Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

OTS > Assessment 1 > Flashcards

Assessment 1 Flashcards

1
Q

Integrity Virtue

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Honesty

A

An integrity virtue.

The only way to preserve trust

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Accountability

A

An integrity virtue

Maintain transparency, seek honest/constructive feedback , Take ownership of action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Courage

A

Integrity virtue

Willingness to take professional and personal risks, make unpopular decisions, & admit mistakes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Mission

A

An excellence virtue

Complex undertaking requiring focus encompassed with operations, product, end resource

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Duty

A

A service virtue

Consistently choosing to make the necessary sacrifices to complete the mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Loyalty

A

Service virtue

Commitment to success and preservation of something bigger

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Service before self

A

A core value

Professional prioritized over personal
Commitment and takes energy, dedication, and sacrifice
Call to live a higher standard
Profession of Arms

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Respect

A

A service virtue

Treating others with dignity and valuing them as individuals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Excellence

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Discipline

A

An excellence virtue

Commitment of all the highest personal and professional standards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Teamwork

A

An excellence virtue

Recognizing interdependency of every member’s contribution toward the mission

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Profession of Arms

“Little Blue Book”

A

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,

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Sheep

A

As defined by Kelly
Passive dependent- noncritical thinker

Only wants to do as they’re told and nothing more
Lacks initiative

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

OODA Loop

General John Boyd

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Yes Men

A

As defined by Kelly
Active dependent - uncritical thinker

Takes action, but does not question anything at all
“ Will follow you off a cliff”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Survivor

A

As defined by Kelly

A little bit of all types. Medicare performance, just enough to get by.
Rarely committed to group goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Alienated Follower

A

As defined by Kelly
Passive independent critical thinker

Disgruntled employee. Question everything does not make suggestions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Effective follower

A

As defined by Kelly

Active independent-critical thinker
Thinks ahead, takes initiative,team player, raises concerns

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Utility Theory

A

The basis of game theory
Describes how decisions are made based on the perceived value of taking action.

A concept

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

PPSM Clarifying Question Tools

A

Strategic Alignment and Deployment (SA&D)

Voice of the Customer.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

OODA Loop

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Voice of the Customer.

A

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.

24
Q

Practical Problem Solving Method (8-Steps)

A

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

25
Q

Step 1 -PPSM

Clarify and Validate the Problem

A

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?

27
Q

Step 2-PPSM

A

PPSM step

27
Q

Strategic Alignment and Deployment (SA&D)

A

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.

28
Q

Go and See

A

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.

29
Q

OODA Step 2:

Break Down the Problem and Identify Performance Gap.

A

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.

30
Q

OODA Step 4: Determine Root Cause.

A

OODA Step
Along with properly defining the problem, this is the most vital step in the problem-solving process.

Brainstorming; the 5 whys

31
Q

Why We’re Here

Team Building Stage 2

A

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

32
Q

Step 5: Develop Countermeasures. The first half of the Practical Problem Solving Method is dedicated to developing a quality solution.

A

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.

34
Q

OODA Step 7: Confirm Results and Process.

A

OODA Step

This step should closely mirror the data-collection portion of Step 2, Breakdown Problem and Identify Performance Gaps

35
Q

OODA Step 3

Step 3: Set Improvement Targets. In this step, your task is to set improvement targets for where you want to be.

A

B-SMART characteristics.

Balanced,Specific, Measurable, Attainable, Results Focused, Timely

35
Q

The relationship between OODA and PPSM is depicted below in two illustrations.

A

OO-OO-D-AAA Loop

  1. OBSERVE: Clarify the Problem
  2. OBSERVE: Break Down the Problem and Identify Performance Gaps 3. ORIENT: Set Improvement Targets
  3. ORIENT: Determine Root Causes
  4. DECIDE: Develop Countermeasures
  5. ACT: See Countermeasures Through
  6. ACT: Confirm Results and Process
  7. ACT: Standardize Successful Processes
36
Q

Polite

Team Building Stage1

A

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

37
Q

Bid for Power

Team Building Stage 3

A

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

38
Q

Plan

APTEC

A

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

39
Q

Espirit

Team Building Stage 5

A

The this phase there is high moral and loyalty

Empathetic. No approval. Cliques absent. Participation even. Rewards. Group is “closed” to new members

40
Q

Characteristics of effective teams

Empowerment

A

Characteristic of a team

  1. Capabilities ( enough ppl/good mix)
  2. Power (cohesive/confident in abilities)
41
Q

Characteristics of effective teams

Teamwork

A

Characteristics of a team

  1. Practices (time/resource mgt/work methods)
  2. Participation(max involvement/effective interactions)
  3. Interdependence
41
Q

Operational competency

Leadership Level 2

A

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.

42
Q

Characteristics of effective teams

Purpose

A

Characteristics of effective teams

Gives clarity and pushes commitment

43
Q

Analyze

APTEC

A

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.

45
Q

Train

APTEC

A

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.

46
Q

Execute

APTEC

A

*The overall purpose of this APTEC phase is to achieve the mission.

*Collect data for adjustments and critique.
Length varies

Consider friction and fog

47
Q

Institutional competencies

A

An Air Force leadership component

  • Personal competencies (BMT/schools); JRs
  • people/team competencies field grade. Intermediate developmental education for officers/ senior
48
Q

Strategic Vision

Leadership Level 3

A

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.

49
Q

Friction

APTEC execution barrier

A

A physical barrier in the APTEC process that lowers performance.

50
Q

Critique

APTEC

A

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

51
Q

Step 6: See Countermeasures Through

A

OODA STEP

Collect data according to the action plan
Implement contingency plans.
Provide required training

52
Q

Leadership

A

Defined as the art and science of motivating, influencing, and directing Airmen to understand and accomplish the Air Force mission in joint warfare.

Components

  1. Mission
  2. Airman
53
Q

Air Force Leadership Compents

A

The two main components of leadership

  1. institutional competencies
  2. leadership actions.
54
Q

Constructive

Team Building Stage 4

A

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

55
Q

Tactical Expertise

Leadership Level 1

A

Personal competencies are the primary focus at this level of leadership.

Task oriented, a specialist

56
Q

Fog

APTEC execution barrier

A

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

57
Q

Kelly’s 2D Model

Followership

A

Has two dimension: Critical Thinking and Activity Level

Independent/Critical

Dependent/not critical

Passive/Active

OTS (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions