Help
Options
Didn't know it?
click below
click below
Knew it?
click below
click below
Don't Know
Remaining cards (0)
Know
retry
shuffle
restart
0:00
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.
Normal Size Small Size show me how
Normal Size Small Size show me how
Challenge Me
| Question | Answer |
|---|---|
| Culture and Heritage | set of shared attitudes, values, goals and practices that characterizes a company or an organization |
| Heritage | “something transmitted by or acquired from a predecessor” |
| Other influences on Culture and Heritage include | Air Force in the Profession of Arms, Traditions and History, Military Culture and Airmanship and Norms of Conduct and Professional Standards |
| Diversity | composite of individual characteristics, experiences and abilities consistent with the Air Force Mission and Core Values |
| Primary Dimensions | are characteristics we cannot change (Gender, age, race, Sexual Affection/orientation, Mental and Physical abilities/qualities, Ethnicity/Culture) |
| Secondary Dimensions | characteristics we can change (Work ethic, income, marital status, experience, religious and philosophical beliefs, personality, education, strengths, language abilities, temperaments) |
| EO | refers to legal and regulatory mandates prohibiting discriminations based on race, color, sex, national origin, religion, age, disability, and reprisal |
| AA | refers to voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce that affect designated groups, such as, minority groups, women, veterans, and disabled |
| Social Sensitivity | Through interpersonal communication Airmen must develop a keen awareness and understanding of others’ emotions, feelings, personalities, temperaments, strengths, cultural differences, values, and beliefs |
| 5 Characteristics of a Diversity Supportive Organization | Act Proactively, Leadership-Driven, Encourage Ownership of Initiatives, Think Inclusively and Mainstream Diversity |
| Socio-Behavioral Tendencies (SBT’s) | thought processes we use to help make sense of the world we live in. (Assumptions, Stereotypes, Social Biases, Perceptions, Perspectives, and Collusion are SBT’s that create Prejudices, which lead to Discrimination) |
| FAIR Way | Feedback, Assistance, Inclusion, Respect |
| The heart of the FAIR Way is | the free flow of open two way communication |
| Wingman Concepts | Ask your Wingman, Care for your Wingman, Escort your Wingman |
| 4-Dimensions of Wellness | Physical Health, Emotional Health, Spiritual Health, Social Health |
| Suicide Awareness | The heightened individual and community awareness of suicide, suicide risk factors, and the fact that suicide is only the tip of the iceberg of psychosocial problems. |
| Risk Factors | Include relationship difficulties, substance abuse, legal, financial, medical, mental health, and occupational problems, along with depression, social isolation, and previous suicide threats/gestures, which may increase the probability of self-harm. |
| Suicide Prevention | A community based approach that includes family, friends, and many different professional and social service providers, committed to reducing suicide. |
| Macronutrients | chemicals found in large quantities in our food that we need to live and grow |
| Micronutrients | needed by the body in much smaller amounts than macronutrients |
| Functional Training | Any exercise that has a direct relationship to the activities of daily life |
| Form Over Speed and Intensity (FOSI) | ensures motor skills are developed before speed and intensity, ensures safety |
| High Intensity Exercise Endurance (HIEE) | the application of maximal physical effort systematically applied to a technically developed motor skill |
| Functional Endurance Intensity (FEI) | functional workouts with high intensity exercises |
| Airmanship | refers to all Airmen, skilled practitioners and combatants of air, space, and cyberspace warfare |
| The Oath of Enlistment | instills a sense of meaning and purpose within each member of the Armed Forces. |
| The Profession of Arms | means to ensure national security, protect America’s citizens, preserve the American way of life, safeguard America’s future and place our country’s and services needs above our own. |
| Progressive Professionalism (P2) | levels of professionalism |
| Direction, Discipline, and Recognition (DDR) | is the foundation of P2 and is critical to our progression and self-development as professionals. |
| The Air Force Core Values | our inner voice of self-control and the basis for the trust imperative in today’s military. |
| Warrior Ethos | a tenacious mentality ignited by a hardiness of spirit, courage and resiliency |
| Hardiness of Spirit | the stout internal force that can be used to get through challenging times mentally or physically |
| Courage | the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty |
| Moral Courage | the power and determination to follow what one believes to be right, regardless of cost to one’s self |
| Physical Courage | is the observable actions one takes when faced with fear, pain, uncertainty, or danger |
| Resiliency | one’s ability to withstand, recover and grow in the face of stressors and changing demands |
| Drug | any controlled substance, or any intoxicating substance, other than alcohol, that is inhaled, injected, consumed, or introduced into the body in any manner to alter mood or function. |
| Substance abuse | the use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol. |
| Prevention | one way leaders can ensure Airmen adhere to set standards |
| Ways leaders can prevent substance abuse issues | Environment, Setting the Example, Documentation and Actions |
| Methods to ID Substance Abusers | Self ID, Commander referrals, Medical ID, Substance Related Incident and Drug Testing |
| Consequences of Stress | Physiological Symptoms, Psychological Symptoms, and Behavioral Symptoms |
| Stress Management Strategies | Individual approaches, organizational approaches and wellness programs |
| Strength Based Leadership Philosophy | recognizes talents and strengths |
| Four Domains of Leadership Strengths | Executing, Relationship Building, Strategic Thinking, and Influencing |
| Followers Four Basic Needs | Trust, Compassion, Stability, Hope |
| Blind Spots | An aspect of our personality that is not known to self but is apparent to others |
| Johari’s Window | A matrix of 4 quadrants used to determine how you typically operate as levels of self -awareness and other’s awareness of you change |
| Resource Stewardship | the careful and responsible management of resources under one’s control |
| Budget Process | a perpetual cycle of planning, programming, revising, adjusting, and spending that lasts one FY from 1 Oct to 30 Sep and is divided into quarters |
| Financial Execution Plan | must be developed and approved prior to 30 Sep in order to be ready to implement on 1 Oct for the new fiscal year |
| 1st Quarter | Funds allocated, Cost Centers begin working 1st BER, 25% of budget spent/obligated. |
| 2nd Quarter | RA Submits 1st BER in Jan, Cost Centers submit inputs for next FY’s FEP, 50% of budget spent/obligated |
| 3rd Quarter | Cost Centers submit updated/revised BER and 2nd BER occurs in May, 75% of budget spent/obligated |
| 4th Quarter | EOY FY closeout begins and runs until midnight, 30 Sep, 15 Sep Congress approves next FY budget, FY ends, 100% of budget spent |
| Antideficiency Act | a law where Congress exercises its constitutional control over the public purse |
| Four manpower competencies | organization structure, program allocation and control, requirements determination and performance management |
| Be the N.C.O | Nurture, champion and ownership |
| Strategic Communication | to understand and engage key audiences in order to advance the US Government interests, policies, and objectives |
| Purpose of Strategic Communication | to influence particular audiences |
| Cross Cultural Awareness | can reduce battlefield friction, the fog of war and improve the military’s ability to accomplish its mission by providing insight into the intent of the groups in the battlespace, thus allowing military leaders to outthink and out maneuver them |
| Culture | a shared set of traditions, belief systems and behaviors |
| Cultural Diversity | is the variety of human societies or cultures in a specific region, or in the world as a whole |
| Values | reflect how people see relationships, the world, and themselves and can vary significantly across cultures |
| High Context | refers to societies or groups where people have close connections over a long period of time |
| Low Context | refers to societies where people tend to have many connections but of shorter duration or for some specific reason |
| Cross Cultural Competency (3C) | the ability to comprehend quickly and then act appropriately to attain desired results in culturally diverse environments, even though you may not necessarily have prior exposure to the particular society and its unique culture |
| AF 3C Model | how you influence your environment through active learning approaches (education, training and experience) |
| 12 Domains of Culture | broad categories under which humans commonly organize cultural knowledge, belief and behavior |
| 12 Domains of Culture | Family & Kinship, Religion & Spirituality, Sex & Gender, Political & Social Relations, Economics & Resources, Time & Space, Language & Communications, Technology & Material, History & Myth, Sustenance & Health, Aesthetics & Recreation,Learning & Knowledge |
| Follower | one in the service of another, one that follows the opinions or teachings of another, one that imitates another |
| 5 Qualities of Effective Followership | Self-Management, Committed, Competent, Integrity, and Initiative |
| Feedback | to offer or suggest information or ideas as a reaction from an inquiry |
| Advice | an opinion or recommendation offered as a guide to action or conduct |
| Diagnose, Adapt and Communicate (DAC) | used to ensure mission accomplishment and to develop and inspire others within the unit |
| Power | the ability or potential to influence decisions and control resources |
| 4 Types of Position Power | Coercive, Connection, Reward and Legitimate |
| Coercive Power | Deals with a leader’s perceived ability to provide sanctions, punishment, or consequences for not performing |
| Connection Power | Comes from the perception of the leader’s association with people of influence inside or outside of the organization |
| Reward Power | Deals with leaders who are able to provide things that people like |
| Legitimate Power | Comes from a leader’s title, role, or position within the organization itself |
| Personal Power | 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 |
| 3 Types of Personal Power | Referent, Information and Expert |
| Referent Power | Based largely on a leader’s personal traits. Likeable and charismatic. |
| Information Power | Based on a leader’s access to data and information that is important to others |
| Expert Power | Leaders gain power and the ability to influence through their education, experience, and job knowledge |
| 5 Contemporary Motivational theories | ABC’s of Behavior, X & Y Theory, Hierarchy of Needs, Expectation Theory, and Motivational Profile Theory |
| Membership level | Gives time to organization out of dependency. For themselves. |
| Performance level | More involved in organization as long as they are recognized. Complain about problems in the organization and may or may not offer solutions. |
| Involvement level | Performing for their own reasons. Motivation comes from within. Produce good quality work because they enjoy what they do. |
| Types of Rewards | System Level, Supervisory or Personal |
| Ethical Leadership | combines ethical decision-making and ethical behavior to make ethical decisions and behave in ethical ways |
| Values | core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others |
| Morals | values that we attribute to a system of beliefs that help us define right from wrong, good vs bad |
| Ethics | a set of standards of conduct that guide decisions and actions based on duties derived from core values |
| Military Ethics | deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment |
| Ethical Relativism | 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 |
| Categorical Imperative | an absolute, unconditional requirement that is both required and justified as an end in itself |
| Ethical Dilemma | a situation where one is forced to choose between two alternatives |
| USAF Ethical Codes | make it possible for NCO’s to make proper ethical decisions and behave in an ethical manner in any given situation. (AFI 36-2618, Airman’s Creed, PDG, Code of Conduct, etc…) |
| 3 O’s | Owing, ordering, and oughting (know who and what we owe, display proper ordering and understand what Airmen should do or ought to do) |
| 3 P’s | Principle, purpose, and people (telling the truth first, completing the mission and people last) |
| 3 R’s | Rules, results, and realities (Gives ethical guidance, dealing with the consequences and recognizing the importance of the situation) |
| 3 D’s | Discern, declare, and do (discern the truth, declare the truth and do what we discerned and declared) |
| Ethical Traps | confuse or make you uncertain as to what action or behavior should be taken (Ethical relativism, loyalty syndrome, worry over image and drive for success) |
| Ethical Relativism | making decisions based on personal values/beliefs rather than on military rules, regulations, and codes of conduct |
| Loyalty Syndrome | making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct |
| Worry over Image | 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 codes of conduct |
| Drive for Success | making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct |
| Dr. Toner’s 6 Tests | The Shame Test, The Community Test, The Legal Test, The Situation Test, The Consequences Test, and The God Test |
| Prudence First, Justice Second principle | doing things just because you can rather than considering the circumstances or what’s right |
| National forces Security Act of 1947 | created the National Security Council (NSC) |
| JCS consists of | CJCS, VCJCS, and the Service Chiefs of the 4 military branches |
| CJCS | the principal military advisor to the President, the NSC, and the SecDef |
| Operational Chain of Command | used to employ forces and runs from the President, through the SecDef, to the combatant commanders |
| Administrative Chain of Command | Used to recruit, organize, train, and equip forces and runs from the President through the SecDef to the Secretaries of the Military Departments |
| Combatant Command | a command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments |
| Joint Task Force | Established when the mission has a specific limited objective. Geographical or functional. |
| Joint Force Commander | A general term applied to a CCDR, subunified commander, or JTF commander authorized to exercise combatant command (command authority) or operational control over a joint force |
| Service Component Commands | Assigned to a CCDR, consists of a Service component CDR and the Service forces that have been assigned to that CCDR |
| Functional Component Commands | CCDR’s and CDR’s of subordinate unified commands and JFC’s have the authority to establish functional component commands to control military operations |
| Combat Support Agencies | Agencies that provide combat support to joint forces. Provide CCDR’s specialized support and operate in a supporting role |
| Geographic Combatant Commands | Assigned a geographic AOR within which their missions are accomplished with assigned and/or attached forces |
| USAFRICOM | Responsible for US military relations in 53 African countries |
| USCENTCOM | Promotes cooperation among nations, responds to crises, and deters or defeats state and non-state aggression, and supports development and, when necessary, reconstruction |
| USEUCOM | Covers almost 1/5th of the planet and is responsible for US military relations with NATO and 51 countries on 2 continents |
| USNORTHCOM | Conducts homeland defense, civil support, and security cooperation to defend and secure the US and its interests |
| USPACOM | Encompasses about ½ the earth’s surface and protects and defends the territories of the US, its people, and its interests |
| USSOUTHCOM | Responsible for providing contingency planning, operations, and security cooperation for Central and South America, the Caribbean, Cuba |
| Functional Combatant Commands | Support GCC’s or may conduct assigned missions independently |
| USJFCOM | Responsible for providing mission-ready joint-capable forces and supporting the development and integration of joint, interagency, and multinational capabilities to meet the present and future operational needs of the joint force |
| USSOCOM | Oversees Special Ops Commands of the Army, AF, Navy & Marines.Conducts covert & clandestine msns like unconventional warfare, foreign internal defense, special recon, psychological ops, civil affairs, direct action, counter-terrorism & war on drugs ops |
| USTRANSCOM | The single manager of America’s global defense transportation system and is tasked with the coordination of people and transportation assets to allow the US to project and sustain forces, whenever, wherever, and for as long as they are needed |
| USSTRATCOM | Charged with space operations, information operations, missile defense, global command and control, intelligence, surveillance, and reconnaissance, global strike and strategic deterrence, and combating WMD’s |
| ACC | HQ at Langley AFB. Orgs, trains, equips & deploys combat ready forces to spt combatant commanders, operates fighter, attack, bomber, intel, surveillance and recon, conducts info ops/provides C2 Comm and intel sys to theater commanders and combat forces |
| AETC | HQ at Randolph AFB. Develops America’s Airmen today, for tomorrow. Recruits Airmen,provides BMT,technical,flying training,medical, space/missile & cyber training, and PME and degree granting professional education and training |
| AFGSC | HQ at Barksdale AFB. Develops & provides combat-ready forces for nuclear deterrence and global strike ops—safe, secure, effective—to support the POTUS and combatant commanders, organizes and trains the Air Force’s intercontinental ballistic missile wings |
| AFMC | HQ at Wright-Patterson AFB. Delivers war-winning technology, acquisition support, sustainment and expeditionary capabilities to the warfighter |
| AFRC | HQ at Robins AFB. Provides AF with 20% of its capability with only about 4% of the total AF budget, spanning a wide variety of missions, aerial spray missions, flies hurricane hunter missions for the NWS and is responsible for the IMA program |
| AFSPC | HQ at Peterson AFB. Responsible for organizing, training, and equipping mission-ready space and cyberspace forces and capabilities for North American Aerospace Defense Command, USSTRATCOM, and other combatant commanders worldwide |
| AMC | HQ at Scott AFB. Provides airlift and aerial refueling for all of America’s armed forces. They also provide Aeromedical Evacuation and Global Reach Laydown (GRL) |
| PACAF | HQ at JB Pearl Harbor-Hickam. Provides PACAF capabilities to defend the homeland, promote stability,humanitarian relief to decisive combat employment, conducts multinational exercises and host international exchange events to foster partnerships for regio |
| USAFE | HQ at Ramstein AB. Executes the US European Command mission with forward-based air power to provide forces for global operations, ensure strategic access, assure allies, deter aggression and build partnerships |
| AFSOC | HQ at Hulbert Field. Responsible to USSOCOM for the readiness of AF special operations forces to conduct the war on terrorism and to disrupt, defeat and destroy terrorist networks that threaten the US, its citizens and interests worldwide |
| Army Core Values | Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage |
| Navy/Marines Core Values | Honor, Courage, and Commitment |
| Coast Guard Core Values | Honor, Respect, Devotion to Duty |
| Feedback | the active communication process where you evaluate or judge subordinate performance and respond by either promoting a change in behavior or by reinforcing present performance |
| Counseling | a type of communication used to empower subordinates to achieve goals |
| Personal Situation Counseling | event-oriented, reactive in nature, and occurs during or after a situation |
| Performance/Professional Growth | Counseling is proactive in nature, it occurs in preparation for, or anticipation of, future events |
| Counseling Guidelines | Outline, Environment, Length of Sessions, Inform Counselees, Plan of Action |
| Counseling Approaches | Directive, Nondirective, Combined |
| Directive | Supervisor does most of the talking, makes decisions, determines the content, and assumes responsibility of the session |
| Nondirective | This puts the responsibility on the subordinate. The supervisor is there to provide information the subordinate may need. |
| Combined | The most common approach. It creates trust and emphasizes that subordinates must be responsible for planning and decision making. |
| Subordinate-Centered Communication | Active listening, responding, questioning, silence |
| Active Listening | Give full attention. Don’t just listen, try to understand the message |
| Responding | Use appropriate eye contact and gestures |
| Questioning | Question to obtain valuable information |
| Silence | Silence for a short period is an effective way to get people to open up |
| Interpersonal Communication | a face-to-face, multidirectional exchange of verbal messages and nonverbal signals between two or more people, for the purpose of gaining a shared meaning |
| Adaptability | 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 |
| Cognitive Flexibility | the ability to use different thinking strategies and mental frameworks |
| Emotional Flexibility | the ability to vary your approach to dealing with your own emotions and those of others |
| Dispositional Flexibility | the ability to remain optimistic and at the same time realistic |
| Change Management | a proactively coordinated and structured period of transition using a systematic approach that addresses planning for the change, implementing, monitoring, and controlling the change effort, and effecting the stakeholders |
| Roles in the Change Process | Change sponsors, change agents, change targets |
| Change Sponsors | Initiate change because they have the power to determine why, when, and how changes occur |
| Change Agents | Responsible for implementing change initiated by the change sponsor |
| Change Targets | The key players and stakeholders who actually undergo the change |
| Janssen’s Model of Change | Comfort, Denial, Confusion, Renewal |
| Comfort | (Stage 1) Things are routine |
| Denial | (Stage 2) Rather not deal with the new and just stay with the old |
| Confusion | (Stage 3) Accept the change and begin to grapple for ways to proceed from the known to the unknown |
| Renewal | (Stage 4) Accept the change |
| Levels of Change | Knowledge, Attitude, Individual Behavior, Group Behavior |
| Knowledge | Generally the easiest change to bring about |
| Attitude | More difficult to change because they are emotionally charged (+ or -) |
| Individual Behavior | Significantly more difficult and time-consuming than the previous levels. Habits often stand in the way of this type of change |
| Group Behavior | The most difficult to change |
| Innovators | They immediately embrace new ideas. Big picture thinkers |
| Early Adopters | Usually social and opinion leaders who are often popular, educated, and able to see a competitive advantage in adopting new ideas early |
| Early Majority | Provides an important link in the change process because they tend to represent mainstream thinking |
| Late Majority | In the middle of the curve that are hampered by feelings of insecurity and skepticism, which prevents them from taking risks |
| Laggards | The last people to embrace new ideas and they influence no one |
| Directive Change Cycle | Imposed by some external force and used with Position Power. Begins with change imposed upon the group or organization (Group, Individual Behavior, Attitudes, Knowledge) |
| Participative Change Cycle | Used with Personal Power and implemented when new knowledge is made available to the individual or group. Success is dependent upon the group’s positive attitude and commitment in the direction of the desired change (Knowledge, Attitude, Individual Behav |
| The Change Process | Unfreezing, changing, refreezing |
| Unfreezing (Phase 1) | Recognize the need for change (most neglected) |
| Changing (Phase 2) | The actual modification of technology, tasks, structure, or people (implement change) |
| Refreezing (Phase 3) | Lock in the change and establish stability (put down roots) |
| Conflict | The process that results when one person or group perceives another person or group is frustrating, or about to frustrate, an important concern |
| Destructive conflict | creates barriers to cooperation, communication, and impacts morale, diverting efforts from important tasks and issues |
| Constructive conflict | leads to solutions, resolutions, and higher levels of understanding and communication between individuals or groups. |
| Sources of Conflict | Communication, interests, structural, personal behavior, worldview |
| Communication | Failure to communicate or lack of communication |
| Interests | Perceived competition over resources, win-lose assumptions, and usually involve money, physical resources, time, procedural issues, or psychological issues. |
| Structural | Size, Participation, Line-Staff Distinctions, Rewards, Resource Interdependence |
| Personal Behavior | Values, Perceptions, and Personalities |
| Worldview | Conformity, Achievement, Tradition, Power, Universalism, Self-direction, Security |
| High Context Culture | refers to societal groups or cultures whose close connections with one another have existed for a long time |
| Low Context Culture | refers to groups and cultures where connections between members have not existed as long as those of the high context group or culture |
| 3 Things to Consider for Conflict Management | Who you’re dealing with, what the stakes are, how critical is the situation |
| Cooperation | Refers to how willing a person or group is to satisfy the other person’s or group’s needs |
| Assertiveness | Refers to how strongly a person seeks to satisfy his or her own needs |
| Competing/Forcing | Overwhelm an opponent with formal authority, threats, or the use of power (I win, you lose) |
| Collaborating | Involves an attempt to satisfy the concerns of both sides through honest discussion (I win, you win and takes a long time) |
| Compromising | Intermediate amounts of assertiveness and cooperation and strives for partial satisfaction of both parties’ desires by seeking a middle ground (Both win/lose) |
| Accommodating | Combines low assertiveness and high cooperation—the opposite of competing (I lose, you win) |
| Avoiding | Combination of low assertiveness and low cooperation leads to an avoiding style (Put off, do it later) |
| Distributive Negotiating | Assumes resources are limited, single-issue negotiations and considered zero sums. Attempting to divide, divvy, or distribute, something. Value claiming uses hardball tactics |
| Integrative Negotiating | Sees the possibility for mutually beneficial, value creating cooperation between the parties involved. Both parties are partners in the negotiation. Value creating |
| Active Listening | When you make a conscious effort to hear not only the words that another person is saying but, more importantly, to try and understand the total message being sent. |
| Active Listening Techniques | Include Minimal Encouragements, Paraphrasing, Emotion Labeling, Mirroring, Open-Ended Questions, I messages, and Effective Pauses. |
| Cooperative Negotiation Strategy | Concentrates on the problem, the process, and the relationships and falls in the integrative negotiation strategy. (Not a win, lose situation) |
| Step 1: Positions | Establish you position and estimate your counterpart’s position |
| Step 2: Interests | Prioritize your most important interest and your counterpart’s most important interest (what you want out of it) |
| Step 3: BATNA | Last step in planning phase that involves determining what you’re willing to give up |
| Step 4: Brainstorming | Using divergent thinking skills to develop ideas that will satisfy the interests you have developed (Getting the best deal possible) |
| Step 5: Solution | End result. Select the best idea |
| A Group | a gathering of persons (or objects) located together |
| A Team | a group organized to work together |
| AFDD1-1 states | that “The primary task of a military organization is to perform its mission |
| Creators | focus on the possibilities, generate new ideas and fresh concepts, and looking outside the box |
| Advancers | focus on the interaction, communicate new ideas, and carry them forward |
| Refiners | focus on the analysis, challenge all concepts, and analyze to detect flaws and potential problems |
| Executors | focus on the realization, follow up on objectives, and implement ideas and solutions |
| Flexers | can focus on everything. They are a combination of the 4 roles and adapt styles to fit needs. |
| P.E.P. Cycle | the cycle that people go through when generating new ideas. Panic is when they think they will never have a good idea. Then, they move to Elation and think they have a great idea. And lastly, without encouragement or reassurance they move back to panic |
| The “Z” Process | Where ideas go back-n-forth between the Creator-Advancer-Refiner before finally reaching the Executor |
| Team Dynamics | An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective |
| The 5 C’s of a Team | Community, Cooperation, Coordination, Communication, and Coaching |
| The 5 Common Pitfalls of a Team | Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results |
| Stages of Team Development | Forming, Storming, Norming, Performing, Adjourning & Transforming |
| Forming Stage | Transitions people from member to group status and the group tests the boundaries of acceptable behavior |
| Storming Stage | The most difficult stage for a team. The members acknowledge the intent of the team and the eventual goal. Team members begin to argue and debate the next move of the team. |
| Norming Stage | When members reconcile disputes and agree to disagree. They abandon negative and unproductive energy. Emotional conflict is squelched. |
| Performing Stage | When members have heightened morale and loyalty to the team and its success. Members work together to diagnose problems and the team is willing to share ideas freely. |
| Adjourning and Transforming Stage | When the current objective has been met and the team either disperses or begins to work on another task. |
| Human Relations | The relations between two or more people |
| Equal Opportunity and Treatment (EOT) Policy-Military | States that the AF will conduct its affairs free from unlawful discrimination, according to US laws, and to provide equal opportunity and treatment for all military members irrespective of their color, national origin, race religion, or sex. |
| Equal Employment Opportunity(EEO) Policy-Civilian | States that personnel management will be accomplished in a manner that is free from discrimination and provides equal opportunity for all applicants and employees regardless of their race, color, religion, age, sex, national origin, or handicapping condit |
| The AF Affirmative Employment Program (AEP) | Designed to facilitate opportunities for the employment and advancement of underrepresented groups in the work force, remove artificial barriers in personnel systems and practices, and eliminate discrimination by act or inference. |
| Unlawful Discrimination | Includes discrimination based on color, national origin, race, religion, or sex that is not otherwise authorized by law or regulation. |
| Personal Discrimination | Individual actions taken 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. |
| Systemic Discrimination | The action by an institution (or system) that, through its policies or procedures, deprives a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally, or unintent |
| Sexual Harassment | 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 |
| Complaint | An allegation of unlawful discrimination based on race, color, national origin, religion, or sex. |
| Equal Opportunity | The right of all persons to participate in, and benefit from, programs and activities for which they are qualified. These programs and activities shall be free from social, personal, or institutional barriers that prevent people from rising to the highest |
| Human Relations Climate | The prevailing perceptions of individuals concerning interpersonal relationships within their working, living, and social environment. |
| Prejudice | A judgment against or an opinion contrary to anything without just grounds or sufficient knowledge. |
| Stereotype | Exaggerated belief about a category of people. It rationalizes our conduct toward that category. |
| Racism | Any attitude or action of a person or institutional structure that subordinates a person or group because of race. |
| Sexism | Attitudes and beliefs that one sex is superior to another. |
| Sexual Assault | Intentional sexual contact, characterized by use of force, threats, intimidation, abuse of authority, or when the victim does not or cannot consent. It impacts the Individual, Unit, and AF. |
| Perpetrator | The criminal who assaults the victim. |
| Facilitator | A person who enable, encourages, or creates a situation or environment that allows a perpetrator to act. |
| Bystander | A person who sees the potential for a sexual assault. |
| Victim | The person assaulted by the perpetrator. |
| Restricted Reporting | Confidential, for AD military only, no law enforcement investigation, no Command involvement but has a medical exam, medical services, counseling services, and Victim advocate services. |
| Unrestricted Reporting | Not confidential, for everyone, there is a law enforcement investigation, there is Command involvement, there is a medical exam, medical services, counseling services, and Victim advocate services. |
| SARC | The first point of contact for reporting a sexual assault and is considered the center of gravity when it comes to issues of sexual assault. |
| Victim Advocates | Individuals who are specially trained to support victims of sexual assault. |
| Victim Witness Assistance Program (VWAP) | Liaisons are individuals who assist a victim during the military justice process. |
| Military Theory | The scientific, artistic, and philosophical idea or view relating to principles, methods, rules, and operations of war. |
| Unity of Command | Emphasizes that all efforts should be directed and coordinated toward a common objective under one responsible commander. |
| Objective | Pertains to directing military operations toward a defined and attainable goal that contributes to strategic, operational and tactical aims. |
| Offensive | To seize, retain, and exploit the initiative |
| Mass | Concentrates the effects of combat power at a time and place that is most advantageous to achieve decisive results. |
| Maneuver | Forces the enemy to react, allows successful friendly operations, and reduces friendly vulnerabilities. |
| Economy of Force | The carful employment and distribution of forces. |
| Security | To never permit the enemy to acquire unexpected advantage. |
| Surprise | Leverages the security principle by attacking the enemy at a time, place, or in a manner for which they are not prepared. |
| Simplicity | Calls for avoiding unnecessary complexity in organizing, preparing, planning, and conducting military operations. |
| Basic Doctrine | Foundation of all other doctrines and sets the tone and vision for future doctrine development. It provides a broad, fundamental, an continual guidance on how US forces are organized, trained, equipped, sustained, and employed. Changes less rapidly than |
| Operational Doctrine | Describes a more detailed organization of forces and applies the principles of basic doctrine to military actions. |
| Tactical Doctrine | Describes the proper employment of specific AF assets, individually or in concert with other assets, to accomplish detailed objectives. It is codified as tactics, techniques, and procedures in AFTTP 3- Series manuals. Changes the quickest out of the 3 d |
| National Security Strategy | The policy of the US to seek and support democratic movements and institutions in every nation and culture, with the ultimate goal of ending tyranny in our world. To achieve this we must apply strategic approach in 4 national interests: Security, Prospe |
| National Defense Strategy | Protects the American people through 5 key objectives: Defend the Homeland, Win the Long War, Promote Security, Deter Conflict, and Win our Nation’s Wars. |
| National Military Strategy | Derives objectives, missions, and capability requirements from an analysis of the NSS, the NDS, and the security environment. NMS establishes 3 military objectives: Protect the US against External Attacks and Aggression, Prevent Conflict and Surprise Att |
| Crisis | An incident or situation involving a threat to a nation, its territories, citizens, military forces, possessions, or vital interests that develops rapidly and creates a condition of diplomatic, economic, political, or military importance that commitment o |
| Contingency | An anticipated situation that likely would involve military forces in response to natural and man-made disasters, terrorists, subversives, military operations by foreign powers, or other situations as directed by the President or SecDef. |
| Joint Campaign | A series of related major operations aimed at achieving strategic and operational objectives within a given time and space in which elements of two or more military departments participate. |
| Traditional Warfare | A confrontation between nation-states or coalitions/alliances of nation-states. |
| Irregular Warfare | A violent struggle among state and non-state actors for legitimacy and influence over the relevant populations. |
| Tactical actions | Battles, engagements, and or strikes conducted by combat forces of a single or a JIIM, coordinated in time and place, to achieve strategic or operational objectives in an operational area. Tactics are at once both a science and an art. |
| Workplace Violence | Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that cause fear for personal safety and/or involve a substantial risk of physical or emotional harm to individuals, or damage |
| Assault | A violent physical or verbal attack, an unlawful threat, or an attempt to do violence or harm. |
| Aggravated Assault | Causing serious physical injury to another. |
| Inaction | Not taking action against workplace violence when warning signs are evident. |
| Zero tolerance policy | States that severe disciplinary action will be taken against individuals engaged in workplace violence or threats of workplace violence. |
| Workplace bullying | The repeated, unreasonable, and unwanted actions against individuals or groups with the intent to harass, intimidate, or degrade. Abuse or misuse of power considered psychological violence. |
| Proactive Steps to Prevent Violence in the Workplace | Physical Security Measures, Pre-assignment Screening, Training, Evaluation |
| AFSO21 | Focuses on generating efficiencies and improving combat capabilities across the AF and applies to all processes associated with the AF mission. |
| AFSO21 5 Desired Effects | Increase productivity of our people, Increase critical equipment availability rates, Improve response time and agility, Sustain safe and reliable operations, Improve energy efficiency |
| AFSO21 3 Levels of Priority | Just do it, Rapid Improvement Events, High Value Initiative |
| Just Do It | Quick fix or simple answer to an obstacle in a process. Done by 1 person |
| Rapid Improvement Events (RIE) | Last about a week and apply a series of problem solving steps. |
| High Value Initiative (HVI) | Produce significant returns and require 4-6 months to successfully define and implement the required process changes. |
| Decision making | The cognitive process that results in the selection of a course of action from among several alternative scenarios. |
| System 1 (Reactive Thinking) | Relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (discovering solutions for self) to arrive quickly and confidently at judgments. Usually familiar situations that require immediate action. |
| System 2 (Reflective Thinking) | Broad and informed problem solving and deliberate decision-making. Usually unfamiliar situations when there is time for more planning and comprehensive consideration. (Done before System 1) |
| Decision Making Process | Situation appraisal, problem analysis, decision analysis, potential problem analysis |
| Situation Appraisal | Used to separate, clarify, and prioritize concerns. When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice. |
| Problem Analysis | To find the cause of a positive or negative deviation, we would conduct a problem analysis. Through this analysis, we may find people, machinery, systems, or processes that are not performing as expected. Problem Analysis points to the relevant informatio |
| Decision Analysis | A systematic procedure based on the thinking pattern that we all use when making choices. When the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balanc |
| Potential Problem Analysis | To protect actions or plans, we would use a potential problem analysis. When a project simply must go well, risk is high, or myriad things could go wrong, Potential Problem Analysis reveals the driving factors and identifies ways to lower risk. |
| OODA Loop | Individual approach to problem solving (Observe, Orient, Decide, Act) |
| Observe | Determine there is a problem and why there is a problem |
| Orient | Set goals and determine the root cause of the problem |
| Decide | Decide the appropriate course of action |
| Act | Implement new processes and monitor/analyze progress and effectiveness of solutions |
| Nuclear Deterrence | The product of three inter-related factors which are a nation’s capability, multiplied by its will, multiplied by other’s perceptions of that capability and will. Capability x Will x Perception = Deterrence |
| Nuclear Weapon State (NWS) | A nation which has manufactured and exploded a nuclear weapon or other nuclear explosive device prior to 1 Jan 1967 |
| Proliferation | Includes activities by non-members of the NPT to secure, transport, and employs WMD |
| Non-proliferation | Includes actions by members of the NPT to detect, secure, and dispose of these weapons |
| Non-Nuclear Weapon State (NNWS) | A nation that hadn’t produced a nuclear weapon before 1 Jan 1967 |
| Nuclear Surety | Applies to all nuclear-related materials, personnel, and procedures to ensure no nuclear accidents, incidents, loss, theft, or unauthorized or accidental employments occur. Three key elements of nuclear surety are safety, security, and reliability. |
| Safety | The application of engineering and management principles, criteria, and techniques to protect nuclear weapons against the risks and threats inherent in their environments within the constraints of operational effectiveness, time, and cost throughout all p |
| Security | The total spectrum of procedures, facilities, equipment, and personnel employed to provide the protection against loss of custody, theft, or diversion of a nuclear weapon system, the protection against unauthorized access, and the protection against unaut |
| Nuclear Weapons System Reliability | Maintained through an exhaustive testing, inspection, and maintenance program to guarantee the weapons will work if ever called upon. |
| Individual Reliability | PRP and Two-person concept |
| PRP | Ensures that only those persons whose behavior demonstrates integrity, reliability, trustworthiness, allegiance, and loyalty to the US shall be allowed to perform duties associated with nuclear weapons. |
| Two-Person Concept | Requires the presence at all times of at least two persons, each certified PRP, knowledgeable and capable to perform the task at hand. |
| Nuclear Enterprise | Consists of people, processes, procedures, and systems to conduct, execute, and support nuclear weapon systems and operations. (Total Capabilities) |
| Nuclear Weapons Related Material (NWRM) | Select nuclear combat delivery system components and use control equipment that are designed sensitive, or needed to maintain and protect system integrity. |
| Weapons Storage Areas (WSAs) | Heavily secured areas, inside the perimeter of a base, where nuclear weapons are stored and maintained in weapon (igloo) bunkers. |
| Prime Nuclear Airlift Force (PNAF) | Any aircrew, aircraft, flightline, or other function that provides peacetime support of logistical airlift for nuclear weapons. |
| Weapons Storage Security System (WS3) | A system including electronic controls and vaults built into the floors of Protective Aircraft Shelters (PAS) |
| Nuclear Employment | Requires explicit orders from the President of the United States |
| New triad | Has much more, consisting of strategic offensive and defensive capabilities that include nuclear and non-nuclear strike capabilities, active and passive defenses, and a robust research, development, and industrial infrastructure to develop, build, and mai |
| Nuclear Calamity | The misshipment of sensitive missile components or the unauthorized movement of nuclear weapons |
| Culture and Heritage | set of shared attitudes, values, goals and practices that characterizes a company or an organization |
| Heritage | “something transmitted by or acquired from a predecessor” |
| Other influences on Culture and Heritage include | Air Force in the Profession of Arms, Traditions and History, Military Culture and Airmanship and Norms of Conduct and Professional Standards |
| Diversity | composite of individual characteristics, experiences and abilities consistent with the Air Force Mission and Core Values |
| Primary Dimensions | are characteristics we cannot change (Gender, age, race, Sexual Affection/orientation, Mental and Physical abilities/qualities, Ethnicity/Culture) |
| Secondary Dimensions | characteristics we can change (Work ethic, income, marital status, experience, religious and philosophical beliefs, personality, education, strengths, language abilities, temperaments) |
| EO | refers to legal and regulatory mandates prohibiting discriminations based on race, color, sex, national origin, religion, age, disability, and reprisal |
| AA | refers to voluntary or mandated programs developed for the purpose of overcoming imbalances in the workforce that affect designated groups, such as, minority groups, women, veterans, and disabled |
| Social Sensitivity | Through interpersonal communication Airmen must develop a keen awareness and understanding of others’ emotions, feelings, personalities, temperaments, strengths, cultural differences, values, and beliefs |
| 5 Characteristics of a Diversity Supportive Organization | Act Proactively, Leadership-Driven, Encourage Ownership of Initiatives, Think Inclusively and Mainstream Diversity |
| Socio-Behavioral Tendencies (SBT’s) | thought processes we use to help make sense of the world we live in. (Assumptions, Stereotypes, Social Biases, Perceptions, Perspectives, and Collusion are SBT’s that create Prejudices, which lead to Discrimination) |
| FAIR Way | Feedback, Assistance, Inclusion, Respect |
| The heart of the FAIR Way is | the free flow of open two way communication |
| Wingman Concepts | Ask your Wingman, Care for your Wingman, Escort your Wingman |
| 4-Dimensions of Wellness | Physical Health, Emotional Health, Spiritual Health, Social Health |
| Suicide Awareness | The heightened individual and community awareness of suicide, suicide risk factors, and the fact that suicide is only the tip of the iceberg of psychosocial problems. |
| Risk Factors | Include relationship difficulties, substance abuse, legal, financial, medical, mental health, and occupational problems, along with depression, social isolation, and previous suicide threats/gestures, which may increase the probability of self-harm. |
| Suicide Prevention | A community based approach that includes family, friends, and many different professional and social service providers, committed to reducing suicide. |
| Macronutrients | chemicals found in large quantities in our food that we need to live and grow |
| Micronutrients | needed by the body in much smaller amounts than macronutrients |
| Functional Training | Any exercise that has a direct relationship to the activities of daily life |
| Form Over Speed and Intensity (FOSI) | ensures motor skills are developed before speed and intensity, ensures safety |
| High Intensity Exercise Endurance (HIEE) | the application of maximal physical effort systematically applied to a technically developed motor skill |
| Functional Endurance Intensity (FEI) | functional workouts with high intensity exercises |
| Airmanship | refers to all Airmen, skilled practitioners and combatants of air, space, and cyberspace warfare |
| The Oath of Enlistment | instills a sense of meaning and purpose within each member of the Armed Forces. |
| The Profession of Arms | means to ensure national security, protect America’s citizens, preserve the American way of life, safeguard America’s future and place our country’s and services needs above our own. |
| Progressive Professionalism (P2) | levels of professionalism |
| Direction, Discipline, and Recognition (DDR) | is the foundation of P2 and is critical to our progression and self-development as professionals. |
| The Air Force Core Values | our inner voice of self-control and the basis for the trust imperative in today’s military. |
| Warrior Ethos | a tenacious mentality ignited by a hardiness of spirit, courage and resiliency |
| Hardiness of Spirit | the stout internal force that can be used to get through challenging times mentally or physically |
| Courage | the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty |
| Moral Courage | the power and determination to follow what one believes to be right, regardless of cost to one’s self |
| Physical Courage | is the observable actions one takes when faced with fear, pain, uncertainty, or danger |
| Resiliency | one’s ability to withstand, recover and grow in the face of stressors and changing demands |
| Drug | any controlled substance, or any intoxicating substance, other than alcohol, that is inhaled, injected, consumed, or introduced into the body in any manner to alter mood or function. |
| Substance abuse | the use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol. |
| Prevention | one way leaders can ensure Airmen adhere to set standards |
| Ways leaders can prevent substance abuse issues | Environment, Setting the Example, Documentation and Actions |
| Methods to ID Substance Abusers | Self ID, Commander referrals, Medical ID, Substance Related Incident and Drug Testing |
| Consequences of Stress | Physiological Symptoms, Psychological Symptoms, and Behavioral Symptoms |
| Stress Management Strategies | Individual approaches, organizational approaches and wellness programs |
| Strength Based Leadership Philosophy | recognizes talents and strengths |
| Four Domains of Leadership Strengths | Executing, Relationship Building, Strategic Thinking, and Influencing |
| Followers Four Basic Needs | Trust, Compassion, Stability, Hope |
| Blind Spots | An aspect of our personality that is not known to self but is apparent to others |
| Johari’s Window | A matrix of 4 quadrants used to determine how you typically operate as levels of self -awareness and other’s awareness of you change |
| Resource Stewardship | the careful and responsible management of resources under one’s control |
| Budget Process | a perpetual cycle of planning, programming, revising, adjusting, and spending that lasts one FY from 1 Oct to 30 Sep and is divided into quarters |
| Financial Execution Plan | must be developed and approved prior to 30 Sep in order to be ready to implement on 1 Oct for the new fiscal year |
| 1st Quarter | Funds allocated, Cost Centers begin working 1st BER, 25% of budget spent/obligated. |
| 2nd Quarter | RA Submits 1st BER in Jan, Cost Centers submit inputs for next FY’s FEP, 50% of budget spent/obligated |
| 3rd Quarter | Cost Centers submit updated/revised BER and 2nd BER occurs in May, 75% of budget spent/obligated |
| 4th Quarter | EOY FY closeout begins and runs until midnight, 30 Sep, 15 Sep Congress approves next FY budget, FY ends, 100% of budget spent |
| Antideficiency Act | a law where Congress exercises its constitutional control over the public purse |
| Four manpower competencies | organization structure, program allocation and control, requirements determination and performance management |
| Be the N.C.O | Nurture, champion and ownership |
| Strategic Communication | to understand and engage key audiences in order to advance the US Government interests, policies, and objectives |
| Purpose of Strategic Communication | to influence particular audiences |
| Cross Cultural Awareness | can reduce battlefield friction, the fog of war and improve the military’s ability to accomplish its mission by providing insight into the intent of the groups in the battlespace, thus allowing military leaders to outthink and out maneuver them |
| Culture | a shared set of traditions, belief systems and behaviors |
| Cultural Diversity | is the variety of human societies or cultures in a specific region, or in the world as a whole |
| Values | reflect how people see relationships, the world, and themselves and can vary significantly across cultures |
| High Context | refers to societies or groups where people have close connections over a long period of time |
| Low Context | refers to societies where people tend to have many connections but of shorter duration or for some specific reason |
| Cross Cultural Competency (3C) | the ability to comprehend quickly and then act appropriately to attain desired results in culturally diverse environments, even though you may not necessarily have prior exposure to the particular society and its unique culture |
| AF 3C Model | how you influence your environment through active learning approaches (education, training and experience) |
| 12 Domains of Culture | broad categories under which humans commonly organize cultural knowledge, belief and behavior |
| 12 Domains of Culture | Family & Kinship, Religion & Spirituality, Sex & Gender, Political & Social Relations, Economics & Resources, Time & Space, Language & Communications, Technology & Material, History & Myth, Sustenance & Health, Aesthetics & Recreation,Learning & Knowledge |
| Follower | one in the service of another, one that follows the opinions or teachings of another, one that imitates another |
| 5 Qualities of Effective Followership | Self-Management, Committed, Competent, Integrity, and Initiative |
| Feedback | to offer or suggest information or ideas as a reaction from an inquiry |
| Advice | an opinion or recommendation offered as a guide to action or conduct |
| Diagnose, Adapt and Communicate (DAC) | used to ensure mission accomplishment and to develop and inspire others within the unit |
| Power | the ability or potential to influence decisions and control resources |
| 4 Types of Position Power | Coercive, Connection, Reward and Legitimate |
| Coercive Power | Deals with a leader’s perceived ability to provide sanctions, punishment, or consequences for not performing |
| Connection Power | Comes from the perception of the leader’s association with people of influence inside or outside of the organization |
| Reward Power | Deals with leaders who are able to provide things that people like |
| Legitimate Power | Comes from a leader’s title, role, or position within the organization itself |
| Personal Power | 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 |
| 3 Types of Personal Power | Referent, Information and Expert |
| Referent Power | Based largely on a leader’s personal traits. Likeable and charismatic. |
| Information Power | Based on a leader’s access to data and information that is important to others |
| Expert Power | Leaders gain power and the ability to influence through their education, experience, and job knowledge |
| 5 Contemporary Motivational theories | ABC’s of Behavior, X & Y Theory, Hierarchy of Needs, Expectation Theory, and Motivational Profile Theory |
| Membership level | Gives time to organization out of dependency. For themselves. |
| Performance level | More involved in organization as long as they are recognized. Complain about problems in the organization and may or may not offer solutions. |
| Involvement level | Performing for their own reasons. Motivation comes from within. Produce good quality work because they enjoy what they do. |
| Types of Rewards | System Level, Supervisory or Personal |
| Ethical Leadership | combines ethical decision-making and ethical behavior to make ethical decisions and behave in ethical ways |
| Values | core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others |
| Morals | values that we attribute to a system of beliefs that help us define right from wrong, good vs bad |
| Ethics | a set of standards of conduct that guide decisions and actions based on duties derived from core values |
| Military Ethics | deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment |
| Ethical Relativism | 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 |
| Categorical Imperative | an absolute, unconditional requirement that is both required and justified as an end in itself |
| Ethical Dilemma | a situation where one is forced to choose between two alternatives |
| USAF Ethical Codes | make it possible for NCO’s to make proper ethical decisions and behave in an ethical manner in any given situation. (AFI 36-2618, Airman’s Creed, PDG, Code of Conduct, etc…) |
| 3 O’s | Owing, ordering, and oughting (know who and what we owe, display proper ordering and understand what Airmen should do or ought to do) |
| 3 P’s | Principle, purpose, and people (telling the truth first, completing the mission and people last) |
| 3 R’s | Rules, results, and realities (Gives ethical guidance, dealing with the consequences and recognizing the importance of the situation) |
| 3 D’s | Discern, declare, and do (discern the truth, declare the truth and do what we discerned and declared) |
| Ethical Traps | confuse or make you uncertain as to what action or behavior should be taken (Ethical relativism, loyalty syndrome, worry over image and drive for success) |
| Ethical Relativism | making decisions based on personal values/beliefs rather than on military rules, regulations, and codes of conduct |
| Loyalty Syndrome | making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct |
| Worry over Image | 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 codes of conduct |
| Drive for Success | making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct |
| Dr. Toner’s 6 Tests | The Shame Test, The Community Test, The Legal Test, The Situation Test, The Consequences Test, and The God Test |
| Prudence First, Justice Second principle | doing things just because you can rather than considering the circumstances or what’s right |
| National forces Security Act of 1947 | created the National Security Council (NSC) |
| JCS consists of | CJCS, VCJCS, and the Service Chiefs of the 4 military branches |
| CJCS | the principal military advisor to the President, the NSC, and the SecDef |
| Operational Chain of Command | used to employ forces and runs from the President, through the SecDef, to the combatant commanders |
| Administrative Chain of Command | Used to recruit, organize, train, and equip forces and runs from the President through the SecDef to the Secretaries of the Military Departments |
| Combatant Command | a command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments |
| Joint Task Force | Established when the mission has a specific limited objective. Geographical or functional. |
| Joint Force Commander | A general term applied to a CCDR, subunified commander, or JTF commander authorized to exercise combatant command (command authority) or operational control over a joint force |
| Service Component Commands | Assigned to a CCDR, consists of a Service component CDR and the Service forces that have been assigned to that CCDR |
| Functional Component Commands | CCDR’s and CDR’s of subordinate unified commands and JFC’s have the authority to establish functional component commands to control military operations |
| Combat Support Agencies | Agencies that provide combat support to joint forces. Provide CCDR’s specialized support and operate in a supporting role |
| Geographic Combatant Commands | Assigned a geographic AOR within which their missions are accomplished with assigned and/or attached forces |
| USAFRICOM | Responsible for US military relations in 53 African countries |
| USCENTCOM | Promotes cooperation among nations, responds to crises, and deters or defeats state and non-state aggression, and supports development and, when necessary, reconstruction |
| USEUCOM | Covers almost 1/5th of the planet and is responsible for US military relations with NATO and 51 countries on 2 continents |
| USNORTHCOM | Conducts homeland defense, civil support, and security cooperation to defend and secure the US and its interests |
| USPACOM | Encompasses about ½ the earth’s surface and protects and defends the territories of the US, its people, and its interests |
| USSOUTHCOM | Responsible for providing contingency planning, operations, and security cooperation for Central and South America, the Caribbean, Cuba |
| Functional Combatant Commands | Support GCC’s or may conduct assigned missions independently |
| USJFCOM | Responsible for providing mission-ready joint-capable forces and supporting the development and integration of joint, interagency, and multinational capabilities to meet the present and future operational needs of the joint force |
| USSOCOM | Oversees Special Ops Commands of the Army, AF, Navy & Marines.Conducts covert & clandestine msns like unconventional warfare, foreign internal defense, special recon, psychological ops, civil affairs, direct action, counter-terrorism & war on drugs ops |
| USTRANSCOM | The single manager of America’s global defense transportation system and is tasked with the coordination of people and transportation assets to allow the US to project and sustain forces, whenever, wherever, and for as long as they are needed |
| USSTRATCOM | Charged with space operations, information operations, missile defense, global command and control, intelligence, surveillance, and reconnaissance, global strike and strategic deterrence, and combating WMD’s |
| ACC | HQ at Langley AFB. Orgs, trains, equips & deploys combat ready forces to spt combatant commanders, operates fighter, attack, bomber, intel, surveillance and recon, conducts info ops/provides C2 Comm and intel sys to theater commanders and combat forces |
| AETC | HQ at Randolph AFB. Develops America’s Airmen today, for tomorrow. Recruits Airmen,provides BMT,technical,flying training,medical, space/missile & cyber training, and PME and degree granting professional education and training |
| AFGSC | HQ at Barksdale AFB. Develops & provides combat-ready forces for nuclear deterrence and global strike ops—safe, secure, effective—to support the POTUS and combatant commanders, organizes and trains the Air Force’s intercontinental ballistic missile wings |
| AFMC | HQ at Wright-Patterson AFB. Delivers war-winning technology, acquisition support, sustainment and expeditionary capabilities to the warfighter |
| AFRC | HQ at Robins AFB. Provides AF with 20% of its capability with only about 4% of the total AF budget, spanning a wide variety of missions, aerial spray missions, flies hurricane hunter missions for the NWS and is responsible for the IMA program |
| AFSPC | HQ at Peterson AFB. Responsible for organizing, training, and equipping mission-ready space and cyberspace forces and capabilities for North American Aerospace Defense Command, USSTRATCOM, and other combatant commanders worldwide |
| AMC | HQ at Scott AFB. Provides airlift and aerial refueling for all of America’s armed forces. They also provide Aeromedical Evacuation and Global Reach Laydown (GRL) |
| PACAF | HQ at JB Pearl Harbor-Hickam. Provides PACAF capabilities to defend the homeland, promote stability,humanitarian relief to decisive combat employment, conducts multinational exercises and host international exchange events to foster partnerships for regio |
| USAFE | HQ at Ramstein AB. Executes the US European Command mission with forward-based air power to provide forces for global operations, ensure strategic access, assure allies, deter aggression and build partnerships |
| AFSOC | HQ at Hulbert Field. Responsible to USSOCOM for the readiness of AF special operations forces to conduct the war on terrorism and to disrupt, defeat and destroy terrorist networks that threaten the US, its citizens and interests worldwide |
| Army Core Values | Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage |
| Navy/Marines Core Values | Honor, Courage, and Commitment |
| Coast Guard Core Values | Honor, Respect, Devotion to Duty |
| Feedback | the active communication process where you evaluate or judge subordinate performance and respond by either promoting a change in behavior or by reinforcing present performance |
| Counseling | a type of communication used to empower subordinates to achieve goals |
| Personal Situation Counseling | event-oriented, reactive in nature, and occurs during or after a situation |
| Performance/Professional Growth | Counseling is proactive in nature, it occurs in preparation for, or anticipation of, future events |
| Counseling Guidelines | Outline, Environment, Length of Sessions, Inform Counselees, Plan of Action |
| Counseling Approaches | Directive, Nondirective, Combined |
| Directive | Supervisor does most of the talking, makes decisions, determines the content, and assumes responsibility of the session |
| Nondirective | This puts the responsibility on the subordinate. The supervisor is there to provide information the subordinate may need. |
| Combined | The most common approach. It creates trust and emphasizes that subordinates must be responsible for planning and decision making. |
| Subordinate-Centered Communication | Active listening, responding, questioning, silence |
| Active Listening | Give full attention. Don’t just listen, try to understand the message |
| Responding | Use appropriate eye contact and gestures |
| Questioning | Question to obtain valuable information |
| Silence | Silence for a short period is an effective way to get people to open up |
| Interpersonal Communication | a face-to-face, multidirectional exchange of verbal messages and nonverbal signals between two or more people, for the purpose of gaining a shared meaning |
| Adaptability | 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 |
| Cognitive Flexibility | the ability to use different thinking strategies and mental frameworks |
| Emotional Flexibility | the ability to vary your approach to dealing with your own emotions and those of others |
| Dispositional Flexibility | the ability to remain optimistic and at the same time realistic |
| Change Management | a proactively coordinated and structured period of transition using a systematic approach that addresses planning for the change, implementing, monitoring, and controlling the change effort, and effecting the stakeholders |
| Roles in the Change Process | Change sponsors, change agents, change targets |
| Change Sponsors | Initiate change because they have the power to determine why, when, and how changes occur |
| Change Agents | Responsible for implementing change initiated by the change sponsor |
| Change Targets | The key players and stakeholders who actually undergo the change |
| Janssen’s Model of Change | Comfort, Denial, Confusion, Renewal |
| Comfort | (Stage 1) Things are routine |
| Denial | (Stage 2) Rather not deal with the new and just stay with the old |
| Confusion | (Stage 3) Accept the change and begin to grapple for ways to proceed from the known to the unknown |
| Renewal | (Stage 4) Accept the change |
| Levels of Change | Knowledge, Attitude, Individual Behavior, Group Behavior |
| Knowledge | Generally the easiest change to bring about |
| Attitude | More difficult to change because they are emotionally charged (+ or -) |
| Individual Behavior | Significantly more difficult and time-consuming than the previous levels. Habits often stand in the way of this type of change |
| Group Behavior | The most difficult to change |
| Innovators | They immediately embrace new ideas. Big picture thinkers |
| Early Adopters | Usually social and opinion leaders who are often popular, educated, and able to see a competitive advantage in adopting new ideas early |
| Early Majority | Provides an important link in the change process because they tend to represent mainstream thinking |
| Late Majority | In the middle of the curve that are hampered by feelings of insecurity and skepticism, which prevents them from taking risks |
| Laggards | The last people to embrace new ideas and they influence no one |
| Directive Change Cycle | Imposed by some external force and used with Position Power. Begins with change imposed upon the group or organization (Group, Individual Behavior, Attitudes, Knowledge) |
| Participative Change Cycle | Used with Personal Power and implemented when new knowledge is made available to the individual or group. Success is dependent upon the group’s positive attitude and commitment in the direction of the desired change (Knowledge, Attitude, Individual Behav |
| The Change Process | Unfreezing, changing, refreezing |
| Unfreezing (Phase 1) | Recognize the need for change (most neglected) |
| Changing (Phase 2) | The actual modification of technology, tasks, structure, or people (implement change) |
| Refreezing (Phase 3) | Lock in the change and establish stability (put down roots) |
| Conflict | The process that results when one person or group perceives another person or group is frustrating, or about to frustrate, an important concern |
| Destructive conflict | creates barriers to cooperation, communication, and impacts morale, diverting efforts from important tasks and issues |
| Constructive conflict | leads to solutions, resolutions, and higher levels of understanding and communication between individuals or groups. |
| Sources of Conflict | Communication, interests, structural, personal behavior, worldview |
| Communication | Failure to communicate or lack of communication |
| Interests | Perceived competition over resources, win-lose assumptions, and usually involve money, physical resources, time, procedural issues, or psychological issues. |
| Structural | Size, Participation, Line-Staff Distinctions, Rewards, Resource Interdependence |
| Personal Behavior | Values, Perceptions, and Personalities |
| Worldview | Conformity, Achievement, Tradition, Power, Universalism, Self-direction, Security |
| High Context Culture | refers to societal groups or cultures whose close connections with one another have existed for a long time |
| Low Context Culture | refers to groups and cultures where connections between members have not existed as long as those of the high context group or culture |
| 3 Things to Consider for Conflict Management | Who you’re dealing with, what the stakes are, how critical is the situation |
| Cooperation | Refers to how willing a person or group is to satisfy the other person’s or group’s needs |
| Assertiveness | Refers to how strongly a person seeks to satisfy his or her own needs |
| Competing/Forcing | Overwhelm an opponent with formal authority, threats, or the use of power (I win, you lose) |
| Collaborating | Involves an attempt to satisfy the concerns of both sides through honest discussion (I win, you win and takes a long time) |
| Compromising | Intermediate amounts of assertiveness and cooperation and strives for partial satisfaction of both parties’ desires by seeking a middle ground (Both win/lose) |
| Accommodating | Combines low assertiveness and high cooperation—the opposite of competing (I lose, you win) |
| Avoiding | Combination of low assertiveness and low cooperation leads to an avoiding style (Put off, do it later) |
| Distributive Negotiating | Assumes resources are limited, single-issue negotiations and considered zero sums. Attempting to divide, divvy, or distribute, something. Value claiming uses hardball tactics |
| Integrative Negotiating | Sees the possibility for mutually beneficial, value creating cooperation between the parties involved. Both parties are partners in the negotiation. Value creating |
| Active Listening | When you make a conscious effort to hear not only the words that another person is saying but, more importantly, to try and understand the total message being sent. |
| Active Listening Techniques | Include Minimal Encouragements, Paraphrasing, Emotion Labeling, Mirroring, Open-Ended Questions, I messages, and Effective Pauses. |
| Cooperative Negotiation Strategy | Concentrates on the problem, the process, and the relationships and falls in the integrative negotiation strategy. (Not a win, lose situation) |
| Step 1: Positions | Establish you position and estimate your counterpart’s position |
| Step 2: Interests | Prioritize your most important interest and your counterpart’s most important interest (what you want out of it) |
| Step 3: BATNA | Last step in planning phase that involves determining what you’re willing to give up |
| Step 4: Brainstorming | Using divergent thinking skills to develop ideas that will satisfy the interests you have developed (Getting the best deal possible) |
| Step 5: Solution | End result. Select the best idea |
| A Group | a gathering of persons (or objects) located together |
| A Team | a group organized to work together |
| AFDD1-1 states | that “The primary task of a military organization is to perform its mission |
| Creators | focus on the possibilities, generate new ideas and fresh concepts, and looking outside the box |
| Advancers | focus on the interaction, communicate new ideas, and carry them forward |
| Refiners | focus on the analysis, challenge all concepts, and analyze to detect flaws and potential problems |
| Executors | focus on the realization, follow up on objectives, and implement ideas and solutions |
| Flexers | can focus on everything. They are a combination of the 4 roles and adapt styles to fit needs. |
| P.E.P. Cycle | the cycle that people go through when generating new ideas. Panic is when they think they will never have a good idea. Then, they move to Elation and think they have a great idea. And lastly, without encouragement or reassurance they move back to panic |
| The “Z” Process | Where ideas go back-n-forth between the Creator-Advancer-Refiner before finally reaching the Executor |
| Team Dynamics | An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective |
| The 5 C’s of a Team | Community, Cooperation, Coordination, Communication, and Coaching |
| The 5 Common Pitfalls of a Team | Absence of Trust, Fear of Conflict, Lack of Commitment, Avoidance of Accountability, and Inattention to Results |
| Stages of Team Development | Forming, Storming, Norming, Performing, Adjourning & Transforming |
| Forming Stage | Transitions people from member to group status and the group tests the boundaries of acceptable behavior |
| Storming Stage | The most difficult stage for a team. The members acknowledge the intent of the team and the eventual goal. Team members begin to argue and debate the next move of the team. |
| Norming Stage | When members reconcile disputes and agree to disagree. They abandon negative and unproductive energy. Emotional conflict is squelched. |
| Performing Stage | When members have heightened morale and loyalty to the team and its success. Members work together to diagnose problems and the team is willing to share ideas freely. |
| Adjourning and Transforming Stage | When the current objective has been met and the team either disperses or begins to work on another task. |
| Human Relations | The relations between two or more people |
| Equal Opportunity and Treatment (EOT) Policy-Military | States that the AF will conduct its affairs free from unlawful discrimination, according to US laws, and to provide equal opportunity and treatment for all military members irrespective of their color, national origin, race religion, or sex. |
| Equal Employment Opportunity(EEO) Policy-Civilian | States that personnel management will be accomplished in a manner that is free from discrimination and provides equal opportunity for all applicants and employees regardless of their race, color, religion, age, sex, national origin, or handicapping condit |
| The AF Affirmative Employment Program (AEP) | Designed to facilitate opportunities for the employment and advancement of underrepresented groups in the work force, remove artificial barriers in personnel systems and practices, and eliminate discrimination by act or inference. |
| Unlawful Discrimination | Includes discrimination based on color, national origin, race, religion, or sex that is not otherwise authorized by law or regulation. |
| Personal Discrimination | Individual actions taken 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. |
| Systemic Discrimination | The action by an institution (or system) that, through its policies or procedures, deprives a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally, or unintent |
| Sexual Harassment | 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 |
| Complaint | An allegation of unlawful discrimination based on race, color, national origin, religion, or sex. |
| Equal Opportunity | The right of all persons to participate in, and benefit from, programs and activities for which they are qualified. These programs and activities shall be free from social, personal, or institutional barriers that prevent people from rising to the highest |
| Human Relations Climate | The prevailing perceptions of individuals concerning interpersonal relationships within their working, living, and social environment. |
| Prejudice | A judgment against or an opinion contrary to anything without just grounds or sufficient knowledge. |
| Stereotype | Exaggerated belief about a category of people. It rationalizes our conduct toward that category. |
| Racism | Any attitude or action of a person or institutional structure that subordinates a person or group because of race. |
| Sexism | Attitudes and beliefs that one sex is superior to another. |
| Sexual Assault | Intentional sexual contact, characterized by use of force, threats, intimidation, abuse of authority, or when the victim does not or cannot consent. It impacts the Individual, Unit, and AF. |
| Perpetrator | The criminal who assaults the victim. |
| Facilitator | A person who enable, encourages, or creates a situation or environment that allows a perpetrator to act. |
| Bystander | A person who sees the potential for a sexual assault. |
| Victim | The person assaulted by the perpetrator. |
| Restricted Reporting | Confidential, for AD military only, no law enforcement investigation, no Command involvement but has a medical exam, medical services, counseling services, and Victim advocate services. |
| Unrestricted Reporting | Not confidential, for everyone, there is a law enforcement investigation, there is Command involvement, there is a medical exam, medical services, counseling services, and Victim advocate services. |
| SARC | The first point of contact for reporting a sexual assault and is considered the center of gravity when it comes to issues of sexual assault. |
| Victim Advocates | Individuals who are specially trained to support victims of sexual assault. |
| Victim Witness Assistance Program (VWAP) | Liaisons are individuals who assist a victim during the military justice process. |
| Military Theory | The scientific, artistic, and philosophical idea or view relating to principles, methods, rules, and operations of war. |
| Unity of Command | Emphasizes that all efforts should be directed and coordinated toward a common objective under one responsible commander. |
| Objective | Pertains to directing military operations toward a defined and attainable goal that contributes to strategic, operational and tactical aims. |
| Offensive | To seize, retain, and exploit the initiative |
| Mass | Concentrates the effects of combat power at a time and place that is most advantageous to achieve decisive results. |
| Maneuver | Forces the enemy to react, allows successful friendly operations, and reduces friendly vulnerabilities. |
| Economy of Force | The carful employment and distribution of forces. |
| Security | To never permit the enemy to acquire unexpected advantage. |
| Surprise | Leverages the security principle by attacking the enemy at a time, place, or in a manner for which they are not prepared. |
| Simplicity | Calls for avoiding unnecessary complexity in organizing, preparing, planning, and conducting military operations. |
| Basic Doctrine | Foundation of all other doctrines and sets the tone and vision for future doctrine development. It provides a broad, fundamental, an continual guidance on how US forces are organized, trained, equipped, sustained, and employed. Changes less rapidly than |
| Operational Doctrine | Describes a more detailed organization of forces and applies the principles of basic doctrine to military actions. |
| Tactical Doctrine | Describes the proper employment of specific AF assets, individually or in concert with other assets, to accomplish detailed objectives. It is codified as tactics, techniques, and procedures in AFTTP 3- Series manuals. Changes the quickest out of the 3 d |
| National Security Strategy | The policy of the US to seek and support democratic movements and institutions in every nation and culture, with the ultimate goal of ending tyranny in our world. To achieve this we must apply strategic approach in 4 national interests: Security, Prospe |
| National Defense Strategy | Protects the American people through 5 key objectives: Defend the Homeland, Win the Long War, Promote Security, Deter Conflict, and Win our Nation’s Wars. |
| National Military Strategy | Derives objectives, missions, and capability requirements from an analysis of the NSS, the NDS, and the security environment. NMS establishes 3 military objectives: Protect the US against External Attacks and Aggression, Prevent Conflict and Surprise Att |
| Crisis | An incident or situation involving a threat to a nation, its territories, citizens, military forces, possessions, or vital interests that develops rapidly and creates a condition of diplomatic, economic, political, or military importance that commitment o |
| Contingency | An anticipated situation that likely would involve military forces in response to natural and man-made disasters, terrorists, subversives, military operations by foreign powers, or other situations as directed by the President or SecDef. |
| Joint Campaign | A series of related major operations aimed at achieving strategic and operational objectives within a given time and space in which elements of two or more military departments participate. |
| Traditional Warfare | A confrontation between nation-states or coalitions/alliances of nation-states. |
| Irregular Warfare | A violent struggle among state and non-state actors for legitimacy and influence over the relevant populations. |
| Tactical actions | Battles, engagements, and or strikes conducted by combat forces of a single or a JIIM, coordinated in time and place, to achieve strategic or operational objectives in an operational area. Tactics are at once both a science and an art. |
| Workplace Violence | Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that cause fear for personal safety and/or involve a substantial risk of physical or emotional harm to individuals, or damage |
| Assault | A violent physical or verbal attack, an unlawful threat, or an attempt to do violence or harm. |
| Aggravated Assault | Causing serious physical injury to another. |
| Inaction | Not taking action against workplace violence when warning signs are evident. |
| Zero tolerance policy | States that severe disciplinary action will be taken against individuals engaged in workplace violence or threats of workplace violence. |
| Workplace bullying | The repeated, unreasonable, and unwanted actions against individuals or groups with the intent to harass, intimidate, or degrade. Abuse or misuse of power considered psychological violence. |
| Proactive Steps to Prevent Violence in the Workplace | Physical Security Measures, Pre-assignment Screening, Training, Evaluation |
| AFSO21 | Focuses on generating efficiencies and improving combat capabilities across the AF and applies to all processes associated with the AF mission. |
| AFSO21 5 Desired Effects | Increase productivity of our people, Increase critical equipment availability rates, Improve response time and agility, Sustain safe and reliable operations, Improve energy efficiency |
| AFSO21 3 Levels of Priority | Just do it, Rapid Improvement Events, High Value Initiative |
| Just Do It | Quick fix or simple answer to an obstacle in a process. Done by 1 person |
| Rapid Improvement Events (RIE) | Last about a week and apply a series of problem solving steps. |
| High Value Initiative (HVI) | Produce significant returns and require 4-6 months to successfully define and implement the required process changes. |
| Decision making | The cognitive process that results in the selection of a course of action from among several alternative scenarios. |
| System 1 (Reactive Thinking) | Relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (discovering solutions for self) to arrive quickly and confidently at judgments. Usually familiar situations that require immediate action. |
| System 2 (Reflective Thinking) | Broad and informed problem solving and deliberate decision-making. Usually unfamiliar situations when there is time for more planning and comprehensive consideration. (Done before System 1) |
| Decision Making Process | Situation appraisal, problem analysis, decision analysis, potential problem analysis |
| Situation Appraisal | Used to separate, clarify, and prioritize concerns. When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice. |
| Problem Analysis | To find the cause of a positive or negative deviation, we would conduct a problem analysis. Through this analysis, we may find people, machinery, systems, or processes that are not performing as expected. Problem Analysis points to the relevant informatio |
| Decision Analysis | A systematic procedure based on the thinking pattern that we all use when making choices. When the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balanc |
| Potential Problem Analysis | To protect actions or plans, we would use a potential problem analysis. When a project simply must go well, risk is high, or myriad things could go wrong, Potential Problem Analysis reveals the driving factors and identifies ways to lower risk. |
| OODA Loop | Individual approach to problem solving (Observe, Orient, Decide, Act) |
| Observe | Determine there is a problem and why there is a problem |
| Orient | Set goals and determine the root cause of the problem |
| Decide | Decide the appropriate course of action |
| Act | Implement new processes and monitor/analyze progress and effectiveness of solutions |
| Nuclear Deterrence | The product of three inter-related factors which are a nation’s capability, multiplied by its will, multiplied by other’s perceptions of that capability and will. Capability x Will x Perception = Deterrence |
| Nuclear Weapon State (NWS) | A nation which has manufactured and exploded a nuclear weapon or other nuclear explosive device prior to 1 Jan 1967 |
| Proliferation | Includes activities by non-members of the NPT to secure, transport, and employs WMD |
| Non-proliferation | Includes actions by members of the NPT to detect, secure, and dispose of these weapons |
| Non-Nuclear Weapon State (NNWS) | A nation that hadn’t produced a nuclear weapon before 1 Jan 1967 |
| Nuclear Surety | Applies to all nuclear-related materials, personnel, and procedures to ensure no nuclear accidents, incidents, loss, theft, or unauthorized or accidental employments occur. Three key elements of nuclear surety are safety, security, and reliability. |
| Safety | The application of engineering and management principles, criteria, and techniques to protect nuclear weapons against the risks and threats inherent in their environments within the constraints of operational effectiveness, time, and cost throughout all p |
| Security | The total spectrum of procedures, facilities, equipment, and personnel employed to provide the protection against loss of custody, theft, or diversion of a nuclear weapon system, the protection against unauthorized access, and the protection against unaut |
| Nuclear Weapons System Reliability | Maintained through an exhaustive testing, inspection, and maintenance program to guarantee the weapons will work if ever called upon. |
| Individual Reliability | PRP and Two-person concept |
| PRP | Ensures that only those persons whose behavior demonstrates integrity, reliability, trustworthiness, allegiance, and loyalty to the US shall be allowed to perform duties associated with nuclear weapons. |
| Two-Person Concept | Requires the presence at all times of at least two persons, each certified PRP, knowledgeable and capable to perform the task at hand. |
| Nuclear Enterprise | Consists of people, processes, procedures, and systems to conduct, execute, and support nuclear weapon systems and operations. (Total Capabilities) |
| Nuclear Weapons Related Material (NWRM) | Select nuclear combat delivery system components and use control equipment that are designed sensitive, or needed to maintain and protect system integrity. |
| Weapons Storage Areas (WSAs) | Heavily secured areas, inside the perimeter of a base, where nuclear weapons are stored and maintained in weapon (igloo) bunkers. |
| Prime Nuclear Airlift Force (PNAF) | Any aircrew, aircraft, flightline, or other function that provides peacetime support of logistical airlift for nuclear weapons. |
| Weapons Storage Security System (WS3) | A system including electronic controls and vaults built into the floors of Protective Aircraft Shelters (PAS) |
| Nuclear Employment | Requires explicit orders from the President of the United States |
| New triad | Has much more, consisting of strategic offensive and defensive capabilities that include nuclear and non-nuclear strike capabilities, active and passive defenses, and a robust research, development, and industrial infrastructure to develop, build, and mai |
| Nuclear Calamity | The misshipment of sensitive missile components or the unauthorized movement of nuclear weapons |
Created by:
TruCancer
Popular Military sets