Term
|
Definition
| Effectively using your time by setting goals and objectives to help you get the most from your resources and accomplish the mission. |
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Term
| List three time management plans. |
|
Definition
| The ABC Priority Method, The Pareto Principle, The Covey Time Management Matrix. |
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Term
|
Definition
The ABC Priority Method – Make a "To-do" list, prioritize all of your tasks as "A", "B", or "C" items, perform "A" items first, "B" items next, and, finally, complete "C" items.
The Pareto Principle – 20% of items give 80% of the results. List your tasks and focus 80% of your time and effort to the 20% of your work that is most important.
The Covey Matrix – Place each of your tasks into one of the four quadrants (Quadrant I = Quadrant of Reaction, Quadrant II = Quadrant of Quality, Quadrant III = Quadrant of Deception, Quadrant IV = Quadrant of Waste). Spend most of your time working in Quadrant I. Beware of Quadrants III and IV. |
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Term
| What two steps are essential to ANY time management plan? |
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Definition
| Make a ―To-do‖ list. Prioritize your tasks. |
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Term
| List several time management tools. |
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Definition
| Calendars, Organizers, Personal Planners, PDAs, Smart Phones. |
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Term
| What types of items should be delegated? |
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Definition
| Priority ―C‖ tasks, Priority items that are urgent but not difficult. |
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Term
| How can you take command of the telephone? |
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Definition
| Don‘t depend solely on messages left, No more telephone tag, Call scheduling, Work with others, Voicemail and answering machines. |
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Term
| Identify 2 examples of the early use of air power. |
|
Definition
| military ballooning, air machines, Aeroplane No. 1 |
|
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Term
| Word Search: Find the 4 operations the Air Force has participated in since 1990. |
|
Definition
| Desert Storm, Provide Relief, Restore Hope, Allied Force, Enduring Freedom |
|
|
Term
| List 2 Air Force Medal of Honor recipients. |
|
Definition
| Staff Sergeant Henry Erwin, Airman First Class William Pitsenbarger, Staff Sergeant Maynard H. Smith, Technical Sergeant Forrest Vosler, Staff Sergeant Archibald Mathies, Airman First Class John L. Levitow, Chief Master Sergeant Richard Etchberger |
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|
Term
| What Air Force Manual (AFM) or Air Force Instruction (AFI) governs Dress and Appearance? |
|
Definition
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|
Term
| How do Dress and Appearance support Air Force culture? |
|
Definition
| Provides standardization and teamwork |
|
|
Term
| How far back does the origin of Dress and Appearance standards date? |
|
Definition
| 1775, when Gen George Washington commanded the Continental Army |
|
|
Term
| Why is it important for military members to show respect to the Flag? |
|
Definition
| It honors our military heritage and shows an appreciation for freedom |
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|
Term
| What Air Force Manual (AFM) or Air Force Instruction (AFI) governs Drill and Ceremonies? |
|
Definition
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|
Term
| Air Force culture supports military professionalism by: |
|
Definition
Helping you appreciate the need for authority, discipline, and the importance of following orders promptly and precisely.
Helping you develop desirable qualities like professionalism, commitment, dedication and leadership/followership.
Promoting a stronger military orientation. |
|
|
Term
|
Definition
| Wellness is identified as a complete advancement towards treating the mind, body, and spirit as a whole. It‘s a condition resulting from incorporating a system of individual programs into your life. |
|
|
Term
| List the four dimensions of wellness. |
|
Definition
Social
Emotional
Spiritual
Physical |
|
|
Term
| Define the four dimensions of wellness. |
|
Definition
| Social dimension deals with your network of friends and personal relationships with those you care about. Emotional dimension refers to building an awareness of and accepting your feelings and moods. Spiritual dimension is that within us which motivates us in life and gives us strength and resiliency. Physical dimension refers to weight control, a balanced and healthy diet, appearance, self image, and exercise. |
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|
Term
| Explain why being totally fit impacts mission accomplishment. |
|
Definition
| Having a well-rounded perspective of fitness socially, spiritually, emotionally, and physically increases your ability to influence and lead your subordinates. |
|
|
Term
| Describe the purpose of the Air Force Fitness Program. |
|
Definition
| The purpose is to motivate all members to participate in a year-round physical conditioning program that emphasizes total fitness to include proper aerobic conditioning, strength/flexibility training, and healthy eating. |
|
|
Term
| List 5 key players of the Air Force Fitness Program. |
|
Definition
| Five Key Players of the Air Force Fitness Program are: Fitness Assessment Cell Unit Fitness Program Manager Immediate Supervisor Physical Training Leader Individual |
|
|
Term
| Define the Fitness Improvement Program. |
|
Definition
| The Fitness Improvement Program is a unit-based or fitness center-based program that all members receiving an ―Unsatisfactory‖ fitness score are required to attend. |
|
|
Term
| Define the Healthy Living Program. |
|
Definition
| The Healthy Living Program targets nutritional and exercise behavior changes to improve the members‘ health and fitness. |
|
|
Term
| List the factors of proper weight management. |
|
Definition
| The factors of proper weight management are: Aerobic Fitness Muscular Fitness Flexibility Body Composition |
|
|
Term
| List the four basic eating rules. |
|
Definition
| The four basic eating rules are: Eat small frequent meals. Eat every 3-4 hours (3 meals per day minimum). Eat as soon as possible after exercise. Consume a variety of foods. |
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Term
| Give an example of how not eating frequently throughout the day may affect you. |
|
Definition
| It may affect you by: Slow metabolism Overeating Reduce physical performance (ex. slow run time, decrease push-up/sit-up repetitions) Reduce mental performance (ex. reduce attentiveness to task accomplishment, attention to detail, and concentration levels) |
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|
Term
| Give an example of a behavior not recommended to achieve optimal fitness. |
|
Definition
| In order to achieve optimal fitness, you shouldn‘t: Weigh yourself daily Use diuretics or laxatives Spend an excessive amount of time in saunas Participate in extremely low calorie diets |
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|
Term
|
Definition
| Stress is any circumstance (stressor) that places special physical and/or psychological demands on an organism leading to physiological, psychological, and behavioral outcomes. If these demands persist over time, long-term or chronic undesirable outcomes or strains may result. |
|
|
Term
| What is the difference between eustress and distress? |
|
Definition
| Eustress is the positive consequence of stress and distress is the negative consequence of stress. |
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|
Term
| List the subcategories of organizational stressors. List the major types of extra-organizational stressors. Give an example of each stressor. |
|
Definition
| The seven organizational stressor subcategories are job, role, environmental, interpersonal, leadership, organizational structure, and change. The three major types of extra-organizational stressors are family problems, marital issues, and financial issues. |
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|
Term
| What are 4 stress reaction/condition types? |
|
Definition
| Four stress reaction/condition types are physical, psychological, behavioral, and cognitive. |
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Term
| List 3 ways to intervene and adapt to combat and operational stress to prevent PTSD. |
|
Definition
| In order to intervene and adapt to combat and operational stress to prevent PTSD you can accept the fact of being in the military and prepare for the worse, understand that fear is normal, try to prevent fear so intense that it controls you (training to survive), communicate feelings and thoughts with others, reduce continuous exposure to the trauma, and seek professional help immediately. |
|
|
Term
| Describe Post-Traumatic Stress Disorder (PTSD). |
|
Definition
| Post Traumatic Stress Disorder (PTSD) is a disorder diagnosed by psychologists/psychiatrist; diagnosed for people who have experienced a traumatic event in or out of combat and have problems coping and causes significant organizational, extra-organizational, rational, relationship, and interpersonal disturbances that causes depression. |
|
|
Term
| List the three behaviors associated with suicide. |
|
Definition
| The three behaviors associated with suicide are suicidal gesture, attempted suicide, and completed suicide. |
|
|
Term
| List ways a supervisor can keep suicide prevention a continuous process within the workcenter. |
|
Definition
| You can keep up a continuous process by keeping open communication with the subordinate and family, ensuring new members and family attend budget, parenting, and stress courses, addressing the topic in performance feedback sessions, addressing the topic at Commander‘s Call, making frequent face-to-face contact with your subordinates, and bonding with your Airmen through workcenter activities, meetings, and unannounced visits to shift workers. |
|
|
Term
| List three ways an attempted or completed suicide affects the workcenter and family. |
|
Definition
| An attempted suicide or completed suicide can affect the workcenter by causing copy cat attempts, division within the workcenter and lower morale. If the suicide was completed in the workcenter, people may be afraid to go to the same area and/or accept blame for not noticing the warning signs. If the individual had a family, they may need professional counseling or financial aid. |
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|
Term
| What are the actual impacts of going to Mental Health for assistance? |
|
Definition
| The majority of those people who self-refer have a positive career outcome. They may be rehabilitated (if possible) and returned back to normal routines. Assistance can also be provided to the family by helping them with any problems related to their family member‘s health. |
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|
Term
| Name additional referrals you could use to provide assistance in stressful situations. |
|
Definition
| Your leadership, first sergeant, commander, mental health services, and chaplain are resources you can use to provide additional assistance in stressful situations. |
|
|
Term
| Identify the purpose of AFI 36-2618, The Enlisted Force Structure. |
|
Definition
| The purpose of AFI 36-2618 is to, "Provide an enlisted force structure that best meets mission requirements; provide a common, stable career structure for all enlisted personnel; and provide all Airmen the opportunity for professional growth." |
|
|
Term
| Describe the differences between the expectations to the Junior Enlisted Airman Tier and the NCO Tier of AFI 36-2618. |
|
Definition
| Some of the expectations of the Junior Enlisted Airman Tier include: adapting to the requirements of the military profession, achieve technical proficiency, grow into becoming a highly effective member of the Air Force, as senior airmen begin to exercise limited supervision and leadership, prepare for increased responsibilities, and continue to broaden technical skills. Some of the expectations of the NCO Tier include: become expert hands-on technicians, serve as supervisors, ensure team members work together, train and develop Airmen, develop leadership skills, accept all tasks and missions assigned and be held accountable by supervisors, accept responsibility for what my workcenter does or fails to do, fulfill my individual duties, and ensure my team and unit are successful. |
|
|
Term
| Define the expectations of responsibilities at the tactical level. |
|
Definition
| Some of the expectations at the tactical expertise level include: perfect primary occupational skills and develop knowledge of Air Force institutional competencies, complete Professional Military Education (PME), earn the 5- and 7-skill levels, complete the Community College of the Air Force degree, strive to become the best technician and team member possible, train others, and serve as a first line supervisor and section leader. |
|
|
Term
| What is the Wingman concept? |
|
Definition
| The wingman responsibility challenges you to take care of other Airmen. Being a good wingman means you share a bond with other Airmen. It also means that you can be counted on to support other members in all situations both on- and off-duty. |
|
|
Term
| What are some of the ways you can demonstrate effective followership? |
|
Definition
| You can demonstrate effective followership by enthusiastically supporting, explaining, and promoting leaders‘ decisions. You can also accomplish this by developing innovative ways to improve processes and provide suggestions up the chain of command that will directly contribute to unit and mission success. |
|
|
Term
| In what ways will you be expected to demonstrate leadership as an NCO? |
|
Definition
| As an NCO you must: accept and execute all duties, instructions, responsibilities, and lawful orders in a timely and efficient manner, lead and develop subordinates, exercise effective followership in mission accomplishment, place the requirements of your official duties and responsibilities ahead of your personal desires, issue lawful orders appropriate for the completion of your assigned tasks, and detect and correct conduct and behavior that may place you or others at risk. |
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Term
| As an NCO, what are your general responsibilities in regards to pre-deployment? |
|
Definition
| As an NCO you should meet all pre-deployment requirements and ensure you educate and assist your subordinates with deployment preparation actions. You‘ll also be expected to correct and counsel subordinates who do not meet deployment readiness standards. |
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|
Term
|
Definition
| A principle of right or good behavior, a system of moral principles or values, a study of moral philosophy, or the rules and standards of conduct governing the members of a profession. |
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|
Term
| What are some principles we value as military professionals? |
|
Definition
| Honesty, Honor, Integrity, Service Before Self, Discipline |
|
|
Term
| What are some things expected of our daily conduct as military professionals? |
|
Definition
| Don‘t lie, cheat, or steal. Follow the rules. Adhere to the standards. Always do your best work. Always conduct yourself professionally. Don‘t discriminate. Treat people with respect. Be open and honest. |
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Term
| What resources or methods can you use to guide your ethical conduct and help your subordinates do the same? |
|
Definition
| AFIs, The Air Force Core Values, The UCMJ, Know the expected standards of conduct, Mentoring, Proper leadership |
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|
Term
| If you fail to conduct yourself in an ethical manner, there are sure to be consequences. Give examples of these consequences. |
|
Definition
| I could bring shame to myself, my unit, my service, and my country. I‘d set a bad example for others. I‘d face corrective actions for breeches of discipline; it could lead to discharge. It could compromise my credibility with my superiors, subordinates, nation, etc. Workcenter disruption. |
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|
Term
| Considering all the traits you learned about, why is integrity important? |
|
Definition
| Integrity helps our subordinates, coworkers, and supervisors trust what we say and do. Integrity builds trust and trust is the foundation of all good relationships and teams. Showing integrity creates public trust for our decisions on defending our nation |
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Term
| How could you, or do you, demonstrate Service Before Self in your daily actions? |
|
Definition
| By demonstrating a willingness to be worldwide available and ready, by working long hours when necessary, by being prepared for deployments, and perform any duties necessary to accomplish the mission. As supervisors, we need to be willing to modify our own leave schedules so our subordinates can take their leave, and by ensuring my family and my subordinates‘ families are prepared for our absences from home. |
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Term
| There are two categories of operations excellence: internal and external. What is the difference between the two? |
|
Definition
| Internal excellence is how we do business in the Air Force. External excellence relates to the way we treat the world around us, like environmental issues. |
|
|
Term
| List the ten guidelines of being a good follower. |
|
Definition
As a follower know your abilities and seek self-improvement.
Being technically proficient assures we have the knowledge, skills and abilities to complete the mission.
Obey orders and initiate appropriate actions in the absence of orders
Develop a sense of responsibility, and take responsibility for your actions.
Make sound and timely decisions and recommendations.
Live and set the example for others.
Be familiar with your leaders and their jobs; anticipate their requirements. |
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Term
| List and define the followership traits known as CILI. |
|
Definition
Competence to accomplish assigned tasks is a must for a good follower.
Integrity for a follower means basically the same as it does for a leader. Be honest.
Loyalty supports and enhances the effectiveness of leaders through faithfulness, obedience, and respectfulness.
Initiative can be described as motivation, determination, perseverance, and risk-taking. |
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|
Term
| List and define each of the 6 leadership traits known as SLICED. |
|
Definition
Selflessness is sacrificing personal wants and needs for the greater cause which reflects the core value ―Service Before Self.‖
Loyalty supports and enhances the effectiveness of leaders through faithfulness, obedience and respectfulness.
Integrity for a leader means basically the same as it does for a follower. Be honest.
Commitment is complete devotion to duty; total dedication to the United States Air Force, the unit, and our comrades.
Energy is the enthusiasm and motivation to take the initiative.
Decisiveness is a willingness to make decisions, act on them, and accept responsibility for those decisions. |
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|
Term
| Define leadership, followership, and unit effectiveness. |
|
Definition
Leadership is the art of influencing and directing people to accomplish the mission with the ability to inspire confidence and support from the people who are needed to achieve organizational goals by accepting authority and responsibility creating an environment where people want to do the job.
Followership is the capacity to follow a leader by being competent at doing their jobs and committed to mission accomplishment.
Unit Effectiveness is meetings unit goals with less cost and maximizing personnel participation. |
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|
Term
| To become an effective leader, you must always keep in mind two fundamental concepts: the mission and the people. |
|
Definition
|
|
Term
| Describe the dynamics between leaders and followers. |
|
Definition
| The relationship or dynamics between leaders and followers is extremely important to unit effectiveness. A positive relationship between supervisors and subordinates creates an environment of mutual respect and cooperation that allows for effective and efficient mission accomplishment. In simple terms, before you can lead you must learn to follow. When you become a leader you have an understanding of what your followers expect of you as a leader. It‘s important that you know how your followers perceive you, that way you know what‘s going right or wrong and you can make the necessary steps to improve overall effectiveness and efficiency. Your goal is to be an effective leader that brings success to your unit. |
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Term
| List and define 3 types of personal power. |
|
Definition
Referent power is the personal charisma or likeability characteristics (trust, confidence, etc.).
Expert power is his/her special knowledge or skills related to the job.
Information power is his/her perceived access to important data and useful information like reenlistment information or promotion statistics. |
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Term
| How does effective leadership and followership impact unit effectiveness? |
|
Definition
| For you, as a leader, to promote unit effectiveness, you must embrace the leadership traits and influential skills that foster trust, teamwork, and constant improvement. In order to achieve mission success, effective leadership and effective followership are required. The Air Force needs followers who are actively involved. When followers actively contribute, they take personal pride in the art of followership, and they value the purpose of leader-follower dynamics. This achieves a higher level of mission accomplishment, and that‘s the type of unit effectiveness you should strive for. |
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Term
| What is considered drug abuse? |
|
Definition
| Drug abuse is: using ―street‖ drugs such as the ones covered in this lesson; misuse of prescription and over-the-counter drugs; inhaling glue and aerosol products; Spice and mood-altering substances and the ingestion of hemp seed oil or products made with hemp seed oil. |
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|
Term
| List some of the drugs (both legal and illegal) abused in today‘s Air Force. |
|
Definition
| Some of the drugs abused in today‘s Air Force are: illegal use of Prescription Drugs, Marijuana, Spice, Steroids, MDMA or Ecstasy, Cocaine, Methamphetamine, and Alcohol. |
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|
Term
| What types of issues could illegal drug and alcohol abuse cause? |
|
Definition
There are a multitude of problems that can occur from illegal drug abuse. For example, Marijuana causes problems with memory, learning, perception, thinking, and problem solving. Smoking Marijuana also increases your risk for a heart attack. The use of marijuana is also linked to depression, anxiety, and personality disturbances.
Synthetic Cannabinoids (Spice) cause a similar reaction in the body like natural cannabis.
Anabolic steroids cause liver tumors and cancer, jaundice, fluid retention, high blood pressure, increases in LDL (bad cholesterol), and decreases in HDL (good cholesterol). Other side effects include kidney tumors, severe acne, and trembling. In addition, there are some gender-specific side effects.
Ecstasy can interfere with the body‘s ability to regulate temperature and cause hyperthermia, liver, kidney, psychological effects, cardiovascular failure, and even death. Individuals experience increases in heart rate and blood pressure, muscle tension, involuntary teeth clenching, nausea, blurred vision, faintness, and chills or sweating.
Cocaine causes a decreased appetite and many chronic users can become malnourished. Different means of taking cocaine can produce different adverse effects. Regularly snorting cocaine causes nosebleeds, problems with swallowing, hoarseness, and a chronically runny nose. Ingesting cocaine can cause severe bowel gangrene. People who inject cocaine often experience severe allergic reactions and are at increased risk for contracting HIV.
Methamphetamine causes confusion, tremors, convulsions, anxiety, paranoia, aggressiveness, hyperthermia, convulsions, heart attack or stroke, and can result in death. The central nervous system actions that result from taking even small amounts of ―meth‖ include increased wakefulness, increased physical activity, decreased appetite, increased respiration, hyperthermia, and euphoria. Other effects include irritability and insomnia.
Drinking small amounts of alcohol can impair judgment, coordination, and reaction time. Heavy drinking over time can cause certain cancers, liver cirrhosis, immune system disorders, and brain damage. Excessive drinking may lead to alcohol poisoning and even death. |
|
|
Term
| Why has the Air Force established a policy on substance abuse? |
|
Definition
| Established policy provides a standard for all to adhere to, helps individuals to supervise more effectively and is a useful management tool. It is important to educate individuals that disciplinary action can be taken for violations and to deter substance abuse before it happens. |
|
|
Term
| Why is it important for you to know about these drugs? |
|
Definition
| In order to lead effectively, you must stay informed and understand the challenges drugs present to individuals. Understanding how they‘re used and the impact drugs make on a squadron will increase your ability to lead effectively. Understanding drug lingo will help you recognize when people might be abusing drugs. Ignoring the problem won‘t make it go away so continue to talk to people about current trends surrounding our installation. |
|
|
Term
| What types of issues could illegal drug and alcohol abuse cause? |
|
Definition
| Illegal drugs cause a decline in morale. They disrupt team work and synergy because they present discipline problems and the loss of work hours thru illness or resolution appointments. Many abusers face legal issues, administrative actions taken by their supervisors, and possible dishonorable discharge. |
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|
Term
| What is the focus of the Air Force policy on EOT? |
|
Definition
| The focus of the Air Force policy on EOT is to conduct its affairs free from unlawful discrimination and sexual harassment. It provides equal opportunity & treatment for all members irrespective of their race, color, religion, or national origin, along with age and handicapping conditions in the case of civilian employees. |
|
|
Term
| What is the difference between EOT and EEO? |
|
Definition
| EOT deals primarily with the equal treatment of military members, and EEO deals with civilian employment. EEO provides equal opportunity for all applicants and employees regardless of their race, color, religion, age, sex, national origin, or handicapping condition. |
|
|
Term
| How do the Air Force EO policies positively impact workcenter effectiveness? |
|
Definition
| The Air Force EO policies set acceptable boundaries for operating as military professionals. It helps us focus on the job we‘re given and allows us to prevent and correct human relations issues when they arise. Fair treatment raises morale; high morale equals better productivity. |
|
|
Term
| What are some different ways unlawful discrimination can take place? |
|
Definition
| Individuals acting out against another person or group of people is the explanation of personal discrimination. Organizational policies which act against an individual or group of people defines systemic discrimination. |
|
|
Term
| Why is personal discrimination considered unlawful? |
|
Definition
| Personal discrimination is considered unlawful because an individual is taking action to deprive a person or group of people a right based on their color, national origin, race, religion, or sex. It can also deny an individual the opportunity to advance. |
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Term
| What are some examples of dissident/protest activities that fall under the purview of AFI 51-903, Dissident and Protest Activities? |
|
Definition
| Some examples of dissident/protest activities that fall under the purview of AFI 51-903, Dissident and Protest Activities, are the Ku Klux Klan, Aryan Nations/Skin Heads, Black Panthers, and other activities that include active participation in organizations that encourage supremacist causes. Another example is attending a ―No Blood for Oil‖ demonstration. |
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|
Term
| How is sexual assault defined? |
|
Definition
| Sexual assault is defined as a criminal act/punishable under the UCMJ. Offenses of a sexual nature, committed without lawful consent of the victim. This is different from sexual harassment because sexual assault is a crime. |
|
|
Term
| How does sexual assault impact the workcenter? |
|
Definition
| Sexual assault creates anger within the workcenter, strained interpersonal relationships, communication problems, lower morale, and lower productivity. |
|
|
Term
| Why do victims of sexual assault or attempted sexual assault not seek help? |
|
Definition
| Victims of sexual assault may not seek help for a number of reasons. They may lack knowledge of what to do, lack awareness about the resources to help, lack trust in the system, fear being blamed by their leaders, peers, and others, fear reprisal, fear sanction from perceived misconduct, fear not being believed, or be embarrassed about the situation. |
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|
Term
| What is your role, as a supervisor, in managing human relations? |
|
Definition
| Your role, as a supervisor, in managing human relations consists of Preventing, Identifying, and Correcting EO problems. |
|
|
Term
| What are some ways you might become aware of possible unlawful discrimination issues? |
|
Definition
| Some ways you might become aware of potential human relations issues are through observing and/or listening to people‘s interactions, subordinate complaints, and from information received from your superiors. |
|
|
Term
| How could you correct negative human relations issues? |
|
Definition
| You can correct negative human relations issues though a number of actions including getting both sides of the story and always taking some kind of action, counseling individuals‘ for unacceptable behavior, and ordering subordinates to stop any unlawful discriminatory acts. After implementing a solution, monitor the environment for compliance, document (MFR, LOC, LOR, etc.) and then report the issue if unresolved between individuals. Apply corrective actions/recommend punishment, ensure the complainant or witnesses don‘t suffer any retaliatory actions, change reporting official if necessary, rearrange shifts, remove someone from a position, and, depending on the severity of the situation, refer problems up the chain of command or to the EO office. |
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|
Term
| Name two differences between a professional relationship and an unprofessional relationship. |
|
Definition
Professional Relationships help contribute to the effectiveness of the Air Force. They help you build professional relationships to enhance morale, discipline, and operational effectiveness, preserve respect for authority, and accomplish the mission.
Unprofessional Relationships detract from the authority of superiors or result in, or reasonably create the appearance of, favoritism, misuse of office or position, or the abandonment of organizational goals for personal interests. |
|
|
Term
|
Definition
| Fraternization is a personal relationship between an officer and enlisted member that violates the customary bounds of acceptable behavior in the Air Force and prejudices good order and discipline, discredits the armed services, or operates to the personal disgrace or dishonor of the officer involved. |
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|
Term
|
Definition
Down
1. Working relationships
2. Military Justice
3. Type of unprofessional relationship
Across
2. Type of relationship that violates AFI36-2909
4. Air Force Policy |
|
|
Term
| Name at least 3 individual responsibilities involved in maintaining a personal relationship. |
|
Definition
| You should always ―walk the talk‖ and be aware of how circumstances can change relationships. Always be aware how perceptions impact work performance. As both a supervisor and leader, you should adopt the Air Force policy as your own personal guide and talk about it in the workplace. Have workcenter get-togethers to talk about it and build proper relationships. If you feel someone is initiating an unprofessional and inappropriate relationship with you, then confront them and remind them of their responsibility to keep the relationship strictly professional. As stated before, avoid situations that are unprofessional and if matters persist, report it to the chain of command. |
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|
Term
| Describe two roles that supervisors perform in preventing unprofessional relationships. |
|
Definition
| Training is an important prevention technique. Always set the standards during initial performance feedback and provide periodic workcenter briefings. Use negative examples as workcenter briefing opportunities. You must do this to maintain respect for authority and keep a professional environment. Balance supervisor and subordinate relationships by establishing good communication with subordinates and explain responsibilities. Provide a professional environment by maintaining professional relations, but don‘t let friendship outweigh responsibility for the mission. As a supervisor, you have a moral obligation to possess a ―Service Before Self‖ attitude and follow the rules to which you made a commitment. |
|
|
Term
|
Definition
| Diversity is, ―The fact or quality of being diverse: difference. Unlike in kind: distinct, varied; a point of respect in which things differ; variety. |
|
|
Term
| Define the differences between primary and secondary dimensions of diversity. Give three examples of each. |
|
Definition
Define the differences between primary and secondary dimensions of diversity. Give three examples of each.
Age, language, ethnicity, cultural background, disability, and sexual orientation are just a few of the many "primary dimensions." Primary dimensions are differences "that are inborn and/or exert an important impact on our early socialization and an ongoing impact throughout our lives."
People will differ in other respects such as educational level, job function, socio-economic status, personality profile, marital status, family responsibilities, religious beliefs, and geographic location; these are considered "secondary dimensions." Secondary dimensions are "differences that we acquire, discard, and/or modify throughout our lives." |
|
|
Term
| Identify factors that create diversity. |
|
Definition
| Differences abound from languages, customs, religions, and moralities, to race and ethnicities. |
|
|
Term
| List 5 barriers to diversity. |
|
Definition
a. Prejudice
b. Stereotyping
c. Unlawful Discrimination
d. Collusion
e. Ethnocentrism |
|
|
Term
| Describe 5 barriers to diversity. |
|
Definition
a. Prejudice is an adverse opinion or judgment formed beforehand or without full knowledge or complete examination of the facts. It is also a preconceived idea, preference, or bias. People aren‘t born prejudiced; they‘re influenced or taught by others to wrongfully pre-judge another individual or group.
b. Stereotyping is the belief that all people in a group are the same.
c. Unlawful Discrimination is all written or verbal communications that degrade individuals on the basis of race, color, national origin, religion, or sex that are not otherwise authorized by law or regulation.
d. Collusion is a secret agreement between two or more persons for a fraudulent or deceitful purpose. The working definition is to cooperate with others, intentionally or unintentionally, to reinforce stereotypical attitudes, prevailing behavior, and norms. There are basically three ways that people collude: silence, denial, and active participation.
e. Ethnocentrism is the belief that one's own culture (or ethnic group) is superior to all others and is the standard by which all other cultures should be measured. It‘s the inability to put aside one‘s own cultural attitudes and imagine the world from the perspective of a different group. |
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Term
| Define and describe 3 types of collusion. |
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Definition
a. Silence is the practice of neither supporting nor defending the right of others to be fully included in the workplace. Silence permits negative behavior to go unchallenged. For example, when someone just stands by and, by his or her own SILENCE, seems to support the negative attitudes and unfair judgments about certain groups (e.g., being "part of the crowd") is collusion.
b. Denial is another passive approach that simply ignores any evidence of negative behavior. It‘s similar to putting your head in the sand and pretending, despite evidence to the contrary, the problem doesn‘t exist. For example, when someone tries to avoid the difficult and chooses to DENY that negative attitudes and behaviors actually exist, they are demonstrating the denial form of collusion.
c. Active participation involves actions that overtly work to prevent the inclusion of others. When someone ACTIVELY PARTICIPATES in promoting negative stereotypes, other forms of unfair judgments, and disrespectful behavior, he or she is colluding. Also, you could argue that saying things like, "Hey, all I did was laugh…" is still collusion. |
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Term
| Provide examples of how each barrier to diversity affects workcenter performance. |
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Definition
a. One of the most important factors in turning diversity into a strength is a respect for different cultures and for people from vastly differing backgrounds. Workcenters that respect and treat Airmen as individuals are likely to succeed better than workcenters that tend to look at individuals differently based on stereotypes.
b. Prejudice causes suspicion, rejection, alienation, isolation, violence, abuse, and bullying.
c. Stereotyping can be damaging to self-image, self-esteem, lead to mistaken beliefs about people, lead to discrimination, lead to serious interpersonal differences, erode morale, negatively impact group dynamics, and negatively impact a leader‘s influence.
d. Unlawful Discrimination erodes morale, makes some feel uncomfortable, causes stress and anxiety.
e. Collusion can cause serious harm in the workplace. It can be damaging to self-image, self-esteem, lead to mistaken beliefs about people, lead to discrimination, lead to serious interpersonal differences, erode morale, negatively impact group dynamics and negatively impact a leader‘s influence.
f. Ethnocentrism is especially dangerous in a national-security context because it can distort strategic thinking and result in assumptions that the adversary will behave exactly as one might behave. |
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Term
| Provide examples of skills to manage diversity. |
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Definition
| Recognize individual awareness of values and beliefs. Recognize Awareness of the values and beliefs of others. Assist individuals in recognizing differences. Help Individuals to discover similarities. Encourage Airmen to move on to the work at hand. |
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Term
| Define RESPECT as related to addressing diversity issues. |
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Definition
| Resolve conflicts at the lowest level; Explore options; Sensitize yourself; Promote positive human relations; Eliminate unacceptable behaviors; Consider the needs of the unit; Take a stand. |
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Term
| Provide an example of each part of RESPECT. |
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Definition
R= Resolve conflicts at lowest level - If someone offends you, let them know right away.
E=Explore options - Try to work out agreements. However, if you can‘t resolve them on your own, use chain of command if necessary.
S=Sensitize yourself – Empathize and be in tune with your subordinate‘s diversity issues.
P=Promote human relations - Model positive behaviors and let Air Force Core Values model your behavior. Recognize the dignity, value, and worth that each team member brings in accomplishing mission objectives.
E=Eliminate unacceptable behaviors- The Air Force views any conduct that results in discrimination or prejudice as offensive and illegal. There is a Zero tolerance policy: any acts of violence, harassment, or threats against anybody based on race, color, gender, national origin, or religion will not be tolerated. If the UCMJ finds an Air Force member guilty, they will face fast and harsh disciplinary action which could lead to discharge from military service.
C=Consider the needs of the unit- Teamwork is key to success in everything we do. Mission readiness requires warriors who are committed to Air Force Core Values, and remember no one succeeds in combat alone. Accept people as they are, and strive to overcome stereotyping, prejudice, and discrimination. The relationships you build will aid the mission.
T= Take a stand - Uphold Department of Defense and Air Force policies against discrimination. |
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Term
| Describe the importance of cultural awareness, religious diversity, and foreign language skills, especially in relation to the Air Force mission. |
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Definition
Without training in cultural awareness, we quickly label ―wrong‖ to the behavior of those who do things differently. We fail to realize that individuals from other cultures are so important to our future and the Air Force mission.
We‘re sworn to defend the Constitution because it provides for the free exercise of religion, and to deny Airmen of this right is inappropriate. If we don‘t respect the rights of our Airmen, what does that say about us? Religion is such a personal issue especially for our deployed Airmen who are in harm‘s way and their faith is one of their sustaining forces. Airmen operating globally must appreciate the differences between a secular worldview and a religion-centric worldview.
Language has become a greater point of emphasis in the past several years as the military has had to manage with a shortage of people who speak languages such as Arabic and Pashto, the language spoken in much of Afghanistan. When we can communicate, we can build friendships that lead to building trust, something that‘s critical to successful operations. In a crisis situation, it can help reduce misunderstandings that can lead to embarrassing situations and help expedite accomplishment of critical operations. |
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Term
| Describe the importance of regional awareness. |
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Definition
| Regional awareness and familiarity includes learning about the culture and religions particular to a place. An Airman‘s success in their ability to do their job properly and operate in a foreign country (e.g., Middle East) depends on their knowledge of the cultural reality there. The Air Force and success of the mission needs Airmen who can influence the outcomes of US, allied, and coalition operations anywhere in the world. |
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Term
| Identify skills required to develop regional awareness. |
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Definition
| Airmen need language and regional training in PME. This goal will help ensure Airmen are ready to deploy and operate with people of other cultures in any region of the world. Among the objectives of the culture and language initiative are (1) develop cultural knowledge and skills to support deployments across the globe; (2) develop specialized regional expertise to optimize air, space, and cyberspace capabilities in support of theater operations anywhere in the world. |
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Term
| Give an example of why cultural sensitivity is important in relation to the Air Force mission. |
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Definition
a. To win hearts and minds of those from other nations
b. To gain support of those from other nations
c. To build friendships
d. To build trust and respect with those from other nations |
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Term
| Provide examples of how cultural awareness, religious diversity, and foreign language skills influence mission success. |
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Definition
| When we can communicate, we can build friendships that lead to building trust, something that‘s critical to successful operations and can help expedite the accomplishment of important operations. |
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Term
| How do diversity skills relate to USAF Core Values and the Enlisted Force Structure? |
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Definition
You must always exhibit a whole-hearted respect toward your fellow Airmen and the people of other nations with whom we operate. You must ensure the efforts and innovations of all Airmen are welcomed and appreciated. In so doing, you let the world know the Air Force understands and respects their diverse cultures and religions. As the Air Force transforms, so must you as both a leader and follower. Finally, remember under enemy fire, the race, religion, sex, or geographic origin of the Airman fighting next to us is irrelevant!
Regardless of religious preferences, Airmen share a common Air Force heritage in the oaths we take, core values we embrace, and mission we undertake to protect our nation. Integrity demands we respect others and that we live up to our oaths. Service Before Self demands respect for the Constitution, our Air Force, and each other as well as an understanding that in the military our service begins with a commitment to our responsibilities, not only our rights. Finally, Airmen share a commitment to a climate in which individuals of diverse beliefs form an effective team that is essential to achieving Excellence in All We Do. |
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