unit pending his/her trial? |
NCOs must ensure other members of the unit DO NOT treat members awaiting trial unprofessionally. This is an important part of maintaining good order and discipline. As an NCO, it is your responsibility to squelch rumors, to keep others from discussing the issue, and to keep people from treating the accused badly. Always remember "Innocent Until Proven Guilty" |
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What should NCOs do if they suspect someone of committing/overhearing a crime, and they intend to question him/her |
If you intend to question the individual, you MUST perform a rights advisement. |
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Define ther term Standards |
Morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior |
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What are the 7 rights of the accused?
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1. Presumption of innocence
2. Protection from Compulsory Self-incrimination 3. Pretrial Investigation 4. Representation by Counsel 5. Fair and impartial trial 6. Right of Appeal 7. Former Jeopardy |
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How would you summarize the wingman concept/philosophy? |
Airmen taking responsibility for each other by being alert to others in distress and intervening when they need help. |
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What are the four dimension of wellness? |
Emotional, Spiritual, Social, Physical |
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Describe the Emotional dimension of wellness. |
Relationship and financial problems, family crisis, grief and loss, experiencing failure, illness or injury, difficulty adjusting to a new life changes, Post Traumatic Stress Disorder, Career problems, and low self-esteem |
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Describe the Social dimension of wellness. |
This type of wellness requires a support network consisting of family, friends, and coworkers offers tremendous benefits for your health and wellness especially when dealing with difficult situations. |
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Describe the Physical dimension of wellness. |
This type of wellness requires one to focus on five specific components: Cardio respiratory Endurance, Nuscular endurance, Nuscular strength, Body composition, and Flexibility. |
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Why do people commit suicide? |
Although no one knows for sure, theory suggests it is becasue they believe they: - are a burden to others - don't contribute to the group - are a liability to the group's well-being or safety - have no sense of belonging or connection to others or to the unit - have lost a meaningful relationship. |
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List some advanced warning signs of suicide. |
- Decreased or impaired emotional staus. - Thoughts of suicide. - Stating they intend to complete the plan. - Expresses an intention of harming self or others. |
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According to trend data, what are the most prevalent problems associated with suicide? |
- Relationship problems (70%) - Financial problems (29%) |
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What are common barriers to seeking out help by at-risk personnel? |
- denying the problem exists - avoiding the problem altogether - fear that accessing help will result in a negative career impact. - fear that the chain of command will be contacted |
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How can NCOs/leaders/supervisors help themselves and other seek help to prevent suicide? |
Know that open communication, support systems, and easy access to referral agencies may help the person see another option. |
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What would be common reactions to actual or potential suicide situations? |
Fear, Anxiety, Anger |
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How would you explain the confidentiality and privacy rules as it relates to suicide? |
- Confidentail communication defined as communication not intended to be disclosed to third persons other than those to whom disclosure is in furtherance of the rendition of professional services to the patient or those reasonably necessary for such transmission of the communication. |
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What are some responsibilities of leaders in the aftermath of a critical incident such as suicide? |
- Providing support and preventing further harm - Demonstrate concern for unit members' well-being - Be attentive to the needs of family members - Provide factual info; prevent the spread of rumors - Foster unit cohesion |
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What are the general goals for post-suicide intervention? |
- Help friends & colleagues understand & begain the grieving process
-Help maintain mission readiness, full functioning and morale
- ID/refer individuals who are at increased risk for distress |
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How des the Air Force define substance abuse? |
The use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol. |
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Why is it important for Air Force members to know how the airforce defines substance abuse? |
So they can keep their behaviors with in standards and enforce the standards in their duty sections. |
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Why do you think the Air Force makes this distinction between those that exhibit substandard behavior that occurs while drinking is labeled alcohol abuse, when many people would just consider that acting drunk or making fools of themselves? |
To increase awareness of how a member's drinking habits are viewed |
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What are your responsibilities in the intervention process as it relates to substance abuse? |
- Observe and listen to subordinates' problems and assist with appropriate referrals
- Report all substance abuse or suspected substance abuse incidents |
