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SNCOA - BAM > BAM - 03. Values > Flashcards

BAM - 03. Values Flashcards

1
Q

Opinions are _____ driven.

A

Value

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2
Q

An opinion, idea, or feeling about a particular subject.

A

Value

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3
Q

The standards of desirability by which the individual chooses between alternative behaviors.

A

Values

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4
Q

Come from family, friends, school, church, and work.

A

Values

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5
Q

Our exposure to others in our environment help us define, shape, and clarify our _____.

A

Values

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6
Q

Values develop in a three-stage sequence

A
  • Imprinting
  • Intense Role Modeling
  • Socialization
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7
Q

The first stage of values development and occurs from birth to about age seven. During this stage parents, close relatives, and care givers are the main source of information, so we adopt the values of authority figures.

A

Imprinting

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8
Q

The second stage of values development and starts about age seven and continues through the early teen years. We acquire values by identifying with and mimicking the actions, thoughts, and behaviors of those we consider heroes or role models.

A

Intense Role Modeling

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9
Q

The third and final stage of values development, during which our values are shaped by our peers as we try to gain acceptance from the group. We tend to adopt the values of friends and those we associate with.

A

Socialization

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10
Q

When you consider values come from different sources at different times, do you think all values are equally strong?

A

No, our values are not equally strong. You may feel much stronger about some things than others.

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11
Q

You’re more inclined to get involved in discussions, argue your point, or even try to force a decision you feel is right.

A

Strong Values

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12
Q

May not even participate in the discussion and you’ll probably go along with the group decision.

A

Weaker Values

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13
Q

Things that may change the strength of your values or your values entirely:

A
  • Emotional Issues
  • Tragic Events
  • Convincing Evidence
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14
Q

Change our values because they cause us to re-evaluate our value systems, during which we become open to values other than our own.

A

Significant Emotional Events

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15
Q

Value Strengths:

A
  • Acceptance
  • Preference
  • Commitment
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16
Q

At this level, the person assigns worth to the value. Although the person comes to accept it, he or she is also open to change their mind.

A

Acceptance

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17
Q

Think of working in a place that requires you to wear a tie and ribbons. You may not like to do this every day, but you follow the rule. This is an example of?

A

Acceptance

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18
Q

At this level, the value is strong enough for the person to actively pursue it and practice it in daily life.

A

Preference

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19
Q

If the rule changed so people did not have to wear a tie and ribbons, those only at the acceptance level would probably not wear them. Those who are at this level would continue to wear them because it’s their choice.

A

Preference

20
Q

At this level, a person is committed to the value strong enough to have personal convictions and maybe emotional attachments.

A

Commitment

21
Q

In the example of wearing the tie and ribbons, this person may oppose the change making them optional and, if placed in charge, may reinstate the rule making everyone wearing them.

A

Commitment

22
Q

Some commonly held values:

A
  • Equality for all
  • Respect for private property
  • Patriotism
  • Personal honor
  • Moral courage
  • Freedom for all
  • Justice for all
23
Q

Values impact _____

A

Behavior

24
Q

Ways our values can impact the way we behave:

A
  • Influencing how we interact with others
  • Favoritism
  • Creating conflict
  • Discrimination
25
Q

A position that is flexible, nonjudgmental, objective, and receptive.

A

A Viewing Point

26
Q

We can see our points of view and those of others.

A

A Viewing Point

27
Q

Use the R.I.S.E. method to get to this _________.

A

Viewing Point

28
Q

_______ establish acceptable standards of conflict and task-related behavior.

A

Organizational Values

29
Q

_______ are communicated though mission statements, regulations, operating instructions, and watching others.

A

Organizational Values

30
Q

If leaders don’t support _______ they can’t “sell” those goals to others and the mission suffers.

A

Organizational Goals

31
Q

Common Value Conflicts

A
  • Leader’s values with the organization or supervisors

- Leader’s values with subordinates

32
Q

The commandant of an NCO Academy requires all instructors to wear a tie or tab and all ribbons. MSgt Mills doesn’t like wearing the tie, but follows the rules. What level of values strength is MSgt Mills?

A

Acceptance Level

33
Q

The commandant of an NCO Academy requires all instructors to wear a tie or tab and all ribbons. MSgt Mills doesn’t like wearing the tie, but follows the rules. However, at times MSgt Mills doesn’t wear his tie if he thinks he can get away with it. He may have a values conflict with?

A

His organization

34
Q

Question on Page 33

A

Question on Page 33

35
Q

The stages of values development:

A
  • Imprinting
  • Intense Role Modeling
  • Socialization
36
Q

Strength levels for values

A
  • Acceptance
  • Preference
  • Commitment
37
Q

By considering ______, you can identify and manage potential value conflicts and control value-driven behavior and emotions during leadership situation.

A

Organizational Values

38
Q

It’s important to consider subordinate values because:

A
  • Increases the leader’s ability to effectively communicate with subordinates
  • Helps the supervisor know what motivates subordinates
  • Assists the leader in interpreting and explaining organizational goals
39
Q

R.I.S.E.

A
  • Relax
  • Insulate
  • Scan
  • Empathize
40
Q

Points of view tend to make us up-tight and tense, so it is important to _______.

A

Relax

41
Q

______ ourselves so different points of view don’t make us combative.

A

Insulate

42
Q

______ the whole situation and consider more than one option.

A

Scan

43
Q

______ with others to get a broader perspective on the situation.

A

Empathize

44
Q

What impact will using the R.I.S.E. technique have on your effectiveness?

A

By rising above your current viewing point you will improve your leadership effectiveness because you will be able to broaden your view of situations that may be narrowed by un-managed values.

45
Q

Values affect a leader’s effectiveness because?

A

They are the standards by which people choose behavioral alternatives and are important in gaining subordinate commitment to a unit.

46
Q

Question on Page 45

A

Question on Page 45

SNCOA - BAM (4 decks)

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