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Ncod Book 2 > Diversity > Flashcards

Diversity Flashcards

(53 cards)

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1
Q

Define Diversity

A

A composite of individual characteristics, experiences and abilities consistent with AF core values

2 parts. Primary and secondary

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2
Q

Diversity

Primary dimension

A

Differences that are inborn or exert an important impact on your early socialization and have an on going impact throughout your like

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3
Q

Diversity

Secondary dimension

A

Characteristics that can change

Work ethic, income, marital status, experiences, religion, education, language

Also physical, mental, spiritual and emotional strength

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4
Q

SBTs

Socio-Behavioral Tendencies

A

The thought processes you use to help make sense of the world you live in

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5
Q

SBTs

Assumptions

A

Claiming something about a situation that is not supported by facts

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6
Q

SBTs

Stereotypes

A

A standardized mental picture that one person or group of people hold about another person or group of people

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7
Q

SBTs

Prejudices

A

An adverse or unreasonable opinion or thought about a person or group without all the facts

Usually based on deeply held beliefs

A Pre-Judgement

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8
Q

SBTs

Social Biases

A

Occur when someone unfairly favors or prefers a person, culture group, or race over another

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9
Q

SBTs

Perception

A

What you experience and observe becomes your reality

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10
Q

SBTs

Perspectives

A

Your position on a particular subject

How you mentally view a situation

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11
Q

SBTs

Collusion

A

When people cooperate with others, knowingly or unknowingly, to reinforce bad behaviors

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12
Q

SBTs

Silence

A

The practice of neither supporting nor defending the rights of others to be fully included in the work place

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13
Q

SBTs

Denial

A

A passive approach that simply ignores any evidence of negative behavior

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14
Q

SBTs

Active Participation

A

Actions that overtly work to prevent the inclusion of others

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15
Q

SBTs

Discrimination

A

Treatment or consideration of making distinction in favor of or against a person or thing based on the group, class, or category a person belongs to rather than individual merit

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16
Q

Diversity Awareness

A

The ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction and mission effectiveness

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17
Q

Social Sensitivity

A

One’s reception and responsiveness to the emotions, feelings, personality, temperaments, cultural differences, values and beliefs of those around them

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18
Q

Diversity-Supportive Org

A 
5 Characteristics 
1 Act Proactively 
2 Leadership-Driven
3 Encourages ownership of initiatives 
4 Think inclusively
5 Mainstream Diversity
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19
Q

Equal Opportunity

OE

A

Legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability for participating in the EEO process

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20
Q

Leading the FAIR way

A

Feedback
Assistance
Inclusion
Respect

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21
Q

Fair way

Feedback

A

Giving and receiving information on how to meet expectations

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22
Q

Fairway

Assistance

Study These Flashcards
A

Helping workers so they can be mentally and physically present on the job

23
Q

Fairway

Inclusion

Study These Flashcards
A

Making sure everyone has the opportunity to fully participate in the workplace

24
Q

Fairway

Respect

Study These Flashcards
A

Being able to recognize each person’s unique value, contributions and potential to the organization

25
Distributive category of negotiation
Resources are limited, a fixed set of resources. Know as value claiming Single issue and considered win/lose Conflict is inevitable competition guides the negotiation process
26
Hardball tactics
Good cop/bad cop High ball/low ball. Starts high then lowers Exploding offer. Good for 24 hours. While supplies last Lying Avoid the person Intimidation/Aggrieve Behavior. Force you to comply Nibble demands something extra at the end Snow job overwhelms you too many details
27
Integrative category
Win/win. Resources not fixed Conflict is not inevitable Mutually beneficial value creating
28
Minimal Encouragements
Questions, comments, or sounds that do not interfere with the flow of conversation but let’s others know you are listening Oh, When, Really
29
Paraphrasing
Evidence that you were listening and understanding Are you telling me —
30
Emotion Labeling
First active listing skill used in a crisis situation You tend to get into problem solving too early. Before you have heard everything You sound. You seem. What I hear is
31
Mirroring or Reflecting
Repeating the last word or phrase spoken in the form of a question This asks for more input with out intemintating the speaker Us full when you are at a loss for words
32
Open-Ended questions
Helps the speaker start talking Questions that can not be answered yes or no Usually begin with. How, what, when, where and why
33
“I” messages
Let’s speakers know how they are making you feel, why you feel that way and what hey can do to remedy he situation
34
Effective Pauses
Silence is an extremely effective form of communication Can be used to emphasis a point just before or after saying something important
35
5 steps 1 Positions
Know your best possible outcome and then estimate what you think your counterparts position might be What each of you might want Focus on your and the others interstates
36
5 steps 2 Interests
The reason behind your positions Assess why you have that position Ask what is most important to you and your counterpart
37
5 steps 3. BATNA Best alternative to a negotiated agreement
Valid by considering 1 Can you execute the BATNA without consent or participation of the other 2 Do you have the time and resources and are you willing and able to execute the BATNA 3 Does the counterpart see your BATNA as credible and believe you will execute it If yes to all 3 than you have a valid BATNA
38
5 steps 4 Brainstorming
Accomplished with the opposite negotiator Work with counterpart to develop ideals that satisfy the interests you have developed Developing good options is only possible after you have a discussion about both sides interests
39
5 steps 5 Solution
The best idea from all those presented is selected by all negotiators Options that meet the most important priorities for both sides After options are agreed upon by all involved, a solution is finalized
40
About Mediation
Mediator. Facilitates communications, promotes understanding, focuses on interests, seeks creative solutions Disputants or Negotiators- 2 or more people or groups who have the disagreement Stakeholders- outside negotiations who have a vested or personal interest in the process. Commanders, First Shirt, Supervisors, subordinates, Family, legal rep, unions
41
Evaluative Mediation
Subject matter expert describes the issue, offers opinions to resolve
42
Facilitative Mediation
Active third party Enhances communication Clarifies the issue reevaluates positions, and analysis interests
43
Transformative Mediation
Focuses on empowerment Enabling each to define their own issues and seek solutions on their own
44
Narrative techniques
Deconstruct how each negotiator sees the conflict Use open-ended questions and constructs alternative stories to achieve understanding and cooperation
45
Impasse
Failure to make progress towards resolution
46
Caucus
A confidential and private meeting between each of the disputants and the mediator Behind the scenes perspective from each person
47
Emotional Control
No outward reaction to an emotional display Remain neutral and credible
48
Reality Checking
Gets disputants to understand the weakness of their case, issue, or demands Disputants have a very weak position, no claim for what they seek, no legal basis, unrealistic demands
49
Fostering understanding of others views
Seeing the problem from the others point of view
50
Stages of Mediation
1 mediator opening statement. Meet for first time. Establish structure 2 Disputants opening statement. Each explains from his point of view 3 joint discussion. Interaction focuses less on position and more on interests 4 Caucus. Private meeting for each 5 Closure. Usually a resolution or second session. Or referral to another mediator or other dispute resolution. Litigation, councilor, clergy
51
NPSC
Negotiation Preference and style chart
52
TIPO model
Trust, information, power and options model
53
CNS
Cooperative negotiation strategy

Ncod Book 2 (8 decks)

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