course 15 vol 1 Flashcards
(219 cards)
0
Q
Are models of discipline, are fit, are resilient, understand the high expectations, seek further understanding of military art and science, demonstrate support for Air Force subculture, and have zero tolerance for unlawful discrimination
A
Graduate attributes
1
Q
Air force core values, AFI 36-2618 the enlisted force structure, usaf doctrine , EPME
A
EPME pillars
2
Q
Prepare technical sergeants to be professional, we’re fighting airmen who can lead and manage Air Force units in employment of air, space, and cyberspace power.
A
NCOA Mission statement
3
Q
Identify the specific skills that will be developed at all officer and enlisted PME schools
A
PME objectives
4
Q
The manner in which you deal with things emotionally. It is the impact of one’s attitude or ability to value, appreciate, and motivate
A
Affective domain
5
Q
Mean suitable for a particular person, place or condition
A
Appropriate
6
Q
The art of analyzing and evaluating thinking with A view to improve it; critical thinking is in short self-directed, self-discipline, self monitored, and self corrective thinking
A
Critical thinking
7
Q
Involves knowledge and the development of intellectual skills. this includes the recall or recognition of specific facts, procedural patterns, and concepts that serve in the development of intellectual abilities and skills
A
Cognitive domain
8
Q
The process that changes the way people think, feel, or behave
A
Learning
9
Q
Learners demonstrate when they complete that identify step of I DDP
A
Minimum application
10
Q
Learner demonstrates when they complete the entire IDDP structuredy thinking process
A
Maximum application
11
Q
Include main ideas and supporting details
A
Take Notes
12
Q
Instead of memorizing, seek to understand
A
Study
13
Q
Reinforce knowledge, build self-confidence
A
Practice
14
Q
Indicate preparedness for summative evaluation
A
Formative exercises
15
Q
One indicator of how well you have learned
A
Testing
16
Q
Determine if you have met learning objectives
A
Summative evaluation
17
Q
Apply information after graduation and continue learning
A
Lifelong learning
18
Q
Adaptability
A
Strategic thinking
19
Q
Negotiating
A
Fostering collaborative relationships
20
Q
Global, regional and cultural awareness
A
Enterprise perspective
21
Q
Diversity
A
Leading people
22
Q
Active listening
A
Communicating
23
Q
Operational and strategic art
A
Employing military capabilities
24
Ethical leadership
embodies airman culture
25
Change management
Managing organizations and resources
26
Thinking one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity (I.E.military operation)
Adaptive thinking
27
Thinking that requires generative thinking (divergent thinking): the development of ideas
Analytical thinking
28
It is the cognitive ability to imagine and innovate
Creative thinking
29
Thinking that is purposeful, reasoned and goal directed involved in solving problems, formulating inferences, calculatingy likelihood, and making
Critical thinking
30
The practice of visionaries, those who skillfully see desired goals and outcomes through their minds eye
Future thinking
31
Thinking that results in efficiency, evolutionary, and revolutionary improvements and advances
Innovative thing
32
Ability to combine our compile various pieces of information, ideas, and concepts in new and different ways
Synthesis
33
Thinking that concentrates on what we know, what we need to know, and how we bridge the gap
Reflective thinking
34
What are the four sub skill sets of critical thinking
Investigate, create and develop, communicate, and evaluate
35
What does self regulation mean
Self-consciously monitoring ones cognitive activities
36
What is open-mindedness
Willingness to investigate viewpoints different from your own and ability to recognize when to doubt claims that do not merit such investigations
37
Intellectual humility
And hearing tentatively to recently acquired opinions; being prepared to examine new evidence and arguments even if such examination leads you to discover flaws in your own cherished beliefs
38
Free thinker
Having an independent minded being able to restrain yourself from the desire to believe because of social pressures to conform
39
Temperament values interpersonal interaction in close relationships
Blue
40
Temperament values competitiveness, hands-on work, and people who prefer this temperament work as hard as they play
Orange
41
Temperament values competence in themselves and others and can quickly develop content for individuals they consider incompetent
Green
42
Temperament are goal oriented, ready to complete any task requiring little prompting or encouragement
Gold
43
Ability to remove your primary lens and see others, situation, and environment through an others lens
Maturity
44
Personal quality where one can modify his or her behaviors to affectively interact with all temperaments
Humility
45
A personal characteristic that causes one to force their preferred temperament on to others
Pride
46
Validate each colors strength
acknowledge the unique capabilities of each temperament
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Give good gifts
Treat others the way they want to be treated, and not the way you preferred to treat them
48
Keep your observations private
Do not label others as a gold or blue, even though you may have correctly identify their preferred temperament
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Don't stereotype others
Simply because greens are known to prefer their independence does not mean all who prefer this temperament wish to be alone
50
Difference between problem a and B
A. Is the actual problem that two or more individuals come together to solve
B. Encompasses all of the problems that stem from human interactions
51
Adaption – innovation theory is only concerned with…
Style
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What is the difference between style and level
Level – refers to potential capacity and learned levels
| Style – refers to how we think, our preferred cognitive approach to problem-solving, and decision-making
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What is a more precise term for adaptors
More adaptive
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More precise term for innovators
More innovative
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Why is it important to know where you fall on the adaption – innovation continuum
How others perceive you and how you perceive them depends on where you are on the continuum in relation to their position
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Why does a large gap in style offer great potential ability to solve problems
Because of cognitive diversity
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What are some of the tenets these adapters exhibit concerning structure
Performer structure and more of it consensually agreed
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What are some of the tendencies innovators exhibit concerning structure
Prefer less structure and can tolerate less of it consensually agreed
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What are some of the tendencies adapters exhibit concerning the paradigm
Improve extend the paradigm in order to solve problems
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What are some of the tendencies innovators exhibit concerning the paradigm
Challenge or break the paradigm in order to solve problems
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What are the two forms of cognitive gap
1. Distance between's ones preferred style and behavior actually needed in a particular situation
2. Distance in a social interaction, between the preferred styles of two people, a person in a group, or two groups
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Leaders who manage_____ effectively end up with the best possible solutions
Cognitive diverse city
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Organizations with only adapters or innovators quickly_____
Perish
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Defective method for managing cognitive gap is through the use of
Bridgers
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What is bridging
Reaching out to people in the team and helping them to be part of it so that they may contribute even if their contribution is outside mainstream
66
Why do we need coping behavior
Because we cannot always solve problems using our preferred style
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Effective leaders create environments where they only ask for______ coping behavior most of the time and only have to ask for______ coping behavior in times of crisis
Minimum, maximum
68
Problem a
Problem that two or more individuals come together to solve
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Level
Potential capacity: intelligence or talent
70
Coping behavior
Effort required to do something that is not ones preference
71
More adaptive or innovative
Precise terms used to describe the a – I continuum
72
Style
Preferred approach to problem-solving, and decision-making
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Problem b
Problems that stem from human interaction
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Cognitive gap number one
Distance between one's preferred style and the behavior actually needed in a situation
75
Opportunity
Inappropriate or favorable time, occasion, or situation favorable for attainment of a goal
76
Bridger
Social rule requiring human relationship skills, and intermediate score
77
Cognitive gap number two
Distance in a social interaction between preferred styles
78
Motive
Emotion, desire, physiological need that causes one to take action
79
Basic principle of A-I theory
All of us are intelligent and creative, at different levels and with different styles
80
Trait theory
States ones leadership effectiveness is based on their intelligence, self-confidence, and integrity
81
Psychodynamic theory
This argues that followers and leaders are drawn to their roles and achieve success in these rolls by virtue of personality types.
82
Skills theory
Focuses on leaders who are emotionally intelligent and can solve problems successfully
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Style Theory
This concentrates on two types of leadership tasks or production and people or relationship oriented leadership
84
Situational leadership theory
Identifies for styles a leader uses that are based on the subordinates development level and the situation at hand
85
Contingency theory
States that leaders are moved into an out a very situations based on the leader follower relationship, the leader position power, and a task structure
86
Path – goal theory
This theory views leaders as trailblazers, creating conditions for subordinate success
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Leadership – member exchange theory
Emphasizes that leaders must develop specialize, individual relationships with their followers
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Authentic leadership theory
States effective leaders are true to themselves and others and it here to strong morals and values
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Full range leadership development
Leadership training system that suggest leaders perform throughout a gamut of active and passive leadership behaviors
90
Laissez – faire
Leaders who are usually absent from their duties, considered lazy, and have poor relationship with their subordinates
91
Management by exception – passive
Behavior where leaders hold followers accountable when standards are not met or when things go wrong
92
Management by exception – active
Followers appreciate this behavior as it reduces uncertainties regarding their purpose
93
Transactional leadership
Leadership behavior where reward is provided for positive behavior
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Skinners operant conditioning theory
Theory that considers and method of learning that occurs through rewards and punishments for behavior
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McClellan's needs theory
Theory that identifies three essential requirements a person must satisfy to be motivated
96
Transformational leadership
Where leaders promote positive and meaningful changes in followers by acting as a coach and a mentor. This is the most active and effective form of leadership behavior
97
Intrinsic motivation
Refers to the results to internal factors that they can Control
98
Extrinsic motivation
Refers to the performance of an activity in order to attain and outcome
99
Competence
Current state of your ability, what you were able to do; competency is what is demanded of you by a position, duty or situation
100
Character
Determined by the decisions, choices you make, and action you take
101
Personality
Is a leaders delivery system; it is the filter through which all talent, qualities, and skills must pass in order to be delivered
102
Relevance
Occurs when all the elements of the RL a.m. are brought to bear in a manner that is appropriate to the organization, environment, and people
103
Trust
A byproduct of leadership and an enabler for leadership
104
Micro nutrients are ____&_____
Vitamins and minerals
105
Benefits for having proper nutrients help maintain____ ____& replenish Muscle glycogen
Blood sugar
106
Performance nutrition
The relationship between food consumption and athletic performance
107
Airmanship
Refers to all airman, skilled practitioners, and combatants of air, space, and cyberspace warfare
108
Oath of enlistment
AFDD1-1
109
Progressive professionalism P2
Refers to continuous personal and professional development which includes education, training, and experience. All of which help Aaron move to the right and help advance the POA
110
Integrity first
Honor, justice,humility, courage, honesty, openness, self respect, responsibility, accountability
111
Service before self
Duty, loyalty, tolerance, self-control, self-discipline, rule following, respect for others, faith in the system, appropriate actions or desires
112
Excellence in all we do
Personal excellence, resource excellence, operational excellence, and her personal excellence, organizational excellence, product service excellence
113
Warrior ethos
Tendency to push through, self-discipline, self-control, hardiness of spirit despite physical and mental hardship, moral, and physical courage
114
Hardiness of spirits
The stout internal force that can be used to get through challenging times mentally or physically
115
Moral courage
Ability and willingness to expose oneself to inconvenience, saffron, retaliation, resentment, or disapproval to stand up for what one believes to be right
116
Physical courage
Is that observable action one takes when faced with fear, pain, uncertainty or danger
117
Resiliency
And Airmans ability to withstand, recover, and or grow in the face of stressors and changing demands by orchestrating the use of base resources, support activities, peers, and leadership
118
Aerobic metabolism
Creation of energy through the breakdown of carbohydrates and fats in the presence of oxygen. It's by products are carbon dioxide and water
119
Anaerobic metabolism
Ration of energy through the breakdown of carbohydrates in the absence of oxygen. This occurs when there is not enough oxygen in the blood stream to keep up with the demands from the muscle activity
120
HIEE high intensity exercise endurance
The application of maximal physical effort systematically applied to a technically developed motor skill
121
FOSI Principal
Form over speed of intensity. And sure the motor skills are technically developed before speed or intensity is added
122
Functional endurance intensity FEI
The best phrase to define the Air Force program
123
Tactical breathing
Ability to control your breathing and times when you most need to breathe efficiently
124
Importance of FOSI
Lesson injury, focus on form, helps develop core
125
What makes an airman different from Marines, soldiers, and sailors
Your heritage and culture
126
Culture
I said of shared attitudes, values, goals, and practices that characterizes a group or an organization
127
Heritage
Something transmitted by or acquired from a predecessor
128
Ceremonies
Are special, formal, group activities conducted by the arm forces to honor distinguished persons or recognize special events
129
Drill
Consists of certain movements by which the flight or squadron is moved in and orderly manner from one formation to another or from one place to another
130
AFI 36–2618
Charges all NCOs with advancing the profession of arms
131
When conducting inspections for the first time you may find issues such as
Dress and appearance violations, poor attitudes, unfamiliarity with uniform and regulations
132
Why did the United States launch operation enduring freedom
Attack on US soil, lives lost, stop terrorism, prevent harboring terrorists, destroy Talla ban, destroyed terrorist training facilities, bring Osama bin lot into justice
133
How is operation Allied Force important to history
Showed US resolve to revent human suffering, proved US could operate under the direction of NATO, prove how phase bombing approach is valuable, displayed fundamental factors of unity and resolve
134
Reason for desert storm
Iraq invaded Kuwait, stabilization of Arabian Peninsula, enforcement of United Nations resolution
135
First Air Force major commands
Strategic air command, air Defense command, tactical air command
136
Primary dimensions
Differences that you are born with and cannot normally change
137
Secondary dimensions
Diverse differences that you can control and change
138
Equal opportunity
Legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability, and reprisal
139
Affirmative action
Refers to voluntary are mandated programs developed for the purpose of overcoming and balances in the workforce that affect designated groups, such as members of minority groups, women, veterans, and people with disabilities
140
Social sensitivity
Reception and responsiveness to the emotions, feelings, personality, temperaments, cultural differences, values, and beliefs of those around them
141
Diversity supportive organization and braces all aspects of diversity and exhibits the following five characteristics
Act proactively, leadership – driven, encourage ownership of initiatives, think inclusively, mainstream diversity
142
Stereotype
Standardized mental picture that one person or group of people hold in common about another group or person
143
Social biases
Occur when someone unfairly favors or prefers a person, culture group or race to another
144
Prejudice
And adverse are unreasonable opinion about a person or group without all the facts and usually based on deeply held beliefs
145
Perceptions
Are what you experience and observe that becomes your reality
146
Perspectives
Are your position on a particular subject it is how you mentally View a situation
147
Collusion
When people cooperate with others, knowingly or unknowingly, to reinforce those behaviors that prevent others from fully entering into the work place culture
148
Fair
Feedback, assistance, inclusion, respect
149
Feedback
Giving and receiving information on how to meet expectations
150
Assistance
Making sure workers have what they need to work to their fullest potential
151
Inclusion
Making sure everyone has the opportunity to fully participate in the workplace
152
Respect
Being able to recognize each person's unique value, contributions, and potential to the organization
153
Ethical leadership
About knowing your core values and having the courage to live by them in all parts of your life in service of the common good
154
Ethics
A set of standards of conduct that guy decisions and actions based on duties derive from core values
155
Values
Are the core believes you hold regarding what is right and fair in terms of our actions and our interactions with others
156
Morals
Are values that are attributed to a system of believes that help us define right from wrong good versus bad
157
Military ethics
A set of standards of conduct that guy decisions and actions based on duty is derived from core values and is designed to put principle above one's own self interest
158
Ethical relativism
The believe that nothing is objectively right or wrong and that the definition of right around depends on the prevailing view of a particular individual, culture, or historical period
159
Categorical imperative
And imperative as any proposition that declares a certain kind of action to be necessary
160
Ethical dilemma
A situation where someone is forced to choose between two alternatives
161
Three o's.
Owning, ordering, and outing
162
Three p's
Principal, purpose, and people
163
Three R's
Rules, results, and realities
164
Three D's
Discern, declare, and do
165
Ethical traps
Confusion or uncertainty as to what action or behavior should be taken conflicting opinions – values, all choices have drawbacks
166
National security
Collective term encompassing both national defense in foreign relations of the United States
167
Joint task force
Establishes when a mission has a specific limited objective and designated by the secdef, a CCDR, A subordinate unified CDR, or an existing JTF CDR
168
National security council
Under the chairmanship of the president, coordinates foreign-policy, defense policy, and reconcile diplomatic and military commitments and requirements
169
President
Armed forces serve under this control
170
Secretary of defense
Principal assistant to the president and all matters related to the DOD
171
Combat Commander
Received orders from the chief joint Chiefs of staff under the authority and direction of the secretary of defense
172
Combat support agency
Provide come back and commander specialize support and operate in a supporting role. Executive authority of this position resides with the secretary of defense
173
Chairman of the joint Chiefs of staff
Principal military adviser to the president, the national Security Council, and the secretary of defense
174
Principles of war
Unity of command, mass, maneuver, security, surprise, simplicity, objective, offensive, economy of force
175
Air Force doctrine
A statement of officially sanctioned believes, warfare principles, and terminology to describe us and guides the proper use of air, space, in cyberspace power and military Operations
176
Different levels of doctrine
Basic, operational, tactical
177
Strategy
Art and science of developing an employee instruments of national power in a synchronized and integrated fashion to achieve Theater, national, and or multinational objectives
178
National defense strategy
Defend the homeland, when the long war, promote security, deter conflict, when the nations wars
179
National military strategy
Counter violent extremism, determine if he aggression, strength and international and regional security, shape the future force
180
Contingency
A situation requiring military operations in response to natural disasters, Terrace, subversives, or as otherwise directed by appropriate authority to protect US interest
181
DOD homeland defense and civil support paradigm
Homeland security, homeland defense, civil support, emergency preparedness
182
The key operational functions of air power are
Strategic attacks, counter air, counter lands, counter sea, combat support, Airlift, air refueling, special operations, and surveillance and reconnaissance
183
The key operational functions of space power
Face control, counter space, contributing capabilities, attributes of space power
184
Traditional warfare
A confrontation between nation – states or coalition/alliances of nation – states
185
Irregular warfare
A violent struggle among stay in nonstate actors for legitimacy and influence over the relevant populations
186
Tactical actions
Battles, engagements and or strikes conducted by combat forces for a single command, coordinated in time and place, to achieve strategic are operational objectives in an operational area
187
Relativism
Is the belief that morals depend on particular situation and truth, and morals change depending on a particular culture or situation
188
Ethnocentrism
The believe or assumption that the particular social or cultural group a person belongs to is superior
189
Mirror imaging
When one corresponds or associates and object to another object in the same way as it would correspond to its image in a mirror
190
Cultural diversity
The variety of human societies or cultures in a specific region or in the world as a whole
191
Power
Social status, per Stege, control over others and resources
192
Achievement
Success through competence according to social standards
193
Self-direction
Independent thought and action or choice, creativity, or explore and
194
Universalism
Understanding, appreciation, tolerance, and protection for the welfare of people and nature
195
Tradition
Respect, commitment, and acceptance of ideas from a person's culture and religion
196
Conformity
Restraint of actions, inclinations, and impulse is likely to upset or harm others
197
Security
Safety, harmony, and stability of society relationships and self
198
Worldviews
Our Waze that someone sees and understands world events, especially in relation to their religious or political beliefs and ideas
199
Accountability
Refers to obligation imposed by law, lawful order, or regulation on an officer or other person for keeping accurate record of property, documents, or funds
200
Reliability
Refers to the ability to be trusted, be accurate, or provide a correct result
201
Deterrent
Refers to the prevention from action by fear of consequences
202
Safety
Protection from, or not being exposed to, the risk of harm or injury
203
Security
Involves measures taken by a military unit, activity, or installation to protect against all ask design to, or which may, impair it's effectiveness
204
Reliability
Ability to be trusted to do what is expected or has been promised
205
Weapons storage area
Heavily secured areas inside the perimeter of a base commonly referred to as igloos
206
Prime nuclear airlift force
Peacetime support of logistical airlift; specially trained C – 130 and C – 17 aircrews and support personnel
207
Weapons storage and security system
Includes electronic monitoring and controls and weapons storage vaults bill into the door of a protective aircraft shelter
208
Launch control center
Deep underground structure of reinforced concrete and steel in a blast and pressure protected harden capsule
209
Missile silo
Underground, vertical cylinder container; physically hardened and protected by a large blast door on top
210
Definition of nuclear surety
Material, personnel, and procedures that contribute to the safety, security, reliability, and control of nuclear weapons
211
Key components of nuclear surety
Safety, security, and reliability
212
Two person concept
Do you certified personnel knowledgeable in the task and are capable of detecting incorrect acts
213
Personnel reliability program
Ensures only those persons who behaviors demonstrates integrity, reliability, trustworthiness, allegiance and loyalty to the United States shall be allowed to perform duties associated with nuclear weapons
214
Deterrence theory
State of mind brought about by the existence of a credible threat or unacceptable counter action
215
Inter-– related factors of deterrence theory
Capability, will, and perception
216
Nuclear proliferation
Activities by non-members of the nonproliferation Treaty to secure, transport, and deploy weapons of mass destruction
217
Nuclear nonproliferation
Ask by members of the NPT to detect, secure, and dispose of these weapons
218
Nuclear weapons state
As manufactured and exploded a nuclear weapon or other nuclear supposed to device prior to January 1, 1967
