-Groups are just assemblies of people or objects

-Words associated with groups include: collection, gaggle, crowd, cluster, assembly, gathering, mass

-Teams are organized groups of individuals working together to reach a common goal

-Words that describe teams include: unified, cohesive, collaborative, solidarity, joint, coalition

-Detached/disconnected

-Alone/solitary

-Removed

-Uncomfortable

-Disinterested

-Indifferent

-Group's success was unimportant

-Efforts seemed meaningless

-Had no significant purpose

-Part of something special

-Had an identity

-Better chance of succeeding

-Worked harder for teammates

-More willing to help

-Achieved greater results

-Increased pride in self/team's success

What are some indications (signs, symptoms, or behaviors) of an organization with a healthy team spirit?

-Evident Esprit-de-Corps

-Increased productivity

-High morale during high ops tempo

-Willingness to help fellow teammates

-Strong identity/camaraderie

-Little to no conflict

-Differences resolved through compromise or collaboration

What is meant by "team mission?" What is your team’s mission?

As an NCO and team leader, how important is it for you to understand and articulate your team’s mission to the team? Why?

In "The Office" activity at the beginning of this lesson, identify the character with each role of a team. How can you identify them?

-SSgt Moss

-TSgt Kramer

-TSgt Coleman

-TSgt Reed

-TSgt Knight

-SSgt Moss: Creater

-TSgt Kramer: Advancer

-TSgt Coleman: Refiner

-TSgt Reed: Executer

-TSgt Knight: Flexer

Again, list the five roles associated with teams and what the impact to the team might be if the role was not present.

Creator:

Advancer:

No one to:

-Analyze, challenge, and detect flaws in concepts and ideas

-Use a logic, systematic approach to redesigning solutions

-Ensure ideas are sound before moving them to the next level ideas, good or bad would be pursued without proper evaluation

Executer: No one to:

-Implement ideas and solutions in an orderly manner, based on a well-thought-out plan

-Ensure end results are high quality put ideas into a workable plan

Flexer: Flexers are able to:

-Focus on everything

-Adapt their styles to fit the needs of the team

-View issues from multiple perspectives

-Monitor contributions of all team members and when necessary, step in to fill gaps in order to keep things moving in the right direction

-Demonstrate equal preference for most or all of the roles

-Focus on everything

-Adapt their styles to fit the needs of the team

-View issues from multiple perspectives

-Monitor contributions of all team members and when necessary, step in to fill gaps in order to keep things moving in the right direction

-Demonstrate equal preference for most or all of the roles

Why is it important to understand the P.E.P. cycle?

-Knowing the cycle exists allows team leaders to monitor idea generation and then, at the peak of elation, hand ideas off to the Advancer. This gives Creators (and others) the confidence to put forth additional ideas.

-Without continuous monitoring of the cycle, ideas die soon after creation because no one recognizes their importance or promotes them. In the meantime, the Refiner and Executor wait impatiently idle.

From your reading, how would you summarize the "Z" Process?

Why is it important to understand the "Z" Process?

-Knowing the "Z" Process allows team leaders to monitor the team’s progress and manage conflict generated from passing ideas back and forth.

-In the case of teams without a Creator (or Advancer or Refiner or Flexer) the team leader can step in and fill the gap to ensure the "Z" Process continues to work effectively.

-The "Z" Process ensures ideas are well thought out before attempting implementation.

How can you use this information on team roles, P.E.P. Cycle and the "Z" Process to help your flight?

-Increase team success by encouraging

  Creators to offer ideas by catching them at the peak of the P.E.P. Cycle

Advancers to support and promote ideas

Refiners to assess ideas

Executers to move forward with the plan

-Ensuring ideas moves to the next role at the right time

-Whenever possible, select members for my team based on their preferred roles

-Will help when coming up with a flight war cry

How will knowledge of team roles the P.E.P. Cycle, and the "Z" Process, help you in the future?

-The P.E.P. Cyle helps to verify when to get involved with the team to pursue ideas

-The "Z" Process helps to identify where the team is in the development of ideas and who to engage at the appropriate time

-Assist in properly aligning the team member with the role that suits them.

-All ceoncepts will enhance team leadership abilities to maximize team productivity and success.

Positive team dynamics result in high-performance teams:

-Team members communicate well, respect each other, have equal amounts of commitment, are willing to recognize and work with each other’s strengths and weaknesses, and utilize preferred roles.

Negative team dynamics result in low-performance and may even tear teams apart:

-Team members do not communicate well, show no respect for each other, offer very little commitment, are refuse to recognize and work with each other’s strengths.

-Communication

-Intergration of verious skill sets

-Perspectives

-Temperments

-Personal experience

-Roles assumed by team members

-Actions that positively/negatively affected the team's performance

How efficiently and 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)

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

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

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.

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.

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

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

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

Skills, Talents, Experiences, Personality

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

A deliberate development plan

Setting and monitoring development plans

(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.)

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)

Coercive, Connection, Reward and Legitimate

Referent Power, Informational Power, Expert Power

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

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

Creator:

-Enthusiastically offered plenty of innovation and unique solutions.

-Recognize alternatives that others missed.

-Flights with no Creators (very rare) might hear..."We struggled to formulate ideas and thoughts as a flight."

Advancer:

-Encouraged Creators

-Thought of ways to make ideas work

-Prompted team interations

-Verbally sparred with Refiners

-Flights with no Advancers might hear..."Flight was no united/in agreement on any idea, it was hard to move forward."

Refiner:

Negotiation is the dialogue intended to resolve disputes, produce a shared or mutually desired result, to bargain for an individual or collective advantage or benefit, or to craft outcomes to satisfy various interests.

Work: Project deadlines, peaceful military operations, salary, benefits,

answers will vary

Home: Bedtimes, sharing, food choices, answers will vary

Other: Loan rates, buying a new car, buying a new home, answers will vary

Managing conflict (destructive or constructive) in a way that benefits the organization in terms of reduced chaos and stimulated work performance.

- Competing (or Forcing) means "standing up for your rights," defending a position which you believe is correct, or simply trying to win. Competing is often used when the stakes are high, the situation is critical, and urgency is important.

-Compromising involves intermediate amounts of assertiveness and cooperation and strives for partial satisfaction of both parties’ desires by seeking a middle ground. To succeed at compromising, both parties must be willing to give up something.

-Avoiding is the combination of low assertiveness and low cooperation. The person implies that he/she will be neutral.

-Accommodating combines low assertiveness and high cooperation—the complete opposite of competing. At its simplest level, this style may merely involve giving in to another person’s wishes. When accommodating, the individual neglects his/her own concerns to satisfy the concerns of the other person.

The difference between the two negotiation styles is integrative builds relationships and distributive creates adversaries. The task of distributive negotiating is to divide up a fixed set of resources while integrative negotiating does not see resources as necessarily fixed. During integrative negotiating, parties see each other as partners rather than competitors (which is how they see each other in distributive negotiating). In distributive negotiating, conflict is seen as inevitable, but in integrative it is not.

Active listening is when you make a conscious effort to hear not only the words that another person is saying but, more importantly, to try and understand the total message being sent.

-Minimal Encouragements

-Paraphrasing

-Emotion Labeling

-Mirroring (or Reflecting)

-Open-Ended Questions

-"I" Messages

-Effective Pauses

Best

Alternative

To a

Negotiated

Agreement

____________ ____________ _____________ focuses on the problem while keeping the relationship and interests of all parties in mind. List and explain the four key principles suggested to effectively achieve the concepts of this negotiation strategy.

Cooperative Negotiation Strategy focuses on the problem while keeping the relationship and interests of all parties in mind. List the four key principles suggested to effectively achieve the concepts of this negotiation strategy.

a. Focus on the problem, but continuously manage the relationship.

b. Acknowledge that there are positions, but focus on interests. Find common ground between the negotiating parties by understanding both sides’ underlying interests.

c. Mutually propose solutions through use of divergent thinking. Develop options that satisfy interests without passing judgment on any individual proposal developed.

d. Agree to converge on a solution that best satisfies each party’s top priorities and meets a legitimate standard.

Compare the similarities and differences of Readiness (pertaining to negotiation) and Ripeness (pertaining to negotiation).

Similarites:

-Are the issues negotiable?

-Are  all the parties interested in negotiating? If not, why is one or more of the parities reluctant?

Differences between Readiness and Ripeness:

Readiness:

-Do I want to resolves these issues equitably?

-Am I willing to make compromises and give some things up?

-Am I willing to work to keep the channels of communication open?

-Can I accept that there will be differences of perception and in what I think is fair?

-Do I feel that th eother party is basically fair minded?

-Am I ready to listen actively?

-Am I prepared to manage conflict appropriately if it occurs?

Ripeness:

-Can anything be done to make the negotiation more attractive to them?

-Do all parties know their alternatives to a negotiated settlement?

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.

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

Write the letter of each milestone in the proper place along the budget process cycle below.

[image]

Beginning with 1st Quarter October:

j-

k-

e-

f-

h-

c-

i-

a-

b-

d-

g-

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.

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.

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.

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.

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

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

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.

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.

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.

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.

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.

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?

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.

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.

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.

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

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.

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

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

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

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)

1. Verbal Counseling

2. Verbal Admonition

3.Written Admonition

4. Written Reprimand

5. Article 15

6. Court Martial

7. Low

8. High

9. One-Way Communication

10. Two-Way Communication

State the 3 steps of the Progressive Discipline Process.

a.

b.

c.

a. Establish Standards

b. Monitor

c. Apply the PDP

Name the 3 Arenas that make up the Discipline Model.

a.

b.

c.

a. Prevention

b. Correction

c. Punishment

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

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

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

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

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

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

a.

b.

c.

-Use the Discipline Model and PDP effectively

-Protected the rights of the acused

-Know their limits.

-Ensure accused are treated with respect.

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

a. suspect someone of committing a crime.

b. overhear that someone has committed a crime.

c. suspect someone of committing a crime, and they intend to question him/her.

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

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."

How would you summarize the wingman concept/philosophy?

- 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.

Differentiate between Healthy and Unhealthy states associated with the dimensions of wellness. Place and H or a U on the space provided for each of the examples.

-A balance of work and play, rest and activity, etc

-A sense of contentment

-A sense of meaning and purpose, in both their activities and relationships

-A zest for living and the ability to laugh and have fun

-Being impacted by familiy, relationship

-Being physically injured

-Staying in touch with distant friends and relatives

-Caring for a special needs family member

-Volunteering, joining a local gym or club

-Handling remains, especially other Airmen

H-A balance of work and play, rest and activity, etc

U-A sense of contentment

H-A sense of meaning and purpose, in both their activities and relationships

H-A zest for living and the ability to laugh and have fun

U-Being impacted by familiy, relationship

U-Being physically injured

H-Staying in touch with distant friends and relatives

U-Caring for a special needs family member

H-Volunteering, joining a local gym or club

U-Handling remains, especially other Airmen

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

- 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

- Relationship problems (70%)

- Legal problems (44%)

- Financial problems (29%)

- Deployed in previous year (21%)

- Receiving psychological services (25%)

- 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)

- 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

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

- 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.

- Providing support and preventing further harm

- Collaborate with the Critical Incident Stress Management (CISM) 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)

- 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

- 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

- 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

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?

- 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

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

- 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 abuse or suspected substance abuse 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

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

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

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

- 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

How would you describe the Air Force’s approach to preventing substance abuse?

Substance abuse 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

How can leaders effectively educate subordinates about substance abuse issues?

- Incorporate personal, or at least relevant, examples of substance abuse incidents into safety briefings

- Describe and detail expenses incurred from a substance abuse 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 abuse

- Conduct periodic discussions on harmful effects of substance abuse impacting the work center environment.

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

- 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

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

- 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

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

- Self-identification

- Commander referrals

- Medical identification

- Substance-related incidents

- Drug testing

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

- 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

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

- Absenteeism

- Temporary departures from the job

- Mood changes

- Red or bleary eyes

- Paranoia

- Tremors

- Denial

- Smell of alcohol

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

- 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

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

- 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)

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

- 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

How might identifying substance abuse affect work center performance?

- Brings issues out into the open

- Ensures everyone knows that supervisors are serious about the issues

- Increases awareness in the duty section

- Makes substance abuse symptoms more widely known

- Establishes firm standards of behavior

- Encourages people to seek help if they need it

- Ensures mission is not impeded

How would define intervention as it relates to substance abuse?

Why is an NCO/leader’s communication necessary during intervention for suspected substance abuse?

- 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 abuse

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

- 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

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

- Promote readiness and health and wellness through the prevention and treatment of substance abuse

- Minimize the negative consequences of substance abuse to the individual, family, and organization

- Provide comprehensive education and treatment to individuals who experience problems attributed to substance abuse

- Return identified substance abusers to unrestricted duty status or to assist them in their TRANSITION to civilian life, as appropriate

When should a supervisor refer a subordinate to ADAPT?

- After an alcohol-related incident

- Whenever substance abuse is suspected

- When alcohol abuse is witnessed

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

- 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

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

- Improved morale

- Dependable workers

- Better communication

- Decreased mission interruptions

- Healthy subordinates

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

- 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

How would you summarize the impact of substance abuse on:

Mission and Readiness

Morale

Health and Wellness

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

One way supervisors can implement prevention is by continuously educating their Airmen. Deglamorizing alcohol is another method supervisors can employ to minimize substance abuse’s impact on the mission. Also, leading by example is an effective way to minimize the impact of substance abuse in your work center. Categorize each example using E, D, or L.

From your reading, how would you define stress?

- 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

How would you summarize the factors of the following?

-Task demands

-Role demands

-Interpersonal demands

-Organizational structure

-Organizational leadership

Task demands

- 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)

Role demands

- 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

Interpersonal demands

- Pressures created by other individuals such as:

- Lack of social support from coworkers

- Poor interpersonal relationships

Organizational structure

- Includes:

    -Organization with many levels of supervision and control

    -Number and type of rules and regulations

- Level where decisions are made

Organizational leadership

- 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"

Why do people react differently to various stressors?

- 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

Although people all react differently to various stressors, the stress itself shows up as Physiological, Psychological and Behavioral Symptoms. Identify the symptom based on these choices.

Psychological - anxiety

Psychological - boredom

Behavioral - changes in eating

Physiological - changes in metabolism

Behavioral - changes in productivity

Psychological - dissatisfaction (job, relationships, etc)

Physiological - headaches/backaches

Physiological - increased blood pressure/heath attacks

Physiological - increased heart and breathing rates

Psychological - irritability

Psychological - procrastination

Behavioral - rapid speech

Psychological - tension

How would you explain the differences among risk factors, behaviors associated with combat/operational stressors, and warning signs? Identify the following as risk, behaviors and warning signs.

Risk Factors - Long/repeat deployments with insufficient time to recover and rest

Warning Signs - "Spaced out" appearance

Behaviors - Anxiety

Behaviors - Appetite changes

Risk Factors - Being injured in combat

Behaviors - Diminished confidence

Behaviors - Emotional display over dead/wounded

Risk Factors - Handling remains

Warning Signs: - Hyperactivity

Behaviors - Irritability

Behaviors - Loneliness and isolation

Warning Signs - Memory Loss

Warning Signs - Misconduct

Warning Signs - Poor hygiene

Warning Signs - Reckless behavior

Warning Signs - Significant mood changes

Behaviors - Sleep troubles

Warning Signs - Withdrawal

Risk Factors - Witnessing death close-up

It is also important for leaders to recognize warning signs or symptoms of Post Traumatic Stress Disorder or PTSD. The US Department of Veteran Affairs National Center for PTSD lists four types of PTSD signs and symptoms. Categorize the following examples based on these four types.

Certain types of discrimination are lawful when they:

-

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.)

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.

-

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

-

Base chapel prohibits use of its facilities by all religious groups except Jewish, Protestant, and Catholic.

-

Squadron policy prohibiting women from operate heavy equipment.

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.

-

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.

Verbal - Sexual compliments, pressure for dates, ridicule with harsh sexual messge, etc.

Nonverbal - Leering, ogling, or sexually suggestive cartoons, notes, drawings, pictures, calendars, etc.

Phsyical - Touches and brushes, hugging, patting, "footsies," etc.

The first column contains a statement that could be substantiated as sexual harassment. Place the number of that statement under the correct heading.

 Sexual harassment is a high concern to the Air Force because it creates environments that:

-Affects the well-being and personal security of Air Force people

-Negatively impacts the mission

-

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

-

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

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.

-

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

-

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.

-

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.

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.

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.

-

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.

-

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

-

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

Reflecting on what you have learned, develop an outline/draft workplace violence intervention and prevention plan.

Section I: Prevention

Section II: Intervention/Initial Response

Section III: Recovery

Included in your response may be the three stages of "crisis reaction" following a violent incident:

Stage One

Stage Two

Stage Three

Section IV: Follow-up / Evaluation

Section I: Prevention

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 threat 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 resolves 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

Section II: Intervention/Intial Response

Workfoce 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 presonnel and the police

-Emergency espace procedures and routes

-Safe places to escape inside and outside 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 identifynig 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

Section III: Recovery

Following a violent incident, employees experience three states 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

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.

Section IV: Follow-up / Evaluation

Comprehensive workplace violence intervention and prevention plans include a mechanism: 

-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

What are some ways the Air Force practices lawful discrimination?

-

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

"Adaptability 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."

Name the three elements of adaptability.

a.

b.

c.

a. Cognitive Flexibility

b. Emotional Flexibility

c. Dispositional Flexibility

List three adaptability skills you can improve to develop flexibility.

a.

b.

c.

a. Cognitive Development

b. Emotional Development

c. Dispositional Development

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.

NCOs with _______________________ ________________________have the ability to change their approach to dealing with their own and others’ emotions.

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.

_______________________ _____________________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.

Directive Change Cycle

Participative Change Cycle

Unfreezing

Changing

Refreezing

Name the five individual reactions to change.

a.

b.

c.

d.

e.

a. Innovators

b. Early Adapters

c. Early Majority

d. Late Majority

e. Laggards

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

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

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