1 Self Awareness Flashcards
SMSgt Warren explains to his team, “MSgt Black will be in charge of Quality Control because of his commitment to making sure everyone follows the technical orders. He has a talent for quality and precision which is what the position calls for. “
Because SMSgt Warren __________ of PPS, his actions will MOST likely _________ the mission.
a. misunderstands the influence dimension; hinder
b. misunderstands the conscientiousness dimension; hinder
c. understands the influence dimension; enhance
d. understands the conscientiousness dimension; enhance
d. understands the conscientiousness dimension; enhance
RATIONALE: According to the PPS chapter, the conscientiousness dimension emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy. This includes adhering to key directives and standards (commitment to making sure everyone follows the technical orders), and checking for accuracy/concentrating on key details (talent for quality and precision). Since Black’s tendencies include more than one aspect of the conscientiousness dimension and is what the position calls for, his actions will most likely enhance the mission.
CHAPTER: PPS (SA01)
SOB: Predict the impact of PPS concepts on subordinate, SNCO, and mission effectiveness.
- MSgt Chase called a meeting with his section NCOICs to discuss how they can improve the service at the base Dining Facility. Even though he hasn’t received any complaints, MSgt Chase has noticed the serving lines are starting to slow down during peak hours. He knows the Dining Facility is a high visibility interest item for the base commander, so he needs to address the issue quickly. He states, “Look, moving people through our serving line is just like launching aircraft on the flight line…we have to do it fast. If we don’t act now to speed up the serving time, people might stop coming to eat here and we could lose some of our special programs like Steak and Lobster Night.
MSgt Chase’s comments BEST illustrate the hindrance of ______________.
a. Faulty Logic
b. Use of Language
c. Psychological / Sociological Pitfall
a. Faulty Logic
RATIONALE: The hindrance of faulty logic can lead you to make erroneous conclusions or accept false ideas. In the scenario, MSgt Chase makes an irrelevant comparison when he compares moving people through their service line to launching aircraft on the flight line. Serving people isn’t the same as launching aircraft. Additionally, he commits a slippery slope fallacy by stating that if they don’t speed up the serving time, they could lose Steak and Lobster Night. Since MSgt Chase hasn’t received complaints about the serving time, there is no proof this adverse chain of events will even occur.
- While working on a team project, TSgt White asks, “Why are we not making any progress on the project? We’re all focused on the topic; however, it seems like we can’t agree on the way forward. We might need someone to help us channel this gap.” SMSgt Browning replies, “Sometimes it depends on the other team members’ perspective which makes it hard to make progress.”
SMSgt Browning’s comments BEST illustrate his understanding of _________ and its impact on mission effectiveness.
a. coping behavior
b. bridgers
c. problem A
d. problem B
d. problem B
RATIONALE: SMSgt Browning’s comments BEST illustrate his understanding of problem B. Problem B is the automatically inherited problem of managing differences among team members. SMSgt Browning’s comments best illustrate his understanding of problem B by his words, “Sometimes it depends on the other team members’ perspectives which makes it hard to make progress.”
SMSgt Buck says, “MSgt Landruth, I know you have a strong work ethic and you tend to set aside your self-interests for the good of the group; however, how do you get your team to perform at such high levels so consistently?” Landruth replies, “I always provide them with a clear direction and emphasize that what they are doing is important to the unit and the mission. I listen to their concerns and I seek and value their input.” Buck says, “Now I know why they work so hard and always speak highly of you.”
This scenario BEST illustrates _______ and its impact on SNCO effectiveness.
a. Transformational Leadership
b. Management by Exception - Active
c. Transactional Leadership
a. Transformational Leadership
RATIONALE: According to the Full Range Leadership chapter, the followers of transformational leaders motivates followers by genuinely caring about their concerns (listen to their concerns) and appropriately addressing those concerns through open channels of communication; inspires followers by establishing goals (clear direction), and challenging them to reach and exceed those goals; stimulates creativity and original thinking by respecting and valuing their opinions and perspectives (seek and value their input); and positively influences them by setting the example of high moral character and displaying a strong commitment to organizational values (strong work ethic and you set aside your self-interests for the good of the group).
CHAPTER: FRL (SA03)
SOB: Give examples of FRL concepts and/or their impacts on subordinate, SNCO, and mission effectiveness.
MSgt Sawyer tells SSgt Conner, “Since you’ve never been an inspector before let’s start by having you inspect as many units as possible for the first three months. We’ll set a goal for you to inspect six organizations.” At the end of the three months, Sawyer congratulates Conner on attaining the goal set for him and then says, “Let’s discuss inspecting the remaining 12 organizations.” Conner says, “Okay.”
MSgt Sawyer’s _____ will MOST likely _____ his and SSgt Conner’s effectiveness.
a. effective use of Transactional Leadership; enhance
b. ineffective use of Transactional Leadership; hinder
c. ineffective use of Transformational Leadership; hinder
d. effective use of Transformational Leadership; enhance
a. effective use of Transactional Leadership; enhance
RATIONALE: Sawyer correctly used Contingent Rewards, which are a component of Transactional Leadership behavior. According to the FRL chapter, “CR transactions are like agreements where the leader establishes goals, identifies ways to reach these goals, and supports the follower in meeting these goals. After a subordinate fulfills the leader’s expectations, a reward is provided to reinforce the positive behavior.” If Sawyer continues this behavior, he will enhance his own effectiveness as well as Conner’s effectiveness.
CHAPTER: FRL (SA03)
SOB: Predict the impact of FRL concepts on subordinate, SNCO, and mission effectiveness.
- SMSgt Conley explains to his team, “MSgt Duke was put in the program manager position because he performs in a stable and reliable manner. Although he likes to socialize a lot, he has a lot of perseverance and dependability which will fit well with the job.
Because SMSgt Conley __________ of PPS, his actions will MOST likely _________ the mission.
a. understands the influence dimension; enhance
b. misunderstands the influence dimension; hinder
c. understands the steadiness dimension; enhance
d. misunderstands the steadiness dimension; hinder
understands the steadiness dimension; enhance
RATIONALE: The steadiness dimension emphasis is on cooperating with others within existing circumstances to carry out the task. This includes being consistent (stable), predictable (reliable), patience (perseverance), and loyalty (dependability). Although the influence dimension includes contacting people (socializing a lot), there’s more evidence of the steadiness dimension in the scenario and the position calls for steadiness. Understanding this will enhance the mission.
- MSgt Longman, the unit first sergeant, is PCSing. However, his replacement won’t be available for another three months. MSgt Longman needs to find someone to fill his position in the interim. There are quite a few people that have volunteered for the job, but he wants to ensure he selects the right person. To keep him focused during his selection process, he writes down what he actually needs. Since he wants to find the right person for the job, he brainstorms the skills he thinks a good first sergeant should have. Then, he makes a list and separates the items into two columns: what he absolutely needs and skills that would be nice to have. So that he can prioritize the ‘nice to haves’, he orders them based on how important they are. Now, he’s ready to look at all the people that volunteered for the job and compare them to his list.
To select the best person for the position, MSgt Longman still needs to:
a. Categorize his criteria and develop a list of alternatives
b. Create a decision statement and conduct a risk analysis
c. Determine his criteria and assign weights to his WANTs
d. Select the best alternative and conduct a risk analysis
d. Select the best alternative and conduct a risk analysis
RATIONALE: Based on where MSgt Longman is in the decision analysis process, he still needs to mumselect the best alternative based on his comparison of the alternatives to the MUSTs and WANTs criteria. Additionally, once he determines which person is best based on his comparison, he needs to conduct a risk analysis to see if there are any adverse consequences he should consider if that individual is selected.
- SMSgt Horton and his team are getting ready to deploy next month. His people are heavily engaged in completing pre-deployment tasks and reviewing their training records. As a result of the review, SMSgt Horton finds a few of his Airmen aren’t trained on critical tasks needed for the deployment…and they are running out of time. SMSgt Horton has been in this situation before, so he decides to team them up with his most experienced Airman to get them up to speed. Then, SMSgt Horton will follow up with the Airmen to ensure they are comfortable with the tasks. SMSgt Horton thinks this is the quickest way to get everyone back on track and deployment ready.
SMSgt Horton’s use of _________ will MOST likely enhance mission effectiveness.
a. System-1 thinking
b. System-2 thinking
c. Reasoning Elements
a. System-1 thinking
RATIONALE: System-1 thinking involves relying on intuition, prior experience, and/or situational cues to arrive at a decision quickly. SMSgt Horton used System-1 (reactive) thinking to solve the training problem as evidenced by the timeliness of the decision. Due to the importance of the issue (deployment in a month), a decision needed to be made quickly (running out of time). Therefore, SMSgt Horton relies on his prior experience (…has been in this situation before) to make a decision. Based on SMSgt Horton’s actions, his people can get just-in-time training and be ready to effectively accomplish the mission.
- During a flight production meeting, MSgt Marley stated his people are always the ones tasked for additional duties such as Honor Guard or Demand Reduction. They explained to him that every time they’re tasked with an additional duty, someone else has to pick up the extra workload while they’re out. MSgt Marley pointed out that while he does understand these duties have to be done, the first sergeant always comes to his section first. He finished by stating, this has to be worked out before my people are burned out! Before the other section leaders could chime in, Chief Twain, the flight superintendent, says, “Have you ever considered why the first sergeant comes to you, MSgt Marley?” MSgt Marley didn’t answer. Chief Twain then said, “Who has the largest section in the flight with the least impact on the daily mission?” MSgt Marley embarrassingly responded, “I do.” The chief ended the conversation by saying, “Good SNCOs are able to look at the overall picture from multiple standpoints instead of just their own. Next time you have a similar concern, first try to consider the entire organizational perspective instead of focusing on your piece of the pie.”
Chief Twain’s comments BEST illustrate the Essential Intellectual Trait of____________.
a. Intellectual Perseverance
b. Intellectual Integrity
c. Fair-mindedness
c. Fair-mindedness
RATIONALE: The intellectual trait of Fair-mindedness includes treating all viewpoints alike without referencing your own. It also includes engaging in thinking without considering the advantage of your group. In the scenario, MSgt Marley doesn’t think it is right (fair) that his people are always tasked with unit additional duties. He’s looking at the situation using his own lens…Considering his own interests (his people’s interests). However, Chief Twain asked him to consider others’ viewpoints (“Why do you think the first sergeant comes to you”, “…looking at the overall picture using multiple standpoints”) and tells him to think without referencing his own vested interests (“…try to consider the entire organizational perspective instead of focusing on your own piece of the pie.)
MSgt Henderson, the base Public Affairs resource adviser, has received numerous complaints about outdated printers hindering production. He decides to purchase new printers. He asks those who are complaining what features they require and what features would be nice to have. Then he compiles a list of printers that meet their requirements and selects the one that satisfies as many users as possible. However, before actually making the purchase, he runs it by several users and his supervisor. After purchasing the printers, complaints dropped to zero and production improved.
MSgt Henderson’s actions BEST illustrate how __________ impacts mission
a. effectiveness
b. Decision Analysis
c. Essential Intellectual Traits
d. Critical Thinking Hindrances
b. Decision Analysis
RATIONALE: MSgt Henderson’s actions best illustrate Decision Analysis which, according to the Continuous Improvement chapter, includes 1) decision statement [decides to fix the problem by purchasing new printers], 2) objectives (musts and wants) [what features they require and what features would be nice to have], 3) gathering alternatives [compile a list of printers], and 4) risk analysis [before actually making the purchase, run it by several users and your supervisor.]
CHAPTER: Critical Thinking (SA04)
SOB: Give examples of Critical Thinking and/or its impact on subordinate, SNCO, unit, and mission effectiveness.
- SMSgt Todd remembers her PPS lesson in the SNCOA distance learning course. She calls TSgt Smith into her office and says, “I noticed you are the type of person that likes to move fast on stuff at work. I have a project that requires you to take the lead and give me a hurried turnaround on it. It may also require you to manage some of the concerns of others. Smith replies, “I do like to be in charge of things…when can I start?” The next day, Todd notices Smith directing several aspects of the project without any supervision.
SMSgt Todd’s actions BEST illustrate her understanding that TSgt Smith is mostly in the______ dimension of PPS.
a. dominance
b. influence
c. steadiness
d. conscientiousness
A. dominance
RATIONALE: The dominance dimension emphasis is on shaping the environment by overcoming opposition to accomplish results. This includes getting immediate results (move fast), authority (take the lead), quick decisions (hurried turnaround), and power (be in charge). Although there is one aspect of steadiness (manage some of the concerns of others), there’s more evidence of the dominance dimension in the scenario.
While receiving a briefing from his supervisor on an issue the team has to work, MSgt Grady says, “I’m not sure what you mean. Can you break it down in layman terms so I can be sure I know what you are looking for?”
MSgt Grady’s comments BEST identify the _____ characteristic of Universal Intellectual Standards.
a. Clarity
b. Fairness
c. Relevance
a. Clarity
RATIONALE: According to the Critical Thinking chapter, the universal standard of Clarity helps you to ensure the problem is clear by asking others to elaborate further, provide an example, or reword the problem so it can be understood better. In the scenario, MSgt Grady’s comments show evidence of the Clarity standard (I’m not sure what you mean. Can you break it down in layman terms so I can be sure I know what you are looking for?).
CHAPTER: Critical Thinking (SA04)
SOB: Identify Critical Thinking concepts and/or their impacts on subordinate, SNCO, and mission effectiveness.
- MSgt Rowe’s subordinate, A1C Sterling, seems to be causing trouble on his shift. A few airmen on the same shift told MSgt Rowe that A1C Sterling is displaying a bad attitude and is questioning the relevance of everything they have to do. They complained that his behavior is causing interpersonal problems in the work center and they asked MSgt Rowe for help. She initially thought of giving him a letter of counseling to correct his behavior, but decided it might be too early to jump to that solution. So, she decides to talk with a few more people, including the shift leader, to get a more complete picture of what the problem is. Even though MSgt Rowe knows A1C Sterling can be difficult to work with at times, she doesn’t think it’s right to base her decision solely on what the airmen have said and her opinion of him.
MSgt Rowe’s actions BEST illustrate the use of the ____________standard.
a. Relevance
b. Clarity
c. Fairness
c. Fairness
RATIONALE: The universal standard of Fairness helps you to consider the viewpoints of others (talk with a few more people, including the shift leader) and avoid distorting information due to your own biased perspective (MSgt Rowe knows A1C Sterling can be difficult to work with at times). In this scenario, MSgt Rowe concludes it’s not right to base her decision solely on the perspective of a few airmen and her own biased opinion.
SMSgt Conrad calls TSgt Carver into her office and says, “I notice you like to be the lead on various programs. I have a project tasking that requires you to take charge and will be a fast turn-around, so I think you’d be the perfect person to run it.” Carver replied, “I do like to be in charge of making changes.”
TSgt Carver’s behavioral tendencies are MOSTLY aligned with the ___________ dimension.
a. dominance
b. influence
c. steadiness
d. conscientiousness
a. dominance
RATIONALE: According to the PPS chapter, the dominance dimension emphasis is on shaping the environment by overcoming opposition to accomplish results. This includes taking authority (take charge), getting immediate results (fast turnaround), and causing action (be in charge to make changes).
CHAPTER: PPS (SA01)
SOB: Identify PPS concepts and/or their impacts on subordinate, SNCO, and mission effectiveness.
One of the air traffic controllers, TSgt Wise, says, “I’m not sure I can handle the stress of doing this much longer. There’s too much airway traffic for the amount of personnel we have on staff.” SMSgt Black responds, “I’m only going to ask you to do this for a little while longer…only until we get the new personnel next week. Then we’ll get back to a manageable pace.”
Because SMSgt Black __________, his comments will MOST likely _________ mission effectiveness.
a. misunderstands coping behavior; hinder
b. understands problem B; enhance
c. understands coping behavior; enhance
d. misunderstands problem B; hinder
c. understands coping behavior; enhance
RATIONALE: Because SMSgt Black understands coping behavior, his comments will MOST likely enhance the mission. Effective leaders create environments where they only ask for minimum coping behavior most of the time and only have to ask for maximum coping behavior in times of crisis. It is evident that SMSgt Black understands this by his comments “I’m only going to ask you to do this for a little while longer… only until we get the new personnel next week. Then we’ll get back to a manageable pace.” Understanding coping behavior will help you accomplish your mission.”
CHAPTER: AI Theory (SA02)
SOB: Predict the impact of AI Theory concepts on subordinate, SNCO, and mission effectiveness.
