| the belief that nothing is objectively right or wrong and that the definition of right or wrong depends on the prevailing view of a particular individual, culture or historical period. | ethical reativism |
| All airman must understand that they owe a debt of gratitude to their country, families, services, chain of command and comrades. This is the very essence of the Core Value Integrity and if furthered evidenced in the virtue Accountability. | Three O's "OWING" |
| Refers to proper structuring and ethical priorities. _______ relates to service before self virtue of Loyalty. | Three O's " ORDERING" |
| ______ is used to show when it is necessary or would be a good thing to perform an activity. It is also used to express something that you expect will happen. *COURAGE* to do the right thing. | Three O's "OUGHTING" |
| Purpose, Principle and People, These reflect the Air Force Core Values. | Three P's |
| You must ____ the facts from assumptions and falsehood. You must gather the facts as they pertain to the truth in all situations. | Three D's "DISCERN" |
| You must ____ the truth. | Three D's "DECLARE" |
| You have a duty to ____ what is right based on what you have learned and to take appropriate action for the situation as it stands. | Three D's "DO" |
| ____ gives guidance for making decisions, taking actions and modeling behaviors. | Three R's "RULES" |
| _____ are the outcome or bottom line-consequences of following or not following those rules. | Three R's " RESULTS" |
| _____ are the results of recognizing the importance of the situation and circumstances by adhering to the guiding ethical codes and principles. | Three R's "REALITIES" |
| Making decisions based on respect and/or loyalty to an individual, unit or organization rather than on military rules regulations and codes of conduct. | Loyalty Syndrome |
| Making decisions based on how the decision will impact one's reputation/standing among peers, subordinates, supervisors, community etc. rather than on military rules, regulations and code of conduct. | Worry Over Image |
| Making decisions based on a "win at all cost" attitude rather than on military rules, regulations and code of conduct. Avoiding the "win at all cost" attitude requires teamwork to ensure everyone is successful. | Drive for Success |
| Differences that you are corn with and cannot normally change. IE, age, language, ethnicity etc. | Primary Dimension |
| Characteristics about yourself that can change such as: work ethic, income, marital status, experience, religious and philosophical beliefs, educational background and language abilities. This is something you CAN control. | Secondary Dimension |
| Assumption, stereotype, social bias, perception, perspectives, collusion, prejudice and discrimination. | Soico-Behavioral Tendencies (SBTs) |
| you are claiming something about a situation that isn't supported by facts. | Assumption (SBT) |
| is a standardized mental picture that one person or a group of people hold abut another person or group of people. a ________ is a fixed or distorted generalization about all members of a particular group. | Stereotype(SBT) |
| a _____ is an adverse or unreasonable opinion or thought about a person or group without all the facts and usually based on deeply held beliefs... it's a prejudgment. | Prejudices (SBT) |
| Being ________ is usually the effect of your upbringing, values, pre-exisitng beliefs and interests. It occurs when someone unfairly favors or prefers a person, culture group or race to another. | Social Bias (SBT) |
| It's said that "_____" is the reception and deception of your conception. ______ are what you experience and observe that becomes your reality until you are convinced or proven otherwise. | Perception (SBT) |
| You have your own "_____" or take based on your position on a particular subjects, issues and matters that relate to you. It's how mentally view a situation. | Perspective (SBT) |
| ______ occurs when people cooperate with others knowingly or unknowingly, to reinforce those behaviors that precent others from fully entering into the workplace culture. Three forms of collusion, silence, denial and active participation. | Collusion |
| is the treatment or consideration of making a distinction in favor of or against a person or thing based on the group, class or category to which that person or thing belongs to, rather than on individual merit. | Discrimination |
| is the ability to recognize and respond to the needs of carious groups within an organization to improve working relationships, productivity, customer satisfaction and mission effectiveness. EXAMPLE: one works at a pharmacy and needed to translate medication directions to a customer. However, an airman remembering that another airman speak the language and asks for assistants shows: _____________. | Diversity Awareness |
| is a MUST HAVE in your daily operations because it enables the power of diversity to thrive. It is ones reception and responsibilities to the emotions, feelings personality temperaments, cultural differences, values and beliefs of those around them. | Social Sensitivity |
| 5 characteristics: act proactively, leadership driven, encourage ownership of initiatives, think inclusively and mainstream diversity. | Diversity Supportive Organization |
| ________ exists to eliminate unlawful discrimination and sexual harassment of any type against active duty members, their dependents, retirees and civilian personnel. This refers to legal and regulatory mandates prohibiting discrimination on race, color, sex, national origin, religion, age, disability or reprisal for participating EEO process. ENSURES EQUAL TREATMENT. | Equal Opportunity |
| Feedback, assistance, inclusion and respect.
1. considers workplace diversity which includes the difference created by an organizations own structure.
2. strategy provides a consistent approach for dealing effectively with diversity in both cultural and work place diversity.
3. employs four techniques for maximizing retention and productivity and maintaining effective working relationships in the organization. | F.A.I.R WAY |
| is giving and receiving information on how to meet expectations. | Feedback *FAIR WAY* |
| may include helping workers so they can be both mentally and physically present on the job. EXAMPLE: you may help a new Airman contact with other Airman of the same cultural background to help them cope with leaving their family and friends for the first time. | Assistance*FAIR WAY* |
| involves responding to the needs of allAirman so they feel valued and part of the team. It's making sure everyone has the opportunity to fully participate in the workplace. | Inclusion *FAIR WAY* |
| is accepting and promoting the value each individual brings to the work center. It is being able to recognize each person's unique value contributions and potential to the organization. | Respect *FAIR WAY* |
| To be most successful, you as a leader must be a highly skilled follower first, and then you must teach your followers leadership and followership skills. A follower is someone who chooses to follow a leader because of the leader's character, ability or vision. Another description of follower is a person who acknowledges the focal leader as the primary source of guidance about the work, regardless of how much formal authority the leader actually has over the person. | Followership |
| Self-management, committed, competent, integrity, initiative. These 5 essential qualities are a very important baseline for you to integrate into your followership practice. | 5 Essential Qualities of Effective Followership |
| This quality refers to the ability to determine one's own goals within a large context and to decide what role to take at any given time. | Self-Management "Essential Qualities of Effective Followership" |
| Being _____ to the organization and to a purpose beyond themselves, effective followers strive to excel at everything they do. | Committed "Essential Qualities of Effective Followership" |
| build their competence and focus their efforts for maximum impact. They strive to reach higher levels of performance and expand themselves. | Competent "Essential Qualities of Effective Followership" |
| One of the most important characteristics of an effective follower may be the willingness to tell the truth. It's imperative that followers display integrity by providing truthful information to their leaders. | Integrity "Essential Qualities of Effective Followership" |
| _______ is motivation, determination, perseverance and risk taking. Being an effective followers requires more than just meeting the standards. | Initiative "Essential Qualities of Effective Followership" |
| Leadership begins with ________. The means getting to know yourself to understand your strengths and development needs. | Developing to Lead: Self Awareness |
| As a leader you must know your deeply held values, adhere to the ethical principles that guide your leadership and avoid ethical traps. | Developing to Lead: Values and Principles |
| You must know what motivates you and other and how to balance both external and internal motivation. | Developing to Lead: Motivation |
| You must recognize your support team (family, co-workers, leaders, mentors and subordinates) that, by being honest with you could help you think about and through situation, ideas, options and other things bothering you, confusing you or weighing you down, they help you stay grounded. | Developing to Lead: Support Team |
| You must know how to integrate and balance every aspect of your lives, professional and person so that you can be the same person each environment by being true to yourself. "BEING A GOOD HUMAN" | Developing to Lead: Integrated Life |
| As a leader, your focus is normally a two-fold. You have to focus on effectively accomplishing the units mission and effectively leading the people within the unit under your supervisory responsibility. You can do this by integrating the DAC skills: Diagnosing, Adapting, Communicating. | Developing and Inspiring Others |
| The first _______ you should make is to determine the current state of affairs surrounding your area of responsibility. Second, as a perceptive leader you should ____ your followers to determine developmental needs and match those needs to immediate needs of the section and unit. EXAMPLE: the unit needs a resource advisor and you have a strong airman in the financial area but he is content where he is at. You make the decision to move him for the organizational need. | DAC Skills: Diagnosing |
| Is the amount of enthusiasm and dedication to a commonly shared foal that unifies team members. | Morale |
| is loyalty to, pride in, and enthusiasm for a unit shown by it's members. | esprit de corps |
| is the element in an organization that leads to prompt execution of orders and the initiation of proper actions when orders are not given. | Discipline |
| is the ability of a unit to perform its mission and its based on professional and technical standards of excellence. | Proficiency |
| ______ involves adjusting your behaviors and other resources to what you've diagnosed/observed in ways that help close the gap between the current situation and what you want to achieve and is focused on your leadership style. | DAC Skills: Adapting |
| This kind of leader is very task oriented and hard on his or her workers. There's little or no allowance for cooperation or collaboration. | Leader Type: Authoritarian Leader |
| This leader uses predominately reward power to maintain discipline and encourage the team to accomplish its goal. Conversely, this leader is almost incapable of employing the more punitive coercive and legitimate powers. This inability results from the leaders dear that using such powers could jeopardize his or her relationship with the team members. | Leadership Type: Country Club Leader |
| This person uses a "delegate of disappear" management style. Since this person is not committed to either task accomplishment or maintenance, he or she essentially allows the team to do whatever it wishes and prefers to be detached from the team process by allowing it to suffer from a series of power struggles. | Leadership Type: Impoverished Leader |
| This type of leader leads by positive example. This person endeavors to foster a team environment in which all team members can teach their highest potential, both as team members and as people. This leader encourages the team to reach team goals as effectively as possible. | Leadership Type: Team Leader |
| to enhance your effectiveness as an NCO, you must be able to master different facets of the communication process to fulfill your responsibility in diagnosing, adapting, disciplining and consuming. _________ is the key in your interpersonal relationship with subordinates peers superiors and others. | DAC Skills; Communicating |
| Coercive, connection, reward and legitimate. Provides you with authority to make decisions and request based on your power within the organization. | Developing Leadership Power: Position Power (four) |
| deals with how other perceive your ability to provide sanctions punishment or consequences for ineffective, inappropriate or negative behaviors actions or interactions. | DLP (Position Power) : Coercive Power |
| stems from others perceptions of your association with people of influence or people that can help both inside and outside of the work center or organization. Th power sources falls under the "who you know" category and can quickly erode if you use it for selfish reason, not use it when a situation calls for it or haven't built connections. | DLP (Position Power) : Connection Power |
| A leader who is able to recognize people's efforts operate from the venue. | DLP (Position Power) : Reward Power |
| this is the final type of position power. _______ comes from your title, role or position within the organization it's self. This type of power provides you with the authority to make decisions and requests. | DLP (Position Power) : Legitimate power |
| _______ is the extent to which followers respect, feel good about and are committed to their leader and see their own goals being satisfied by the goals of their leader. THREE DIFFERENT FORMS: referent, information and expert. | Developing Leadership Power: Personal Power (3) |
| is based largely on your interpersonal relations with other along with your personal traits. If you're seen as likable or charismatic and one who inspires trust and confidence you'll often be perceived by others as possessing _______ power. | DLP: (Personal Power): Referent Power |
| based on your access to data and information that are important to others. This power is based on others perceptions that you possess information that they want or need to know. | DLP: (Personal Power): Information Power |
| is the third form of your personal power. It suggests that you gain power and the ability to influence through your education, experience and job knowledge. | DLP: (Personal Power): Expert Power |
| This has 3 levels : 1. membership; 2. performance; 3. involvement. | Contemporary Motivation Model (CMM) |
| individuals at the _________ level give time to the organization out of dependency. EXAMPLE: an airman that performs at the bare min to get by within the work center. | CMM: Membership Level |
| Individuals at the _____ level may or may not be fearful of consequences for not doing much more than people at the membership level. They know the benefit of going more. EXAMPLE: An Airman who performs well as long as he/she receives praise and recognition for his or her work and accomplishments. | CMM: Performance Level |
| individuals that operate on this level are performing for their own reasons. Their motivation come from within; therefore they're involved. EXAMPLE: An airman who takes the initiative within the work center. This person accomplishes assigned tasks with little supervision. | CMM: Involvement Level |
| These are rewards the system (USAF) promises to people as long as they perform at the minimum acceptable standard. These rewards are things the institution provides. | Rewards: Systems level rewards |
| given to those who go beyond the standard, they include such things as praises, public recognition, time off, bonus pay, promotions special assignments, empowerment, challenge autonomy and greater roles and responsibilities. | Rewards: Supervisory Rewards |
| these rewards come rom within oneself. When someone fully enjoys his or her work, he or she strives to exceed every standard and self-rewards for a job well done. These rewards are FREE. | Rewards: Personal Rewards |
| is the careful and responsible management of recourses under one's control. | Resource Stewardship |
| Government funding approved by congress for a specific purpose. | Appropriations |
| Fiscal law authority that allows the government to continue operation at a minimum level for a specific amount of time, usually a few day to a few months when the budget is not approved through congress. | Continuing Resolution Authority (CRA) |
| The organization that fathers and distributes cost data. (also known as the work center) | Cost Center (CC) |
| Regulates the daily use of work hours, supplies, equipment and searches in production or operations. Also, continually monitors the relationship between resource used and products provided to allow for the realignment of resource when necessary. | Cost Center Manager (CCM) |
| Appropriated funding issued to an organization which represents cash for obligation or spending. | Finance Allocations |
| The senior advisory committee chaired by the commander or deputy commander and includes group commanders level members and the comptroller directors and special staffs. They approve budgets, execution plans and revisions. Also they distributes the annual funding, establishes priorities and ensures consistency with programs and missions. | Financial Management Board (FMB) |
| Reviews program and cost factors compare current and prior year costs review justifications periodically evaluates performance against estimates and submits a recommendation execution plan to the FMB. | Financial Working Group: |
| a legal binding agreement to commit funds between the government and another party. | Obligation |
| Biennial memo submitted to the secretary of defense from each military department and defense agency. It proposes total program requirements for the next 6 years. | Program Objective Memorandum |
| Budget representative for an organization. | Resource Advisor |
| the RCM normally heads an organization that plans, organizes directs and coordinates activities of subordinate organizations and functions. RCM are the principle level that manages financial resources. | Responsibility Center Manager |
| the document used to propose adjustments to the unit manning document. | Authorization change request |
| Appropriated manpower requirements issues to an organization which represents the amount of positions needed to successfully accomplish the mission. | Manpower Allocation |
| This document details the organization structure the position number for each authorization and the other pertinent data that commander and managers need to manage manpower resources. | Unit Manning Document |
| This document is used to put faces in spaces. This has the names of your units currently assigned personnel in accordance with the positions listed on your units UMD. | Unit Personnel Management Roster |
| is a continuous cycle of planning programming revising and adjusting and spending manner. Cycle: 1OCT to 30SEPT | The budget process |
| The plan that is the main document for distributing anticipated funding (direct & reimbursable) in an equitable manner. | Execution Plan |
| This is a review that isa two part process and occurs twice a year within each budget cycle to identify and redistribute funds to meet unfunded requirements such as unforeseen or initial unanticipated mission related expenses. | Budget Review |
| This act is one of the major laws through which Congress exercises control over government spending. | Antideficiency Act |
| is the human resource needed to accomplish a job, mission or program. A manpower requirement can be documented as a funded or unfunded manpower requirement. | Manpower Requirement |
| refers to an authorized and funded position needed to accomplish the assigned workload. Requirements have always exceeded available funding: commanders first prioritize requirement and then mange the allocated funds to the high priority. | Manpower Requirement: Funded |
| refers to unfunded positions needed to accomplish the assigned workload. | Manpower Requirement: Unfunded |
| This is considered the "most valuable resource" the appropriate amount of skilled and qualified individuals provides the workforce necessary for organizations to meet ongoing and future missions requirements. | Personnel |
| Every work center has their own _____ they accomplish and oversee on a regular basis. It's your role to ensure there are no unnecessary steps that can be eliminated. | Process |
| This is the resource that is required to procure the material energy information and technology and welfare resource needed accomplish the mission. | Financial |
| includes natural and man made resources physical goods that are required by personnel to complete their assigned duties. Is one of the posted dated and abused resources in the Air Force. | Material |
| Funding , procuring, maintain and updated war-related material are a top military priority to meet todays National Security Strategy objective. | Warefare |
| The critical force that powers businesses, manufacturing and the transportation of goods and services. It also powers your equipment, facilities motor, vehicles and aircrafts. | Energy |
| Airman taking care of airman, works best when there's open communication. | The Wingman Concept |
| This impacts a wide range of issues air members face. Caring for your airman is one of your primary goals as an NCO. | Wingman Philosophy |
| Refers to the reactions of peoples bodies to an external demand of the continual changing environment. It has physical and emotional effects on epople and can create positive or negative feelings and/or behavior. | Stress |
| also known as positive stress, comes from feeling exhilaration, success and achievement such as from a promotion, a wedding or an exciting PCS. | Eustress |
| also known as negative stress, stems from losses, failures overwork or lock of coping and is the type of stress people are normally referring to when they're stressed. | Distress |
| related to a person's job. The design of any given job could suit one perosn better than another. | Sources of Distress: Organizational Factors- TASK DEMANDS |
| refers to pressures placed on a person as a function of the particular role he or she plays in the organization. | Sources of Distress: Organizational Factors-ROLE REMANDS |
| deal with interaction among personnel. | Sources of Distress: Organizational Factors-INTERPERONSAL DEMANDS |
| the strategic, never ending incremental refinement of the way you perform tasks. | Continuous Improvement (CI) |
| Challenges all airman to examine processes and climate steps in business processes that add little to no value. | AFSO 21 Scope |
| 1. Just do it 2. Rapid Improvement Events 3. Improvement Project | Three AFSO 21 Settings |
| is a quick fix to a process; a simple answer to an obstacle in an individuals process. One person (or small team), occurs in less than a day with little to no planning. EXAMPLE: Manpower swaps, using a torque wrench instead of an adjustable wrench, routing paperwork via email instead of printing. | AFSO21 Setting: Just do it |
| Usually lasts less than a week and requires the application of a series of problem solving steps to determine root cause of problems, eliminate waste, set improvement targets and establish clear performance measures to reach desired effects. This requires a small team planning usually occurs less than one week. A plan must be developed, a team selected and communication begun as early as possible. EXAMPLE: strong leadership buy in, knowledgeable and open minded participants, tightly focused scope. | AFSO21 Setting: Rapid Improvement Events (RIE) |
| produce significant results against Air Force key challenges. Requires a large team, occurs over a long period of time, weeks, months even years. This process is more complexed and involves a cross functional team to ensure that improvement identified are incorporated into the organizations daily operations. EXAMPLE: improving the EPR system, integrating of MiCare t throughout the Air Force, programming software to track annual supply chain effectiveness. | AFSO21 Setting: Improvement Project |
| This process produces a final choice. this is a mental (cognitive) process the results in the selection of a course of action from among several alternative scenarios. | Decision Analysis: Decision Making |
| system 1 thinking and system 2 thinking | Decision Analysis: 2 types of system approach |
| this is a vital decision making tool that operates in the background of your mind. Reactive thinking- EXAMPLE: routine duties, assigning tasks, driving, making coffee. Positive impact: decisiveness, time management, routine decisions. Negative Impact: mistakes, overlooked details, missed improvement opportunities. | System 1 Thinking |
| Also known as reflective thinking, focuses on resolving the problem while correcting and monitoring the situation. It is useful for judgements in unfamiliar situations, processing abstract concepts and deliberating when there is time for planning. EXAMPLE: creating a new section tracking tracking spreadsheet from scratch, deciding which college to attend. Positive Impacts: improves critical thinking Negative Impacts: could appear indecisive, may overthink simple tasks. | System 2 Thinking |
| Decision making model, decision analysis, decision statement and determine objectives. | 4 Decision Analysis Steps |
| ____ is made up of four distinct processing known as, situational appraisals
Problem analysis, decision analysis and potential problem analysis. | Decision Making Model |
| Separates, clarifies and prioritizes concerns | Decision Making Model: Situational Appraisal |
| identifies the cause of a positive or negative deviation | Decision Making Model: Problem Analysis |
| is used for making a choice | Decision Making Model: decision analysis |
| protects actions or plans. | Decision Making Model:Potential Problem Analysis |
| is a systematic procedure based on the thinking pattern that you employ when making choices. | Decision Analysis |
| determines your objective and provides a specific level of success or resolution. This is the first step of the decision analysis phase. | Decision Statement |
| to reach your objective you will consider your musts and your wants. this will help you decide which is more important. | Determine Objective |
| provides a systematic and deliberate method for looking at the current situation, determining what problem exists and then deciding an appropriate and / or effective action. | Problem Solving: OODA Loop (observe, orient, decide and act) |
| Look at the current situation and form theories about the problem. | Observe |
| Gather data and information to substantiate theories. | Orient |
| develop solutions to address the problem | Decide |
| implement and evaluate solutions. | Act |
| is a team centered systematic common sense problem solving approach. | 8-step problem solving process |
| A view into the future that describes how an organization will strategically perform or conduct business. | Strategic Vision |
| can assist you and others in building a charity of ideas in a short time about a specific problem or topic. | Brainstorming |
| This represents the best known approach to complete a task by ensuring consistency throughout the working process; thus, the same work will take the same amount of resources to achieve the same results every time. | Standard Work |
| Use to depict the relationship between specific categories of process inputs and the undesirable outputs (cause and effect). | Fish Bone Diagram |
| An offer that is at the aspiration point or more aggressive. Pulls the other negotiator close to your desired outcome. | Negotiating Terms and Phases: Anchor |
| The best outcome you hope to negotiate. | Negotiating Terms and Phases: Aspiration |
| The best option you can implement if an agreement is not negotiable | Negotiating Terms and Phases: BATNA (Best alternative to a negotiated agreement) |
| A statement that gives no options for the counterpart's input. | Negotiating Terms and Phases:Demand |
| The "why" behind your position. | Negotiating Terms and Phases: Interest |
| Two or more people or groups striving to reach an agreement or course of action. | Negotiating Terms and Phases: Negotiation |
| Your best possible outcome during an negotiation. | Negotiating Terms and Phases: Position |
| Your least favorable offer you'll accept during a negotiation. | Negotiating Terms and Phases: Reservation |
| The overlap of the negotiators aspiration and reservation points. | Negotiating Terms and Phases: ZOPA (Zone of Possible Agreement) |
| This approach places more important on reaching an outcomes solution or resolution. | Negotiation Preferences: Task Orientation |
| This approach centers on the relationships that exists between the individuals or groups involved. | Negotiation Preferences: People Orientation |
| Unassertive style that could be used to maintain the current situation. Many times the opposite is too powerful and other task are more important. | Negotiation Styles: Evade (Not now, maybe later?) |
| Passive strategy that doesn't focus on the task but should preserves the relationship between you and the opposing negotiator. | Negotiation Preferences: Comply (Sure lets do it your way!) |
| Assertive style that is usually used in emergency situations. This style attempts to overwhelm your opponent and should be used with caution. | Negotiation Preferences: Insist (take it or leave it) |
| Compromising style that should be used when the tasks and people neither hold a high or low importance. This style usually results in a quick negotiation. | Negotiation Preferences: Settle ( lets just split the differences and call it a day" |
| Collaborative style that can manages the relationship while striving for mutual pleasing outcome. | Negotiation Preferences: Cooperate (Lets work together) |
| Trust, information, power and options; Analyzing these variables while preparing for negotiations, or while negotiating, should increase your ability to reach your aspiration point. The significance of this model is two-fold. | TIPO Model |
| 1. trust in a process 2. trust in a person. | TIPO Model: Trust |
| The level of trust is what influences the amount of ________ shared between two people. | TIPO Model: Information |
| Position Power and Personal Power | TIPO Model: Power |
| this is simply the difference ways you solve a problem. | TIPO Model: Options |
| You must asses who you are dealing with, know what is at stake and know the criticality of the current situation before entering into a negotiation or whole the negotiation is occurring. | The Who, Stake and Situation |
| is the ability to decide when its in your best interest to negotiate an agreement rather than to continue the dispute. | Readiness |
| timing is critical to successfully negotiate. This is determining if the situation is ready. | Ripeness |
| are usually over a single issue and considered win-lose. This approach could be used when attempting to divide, divvy or distribute something. | Category of Negotiation: Distributive |
| IN this value-creating process, trust building measures are actively pursued to help develop a highly cooperative relationship. | Category of Negotiation: Integrative |
| five negotiation styles commonly used in negotiations, like evade, cooperate, insisting or complying | Negotiation Preference and Style Chart (NPSC) |
| 5 step process that can assist you during a negotiation which concentrates on both the task and the relationship. (position, interests, BATNA (Best Alternative to a Negotiated Agreement), brainstorming, Solution. | The Cooperative Negotiation Strategy (CNS) |
