Assessment 1 Flashcards
Integrity Virtue
A core value:Good or morally desired
Practice Results in habits of honorable thoughts & actions. Lay foundation for professionalism & character
- Most important part of character.
Honor…courage…accountability
Honesty
An integrity virtue.
The only way to preserve trust
Accountability
An integrity virtue
Maintain transparency, seek honest/constructive feedback , Take ownership of action
Courage
Integrity virtue
Willingness to take professional and personal risks, make unpopular decisions, & admit mistakes
Mission
An excellence virtue
Complex undertaking requiring focus encompassed with operations, product, end resource
Duty
A service virtue
Consistently choosing to make the necessary sacrifices to complete the mission
Loyalty
Service virtue
Commitment to success and preservation of something bigger
Service before self
A core value
Professional prioritized over personal
Commitment and takes energy, dedication, and sacrifice
Call to live a higher standard
Profession of Arms
Respect
A service virtue
Treating others with dignity and valuing them as individuals
Excellence
A core value
Directions to continually enhance our craft and increase our knowledge as Airmen
Passion propels continuous improvement innovation accomplishment and performance
Best physical, mental, moral shape
Discipline
An excellence virtue
Commitment of all the highest personal and professional standards
Teamwork
An excellence virtue
Recognizing interdependency of every member’s contribution toward the mission
Profession of Arms
“Little Blue Book”
We are the world’s greatest Air Force…powered by Airmen, fueled by innovation; this book serves as a guide to the principles that make us so strong.
Topics
Respect, Oaths,Core values, Code of Conduct, Airmen Creed,
Sheep
As defined by Kelly
Passive dependent- noncritical thinker
Only wants to do as they’re told and nothing more
Lacks initiative
OODA Loop
General John Boyd
A set of 4 loops to be kept in continuous operations during combat.
Quick action for a single player with limited time
Observe ( situation, facts known/unkwn
Orient (understand/set goals)
Decide
Act
Yes Men
As defined by Kelly
Active dependent - uncritical thinker
Takes action, but does not question anything at all
“ Will follow you off a cliff”
Survivor
As defined by Kelly
A little bit of all types. Medicare performance, just enough to get by.
Rarely committed to group goals
Alienated Follower
As defined by Kelly
Passive independent critical thinker
Disgruntled employee. Question everything does not make suggestions.
Effective follower
As defined by Kelly
Active independent-critical thinker
Thinks ahead, takes initiative,team player, raises concerns
Utility Theory
The basis of game theory
Describes how decisions are made based on the perceived value of taking action.
A concept
PPSM Clarifying Question Tools
Strategic Alignment and Deployment (SA&D)
Voice of the Customer.
OODA Loop
Serves to explain the nature of surprise and shaping operations in a way that unifies psychology, cognitive science, and game theory in a comprehensive theory of Strategy
Voice of the Customer.
We all have someone who benefits from our work. They tell us what they consider important and not important. They are the voices telling us which processes truly add value and those that are simply time wasters. Failing to properly identify customers and their needs can lead to big problems within our organizations.
Practical Problem Solving Method (8-Steps)
Long-term, For every day USAF problems, Gives a common format for presenting and problem solving
Designed to fix issues that Impede the mission, goals, or objectives
Step 1 -PPSM
Clarify and Validate the Problem
PPSM step
Will resolving this problem directly contribute to organizational strategic goals?
Will resolving this problem directly address organizational level weaknesses?
Is there a performance gap
Has anyone actually observed the problem as it currently exists?
Step 2-PPSM
PPSM step
Strategic Alignment and Deployment (SA&D)
a systematic method used to ensure everyone in an organization is working effectively toward the same goals identified by senior leadership.
ensures resources and activities are linked to the key strategies, directives, and goals of the organization.
It is built on the premise that individual and team problem solving-efforts will have greater impact if coordinated with the rest of the organization.
Go and See
In its simplest form, problem solving is a logical, common-sense, fact-based, step- by-step approach based on a “go and see” philosophy. It is a practical skill that requires leaders to visually capture and understand what is actually happening in their workcenters, versus what should be happening. By applying a go and see mentality, leaders can establish a true cause and effect relationship of problems based on fact, not assumptions.
OODA Step 2:
Break Down the Problem and Identify Performance Gap.
OODA Step
Once the proper target is identified and the problem is clearly defined, information and data should be gathered about the problem area.
A team’s first step in assessing a performance gap is to identify and review Key Performance Indicators (KPI) and metrics from workcenters.
OODA Step 4: Determine Root Cause.
OODA Step
Along with properly defining the problem, this is the most vital step in the problem-solving process.
Brainstorming; the 5 whys
Why We’re Here
Team Building Stage 2
During this stage of team building the group defines the objectives & goals. Agenda
**Cliques grow/ merge as clique members find a common purpose; gain power.
Hidden agenda sensed.
Group ID still low. Taking risks as need for approval declines
Step 5: Develop Countermeasures. The first half of the Practical Problem Solving Method is dedicated to developing a quality solution.
Effectiveness, Feasibility,Impact
The object of this exercise is to identify strengths and weaknesses of all countermeasures (options that you have as solutions) so they can be compared for selection.
OODA Step 7: Confirm Results and Process.
OODA Step
This step should closely mirror the data-collection portion of Step 2, Breakdown Problem and Identify Performance Gaps
OODA Step 3
Step 3: Set Improvement Targets. In this step, your task is to set improvement targets for where you want to be.
B-SMART characteristics.
Balanced,Specific, Measurable, Attainable, Results Focused, Timely
The relationship between OODA and PPSM is depicted below in two illustrations.
OO-OO-D-AAA Loop
- OBSERVE: Clarify the Problem
- OBSERVE: Break Down the Problem and Identify Performance Gaps 3. ORIENT: Set Improvement Targets
- ORIENT: Determine Root Causes
- DECIDE: Develop Countermeasures
- ACT: See Countermeasures Through
- ACT: Confirm Results and Process
- ACT: Standardize Successful Processes
Polite
Team Building Stage1
In this phase of team building group members are getting acquainted, sharing values, and establishing the basis for a group structure.
Nonverbal activities are best
Cliques, Stereotypes, need to be liked,
Identity & conflict absent
Bid for Power
Team Building Stage 3
This stage of the teamwork characterized by competition.
group member tries to rationalize his own position and to convince the group to take the action he feels is appropriate. *Conflict peaks
Low/varied participation. Identity not building
CLIQUES are most important at this stage
Plan
APTEC
This stage of APTEC is the precise task of finalizing the executable steps, or instructions and assigning responsibilities and resources.
Putting the meat on your analytical framework
Espirit
Team Building Stage 5
The this phase there is high moral and loyalty
Empathetic. No approval. Cliques absent. Participation even. Rewards. Group is “closed” to new members
Characteristics of effective teams
Empowerment
Characteristic of a team
- Capabilities ( enough ppl/good mix)
- Power (cohesive/confident in abilities)
Characteristics of effective teams
Teamwork
Characteristics of a team
- Practices (time/resource mgt/work methods)
- Participation(max involvement/effective interactions)
- Interdependence
Operational competency
Leadership Level 2
The second level of leadership.
The full-spectrum of institutional competencies is balanced at this level.
Integrations/collaboration., member transitions from being a specialist to understanding Air Force operational capabilities.
Characteristics of effective teams
Purpose
Characteristics of effective teams
Gives clarity and pushes commitment
Analyze
APTEC
This APTEC stage is used to id problem + develop a SOLUTION
• identifying and understanding the mission or problem
• gathering + using data
• generating solutions
• testing + evaluating these solutions
• selecting the best solution
SOLUTION serves as the core of an executable plan.
Train
APTEC
This stage of the APTEC is to produce competent and committed followers who are ready to execute the plan.
Ensure followers know what to do, how to do it and any other necessary specifics.
Execute
APTEC
*The overall purpose of this APTEC phase is to achieve the mission.
*Collect data for adjustments and critique.
Length varies
Consider friction and fog
Institutional competencies
An Air Force leadership component
- Personal competencies (BMT/schools); JRs
- people/team competencies field grade. Intermediate developmental education for officers/ senior
Strategic Vision
Leadership Level 3
At this level, Airmen combine highly developed personal and people/team institutional competencies to apply broad organizational competencies.
On War an Airman’s required competencies transition from the integration of people with missions to leading and directing exceptionally complex and multi-tiered organizations.
Friction
APTEC execution barrier
A physical barrier in the APTEC process that lowers performance.
Critique
APTEC
The purpose of this APTEC stage is to use the data collected during Execution to identify lessons learned, a new mission, and requirements for change.
ID problems, weaknesses, causes, strengths, and ways to improve.
Begins with a review of planned solution vs outcome
Step 6: See Countermeasures Through
OODA STEP
Collect data according to the action plan
Implement contingency plans.
Provide required training
Leadership
Defined as the art and science of motivating, influencing, and directing Airmen to understand and accomplish the Air Force mission in joint warfare.
Components
- Mission
- Airman
Air Force Leadership Compents
The two main components of leadership
- institutional competencies
- leadership actions.
Constructive
Team Building Stage 4
In this stage of team building members are willing to change their ideas/ opinions. spirit starts to build. Cliques begin to dissolve. progress toward goals. Leadership is shared. Group identity important
Cooperative. Conflict handled amicably among members
Leaders can be most effective by asking constructive questions, summarizing and clarifying the group’s thinking. Do not reward or punish
Tactical Expertise
Leadership Level 1
Personal competencies are the primary focus at this level of leadership.
Task oriented, a specialist
Fog
APTEC execution barrier
a mental force that complicates and hinders the efficiency of operations. It is the atmosphere of uncertainty that makes it hard to know what is really going on
Kelly’s 2D Model
Followership
Has two dimension: Critical Thinking and Activity Level
Independent/Critical
Dependent/not critical
Passive/Active
