Challenge Me
Help!
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| Culture and Heritage | show 🗑
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| show | “something transmitted by or acquired from a predecessor”
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| show | Air Force in the Profession of Arms, Traditions and History, Military Culture and Airmanship and Norms of Conduct and Professional Standards
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| Diversity | show 🗑
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| Primary Dimensions | show 🗑
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| Secondary Dimensions | show 🗑
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| EO | show 🗑
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| AA | show 🗑
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| show | Through interpersonal communication Airmen must develop a keen awareness and understanding of others’ emotions, feelings, personalities, temperaments, strengths, cultural differences, values, and beliefs
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| 5 Characteristics of a Diversity Supportive Organization | show 🗑
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| Socio-Behavioral Tendencies (SBT’s) | show 🗑
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| FAIR Way | show 🗑
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| The heart of the FAIR Way is | show 🗑
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| Wingman Concepts | show 🗑
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| show | Physical Health, Emotional Health, Spiritual Health, Social Health
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| show | The heightened individual and community awareness of suicide, suicide risk factors, and the fact that suicide is only the tip of the iceberg of psychosocial problems.
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| show | Include relationship difficulties, substance abuse, legal, financial, medical, mental health, and occupational problems, along with depression, social isolation, and previous suicide threats/gestures, which may increase the probability of self-harm.
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| show | A community based approach that includes family, friends, and many different professional and social service providers, committed to reducing suicide.
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| Macronutrients | show 🗑
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| show | needed by the body in much smaller amounts than macronutrients
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| Functional Training | show 🗑
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| Form Over Speed and Intensity (FOSI) | show 🗑
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| High Intensity Exercise Endurance (HIEE) | show 🗑
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| Functional Endurance Intensity (FEI) | show 🗑
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| Airmanship | show 🗑
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| The Oath of Enlistment | show 🗑
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| The Profession of Arms | show 🗑
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| Progressive Professionalism (P2) | show 🗑
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| show | is the foundation of P2 and is critical to our progression and self-development as professionals.
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| The Air Force Core Values | show 🗑
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| show | a tenacious mentality ignited by a hardiness of spirit, courage and resiliency
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| show | the stout internal force that can be used to get through challenging times mentally or physically
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| Courage | show 🗑
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| Moral Courage | show 🗑
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| Physical Courage | show 🗑
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| Resiliency | show 🗑
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| Drug | show 🗑
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| show | the use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol.
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| Prevention | show 🗑
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| show | Environment, Setting the Example, Documentation and Actions
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| show | Self ID, Commander referrals, Medical ID, Substance Related Incident and Drug Testing
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| Consequences of Stress | show 🗑
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| show | Individual approaches, organizational approaches and wellness programs
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| Strength Based Leadership Philosophy | show 🗑
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| show | Executing, Relationship Building, Strategic Thinking, and Influencing
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| Followers Four Basic Needs | show 🗑
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| Blind Spots | show 🗑
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| Johari’s Window | show 🗑
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| Resource Stewardship | show 🗑
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| show | a perpetual cycle of planning, programming, revising, adjusting, and spending that lasts one FY from 1 Oct to 30 Sep and is divided into quarters
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| show | must be developed and approved prior to 30 Sep in order to be ready to implement on 1 Oct for the new fiscal year
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| show | Funds allocated, Cost Centers begin working 1st BER, 25% of budget spent/obligated.
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| 2nd Quarter | show 🗑
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| show | Cost Centers submit updated/revised BER and 2nd BER occurs in May, 75% of budget spent/obligated
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| 4th Quarter | show 🗑
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| Antideficiency Act | show 🗑
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| Four manpower competencies | show 🗑
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| Be the N.C.O | show 🗑
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| show | to understand and engage key audiences in order to advance the US Government interests, policies, and objectives
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| Purpose of Strategic Communication | show 🗑
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| Cross Cultural Awareness | show 🗑
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| show | a shared set of traditions, belief systems and behaviors
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| show | is the variety of human societies or cultures in a specific region, or in the world as a whole
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| show | reflect how people see relationships, the world, and themselves and can vary significantly across cultures
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| High Context | show 🗑
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| Low Context | show 🗑
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| show | the ability to comprehend quickly and then act appropriately to attain desired results in culturally diverse environments, even though you may not necessarily have prior exposure to the particular society and its unique culture
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| AF 3C Model | show 🗑
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| 12 Domains of Culture | show 🗑
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| show | Family & Kinship, Religion & Spirituality, Sex & Gender, Political & Social Relations, Economics & Resources, Time & Space, Language & Communications, Technology & Material, History & Myth, Sustenance & Health, Aesthetics & Recreation,Learning & Knowledge
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| show | one in the service of another, one that follows the opinions or teachings of another, one that imitates another
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| show | Self-Management, Committed, Competent, Integrity, and Initiative
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| Feedback | show 🗑
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| show | an opinion or recommendation offered as a guide to action or conduct
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| Diagnose, Adapt and Communicate (DAC) | show 🗑
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| show | the ability or potential to influence decisions and control resources
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| 4 Types of Position Power | show 🗑
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| show | Deals with a leader’s perceived ability to provide sanctions, punishment, or consequences for not performing
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| show | Comes from the perception of the leader’s association with people of influence inside or outside of the organization
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| show | Deals with leaders who are able to provide things that people like
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| Legitimate Power | show 🗑
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| show | the extent to which followers respect, feel good about, are committed to their leader, and see their own goals being satisfied by the goals of their leader
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| show | Referent, Information and Expert
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| show | Based largely on a leader’s personal traits. Likeable and charismatic.
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| Information Power | show 🗑
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| Expert Power | show 🗑
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| show | ABC’s of Behavior, X & Y Theory, Hierarchy of Needs, Expectation Theory, and Motivational Profile Theory
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| show | Gives time to organization out of dependency. For themselves.
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| Performance level | show 🗑
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| show | Performing for their own reasons. Motivation comes from within. Produce good quality work because they enjoy what they do.
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| Types of Rewards | show 🗑
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| show | combines ethical decision-making and ethical behavior to make ethical decisions and behave in ethical ways
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| Values | show 🗑
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| show | values that we attribute to a system of beliefs that help us define right from wrong, good vs bad
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| show | a set of standards of conduct that guide decisions and actions based on duties derived from core values
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| Military Ethics | show 🗑
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| Ethical Relativism | show 🗑
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| show | an absolute, unconditional requirement that is both required and justified as an end in itself
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| Ethical Dilemma | show 🗑
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| USAF Ethical Codes | show 🗑
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| show | Owing, ordering, and oughting (know who and what we owe, display proper ordering and understand what Airmen should do or ought to do)
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| 3 P’s | show 🗑
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| show | Rules, results, and realities (Gives ethical guidance, dealing with the consequences and recognizing the importance of the situation)
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| 3 D’s | show 🗑
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| Ethical Traps | show 🗑
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| show | making decisions based on personal values/beliefs rather than on military rules, regulations, and codes of conduct
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| show | making decisions based on respect and/or loyalty to an individual, unit, or organization etc. rather than on military rules, regulations and codes of conduct
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| Worry over Image | show 🗑
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| show | making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct
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| Dr. Toner’s 6 Tests | show 🗑
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| Prudence First, Justice Second principle | show 🗑
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| show | created the National Security Council (NSC)
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| show | CJCS, VCJCS, and the Service Chiefs of the 4 military branches
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| show | the principal military advisor to the President, the NSC, and the SecDef
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| show | used to employ forces and runs from the President, through the SecDef, to the combatant commanders
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| Administrative Chain of Command | show 🗑
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| Combatant Command | show 🗑
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| show | Established when the mission has a specific limited objective. Geographical or functional.
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| Joint Force Commander | show 🗑
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| Service Component Commands | show 🗑
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| Functional Component Commands | show 🗑
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| Combat Support Agencies | show 🗑
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| show | Assigned a geographic AOR within which their missions are accomplished with assigned and/or attached forces
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| USAFRICOM | show 🗑
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| USCENTCOM | show 🗑
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| USEUCOM | show 🗑
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| show | Conducts homeland defense, civil support, and security cooperation to defend and secure the US and its interests
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| show | Encompasses about ½ the earth’s surface and protects and defends the territories of the US, its people, and its interests
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| USSOUTHCOM | show 🗑
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| show | Support GCC’s or may conduct assigned missions independently
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| show | Responsible for providing mission-ready joint-capable forces and supporting the development and integration of joint, interagency, and multinational capabilities to meet the present and future operational needs of the joint force
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| show | Oversees Special Ops Commands of the Army, AF, Navy & Marines.Conducts covert & clandestine msns like unconventional warfare, foreign internal defense, special recon, psychological ops, civil affairs, direct action, counter-terrorism & war on drugs ops
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| USTRANSCOM | show 🗑
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| show | Charged with space operations, information operations, missile defense, global command and control, intelligence, surveillance, and reconnaissance, global strike and strategic deterrence, and combating WMD’s
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| ACC | show 🗑
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| AETC | show 🗑
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| show | HQ at Barksdale AFB. Develops & provides combat-ready forces for nuclear deterrence and global strike ops—safe, secure, effective—to support the POTUS and combatant commanders, organizes and trains the Air Force’s intercontinental ballistic missile wings
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| show | HQ at Wright-Patterson AFB. Delivers war-winning technology, acquisition support, sustainment and expeditionary capabilities to the warfighter
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| AFRC | show 🗑
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| show | HQ at Peterson AFB. Responsible for organizing, training, and equipping mission-ready space and cyberspace forces and capabilities for North American Aerospace Defense Command, USSTRATCOM, and other combatant commanders worldwide
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| AMC | show 🗑
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| show | HQ at JB Pearl Harbor-Hickam. Provides PACAF capabilities to defend the homeland, promote stability,humanitarian relief to decisive combat employment, conducts multinational exercises and host international exchange events to foster partnerships for regio
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| USAFE | show 🗑
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| show | HQ at Hulbert Field. Responsible to USSOCOM for the readiness of AF special operations forces to conduct the war on terrorism and to disrupt, defeat and destroy terrorist networks that threaten the US, its citizens and interests worldwide
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| Army Core Values | show 🗑
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| Navy/Marines Core Values | show 🗑
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| Coast Guard Core Values | show 🗑
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| show | the active communication process where you evaluate or judge subordinate performance and respond by either promoting a change in behavior or by reinforcing present performance
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| show | a type of communication used to empower subordinates to achieve goals
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| Personal Situation Counseling | show 🗑
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| Performance/Professional Growth | show 🗑
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| Counseling Guidelines | show 🗑
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| show | Directive, Nondirective, Combined
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| Directive | show 🗑
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| Nondirective | show 🗑
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| Combined | show 🗑
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| show | Active listening, responding, questioning, silence
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| Active Listening | show 🗑
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| Responding | show 🗑
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| show | Question to obtain valuable information
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| show | Silence for a short period is an effective way to get people to open up
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| show | a face-to-face, multidirectional exchange of verbal messages and nonverbal signals between two or more people, for the purpose of gaining a shared meaning
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| Adaptability | show 🗑
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| show | the ability to use different thinking strategies and mental frameworks
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| show | the ability to vary your approach to dealing with your own emotions and those of others
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| Dispositional Flexibility | show 🗑
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| show | a proactively coordinated and structured period of transition using a systematic approach that addresses planning for the change, implementing, monitoring, and controlling the change effort, and effecting the stakeholders
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| show | Change sponsors, change agents, change targets
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| show | Initiate change because they have the power to determine why, when, and how changes occur
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| show | Responsible for implementing change initiated by the change sponsor
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| Change Targets | show 🗑
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| show | Comfort, Denial, Confusion, Renewal
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| show | (Stage 1) Things are routine
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| show | (Stage 2) Rather not deal with the new and just stay with the old
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| show | (Stage 3) Accept the change and begin to grapple for ways to proceed from the known to the unknown
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| show | (Stage 4) Accept the change
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| Levels of Change | show 🗑
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| Knowledge | show 🗑
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| Attitude | show 🗑
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| show | Significantly more difficult and time-consuming than the previous levels. Habits often stand in the way of this type of change
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| Group Behavior | show 🗑
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| Innovators | show 🗑
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| Early Adopters | show 🗑
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| show | Provides an important link in the change process because they tend to represent mainstream thinking
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| show | In the middle of the curve that are hampered by feelings of insecurity and skepticism, which prevents them from taking risks
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| show | The last people to embrace new ideas and they influence no one
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| Directive Change Cycle | show 🗑
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| Participative Change Cycle | show 🗑
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| The Change Process | show 🗑
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| Unfreezing (Phase 1) | show 🗑
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| show | The actual modification of technology, tasks, structure, or people (implement change)
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| Refreezing (Phase 3) | show 🗑
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| Conflict | show 🗑
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| Destructive conflict | show 🗑
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| Constructive conflict | show 🗑
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| Sources of Conflict | show 🗑
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| Communication | show 🗑
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| show | Perceived competition over resources, win-lose assumptions, and usually involve money, physical resources, time, procedural issues, or psychological issues.
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| Structural | show 🗑
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| show | Values, Perceptions, and Personalities
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| show | Conformity, Achievement, Tradition, Power, Universalism, Self-direction, Security
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| High Context Culture | show 🗑
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| Low Context Culture | show 🗑
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| 3 Things to Consider for Conflict Management | show 🗑
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| show | Refers to how willing a person or group is to satisfy the other person’s or group’s needs
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| show | Refers to how strongly a person seeks to satisfy his or her own needs
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| show | Overwhelm an opponent with formal authority, threats, or the use of power (I win, you lose)
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| show | Involves an attempt to satisfy the concerns of both sides through honest discussion (I win, you win and takes a long time)
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| show | Intermediate amounts of assertiveness and cooperation and strives for partial satisfaction of both parties’ desires by seeking a middle ground (Both win/lose)
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| Accommodating | show 🗑
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| Avoiding | show 🗑
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| Distributive Negotiating | show 🗑
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| Integrative Negotiating | show 🗑
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| Active Listening | show 🗑
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| Active Listening Techniques | show 🗑
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| show | Concentrates on the problem, the process, and the relationships and falls in the integrative negotiation strategy. (Not a win, lose situation)
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| Step 1: Positions | show 🗑
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| show | Prioritize your most important interest and your counterpart’s most important interest (what you want out of it)
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| show | Last step in planning phase that involves determining what you’re willing to give up
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| Step 4: Brainstorming | show 🗑
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| show | End result. Select the best idea
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| show | a gathering of persons (or objects) located together
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| show | a group organized to work together
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| show | that “The primary task of a military organization is to perform its mission
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| show | focus on the possibilities, generate new ideas and fresh concepts, and looking outside the box
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| Advancers | show 🗑
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| Refiners | show 🗑
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| show | focus on the realization, follow up on objectives, and implement ideas and solutions
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| Flexers | show 🗑
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| show | the cycle that people go through when generating new ideas. Panic is when they think they will never have a good idea. Then, they move to Elation and think they have a great idea. And lastly, without encouragement or reassurance they move back to panic
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| show | Where ideas go back-n-forth between the Creator-Advancer-Refiner before finally reaching the Executor
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| show | An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective
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| show | Community, Cooperation, Coordination, Communication, and Coaching
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| The 5 Common Pitfalls of a Team | show 🗑
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| Stages of Team Development | show 🗑
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| show | Transitions people from member to group status and the group tests the boundaries of acceptable behavior
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| show | The most difficult stage for a team. The members acknowledge the intent of the team and the eventual goal. Team members begin to argue and debate the next move of the team.
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| show | When members reconcile disputes and agree to disagree. They abandon negative and unproductive energy. Emotional conflict is squelched.
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| show | When members have heightened morale and loyalty to the team and its success. Members work together to diagnose problems and the team is willing to share ideas freely.
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| Adjourning and Transforming Stage | show 🗑
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| show | The relations between two or more people
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| Equal Opportunity and Treatment (EOT) Policy-Military | show 🗑
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| Equal Employment Opportunity(EEO) Policy-Civilian | show 🗑
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| show | Designed to facilitate opportunities for the employment and advancement of underrepresented groups in the work force, remove artificial barriers in personnel systems and practices, and eliminate discrimination by act or inference.
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| Unlawful Discrimination | show 🗑
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| Personal Discrimination | show 🗑
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| show | The action by an institution (or system) that, through its policies or procedures, deprives a person or group of a right because of color, national origin, race, religion, or sex. Such discrimination can occur overtly, covertly, intentionally, or unintent
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||||
| show | Sexual harassment is a form of sex discrimination that involves unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature
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| Complaint | show 🗑
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| Equal Opportunity | show 🗑
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| Human Relations Climate | show 🗑
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| Prejudice | show 🗑
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||||
| Stereotype | show 🗑
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| Racism | show 🗑
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| Sexism | show 🗑
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| Sexual Assault | show 🗑
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||||
| show | The criminal who assaults the victim.
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| Facilitator | show 🗑
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| Bystander | show 🗑
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| show | The person assaulted by the perpetrator.
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| Restricted Reporting | show 🗑
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| Unrestricted Reporting | show 🗑
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| show | The first point of contact for reporting a sexual assault and is considered the center of gravity when it comes to issues of sexual assault.
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||||
| show | Individuals who are specially trained to support victims of sexual assault.
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| show | Liaisons are individuals who assist a victim during the military justice process.
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||||
| show | The scientific, artistic, and philosophical idea or view relating to principles, methods, rules, and operations of war.
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| Unity of Command | show 🗑
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| show | Pertains to directing military operations toward a defined and attainable goal that contributes to strategic, operational and tactical aims.
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|
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| Offensive | show 🗑
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| show | Concentrates the effects of combat power at a time and place that is most advantageous to achieve decisive results.
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| Maneuver | show 🗑
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| show | The carful employment and distribution of forces.
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| Security | show 🗑
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| show | Leverages the security principle by attacking the enemy at a time, place, or in a manner for which they are not prepared.
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|
||||
| show | Calls for avoiding unnecessary complexity in organizing, preparing, planning, and conducting military operations.
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| Basic Doctrine | show 🗑
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| Operational Doctrine | show 🗑
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| show | Describes the proper employment of specific AF assets, individually or in concert with other assets, to accomplish detailed objectives. It is codified as tactics, techniques, and procedures in AFTTP 3- Series manuals. Changes the quickest out of the 3 d
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| National Security Strategy | show 🗑
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||||
| show | Protects the American people through 5 key objectives: Defend the Homeland, Win the Long War, Promote Security, Deter Conflict, and Win our Nation’s Wars.
🗑
|
||||
| National Military Strategy | show 🗑
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| Crisis | show 🗑
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||||
| show | An anticipated situation that likely would involve military forces in response to natural and man-made disasters, terrorists, subversives, military operations by foreign powers, or other situations as directed by the President or SecDef.
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|
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| Joint Campaign | show 🗑
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||||
| Traditional Warfare | show 🗑
|
||||
| show | A violent struggle among state and non-state actors for legitimacy and influence over the relevant populations.
🗑
|
||||
| show | Battles, engagements, and or strikes conducted by combat forces of a single or a JIIM, coordinated in time and place, to achieve strategic or operational objectives in an operational area. Tactics are at once both a science and an art.
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||||
| show | Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that cause fear for personal safety and/or involve a substantial risk of physical or emotional harm to individuals, or damage
🗑
|
||||
| Assault | show 🗑
|
||||
| show | Causing serious physical injury to another.
🗑
|
||||
| show | Not taking action against workplace violence when warning signs are evident.
🗑
|
||||
| show | States that severe disciplinary action will be taken against individuals engaged in workplace violence or threats of workplace violence.
🗑
|
||||
| show | The repeated, unreasonable, and unwanted actions against individuals or groups with the intent to harass, intimidate, or degrade. Abuse or misuse of power considered psychological violence.
🗑
|
||||
| Proactive Steps to Prevent Violence in the Workplace | show 🗑
|
||||
| AFSO21 | show 🗑
|
||||
| show | Increase productivity of our people, Increase critical equipment availability rates, Improve response time and agility, Sustain safe and reliable operations, Improve energy efficiency
🗑
|
||||
| show | Just do it, Rapid Improvement Events, High Value Initiative
🗑
|
||||
| Just Do It | show 🗑
|
||||
| show | Last about a week and apply a series of problem solving steps.
🗑
|
||||
| show | Produce significant returns and require 4-6 months to successfully define and implement the required process changes.
🗑
|
||||
| show | The cognitive process that results in the selection of a course of action from among several alternative scenarios.
🗑
|
||||
| System 1 (Reactive Thinking) | show 🗑
|
||||
| System 2 (Reflective Thinking) | show 🗑
|
||||
| show | Situation appraisal, problem analysis, decision analysis, potential problem analysis
🗑
|
||||
| show | Used to separate, clarify, and prioritize concerns. When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice.
🗑
|
||||
| show | To find the cause of a positive or negative deviation, we would conduct a problem analysis. Through this analysis, we may find people, machinery, systems, or processes that are not performing as expected. Problem Analysis points to the relevant informatio
🗑
|
||||
| Decision Analysis | show 🗑
|
||||
| show | To protect actions or plans, we would use a potential problem analysis. When a project simply must go well, risk is high, or myriad things could go wrong, Potential Problem Analysis reveals the driving factors and identifies ways to lower risk.
🗑
|
||||
| show | Individual approach to problem solving (Observe, Orient, Decide, Act)
🗑
|
||||
| Observe | show 🗑
|
||||
| Orient | show 🗑
|
||||
| show | Decide the appropriate course of action
🗑
|
||||
| show | Implement new processes and monitor/analyze progress and effectiveness of solutions
🗑
|
||||
| Nuclear Deterrence | show 🗑
|
||||
| show | A nation which has manufactured and exploded a nuclear weapon or other nuclear explosive device prior to 1 Jan 1967
🗑
|
||||
| show | Includes activities by non-members of the NPT to secure, transport, and employs WMD
🗑
|
||||
| show | Includes actions by members of the NPT to detect, secure, and dispose of these weapons
🗑
|
||||
| Non-Nuclear Weapon State (NNWS) | show 🗑
|
||||
| show | Applies to all nuclear-related materials, personnel, and procedures to ensure no nuclear accidents, incidents, loss, theft, or unauthorized or accidental employments occur. Three key elements of nuclear surety are safety, security, and reliability.
🗑
|
||||
| Safety | show 🗑
|
||||
| Security | show 🗑
|
||||
| show | Maintained through an exhaustive testing, inspection, and maintenance program to guarantee the weapons will work if ever called upon.
🗑
|
||||
| Individual Reliability | show 🗑
|
||||
| PRP | show 🗑
|
||||
| Two-Person Concept | show 🗑
|
||||
| show | Consists of people, processes, procedures, and systems to conduct, execute, and support nuclear weapon systems and operations. (Total Capabilities)
🗑
|
||||
| Nuclear Weapons Related Material (NWRM) | show 🗑
|
||||
| Weapons Storage Areas (WSAs) | show 🗑
|
||||
| Prime Nuclear Airlift Force (PNAF) | show 🗑
|
||||
| show | A system including electronic controls and vaults built into the floors of Protective Aircraft Shelters (PAS)
🗑
|
||||
| show | Requires explicit orders from the President of the United States
🗑
|
||||
| New triad | show 🗑
|
||||
| show | The misshipment of sensitive missile components or the unauthorized movement of nuclear weapons
🗑
|
||||
| Culture and Heritage | show 🗑
|
||||
| Heritage | show 🗑
|
||||
| show | Air Force in the Profession of Arms, Traditions and History, Military Culture and Airmanship and Norms of Conduct and Professional Standards
🗑
|
||||
| show | composite of individual characteristics, experiences and abilities consistent with the Air Force Mission and Core Values
🗑
|
||||
| show | are characteristics we cannot change (Gender, age, race, Sexual Affection/orientation, Mental and Physical abilities/qualities, Ethnicity/Culture)
🗑
|
||||
| show | characteristics we can change (Work ethic, income, marital status, experience, religious and philosophical beliefs, personality, education, strengths, language abilities, temperaments)
🗑
|
||||
| show | refers to legal and regulatory mandates prohibiting discriminations based on race, color, sex, national origin, religion, age, disability, and reprisal
🗑
|
||||
| AA | show 🗑
|
||||
| show | Through interpersonal communication Airmen must develop a keen awareness and understanding of others’ emotions, feelings, personalities, temperaments, strengths, cultural differences, values, and beliefs
🗑
|
||||
| 5 Characteristics of a Diversity Supportive Organization | show 🗑
|
||||
| Socio-Behavioral Tendencies (SBT’s) | show 🗑
|
||||
| FAIR Way | show 🗑
|
||||
| The heart of the FAIR Way is | show 🗑
|
||||
| Wingman Concepts | show 🗑
|
||||
| 4-Dimensions of Wellness | show 🗑
|
||||
| show | The heightened individual and community awareness of suicide, suicide risk factors, and the fact that suicide is only the tip of the iceberg of psychosocial problems.
🗑
|
||||
| Risk Factors | show 🗑
|
||||
| show | A community based approach that includes family, friends, and many different professional and social service providers, committed to reducing suicide.
🗑
|
||||
| show | chemicals found in large quantities in our food that we need to live and grow
🗑
|
||||
| show | needed by the body in much smaller amounts than macronutrients
🗑
|
||||
| show | Any exercise that has a direct relationship to the activities of daily life
🗑
|
||||
| show | ensures motor skills are developed before speed and intensity, ensures safety
🗑
|
||||
| High Intensity Exercise Endurance (HIEE) | show 🗑
|
||||
| show | functional workouts with high intensity exercises
🗑
|
||||
| show | refers to all Airmen, skilled practitioners and combatants of air, space, and cyberspace warfare
🗑
|
||||
| The Oath of Enlistment | show 🗑
|
||||
| show | means to ensure national security, protect America’s citizens, preserve the American way of life, safeguard America’s future and place our country’s and services needs above our own.
🗑
|
||||
| show | levels of professionalism
🗑
|
||||
| show | is the foundation of P2 and is critical to our progression and self-development as professionals.
🗑
|
||||
| show | our inner voice of self-control and the basis for the trust imperative in today’s military.
🗑
|
||||
| Warrior Ethos | show 🗑
|
||||
| Hardiness of Spirit | show 🗑
|
||||
| Courage | show 🗑
|
||||
| show | the power and determination to follow what one believes to be right, regardless of cost to one’s self
🗑
|
||||
| Physical Courage | show 🗑
|
||||
| Resiliency | show 🗑
|
||||
| show | any controlled substance, or any intoxicating substance, other than alcohol, that is inhaled, injected, consumed, or introduced into the body in any manner to alter mood or function.
🗑
|
||||
| show | the use of any illicit drug, the misuse of any prescribed medication, or the abuse of alcohol.
🗑
|
||||
| show | one way leaders can ensure Airmen adhere to set standards
🗑
|
||||
| Ways leaders can prevent substance abuse issues | show 🗑
|
||||
| Methods to ID Substance Abusers | show 🗑
|
||||
| show | Physiological Symptoms, Psychological Symptoms, and Behavioral Symptoms
🗑
|
||||
| Stress Management Strategies | show 🗑
|
||||
| show | recognizes talents and strengths
🗑
|
||||
| Four Domains of Leadership Strengths | show 🗑
|
||||
| Followers Four Basic Needs | show 🗑
|
||||
| Blind Spots | show 🗑
|
||||
| Johari’s Window | show 🗑
|
||||
| show | the careful and responsible management of resources under one’s control
🗑
|
||||
| show | a perpetual cycle of planning, programming, revising, adjusting, and spending that lasts one FY from 1 Oct to 30 Sep and is divided into quarters
🗑
|
||||
| show | must be developed and approved prior to 30 Sep in order to be ready to implement on 1 Oct for the new fiscal year
🗑
|
||||
| 1st Quarter | show 🗑
|
||||
| 2nd Quarter | show 🗑
|
||||
| 3rd Quarter | show 🗑
|
||||
| 4th Quarter | show 🗑
|
||||
| Antideficiency Act | show 🗑
|
||||
| Four manpower competencies | show 🗑
|
||||
| show | Nurture, champion and ownership
🗑
|
||||
| show | to understand and engage key audiences in order to advance the US Government interests, policies, and objectives
🗑
|
||||
| show | to influence particular audiences
🗑
|
||||
| Cross Cultural Awareness | show 🗑
|
||||
| show | a shared set of traditions, belief systems and behaviors
🗑
|
||||
| show | is the variety of human societies or cultures in a specific region, or in the world as a whole
🗑
|
||||
| show | reflect how people see relationships, the world, and themselves and can vary significantly across cultures
🗑
|
||||
| show | refers to societies or groups where people have close connections over a long period of time
🗑
|
||||
| show | refers to societies where people tend to have many connections but of shorter duration or for some specific reason
🗑
|
||||
| show | the ability to comprehend quickly and then act appropriately to attain desired results in culturally diverse environments, even though you may not necessarily have prior exposure to the particular society and its unique culture
🗑
|
||||
| AF 3C Model | show 🗑
|
||||
| show | broad categories under which humans commonly organize cultural knowledge, belief and behavior
🗑
|
||||
| 12 Domains of Culture | show 🗑
|
||||
| show | one in the service of another, one that follows the opinions or teachings of another, one that imitates another
🗑
|
||||
| show | Self-Management, Committed, Competent, Integrity, and Initiative
🗑
|
||||
| Feedback | show 🗑
|
||||
| show | an opinion or recommendation offered as a guide to action or conduct
🗑
|
||||
| Diagnose, Adapt and Communicate (DAC) | show 🗑
|
||||
| Power | show 🗑
|
||||
| show | Coercive, Connection, Reward and Legitimate
🗑
|
||||
| show | Deals with a leader’s perceived ability to provide sanctions, punishment, or consequences for not performing
🗑
|
||||
| show | Comes from the perception of the leader’s association with people of influence inside or outside of the organization
🗑
|
||||
| Reward Power | show 🗑
|
||||
| Legitimate Power | show 🗑
|
||||
| show | the extent to which followers respect, feel good about, are committed to their leader, and see their own goals being satisfied by the goals of their leader
🗑
|
||||
| 3 Types of Personal Power | show 🗑
|
||||
| Referent Power | show 🗑
|
||||
| Information Power | show 🗑
|
||||
| Expert Power | show 🗑
|
||||
| 5 Contemporary Motivational theories | show 🗑
|
||||
| show | Gives time to organization out of dependency. For themselves.
🗑
|
||||
| show | More involved in organization as long as they are recognized. Complain about problems in the organization and may or may not offer solutions.
🗑
|
||||
| Involvement level | show 🗑
|
||||
| Types of Rewards | show 🗑
|
||||
| show | combines ethical decision-making and ethical behavior to make ethical decisions and behave in ethical ways
🗑
|
||||
| show | core beliefs we hold regarding what is right and fair in terms of our actions and our interactions with others
🗑
|
||||
| Morals | show 🗑
|
||||
| show | a set of standards of conduct that guide decisions and actions based on duties derived from core values
🗑
|
||||
| show | deal specifically with those values and expected rules of the profession that are appropriate to actions taken within the military environment
🗑
|
||||
| show | the belief that nothing is objectively right or wrong and that the definition of right or wrong depends on the prevailing view of a particular individual, culture, or historical period
🗑
|
||||
| Categorical Imperative | show 🗑
|
||||
| show | a situation where one is forced to choose between two alternatives
🗑
|
||||
| show | make it possible for NCO’s to make proper ethical decisions and behave in an ethical manner in any given situation. (AFI 36-2618, Airman’s Creed, PDG, Code of Conduct, etc…)
🗑
|
||||
| show | Owing, ordering, and oughting (know who and what we owe, display proper ordering and understand what Airmen should do or ought to do)
🗑
|
||||
| show | Principle, purpose, and people (telling the truth first, completing the mission and people last)
🗑
|
||||
| 3 R’s | show 🗑
|
||||
| show | Discern, declare, and do (discern the truth, declare the truth and do what we discerned and declared)
🗑
|
||||
| Ethical Traps | show 🗑
|
||||
| show | making decisions based on personal values/beliefs rather than on military rules, regulations, and codes of conduct
🗑
|
||||
| Loyalty Syndrome | show 🗑
|
||||
| show | making decisions based on how the decision will impact one’s reputation/standing among peers, subordinates, supervisors, community etc. rather than on military rules, regulations and codes of conduct
🗑
|
||||
| show | making decisions based on a “win at all cost” attitude rather than on military rules, regulations, and codes of conduct
🗑
|
||||
| Dr. Toner’s 6 Tests | show 🗑
|
||||
| Prudence First, Justice Second principle | show 🗑
|
||||
| show | created the National Security Council (NSC)
🗑
|
||||
| JCS consists of | show 🗑
|
||||
| show | the principal military advisor to the President, the NSC, and the SecDef
🗑
|
||||
| Operational Chain of Command | show 🗑
|
||||
| Administrative Chain of Command | show 🗑
|
||||
| show | a command with a broad continuing mission under a single commander and composed of significant assigned components of two or more Military Departments
🗑
|
||||
| show | Established when the mission has a specific limited objective. Geographical or functional.
🗑
|
||||
| show | A general term applied to a CCDR, subunified commander, or JTF commander authorized to exercise combatant command (command authority) or operational control over a joint force
🗑
|
||||
| Service Component Commands | show 🗑
|
||||
| Functional Component Commands | show 🗑
|
||||
| Combat Support Agencies | show 🗑
|
||||
| Geographic Combatant Commands | show 🗑
|
||||
| show | Responsible for US military relations in 53 African countries
🗑
|
||||
| show | Promotes cooperation among nations, responds to crises, and deters or defeats state and non-state aggression, and supports development and, when necessary, reconstruction
🗑
|
||||
| USEUCOM | show 🗑
|
||||
| show | Conducts homeland defense, civil support, and security cooperation to defend and secure the US and its interests
🗑
|
||||
| show | Encompasses about ½ the earth’s surface and protects and defends the territories of the US, its people, and its interests
🗑
|
||||
| show | Responsible for providing contingency planning, operations, and security cooperation for Central and South America, the Caribbean, Cuba
🗑
|
||||
| Functional Combatant Commands | show 🗑
|
||||
| show | Responsible for providing mission-ready joint-capable forces and supporting the development and integration of joint, interagency, and multinational capabilities to meet the present and future operational needs of the joint force
🗑
|
||||
| USSOCOM | show 🗑
|
||||
| USTRANSCOM | show 🗑
|
||||
| USSTRATCOM | show 🗑
|
||||
| show | HQ at Langley AFB. Orgs, trains, equips & deploys combat ready forces to spt combatant commanders, operates fighter, attack, bomber, intel, surveillance and recon, conducts info ops/provides C2 Comm and intel sys to theater commanders and combat forces
🗑
|
||||
| show | HQ at Randolph AFB. Develops America’s Airmen today, for tomorrow. Recruits Airmen,provides BMT,technical,flying training,medical, space/missile & cyber training, and PME and degree granting professional education and training
🗑
|
||||
| AFGSC | show 🗑
|
||||
| AFMC | show 🗑
|
||||
| show | HQ at Robins AFB. Provides AF with 20% of its capability with only about 4% of the total AF budget, spanning a wide variety of missions, aerial spray missions, flies hurricane hunter missions for the NWS and is responsible for the IMA program
🗑
|
||||
| show | HQ at Peterson AFB. Responsible for organizing, training, and equipping mission-ready space and cyberspace forces and capabilities for North American Aerospace Defense Command, USSTRATCOM, and other combatant commanders worldwide
🗑
|
||||
| AMC | show 🗑
|
||||
| show | HQ at JB Pearl Harbor-Hickam. Provides PACAF capabilities to defend the homeland, promote stability,humanitarian relief to decisive combat employment, conducts multinational exercises and host international exchange events to foster partnerships for regio
🗑
|
||||
| show | HQ at Ramstein AB. Executes the US European Command mission with forward-based air power to provide forces for global operations, ensure strategic access, assure allies, deter aggression and build partnerships
🗑
|
||||
| AFSOC | show 🗑
|
||||
| show | Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, Personal Courage
🗑
|
||||
| show | Honor, Courage, and Commitment
🗑
|
||||
| Coast Guard Core Values | show 🗑
|
||||
| Feedback | show 🗑
|
||||
| Counseling | show 🗑
|
||||
| Personal Situation Counseling | show 🗑
|
||||
| Performance/Professional Growth | show 🗑
|
||||
| show | Outline, Environment, Length of Sessions, Inform Counselees, Plan of Action
🗑
|
||||
| Counseling Approaches | show 🗑
|
||||
| show | Supervisor does most of the talking, makes decisions, determines the content, and assumes responsibility of the session
🗑
|
||||
| show | This puts the responsibility on the subordinate. The supervisor is there to provide information the subordinate may need.
🗑
|
||||
| Combined | show 🗑
|
||||
| show | Active listening, responding, questioning, silence
🗑
|
||||
| Active Listening | show 🗑
|
||||
| show | Use appropriate eye contact and gestures
🗑
|
||||
| show | Question to obtain valuable information
🗑
|
||||
| show | Silence for a short period is an effective way to get people to open up
🗑
|
||||
| show | a face-to-face, multidirectional exchange of verbal messages and nonverbal signals between two or more people, for the purpose of gaining a shared meaning
🗑
|
||||
| show | 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
🗑
|
||||
| show | the ability to use different thinking strategies and mental frameworks
🗑
|
||||
| Emotional Flexibility | show 🗑
|
||||
| show | the ability to remain optimistic and at the same time realistic
🗑
|
||||
| show | a proactively coordinated and structured period of transition using a systematic approach that addresses planning for the change, implementing, monitoring, and controlling the change effort, and effecting the stakeholders
🗑
|
||||
| Roles in the Change Process | show 🗑
|
||||
| Change Sponsors | show 🗑
|
||||
| show | Responsible for implementing change initiated by the change sponsor
🗑
|
||||
| Change Targets | show 🗑
|
||||
| Janssen’s Model of Change | show 🗑
|
||||
| Comfort | show 🗑
|
||||
| show | (Stage 2) Rather not deal with the new and just stay with the old
🗑
|
||||
| show | (Stage 3) Accept the change and begin to grapple for ways to proceed from the known to the unknown
🗑
|
||||
| show | (Stage 4) Accept the change
🗑
|
||||
| Levels of Change | show 🗑
|
||||
| Knowledge | show 🗑
|
||||
| Attitude | show 🗑
|
||||
| show | Significantly more difficult and time-consuming than the previous levels. Habits often stand in the way of this type of change
🗑
|
||||
| Group Behavior | show 🗑
|
||||
| Innovators | show 🗑
|
||||
| show | Usually social and opinion leaders who are often popular, educated, and able to see a competitive advantage in adopting new ideas early
🗑
|
||||
| show | Provides an important link in the change process because they tend to represent mainstream thinking
🗑
|
||||
| Late Majority | show 🗑
|
||||
| show | The last people to embrace new ideas and they influence no one
🗑
|
||||
| show | Imposed by some external force and used with Position Power. Begins with change imposed upon the group or organization (Group, Individual Behavior, Attitudes, Knowledge)
🗑
|
||||
| Participative Change Cycle | show 🗑
|
||||
| show | Unfreezing, changing, refreezing
🗑
|
||||
| Unfreezing (Phase 1) | show 🗑
|
||||
| show | The actual modification of technology, tasks, structure, or people (implement change)
🗑
|
||||
| show | Lock in the change and establish stability (put down roots)
🗑
|
||||
| Conflict | show 🗑
|
||||
| Destructive conflict | show 🗑
|
||||
| Constructive conflict | show 🗑
|
||||
| Sources of Conflict | show 🗑
|
||||
| Communication | show 🗑
|
||||
| Interests | show 🗑
|
||||
| Structural | show 🗑
|
||||
| Personal Behavior | show 🗑
|
||||
| show | Conformity, Achievement, Tradition, Power, Universalism, Self-direction, Security
🗑
|
||||
| High Context Culture | show 🗑
|
||||
| show | refers to groups and cultures where connections between members have not existed as long as those of the high context group or culture
🗑
|
||||
| show | Who you’re dealing with, what the stakes are, how critical is the situation
🗑
|
||||
| show | Refers to how willing a person or group is to satisfy the other person’s or group’s needs
🗑
|
||||
| Assertiveness | show 🗑
|
||||
| Competing/Forcing | show 🗑
|
||||
| show | Involves an attempt to satisfy the concerns of both sides through honest discussion (I win, you win and takes a long time)
🗑
|
||||
| Compromising | show 🗑
|
||||
| Accommodating | show 🗑
|
||||
| Avoiding | show 🗑
|
||||
| show | Assumes resources are limited, single-issue negotiations and considered zero sums. Attempting to divide, divvy, or distribute, something. Value claiming uses hardball tactics
🗑
|
||||
| show | Sees the possibility for mutually beneficial, value creating cooperation between the parties involved. Both parties are partners in the negotiation. Value creating
🗑
|
||||
| Active Listening | show 🗑
|
||||
| show | Include Minimal Encouragements, Paraphrasing, Emotion Labeling, Mirroring, Open-Ended Questions, I messages, and Effective Pauses.
🗑
|
||||
| Cooperative Negotiation Strategy | show 🗑
|
||||
| show | Establish you position and estimate your counterpart’s position
🗑
|
||||
| show | Prioritize your most important interest and your counterpart’s most important interest (what you want out of it)
🗑
|
||||
| show | Last step in planning phase that involves determining what you’re willing to give up
🗑
|
||||
| Step 4: Brainstorming | show 🗑
|
||||
| Step 5: Solution | show 🗑
|
||||
| A Group | show 🗑
|
||||
| A Team | show 🗑
|
||||
| show | that “The primary task of a military organization is to perform its mission
🗑
|
||||
| show | focus on the possibilities, generate new ideas and fresh concepts, and looking outside the box
🗑
|
||||
| show | focus on the interaction, communicate new ideas, and carry them forward
🗑
|
||||
| Refiners | show 🗑
|
||||
| Executors | show 🗑
|
||||
| show | can focus on everything. They are a combination of the 4 roles and adapt styles to fit needs.
🗑
|
||||
| P.E.P. Cycle | show 🗑
|
||||
| The “Z” Process | show 🗑
|
||||
| show | An ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objective
🗑
|
||||
| show | Community, Cooperation, Coordination, Communication, and Coaching
🗑
|
||||
| The 5 Common Pitfalls of a Team | show 🗑
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| Stages of Team Development | show 🗑
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| Forming Stage | show 🗑
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| Storming Stage | show 🗑
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| show | When members reconcile disputes and agree to disagree. They abandon negative and unproductive energy. Emotional conflict is squelched.
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| show | When members have heightened morale and loyalty to the team and its success. Members work together to diagnose problems and the team is willing to share ideas freely.
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| show | When the current objective has been met and the team either disperses or begins to work on another task.
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| show | The relations between two or more people
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| show | States that the AF will conduct its affairs free from unlawful discrimination, according to US laws, and to provide equal opportunity and treatment for all military members irrespective of their color, national origin, race religion, or sex.
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|
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| Equal Employment Opportunity(EEO) Policy-Civilian | show 🗑
|
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| show | Designed to facilitate opportunities for the employment and advancement of underrepresented groups in the work force, remove artificial barriers in personnel systems and practices, and eliminate discrimination by act or inference.
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|
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| Unlawful Discrimination | show 🗑
|
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| Personal Discrimination | show 🗑
|
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| Systemic Discrimination | show 🗑
|
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| Sexual Harassment | show 🗑
|
||||
| Complaint | show 🗑
|
||||
| show | The right of all persons to participate in, and benefit from, programs and activities for which they are qualified. These programs and activities shall be free from social, personal, or institutional barriers that prevent people from rising to the highest
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|
||||
| show | The prevailing perceptions of individuals concerning interpersonal relationships within their working, living, and social environment.
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|
||||
| Prejudice | show 🗑
|
||||
| Stereotype | show 🗑
|
||||
| Racism | show 🗑
|
||||
| show | Attitudes and beliefs that one sex is superior to another.
🗑
|
||||
| Sexual Assault | show 🗑
|
||||
| show | The criminal who assaults the victim.
🗑
|
||||
| Facilitator | show 🗑
|
||||
| Bystander | show 🗑
|
||||
| Victim | show 🗑
|
||||
| Restricted Reporting | show 🗑
|
||||
| show | Not confidential, for everyone, there is a law enforcement investigation, there is Command involvement, there is a medical exam, medical services, counseling services, and Victim advocate services.
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|
||||
| SARC | show 🗑
|
||||
| Victim Advocates | show 🗑
|
||||
| Victim Witness Assistance Program (VWAP) | show 🗑
|
||||
| show | The scientific, artistic, and philosophical idea or view relating to principles, methods, rules, and operations of war.
🗑
|
||||
| show | Emphasizes that all efforts should be directed and coordinated toward a common objective under one responsible commander.
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|
||||
| show | Pertains to directing military operations toward a defined and attainable goal that contributes to strategic, operational and tactical aims.
🗑
|
||||
| show | To seize, retain, and exploit the initiative
🗑
|
||||
| show | Concentrates the effects of combat power at a time and place that is most advantageous to achieve decisive results.
🗑
|
||||
| Maneuver | show 🗑
|
||||
| Economy of Force | show 🗑
|
||||
| Security | show 🗑
|
||||
| Surprise | show 🗑
|
||||
| show | Calls for avoiding unnecessary complexity in organizing, preparing, planning, and conducting military operations.
🗑
|
||||
| Basic Doctrine | show 🗑
|
||||
| Operational Doctrine | show 🗑
|
||||
| show | Describes the proper employment of specific AF assets, individually or in concert with other assets, to accomplish detailed objectives. It is codified as tactics, techniques, and procedures in AFTTP 3- Series manuals. Changes the quickest out of the 3 d
🗑
|
||||
| National Security Strategy | show 🗑
|
||||
| National Defense Strategy | show 🗑
|
||||
| National Military Strategy | show 🗑
|
||||
| show | An incident or situation involving a threat to a nation, its territories, citizens, military forces, possessions, or vital interests that develops rapidly and creates a condition of diplomatic, economic, political, or military importance that commitment o
🗑
|
||||
| Contingency | show 🗑
|
||||
| show | A series of related major operations aimed at achieving strategic and operational objectives within a given time and space in which elements of two or more military departments participate.
🗑
|
||||
| show | A confrontation between nation-states or coalitions/alliances of nation-states.
🗑
|
||||
| Irregular Warfare | show 🗑
|
||||
| Tactical actions | show 🗑
|
||||
| show | Any act of violence, against persons or property, threats, intimidation, harassment, or other inappropriate, disruptive behavior that cause fear for personal safety and/or involve a substantial risk of physical or emotional harm to individuals, or damage
🗑
|
||||
| Assault | show 🗑
|
||||
| show | Causing serious physical injury to another.
🗑
|
||||
| show | Not taking action against workplace violence when warning signs are evident.
🗑
|
||||
| show | States that severe disciplinary action will be taken against individuals engaged in workplace violence or threats of workplace violence.
🗑
|
||||
| Workplace bullying | show 🗑
|
||||
| show | Physical Security Measures, Pre-assignment Screening, Training, Evaluation
🗑
|
||||
| AFSO21 | show 🗑
|
||||
| show | Increase productivity of our people, Increase critical equipment availability rates, Improve response time and agility, Sustain safe and reliable operations, Improve energy efficiency
🗑
|
||||
| AFSO21 3 Levels of Priority | show 🗑
|
||||
| show | Quick fix or simple answer to an obstacle in a process. Done by 1 person
🗑
|
||||
| Rapid Improvement Events (RIE) | show 🗑
|
||||
| show | Produce significant returns and require 4-6 months to successfully define and implement the required process changes.
🗑
|
||||
| Decision making | show 🗑
|
||||
| System 1 (Reactive Thinking) | show 🗑
|
||||
| show | Broad and informed problem solving and deliberate decision-making. Usually unfamiliar situations when there is time for more planning and comprehensive consideration. (Done before System 1)
🗑
|
||||
| Decision Making Process | show 🗑
|
||||
| show | Used to separate, clarify, and prioritize concerns. When confusion is mounting, the correct approach is unclear, or priorities overwhelm plans, Situation Appraisal is the tool of choice.
🗑
|
||||
| Problem Analysis | show 🗑
|
||||
| show | A systematic procedure based on the thinking pattern that we all use when making choices. When the path ahead is uncertain, when there are too many choices, or the risk of making the wrong choice is high, Decision Analysis clarifies the purpose and balanc
🗑
|
||||
| show | To protect actions or plans, we would use a potential problem analysis. When a project simply must go well, risk is high, or myriad things could go wrong, Potential Problem Analysis reveals the driving factors and identifies ways to lower risk.
🗑
|
||||
| OODA Loop | show 🗑
|
||||
| show | Determine there is a problem and why there is a problem
🗑
|
||||
| show | Set goals and determine the root cause of the problem
🗑
|
||||
| show | Decide the appropriate course of action
🗑
|
||||
| show | Implement new processes and monitor/analyze progress and effectiveness of solutions
🗑
|
||||
| Nuclear Deterrence | show 🗑
|
||||
| show | A nation which has manufactured and exploded a nuclear weapon or other nuclear explosive device prior to 1 Jan 1967
🗑
|
||||
| Proliferation | show 🗑
|
||||
| Non-proliferation | show 🗑
|
||||
| Non-Nuclear Weapon State (NNWS) | show 🗑
|
||||
| Nuclear Surety | show 🗑
|
||||
| show | The application of engineering and management principles, criteria, and techniques to protect nuclear weapons against the risks and threats inherent in their environments within the constraints of operational effectiveness, time, and cost throughout all p
🗑
|
||||
| show | The total spectrum of procedures, facilities, equipment, and personnel employed to provide the protection against loss of custody, theft, or diversion of a nuclear weapon system, the protection against unauthorized access, and the protection against unaut
🗑
|
||||
| show | Maintained through an exhaustive testing, inspection, and maintenance program to guarantee the weapons will work if ever called upon.
🗑
|
||||
| Individual Reliability | show 🗑
|
||||
| show | Ensures that only those persons whose behavior demonstrates integrity, reliability, trustworthiness, allegiance, and loyalty to the US shall be allowed to perform duties associated with nuclear weapons.
🗑
|
||||
| Two-Person Concept | show 🗑
|
||||
| Nuclear Enterprise | show 🗑
|
||||
| show | Select nuclear combat delivery system components and use control equipment that are designed sensitive, or needed to maintain and protect system integrity.
🗑
|
||||
| Weapons Storage Areas (WSAs) | show 🗑
|
||||
| Prime Nuclear Airlift Force (PNAF) | show 🗑
|
||||
| Weapons Storage Security System (WS3) | show 🗑
|
||||
| Nuclear Employment | show 🗑
|
||||
| New triad | show 🗑
|
||||
| Nuclear Calamity | show 🗑
|
Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
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Created by:
TruCancer
Popular Military sets