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What are the 4 dimensions of wellness? Physical Health, Emotional Health, Spiritual Health, Social Health
Physical Health components cardio, respiratory, muscular, flexibility, body composition
Emotional Health ability to deal with stress
Spiritual Health drives us to make sacrifices for others
Social Health sense of belonging
Suicide Awareness Risk Factors relationships, financial, medical, significant loss
Suicide Awareness Protective Factors unit cohesion, optomistic outlook, family support, marriage
TEAM GROUP ORGANIZED TO WORK TOGETHER -a group must first be organized to work together to form a team
TEAM ROLES: CREATOR generate new ideas and fresh concepts most similar to orange personalities able to see big picture spontaneous willing to solve problems WITHOUT CREATORS: NO NEW CONCEPT
TEAM ROLES: ADVANCERS focus on interaction similar to blue personalities positive and self confident insightful planner not easily discouraged WITHOUT ADVANCERS: IDEAS STALL
TEAM ROLES: REFINERS focus on analysis smililar to green personality able to identify problems detail oriented analytical WITHOUT REFINERS: DETAILS ARE OVERLOOKED
TEAM ROLES: EXECUTORS focus on realization similar to gold personality willing to implement ideas assertive independant high standards WITHOUT EXECUTORS: NO IMPLEMENTATION
TEAM ROLES: FLEXORS focus on everything combination of all four lense personalities able to connect and negotiate with all types of people tolerant identify what is missing WITHOUT FLEXORS: GAPS IN THE TEAM
PANIC ELATION PANIC CYCLE (P.E.P) panic -never have a good idea elation -great idea! panic -idea will never work
Z PROCESS: CREATOR --> ADVANCER --> REFINER --> EXECUTOR -back and forth until the refiner along with creator and advancer agree, then the idea is ready to pass off to executor -flexors assist other roles and satisfy unfulfilled needs
TEAM DYNAMICS: ONGOING PROCESS continuous activity; group dynamics is one in which members remain engaged as long as they are team members
TEAM DYNAMICS: INTERACTION OF INDIVIDUALS essence of team dynamics; needs of individuals can vary considerabily
TEAM DYNAMICS: ACHIEVEMENT OF OBJECTIVE separate team from group; each member contributes
FIVE C'S OF A TEAM: COMMUNITY make sure every member feels essential and part of the team
FIVE C'S OF A TEAM: COOPERATION encourage team concept and everyone understands org mission and purpose
FIVE C'S OF A TEAM: COORDINATION ensure all members realize how importand to the mission they are
FIVE C'S OF A TEAM: COMMUNICATION members need feedback and often; let everyone know what is going on
FIVE C'S OF A TEAM: COACHING teaching others broadcasts the importance of the individual being coached
FIVE COMMON PITFALLS/DYSFUNCTIONS OF TEAM: ABSENCE OF TRUST impacts members willingness to open up and share knowledge
FIVE COMMON PITFALLS/DYSFUNCTIONS OF TEAM: FEAR OF CONFLICT lack of trust increases the potential for conflict
FIVE COMMON PITFALLS/DYSFUNCTIONS OF TEAM: LACK OF COMMITMENT refusing to trust one another; personnel will doubt and struggle to commit to idea
FIVE COMMON PITFALLS/DYSFUNCTIONS OF TEAM: AVOIDANCE OF ACCOUNTABILITY lack of dedication will surface in duty performance
FIVE COMMON PITFALLS/DYSFUNCTIONS OF TEAM: INATTENTION TO RESULTS members place individual needs above the team or organization
STAGES OF TEAM DEVELOPMENT: FORMING transition people from individual to member delayed progress; everyone polite and best behavior conflict usually does not occur at this stage
STAGES OF TEAM DEVELOPMENT: STORMING difficult stage; members acknowledge difficulty and see increased stress and anxiety levels
STAGES OF TEAM DEVELOPMENT: NORMING members reconcile disputes "agree to disagree" acceptance of ground rules, responsibilities, and respect individuality
STAGES OF TEAM DEVELOPMENT: PERFORMING heightened morale and loyalty diagnose problems creativity high
STAGES OF TEAM DEVELOPMENT: ADJOURNING AND TRANSFORMING adjourning occurs when team disassembles and members separate from team; team has accomplished goal transforming occurs when team moves from one objective to the next
REASONS FOR TEAM REGRESSION: new member new goal team schedule unresolved conflict
TEAM PERFORMANCE ASSESMENT (TEAM CONCEPT): ASSESSMENT customer survey; inspection; performance evaluation
AIRMANSHIP: PROFESSION body of therory or specialized knowledge, public service orientation and a distinct subculture
PROGRESSIVE PROFESSIONALISM (P^2) always strive to be on right side of continuum unethical<------------->epitome professional min standards<------------->exceed standards little edu<------------->most educated
DIRECTION DISCIPLINE RECOGNITION (DDR): DISCIPLINE curbs negative unappropriate behavior or substandard performance
INTEGRITY courage, honesty, responsibility, justice
SERVICE BEFORE SELF duty,loyalty, tolerance, self control
EXCELLENCE IN ALL WE DO personal, resource, operational, service, "excellence"
LEADERSHIP AND FORCE DEVELOPMENT regardless of duty, occupational specialty, Airmen must embody warrior ethos
WARRIOR ETHOS hardiness of spirit and courage that allows us to overcome hardships with honor
COURAGE: MORAL follow what one believes to be right regardless of cost
COURAGE: PHYSICAL observable actions one takes when faced with fear pain or danger
HARDINESS OF SPIRIT empowers one to act when called to action
RESILIENCY ones ability to withstand, recover, and grow in the face of challenging demands or stressors
DIVERSITY AWARENESS: DIVERSITY composite of individual characteristics, experiences, and abilities that are consistend with AF core values and the AF mission
DIVERSITY: PRIMARY gender, age, race, sexual affection/orientation, mental/physical abilities, culture
DIVERSITY: SECONDARY work ethic, income, marital status, experience, personality, education, strenghts, temperament
SOCIO-BEHAVIORAL TENDENCIES (SBT'S) thought process we use to help make sense of the world
ASSUMPTIONS liberty of claiming something about a situation, item, or person tha tis not supported by fact
STEREOTYPES fixed generalization about all members of a particular group
SOCIO-BIAS an inclination of temperament or outlook, a personal and sometime unreasoned judgement
PERCEPTIONS what you observe and experience become reality
PERSPECTIVE what you mentally view or see a situation or world around us from a particular angle
COLLUSION cooperate with other knowingly or unknowingly
PREJUDICES adverse or unreasonable opinion
FAIR WAY METHOD: lead acrosss diversity lines using FAIR method giving FEEDBACK offering ASSISTANCE assuring INCLUSION giving RESPECT
MEANING OF PROFESSION OF ARMS: -military members committed to their craft -profession adds structure, organization, and standards -willing to protect freedoms that people take for granted
MP03: CULTURE integrated pattern of human knowledge, belief, and behavior that depends on mans capacity for learing and transmitting knowledge to future generations
HERITAGE something transmitted by or aquired from a predecessor
AF CULTURE cherishes its past through cerimonies and traditions
LAW OF ARMED CONFLICT (LOAC) legitimize and limit the use of force and prevent employing violence uncessarily or inhumanily
INSPECTION PROCEDURES AF memebers must adhere to standards of neetness, cleanliness, saftey, and military image
DRILL -provide means to enhance moreal -spirit of cohesion -present tradition
MC02: STRATEGIC COMMUNICATION effort to understand and engage audiences to presever conditions favorable for advancement of U.S. interests, policies, and objectives -PRIMARY PURPOSE IS TO INFLUENCE PARTICULAR AUDIENCES
MEDIA ENGAGEMENT fulfill our obligation to provide truthful and accurate information about military activities -AF Core Value Integrity ensures our message will always be truthful and credible -boundaries: security, accuracy, propriety, and policy (SAPP)
PERCEPTION reality is not what actually exists but what is percieved to exist
PUBLIC AFFAIRS OFFICE (PAO) resource used to deal with media
PREPARATION -define communication objective -know the issue -build your message
INTERVIEW FORMATS face to face remote interview press conference on scene ambush
MESSAGE DEVELOPEMENT who what when where why how
TYPES OF INTERVIEWS on the record background off the record
INTERVIEW TECHNIQUES hooking-entice reporter into your agenda bridging-move reporter agenda to your message flagging-emphasise your message personal credability-you are the expert
Security Accuracy Proprietary Policy(SAPP) stay within your lane
OPERATIONAL SECURITY (OPSEC) purpose critical info threats vulnerability risk
MP05: ETHICAL LEADERSHIP combines ethical decision making and ethical behavior in both individual and organizational context
VALUES core beliefs we hold regarding what is right and fair in terms of our actions
MORAL value that we attribute to a system of beliefs that help us determine right or wrong
ETHICS study what we understand to be good behavior and how we judge them
MILITARY ETHICS deal with those values and expected rules of the profession taken in a military environment
ETHICAL RELATIVISM belief that nothing is objectively right or wrong
CATIGORICAL IMPERATIVE any proposition that declares a certain kind of action
ETHICAL DILEMMA one is forced to choose between two alternatives
ETHICAL PRINCIPLES: THREE O'S owning -who we owe ordering -proper ordering oughting -what we ought to do
ETHICAL PRINCIPLES: THREE P'S principle -truth telling first purpose -mission accomplishment people -fellow citizens,Airmen
ETHICAL PRINCIPLES: THREE D'S discern - discern the truth declare - declare the truth do state - state what we have discerned and declared
ETHICAL PRINCIPLES: THREE R'S rules -ethical guidelines results -outcome realities - importance of situation
ETHICAL TRAPS: ETHICAL RELATIVISM make decisions on personal values/beliefs
ETHICAL TRAPS: LOYALTY SYNDROME decisions based upon loyalty to supervisor,friend,leader
ETHICAL TRAPS: WORRY OVER IMAGE decisions based upon how it will impact individual
ETHICAL TRAPS: DRIVE FOR SUCCESS win at all cost decision making
ETHICAL TESTS: shame test community test legal test situation test consequences test god test
MC03: FEEDBACK active communication process where you evaluate or judge subordinate performance -promote a change in behavior -reinforce present performance
ENLISTED EVALUATION SYSTEM: -what subordinates are supposte to do -how they are suppose to do it -subordinates do or perform -supervisor records what the subordinate does
COUNCELING type of communication used to empower subordinates to achieve goals -guides subordinate toward appropriate changes in behavior -two way communication
SITUATIONAL COUNCELING event oriented; reactive in nature, occurs during or after situation
PERFORMANCE/PROFESSIONAL GROWTH COUNCELING proactive in nature; occurs in preparation for future events -planning for short/long term goals
COUNCELING GUIDELINES: OUTLINE make it easier to conduct and are more productive
COUNCELING GUIDELINES: ENVIRONMENT councel in area free from distractions
COUNCELING GUIDELINES: LENGTH OF SESSION depends on situation; keep to 60m or less
COUNCELING GUIDELINES: INFORM COUNCELEES tell councelee why, when, and where
COUNCELING GUIDELINES: PLAN OF ACTION focus on specific behaviors the councelee needs to improve
COUNCELING APPROACHES: DIRECTED/SUPERVISOR CENTERED you do most of the talking and tell subordiante what needs to be done
COUNCELING APPROACHES: NON DIRECTED/SUBORDINATE CENTERED center on subordinate; help sub by providing required info to make informed decision
COUNCELING APPROACHES: COMBINED subordinate and supervisor share responsibility for the sessions successes -positive impact on relationship by creating trust
SUBORDINATE CENTERED COMMUNICATION active listening- give full attention responding -use appropriate gestures/eye contact questioning -get sub to think silence - silence for short period is good way to get people to open up
INTERPERSONAL COMMUNICATION two way communication; face to face; exchange of verbal and nonverbal signals
FACTORS INFLUENCING COMMUNICATION: KNOW YOURSELF - concious of your tendencies and adjust accordingly monitor actions - self monitoring our ability to detect appropriate social behaviors preception checking - always two sides
FACTORS INFLUENCING COMMUNICATION: KNOW OTHERS -more we know about subordinates the better -temperament vs strengths
BARRIERS TO COMMUNICATION: COMPETETIVE INTERRUPTING aggressive and serves to dominate conversation
BARRIERS TO COMMUNICATION: CONTENT ONLY RESPONSE meaning can be taken different ways
BARRIERS TO COMMUNICATION: TRANSLATE turn into ones own language; usually text
BARRIERS TO COMMUNICATION: INTERPRET explain or tell the meaning of; verbal
OA3: Culture shared set of traditions, belief systems, and behaviors
worldview how we see or the world see's us;
Values that affect worldviews power, achievement, selfdirection, universalism, tradition,conforming,security
High Context societies or groups where people have close connections over long periods of time (Asia, China, Japan)
Low Context societies where people have many connectins, but shorter durations of time (Europe, U.S.)
Cross Cultural Competence (3C) Model KNOWLEDGE - understand basic concepts MOTIVATION - positive attitude toward cultural differences LEARNING APPROACHES - analyze and draw conclusions from cultural data
Cross Cultural Skills COMMUNICATE NEGOTIATE RELATE exert a positive influence on our partners influence others to help you achieve mission success
UM04 Followership one in the service of another; provide feedback and give advice to leaders -perform independently -critical thinking -innovative and creative
Qualities of Effective Followership SELF MANANGEMENT - decide what role to take COMMITED - strive to excel COMPETENT - build competence and focus effort INTEGRITY - willingness to tell truth INITIATIVE - motivation and determination
Feedback offer or suggest information
Advice opinion or recommendation
Professional Leadership Areas: SELF AWARENESS - know yourself VALUES AND PRINCIPLES - know deeply held values; adhere to ethical principles MOTIVATIONS - know what motivates self and others SUPPORT TEAM - recognize support team INTEGRATED LIFE - know how to integrate and balance li
Diagnosing, Adapting, Communicating (DAC): Diagnosing steps taken to determine what is going on in an organization
Morale enthusiasm and dedication
Espirit de corps loyalty, pride
Discipline prompt execution of orders
Proficiency ability to perform mission
Accessing Environment: Resources available to accomplish mission? Leader actions appropriate to people fulfilling their responsibilities and developing professionally?
Adapting adjusting in order to act on what you learned from Diagnosing APPROACH - method used when dealing with something
Communicating listening, explaining instructins, justify recommendations and decisions
Develop Airmen: aspirations personality self concept self efficacy attitudes and values
Development Plans -set up the plan -go over capabilities and development needs -identify and secure resources needed to allow subordinate to fulfill job roles - monitor and check progress against milestones or deadlines
Leadership Power: Position aspect of authority and responsibility in organization
Types of Positional Power COERSIVE - perceived ability to provide sanctions or consequences for not performing CONNECTION - association w/people of influence REWARD - offer rewards LEGITIMATE - cannot decrease/increase this power; comes from title, role, or position in org
Leadership Power: Personal how followers respect, feel, or how committed to leader
Types of Personal Power REFERENT -based on leaders personal traits INFORMATIONAL -leaders access to data/information EXPERT - power through education, experience, or job knowledge
Motivational Theories: ABC's of Behavior BF Skinner Antecedents (prior events) Behavior (observable behavior) Consequences (reward or punishment) -person will change behavior based on consequences
Motivational Theories: X&Y Theory Douglas McGregor Theory X: most people want to be directed -tend to direct, control, micro manage Theory Y: most people are not lazy and just need motivation -supportive and facilitating
Hierarchy of Needs Maslow basic needs have to be fulfilled first before individual will be productive (hunger, shelter, saftey)
Expectation Theory Herzberg hygiene factors: money, training, saftey,supervisors -environmental needs Motivation: seen as rewards or bonuses
Motivational Profile Theory: McClelland Achievement Power Affiliation
Contemporary Motivation: Membership Level: give time to org out of dependance meet minimum standards do not get involved complaints are self centerd
Contemporary Motivation: Performance Level may or may not be fearful of consequences needs and desires are still being satisfied more involved w/workcenter complaint about saftey,resource,awards
Contemporary Motiviation: Involvement Level performing for own reason motivation comes from within produce quality work enjoy what they do
Rewards: System Level perform at the standard; receive award for being member of organization
Rewards: Supervisory Level go beyond standard; include praise; public recognition, time off, bonus pay
Rewards: Personal Level rewards come from within personal awards
Supervisory Responsibilities as releated to Rewards -move people from member level of commitment to higher levels - ensure subordinates meet standards and receive system level awards
Resource Stewardship: Personnel appropriate amout and mix of skilled qualified individuals to meet ongoing future missin requirements
Resource Stewardship: Finaancial resource required to procure material, energy, info, and technology to accomplish mission
Resource Stewardship: Material physical goods required by personnel to complete assigned duties
Resource Stewardship: Warfare procuring, maintaining, and updates were related materials are a top military priority
Resource Stewardship: information and technology rely heavily on communication capabilites on todays information systems
Resource Stewardship: energy critical force that powers business, manufacturing, and transport of goods
Resource Stewardship: time considered most valuable and precious resource
Resource Stewardship: Manpower (organization structure) functinality of organization specifically activation, incactivation, redesignation, and reorganization
Resource Stewardship: Manpower (program allocation and control) unit manpower document and funded/unfunded positions
Resource Stewardship: Manpower (requirement determination centered around authorization change request (ACR) to propose changes to a unit manpower document
Resource Stewardship: Manpower (performance management) concentrates on programs to increase workforce efficiency and organization lost effectiveness
Purpose of Discipline enables individual to pursue what is best around them, their unit, and the AF. - operate faster than enemy to achieve desired results -enables leadership to stop undesired behavior quickly and to maintain or increase unit effectivenes
discipline training to produce a specific character or pattern of behavior
military discipline founded on respect for and loyalty to properly constitutional authority
imposed discipline enforced obedience to legal orders and regulations
prudence first justice second take into account all factors before handing out justice
self discipline willing and instinctive sense of responsibility that leads us to do whatever needs to be done
task discipline requires a strong sense of responsibility in performing our jobs to the best of our ability
group discipline several people work effectively as a team and each member pulls their own weight; deny personal preferences for the good of the unit
unit discipline ready subordination of an individuals will for the good of the unit
preventative/prevention actions designed to keep someone from doing something undesirable
purpose of adverse admin actions improve, correct, and instruct those that depart from standards of performance
Discipline Model: Prevention -prevent behaviors that are detrimental -set clear standards -establish rapport -establish climate of accountability
Discipline Model: Effective Communication -formal and informal feedbacks are methods -allow for clear lines of communication -direct mission acccomplishment -keepl lines of comm open between subordinate and supervisor
Discipline Model: Correction -use Progressive Discipline Process tools: -feedback -verbal and written counceling - unfavorable information file (UIF) -control roster -admin demotions
Discipline Model: Punishment -commander only Purpose: to correct and rehabilitate those who repeately or greieveoulsy violate standards
Progressive Discipline Process: (PDP) Three steps: 1. establish standards 2. monitor 3. apply PDP -determine infractions distance on Line of Accountability -draw a line horizontally toward discipline tool that is appropriate
counceling types: -Informal, formal, and referral
Admonishment verbal or written; appropriate when counceling fails; LOA's are almost excusively used for officers due to LOR's would end an officers career
Unfavorable Information File (UIF) -maintained by commanders support staff -can exist for one year, and up to several years depending on type of documents
Control Roster -most serious admin action -establish 6mo observation period
Article 15 -NCO's make recommendations to commanders as they should know their Airmen best -goal is to rehabilitate offender
Basic Rights of Accused 1. Presumption of Innocence 2. Protection from Self Incrim. 3. Pretrial Investigation 4. Representation of Councel 5. Fair and Impartial Trial 6. Right of Appeal 7. Former Jepardy
Full Range Leadership Development: Trait Theory focuses on personal characteristics and innate qualities -referred to a Great Man/Woman Theory -influenced by intelligence, self confidence, determination, integrity **leaders are born/not made**
psychodymanic theory personality based approach to leadership; followers and leaders are drawn to their roles; achieve success in these roles based upon personality type - goal is for people to understand themselves
skills theory focus on leaders who are emotionally intelligent and can successfully solve problems -centers on emotional awareness and control of emotions
style theory focus on two types of leadership - task/production oriented --initiate structures and paths for followers to perform -relationship oriented --foster good relations between leader and followers
Situational Leadership Theory: Directive (D1) make and enforce decision -low competence and low commitment
Situational Leadership Theory: Coaching (D2) present ideas and ask for input -low competence and some commitment
Situational Leadership Theory: Supportive (D3) soliciting solutions and make decisions based on input - high competence and low commitment
Situational Leadership Theory: Delegating (D4) follower makes decisions within limits set by leader -high competence and high commitment
Contingency Theory: - match specific leader to a situation
Path Goal Theory once leader assesses followers; chooses one of four behaviors: supportive, directive, participative, achievement oriented
Leadership Memeber Exchange (LMX) leader develop specialized relationships with followers instead of treating their followers the same. -ingroup (special treatment) -outgroup (no preferential treatment)
Authentic Leadership Theory effective leaders are true to themselves and others; positive psychological states and adhere to strong morals and values
Full Range Leadership Development: leader, follower, situation
leader someone who influences others to achieve goals
follower someone who chooses to follow a leader because of leaders character, vision, or abilities
situation relative position or circumstance at a certain moment or unusual state of affairs
Laisse Faire view development of subordinates as someone elses problem, and demonstrates laziness
Management by Exception (MBE-P) Passive -if it isnt broke dont fix it - reactive in nature
Management by Exception (MBE-A) Active -structured system with detailed instructions -used in life or death situations
Transactionlal Leadership and Contingent Reward -form sort of contract -constructive transaction between leaders and follower
Skinners Operant Conditioning Theory -observable influences lead to ones behavior -learning occurs through rewards and punishment for behaviors
McClelland Need Theory need for achievement need for affiliation need for power
Intrinsic/Extrinsic Motivation Theory -intrinsic: driven by positive feelings(internal) -extrinsic: drives people to do things to attain a specific goal/outcom(external)
Leadership Behaviors: -set goals for and with followers -suggest pathways to meet performance expectations -actively monitor progress and provide supportive feedback -provide reward when goals attained
Transformational Leadership based upon ability to influence and transform others: 1. Individual Consideration (caring) 2. Intellectual Stimulation (thinking) 3. Inspirational Motivating (charming) 4. Idealized Infuence (influencing)
Change Management: adaptability ability to adjust self to changed, unexpected situations by actively seeking information and demonstrate openess and support of different ideas:
cognitive flexability ability to use different thinking strategies
emotional flexability vary your approach to dealing with your own emotions and those of others
dispositional flexibility ability to remain optomistic and the same time realistic
change management proactive coordinated and structured period of transition from one situation to another
change sponsor initiate change because they have the power to determine why when and how
change agents responsible for implementing change initiated by sponsor
change target key players who actually undergo the change
Janssens Model of Change: 4 Stages 1. Comfort 2. Denial 3. Confusion 4. Renewal
Mayo's Levels of Change: 1. Knowledge 2. Attitudes 3. Individual Behavior 4. Group Behavior
Change Cycles: Two Cycles Directive Change Cycle: top down; change imposed by external force -good for rapid change Participative Change Cycle: (bottom up)implemented when new knowledge is made available to ind/group
Change Process: Unfreezing, Changing, Refreezing
Reaction to Change: (Diffusion of Innovation) 1. Innovators 2. Early Adoptors 3. Early Majority 4. Late majority 5. Laggards -focus on early majority first ans it will help bring change
positive stress known as eustress
negative stress known as distress
Sources of Stress: Organizational Factors task demands, role demands, interpersonal demands, organizational structure, organizational leadership
Sources of Stress: Individual Factors family, personal relations, money, discipline problems with children
Consequencers of Stress: Physical(Body) changes in metabolism, increased heartrate, blood pressure, breathing, headaches
Consequences of Stress: Psychological (Mind) job dissatisfaction is the most obious psychological stress, tension, anxiety, irratability, boredom
Consequences of Stress: Behavioral Symptoms (Actions) changes in productivity, absene, and turnover, changes in eating habits, consumption of alcohol, rapid speech, sleep disorders
Dealing With Stress 1. Time Management 2. Physical Exercise 3. Relaxation Training 4. Social Support
Full Spectrum Military Ops joint military structure achieves control over all elements of battlespace
Full Spectrum Military Ops: Four Elements 1. Military Theory 2. Principle of War 3. AF Doctrine 4. US Strategy(National Security Strategy, National Defense Strategy, National Military Strategy)
unlawful discrimination based on color, race, age, sex
personal discrimination indiv actions taken to deprive a person of a right
systemic discrimination action taken by an institution or system through policy or procedure
sexual harassment unwelcome sexual advances, request fo rsexual favors
Negotiating process involving two or more people or groups who hold different opinions
Conflict Management: Sources of Conflict 1. Worldview 2. Communication(lack of) 3. Personal Behavior 4. structural (size, participation, roles) 5. Interests
High Context group or culture with close connections with one another for a long time
Low Context group or culture where connections have not existed as long between members -rule oriented -task centered
Variables for Managing Conflict Who (who are you dealing with) Stakes (what do you stand to gain) Situation (how critical is the situation)
Five Conflict Management Styles: 1. Competing (Forcing) 2. Collaboration 3. Compromise 4. Accomodating 5. Avoiding
Competing (Forcing) attempt to threat or overwhelm opponent with authority or power
Collaborating attemt to satisfy concerns of both sides (win/win)
Compromise -strives for partial satisfaction of both parties (lose/lose -both sides lose something)
Accomodationg giving in to anothers wishes
Avoiding person implies they will be neutral
Negotiating Categories: Distributive -resources are limited; hardball tactics Integrative -acknowledge that resources have to be distributed, trust building measures are pursued
Readiness capacity of both parties to conclude it is in their best interests to negotiate an agreement
Ripeness timing is critical to successful negotiations
Cooperative Negotiation Strategy concentrates on problem, process, and relationships
Best Alternative to a Negotiated Agreement (BATNA) plan B or alternative
5 Steps of Cooperative Negotiation Strategy (CNS) Process 1. Position (what you want) 2. Interest (motivation factor) 3. BATNA 4. Brainstorming 5. Solution -Steps 1-3 Planning 4-5 Negotiating
Continuous Improvement: (AFSO21) 1.increase productivity 2.increase critical equipment 3.improve response time 4.sustain reliable operations 5.improve energy efficiencey
Continous Improvement: Three Levels of Priority 1. Just do It (quick fix) 2. Rapid Improvement Events (RIE) -1 week to define and implement 3.High Value Initiative (HVI) -significant returns - 4-6mo to implement and define
decision making mental process that results in the selection of a course of action
Two System Approach to Decision Making: System 1:Reactive Thinking, quick,familiar, relies on situational queues System 2:(Relective Thinking) -deliberate, analytical, procedural,critical thinking Note:have to use system 2 before using system 1 (experience before action)
Kepner-Tregoe Problem Solving: Four Processes 1. Situational Appraisal 2. Problem Analysis 3. Decision Analysis 4. Potential Problem Analysis
Decision Analysis systematic procedure based on thinking patterns tha twe use when making choices
Decision Analysis (4 Steps) 1. Decision Statement 2. Determine Objectives 3. Locate Alternatives 4. Risk Analysis
Problem Solving 8 Step Process: 1. Clarify and Validate Problem 2. Break Down Problem 3. Set Improvement Target 4. Determine Root Cause 5. Develop Countermeasures 6. See Countermeasures Through 7. Confirm Results 8. Standardize Successful processes
Problem Solving 8 Step Process: (OODA) Observe (look at situation and form theories) Orient (gather data and facts) Decide (Develop Solutions to address problem) Act (implement and evaluate Solution)
Created by: ventrian99
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