Ncoa Course 15 Volume 1

Front 1

What is a Group?

Back 1

is an assemblage of persons (or objects) located or gathered together.

Front 2

What is a Team?

Back 2

is a group organized to work together.

Front 3

What is a mission?

Back 3

is a duty assigned to an individual or unit; a task.

Front 4

The __________ can not be completed

without people and those people play certain roles within the team to accomplish that mission.

Back 4

Mission

Front 5

According to Allen N. Fahden and Srinivasan Namakkal, developers of the Team Dimensions Concept and the Team Dimensions Profile, there are four roles that are typically found on teams and together spell out ______________

Back 5

C.A.R.E.

Front 6

The four main team roles are

Back 6

Creator

Advancer

Refiner

Executor

Front 7

___________________focus on the interaction. They communicate new ideas and carry them forward.

Back 7

Advancers

Front 8

_________________focus on the possibilities. They generate new ideas and fresh concepts.

Back 8

Creators

Front 9

_______________focus on the analysis. They challenge all concepts.

Back 9

Refiners

Front 10

____________

focus on the realization. They follow up on team objectives and implement ideas and solutions.

Back 10

Executors

Front 11

The roles of a team are played out and ideas come about, there is a process the idea naturally foes through: it is call the_____________

Back 11

The P.E.P Cycle

Front 12

is a Panic-Elation-Panic cycle that occurs whenever you are in a situation that requires you to come up with new ideas (team meetings, problem solving sessions, AFSO21 events, etc.).

Back 12

The P.E.P Cycle

Front 13

Ideas often bounce back and forth among the Creators, Advancers, and Refiners in what’s called the

________________

Back 13

"Z" Process

Front 14

is an ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective.

Back 14

Team Dynamics

Front 15

_________is the essence of team dynamics.

Back 15

Interaction of individuals

Front 16

what are the five C's of a team?

Back 16

Community.

Cooperation.

Coordination.

Communication.

Coaching.

Front 17

What are the five common dysfunctions of a team?

Back 17

Absence of Trust

Fear of Conflict

Lack of Commitment

Avoidance of Accountability

Inattention to Results

Front 18

What are the stages of team development?

Back 18

Forming, Storming, Norming, Performing, and Adjourning

Front 19

During this stage of team development members will cautiously explore the boundaries of acceptable group behavior.

Back 19

Forming

Front 20

This stage of team development is considered the most difficult stage for a team. Here is where members acknowledge what the intent of the team is and what the eventual goal is

Back 20

Storming

Front 21

During this stage of Team Development, members reconcile disputes, "agree to disagree," and abandon negative and unproductive energy, redirecting all efforts to achieve the team’s objective.

Back 21

Norming

Front 22

During this stage of team development teams disassemble and members separate from the team. Under favorable circumstances, adjournment is planned as a result of the team accomplishing its goal.

Back 22

Adjourning and Transforming

Front 23

By this stage of Team Development, there is heightened morale and loyalty to the team and its success. Members work together to diagnose problems by collectively brainstorming and collaboratively selecting solutions. df

Back 23

performing

Front 24

What four instance cause regression of team development?

Back 24

New Members

New Goals

Altering a teams schedule

Unresolved Conflict

Front 25

____________ includes evaluating and using the knowledge, skills, experience, assessment and evaluation results, and resources you have in the most efficient ways possible to effectively complete the mission.

Back 25

Measuring your team’s success

Front 26

Avoid conflict as its negative connotation threatens trust, communication, morale, welfare, and mission accomplishment is what Dysfunction

Back 26

Fear of Conflict

Front 27

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 is what Dysfunction

Back 27

Lack of Commitment

Front 28

Holding others accountable usually leads to confrontation. Members are likely to avoid these situations is what Dysfunction

Back 28

Avoidance of Accountability

Front 29

Unwillingness to confide in and share knowledge, feelings, and concerns with one another is what Dysfunction

Back 29

Absence of Trust

Front 30

When members place their individual needs and goals ahead of the team and the organization is what Dysfunction

Back 30

Inattention to Results

Front 31

___________ is one in the service of another; one that follows the opinions or teachings of another; one that imitates another.

Back 31

Followership

Front 32

What are the 5 essential qualities of Effective Followership?

Back 32

Self-Management

Committed

Competent

Integrity

Initiative

Front 33

________involves adjusting your behaviors and other resources to what you have diagnosed/observed in a way that helps close the gap between the current situation and what you want to achieve.

Back 33

Adapting

Front 34

Creating a ________includes assessing the whole person and targeting specific areas that need improvement and/or need expanding in order to fulfill current or future job/roles and responsibilities.

Back 34

deliberate development plan

Front 35

Position power comes in what four types?

Back 35

Coercive, connection, reward and legitimate.

Front 36

_______________--provides you with the authority to make decisions and requests based on your position within the organization.

Back 36

Position power

Front 37

personal power includes what 3 types?

Back 37

Referent, Expert, Information

Front 38

a ____________power leader states: “If the task is not performed to standard, I will have everyone work the weekend to complete the task.”

Back 38

coercive power

Front 39

a ____________power leader states: “If you perform exceptionally well on the task I’ll ensure that your name is mentioned when I speak to the Commander.”

Back 39

connection power

Front 40

a ____________power leader states: “If you perform exceptionally well on the task I’ll compensate you with time off.”

Back 40

Reward Power

Front 41

a ____________power leader states: “Meet me in my office first thing in the morning in your service dress uniform.

Back 41

Legitimate

Front 42

_____________is the extent to which followers respect, feel good about, are committed to their leader; and see their own goals being satisfied by the goals of their leader.

Back 42

Personal power

Front 43

The following is an example of what type of personal power? SrA Armstrong is well liked among his peers and supervisors. He is often chosen to lead small teams and is very effective in earning their trust and encouraging the team to complete the tasks correctly within the time allotted.

Back 43

Referent power

Front 44

The following is an example of what type of personal power?As the President of the Junior Enlisted Airman’s Committee (JEAC), SSgt Smith obtains information important to the junior enlisted on base

Back 44

Informational power

Front 45

The following is an example of what type of personal power? Because of his vast knowledge in the career field, TSgt Dunaway is often sought after for advice on how to perform operational tasks.Remember, power is the potential to

Back 45

Expert Power

Front 46

low task, high relationship leader: his leader uses predominantly reward power to maintain discipline and encourage the team to accomplish its goals.

Back 46

country club leader

Front 47

low task, low relationship:This person uses a “delegate and disappear” management style.

Back 47

impoverished leader

Front 48

high task, high relationship:This type of leader leads by positive example.

Back 48

high task, high relationship

Front 49

high task, low relationship:This kind of leader is very task oriented and hard on their workers (autocratic).

Back 49

Authoritarian Leader

Front 50

________________process involving two or more people or groups who have a degree of difference in positions, interests, goals, values, or beliefs and who are striving to reach agreement on issues or courses of action.

Back 50

Negotiation

Front 51

_______________is the foundation of relationships with others and faith in a system

Back 51

Trust

Front 52

___________________is defined as “an alternative that, should negotiations fail, you are willing and able to execute without the other party’s participation or permission.”

Back 52

Best alternative to a negotiated agreement (Banta)

Front 53

__________________cultures are more people-oriented and prefer to establish trusting relationships with others prior to engaging in negotiations. These societal groups have close connections with one another that have existed for a long time.

Back 53

High-context

Front 54

______________cultures are primarily task-oriented and work toward negotiating a resolution as quickly as possible.

Back 54

Low-content

Front 55

____________________is defined as the capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a dispute.

Back 55

Readiness

Front 56

____________ states that timing is critical to successful negotiations

Back 56

Ripeness

Front 57

Once all sides realize they cannot win and the status quo is unacceptably damaging the conflict is said to be "ripe" for resolution, also known as a

Back 57

mutually hurting stalemate.

Front 58

With _______________, parties turn to a neutral third party who uses interest-based problem solving techniques to assist in resolving a dispute.

Back 58

mediation

Front 59

_____________________is the careful and responsible management of resources under one’s control.

Back 59

Resource stewardship

Front 60

For the NCO, ________________ requires the efficient and effective use of assigned personnel, material, information and technology, energy, warfare and financial resources to ensure mission success.

Back 60

Resource stewardship

Front 61

_______________________is a term that means setting aside money for a specific purpose.

Back 61

Appropriation

Front 62

________is an act that results in exceeding limitations (misuse) of funds authorized and appropriated by Congress in support of contract obligations.

Back 62

Anti deficiency act

Front 63

The senior advisory committee chaired by the Commander or Deputy Commander and includes group commander level members and the Comptroller (at installations), Directors, and special staffs (at commands) make up the

Back 63

Financial Management Board

Front 64

The _____________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.

Back 64

Financial Working Group

Front 65

________________________is a two-part process that occurs twice within each budget cycle to identify and redistribute funds to meet unfunded requirements such as unforeseen or initially unanticipated mission-related expenses.

Back 65

Budget Execution Review

Front 66

_______________________refers to a product formally called the Financial Plan or Fin Plan. The FEP ensures an equitable distribution of the President's Budget (PB) for the next fiscal year (budget year) consistent with accomplishing Air Force program objectives and is the main vehicle for distributing anticipated funding (direct & reimbursable) in an equitable manner.

Back 66

Financial Execution Plan

Front 67

This computer product details the organization structure (the number, skills, grade and security requirements of manpower authorizations), the position number for each authorization, and other pertinent data that commanders and managers need to manage manpower resources.

Back 67

Unit Manning Document

Front 68

The_____________ is a perpetual cycle of planning, programming, revising, adjusting, and spending. Each cycle lasts one fiscal year (FY), which begins on 1 October and ends on 30 September of the following year. Each FY is divided into quarters and specific actions take place within each quarter

Back 68

Budget process

Front 69

__________________ are morals, ethics, or habits established by an authority, custom, or an individual as acceptable behavior

Back 69

Standards

Front 70

Training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement. It is a state of training, resulting in orderly conduct.

Back 70

Discipline

Front 71

refers to the enforced obedience to legal orders and regulations.

Back 71

imposed discipline

Front 72

________________ is a system of three Arenas that if used correctly can help maintain discipline in the Air Force. The three Arenas consist of Prevention, Correction, and Punishment and are intended to build upon one another and if taken seriously, each preceding Arena can serve to preclude the following Arena.

Back 72

The Discipline Model

Front 73

Of the three DM Arenas, _____________ is the first and most important. The goal of it is to “Prevent” or stop problems before they occur.

Back 73

Prevention

Front 74

is designed to address inappropriate behavior, and seek to bring subordinates’ behavior back within acceptable boundaries using the least amount of force necessary. This is accomplished by using the Progressive Discipline Process or PDP which is critical to the Correction Arena

Back 74

Correction

Front 75

________________ is the third Arena in the Discipline Model. Their purpose is to correct and rehabilitate those who repeatedly or grievously violate standards. Only officers on G-series orders can punish enlisted members and only through Article 15 or courts-martial process.

Back 75

Punishment

Front 76

The is just as its name indicates, progressive. You must not only understand its various facets and tiered nature, but also use it accordingly

Back 76

Progressive Discipline Process

Front 77

the three steps to the Progressive Discipline Process are?

Back 77

Establish Standards

Monitor

Apply the PDP

Front 78

is defined as “the right to act and command.”5 One of the three legal sources of your NCO Authority is Article 91 of the UCMJ, “Insubordinate conduct toward a warrant officer, noncommissioned officer, or petty officer.” This article ensures others obey NCOs’ orders and protects NCOs from assault, insult, or disrespect.

Back 78

NCO Authority

Front 79

The following are the _______________________

1. presumption of innocence2. protection from compulsory self-incrimination3. pretrial investigation4. representation by counsel5. fair and impartial trial6. right of appeal7. protection from double (former) jeopardy

Back 79

Seven Basic Rights of the Accused

Front 80

What are the four dimensions of wellness?

Back 80

Emotional

Physical

Spiritual

Social

Front 81

The ___________ dimension includes expanding your knowledge about your lifestyle and how food, good nutrition, and physical activity can be an integral part of your lifestyle. This dimension also includes any issues dealing with physical well-being such as diseases, alcohol and tobacco use, regular exercise, and a healthy diet.

Back 81

Physical

Front 82

The ________ dimension includes finding ways to encourage positive thinking and acceptance of yourself.

Back 82

Emotional

Front 83

The ______________ of wellness addresses questions such as meaning, purpose, values, self-worth, dignity, and hope.

Back 83

Spiritual dimension

Front 84

The ____________ dimension includes having positive interactions with other individuals.

Back 84

social

Front 85

Task demands, Role demands, Interpersonal demands, Organizational structure and Organizational leadership are ________________ stress factors

Back 85

Organizational

Front 86

_________ factors of stress are another category that makes up an individual’s personal life. Primarily, this focuses on family and personal economic problems

Back 86

Individual

Front 87

_______________________signs of stress include changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting, and sleep disorders.14

Back 87

Behavioral

Front 88

_______________stress occurs when there are changes in mental functioning or behavior due to military operations other than war.

Back 88

Operational

Front 89

________________stress happens when there is a change in mental function or behavior because of combat. The changes can be positive by allowing an increase in confidence in both self and peers, or it can create symptoms of a combat/operational stress injury.

Back 89

Combat

Front 90

__________________ are a natural result of exposure to combat conditions.

Back 90

Combat Stress Reactions (CSR)

Front 91

is an anxiety disorder that may occur in an individual following exposure to a traumatic event. A traumatic event is anything the individual deems scary or horrible where they feel their or others’ lives are in danger. The person may feel they have no control over the outcome of the situation.

Back 91

PTSD

Front 92

It is the relations between two or more people.

Back 92

Human relations

Front 93

____________________includes discrimination based on color, national origin, race, religion, or sex.

Back 93

Unlawful Discrimination

Front 94

is, in simple terms, abuse or misuse of power and is considered psychological violence. It includes actions, decisions, and behaviors such as unwarranted or invalid criticism or blame without factual justification, treating some members differently than others, and excluding certain members from events to isolate them socially. It also includes physical intimidation (proximal), shouting, swearing and taking actions that embarrass or humiliate the target.

Back 94

Workplace bullying

Front 95

________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

Back 95

Change Management

Front 96

_______________are the people responsible for initiating change within an organization.

Back 96

Change Sponsors

Front 97

___________________are responsible for implementation of change in an organization

Back 97

Change Agents

Front 98

____________are those individuals or groups who actually undergo the change.

Back 98

Change targets

Front 99

________________________is change that’s implemented by an authority figure (i.e., commander, superintendent, or supervisor).

Back 99

Directive change

Front 100

Uniform changes, Dress and appearance standards, Career field reorganizations, Tri-Care for healthcare, APRs to EPRs and Use of seat belts are examples of _______________change

Back 100

Directive

Front 101

____________________is implemented when new knowledge is made available to the individual or group. The eventual success of the change is dependent upon the group’s positive attitude and commitment in the direction of the desired change.

Back 101

Participative Change

Front 102

New uniform styles, especially the AB, Re-accomplishing operating instructions, Adjusting shop/office policies, Improving communication lines, Any process improvement effort and Reorganization are examples of _________________ change.

Back 102

Participative

Front 103

What are the three phases in the change process?

Back 103

Unfreezing (phase 1)

Changing (phase 2)

Refreezing (phase 3)

Front 104

The _____________ is intended to motivate your subordinates and help get them ready for change.

Back 104

unfreezing phase

Front 105

The ____________ is the movement from the old way of doing things to the new way of doing business.

Back 105

changing phase

Front 106

The __________ is the locking in of the new procedures until they’re a permanent part of daily operations.

Back 106

refreezing phase

Front 107

is the strategic, never-ending, incremental refinement of the way you perform tasks. CI employs a collection of methodologies including Lean, Six Sigma, Theory of Constraints, and Business Process.

Back 107

Continuous improvement

Front 108

The two systems of thinking include

Back 108

System 1 - Reactive Thinking and System 2 - Reflective Thinking.

Front 109

___________________ 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

Back 109

Reactive Thinking (System 1)

Front 110

____________________ 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.

Back 110

Reflective Thinking (System 2)

Front 111

__________________________is a systematic procedure based on the thinking pattern that you use when making choices.

Back 111

Decision analysis

Front 112

_______________________provides NCOs with a systematic and deliberate method for looking at the current situation, determining what problems exists, and then deciding an appropriate and/or effective action.

Back 112

OODA Loop

Front 113

_________________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.

Back 113

Eight Step Problem Solving Process