MOD2-3 Flashcards
1
Q
Virtue definition
A
Desired behaviors and characteristics that we must practice and demonstrate
2
Q
Air Force Code of Values (3)
A
Integrity First
Service before Self
Excellence in All we Do
3
Q
To be virtuous: consistent…
A
practice which results in habits that lay the foundation of professionalism and character
4
Q
Purpose of Professionalism
A
To CONSISTENTLY hold to higher standard even w/o audience. Prevent live nukes being shipped, keep working when leg chopped off, et.
5
Q
Integrity Breakdown
A
Honesty - only way to preserve trust
Courage - willing to take unpopular risk, admit mistakes
Accountability - transparency, seek feedback, take ownership
Humility - service w/ gratitude, absent arrogance, others before self to add value to communities
6
Q
Service Before Self Breakdown
A
Duty - consistently making necessary sacrifice for mission
Loyalty - commitment to success for something bigger, helping each other
Respect - tx others w/ dignity, valuing individuals
7
Q
Excellence in All We Do Breakdown
A
Mission - complex undertaking focus with operations, product, and resource excellence
Discipline - commitment to highest standards
Teamwork - recognize interdependency r/t mission to strive for organizational excellence
8
Q
Space Force Guardian 4 C’s
A
Character, Connection, Commitment, Courage
9
Q
Character
A
Act w/ Integrity
Be Accountable
Uphold standards
10
Q
Connection
A
Foster environment
Engage everyone
Encourage
Give Help
11
Q
Commitment
A
Seek/offer feedback
Work to be better
Audacious Goals
Learn
Embrace mastery of self
12
Q
Courage
A
Risk
Innovate
Be Steadfast
Share thoughts and Ideas
13
Q
5 Kinds of Followers & Codes +
Independent/Dependent, Passive/Active codes
A
IP Alienated Follower
IA Effective Follower
== Survivor
DP Sheep
DA Active Participant
14
Q
Characteristics of an Effective Follower (relation w/ boss)
A
- Support, don’t undermine
- Disagree Privately - to prevent embarrassment
- Display Initiative - come up with solutions
- Accept responsibility when offered
- Tell the truth
- Anticipate questions - and give info to make decisions
- Know limitations
- Keep boss informed
- Selfless in Service - see something wrong fix it, NO glory
- Don’t forget family
15
Q
Good followership vs. Good Leadership correlation
A
No different than good leaders, will fail without both.
16
Q
Purpose for Military Justice System
A
Unique to Military
Promotes Discipline
Worldwide
17
Q
Mil Justice: Service Member Rights (from what article + 3)
A
Article from UCMJ
Compulsory Self-Incrimination Prohibited (Article 31)
Right to Counsel - lawyer
Search & Seizure - they can w/o consent unless off-base private property (need warrant)
18
Q
MilJustice: 3 means to maintain discipline
A
Preventative Discipline
Administrative Action
Punitive Actions
19
Q
Preventative Discipline Definition
A
Positive endorsement of rule following in-line w/ Values/Code “Safety first vs. Don’t be Careless!”
20
Q
Administrative NON-Punitive Discipline
A
Letter of Counseling, Admonishment, Reprimand
Unfavorable Information File
Control Roster
Officer Selection Board
21
Q
Letter of Counseling
A
verbal counseling (for late, no shows, etc.)
22
Q
Letter of Admonishment
A
↑ severity than LOC
23
Q
Letter of Reprimand
A
Official censure, written according to DAFI 36-2907
24
Q
Unfavorable Information File
A
Documented info concerning conduct
25
Control Roster
Lists of problem people who require attention (time sensitive goals). Cannot re-enlist, promote, PME, or PCS if on roster
26
Officer Selection Record
Documented data reviewed to a promotion record (lasts 10 years) - contains all preceeding (NJP, LOCAR) documents & court martials.
27
Punitive Discipline - Non-Judicial punishments
NJP Article 15 - for minor offenses imposed by CC, punishment r/t rank of offender (may request Court Martial Instead)
28
Punitive Discipline - Judicial Punishments (types of Court Martials)
Summary, Special, and General Court-Martial
29
Summary Court Martial
Enlisted only, minor offense, judged per 1 officer, limited punishments, doesn't follow outside military
30
Special Court-Martial
Intermediate offenses, judged by 3 members minimum with limited punishments
31
General Court-Martial
Serious offenses, judged by 8 members minimum, MAX punishment (ONLY means of dishonorable discharge)
32
MilLaw: Special Units
Staff Judge Advocate
Area Defense Counsel
Victims Council
33
Staff Judge Advocate (SJA)
Legal staff who represents AF/SF in all legal matters
34
Area Defense Counsel (ADC)
Represents AF/SF **personnel** accused of wrongdoing
35
Victim's Counsel (VC)
Advises victims of sexual assault their rights and represents them in certain matters during court-martials
36
UCMJ birth, name and, purpose
Uniform Code of Military Justice founded 05/05/1950 by Congress to modify/consolidate the Army Articles of War, Articles for the Government of the Navy, and Disciplinary Laws of the Coast Guard.
37
MCM birth, name and, purpose
Manual for Courts-Marshall, By Pres. S Truman in 1951, address military justice with evidence text, binding to personnel subject to the UCMJ. Implemented by Executive order.
38
UCMJ Punitive Article # Range
77-134
39
Professional Relationships definition
Good, preserve proper respect and authority, focus on the mission
40
Unprofessional relationships
Bad, detract authority, r/in favoritism, abandonment of goals, misuse of position, morale, can affect UNIT COHESIVENESS
41
Who can have Unprofessional Relationships? and where is allowed?
ANYONE.
ALLOWED NOWHERE (on/off duty)
42
Unprof relationships: PROHIBITED Officer actions (5)
Gamble w/ enlisted
Lend/borrow $$$
Engage in business with
Share living accommodations
Date/Sex
... enlisted people
43
Fraternization definition + 3 effects
Officer 2 Enlisted UPR
**equates** O to E
**violates** boundaries
**dishonors** the officer
44
Fraternization EXCEPTIONS (2)
**Married**, keep professional on-duty AND/OR
**Pre-existing** relationships
45
Fraternization 5 Elements
1. Accused = Officer
2. Accused fraternized
3. Accused KNEW they were enlisted
4. Accused violated customs
5. Conduct was prejudicial (harmful)
46
Administrative Actions to UPRs
8 + 3 Maximum
Order to Cease
Counseling
Reprimand
Removal
Demotion
Loss of NCO Status
NEG performance report
Admin separations
Pay forfeit
Dismissal
2 Years Confinement
47
UPR Articles (3)
**92 - Failure to Obey Lawful Order**
E-E, Mil-Civ
**133 - Conduct Unbecoming an Officer**
O-O
**134 -Fraternization**
O-E
48
General Prohibition of Behaviors (3)
**Solicitation** - sale from juniors
**Social Media** - be professional
**Family Members** - be professional while on-duty
49
Problem Solving Definition
The purposeful act of observing a problem and then deciding to solve it, after considering solutions and deciding upon one.
50
OODA vs. PPSM Names and Purpose
Observe, Orient, Decide, Act = 4 Step (for short term problems)
Practice Problem, Solving Method = 8 Step (for long term problems)
51
PPSM Breakdown (8)
1. Clarify/Validate
2. ID Performance Gaps (break↓)
3. Set Improvement Targets
4. Determine Root Causes (not just s/s)
5. Develop Counter-measures
6. Execute Countermeasures
7. Confirm Results and Progress
8. Standardize Successful Processes
52
Establishing Expectations Importance to subordinates
Linkage to standards and unit mission
53
Expectations, Execution Loop
Observe, Identify Performance Gaps, Recalibrate/set new expectations, allow subordinates to work
54
How to communicate Expectations
simply, provide necessary details only
55
Subordinate role in Expectation
Outside of executing, can possibly find the connection of what's missing with their experience
56
Expectations, seeking buy-in (3)
**Reduce** frustration
**Foster** agreement/commitment
**Lead** w/ ownership/pride to success
57
Expectations tracking as Leader (4)
Outline steps
Identify milestones
Track
Capture results
58
Statement vs. Argument
**Statement** = *claim*, assertion, conclusion, "purpose"
**Argument** = proposes a *reason* for a conclusion
59
Fact vs. Opinion
**Fact** = can be verified
**Opinion** - statement of belief, may be Obj/Subjective
Obj ex. it's 100 degrees outside
Sub ex. it is very hot outside
60
Information Intake: Sponging vs. Sifting
**Sponging** - TAKE IT ALL (but overload, poor focus)
**Sifting** - enhances critical thinking skills but difficult, takes longer.
61
9 Intellectual Standards to Assess one's thinking
**Clarity** = is the statement clear, *understandable*?
**Accuracy** - factually *true* to reality?
**Precision** - *more details* to refines info, "it's hot today" vs specific #
**Relevance** - *related* to issue at hand? reduces info/distills complexity
**Depth** - addresses *root causes*, nuance, deeper layers of info
**Breadth** - addresses various interpretations, *points of view*, considerations
**Logic** - when combined is it mutually supporting? *"make sense?"*
**Significant** - which info is *most important?*
**Fairness** - avoiding personal interest, ego. *justified* assumptions
62
CritThinking - missing info to consider (4)
Source of facts?
Difference in key term definitions?
How does it look from a different viewpoint?
Counter-argument?
63
Source Credibility (6)
Reputation
Vested Interest
Corroboration
Expertise
Nature of the Claim
Credible Reasons
64
Critical Thinking II - 7 Steps
**Purpose** - what's my *obj*?
**Question** - is question *right*?
**Information (Data/Evidence)** - is it *accurate, fair, clear?* alt sources?
**Concepts (Ideas)** - what concepts am I *relying* on (hijacking r/t planes)
**Assumptions** - What *beliefs/values are influencing* me
**Implications and Consequences** - possible *outcomes, impacts*?
**Inferences** - what am I *predicting*?
65
Types of Thinking (2)
**System 1** - fast, unconscious, r/t pattern recognition
**System 2** - slow deliberate, discerns new patterns
66
Thinking Errors (6)
**Wrong Question** - or the right question, wrong way
**Thinking too Quickly** - wrong system
**Stereotypes** - snap System 1 thinking, oversimplifying
**Cognitive Bias (2)** - *Halo effect*, 1 trait defines entirety + *Belief Perseverance* , cog bias
**Deflection** - steers away from initial intent, ↓ focus discussion
67
Organizational Sources of Conflict (2)
Communication and Structural Factors
68
Aspects of Poor Communication (3)
Misinterpretation
Inaccuracy
Incomplete
69
Conflict: Structural Breakdown (3)
**↑ size = ↑ problems**
**Rewards** - if unfair, biased
**Resource Interdependence** - vs. time, ppl, money
70
Conflict: Personal Behavior Factors (3)
Values, Perception, Personality
71
Military Negotiation Definition (4 key aspects)
Ongoing processes leveraging **communication, critical thinking, trust building, for mutually beneficial** options
72
Negotiation Types (2)
**Distributive** - limited resources, ZERO sum gain, about position
**Integrative** - Ø resource management, seeks for solutions/protects relationship, about interests
73
TIPO Model
Trust vs. Information vs. Options vs. Power, give/take from each
74
Kilmann's 5 Styles of Conflict Resolution - Assertiveness vs. Cooperativeness
↑A↓C **Compete/Forcing**
↑A↑C **Collaborating**
=A=C **Compromising**
↓A↓C **Avoiding**
↓A↑C **Accommodating**
75
AFNC's 5 Problem Solving Approaches -
People vs. Task
↓P↑T **Insist**
↑P↑T **Cooperate**
=P=T **Settle**
↓P↓T **Evade**
↑P↓T **Comply**
76
Negotiation Barrier (4) & Tools to Overcome (5)
Biases
Emotions
Stereotypes
Attitudes
Active Listening
Self-Awareness
Critical Thinking
Creative Thinking
Communication Skills
77
USAF Core Functions (5)
**Air** Superiority
**I**ntelligence, **S**urveillance, & **R**econnaissance (ISR)
**Rapid Global Mobility**
**Global Strike**
**Command & Control**
78
USAF CF: Air Superiority
**Freedom to/from attack**
(essential precondition to successful milOps, to operate **W/O** threat of attack from enemy)
79
USAF CF: Intelligence, Surveillance, & Reconnaissance
**Ears/Eyes** on adversaries
↑ situational awareness of battlespace, allows decision space for cmd elements
↓ uncertainty of adversaries & capabilities
80
USAF CF: Global Mobility
**Delivery on demand**
Deployment, sustainment of equipment/personnel
In-flight refueling - unique USAF capability, vital/linchpin to power projection intercontinentally
81
USAF CF: Global Strike
**Any target, Any time**
All targets @ risk for disabling/destroying (even from bases in US).
82
USAF CF: Command & Control (C2)
**Total flexibility in operations**... right info → person → time.
Reliable comms & info networks
Allows joint teams to operate globally @ ↑ tempo/intensity
83
USSF: Core Competencies (5)
**Space Security**
**Combat** Power Projection
**Space Mobility** and Logistics
**Information** Mobility
**Space Domain** Awareness
84
USSF CC: Space Security
**Safe & Secure** access to space for civil, commercial, Intelligence Community (IC), & multinational partners
Helps assure partners that **US military is positioned to monitor and protect their interests**
85
USSF CC: Combat Power Projection
Goal: **Freedom of Action**
Defensive Operations ensure US **freedom of action in space**
Offensive Operations **deny adversary's freedom of action** in space
86
USSF CC: Space Mobility and Logistics
**Movement support** of milEquipment/Personnel in/out of space
**Dependent on ability** to launch milEquipment into space & orbit safely, securely, and in a reliable manner
87
USSF CC: Information Mobility
**Timely, rapid, reliable** collection & transportation of data to even the **MOST** remote areas of human activity
88
USSF CC: Space Domain Awareness
**Effective identification, characterization, & understanding** of **physical, network, and cognitive dimensions** factors which could affect space operations.
89
**AFFORGEN** Definition
AF's **sustainable capacity-driven** model for presenting forces to Joint Force Commanders (JFCs) & to counter long-term strategic competition
90
**AFFORGEN** Cycle (in order!)
**Reset** - reconnect, reconstitute, reintegrate
**Prepare** - build towards peak unit readiness
**Ready** - certifying events
**Available to Commit** - deployed & ready
91
**AFFORGEN** role/importance of Readiness on mission accomplishment
Readiness focus is to **develop & maintain** warfighting skillsets r/in **predictability & sustainability**
**Train, certify, & deploy** as a team
92
Types of **Diversity** (4)
Demographic
Cognitive/Behavioral
Organizational/Structural
Global Diversity
93
Demographic Diversity (8)
Age
Gender
Race/Ethnicity
Geographic Origin
Family Status
Socioeconomic Status
Religion
Disability
94
Cognitive/Behavioral Diversity (4)
Styles of...
Personality
Thinking
Learning
Work
95
Organizational/Structural Diversity
**Prior experience** at a organization/institution that could effect team interactions
96
Global Diversity (2)
**Citizenship/Naturalization** Status
**Language(s)** spoken
97
Result of Good Diversity Management
**↑ productive/creative** units in completing a mission
98
**Managing** organizational culture & climate (4)
Enable **creativity & potential**
Eradicate **stereotypes & microaggressions**
99
How to **leverage** diversity to ↑ productivity (4)
Utilize **motivations, interests, strengths, & weaknesses** (r/in ↑ productivity)
100
Countering Own Bias (3 Steps)
**Acknowledge** - admit own & that they are not reflective of reality
(Re)**Calibrate** - perceptions to be more accurate, transcend binary thinking, empathetic
**Transform** - ▲character and form engagement, set an example
101
Full Range Leadership Types (3)
Transactional
Transformational
Laissez-Faire
102
Laissez-Fair Leadership is...
the absence of leadership (**DO NOT DO THIS** 💀)
103
Transactional Leadership
Day-to-day interactions/transactions for immediate results with incentives (CR, MBE-A/P)
104
Transformational Leadership Subcategories (4)
**Individual** Consideration
**Intellectual** Stimulation
**Inspirational** Motivation
**Idealized** Influence
105
How to **apply** Full Range Leadership?
**No one style is "better"**
Apply to different circumstance, can blend, utilize multiple approaches
**Laissez-Faire is ABSENCE of leadership, AVOID IT.**
106
Teambuilding, Stages of Team Growth
Forming
Storming
Norming
Performing
107
3 Characteristics of a High Performing Team
Trust
Communication
Cooperation
108
Teambuilding: **Forming** (3)
When individual **transitions** from individual to member status:
Individuals **determine/establish** ***place &/or accept procedures/rules***
Member's **explore** ***acceptable group behaviors & boundaries***
109
Teambuilding: **Storming** (5)
**Most difficult stage**
**Conflicts** arise
**Impatience** r/t lack of progress
**Arguing** of team actions to take
**May resist** need for collaboration
110
Teambuilding: **Norming** (4)
**Reconciling competing loyalties**/responsibilities
**Setting norms**/appropriate behavior
**Establishing** cohesiveness/commitment
**Reduced conflict** r/in ↑ cooperation
111
Teambuilding: **Per**forming (5)
**Accepting** others STR + WKNSes
**Embracing** roles
**Settled** relationships/expectations
**Solving problems**/implementing changes
**Proficiency** in achieving goals
112
Director Role in **Forming** (4)
**DIRECTOR**, help focus on:
**Getting to know** one another
**Identifying** roles
**Clearly understanding** mission/tasks
113
Director Role in **Storming** (6)
***COACH***, best when completed quickly, control chaos by:
**Listen** to concerns
**Climate** open discussion
**Obtain inputs** best to achieve team's goals
**Encourage/Support**
**Facilitate** conflict resolution
114
Director Role in **Norming** (4)
***COLLABORATOR***, facilitate maximizing member contributions by:
**Delegating** responsibilities
**Building** member confidence
**Maximize** member STRs
115
Director Role in **Performing** (5)
***VISIONARY***, maintain success, shift focus from inward to outward by:
**Ensuring** solid mechanisms for feedback
**Fostering** new ideas
**Cultivating** leadership
**Planning** for the future
116
Organizational **CULTURE** (5)
**Years of Tradition**
Long-term ingrained
Foundational Beliefs
Ideologies, Values, Norms
Established Traditions
117
Organizational **CLIMATE** (5)
**Fizzles in months**
**Product of culture**, more flexible
**Short term**, adjustable
**Attitudes & Perceptions**
**Moods & Feelings**
118
Building a +Culture: How do? (3)
Respect Diversity
Safe & Secure
High Standards
119
Building +Culture: Safe & Secure (2 + 3 ea)
**Physical Security**
Safety/Security protocols
Proper Training
Building management
**Emotional Security**
Encouraged to risk/No fear of failure
Respect/openness
Trust
120
Building +Culture: High Standards (3)
Establish **expectations**
**Challenge** to new hieghts/challenges
**Ø accept** bare minimum
121
Building +Culture: Respect Diversity (4)
Organizations are diverse.
**Be Inclusive**
**Embrace perspectives/talents**
**Forbid discrimination**
122
Building +Climate: **How to Implement Change?**
Focus on **Little Things**
**Address** your Unit
**Inspire** Action
123
Building +Climate: Address your Unit (5)
**Inform of Potential Mission Impact**
Address **± results**
**Strategies** for problem resolution
Offer **f/u services**
Use **DEOCS** (Defense Equal Opportunity Climate Survey)
124
Building +Climate: Inspire Action (3)
Communication of **mission, vision, priorities**
**Enable** action
**Reinforce** actions
125
Building +Climate: Focus on Little Things (1)
... **EVERYTHING** a leader does influences the climate
126
Culture Definition (*as per AF Culture/Language Center*)
**The creation, maintenance, and transformation** across generations of **semi-shared patterns of meaning, sense-making, affiliation, action, and organization** of groups.
127
12 Cultural Domains
**Sex** & Gender
**Family** & Kinship
**Sustenance** & Health
*Learning & Knowledge*
*Language & Communication*
*Aesthetics & Recreations*
***Economics & Resources***
***Technology & Material***
***Political & Social Relations***
History & Myth
Religion & Spirituality
Time & Space
128
Human Security vs. National Security
**Protecting individuals from violence** = cornerstone to national security
**Security of a nation is measured** by how well it protects its citizens from **violence, hunger, disease, & natural disasters**
129
How does **culture** relate to **human security?**
MilOrganizations who are tasked to protect people **need to understand their culture.**
130
Importance of **Gender Perspective**
Informs us of **tactical, operational, strategic situation** during mission execution
Allows mission planners to use this knowledge to inform & influence activities of the mission
131
Barriers to Cultural & Gender Competence (5)
Defense
Ethnocentrism
Stereotypes
Faulty Assumptions
Misrepresentation
132
Barriers to Cultural & Gender Competence: **Ethnocentrism**
own culture = best culture
133
Barriers to Cultural & Gender Competence: **Stereotypes**
wrong set of ideas of someone/thing
134
Barriers to Cultural & Gender Competence: **Defense**
viewing cultural awareness/gender considerations as a **threat or annoyance**. Nice to have vs. necessary
135
Barriers to Cultural & Gender Competence: **Faulty Assumptions**
**gender** r/t **women** inclining exclusionary vs inclusionary. Likely to offend partner nation/ally.
136
Barriers to Cultural & Gender Competence: **Misrepresentation**
When gender awareness is perceived as a effort **to meet quotas** to push Western initiatives on partners w/o interest or consent
137
**OPSEC** Security Definition
**Information-related capability** that preserves friendly secrecy. Uses processes to **identify, control, & protect** critical info/indicators.
138
OPSEC: Adversary Definition
**An entity w/ goal to counter** to our own
139
OPSEC: Threat Definition
Adversary w/ intent **&** capability to collect critical info/take action detrimental to mission success
140
OPSEC: Vulnerabilties
When adversary is **capable of collecting** critical info/indicators, correctly analyzing, & acting quickly enough to impact friendly objectives
141
OPSEC: Critical Information
**friendly intentions, activities, capabilities, or limitations** that adversary seeks to gain **military, diplomatic, economic, or technological** advantage.
Each military unit critical info list should be published with **"For Official Use Only"**
142
OPSEC 5 Step Process
Identify Critical Information
Analyze Threats
Analyze Vulnerabilities
Assess Risk
Apply Counter-Measures
143
OPSEC: How to Identify Critical Information
Critical = valuable to adversary, varies based on organization role.
Best identified by personnel who plan & organize the mission
**Adversarial approach:** what info does the adversary want? (AFI10-701, para 3.2.2)
144
OPSEC: Analyze Threats Breakdown
Identifies adversary with **intentions & capabilities to collect, analyze, & exploit** our critical info/indicators
use threat info **to develop counter-measures**
145
OPSEC: Analyze Vulnerabilities Breakdown
**Vulnerability** = when info is capable of being collected. **As result of poor: procedures, security, leadership judgement, threat awareness, & encryption** (AFI 10-701, para 3.4.2)
146
OPSEC: Assess Risks Breakdown
**RISK = THREAT + VULERABILITY**
Determine risk & **then develop countermeasures.** Best are ↓ resource/effect on mission goals ↑ protection (AFI 10-701, para 3.5.2)
147
OPSEC: Countermeasures Breakdown
Implemented **after risk assessment** finished/acceptable. Purpose **to mitigate risk to an acceptable level.**
148
Branch of Gov that **establishes military authority**
The Executive Branch
149
3 Provisions Embodied in the US Constitution + points (3, 1, 3)
**Federalism**
Distribution powers & responsibilities
States were individual governments
Townships/counties = basic units of govt
**Enumerated Powers of the Govt**
Federal Govt powers limited by US Constitution
**Separation of Powers/Checks & Balance**
3 equal branches
Goal is to limit each other's desire to gain more power
Per Congress, most power comes from direct representation of the ppl
150
1st Amendment
**Freedom of speech and Religion** For Officers: restricts from considering **gender, religion, race, & political associations** when making decisions
151
2nd Amendment
**Right to Bear Arms**
For Officers: can't take weapons from people... **UNLESS** mandated reporting/concern
152
3rd Amendment
**No quarter (soldiers)** For Officers: can't force public to house them
153
4th Amendment
**No unreasonable search/seizures** For Officers: can't search public/other mil members w/out probable cause. **COMMANDER CAN** search areas under control.
154
5th Amendment
**No Self-Incriminations** unless is Grand Jury
155
6th, 7th, 8th Amendment
**Right to Speedy Trial, Trial, & no cruel/unusual punishment**
For Officers: cannot punish member w/o trial (UNLESS Art 15)
156
9th Amendment
**Right's can't enroach other's rights**
For Officers: just cause NOT mentioned in Amendments doesn't mean we can deny them
157
10th Amendment
**Powers != Govt, go to States or people**
