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144 Cards in this Set
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- Back
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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. |
Increases 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 superiority |
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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 Correction 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 corrective actions NCOs can use to rehabilitate subordinates. |
Corrective actions NCOs can use to rehabilitate subordinates include:- Verbal counseling, admonishment and reprimand- Letters of counseling, admonishment and reprimand- Recommend establishment of a UIF- Recommend placement on control roster- Recommend 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? |
The 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, (e.g. time in the form of extra duties, loss of money, loss of freedom, reduction in rank, and loss of career via less than honorable and dishonorable discharges). |
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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 (e.g. duty performance, previous violations, family/financial situation and so forth), and, if asked, recommend actions that would be most effective in rehabilitating the member. |
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List Progressive Disciplinary actions |
1, Verbal Counseling; 2, Verbal Admonition; 3, Written Admonition; 4, Written Reprimand; 5, Article 15; 6, Court Martial; 7, Low; 8, High; 9, One-Way Communication; 10, Two-Way Communication. |
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What should NCOs do before applying the PDP (progressive discipline process)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. |
The three Arenas of the Discipline Model are: Prevention, Correction, and Punishment |
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Discipline Model: Punishment |
to correct and rehabilitate those who repeatedly or grievouslyviolate standards |
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Discipline Model: Correction |
address inappropriate behavior and seek to bringsubordinates’ behavior back within acceptable boundaries using the least amount of force necessary |
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Discipline Model: Prevention |
stop problems of behaviors that are detrimental to thepersonnel 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? |
The key actions that occur during the Prevention Arena in the DM are: Set standards, establish rapport, and create a climate of accountability. Supervisors, First sergeants, and commanders are responsible for preventing disciplinary problems from occurring. |
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Describe what is meant by the Progressive part of the Progressive Discipline Process Model. |
The Progressive part of the PDP Model means using the least force necessary to modify a behavior that is progressing in severity by imposing an infraction that also increases or progresses in severity, i.e. verbal counseling to LOC. |
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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, and 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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When applying the PDP, what factors are used to determine appropriate corrective actions? |
Severity of the infraction and judgment of the supervisor |
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Explain what is meant by the phrase, “Prudence first, Justice second.” |
Prudence first, Justice second” means it is always prudent to consider the facts and extenuating circumstances surrounding a situation. This will ensure people are treated in a fair and equitable manner while still ensuring the correction/punishment fits the crime. Although one can legally, “throw the book at someone” that is almost never the prudent thing to do. |
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Things a NCO must ensure while engaged in a disciplinary action involving a subordinate. |
When handling disciplinary actions, a NCO should; - 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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NCOs should advise someone of his/her rights when they______________. |
If you SUSPECT a crime has been committed, and you intend to question the individual, you MUST perform a rights advisement. |
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TSgt Smith is preparing to conduct a performance counseling session with A1C Green for being late to roll call. Smith had verbally counseled him twice before for the similar behavior. When Green arrived, he sat him down and told him how valuable he was to the squadron and appreciated his work. However, he told him that being late to roll call is unacceptable and gave him a stern warning and dismissed him. A week later, Green arrived late for roll call again and missed the mission briefing.Smith’s actions concerning A1C Green BEST illustrate ineffective use of ________________ and its negative impact on his effectiveness. |
progressive discipline supervisors should take the least amount of action necessary to correct behavior and then progress up from there. Smith is not using the Progressive Discipline Process effectively; rather than use progressive discipline (i.e. LOC then LOA then LOR), he continues with verbal counseling for the same infraction which has not been effective. |
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TSgt Marble, the base dining facility NCOIC, believes that the dining facility personnel are here to support and provide a good quality of life for Airmen. She expects the dining facility to operate in flexible, efficient, and customer oriented way. TSgt Marble met with her dining facility Airmen and like a good supervisor, established rapport with them. She did not discuss much of her expectations because she thought doing the right thing and maintaining standards are common knowledge in the Air Force. They are drilled into Airmen Basic Military Training and Technical school.TSgt Marble’s use of _______________ will MOST LIKELY result in _______________. |
prevention; substandard performance by her Airmen prevention is the first and most important step to prevent behaviors that are detrimental to personnel or productivity of a work center. Additionally, the supervisor must communicate standards and expectation clearly. Marble assumes the Airmen understand and does not communicate it to them, which will more than likely result in substandard performance. |
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How would you summarize the wingman concept/philosophy?
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- Airmen taking responsibility for each other by being alert to others in distress and intervening when they need help
- Airmen seeking help from their Wingman when needed- Have the confidence and willingness to approach others who appear to need help - Staying with them through a crisis until you can ensure a safe hand-off to a supervisor or other competent individual |
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Dimensions of wellness: Emotional
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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 (PTSD), career problems, and low self-esteem.
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Dimensions of wellness: Spiritual
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This dimension of wellness determines one’s ability to find comfort, meaning, and hope when faced with these difficult and often tragic circumstances allowing them to return to a state of psychological well-being.
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Dimensions of wellness: Social
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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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Dimensions of wellness:Physical
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This type of wellness requires one to focus on five specific components: Cardio respiratory Endurance, Muscular endurance, Muscular strength, Body composition, and Flexibility.
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Why do people commit suicide?
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Although no one knows for sure, theory suggests it is because they believe they:
- Are a burden to others - Do not 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.
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- Expresses an intention of harming self or others
- Behaves in a manner which would lead you to conclude that there was imminent risk of this harm - Decreased or impaired emotional status - Thoughts of suicide - A suicide plan - Access to the method of suicide described - Stating they intend to complete the plan |
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According to trend data, what are the most prevalent problems associated with suicide?
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- Relationship problems (70%)
- Legal problems (44%) - Financial problems (29%) - Deployed in previous year (21%) - Receiving psychological services (25%) |
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What are common barriers to seeking out help by at-risk personnel?
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- 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 con-tacted (i.e., breach of privacy and confidentiality) |
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How can NCOs/leaders/supervisors help themselves and others seek help to prevent suicide?
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- Know that open communication, support systems, and easy access to referral agencies may help the person see another option
- Know and promote protective factors, recognize warning signs of suicide and be willing to take appropriate action to be good a Wingman- Must instill and support a culture that believes asking for help is a strength NOT a weakness, and you must expose and eliminate the myths surrounding the implications of seeing mental health providers - Ensure Airmen understand: (1) that seeking help is encouraged and not a statement that they are somehow incompetent; and (2) that negative career impact for seeking counseling is unlikely when Airmen seek help on their own and when it occurs before any misconduct |
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What would be common reactions to actual or potential suicide situations?
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- Know and promote protective factors, recognize warning signs of suicide and be willing to take appropriate action to be good a Wingman- Must instill and support a culture that believes asking for help is a strength NOT a weakness, and you must expose and eliminate the myths surrounding the implications of seeing mental health providers- Ensure Airmen understand: (1) that seeking help is encouraged and not a statement that they are somehow incompetent; and (2) that negative career impact for seeking counseling is unlikely when Airmen seek help on their own and when it occurs before any misconduct
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Do's when dealing with actual or potential suicide situations? |
Be direct and matter-of-fact. Listen openly without judgment. Accept their feelings. Show interest and support. Get help. Stay with them. Remove potential means of self-harm. |
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Don'ts when dealing with actual or potential suicide situations? |
Ignore what you see or hear Debate what is ―right or ―wrong Criticize or condemn them Act shocked or repulsed, or avoid them Keep secrets Leave them alone Assume they’ll be okay |
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How would you explain the confidentiality and privacy rules as it relates to suicide? |
- Confidential communication is 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. - Communications between a patient and a psychotherapist or an assistant to a psychotherapist made for the purpose of facilitating diagnosis or treatment of the patient’s mental or emotional condition are confidential communications and shall be protected from unauthorized disclosure. However, confidential communications will be disclosed to persons or agencies with a proper and legitimate need for the information and who are authorized by law or regulation to receive it, unless the evidentiary privilege applies. |
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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 - Collaborate with the Disaster Mental Health (DMH) team and base helping agencies to address the needs of survivors - Demonstrate concern for unit members' well-being - Ensure that the basic needs of survivors are met (i.e., shelter, food, safety, and security)- Let people talk about their experience ("emotional first aid") - Minimize exposure to environmental stressors (e.g., heat, cold, noise, disturbing visual scenes) - Be attentive to the needs of family members- Provide factual information; prevent the spread of rumors - Continuously evaluate the environment for additional threats; ensure that needs are continued to be me - Foster unit cohesion - Foster resilience and recovery through social support mechanisms (e.g., friends, family, and religious organizations) |
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What are the general goals for post-suicide intervention?
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- help friends and colleagues understand and begin the grieving process - to help maintain mission readiness, full functioning and morale - identify/refer individuals who are at increased risk for distress |
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How does the Air Force define substance misuse?
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- The use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol - Any substandard behavior or performance in which the consumption of alcohol is a primary contributing factor - Any pattern of unconventional misuse of any substance for nonmedical purposes that produces a known health risk or constitutes a danger to self or others |
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Why is it important for Air Force members to know how the Air Force defines substance misuse? |
- So they can keep their behaviors within standards - To be aware of substandard behavior in others - So they can enforce the standards in their duty sections or squadrons |
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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?
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- To increase awareness of how a member’s drinking habits are viewed - Make members aware of the impact of their behaviors - To ensure members know that inappropriate behavior isn’t excused because they were drunk- To encompass a broader range of offenses to ensure intervention occurs before alcohol use get worse |
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What are your responsibilities in the intervention process as it relates to substance misuse? |
- Observe and listen to subordinates’ problems and assist with appropriate referrals
- Document all incidents of deteriorating work performance, unexcused absences, or tardiness, unacceptable conduct, and any steps already taken to help members resolve these problems.- Report all substance misuse or suspected substance misuse incidents - Provide pertinent information to the ADAPT office on patient’s duty performance, on and off duty behavior, drinking patterns or other incidents - Report all slips and relapses so the treatment team can assist the member to get back on track before an incident occurs |
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What do the numbers in the 0-0-1-3 formula represent? |
0 = Number of underage individuals drinking alcohol 0 = Number of individuals driving under the influence (DUI) of alcohol 1 = Maximum number of alcoholic drinks per hour 3 = Maximum number of alcoholic drinks per night |
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How can this guideline help you prevent possible alcohol problems in your work center? |
- Provides a simple, concrete example of responsible behavior to explain to subordinates - Gives a standard that is easy to follow - Gives supervisors a standard to measure alcohol-related behavior against - Promotes thought instead of mindless drinking |
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How would you describe the Air Force’s approach to preventing substance misuse? |
Substance misuse prevention is a collaborative effort shared among various agencies to include the mental health (ADAPT), drug demand reduction, and health promotions and includes:- Education- Counseling- Referral, and- Follow-up |
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How can leaders effectively educate subordinates about substance misuse issues? |
- Incorporate personal, or at least relevant, examples of substance misuse incidents into safety briefings - Describe and detail expenses incurred from a substance misuse incident - Ensure new personnel receive thorough briefings upon arrival to the unit - Post visual aids in the work center explaining Air Force policy on substance misuse - Conduct periodic discussions on harmful effects of substance misuse impacting the work center environment. |
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What are some examples of how enlisted leaders can practice and advocate the de-glamorization of substance misuse? |
- Responsible drinking at social outings- When sponsoring a social event, ensure nonalcoholic drinks are also available - Share consequences of risky behavior- Be responsible for your guests by not serving intoxicating drinks after a specific time - Don’t promote alcohol-drinking contests - Don’t promote drinking at all |
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What might be some far-reaching effects of substance misuse prevention?
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- Promotes responsible behavioral patterns - Environment of open communication - Less time spent on administrative actions - Less physical and mental health-related expenses - Less lost duty time |
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What are the five methods used by the Air Force to identify substance misuse?
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- Self-identification - Commander referrals - Medical identification - Substance-related incidents - Drug testing |
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What are some observable behaviors that may help to identify substance misuse issues affecting your subordinates?
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- Frequently deals with financial shortages - Avoids friends and colleagues - Blames others for his or her own problems and shortcomings - Has complaints leveled concerning domestic disturbances or problems at home - Demonstrates a decline in personal appearance - Complains of vague illnesses |
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What signs of substance misuse have you heard about or observed in your work center?
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- Absenteeism- Temporary departures from the job- Mood changes- Red or bleary eyes- Paranoia- Tremors- Denial- Smell of alcohol |
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Why is documentation so important for leaders, especially in this arena? (substance abuse)
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- Provides necessary information to justify getting medical or other support your subordinate may need - Helps make counseling sessions constructive and productive - Used for administrative and punitive proceedings |
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Why should you document behavior associated with substance misuse after the first incident?
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- Prevents further occurrences - Allows for early intervention - Demonstrates enforcement of standards - Better to document early and not need it than to wait and wish you had - It’s hard to finally document a first incident when subsequent incidents have occurred (backdating, pencil-whipping) |
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How might delaying, or failing to document behavior associated with substance misuse affect the work center?
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- Deterioration of behavior continues - Increased risk for more severe behavior - Demoralization of other Airmen who are aware of the behavior - Undermines good order and discipline - Negative behaviors may be imitated by peers |
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How might identifying substance misuse affect work center performance? |
- Brings issues out into the open - Ensures everyone knows that supervisors are serious about the issues - Increases awareness in the duty section - Makes substance misuse symptoms more widely known - Establishes firm standards of behavior - Encourages people to seek help if they need it - Ensures mission is not impeded |
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How would define intervention as it relates to substance misuse? |
The process of helping the member recognize at the earliest possible moment that he or she needs treatment for self-destructive drinking or drug abuse. This professionally structured event includes significant others in the member’s life. |
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Why is an NCO/leader’s communication necessary during intervention for suspected substance misuse? |
- Ensures subordinate knows what behaviors have been observed - Allows no room for confusion or deception- Opens path to clearly discuss issues that may be contributing to questionable behaviors - To effectively find the root source of substandard performance - Conveys to subordinates that the supervisor is really attempting to assist with beating the substance misuse |
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As an NCO/leader, what are effective methods to communicate your observations concerning substance misuse issues with a suspected misuser? |
- Private counseling or feedback session - Firm questions, yet sensitive to subordinate’s situation and needs - Inquiring with a nonjudgmental, open-minded attitude - Sincerity and genuine concern in actions - Using observed behaviors and other facts as the basis for discussion |
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What are the primary objectives of the Air Force ADAPT Program? |
- Promote readiness and health and wellness through the prevention and treatment of substance misuse - Minimize the negative consequences of substance misuse to the individual, family, and organization - Provide comprehensive education and treatment to individuals who experience problems attributed to substance misuse - Return identified substance misusers to unrestricted duty status or to assist them in their TRANSITION to civilian life, as appropriate |
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When should a supervisor refer a subordinate to ADAPT? |
- After an alcohol-related incident - Whenever substance misuse is suspected - When alcohol abuse is witnessed |
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What factors might a commander consider when deciding whether to let someone continue service? |
- Successful completion of ADAPT - Severity of impact from behaviors - Member’s acceptance of responsibility and need for change - Duty performance, recent and historical - Self-identification versus caught through random testing - Repetition of behaviors or incidents |
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What is the positive impact of substance misuse intervention on work center effectiveness? |
- Improved morale - Dependable workers - Better communication - Decreased mission interruptions - Healthy subordinates |
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What are some possible negative impacts of substance misuse intervention on work center effectiveness? |
- Absences for subordinate and supervisor for issue-related appointments - Increased duty pressures on coworkers - Feelings of “being watched” by coworkers may increase stress or tension - Lack of understanding from other subordinates |
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summarize the impact of substance misuse on:Mission and Readiness |
- Adversely affects or impairs mood, coordination, judgment, safety, and it increases impulsive behavior - Members under the influence do not perform effectively in leadership roles, areas of substantial responsibility, and technical knowledge - Members are in a higher risk of Drunk Driving (a leading cause of death among 18-24 year olds - DUI is a serious breach of discipline) - Members are in a higher risk of suicide (1/3 of all suicides involve alcohol use)- Increased risk of accidents, falls, burns and drowning |
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summarize the impact of substance misuse on: Morale |
- Members are in a higher risk of relationship problems – personal and professional
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summarize the impact of substance misuse on: Health and Wellness |
- Increased risk of high blood pressure, stroke, heart disease, birth defects, addiction, gastritis (ulcers), diseases of the liver (fatty liver, hepatitis, and cirrhosis), pancreatitis, malnutrition, and overall high mortality etc. - Risky sexual behavior- increased risk of contracting a variety of sexually transmitted diseases |
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3 Ways to impliment substance abuse prevention: |
Educate, Deglamorize, Lead by example |
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how would you define stress? |
- The body’s reaction to an external demand (stressor)
- The physical, mental, and emotional response to a situation - An individual’s response to a perceived stressor- Eustress is positive stress - Distress is negative stress |
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Why do people react differently to various stressors?
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- People perceive things as more or less stressful based on personal experience, values, temperaments, etc.
- Some people believe they can control a situation, where others feel the outcome is out of their control |
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Type of PTSD: Reliving the Event |
Reliving the EventBackfire brings back memories of gunfire Seeing a news report of sexual assault brings back memories of one’s own sexual assault Seeing an accident reminds one of a crash survivor or their own accident |
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Type of PTSD: Hyperarousal |
Easily startled Fear for safety--always on guard. Hard time sleeping / concentrating Sudden anger or irritability |
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Type of PTSD: Feeling Numb |
Hard to express feelings Incapable of having/showing positive or loving feelings toward other people—avoids relationships. Lost all interest in activities once enjoyed Unable to remember or talk about parts of the traumatic event |
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Type of PTSD: Avoiding Situations |
Not talking or thinking about an event
Staying away from situations or people that trigger |
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What are some ways the Air Force practices lawful discrimination? |
- Male and female bathrooms - Different types of uniforms - Different dress and appearance standards - Different Rank - Enlistment requirements (height, weight, ASVAB scores, credit score, financial history, etc.)- Job qualification standards - Handicapped parking spaces, doors, and bathrooms |
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What makes certain types of discrimination lawful? |
Certain types of discrimination are lawful when they:- do not deny people a right - merely recognize differences among people - help compensate for physical/mental limitations - Are needed for good order and discipline - Differentiate job applicants based on knowledge, skill or ability (rather than race, color, creed, etc.) |
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How would you define unlawful personal discrimination? |
Action(s) taken by an individual to deprive a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally or unintentionally. |
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What are some examples of unlawful personal discrimination? |
- Treating members of one particular religious group better or worse than members of a different religious group - Providing less support (e.g. on-the-job-training) to individuals of a particular group, and thus “setting them up for failure” by limiting their ability to progress in training - Placing targeted group members in jobs that do not provide progression, recognition, or increased levels of responsibility. - Purposely withholding critical information from a targeted individual, resulting in the individual looking bad in the eyes of others, especially superiors |
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How would you define unlawful systemic discrimination? |
Actions by an institution (or system) that through its policies or procedures, deprive a person or group of a right because of (that person’s or group’s) color, national origin, race, religion, or sex. Such Discrimination can occur overtly, intentionally, or unintentionally. |
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How might NCOs become guilty of unlawful systemic discrimination? |
By helping to establish, implement, and enforce policies, procedures, rules, and laws that unlawfully discriminate
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Why should NCOs scrutinize policies and procedures before implementing and/or enforcing them? |
- Because you represent “the system” and as such, you must ensure the system does not discriminate either intentionally or unintentionally.- In addition, others may perceive an NCO as practicing discrimination via association with the institution if the NCO fails to scrutinize and correct unlawful policies or procedures. |
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Sexual harassment is a form of sex discrimination that involves unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when three specific things occur. List and describe those three things. |
Verbal - Sexual compliments, pressure for dates, ridicule with harsh sexual message, etc.Nonverbal - Leering, ogling, or sexually suggestive cartoons, notes, drawings, pictures, calendars, etc.Physical - Touches and brushes, hugging, patting, “footsies,” etc. |
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Why must you be concerned with sexual harassment in your organization? |
Sexual harassment is a high concern to the Air Force because it creates environments that: - Are intimidating, offensive, and hostile - Affects the well-being and personal security of Air Force people - Negatively impacts the mission |
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Concerning human relations issues, what must be your primary focus as a supervisor and leader |
- Detecting adverse morale trends and devoting total effort to resolving the causes of a problem before it becomes a major issue - Providing feedback to commanders, immediate supervisors, officers, and staff concerning trends or problem areas - Establishing and maintaining rapport and communication with subordinates to remain attuned to their needs - Developing your individual subordinates into a cohesive team - Ensuring enlisted members are treated fairly by all agencies and activities, both on and off base - AFI 36-2618, para 4.1.2.3.2, tells NCOs to help subordinates resolve problems and see referral agencies when necessary - DO NOT IGNORE the situation - Investigate the circumstances - Devote total effort to resolving the problem - Appropriately address the issue with work center personnel to dispel rumors and maintain mission focus - Refer to MEO if necessary |
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How would you explain the complaint process when dealing with unlawful discrimination and/or harassment? |
Complaint - An allegation of unlawful discrimination based on race, color, national origin, religion, or sex. Formal Complaint - Allegation of unlawful discrimination or sexual harassment that is submitted in writing on AF Form 1587-1 to the authority designated for receipt of such complaints. Informal Complaint - Allegation of unlawful discrimination or sexual harassment, made either orally or in writing on an AF Form 1587-1, that is not submitted as a formal complaint. |
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What are your responsibilities as a supervisor/leader as it relates to equal opportunity and treatment? |
- Are able to present complaints in an atmosphere not conducive to retaliation. - Are encouraged to discuss problems and complaints. - Know the various channels and procedures for filing complaints or otherwise seeking outside assistance. - Know that unlawful discrimination is illegal and will not be tolerated. - Implement preventive measures to promote EOT in the work center - Take action to address allegations of discrimination |
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How does sexual, suggestive, or demeaning language and behaviors influence the climate of a work center or a unit?” |
- This kind of behavior is demeaning to all Airmen. - It encourages more of the same kind of behavior - Left unchecked, it could escalate along the continuum of harm. |
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What skills and knowledge do subordinate supervisors need to help prevent sexual assault? Respond to sexual assault? |
- Prevent: o Understand the difference between risk reduction and prevention. o Foster a climate among peers that does not allow perpetrators to hide or to commit repeat offenses. - Respond: o Know the first priority is the victim’s safety and well-being. o Contact the SARC and notify Security Forces. o Prepare for ongoing support of the victim. |
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As a leader, how can you support a climate that helps prevent sexual assault? |
- model appropriate behavior myself– will not make sexist or derogatory jokes or comments. - let my subordinate supervisors know that I do not tolerate sexist or otherwise harmful language or behavior, and I expect them to uphold this expectation as well. - commend people when they take action to uphold this climate. - When I see or hear inappropriate behavior intervene as it is happening. - remove the offending person from the situation. - take those who behave inappropriately aside afterward and talk about it. - encourage bystanders to act. - focus on facilitators as well as potential perpetrators. |
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What are your guidelines for immediate response? |
- Keep in mind that first response has great impact on the victim’s ability to move forward and through the trauma. Negative responses can be devastating to victims and result in further psychological harm. - Attend to the victim’s immediate needs. If the victim comes to you right after an assault, for example, she or he may need medical assistance. - Contact the SARC. Get professional help immediately. - Listen with sensitivity and support the victim. Sometimes she or he just needs to talk. Do not judge. |
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When do you report a sexual assault to your commander? |
If an individual comes to you to report a sexual assault and you are in that person’s chain of command, you are a mandatory reporter and the victim will lose the ability to make a restricted report. Unrestricted Reporting: An official investigation is conducted. This is initiated by reporting a sexual assault to chain of command, law enforcement, or the SARC. Restricted Reporting: A sexual assault victim can confidentially disclose the details of her or his assault to specified individuals without triggering the official investigative process. Victims who want to do this may only report the assault to the SARC, Victim Advocate, or a Health Care Provider. |
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With unrestricted and restricted reporting, the victim is entitled to medical treatment and counseling. What are the important differences between the two? |
- There is no official investigation under restricted reporting. - Restricted reporting is confidential, unless there is an imminent threat to the victim or another person. - Only active duty military personnel are eligible for restricted reporting. - Some victims want to pursue unrestricted reporting immediately so that the crime is investigated and the perpetrator held accountable. Others, though, do not. |
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Why do so few victims report sexual assault? |
- They are embarrassed. - They are afraid that people will talk about them. - They are worried about their careers. - They are worried about their reputations. - They are afraid people will not believe them. - They think it is better for their unit if they do not report. |
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How might trust and unit cohesion break down while a sexual assault is being investigated? |
- People start to take sides - Victim cannot trust anyone - Rumors develop - Other people feel that they cannot trust anyone - Schedules are interrupted and getting the work done is more difficult - Subtle or not so subtle harassment or intimidation or retaliation |
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How do you restore trust and unit cohesion? |
- Be alert to the harmful effects that sexual assault can have on individuals and on your unit, and act accordingly - Communicate with your unit to stop rumors, blaming, and taking sides - Take care of victims and get them the help they need - Think ahead, anticipate problems, and provide solutions - Support your subordinate supervisors - Make sure the alleged perpetrators are treated fairly as well |
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Workplace Violence: Prevention
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- Organization’s workplace violence policy - Phone numbers for quick reference during a crisis or an emergency - How to recognize and report incidents of violent, intimidating, threatening, and disruptive behavior - To ALWAYS treat threats in a serious manner and act as though the person may carry out the threat - Encouragement to report incidents and the procedures to do so - Ways of preventing or defusing volatile situations or aggressive behavior - Ways to deal with hostile persons - Managing anger - Techniques and skills to resolve conflicts - Stress management, relaxation techniques, wellness training - Security procedures, e.g., the location and operation of safety devices such as alarm systems - Personal security measures - Programs, agencies, organizations and resources that assist employees in resolving conflicts |
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Workplace Violence:
Intervention/Initial Response |
Workforce education and training that addresses: - Crisis response plans (Emergency plans in case of actual or potential violence) - Procedures for calling for help - Procedures for calling for medical assistance - Procedures for notifying the proper authorities or whoever is acting in their place, security personnel and the police - Emergency escape procedures and routes - Safe places to escape inside and outside of the facility - Procedures to secure the work area where the incident took place - Procedures for accounting for all employees if a facility is evacuated - Procedures for identifying personnel who may be called upon to perform medical or rescue duties - Training and educating employees in workplace violence issues and the emergency action plan |
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Workplace Violence: Recovery
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Following a violent incident, employees experience three stages of “crisis reactions” to varying degrees. Workforce education and training should address: - What to do immediately after violence - Alerting the traumatic stress response team - Providing support to survivors - Providing support to witnesses - Arranging for follow-up care and support of individuals or groups as needed |
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3 Stages of Crisis Reaction
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Stage One. In this stage, employees experiences emotional reactions characterized by shock, disbelief, denial, or numbness. Physically, the employee experiences shock or a fight-or flight survival reaction in which the heart rate increases, perceptual senses become heightened or distorted, and adrenaline levels increase to meet a real or perceived threat. Stage Two. This is the “impact” stage where employees may feel a variety of intense emotion, including anger, rage, fear, terror, grief, sorrow, confusion, helplessness, guilt, depression, or withdrawal. This stage may last a few days, a few weeks, or even a few months. Stage Three. This is the “reconciliation stage” in which employees try to make sense out of the event, understand its impact, and through trial and error, reach closure of the event so it does not interfere with their ability to function and grow. This stage may be a long-term process. |
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Workplace Violence
Follow-up / Evaluation |
Comprehensive workplace violence intervention and prevention plans include a mechanism: - To evaluate what took place to determine if everything was done that could have been done to have prevented the incident and to determine what can be done to prevent it from happening again - That requires regular evaluation and updating of the plan - To identify lessons learned and procedures for debriefing participants - To review policies on troubled employees and crisis response actions |
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Although she has been extremely irritable as of late, most people enjoy being around SSgt Hightower because of her outgoing personality. Normally a very successful AF recruiter, Hightower missed her quota last month and now it looks like she will miss it again this month. At a flight meeting, her flight chief MSgt Taylor, says, “I am not happy with our production!” Taylor then points at Hightower and says, “You have the worst record of all…not only will you miss your quota again, you’ve lost two from the Delayed Enlistment Program and are in danger of losing one more.” Jumping to her feet, Hightower yells, “I don’t appreciate you calling me out in front of others…I don’t need this…I quit!” The scenario BEST illustrates ________ and their impact on NCO effectiveness. |
some of the warning signs of stress |
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TSgt Wyatt is the NCOIC of the Structural Repair training section. On Wednesday morning, he overhears SrA Thornton loudly discussing how he had been drinking the night before. Wyatt knows Thornton drinks but until now, he has never heard of him doing it on a weeknight. Wyatt calls Thornton into his office and asks, “Thornton, I overheard your story. Is everything ok?” Thornton responds, “Yes sir, everything is fine. I went out drinking last night, but I only had a few.” Wyatt says, “It sounded like you had more than a few.” Thornton replies, “It’s OK sir, I’ve got it under control.” Wyatt then says “Just be careful, and call me if you need anything” Thornton comes to work the next morning and goes to Wyatt’s office, hangs his head and says, “Sir, I went out drinking again last night. I don’t know how much I had to drink, and don’t remember how I got home. It’s getting a little out of control, but I don’t know what to do. Can you help me?” Due to ___________, the MOST LIKELY outcome of this scenario is ______________. |
a self-identification; the prevention of an alcohol related incident |
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On the way to her office, MSgt Brock hears sobbing coming from the women’s restroom. She enters to find SSgt Noble. “What’s wrong? I’ve never seen you behave like this before,” Brock asks. Noble responds, “Nothing I do is ever enough. The more I try, the worse things get. I can’t seem to make ends meet since my husband left me.” Shaking uncontrollably, Noble removes a prescription bottle from her pocket and swallows a couple of pills. “I want to just go to sleep and never wake up,” she says. “I understand why you’d feel that way,” Brock says. “I’m concerned about you. Are you thinking about hurting yourself? Let’s go to my office and talk. There are lots of support programs and services that can help us work this out.” This scenario BEST illustrates ______________________and its impact on NCO effectiveness. |
warning signs of suicide |
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At this week’s Roll Call Chief Jordan briefs that there has been a recent incident of harassment in the workplace. The Chief emphasizes that all Airmen should be treated the same irrespective of their color, national origin, race, religion, or sex. Additionally, he states that no members should be excluded from events and activities, and that all work center members should come forward with complaints without fear of retaliation. The Chief closes by stressing that the way team members relate to one another can make or break a unit. The Chief’s briefing BEST explains __________________ and its impact on unit effectiveness. |
unlawful discrimination |
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Define Adaptability. |
“Adaptability is the ability to adjust self to changed, unexpected or ambiguous situations by actively seeking information and by demonstrating openness and support of different and innovative change ideas.” |
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Name the three elements of adaptability. |
Cognitive Flexibility, Emotional Flexibility, Dispositional Flexibility |
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List three adaptability skills you can improve to develop flexibility. |
Cognitive Flexibility, Emotional Flexibility, Dispositional Flexibility |
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NCOs with _______________________ ________________________have the ability to change their approach to dealing with their own and others’ emotions. |
Emotional Flexibility |
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An example of _______________________ ________________________ is having a working Plan A; while having a Plan B, C, and D or in other words, having the ability to have multiple scenarios in mind so that changes can be made due to changed, unexpected, or unclear situations. |
Cognitive Flexibility
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A leader who displays _______________________ _________________________ operates from a place of optimism grounded in realism and openness. They acknowledge bad situations while imaging a better future, at the same time. |
Dispositional Flexibility |
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Change Process:Change Sponsor |
Initiate change because they have the power to determine why, when, and how changes occur. |
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Change Process:Change Agent |
Are responsible for implementing change initiated by the change sponsor |
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Change Process:Change Target |
Are those key players and stakeholders who actually undergo the change, the ones most affected by the new policies, procedures, etc. |
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_______________________ _____________________is a proactively coordinated and structured period of transition from situation A to situation B using a systematic approach that addresses planning for the change, implementing, monitoring, and controlling the change effort, and effecting the change by minimizing resistance through the involvement of key players and stakeholders…resulting in lasting change within an organization. |
Change Management |
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Name the two change cycles. |
Directive Change Cycle and the Participative Change Cycle |
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Name the phases of organizational change. |
Unfreezing, Changing, Refreezing |
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Mayo’s four levels of change:Group Behavior |
This change is the hardest level of change especially if you have to change customs and traditions that have been around for many years. |
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Mayo’s four levels of change:Attitude |
Changes in this are more difficult to make because this level is characterized by strong positive or negative emotions. |
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Mayo’s four levels of change:Individual Behavior |
Changing this is more challenging than change at the previous levels because people don’t like to change the way they do things. |
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Mayo’s four levels of change:Knowledge |
This change is generally the easiest change to bring about. Change at this level occurs after acquiring new information. |
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Name the five individual reactions to change. |
Innovators Early Adapters Early Majority Late Majority Laggards |
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_____________________ focuses on generating efficiencies and improving combat capabilities across the Air Force and applies to all processes associated with the Air Force mission. |
AFSO 21 |
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_____________________ _____________________ is the strategic, never-ending, incremental refinement of the way you perform tasks. |
Continuous Improvement |
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____ usually last a week and apply a series of problem solving steps to determine root causes of problems, eliminate waste, set improvement targets, and establish clear performance measures to reach desired effects. |
Rapid Improvement Events (RIE) |
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____ are more complex and involve a cross functional team to ensure that identified improvements are incorporated into the day-to-day operations of an organization. |
High Value Initiative (HVI) |
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____ is a quick fix to a process irritant; a simple answer to an obstacle in an individual process. |
Just Do It |
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Increase productivity of our people |
Doing more of the right things with the same or less effort |
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Increase critical equipment availability rates |
All assets available at a greater rate from aircraft, to information technology, to range, space, etc. |
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Improve response time and agility |
Quicker response time to the Warfighter |
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Sustain safe and reliable operations |
Reduce injury rates, increase people safety, and safe use of materiel assets |
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Improve energy efficiency |
Make energy conservation a consideration in everything you do |
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Define decision making. |
Decision-making is the mental (cognitive) process that results in the selection of a course of action from among several alternative scenarios. |
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How would you summarize System 1 Reactive Thinking? |
System 1 Reactive Thinking is thinking that relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (discovering solutions for self) to arrive quickly and confidently at judgments, particularly when situations are familiar and immediate action is required |
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How would you summarize System 2 Reflective Thinking? |
System 2 Reflective Thinking is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration. |
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Systematic decision analysis forces you to stand back from the situation and evaluate what four components? |
Decision Statement, Determine Objectives, Locate Alternatives, Risk Analysis |
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What purpose does the Decision Statement accomplish in the decision making process? |
Determines your objectives and provides a specific level of success or resolution |
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Name the four distinct processes within the Kepner-Tregoe Problem Solving and Decision Making process. |
Situation Appraisal, Problem Analysis, Decision Analysis, Potential Problem Analysis |
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What is the relationship between OODA Loop and the Eight-Step Problem Solving Process? |
You can never accomplish S-1 thinking and S-2 thinking independently. The two systems work together in a “push pull” fashion with S-2 being the initiator. When encountering a familiar situation, System 1 Thinking is used to quickly run through all four steps of the OODA Loop. When you encounter an unfamiliar situation, System 2 Thinking comes into play, which requires a systematic and deliberate process for solving problems such as the Eight-Step Problem Solving Process. |
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What is the relationship between AFSO 21 and the Eight-Step Problem Solving Process? |
AFSO 21 is about constantly finding efficiencies to channel saved monies toward improving combat capabilities across the Air Force, and the Eight-Step Problem Solving Process is a team-centered, systematic, common-sense problem solving approach aimed at increasing combat capability, making Air Force units more effective and efficient, and enhancing and enabling the Warfighter |
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What is the importance of distinguishing causes from symptoms and identifying primary causes? |
The better you understand the problem, the better the solution. Only by thoroughly evaluating a problem are you able to judge the impact of selected and alternative solutions. |
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OODA Loop with 8 Step Problem Solving Process |
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