Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
94 Cards in this Set
- Front
- Back
|
Groups |
A gathering of persons located together |
|
|
Teams |
A group organized to work together |
|
|
Team Mission |
As an NCO, you must completely understand and accept your teams mission before you can influence and motivate others to commit to it |
|
|
Creators |
-Focus on possibilities -Spontaneous, exciting, etc. -Offers fresh perspective -See "big picture" -Willing to solve problems -Generate new ideas -"Orange" temperament |
|
|
Advancer |
-Focus on interaction -Positive w/self-confident attitudes -Energetic support of team goals -Well developed promoters -Not easily discouraged -"Blue" temperament |
|
|
Refiners |
-Focus on analysis -Challenge all concepts -Identifies/clarifies problems -Detail oriented -Off new ideas & alternatives -"Green" temperament |
|
|
Executor
|
- focus on realization - implement ideas/solutions - meticulous in directions - assertive/independent |
|
|
Flexor
|
- focuses on everything; combination of other four roles - able to connect & negotiate w/all types of people |
|
|
“Z” PROCESS
|
Creator Advancer Refiner Executor |
|
|
P.E.P. Cycle
|
Panic Elation Panic |
|
|
Five C’s of a Team
|
-Community -Cooperation -Coordination -Communications -Coaching |
|
|
Community
|
- feel essential & important part of team
|
|
|
Cooperation
|
- everyone knows & understands mission & purpose
|
|
|
Coordination
|
- members are important to the mission
|
|
|
Communications
|
- feel like part of team, need feedback early and often
|
|
|
Coaching
|
- teach others, positive reinforcement.
|
|
|
Five Common Dysfunctions
|
-Absence of Trust -Fear of Conflict -Lack of Commitment -Avoidance of Accountability -Inattention to Results |
|
|
Absence of Trust
|
- impacts willingness for members to open up/share knowledge, feelings, and concerns w/ one another.
|
|
|
Fear of Conflict
|
- lack of trust
|
|
|
Lack of Commitment
|
- refusing to trust. Will cast doubt & struggle to commit
|
|
|
Avoidance of Accountability
|
- fear retaliation & conflict are likely to avoid situations
|
|
|
Inattention to Results
|
- members place their individual needs & goals ahead of team and organization.
|
|
|
Stages of Team Development
|
-Forming Stage -Storming -Norming -Performing -Adjourning/ Transforming |
|
|
Measuring TEAM Success
|
-Talent (skill and abilities) -Means (Resources to include: equipment, facilities, financial, time, information) |
|
|
Wingman Concept
|
- Being alert to others in distress and intervening when necessary - Seeking help when needed - Incorporates the skills of Ask, Care, and Escort (ACE) |
|
|
Dimensions of Wellness
|
-Physical -Emotional -Spiritual -Social |
|
|
Physical
|
- Cardio, respiratory endurance, muscular endurance, etc
|
|
|
Emotional
|
- self-confidence & high self-esteem
|
|
|
Spiritual
|
- whatever may bring you joy
|
|
|
Social
|
- surround yourself with people who care
|
|
|
Suicide Awareness
|
-Reasons ---Relationship Problems (70%) ---Receiving psychological services (25%) -Barriers -Reactions ---Fear ---Anxiety ---Anger |
|
|
Suicide Awareness Do's
|
-Be direct and matter-of-fact -Listen openly w/ out judgment -Accept their feelings -Show interest and support -Get Help -Stay with them -Remove potential means of self-harm |
|
|
Suicide Awareness Don'ts
|
-Ignore what you see or hear -Debate what is right or wrong -Criticize or condemn them -Act shocked, repulsed, or avoid them -Keep secrets -Leave them alone -Assume they’ll be okay |
|
|
Followership |
- one in the service of another; one that follows the opinions or teachings of others; one that imitates another. - provide feedback (after actions) and give advice to their leaders (recommendations) |
|
|
Five Essential Qualities |
1.Self Management 2. Committed 3. Competent 4. Integrity 5. Initiative |
|
|
Self Management |
- ability to determine one’s own goals w/in a large context & decide what role to take |
|
|
Committed |
- to organization, effective followers strive to excel at everything they do |
|
|
Competent |
- strive to reach higher levels of performance & expand themselves |
|
|
Integrity |
- willingness to tell the truth |
|
|
Initiative |
- motivation, determination, perseverance, and risk-taking |
|
|
Leadership Compass |
“True North”. As a leader, it is sometimes difficult to stay on course due to changes in our lives and the effects of external forces. |
|
|
Self-awareness |
- getting to know and understand yourself |
|
|
Values & principles |
- leaders must know their deeply held values, adhere to ethical principles that guide their leadership |
|
|
Motivations |
- balance both external and internal motivations |
|
|
Support team |
- must recognize their support team (family, co-workers, leaders, subordinates) |
|
|
Integrated life |
- integrate and balance every aspect of their life (family life, personal life, professional life, and community & friends) |
|
|
Developing & Inspiring Others Leader Skills |
Diagnose Adapt Communicate Developing Airman |
|
|
Diagnose |
-What then situation is now; status of people & environment |
|
|
Adapt |
-Adjusting in order to act on what you learned from diagnosis. |
|
|
Communicate |
-listening, explaining instructions, providing feedback |
|
|
Developing Airman |
-Developing an individual |
|
|
Coercive |
Discipline and accountability |
|
|
Connection |
Who you know |
|
|
Reward |
Pats on the back, days off, etc |
|
|
Legitimate |
Rank; cannot lose |
|
|
Referent |
People Person |
|
|
Information |
Can find info |
|
|
Expert |
go to person |
|
|
Cognitive Flexibility |
- ability to use different thinking strategies & mental frameworks |
|
|
Emotional Flexibility |
- ability to vary your approach to dealing w/your own/others emotions |
|
|
Dispositional Flexibility |
- ability to remain optimistic and at the same time realistic |
|
|
Cognitive Development |
-Be curious -Accept the difference -Observe - Have a plan -Be resilient -Continuous education |
|
|
Emotional Development |
• Support systems • Feedback • Decisiveness • Avoid bulldozing change • Triage • Listen • Collaborate • Change your approach • Face reality |
|
|
Dispositional Development |
• Be genuine • Accept change as positive • Adapt your plans • Cast a wide net • Rehearse • Immerse yourself in new environment • Be a mentor / coach • Pay attention to life beyond work • Seek feedback |
|
|
Change Management Roles |
-Change Sponsors -Change Agent -Change Target |
|
|
-Change Sponsors |
Initiates the change |
|
|
-Change Agent |
- implementing change initiated by change sponsor |
|
|
-Change Target |
-Key players affected by the change |
|
|
Mayo's Four Levels of Change |
-Knowledge -Attitude -Individual Behavior -Group Behavior |
|
|
Knowledge |
-Easiest change to bring. Result of reading an article, or hearing something |
|
|
Attitude |
-Emotional part of what's happening |
|
|
Individual Behavior |
-'Teach old dog's new tricks" |
|
|
Group Behavior |
-"We've always done in this way!" |
|
|
The Change Process |
Phase1 Unfreezing Phase 2 Change Phase 3 Refreezing |
|
|
Phase 1 |
Unfreezing - recognizing the need for change |
|
|
Phase 2 |
Change - movement from old norm to new norm |
|
|
Phase 3 |
Refreezing - Lock the change in |
|
|
Substance Abuse |
-the use of any illicit drug, misuse of prescribed medication, abuse of alcohol. -pattern of misuse of any substance for non medical purposes that produces a knownhealth risk/danger to self or others |
|
|
Five Methods to identify |
• Self-identification • Commander Referrals • Medical Identification • Substance-Related Incident • Drug Testing |
|
|
Supervisor Actions |
1. Documentation 2. Counseling - encourage self-identification 3. After an incident, immediate referral, documentation and action required. 4. Notify CC and 1st Sgt immediately5. Involve medical |
|
|
Outward signs of Substance Abuse |
• Alcohol on the breath at work • Glazed eyes or trouble focusing • Appearing intoxicated or disoriented during duty hours • Appearing disheveled or “hung over” at work• Indication of withdrawal, such as tremors, sweating, anxiety, and irritability • Frequent absences from work for vague illnesses • Interpersonal problems—with family, friends, and/or coworkers• Changes in work quality, work quantity, or duty performance • Overly frequent bathroom breaks, sleeping at work, extreme fatigue • Changes in habits—uniform wear, tardiness, forgetfulness |
|
|
Stress |
• the reaction our bodies experience to an external demand by our continually changingenvironment. |
|
|
Eustress |
Positive Stress (stress of winning & achieving; example: promotion) |
|
|
Distress |
Negative Stress (losing, failing, overworking, not coping) |
|
|
Organizational Factors |
-Task Demands -Role Demands -Interpersonal Demands -Organizational Structure -Organizational Leadership |
|
|
Task Demands |
- job design, working conditions, physical work layout, hot work center |
|
|
Role Demands |
--Role Conflicts - create expectations that may be hard to reconcile or satisfy --Role Ambiguity - individual no sure what their role expectations are |
|
|
Interpersonal Demands |
pressures created by other individuals |
|
|
Organizational Structure |
excessive rules and lack of participation |
|
|
Organizational Leadership |
- (CEO) create a culture characterized by tension, fear, and anxiety |
|
|
Physiological Symptoms |
Things that happen to the body (ulcers, headaches) |
|
|
Behavioral Symptoms |
Actions, decisions, behaviors (eating habits, increased smoking, increased alcohol) |
|
|
Psychological Symptoms |
Things that happen in the mind (irritability, boredom, tension, anxiety, procrastination) |
|
|
Approaches to Individual Stress Management |
-Time Management -Physical Exercise |
