NCOA Set B

Question 1

Define “Group”

Answer 1

Assemblies of people or objects.

Question 2

Define “Team”

Answer 2

Organized groups of individuals working together to reach a common goal.

Question 3

Define “Team Mission”

Answer 3

The task, together with the purpose, that clearly indicates the action to be taken and the reason therefore… a duty assigned to an individual or unit.

Question 4

Define the “Z” process

Answer 4

Ideas often bounce back and forth among the creators, advancers, and refiners.

Question 5

Community

Answer 5

Makes sure every member of the team feels like an essential and important part of the team and the unit.

Question 6

Cooperation

Answer 6

-Encourages the team concept by making sure everyone knows and understands the organizations mission and purpose, which encourages a participative approach to meeting these objectives. -Ensure everyone has an opportunity to speak, to ask questions, and raise concerns. -Develops a greater sense of involvement in the organization’s direction.

Question 7

Coordination

Answer 7

-Ensures all members realize how important they are to the mission. -Explains member responsibilities in detail and how their actions affect the organization’s success.

Question 8

Communication

Answer 8

-Proper communication ensures everyone is on the same page and working toward the shared goal.

Question 9

Coaching

Answer 9

-Creates a positive outlook for your personnel enabling your team to meet and even exceed their goals. -Training opportunities and advancement are two essential components that encourage and motivate members to grow and excel.

Question 10

Absence of Trust

Answer 10

Unwillingness to confide in and share knowledge, feelings, and concerns with one another.

Question 11

Avoidance of Accountability

Answer 11

Holding others accountable usually leads to confrontation. Members are likely to avoid these situations.

Question 12

Fear of Conflict

Answer 12

Avoid conflict as its negative connotation threatens trust, communication, morale, welfare, and mission accomplishment.

Question 13

Inattention to Results

Answer 13

When members place their individual needs and goals ahead of the team and the organization.

Question 14

Lack of Commitment

Answer 14

Doubt in others or mission will cause members to struggle to commit fully to ideas, decisions, or tasks made by other members of the organization.

Question 15

Forming

Answer 15

-Little or no conflict -Minimum shared feelings and feedback -Minimum shared feelings and feedback

Question 16

Storming

Answer 16

-Most difficult stage -Disputes and arguments occur -Members acknowledge the purpose and goal of the team -Stress and anxiety increase

Question 17

Norming

Answer 17

-Accept roles and responsibilities -Collaboration and camaraderie grow -Productivity is high -Members “Agree to Disagree”

Question 18

Performing

Answer 18

-Creativity is high as members are willing to share ideas without fear of negative criticism and reprisal. -Eventually the team reaches their goal -Heightened morale and loyalty to the team and its success

Question 19

Adjourning/ Transforming

Answer 19

-Teams disassemble and members separate from the team

Question 20

What should you consider when assessing team success?

Answer 20

How efficiently & effectively the following were used to complete the mission: - Talents (skills and abilities) - Expertise (knowledge and experience) - Assessments (Customer surveys, inspections, performance evaluations) - Means: (Resources to include: equipment, facilities, financial, time, information)

Question 21

Name three sources for gathering feedback.

Answer 21

Mentors, Peers, Subordinates, Budgets, Training Plans, Metrics (MC rates), and External Sources/Agencies (family).

Question 22

Define Followership.

Answer 22

one in the service of another; one that follows the opinions or teachings of another; one that imitates another.

Question 23

Give examples that demonstrate the difference between feedback and advice?

Answer 23

An example of feedback would be a follower giving a leader feedback on a decision he/she just made or made in the past. An example of advice would be a person giving advice on a decision that the leader is still contemplating or researching.

Question 24

What is meant by advocating for a leader’s point of view?

Answer 24

Advocating leadership’s decisions and points of view is not about being a “yes person”; it is about communicating your concerns in ways that leadership will listen. However, when you receive the final answer, salute sharply and go do with a forward-thinking, optimistic attitude, even when you disagree with decisions.

Question 25

What should be your objective in committing to the action plan of the organization and mission?

Answer 25

Your objective is to embrace your role and commit physically, emotionally, and mentally to accomplishing the mission via the action plan.

Question 26

What does capabilities of an Airman mean?

Answer 26

Skills, talents, experiences, personality, etc. that Airmen may possess or have the potential to possess.

Question 27

How would you define deliberate development?

Answer 27

To carefully think about and discuss strengths, areas of improvement, current and future roles, and responsibilities with followers.

Question 28

Name three capabilities mentioned in this chapter that may be included when diagnosing the capabilities of an Airman in your unit?

Answer 28

Skills, Talents, Experiences, Personality

Question 29

Name three factors to consider when diagnosing the developmental needs of an Airman.

Answer 29

Aspirations, Personality, Self-Concept, Self-Efficacy and Locus of Control, Attitudes and Values

Question 30

What needs to be created in order to address the personal and professional developmental needs of an Airman as it relates to fulfilling current or future job/role responsibilities?

Answer 30

A deliberate development plan

Question 31

How does a leader set and monitor a deliberate development plan for their Airmen?

Answer 31

Setting and monitoring development plans

Question 32

List three resources that a leader must know and have the ability to tap into in order to set up a plan and begin a development process for his or her Airmen.

Answer 32

(1) Other people who have skills and who are willing to mentor, (2) knowing about the organization's budget, including the process for requesting funds and other types of support, (3) various outside agencies (Airmen and Family Readiness Center, Family Advocacy, AMS for special duty opportunities, etc.), (4) PME requirements, seat availability, and opportunities (e.g. instructor, adjunct instructor, etc.) (5) Eligibility (promotion, special duty assignments, deployments, TDYs, etc.) (6) Private Organizations (Top 3, AFSA, Toast Masters, 5/6, etc.)

Question 33

What are some examples of future job/role responsibilities?

Answer 33

Team Leader, Ceremony MC, Scout Leader, Honor guard, Youth League Coach, Church Volunteer, First Sergeant, Recruiter, Defense Attaché, PME instructor, Superintendent, NCOIC, Flight Chief, Additional duties (e.g. safety, RA, shirt)

Question 34

As a leader, how have you exercised position power?

Answer 34

Coercive, Connection, Reward and Legitimate

Question 35

As a leader, how have you exercised personal power?

Answer 35

Referent Power, Informational Power, Expert Power

Question 36

Involvement Level

Answer 36

at this level, subordinates produce good quality work because they truly enjoy what they do—they believe in their job and their reward is personal satisfaction.

Question 37

Performance Level

Answer 37

tend to be more involved in the work center and often contributes but only as long as leadership recognizes their contributions.

Question 38

Membership Level

Answer 38

at this level subordinates meet minimum standards, but do not get too involved in their jobs. They complain about things but never make an effort to solve the problem or even offer solutions.

Question 39

What motivational theory focused on the belief that an individual's most basic needs must be filled before that individual could move on to higher needs or ambitions?

Answer 39

Abraham Maslow

Question 40

List three examples of a System Level Reward.

Answer 40

System level rewards are things the organization provides such as pay, training, annual leave, medical and dental benefits, etc.

Question 41

What is a leader's responsibility as it relates to system level rewards?

Answer 41

Supervisors must ensure their subordinates meet all standards, and ensure that they receive their system level rewards.

Question 42

In your own words define negotiation.

Answer 42

is a process involving two or more people or groups who have a degree of difference in positions, interests, goals, values, or beliefs and who are striving to reach agreement on issues or courses of action. Negotiation can also be defined as a dialogue intended to resolve disputes, to produce an agreement upon courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy various interests.

Question 43

list three examples of negotiations you encountered at work

Answer 43

-Work hours and schedule -Pay, salary, or benefits -Use of equipment -Sequester for additional -personnel or assistance -Work-related problem solving

Question 44

list three examples of negotiations you encountered at home

Answer 44

-Who does what household chores and errands -Times for watching favorite television shows -What to eat for dinner -What to pay for major purchases like homes and cars

Question 45

list three examples of negotiations you encountered at other

Answer 45

-Haggling with dealer at car dealership on a new or used car -Working out a child pick-up or carpool schedule with friends -Working a price with mechanic on car repair

Question 46

What does the acronym BATNA stand for?

Answer 46

Best Alternative To a Negotiated Agreement

Question 47

Are you a convergent thinker or a divergent thinker? Explain.

Answer 47

-Convergent Thinkers tend to be reliable, rational, principle-based, work to reduce uncertainty and ambiguity, and prefer thorough planning. -Divergent thinkers tend to be creative, spontaneous, are comfortable with uncertainty and ambiguity, an Trust is the foundation of relationships d prefer flexible planning.

Question 48

Explain how Trust impacts negotiations.

Answer 48

Trust is the foundation of relationships with others and faith in a system. There are two categories of trust: trust in a person and trust in a process.

Question 49

What are the stakes when it comes to a negotiated situation?

Answer 49

The stakes in a negotiated situation are what you stand to (or are wiling) to lose if negotiations fail. These can be either low (little to lose) or high (detrimental to reaching desired outcome).

Question 50

What is the difference between task and people orientation?

Answer 50

Task orientation places more importance on reaching an outcome, solution, or resolution (the task at hand and the expected outcome). People orientation centers on the relationship that exists between the individuals or groups involved.

Question 51

What are the five steps in the Cooperative Negotiation Strategy Process?

Answer 51

Step 1: Positions Step 2: Interests Step 3: BATNA Step 4: Brainstorming Step 5: Solution

Question 52

What are the two categories of negotiations?

Answer 52

Distributive and Integrative

Question 53

What are the seven "hardball tactics" associated with distributive negotiations?

Answer 53

Good Cop-Bad Cop Highball-Lowball Exploding Offer Lying Intimidation/Aggressive Behavior Snow Job Nibble

Question 54

What is mediation?

Answer 54

is an alternative form of dispute resolution that supports negotiations between two disputing parties.

Question 55

What is the difference between evaluative and facilitative mediation?

Answer 55

-Evaluative Mediation offers an opinion on the strengths and weaknesses of each party's side, and suggests options to resolve the matter. -Facilitative Mediation is where a third party (mediator) encourages the parties to discuss matters freely and voluntarily participate in the mediation process. Here, the parties clarify issues, reevaluate positions, and analyze interests—all with an eye towards resolving the dispute that brought them to the mediation table.

Question 56

List the five stages to mediation?

Answer 56

Stage 1 Mediator Opening Statement Stage 2, Parties' Opening Statement Stage 3, Joint Discussion Stage 4, Caucus Stage 5, Closure

Question 57

Using the Cooperative Negotiation Strategy (CNS) in cross-cultural situations means we must consider the ___ involved.

Answer 57

people

Question 58

In ___ cultures, behaviors are not explicitly presented as members already know what behaviors are expected of them based on years of interaction with each other.

Answer 58

high-context

Question 59

\_\_\_ is a method for ripening a negotiated situation where the other party is willing to join in the search for a negotiated solution based on a past, recently avoided, or impending consequence.

Answer 59

wayout

Question 60

Using the Cooperative Negotiation Strategy (CNS) in cross-cultural situations means we must consider the ___ at hand.

Answer 60

task

Question 61

\_\_\_ is the capacity of parties to decide it is in their best interest to negotiate an agreement rather than to continue a dispute.

Answer 61

readiness

Question 62

\_\_\_ cultures are task-oriented, rule-oriented, and will most likely use the Insist negotiation style and their position powers to get what they want.

Answer 62

low-context

Question 63

To determine ___ of a negotiated situation, consider whether or not all the parties involved are actually interested in negotiating and if the issues are even negotiable.

Answer 63

ripeness

Question 64

What are some examples of the verbal and nonverbal cues commonly relayed in communication?

Answer 64

-Verbal cues include: vocal (verbal) pauses, interjections like "uh-huh", "oh", "wow", and "Really?" -Nonverbal cues include eye movement and eye contact, body position (e.g. slouching, leaning forward and attentive, crossed arms and legs (closed)), hand gestures, shoulder movements, etc.

Question 65

What is the difference between Paraphrasing and Mirroring?

Answer 65

-Paraphrasing demonstrates that you were listening and understand, clarifies content, highlights issues, and improves active listener techniques. Paraphrasing statements begin with, "Are you telling me...?" or "So what you are saying is..." -Mirroring (or reflecting) is repeating the last word or phrase spoken in the form of a question and asks for more input without guiding the direction of the speaker's thoughts. It elicits information when you do not have enough to ask a pertinent question and is useful when you are lost for words.

Question 66

In your own words, what is Emotion Labeling?

Answer 66

is often the first active listening skill used in a communicated crisis situations. We often attempt to move to the problem-solving phase too early and usually, the speaker is not prepared to reason just yet. Common phrases include, "You sound...," "You seem...," or "What I hear is..."

Question 67

Why are verbal pauses effective when communicating?

Answer 67

is the use of silence in communication that prompts others to talk (because the empty sound of silence is uncomfortable) and can also be used to emphasize a point.

Question 68

Why is it necessary for you to be able to acquire resources such as supplies, people, facilities, and equipment?

Answer 68

for accomplishing the mission

Question 69

Why do NCOs need to know how to manage resources?

Answer 69

According to AFI 36-2618, Enlisted Force Structure, the primary focus of the NCO tier is mission accomplishment. To accomplish the mission, NCOs need to be able to use assigned personnel, material, financial, information and technology, energy, and warfare resources efficiently and effectively.

Question 70

Define resource stewardship.

Answer 70

Resource stewardship is the careful and responsible management of resources under one's control.

Question 71

Personnel

Answer 71

considered "most valuable resource"

Question 72

Financial

Answer 72

required to procure the material, energy, information and technology, and warfare resources

Question 73

Material

Answer 73

physical goods that are required by personnel to complete assigned duties

Question 74

Warfare

Answer 74

war-related materials (training equipment, body armor, and armored personnel carriers, etc.)

Question 75

Information & Tech

Answer 75

technological advancements (cell phones, computers, email, Internet-enabled devices, etc.)

Question 76

Energy

Answer 76

powers businesses, manufacturing, transportation, and your

Question 77

What is meant by discipline?

Answer 77

is training expected to produce a specific character or pattern of behavior, especially training that produces moral or mental improvement.

Question 78

Explain at least four ways effective discipline positively impacts mission accomplishment in the Air Force.

Answer 78

-Increases personnel readiness -Builds professional skills of personnel -Strengthens personal discipline -Promotes camaraderie, esprit de corps, and morale -Enhances national security and the nation's confidence in the Air Force -Helps to maintain air and space superiority

Question 79

In the Prevention Arena what are the 3 key actions that must take place? Who must take those actions?

Answer 79

Set standards, establish rapport, and create a climate of accountability. The NCO/supervisor.

Question 80

When operating in the Correction Arena, NCOs must use the __________ Process.

Answer 80

Progressive Discipline Process

Question 81

When subordinates violate the rules, fall below standards, or commit infractions, list at least two corrective actions NCOs can use to rehabilitate subordinates.

Answer 81

Corrective actions NCOs can use to rehabilitate subordinates include: - Verbal counseling, admonishment and reprimand - Letters of counseling, admonishment and reprimand - Recommend establishment of a UIF - Recommend placement on control roster - Recommend administrative demotions - Recommend denial of reenlistment - Recommend nonjudicial punishment action - Awareness training (as a deterrent)

Question 82

Why is it important to know about budget timelines and milestones?

Answer 82

NCOs can monitor and align mission requirements with the budget cycle to ensure funding is continuously available. Also to anticipate and prepare for shortfalls by requesting additional funding early to minimize impact on the mission.

Question 83

Briefly summarize the two parts of the Budget Execution Review (BER) process?

Answer 83

The first part requires every level of command to identify, validate, and prioritize its unfunded requirements and then submit them to higher headquarters for funding consideration. The second part requires each level of command to review and prioritize (rack and stack) all subordinate command unfunded requirements.

Question 84

What is the purpose of the Budget Execution Review (BER), and why is it important?

Answer 84

To redistribute funds to meet unfunded requirements based on priority. Identifies unforeseen or initially unanticipated mission-related expenses. To reallocate funds to support other mission requirements in other locations throughout the wing. Ensures prudent use of limited funds.

Question 85

How would you describe the purpose and benefits of Financial Execution Plans (FEPs)?

Answer 85

Used to balance available funding. Associated with O&M funds. Used by all levels of the organization. Ensures funds provided by Presidential Budget are distributed in a manner that supports Air Force objectives. Identifies and prioritizes current and next FY key requirements.

Question 86

As an NCO, what is your role in the budget process?

Answer 86

NCOs are most concerned with the Budget Execution Review (BER) process, financial execution plans, and hitting budget spending targets.

Question 87

What is the difference between a funded and unfunded position requirement?

Answer 87

Both are authorized positions. Those that are funded will have actual people assigned and working in the position. Those that are unfunded remain authorized but go unfilled.

Question 88

Your organization just experienced a recent change to your mission that requires you to change the skill level requirement of an authorized position. What would you need to do to request this change? Be sure to specifically mention any documents or products involved.

Answer 88

The Unit Manpower Document would need to be changed. This requires a formal Authorization Change Request (ACR), which must be signed by the appropriate commander.

Question 89

In the scenario above, what would you need to do to complete the process once the change has been approved? Again, be sure to specifically mention any documents or products involved.

Answer 89

Once the change has been approved, the Unit Personnel Management Roster (UPMR) is then updated with the qualified person (the "face") to match the attributes of the position.

Question 90

Why is it so important for you, as an NCO, to know about the four competencies of manpower and some of the documents used to manage personnel?

Answer 90

NCOs can assist leadership in providing oversight in the management of available personnel to authorized positions and assist in gaining these resources to meet mission requirements. Useful as you prepare for SNCO responsibilities. These responsibilities may be delegated to your level as you face reduced manning authorizations. Develops your skills as a resource manager and steward. It is your responsibility to ensure mission success. Having the manpower to complete your objectives is key to accomplishing this.

Question 91

Why is it important to conserve resources?

Answer 91

If necessary resources are misused and/or depleted, it may impact your organizational goals and mission accomplishment in the present and possibly in the future.

Question 92

What does it mean to use resources as directed?

Answer 92

Using resources "as directed" refers to the use of resources under your control as instructed by existing rules and regulations, in accordance with laws and policies, and as specified in orders issued by leadership as long as these orders are ethical and in the best interests of the Air Force.

Question 93

What does it meant to use resources as available?

Answer 93

Using resources "as available" refers to the use of resources that are in-place and accessible without violating law or regulation.

Question 94

How can you support the development of others as future resource stewards?

Answer 94

NCOs can promote an organizational culture that promotes a resource-conscious attitude. NCOs can be role models who demonstrate the right attitude and behaviors that promote resource stewardship.

Question 95

Budget process cycle 1st Quarter

Answer 95

-Funds allocated downward—actual funds or CRA; create FY spend plan -Cost center begin working first BER (unfunded requests) -25% of budget obligated and/or spent

Question 96

Budget process cycle 2nd Quarter

Answer 96

-Resource Advisor submits first BER -Cost Centers submit inputs for next FY's FEP -50% of budget allocated and/or spent

Question 97

Budget process cycle 3rd Quarter

Answer 97

-Cost Centers submit updated /revised BER; second BER occurs -75% of budget obligated or spent

Question 98

Budget process cycle 4th Quarter

Answer 98

-End of FY closeout begins -Congress approves next fiscal year budget -FY ends (100% of budget spent) and new FY begins

Question 99

Why is it important to correct substandard behavior?

Answer 99

maintains good order and discipline, it motivates Airmen to accomplish the mission in the most effective and efficient manner possible.

Question 100

What is primary purpose of the Correction Arena?

Answer 100

is to get subordinates' behavior back to the standard using the least amount of force necessary.

Question 101

What is the difference between Corrective and Punitive actions?

Answer 101

Corrective actions are administrative in nature, punitive actions are legal sanctions designed to take something away from the member, (e.g. time in the form of extra duties, loss of money, loss of freedom, reduction in rank, and loss of career via less than honorable and dishonorable discharges).

Question 102

What is the NCO's primary role when operating in the Punishment Arena?

Answer 102

The NCO's primary role is to provide the commander with facts concerning the member (e.g. duty performance, previous violations, family/financial situation and so forth), and, if asked, recommend actions that would be most effective in rehabilitating the member.

Question 103

What should NCOs do before applying the PDP and when applying it?

Answer 103

A NCO should establish standards to clearly explain to the subordinates each standard and Line of Acceptability, and monitor subordinate behavior to ensure compliance and reinforce as needed.

Question 104

State the 3 steps of the Progressive Discipline Process.

Answer 104

Establish Standards, Monitor, Apply the PDP

Question 105

Name the 3 Arenas that make up the Discipline Model.

Answer 105

Prevention, Correction, and Punishment.

Question 106

Punishment

Answer 106

to correct and rehabilitate those who repeatedly or grievously violate standards

Question 107

Correction

Answer 107

address inappropriate behavior and seek to bring subordinates' behavior back within acceptable boundaries using the least amount of force necessary

Question 108

Prevention

Answer 108

stop problems of behaviors that are detrimental to the personnel or productivity of a work center before they occur

Question 109

What are the 3 key actions that occur during the Prevention Arena in the DM and who bears the responsibility for preventing disciplinary problems?

Answer 109

The key actions that occur during the Prevention Arena in the DM are: Set standards, establish rapport, and create a climate of accountability. Supervisors, First sergeants, and commanders are responsible for preventing disciplinary problems from occurring.

Question 110

Describe what is meant by the Progressive part of the Progressive Discipline Process Model.

Answer 110

The Progressive part of the PDP Model means using the least force necessary to modify a behavior that is progressing in severity by imposing an infraction that also increases or progresses in severity, i.e. verbal counseling to LOC.

Question 111

Why are adverse administrative and punitive actions issued when an individual commits an infraction or their behavior falls below the Line of Acceptability?

Answer 111

Adverse administrative and punitive actions help to maintain good order and discipline. MFRs, LOCs, LOAs, and LORs serve as written documentation of actions taken to correct behavior when more severe actions such as an Article 15, Court-Martial, or Discharge.

Question 112

When applying the PDP, what factors are used to determine appropriate corrective actions?

Answer 112

Severity of the infraction and judgment of the supervisor.

Question 113

Explain what is meant by the phrase, "Prudence first, Justice second."

Answer 113

Prudence first, Justice second" means it is always prudent to consider the facts and extenuating circumstances surrounding a situation. This will ensure people are treated in a fair and equitable manner while still ensuring the correction/punishment fits the crime. Although one can legally, "throw the book at someone" that is almost never the prudent thing to do.

Question 114

List three things a NCO must ensure while engaged in a disciplinary action involving a subordinate.

Answer 114

- use the Discipline Model and PDP effectively. - protected the rights of the accused. - know their limits. - ensure accused are treated with respect.

Question 115

Explain the NCO's role when a subordinate, who has been accused of a crime, returns to the unit pending his/her trial?

Answer 115

NCOs must ensure other members of the unit DO NOT treat members awaiting trial unprofessionally. This is an important part of maintaining good order and discipline. As an NCO, it is your responsibility to squelch rumors, to keep others from discussing the issue, and to keep people from treating the accused badly. Always remember, "Innocent Until Proven Guilty"

Question 116

NCOs should advise someone of his/her rights when they:

Answer 116

If you SUSPECT a crime has been committed, and you intend to question the individual, you MUST perform a rights advisement.

Question 117

How would you summarize the wingman concept/philosophy?

Answer 117

- Airmen taking responsibility for each other by being alert to others in distress and intervening when they need help - Airmen seeking help from their Wingman when needed - Have the confidence and willingness to approach others who appear to need help - Staying with them through a crisis until you can ensure a safe hand-off to a supervisor or other competent individual.

Question 118

Relationship and financial problems, family crisis, grief and loss, experiencing failure, illness or injury, difficulty adjusting to a new life changes, Post Traumatic Stress Disorder (PTSD), career problems, and low self-esteem.

Answer 118

Emotional

Question 119

This dimension of wellness determines one's ability to find comfort, meaning, and hope when faced with these difficult and often tragic circumstances allowing them to return to a state of psychological well-being.

Answer 119

Spiritual

Question 120

This type of wellness requires a support network consisting of family, friends, and coworkers offers tremendous benefits for your health and wellness especially when dealing with difficult situations.

Answer 120

Social

Question 121

This type of wellness requires one to focus on five specific components: Cardio respiratory Endurance, Muscular endurance, Muscular strength, Body composition, and Flexibility.

Answer 121

Physical

Question 122

Why do people commit suicide?

Answer 122

Although no one knows for sure, theory suggests it is because they believe they: - Are a burden to others - Do not contribute to the group - Are a liability to the group's well-being or safety - Have no sense of belonging or connection to others or to the unit - Have lost a meaningful relationship

Question 123

List some advanced warning signs of suicide.

Answer 123

- Expresses an intention of harming self or others - Behaves in a manner which would lead you to conclude that there was imminent risk of this harm - Decreased or impaired emotional status - Thoughts of suicide - A suicide plan - Access to the method of suicide described - Stating they intend to complete the plan

Question 124

According to trend data, what are the most prevalent problems associated with suicide?

Answer 124

- Relationship problems (70%) - Legal problems (44%) - Financial problems (29%) - Deployed in previous year (21%) - Receiving psychological services (25%)

Question 125

What are common barriers to seeking out help by at-risk personnel?

Answer 125

- Denying the problem exists - Avoiding the problem altogether - Fear that accessing help will result in a negative career impact - Fear that the chain of command will be contacted (i.e., breach of privacy and confidentiality)

Question 126

How can NCOs/leaders/supervisors help themselves and others seek help to prevent suicide?

Answer 126

- Know that open communication, support systems, and easy access to referral agencies may help the person see another option - Know and promote protective factors, recognize warning signs of suicide and be willing to take appropriate action to be good a Wingman - Must instill and support a culture that believes asking for help is a strength NOT a weakness, and you must expose and eliminate the myths surrounding the implications of seeing mental health providers - Ensure Airmen understand: (1) that seeking help is encouraged and not a statement that they are somehow incompetent; and (2) that negative career impact for seeking counseling is unlikely when Airmen seek help on their own and when it occurs before any misconduct

Question 127

What would be common reactions to actual or potential suicide situations?

Answer 127

Fear - Helplessness: "I can't do anything to help" - Hopelessness: "Nothing I do matters" Anxiety - Over-protectiveness: Reduce autonomy - Under-protectiveness: Casual avoidance Anger - Lack of compassion: Inability to care - Criticism: Blaming

Question 128

What are some Do's and Don'ts when dealing with actual or potential suicide situations?

Answer 128

DO: -Be direct and matter-of-fact. -Listen openly without judgment. -Accept their feelings. -Show interest and support. -Get help. -Stay with them. -Remove potential means of self-harm. DON'T: -Ignore what you see or hear -Debate what is right or wrong -Criticize or condemn them -Act shocked or repulsed, or avoid them -Keep secrets -Leave them alone -Assume they'll be okay

Question 129

How would you explain the confidentiality and privacy rules as it relates to suicide?

Answer 129

- Confidential communication is defined as communication not intended to be disclosed to third persons other than those to whom disclosure is in furtherance of the rendition of professional services to the patient or those reasonably necessary for such transmission of the communication. - Communications between a patient and a psychotherapist or an assistant to a psychotherapist made for the purpose of facilitating diagnosis or treatment of the patient's mental or emotional condition are confidential communications and shall be protected from unauthorized disclosure. However, confidential communications will be disclosed to persons or agencies with a proper and legitimate need for the information and who are authorized by law or regulation to receive it, unless the evidentiary privilege applies.

Question 130

What are some responsibilities of leaders in the aftermath of a critical incident such as suicide?

Answer 130

- Providing support and preventing further harm - Collaborate with the Disaster Mental Health (DMH) team and base helping agencies to address the needs of survivors - Demonstrate concern for unit members' well-being - Ensure that the basic needs of survivors are met (i.e., shelter, food, safety, and security) - Let people talk about their experience ("emotional first aid") - Minimize exposure to environmental stressors (e.g., heat, cold, noise, disturbing visual scenes) - Be attentive to the needs of family members - Provide factual information; prevent the spread of rumors - Continuously evaluate the environment for additional threats; ensure that needs are continued to be me - Foster unit cohesion - Foster resilience and recovery through social support mechanisms (e.g., friends, family, and religious organizations)

Question 131

What are the general goals for post-suicide intervention?

Answer 131

- help friends and colleagues understand and begin the grieving process - to help maintain mission readiness, full functioning and morale - identify/refer individuals who are at increased risk for distress

Question 132

How does the Air Force define substance misuse?

Answer 132

- The use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol - Any substandard behavior or performance in which the consumption of alcohol is a primary contributing factor - Any pattern of unconventional misuse of any substance for nonmedical purposes that produces a known health risk or constitutes a danger to self or others

Question 133

Why is it important for Air Force members to know how the Air Force defines substance misuse?

Answer 133

- So they can keep their behaviors within standards - To be aware of substandard behavior in others - So they can enforce the standards in their duty sections or squadrons

Question 134

Why do you think the Air Force makes this distinction between those that exhibit substandard behavior that occurs while drinking is labeled alcohol abuse, when many people would just consider that acting drunk or making fools of themselves?

Answer 134

- To increase awareness of how a member's drinking habits are viewed - Make members aware of the impact of their behaviors - To ensure members know that inappropriate behavior isn't excused because they were drunk - To encompass a broader range of offenses to ensure intervention occurs before alcohol use get worse

Question 135

What are your responsibilities in the intervention process as it relates to substance misuse?

Answer 135

- Observe and listen to subordinates' problems and assist with appropriate referrals - Document all incidents of deteriorating work performance, unexcused absences, or tardiness, unacceptable conduct, and any steps already taken to help members resolve these problems. - Report all substance misuse or suspected substance misuse incidents - Provide pertinent information to the ADAPT office on patient's duty performance, on and off duty behavior, drinking patterns or other incidents - Report all slips and relapses so the treatment team can assist the member to get back on track before an incident occurs

Question 136

What do the numbers in the 0-0-1-3 formula represent?

Answer 136

0 = Number of underage individuals drinking alcohol 0 = Number of individuals driving under the influence (DUI) of alcohol 1 = Maximum number of alcoholic drinks per hour 3 = Maximum number of alcoholic drinks per night

Question 137

How can this guideline help you prevent possible alcohol problems in your work center?

Answer 137

- Provides a simple, concrete example of responsible behavior to explain to subordinates - Gives a standard that is easy to follow - Gives supervisors a standard to measure alcohol-related behavior against - Promotes thought instead of mindless drinking

Question 138

How would you describe the Air Force's approach to preventing substance misuse?

Answer 138

Substance misuse prevention is a collaborative effort shared among various agencies to include the mental health (ADAPT), drug demand reduction, and health promotions and includes: - Education - Counseling - Referral, and - Follow-up

Question 139

How can leaders effectively educate subordinates about substance misuse issues?

Answer 139

- Incorporate personal, or at least relevant, examples of substance misuse incidents into safety briefings - Describe and detail expenses incurred from a substance misuse incident - Ensure new personnel receive thorough briefings upon arrival to the unit - Post visual aids in the work center explaining Air Force policy on substance misuse - Conduct periodic discussions on harmful effects of substance misuse impacting the work center environment.

Question 140

What are some examples of how enlisted leaders can practice and advocate the de-glamorization of substance misuse?

Answer 140

- Responsible drinking at social outings - When sponsoring a social event, ensure nonalcoholic drinks are also available - Share consequences of risky behavior - Be responsible for your guests by not serving intoxicating drinks after a specific time - Don't promote alcohol-drinking contests - Don't promote drinking at all

Question 141

What might be some far-reaching effects of substance misuse prevention?

Answer 141

- Promotes responsible behavioral patterns - Environment of open communication - Less time spent on administrative actions - Less physical and mental health-related expenses - Less lost duty time

Question 142

What are the five methods used by the Air Force to identify substance misuse?

Answer 142

- Self-identification - Commander referrals - Medical identification - Substance-related incidents - Drug testing

Question 143

What are some observable behaviors that may help to identify substance misuse issues affecting your subordinates?

Answer 143

- Frequently deals with financial shortages - Avoids friends and colleagues - Blames others for his or her own problems and shortcomings - Has complaints leveled concerning domestic disturbances or problems at home - Demonstrates a decline in personal appearance - Complains of vague illnesses

Question 144

What signs of substance misuse have you heard about or observed in your work center?

Answer 144

- Absenteeism - Temporary departures from the job - Mood changes - Red or bleary eyes - Paranoia - Tremors - Denial - Smell of alcohol

Question 145

Why is documentation so important for leaders, especially in this arena?

Answer 145

- Provides necessary information to justify getting medical or other support your subordinate may need - Helps make counseling sessions constructive and productive - Used for administrative and punitive proceedings

Question 146

Why should you document behavior associated with substance misuse after the first incident?

Answer 146

- Prevents further occurrences - Allows for early intervention - Demonstrates enforcement of standards - Better to document early and not need it than to wait and wish you had - It's hard to finally document a first incident when subsequent incidents have occurred (backdating, pencil-whipping)

Question 147

How might delaying, or failing to document behavior associated with substance misuse affect the work center?

Answer 147

- Deterioration of behavior continues - Increased risk for more severe behavior - Demoralization of other Airmen who are aware of the behavior - Undermines good order and discipline - Negative behaviors may be imitated by peers

Question 148

How might identifying substance misuse affect work center performance?

Answer 148

- Brings issues out into the open - Ensures everyone knows that supervisors are serious about the issues - Increases awareness in the duty section - Makes substance misuse symptoms more widely known - Establishes firm standards of behavior - Encourages people to seek help if they need it - Ensures mission is not impeded

Question 149

How would define intervention as it relates to substance misuse?

Answer 149

The process of helping the member recognize at the earliest possible moment that he or she needs treatment for self-destructive drinking or drug abuse. This professionally structured event includes significant others in the member's life.

Question 150

Why is an NCO/leader's communication necessary during intervention for suspected substance misuse?

Answer 150

- Ensures subordinate knows what behaviors have been observed - Allows no room for confusion or deception - Opens path to clearly discuss issues that may be contributing to questionable behaviors - To effectively find the root source of substandard performance - Conveys to subordinates that the supervisor is really attempting to assist with beating the substance misuse

Question 151

As an NCO/leader, what are effective methods to communicate your observations concerning substance misuse issues with a suspected misuser?

Answer 151

- Private counseling or feedback session - Firm questions, yet sensitive to subordinate's situation and needs - Inquiring with a nonjudgmental, open-minded attitude - Sincerity and genuine concern in actions - Using observed behaviors and other facts as the basis for discussion

Question 152

What are the primary objectives of the Air Force ADAPT Program?

Answer 152

- Promote readiness and health and wellness through the prevention and treatment of substance misuse - Minimize the negative consequences of substance misuse to the individual, family, and organization - Provide comprehensive education and treatment to individuals who experience problems attributed to substance misuse - Return identified substance misusers to unrestricted duty status or to assist them in their TRANSITION to civilian life, as appropriate

Question 153

When should a supervisor refer a subordinate to ADAPT?

Answer 153

- After an alcohol-related incident - Whenever substance misuse is suspected - When alcohol abuse is witnessed

Question 154

What factors might a commander consider when deciding whether to let someone continue service?

Answer 154

- Successful completion of ADAPT - Severity of impact from behaviors - Member's acceptance of responsibility and need for change - Duty performance, recent and historical - Self-identification versus caught through random testing - Repetition of behaviors or incidents

Question 155

What is the positive impact of substance misuse intervention on work center effectiveness?

Answer 155

- Improved morale - Dependable workers - Better communication - Decreased mission interruptions - Healthy subordinates

Question 156

What are some possible negative impacts of substance misuse intervention on work center effectiveness?

Answer 156

- Absences for subordinate and supervisor for issue-related appointments - Increased duty pressures on coworkers - Feelings of "being watched" by coworkers may increase stress or tension - Lack of understanding from other subordinates

Question 157

How would you summarize the impact of substance misuse on: Mission and Readiness Morale Health and Wellness

Answer 157

Mission and Readiness - Adversely affects or impairs mood, coordination, judgment, safety, and it increases impulsive behavior - Members under the influence do not perform effectively in leadership roles, areas of substantial responsibility, and technical knowledge - Members are in a higher risk of Drunk Driving (a leading cause of death among 18-24 year olds - DUI is a serious breach of discipline) - Members are in a higher risk of suicide (1/3 of all suicides involve alcohol use) - Increased risk of accidents, falls, burns and drowning Morale - Members are in a higher risk of relationship problems - personal and professional Health and Wellness - Increased risk of high blood pressure, stroke, heart disease, birth defects, addiction, gastritis (ulcers), diseases of the liver (fatty liver, hepatitis, and cirrhosis), pancreatitis, malnutrition, and overall high mortality etc. - Risky sexual behavior- increased risk of contracting a variety of sexually transmitted diseases

Question 158

Educating

Answer 158

-Incorporate personal, or at least relevant, examples of substance misuse incidents into safety briefings -Conduct periodic discussions on harmful effects of substance misuse impacting the work center environment. -Describe and detail expenses incurred from a substance misuse incident -Ensure new personnel receive thorough briefings upon arrival to the unit -Post visual aids in the work center explaining Air Force policy on substance misuse

Question 159

Deglamorizing

Answer 159

-Be responsible for your guests by not serving alcoholic drinks after a specific time -Don't promote alcohol-drinking contests -Don't promote drinking at all -Responsible drinking at social outings -Share consequences of risky behavior -When sponsoring a social event, ensure nonalcoholic drinks are also available

Question 160

Leading

Answer 160

-Less time spent on administrative actions -Promote responsible behavioral patterns -Provide an environment of open communication

Question 161

From your reading, how would you define stress?

Answer 161

- The body's reaction to an external demand (stressor) - The physical, mental, and emotional response to a situation - An individual's response to a perceived stressor - Eustress is positive stress - Distress is negative stress

Question 162

Task demands

Answer 162

- Factors related to one's job such as: - Job Design (autonomy, task variety, degree of automation) - Working conditions (physical layout, temperature, noise, safety conditions, overcrowded rooms, location with frequent interruptions)

Question 163

Role demands

Answer 163

- Pressures placed on people as a function of their particular role in the organization and includes: - Role conflict: Inability to reconcile or satisfy two conflicting expectations - Role overload: not enough time to complete all assigned tasks - Role ambiguity: Unsure of role and/or expectations

Question 164

Interpersonal demands

Answer 164

Pressures created by other individuals such as: - Lack of social support from coworkers - Poor interpersonal relationships

Question 165

Organizational structure

Answer 165

- Includes: Organization with many levels of supervision and control Number and type of rules and regulations - Level where decisions are made

Question 166

Organizational leadership

Answer 166

- Leaders who create a culture that is characterized by tension, fear, and anxiety unrealistic pressures to perform excessively tight controls (micro-management) - Routine firing of individuals who "don't measure up"

Question 167

Why do people react differently to various stressors?

Answer 167

- People perceive things as more or less stressful based on personal experience, values, temperaments, etc. - Some people believe they can control a situation, where others feel the outcome is out of their control

Question 168

Physiological Stressors

Answer 168

-changes in metabolism -headaches/backaches -increased blood pressure/heart attacks -increased heart and breathing rates

Question 169

Psychological Stressors

Answer 169

-anxiety -boredom -dissatisfaction (job, relationships, etc) -irritability -procrastination -tension

Question 170

Behavioral Stressors

Answer 170

-changes in eating -changes in productivity -rapid speech

Question 171

Risk Factors

Answer 171

-Long/repeat deployments with insufficient time to recover and reset -Being injured in combat -Handling remains -Witnessing death close-up

Question 172

Behaviors

Answer 172

-Anxiety -Appetite changes -Diminished confidence -Emotional display over dead/wounded -Irritability -Loneliness and isolation -Sleep troubles

Question 173

Warning signs factors

Answer 173

-"Spaced out" appearance -Hyperactivity -Memory loss -Misconduct -Poor hygiene -Reckless behavior -Significant mood changes -Withdrawal

Question 174

Reliving the Event

Answer 174

-Backfire brings back memories of gunfire -Seeing a news report of sexual assault brings back memories of one's own sexual assault -Seeing an accident reminds one of a crash survivor or their own accident

Question 175

Hyperarousal

Answer 175

-Easily startled -Fear for safety--always on guard. -Hard time sleeping / concentrating -Sudden anger or irritability

Question 176

Feeling Numb

Answer 176

-Hard to express feelings -Incapable of having/showing positive or loving feelings toward other people—avoids relationships. -Lost all interest in activities once enjoyed -Unable to remember or talk about parts of the traumatic event

Question 177

Avoiding Situations

Answer 177

-Not talking or thinking about an event -Staying away from situations or people that trigger memories of the traumatic event

Question 178

What are some ways the Air Force practices lawful discrimination?

Answer 178

- Male and female bathrooms - Different types of uniforms - Different dress and appearance standards - Different Rank - Enlistment requirements (height, weight, ASVAB scores, credit score, financial history, etc.) - Job qualification standards - Handicapped parking spaces, doors, and bathrooms

Question 179

What makes certain types of discrimination lawful?

Answer 179

- do not deny people a right - merely recognize differences among people - help compensate for physical/mental limitations - Are needed for good order and discipline - Differentiate job applicants based on knowledge, skill or ability (rather than race, color, creed, etc.)

Question 180

How would you define unlawful personal discrimination?

Answer 180

Action(s) taken by an individual 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.

Question 181

What are some examples of unlawful personal discrimination?

Answer 181

- Treating members of one particular religious group better or worse than members of a different religious group - Providing less support (e.g. on-the-job-training) to individuals of a particular group, and thus "setting them up for failure" by limiting their ability to progress in training - Placing targeted group members in jobs that do not provide progression, recognition, or increased levels of responsibility. - Purposely withholding critical information from a targeted individual, resulting in the individual looking bad in the eyes of others, especially superiors

Question 182

How would you define unlawful systemic discrimination?

Answer 182

Actions by an institution (or system) that through its policies or procedures, deprive a person or group of a right because of (that person's or group's) color, national origin, race, religion, or sex. Such Discrimination can occur overtly, intentionally, or unintentionally.

Question 183

What are some examples of unlawful systemic discrimination?

Answer 183

- Base chapel prohibits use of its facilities by all religious groups except Jewish, Protestant, and Catholic. - Squadron policy prohibiting women from operate heavy equipment.

Question 184

How might NCOs become guilty of unlawful systemic discrimination?

Answer 184

By helping to establish, implement, and enforce policies, procedures, rules, and laws that unlawfully discriminate

Question 185

Why should NCOs scrutinize policies and procedures before implementing and/or enforcing them?

Answer 185

- Because you represent "the system" and as such, you must ensure the system does not discriminate either intentionally or unintentionally. - In addition, others may perceive an NCO as practicing discrimination via association with the institution if the NCO fails to scrutinize and correct unlawful policies or procedures.

Question 186

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 when three specific things occur. List and describe those three things.

Answer 186

- Submission to such conduct is made, either explicitly or implicitly, a term or condition of a person's job, pay, or career (quid pro quo harassment); - Submission to or rejection of such conduct by a person is used as basis for career or employment decisions affecting that person (quid pro quo harassment); - Such conduct has the purpose or effect of unreasonably interfering with an individual's performance, or creates an intimidating, hostile, or offensive working environment.

Question 187

What are some verbal, nonverbal, and physical behaviors associated with sexual harassment?

Answer 187

Verbal - Sexual compliments, pressure for dates, ridicule with harsh sexual message, etc. Nonverbal - Leering, ogling, or sexually suggestive cartoons, notes, drawings, pictures, calendars, etc. Physical - Touches and brushes, hugging, patting, "footsies," etc.

Question 188

Sexual Harassment? It could be, if...

Answer 188

-Repetitive -One-sided -Unwanted -Intimidating -Can't get offender to stop

Question 189

Sexual Harassment? It probably isn't, if...

Answer 189

-Single incident -Mutual -Acceptable -Agreeable -Person says stop, and offender stops

Question 190

Why must you be concerned with sexual harassment in your organization?

Answer 190

Sexual harassment is a high concern to the Air Force because it creates environments that: - Are intimidating, offensive, and hostile - Affects the well-being and personal security of Air Force people - Negatively impacts the mission

Question 191

How have you seen human relations incidents impact work centers throughout your career?

Answer 191

- Communication suffers - Workers can't concentrate on their jobs - Tasks fail to be accomplished - Time usually spent completing tasks is now spent dealing with these issues - Interpersonal relations are strained - Quality of life suffers - Morale suffers

Question 192

Concerning human relations issues, what must be your primary focus as a supervisor and leader?

Answer 192

- Detecting adverse morale trends and devoting total effort to resolving the causes of a problem before it becomes a major issue - Providing feedback to commanders, immediate supervisors, officers, and staff concerning trends or problem areas - Establishing and maintaining rapport and communication with subordinates to remain attuned to their needs - Developing your individual subordinates into a cohesive team - Ensuring enlisted members are treated fairly by all agencies and activities, both on and off base - AFI 36-2618, para 4.1.2.3.2, tells NCOs to help subordinates resolve problems and see referral agencies when necessary - DO NOT IGNORE the situation - Investigate the circumstances - Devote total effort to resolving the problem - Appropriately address the issue with work center personnel to dispel rumors and maintain mission focus - Refer to MEO if necessary

Question 193

How would you explain the complaint process when dealing with unlawful discrimination and/or harassment?

Answer 193

Complaint - An allegation of unlawful discrimination based on race, color, national origin, religion, or sex. Formal Complaint - Allegation of unlawful discrimination or sexual harassment that is submitted in writing on AF Form 1587-1 to the authority designated for receipt of such complaints. Informal Complaint - Allegation of unlawful discrimination or sexual harassment, made either orally or in writing on an AF Form 1587-1, that is not submitted as a formal complaint.

Question 194

What are your responsibilities as a supervisor/leader as it relates to equal opportunity and treatment?

Answer 194

- Are able to present complaints in an atmosphere not conducive to retaliation. - Are encouraged to discuss problems and complaints. - Know the various channels and procedures for filing complaints or otherwise seeking outside assistance. - Know that unlawful discrimination is illegal and will not be tolerated. - Implement preventive measures to promote EOT in the work center - Take action to address allegations of discrimination

Question 195

How does sexual, suggestive, or demeaning language and behaviors influence the climate of a work center or a unit?"

Answer 195

- This kind of behavior is demeaning to all Airmen. - It encourages more of the same kind of behavior - Left unchecked, it could escalate along the continuum of harm.

Question 196

What skills and knowledge do subordinate supervisors need to help prevent sexual assault? Respond to sexual assault?

Answer 196

- Ignore it. I don't consider this inappropriate behavior. - Take people aside and ask them to be more respectful. - Make it clear, but in a joking way, that the behavior is inappropriate.

Question 197

As a leader, how can you support a climate that helps prevent sexual assault?

Answer 197

- model appropriate behavior myself- will not make sexist or derogatory jokes or comments. - let my subordinate supervisors know that I do not tolerate sexist or otherwise harmful language or behavior, and I expect them to uphold this expectation as well. - commend people when they take action to uphold this climate. - When I see or hear inappropriate behavior intervene as it is happening. - remove the offending person from the situation. - take those who behave inappropriately aside afterward and talk about it. - encourage bystanders to act. - focus on facilitators as well as potential perpetrators.

Question 198

What are your guidelines for immediate response?

Answer 198

- Keep in mind that first response has great impact on the victim's ability to move forward and through the trauma. Negative responses can be devastating to victims and result in further psychological harm. - Attend to the victim's immediate needs. If the victim comes to you right after an assault, for example, she or he may need medical assistance. - Contact the SARC. Get professional help immediately. - Listen with sensitivity and support the victim. Sometimes she or he just needs to talk. Do not judge.

Question 199

When do you report a sexual assault to your commander?

Answer 199

If an individual comes to you to report a sexual assault and you are in that person's chain of command, you are a mandatory reporter and the victim will lose the ability to make a restricted report. Unrestricted Reporting: An official investigation is conducted. This is initiated by reporting a sexual assault to chain of command, law enforcement, or the SARC. Restricted Reporting: A sexual assault victim can confidentially disclose the details of her or his assault to specified individuals without triggering the official investigative process. Victims who want to do this may only report the assault to the SARC, Victim Advocate, or a Health Care Provider.

Question 200

With unrestricted and restricted reporting, the victim is entitled to medical treatment and counseling. What are the important differences between the two?

Answer 200

- There is no official investigation under restricted reporting. - Restricted reporting is confidential, unless there is an imminent threat to the victim or another person. - Only active duty military personnel are eligible for restricted reporting. - Some victims want to pursue unrestricted reporting immediately so that the crime is investigated and the perpetrator held accountable. Others, though, do not.

Question 201

Why do so few victims report sexual assault?

Answer 201

- They are embarrassed. - They are afraid that people will talk about them. - They are worried about their careers. - They are worried about their reputations. - They are afraid people will not believe them. - They think it is better for their unit if they do not report.

Question 202

How might trust and unit cohesion break down while a sexual assault is being investigated?

Answer 202

- People start to take sides - Victim cannot trust anyone - Rumors develop - Other people feel that they cannot trust anyone - Schedules are interrupted and getting the work done is more difficult - Subtle or not so subtle harassment or intimidation or retaliation

Question 203

How do you restore trust and unit cohesion?

Answer 203

- Be alert to the harmful effects that sexual assault can have on individuals and on your unit, and act accordingly - Communicate with your unit to stop rumors, blaming, and taking sides - Take care of victims and get them the help they need - Think ahead, anticipate problems, and provide solutions - Support your subordinate supervisors - Make sure the alleged perpetrators are treated fairly as well

Question 204

workplace violence intervention and prevention plan: Section I: Prevention

Answer 204

Workforce education and training that addresses: - Organization's workplace violence policy - Phone numbers for quick reference during a crisis or an emergency - How to recognize and report incidents of violent, intimidating, threatening, and disruptive behavior - To ALWAYS treat threats in a serious manner and act as though the person may carry out the threat - Encouragement to report incidents and the procedures to do so - Ways of preventing or defusing volatile situations or aggressive behavior - Ways to deal with hostile persons - Managing anger - Techniques and skills to resolve conflicts - Stress management, relaxation techniques, wellness training - Security procedures, e.g., the location and operation of safety devices such as alarm systems - Personal security measures - Programs, agencies, organizations and resources that assist employees in resolving conflicts

Question 205

workplace violence intervention and prevention plan: Section II: Intervention/Initial Response

Answer 205

Workforce education and training that addresses: - Crisis response plans (Emergency plans in case of actual or potential violence) - Procedures for calling for help - Procedures for calling for medical assistance - Procedures for notifying the proper authorities or whoever is acting in their place, security personnel and the police - Emergency escape procedures and routes - Safe places to escape inside and outside of the facility - Procedures to secure the work area where the incident took place - Procedures for accounting for all employees if a facility is evacuated - Procedures for identifying personnel who may be called upon to perform medical or rescue duties - Training and educating employees in workplace violence issues and the emergency action plan

Question 206

workplace violence intervention and prevention plan: Section III: Recovery

Answer 206

Following a violent incident, employees experience three stages of "crisis reactions" to varying degrees. Workforce education and training should address: - What to do immediately after violence - Alerting the traumatic stress response team - Providing support to survivors - Providing support to witnesses - Arranging for follow-up care and support of individuals or groups as needed Included in your response may be the three stages of "crisis reaction" following a violent incident Stage One. In this stage, employees experiences emotional reactions characterized by shock, disbelief, denial, or numbness. Physically, the employee experiences shock or a fight-or- flight survival reaction in which the heart rate increases, perceptual senses become heightened or distorted, and adrenaline levels increase to meet a real or perceived threat. Stage Two. This is the "impact" stage where employees may feel a variety of intense emotion, including anger, rage, fear, terror, grief, sorrow, confusion, helplessness, guilt, depression, or withdrawal. This stage may last a few days, a few weeks, or even a few months. Stage Three. This is the "reconciliation stage" in which employees try to make sense out of the event, understand its impact, and through trial and error, reach closure of the event so it does not interfere with their ability to function and grow. This stage may be a long-term process.

Question 207

workplace violence intervention and prevention plan: Section IV: Follow-up / Evaluation

Answer 207

Comprehensive workplace violence intervention and prevention plans include a mechanism: - To evaluate what took place to determine if everything was done that could have been done to have prevented the incident and to determine what can be done to prevent it from happening again - That requires regular evaluation and updating of the plan - To identify lessons learned and procedures for debriefing participants - To review policies on troubled employees and crisis response actions

Question 208

Define Adaptability.

Answer 208

is 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.

Question 209

Name the three elements of adaptability.

Answer 209

Cognitive Flexibility, Emotional Flexibility, Dispositional Flexibility

Question 210

List three adaptability skills you can improve to develop flexibility.

Answer 210

Cognitive Development, Emotional Development, Dispositional Development

Question 211

An example of _______________________ \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ is having a working Plan A; while having a Plan B, C, and D or in other words, having the ability to have multiple scenarios in mind so that changes can be made due to changed, unexpected, or unclear situations.

Answer 211

Cognitive Flexibility

Question 212

NCOs with _______________________ \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_have the ability to change their approach to dealing with their own and others' emotions.

Answer 212

Emotional Flexibility

Question 213

A leader who displays _______________________ \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ operates from a place of optimism grounded in realism and openness. They acknowledge bad situations while imaging a better future, at the same time.

Answer 213

Dispositional Flexibility

Question 214

Change Sponsor

Answer 214

initiate change because they have the power to determine why, when, and how changes occur.

Question 215

Change Agent

Answer 215

are responsible for implementing change initiated by the change sponsor.

Question 216

Change Target

Answer 216

are those key players and stakeholders who actually undergo the change, the ones most affected by the new policies, procedures, etc.

Question 217

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_is a proactively coordinated and structured period of transition from situation A to situation B using a systematic approach that addresses planning for the change, implementing, monitoring, and controlling the change effort, and effecting the change by minimizing resistance through the involvement of key players and stakeholders...resulting in lasting change within an organization.

Answer 217

Change Management

Question 218

Name the two change cycles.

Answer 218

Directive Change Cycle and the Participative Change Cycle

Question 219

Name the phases of organizational change.

Answer 219

Unfreezing, Changing, Refreezing

Question 220

Mayo's four levels of change present in people with their characteristics. Group Behavior

Answer 220

This change is the hardest level of change especially if you have to change customs and traditions that have been around for many years.

Question 221

Mayo's four levels of change present in people with their characteristics. Attitude

Answer 221

Changes in this are more difficult to make because this level is characterized by strong positive or negative emotions.

Question 222

Mayo's four levels of change present in people with their characteristics. Individual Behavior

Answer 222

Changing this is more challenging than change at the previous levels because people don't like to change the way they do things

Question 223

Mayo's four levels of change present in people with their characteristics. Knowledge

Answer 223

This change is generally the easiest change to bring about. Change at this level occurs after acquiring new information.

Question 224

Name the five individual reactions to change.

Answer 224

Innovators, Early Adapters, Early Majority, Late Majority, Laggards

Question 225

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ focuses on generating efficiencies and improving combat capabilities across the Air Force and applies to all processes associated with the Air Force mission.

Answer 225

AFSO 21

Question 226

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ _____________________ is the strategic, never-ending, incremental refinement of the way you perform tasks.

Answer 226

Continuous Improvement

Question 227

Just Do It

Answer 227

is a quick fix to a process irritant; a simple answer to an obstacle in an individual process.

Question 228

Rapid Improvement Events (RIE)

Answer 228

usually last a week and apply a series of problem solving steps to determine root causes of problems, eliminate waste, set improvement targets, and establish clear performance measures to reach desired effects.

Question 229

High Value Initiatives (HVI)

Answer 229

are more complex and involve a cross functional team to ensure that identified improvements are incorporated into the day-to-day operations of an organization.

Question 230

Increase productivity of your people

Answer 230

Doing more of the right things with the availability rates same or less effort

Question 231

Increase critical equipment

Answer 231

All assets available at a greater rate from aircraft, to information technology, to range, space, etc.

Question 232

Improve response time and agility

Answer 232

Quicker response time to the Warfighter

Question 233

Sustain safe and reliable operations

Answer 233

Reduce injury rates, increase people safety, and safe use of materiel assets

Question 234

Improve energy efficiency

Answer 234

Make energy conservation a consideration in everything you do

Question 235

Define decision making.

Answer 235

is the mental (cognitive) process that results in the selection of a course of action from among several alternative scenarios.

Question 236

How would you summarize System 1 Reactive Thinking?

Answer 236

is thinking that relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (discovering solutions for self) to arrive quickly and confidently at judgments, particularly when situations are familiar and immediate action is required.

Question 237

How would you summarize System 2 Reflective Thinking?

Answer 237

is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration.

Question 238

Systematic decision analysis forces you to stand back from the situation and evaluate what four components?

Answer 238

Decision Statement, Determine Objectives, Locate Alternatives, Risk Analysis

Question 239

What purpose does the Decision Statement accomplish in the decision making process?

Answer 239

Determines your objectives and provides a specific level of success or resolution

Question 240

Name the four distinct processes within the Kepner-Tregoe Problem Solving and Decision Making process.

Answer 240

Situation Appraisal, Problem Analysis, Decision Analysis, Potential Problem Analysis

Question 241

What is the relationship between OODA Loop and the Eight-Step Problem Solving Process?

Answer 241

You can never accomplish S-1 thinking and S-2 thinking independently. The two systems work together in a "push pull" fashion with S-2 being the initiator. When encountering a familiar situation, System 1 Thinking is used to quickly run through all four steps of the OODA Loop. When you encounter an unfamiliar situation, System 2 Thinking comes into play, which requires a systematic and deliberate process for solving problems such as the Eight-Step Problem Solving Process.

Question 242

What is the relationship between AFSO 21 and the Eight-Step Problem Solving Process?

Answer 242

is about constantly finding efficiencies to channel saved monies toward improving combat capabilities across the Air Force, and the Eight-Step Problem Solving Process is a team-centered, systematic, common-sense problem solving approach aimed at increasing combat capability, making Air Force units more effective and efficient, and enhancing and enabling the Warfighter.

Question 243

What is the importance of distinguishing causes from symptoms and identifying primary causes?

Answer 243

The better you understand the problem, the better the solution. Only by thoroughly evaluating a problem are you able to judge the impact of selected and alternative solutions.

Question 244

The basic communication process includes the following four elements:

Answer 244

Sender, message, receiver, and feedback

Question 245

What are the three ways communication flows?

Answer 245

a. Upward Communication b. Downward Communication c. Lateral Communication

Question 246

List the four General Purposes of AF communication and give an example of each one.

Answer 246

a. Direct b. Inform c. Persuade d. Inspire

Question 247

List each phase of effective communication process in the squares below.

Answer 247

-Diagnose Communication Needs -Prepare the Communication -Deliver the Message Equals Effective Communication

Question 248

Which one of the following is NOT an example of a general purpose? a. Inspire b. Inform c. Convince d. Direct

Answer 248

c. Convince

Question 249

The best way to narrow the topic is to:

Answer 249

a. List all of the major aspects of the broad area. b. Include all significant and insignificant details. c. Ask the audience to prioritize the subtopics for you.

Question 250

Why is the specific objective so important to effective communication?

Answer 250

Bottom line of communication

Question 251

Analyzing your audience step includes analyzing the sending, receiving, and external audiences. a. True b. False

Answer 251

b. False

Question 252

major parameters that affect supervisory communication: Quantity

Answer 252

Amount of product to complete

Question 253

major parameters that affect supervisory communication: Timeliness

Answer 253

Amount of time to prepare

Question 254

major parameters that affect supervisory communication: Type

Answer 254

Amount of product to complete

Question 255

Topic Sentences In the space provided, write the letter of the sentence that best expresses the main idea (topic sentence) of this paragraph. (a) Is the training provided for these air traffic controllers adequate? (b) Are there sufficient regulations on private aircraft to reduce the possibility of their flying in airspace used by commercial airlines? (c) Questions abound about the safety of air travel in today's crowded skies. (d) Finally, are the current regulations covering the aging equipment of commercial airlines sufficient to ensure the safest possible air travel? (e) Are there enough air traffic controllers to regulate the current flow of air traffic? Topic sentence is \_\_\_\_\_

Answer 255

(c) Questions abound about the safety of air travel in today's crowded skies.

Question 256

Unity In the space provided, write the letter of the sentence that does not belong in the following paragraph. (a) The practice of veterinary medicine today is becoming increasingly more specialized. (b) Thus, it is not uncommon, even in midsize cities, to find veterinarians certified as specialists in dentistry, cardiology, and surgery. (c) Many veterinarians have not read James Herriot's books on the practice of unspecialized veterinary medicine in England in the 1920s. (d) These specialists must take additional course work after they have completed their D.V.M., must pass rigorous exams in their chosen area, and must practice veterinary medicine for a minimum of 2 years. (e) Both the number of specialties and the number of doctors electing to become certified in specialties are increasing, promising to change the nature of veterinary medicine in the near future. Sentence ______ does not belong.

Answer 256

(c) Many veterinarians have not read James Herriot's books on the practice of unspecialized veterinary medicine in England in the 1920s.

Question 257

Unity The following paragraph contains ideas or details that do not support the central idea. Circle the number next to the sentence that best expresses the main idea (topic sentence) of the paragraph and draw lines through any unrelated content in the paragraph. (1) Next to most homes, there is a garden where fresh vegetables are gathered for canning. (2) They use coal or wood burning stoves for heating and cooking. (3) Their homes do not have electricity or indoor bathrooms or running water. (4) The towns can't afford to put in sewer or power lines because they don't receive adequate funding from the state and federal governments. (5) In the southern part of the state, some people still live much as they did a century ago. (6) Small, nearby pastures support livestock, including cattle, pigs, horses, and chickens. (7) Most of the people have cars or trucks, but the vehicles are old and junky from traveling on unpaved roads. Topic Sentence is ______ Unrelated content in sentences \_\_\_\_\_\_\_\_\_\_\_\_\_

Answer 257

(5) In the southern part of the state, some people still live much as they did a century ago. (4) The towns can't afford to put in sewer or power lines because they don't receive adequate funding from the state and federal governments. (7) Most of the people have cars or trucks, but the vehicles are old and junky from traveling on unpaved roads.

Question 258

\_\_\_\_\_\_\_ _______ help you create a fairly accurate "blueprint" of all your thoughts and with patterns of organization.

Answer 258

Mind Maps

Question 259

The Free Writing Rules are:

Answer 259

a. Type/write whatever comes to mind and don't worry about its relationship to the topic - suspend all judgment. b. Do not look back at what you wrote, but keep typing or writing. c. Do not worry about spelling, grammar, complete sentences and thoughts, paragraphs, transitions, etc. d. After exhausting your thoughts, walk away without looking over your work while you take a cooling-off period.

Question 260

It is not necessary to support your communication with sources or references. a. True b. False

Answer 260

b. False

Question 261

Proof support includes:

Answer 261

a. Definition b. Statistics c. Example

Question 262

One of the most important steps toward effectively reaching your specific objective is _______________________ communication to follow a logical sequence.

Answer 262

organizing

Question 263

A typical conclusion has three components: attention, purpose, and overview. a. True b. False

Answer 263

b. False

Question 264

By using an outline, you can concentrate on one point at a time to ensure ideas are fully developed. a. True b. False

Answer 264

a. True

Question 265

A way to show connections between ideas is to use \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_.

Answer 265

Transitions

Question 266

Choose the correct answer that completes the sentence below. An effective paragraph contains a \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_. a. topic sentence and two supporting sentences b. maximum of five sentences c. minimum of four sentences

Answer 266

a. topic sentence and two supporting sentences

Question 267

Paragraph unity means

Answer 267

Having a single idea, leading the reader from sentence to sentence, and using transitional words.

Question 268

A topic sentence describes and clarifies the other sentences. a. True b. False

Answer 268

b. False

Question 269

Describe the order of the sources for your research plan according to your reading.

Answer 269

a. Yourself, others, references sources

Question 270

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ ___________ \_\_\_\_\_\_\_\_\_\_\_ is an effort on the part of the United States' Government to understand and engage key audiences in order to create, strengthen, or preserve conditions favorable for the advancement of the United States Government interests, objectives, and policies.

Answer 270

Strategic Communication

Question 271

List four ways you can play a role in Strategic Communication?

Answer 271

a. Know the Air Force Message b. Tell the Air Force Story c. Tell what I do and how it supports my wing's mission and policy d. Stay in my lane

Question 272

Explain SAPP. Under each letter, list what the letter stands for and give an example.

Answer 272

S- security: OPSEC A-accuracy: Telling the story correctly P-propriety: politeness, respect, decency P-policy: laws, DOS

Question 273

Define "Outside your Lane."

Answer 273

means that it is outside of their responsibility. It's meant to tell others to mind your own business.

Question 274

Give three examples of the impact of operating "Outside your Lane."

Answer 274

- Huge negative impact on your professional career, national security, the Air Force mission, and the public's perception of the Air Force and the military. - Your personal life could be disrupted (career ending) and you could discredit yourself, the enlisted corps, your unit, the Air Force, and the country. - Impact your fellow Airmen in harm's way. - Impact the public's perception of the mission.

Question 275

Give two examples telling why is it important to tell the Air Force story?

Answer 275

- be an ambassador for the Air Force. - give the American public accurate and relevant information.

Question 276

Give three examples of proper media engagement.

Answer 276

- Never divulge classified information. - Stay in your lane on your subject area. - Don't lie. Stay factual. - Give your opinion but ensure people know it is yours.

Question 277

In general, the Armed Forces view personal Web sites and blogs positively, and it respects the rights of its members to use them as a medium of self-expression. However, you must abide by certain restrictions to ensure good order and discipline. As a military member, you're on duty 24-hours a day, 365-days a year, and your actions are subject to the \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_.

Answer 277

UCMJ

Question 278

List four of the Air Force's tips for using new media.

Answer 278

- Identify yourself (but not risking safety). - Put safety first —no death - defying stunts! - Be aware of the image you present. - Use common sense —don't say things you would not say in front of your mother. - Take calculated risks. - Engage! Remember, the enemy is engaging back!

Question 279

Give three examples explaining the strategic impact of modern communication.

Answer 279

- Negative impact on the Air Force or the nation. - Negative impact on public perception. - National Security - Negatively impact missions

Question 280

Even if you are not representing the Air Force, why is it important that you maintain a positive image?

Answer 280

Every Airman is an ambassador for the service. Even if you are not representing the Air Force, the audience may not interpret the information that way.

Question 281

\_\_\_\_\_\_\_\_\_\_\_\_\_\_ is NOT an example of an emerging channel of modern communication. a. blog b. podcast c. cable television d. Twitter

Answer 281

c. cable television

Question 282

What are considerations, benefits, and limitations of communicating Air Force or DOD-related information via personal social media websites?

Answer 282

- OPSEC - Stay In Your Lane and don't discuss issues that are not related to your AFSC. - Replace error with fact, not argument. - Identify to readers that the views you express are yours alone and not of the Air Force. - Be the first to respond to your own mistakes. - Be careful what you write and upload. - Be aware of the image you present. - Avoid being offensive. - Make sure you don't infringe on trademarks. - The Air Force cautions you to avoid endorsements. - NEVER use the Air Force name to endorse or promote products, opinions, or causes.

Question 283

You cannot release ___________ \_\_\_\_\_\_\_\_\_\_\_ (information that is not available to the public and would not be released under the Freedom of Information Act) except to authorized individuals with the proper security clearance and a need to know.

Answer 283

Classified Information

Question 284

How does OPSEC play a vital role in protecting the nation?

Answer 284

Because there are many countries and organizations in the world that would like to harm the United States and destroy its influence as a world leader.

Question 285

"Staying in your lane" means a. not sharing any Air Force information with strangers, unless approved by your commander. b. discussing your area of expertise, but NOT discussing a friend's area of expertise. c. NEVER discussing your own or your friend's area of expertise. d. All of the above. e. None of the above.

Answer 285

b. discussing your area of expertise, but NOT discussing a friend's area of expertise.

Question 286

Appropriate use of social media would be: a. Uploading a video to Facebook that you made of your Afghan base to share your experience with family and friends. b. Telling about an enemy engagement that just happened on your blog, and then uploading pictures to Blue Tube. c. Both a and b. d. None of the above.

Answer 286

d. None of the above

Question 287

Define interpersonal communication

Answer 287

is 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.

Question 288

List the three components of interpersonal communication.

Answer 288

-Depth -Scope -Suitability Equals Interpersonal Communication

Question 289

The three factors influencing interpersonal communication are:

Answer 289

a. Knowing Yourself b. Knowing Others c. The Message

Question 290

List an example of each paralanguage characteristic under the correct heading.

Answer 290

Rate: Number of words spoken Diction: Articulation Pronunciation Tone: Manner of expression, Relative pitch Rhythm: Recurring patterns of variation/ rises in speech volume, pitch and sound Fluency: Pauses Volume: Volume Quality: Fidelity of timbre of sound

Question 291

List the two barriers to interaction.

Answer 291

a. Competitive Interrupting b. Overusing the Content-Only Response

Question 292

Explain the differences between translate and interpret.

Answer 292

translate- To turn into one's own or another language, often in written format. interpret- To explain or tell the meaning of; present in understandable terms.

Question 293

List five examples of non-verbal behavior.

Answer 293

a. Gestures b. Facial expressions c. Eye contact d. Body language e. Positioning

Question 294

Why is the setting important in interpersonal communication? List three examples.

Answer 294

a. Location b. Intimate space c. Social and consultative spaces d. Public space e. Time

Question 295

Identify the two types of feedback.

Answer 295

a. Rehabilitative b. Preventive

Question 296

Explain when you should provide negative feedback?

Answer 296

Whenever subordinate performance changes and/or falls below standards and expectations

Question 297

Explain when you should provide positive feedback?

Answer 297

Whenever behavior improves organizational effectiveness, (high quality/quantity of work, ethical, promotes teamwork and harmony, etc.)

Question 298

Compare/Define the difference of each: Feedback versus Counseling

Answer 298

FEEDBACK: • Feedback is 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. • The feedback process controls effectiveness through evaluations and judgments, whereas counseling works to maintain or improve effectiveness through guidance. • Feedback provides meaningful feedback to individuals on expectations and advice on how well they are meeting those expectations, and advice on how to better meet those expectations. The second purpose is to provide a reliable, long-term, cumulative record of performance and potential based on that performance. The third purpose is to provide...senior NCO evaluation boards, the Weighted Airman Promotion System (WAPS). COUNSELING: • Counseling is a type of communication used to empower subordinates to achieve goals. It is more than simply telling subordinates how they are doing, that is feedback. Good counseling focuses on developing subordinates' abilities to achieve individual and unit goals and when performed correctly, it guides subordinates toward appropriate changes in behavior. • There are times when a leader is required to counsel, but effective unit managers realize there are also times when they must choose to counsel

Question 299

List five Guidelines for a more productive counseling session.

Answer 299

a. Outline b. Environment c. Length of Sessions d. Inform Counselees e. Plan of Action

Question 300

What are the three approaches to counseling?

Answer 300

a. Supervisor-Centered b. Nondirective or Subordinate-Centered c. Combined

Question 301

\_\_\_\_\_\_\_\_-\_\_\_\_\_\_\_\_\_ _________ is simply a style of communicating where the subordinate is not a passive listener, but a vital contributor in the communication process.

Answer 301

Subordinate - Centered Communication

Question 302

An important aspect of managerial roles in interpersonal communication is \_\_\_\_\_\_.

Answer 302

assertiveness

Question 303

List the five concerns that impact your conversations.

Answer 303

a. Concern for clarity b. Concern for not hurting the other's feelings c. Concern for nonimposition d. Concern for avoiding negative evaluation by the hearer e. Concern for effectiveness

Question 304

List three things that impact the work center climate.

Answer 304

a. Dehumanized climate b. Overhumanized Climate c. Situational Climate

Question 305

Explain the basic assumptions of a Dehumanized and Overhumanized climate.

Answer 305

Dehumanized-The basic assumptions of the dehumanized climate are that subordinates are lazy, will not take responsibility, lack desire to achieve significant results, demonstrate inability to direct their own behavior, show indifference to organizational needs, prefer to be led by others, and avoid making decisions whenever possible. Overhumanized- The basic assumptions of the over humanized approach are that human relations are more important than organizational objectives, conflicts and tensions should be reduced at all costs, motivation of subordinates should be almost totally intrinsic and self-directed, and participative decision making is always superior to decisions made by one or a few.

Question 306

What are the three assumptions basic to establishing a situational climate?

Answer 306

a. A flexible climate that can adapt to the complex and changing nature of individual and organizational needs is superior to a fixed climate. b. Individuals are not naturally passive, resistant to organizational needs, or reluctant to assume responsibility. c. Since individuals are not lazy, you can structure work to bring individual and organizational goals in line with one another.

Question 307

List at least three ways the use of good interpersonal skills affect the climate in a work center.

Answer 307

Subordinates - who have been helped by a supervisor's interpersonal skills can empathize with others in similar situations - learn to be mutually supportive and embrace innovation - often help coworkers in much the same way they were helped by managers with effective interpersonal skills Peers - By sharing ideas and recommendations, coworkers establish a network of cooperation Others in the Chain of Command - Superiors place trust in subordinates who are sincere in expressing their strengths, weaknesses, and goals - Based upon the open and supportive relationship you have with your manager, other coworkers will seek to establish similar relationships with their managers