CWT1 Flashcards

Question

I. Differentiate among the four stages of group growth.

Answer 1

a. Forming i. Feelings: excitement, anticipation, optimism, wariness, uncertainty, guardedness ii. Behaviors: deciding what is acceptable behavior, purpose, and procedures; establishing trust; no clear focus on task or problem; answer questions or complaints b. Norming i. Feelings: Acceptance, Cooperativeness, bonding, conformity, relief the group is headed in right direction ii. Behaviors: confiding in one another, common goals, realistic group parameters, cohesion iii. Overcoming groupthink: keep leader opinions silent initially, form subgroups, bring in outside experts, assign team critics/challengers, allow second-chance visit of an issue c. Storming i. Feelings: consensus turns to resistance, individual team members, members’ personalities, chance for success ii. Behaviors: arguing and competing, bid for power and formation of cliques, disagreement with leader’s approach, testing boundaries d. Performing i. Feelings: insightfulness towards others, satisfaction towards the group’s progress ii. Behaviors: constructive self-change, conflict management teamwork

Answer 2

a. Teams i. Stronger sense of identification ii. Common goals or tasks iii. Member and task interdependence iv. Differentiated and specialized roles b. Group i. None of the above characteristics are applicable ii. More of a collection of individuals

Answer 3

a. Characteristics i. Defined mission, tasks, objective, or function ii. Cooperation and communication iii. Interdependence

Answer 4

a. Trust and confidence b. Delegation and empowerment c. Cooperation d. Participation e. Respect for individual f. Clearly defined roles g. Dedication and commitment h. Loyalty i. Communication i. Be clear and direct ii. Be concise iii. Listen actively iv. Avoid interrupting j. Clarity of team goals i. Everyone understands purpose and goals ii. No confusion or disagreement

Answer 5

1. Help airmen focus on problem-solving skills that affect the mission, work centers, and people 2. Approach aimed to increase combat capability and making the AF more effective and efficient 3. Remove waste and inefficiencies 4. Increase productivity and asset availability 5. Improve response time, agility and energy efficiency 6. Sustain safe and reliable operations

Answer 6

1. Clarify the problem i. Recognize the correct problem by going to source and observe first hand ii. State the problem: ensures everyone working effectively towards same goals iii. Tools: go and see, value stream mapping, voice of customer 2. Break down problem and ID performance gaps i. Gather and review key data ii. B-SMART: balanced, specific, measurable, attainable, results focused, timely iii. Value and waste analysis 3. Set improvement targets i. Strategic: visions of what the organization strives to become ii. Tactical: define performance level necessary to make strategic vision a reality 4. Determine root cause i. Most vital step ii. Avoid efforts directed towards symptoms iii. Find deepest point with in sphere of influence iv. Brainstorm 5. Develop countermeasures i. Focus on selecting best solution ii. Have common and agreeable criteria iii. Factors of analyzing criteria: effectiveness, feasibility, impact iv. Action plan: clear and detailed consensus and ownership 6. See countermeasures through i. Collect data according to action plan: monitor system, determine performance of tasks ii. Implement contingency plans iii. Provide training 7. Confirm results and process i. Review and reassess the solution ii. Ensure plan produced intended results iii. Monitor project for performance iv. Return to previous steps as necessary 8. Standardize successful processes i. Most commonly skipped ii. Standardized successful improvements for the future iii. Restart problem solving process

Answer 7

1. Observe: current situation, facts, known, unknown 2. Orient: understand your situation and set goals 3. Decide: select a course of action 4. Act: Put your plan into action

Answer 8

i. Mission: To fly, fight, and win, in air, space, and cyberspace. ii. Priorities 1. Continue to strengthen the nuclear enterprise 2. Partner with joint and coalition team to win todays fight. 3. Develop and care for airmen and their families 4. Modernize our air and space inventories, organizations, and training. 5. Recapture acquisition excellence.

Answer 9

i. Secretary of the AF 1. Conducts the administrative affairs of the department and is directly responsible to the Secretary of Defense. 2. Manages fiscal spending, production, procurement, and legal plans and programs. 3. Not directly involved in military operations. ii. Chief of Staff of the Air Force 1. Military head of the Air Force and is directly responsible to the secretary of the air force for the efficiency and operational readiness of the Air Force. 2. Member of the Joint Chiefs of Staff. iii. Chief Master Sergeant of Air Force 1. Advisor to the CSAF on all issues of welfare readiness, morale, and proper utilization of enlisted force. 2. Highest enlisted level of leadership in the AF and represents their interests, as appropriate to the American public and to those in all levels of the government.

Answer 10

Constitution > Executive Branch > Sec Defense (DoD) > Sec AF > HQ USAF > MAJCOM > Numbered Air Forces > Wing > Group > Squadron > Flight

Answer 11

1. operations group 2. maintenance group 3. mission support group 4. medical group

Answer 12

a. Involves a wide variety of behaviors depending on the situation b. Encourages people to mimic trait but it should not be completely mimicked because make it your own and modify the actions so that you are your own leader – maybe problematic because traits might not fit your personality c. Helps to resolve issues that arise in dynamic environments especially in the military

Answer 13

a. Laissez-faire b. Transactional c. Transformational d. Dynamic progression through elements: represents an increasing impact on performance

Answer 14

a. The least successful in the military and should be avoided b. Hands-off leadership – represents absence of action or abdication of command at times c. Creates a confusing and chaotic environment d. This is the least effective and least productive method

Answer 15

2. Transactional a. Focus is more on the day-to-day workings rather than inspiration of subordinates b. Contract between leader and subordinates 3. Management by Exception (MBE): passive and active a. MBE-Passive: only take action if something goes wrong i. most reactionary form of MBE ii. leader waits for things to go wrong iii. constantly putting out fires iv. reluctant reaction b. MBE-Active: this is proactive and will try to actively find out what is wrong before it comes to you. Constantly monitoring performances and focus is more on mistakes and failures i. Leader constantly monitors performance ii. Focus is more on mistakes and failures iii. Necessary at times but usually not effective iv. MBE is less on relationship and more on correcting deviation from standard c. Contingent Reward (CR) i. Goal-directed ii. Accomplish the task and receive a reward when it is achieved iii. Motivation is a key component for CR

Answer 16

4. Transformational a. General i. Focus is motivating and inspiring followers ii. This is the best leadership model in the military that transforms people into better people iii. This is the most effective and most effort b. Individual Consideration i. Aimed specifically at subordinate development ii. Helps other identify and develop strengths iii. The leader promotes self-development iv. 2-way discussion is encouraged c. Intellectual Stimulation i. Leader stimulates creative thinking ii. Questions established procedures iii. Pushes subordinates to think about new solutions iv. Improved ownership of the process increases performance and learn from other people’s mistakes d. Inspirational Motivation i. Leaders inspires and motivate subordinates ii. Articulation of visions and expectations is key iii. Subordinates gain confidence, and have a sense of purpose iv. Important for people to have a sense of mission e. Idealized Influence i. Leader is a role model ii. Actions and attributes are important iii. Actions align with core values iv. Attributes drive subordinates to emulate leader, and not mimic v. Dedication to the mission, persistence, courage, and sacrifice

Answer 17

1. Forcing a. Don’t care about the person’s feelings but just do what you have been told b. High assertiveness but low cooperation 2. Accommodating a. More collaboration and accommodating to others b. Concern of others is high c. High cooperation but low assertiveness 3. Avoiding a. Low cooperation and low assertiveness b. However, avoiding is the worst because it will seem like whatever the unresolved issue is now setting precedence or the officer condones the certain situation or conflict 4. Compromising a. Balance between the concern for others and concern for self b. Medium cooperation and medium assertiveness 5. Collaborating a. Low assertiveness and high cooperation

Answer 18

1. Personal Differences a. Daily experiences are not judged on a common set of values b. Conflicts tend to be emotionally charged c. “People-focused” rather than “issue-focused” 2. Informational Deficiencies a. Instructions may be interpreted differently b. More factual and straightforward c. Not about values and do not involve emotions 3. Role Incompatibility a. Different entities have different goals b. A common superior usually has to mediate 4. Environmental Stress a. Shortage of resources b. Uncertainty c. Time can be a huge factor in terms of environment stress

Answer 19

1. Diagnose the source of the conflict and circumstances 2. Selecting the appropriate conflict management strategy 3. Implementing strategy: follow through with your actions 4. Seeing a conflict through to successful outcome

Answer 20

a. Potential Problems i. Over protection of women, minorities, and others ii. Different consequences for same actions iii. Failure to train and coach (mentors) iv. Language barriers b. Benefits i. Creativity and innovation: bring many different viewpoint into an organization ii. Broad range of skills: a more diverse group is likely to have a broader range of skills iii. Better service to diverse customers iv. Ability to recruit best talent from entire labor pool

Answer 21

a. Value of Diversity i. Increases awareness of workplace conduct and diversity problems ii. Tolerance to personnel differences iii. Increases sensitivity to stereotyping and self-renewing iv. Support diversity via mentoring, span boundaries, conducting internal advocacy discussion/groups, performance review planning b. Importance to Military i. Military mirrors civilian workforce 1. Increase productivity and mission accomplishment 2. Recruiting pool more diverse 3. Competition with corporations for workers ii. Reduce instances of discrimination iii. Overseas operations 1. Coalition warfare 2. Intel

Answer 22

a. Cultural domains are twelve universal categories of interaction, belief and meaning shared by all cultures but dealt with differently by each culture.

Answer 23

b. Family and Kinship: ties between people who see themselves related by blood or by marriage c. Sex and gender: biological difference between men and women, corresponding roles and responsibilities assigned by society, and associated beliefs and values d. Sustenance and Health: the means and rituals by which humans feed themselves and treat their bodies e. Religion and Spirituality: system fo idead abut the spiritual reality or the supernatural along with beliefs and ceremonial practices by which people try to interpret and control aspect of the universe f. Politics and Social relations: individuals’ differential access to power and the ways groups of people exercise power, govern themselves, and collectively lead their daily lives g. Economics and Resources: impact of available resources and ways goods and services are allovated, produced, distributed and consumed in a society h. History and Myth: The ways people perceive themselves and their culture based on past events and stories passed down generation to generation i. Learning and Knowledge: Ways society transmits knowledge and cultural expectations to others j. Technology and Materials: How society uses raw materials, equipment, knowledge and skills to transform their natural environment k. Aesthetic and Recreation: Expressions of cultural norms of beauty or style and the ways people spend their leisure time l. Language and Communication: Activity of transmitting thoughts, feelings, and information between people m. Time and Space: How a culture views use of time and personal space (manifested in language and communication

Answer 24

a. Paralanguage - tone b. Nonverbal – touch (haptics), space (proxemics), time (chronemics), movement and gestures (kinesics) c. Cultural context – conditions or circumstances that impact communication

Answer 25

a. Value conflict – values dictate our interpretation of situations, relationships, and events Divergents values can cause conflict. b. Relationship conflict – clashes at interpersonal, intergroup, or international levels. Often fueled by misperceptions, stereotypes, ad poor communication. c. Data conflict – examines how people perceive the data being used in the interaction. May result from lack of information or contrasting perceptions or interpretations of the significant and role of data. d. Interest conflict – results when parties have different interests. Majority of these conflicts revolve around how each party compares and measures the worthiness of their interests with the interests of others. e. Most conflicts will involve combination of two or more types of conflict.

Answer 26

Relate by taking perspectives of others b. Seek understanding of differences in ways cultures communicate c. Try to see yourself as persons from other cultures see you d. Avoid false assumptions and miscues that could hurt the mission or cost lives

Answer 27

a. The principles of war—unity of command, objective, offensive, mass, maneuver, economy of force, security, surprise, and simplicity—are guidelines that commanders can use to form and select courses of action and concepts of operation.

Answer 28

2. Define each principle of war a. Unity of Command i. Ensures concentration of effort for every objective under one responsible commander. b. Objective i. The principle of objective is to direct military operations toward a defined and obtainable objective that contribute to strategic, operational, and tactical aims. c. Offensive i. The purpose of an offensive action is to seize, retain, and exploit the initiative. d. Mass i. The purpose of mass is to concentrate the effects of combat power at the most advantageous place and time to achieve decisive results. e. Maneuver i. Maneuver places the enemy in a position of disadvantage through the flexible application of combat power in a multi f. Economy of Force i. Is the judicious employment and distribution of forces g. Security i. The purpose of security is to never permit the enemy to acquire unexpected advantage. ii. Physical, operations, and information security. h. Surprise i. Surprise leverages the security principle by attacking the eny at a time, place, or in amanner for which they are not prepared. i. Simplicity i. Simplicity calls for avoiding unnecessary complexity in organizing , preparing, planning, and conducting military operations.

Answer 29

a. Centralized control and decentralized execution i. Centralized control is commanding airpower. It empowers the air component commander to respond to changes in the operational environment and take advantage of fleeting opportunities. ii. Decentralized execution is the delegation of authority to designated lower-level commanders and other tactical-level decision makers to achieve effective span of control and to foster disciplined initiative and tactical flexibility. iii. Benefits inherent in decentralized execution are maximized when a commander clearly communicates intent. b. Flexibility and versatility i. Flexibility allows airpower to exploit mass and maneuver simultaneously. ii. Versatility is the ability to employ airpower effectively at the strategic, operational, and tactical levels of war and provide a wide variety of tasks in concert with other joint forces. c. Synergistic effects i. Proper application of a coordinated force across multiple domains can produce effects that exceed the contributions of forces employed individually. d. Persistence i. Airpowers exceptional speed and range allow its forces to visit wide ranges of targets nearly at will. e. Concentration i. Concentrating overwhelming power at the decisive time and place. ii. The versatility of airpower with its lethality, speed, and persistence makes it an attractive option for many combat tasks. iii. Airmen should guard against the inadvertent dilution of airpower effects resulting from high demand. f. Priority i. Commanders should establish clear priorities for use of airpower. Due to its inherent flexibility, the demands for airpower may likely exceed available resource. If commanders fail to establish priorities, they can become ineffective. g. Balance i. Much of the skill of an air component commander is reflected in the dynamic and correct balancing of the principles of war and the tenets of airpower to bring Air Force capabilities together to produce a synergistic effect.

Answer 30

a. Airmen interacting with international airmen to develop, guide, and sustain relationship for mutual benefit and security. b. Purpose: reduce instability, prevent terrorist attacks, build partner capacities, and reduce potential for expanded conflict.

Answer 31

a. Culture is the creation, maintenance, and transformation across generations of semi-shared patterns of meaning, sense-making, affiliation, action, and organization by groups b. Consequently we all have a natural tendency to view our own culture as best

Answer 32

a. Knowledge of factors that cause persons from other cultures to behave differently b. Skills for dealing with culture shock along with effective problem-solving and interpersonal communication skills. c. Attitude of openness and willingness to learn about and accept cultural differences. d. Cross-cultural perspective-taking builds cross-cultural competence.

Answer 33

a. Culture-general: The ability to quickly and accurately comprehend, and then effectively act in any culturally complex environment to achieve the desired effect for the mission. b. Culture-specific: an approach that emphasizes specific aspect of particular cultures, affording airmen much of the knowledge and/or skills necessary to interact more competently.

Answer 34

a. Relate: understanding others in order to develop a social or sympathetic relationship. b. Communicate transmitting thoughts, feelings and information to other people. c. Negotiate: utilizing a deliberate process to solve a difference or problem with two or more people or groups.

Answer 35

a. Survival i. Basic need of food, air, shelter ii. If people are struggling at basic survival needs then it will affect their work and the mission b. Safety i. Physical safety: safe from harm ii. Psychological safety: job, health care, security, and savings c. Belonging i. Love, acceptance, friendship, and approval ii. These are social needs d. Esteem i. Need for recognition, worth, status respect ii. This is the need for getting some recognition and that is going beyond the belonging e. Self-Actualization i. Self-fulfillment, personal growth, realizing potential ii. People strive to reach ultimate potential…have a sense of doing their best

Answer 36

a. A lower level need must be satisfied before the next higher level becomes important in motivating behavior b. Only relatively unsatisfied needs are capable of motivating people

Answer 37

a. Theory X (soft, hard) i. People by nature don’t like to work ii. People lack ambition and must be coerced or forced to work iii. People prefer to be told what to do iv. People resist change v. People are gullible and not overly intelligent b. Theory X Soft Hard Approach i. Coercion ii. Tight control over behavior iii. Micromanagement c. Soft Approach i. Satisfying people’s desires ii. Achieving harmony iii. Manipulative approach: relaxing standards and permissive attitude d. Theory Y i. People may actively seek work instead of avoiding it ii. People prefer participative management iii. People prefer setting their own goals iv. People seek responsibility v. Internal or self-control vi. Environment approach vii. Create opportunities

Answer 38

a. They are motivated and create environment that allows for positive atmosphere b. Create opportunities for increased responsibility c. Integrations of personal and organizational goals d. Start with a goal or mission e. Make the task clear f. Match the people with the task g. Remove the roadblocks h. Give positive feedback i. Recognize achievements and contributions j. Don’t make promises you can’t keep k. Be a good role model l. Let people work independently m. Give more responsibility when appropriate

Answer 39

a. Task behavior: involves clearly telling people (what, how, where, when), supervising performance b. Relationship behavior: listening to people, providing support and encouragement, facilitating involvement in problem solving and decision making

Answer 40

a. Ability: knowledge, skills, experience | b. Willingness: confidence, commitment, motivation

Answer 41

a. R1: unable and insecure, or unwilling i. Doesn’t mean that they are potentially unable, just unable because did not receive the training b. R2: unable, but confident or willing c. R3: able, but insecure or unwilling d. R4: able, confident and willing: ready to achieve e. Readiness level is task specific i. Ie. If someone is R4 in moving seats but if they are switch to moving tables then they are back to R1 because they don’t have the skill sets yet

Answer 42

a. S1: R1 – Telling i. Low relationship and high task ii. One way communication iii. Leader solves problems, makes all key decisions iv. Leader directs, then guides roles of followers as they progress b. S2:R2 – Selling i. High relationship and high task ii. Two way communication iii. Hears suggestions, ideas, and opinions iv. Maintains decision making v. Employs persuasion vi. Explains actions c. S3:R3 – Participating i. High relationship and low task ii. Focus of control shifts to follower iii. Follower has ability and knowledge to complete task iv. Leader actively listens and build confidence d. S4:R4 – Delegating i. Low relationship and low task ii. Follower makes key decisions and implement iii. Leader: get updates, offers resource support

Answer 43

a. Need to have the readiness level determined first and then will be able to determine the leadership style that will be accommodated with the readiness level.

Answer 44

i. Designed to ensure equal opportunity in support of mission readiness for all AF personnel via development and use of our people in the most effective manner possible ii. To reach this goal, the program works to identify human relations factors within the organization and social climate that detract from harmonious relations

Answer 45

i. AF must conduct its affairs free from unlawful discrimination and to provide equal opportunity and treatment for all members

Answer 46

i. The main objective is to improve mission effectiveness by providing an environment in which service members are ensured an opportunity to rise to the highest level of responsibility possible in the military profession, dependent only on merit, fitness and capability.

Answer 47

i. Military Equal Opportunity (MEO) formal/informal complaint processing ii. Civilian EO informal complaint processing iii. Out and about assessments (process used to gather additional EO/human relations info that may impact installation personnel) iv. Human relations education v. Quarterly Statistical Reports

Answer 48

i. Prejudice 1. The injury or damage resulting from some judgement or action of another in disregard of one’s rights 2. Personal feelings or belief 3. No law can change it ii. Discrimination 1. Any action that unlawfully or unjustly results in unequal treatment of persons or groups based on age, color, national origin, race, ethnic group, religion, or sex, and for which distinctions aren’t supported by legal or rational considerations 2. Behavior or action 3. Can be banned by law

Answer 49

i. First identify if there is a problem that is due to the prejudice and discrimination and not due to something else ii. Gather information from coworkers and subordinates about the situation iii. Use a mediator to set a neutral and objective environment to help resolve the problem iv. Sit back and observe the unit’s interaction and then make proper adjustments and actions to correct certain problems

Answer 50

b. Identify the four basic management functions i. Planning 1. Basics a. Defining goals b. Establish strategies c. Develop general plan 2. Essential planning activities a. Understand the mission b. Focus on the desired result. c. Analyze the operating environment d. Involve others in planning process e. Divide the project into manageable portions f. Determine key objectives g. Analyze the alternate courses of action h. Select best course of action i. Publish the plan j. Modify as needed. ii. Organizing 1. Steps a. Determine task b. Establish structure c. Allocate resources d. Develop procedures 2. Principles a. Span of control b. Function group c. Unity of command d. Delegation of authority iii. Leading 1. Motivating 2. Direct activities of others 3. Select most effective communication channels 4. Resolve conflicts iv. Controlling 1. Monitor performance 2. Compare results with standards 3. Apply corrective action

Answer 51

c. Differentiate between the 3 primary roles of managers

Answer 52

d. Explain the universality of the manager’s job.

Answer 53

i. General 1. Conceptual: mental ability to coordinate interest/activities 2. Interpersonal: understand, mentor, motivate others 3. Technical: use tools, procedures, techniques 4. Political: build power base and establish connections. ii. Specific (behaviors and effectiveness) iii. Philosophy 1. Management is a command responsibility 2. Managers must achieve greatest effect with available resources 3. Decentralized operations = optimized resources 4. Centralized resource control is essential. iv. Policies 1. Commanders ensure effective management of human, material, and financial resources. 2. Decentralized operations (central as required) 3. Organizations, methods, and procedures must be readily adaptable to changing conditions. 4. Decision-making authority must be decentralized to improve productivity/job satisfaction.

Answer 54

a. Basic i. Largest component of paycheck. ii. Varies according to grade and years in service. b. Special i. For individuals with certain specialized skills, or who are assigned in specified locations, receive special pay. ii. Examples: certain engineers/skills, foreign language, medical community 1. Medical officers: board certification pay, multiyear retention bonus, incentive special pay (ISP) 2. Other special pays: JA Continuation Pay, Foreign Language Proficiency Lay (FLPP), Hostile Fire/Imminent Danger Pay c. Incentive i. Individuals required to perform hazardous duties receive incentive pay. ii. Most common types include aviation career incentive pay (flight pay) and hazardous duty incentive pay 1. Examples: aviation career incentive pay (ACIP or flight pay),Hazardous duty incentive pay (HDIP), toxic fuel handlers, parachute jumping, explosives disposal.

Answer 55

a. Basic Allowance for Housing (BAH) i. AF provides living quarters or a basic allowance to find off base housing. ii. Depends on: grade, dependency status, and geographic location iii. Reservists receive BAH II. b. Basic Allowance for Subsistence (BAS) i. This allowance is a fixed monthly rate and is the same for all officers. Enlisted members are authorized BAS when government dining facilities aren’t available or when authorized by competent orders to purchase meals outside government facilities. BAS is paid on a monthly basis. ii. All officers get about $250 c. Uniform and Equipment Allowance i. All officers commissioned in the regular or reserve components are authorized an initial clothing allowance upon initial entry on active duty for a period of more than 90 days. 1. One time $400 ii. Enlisted receive annual payment based on service anniversary date. d. Permanent Change of Station (PCS) Allowance i. When military member permanently moves from one duty location to the nect, temporarily moves to participate in an instruction course for more than 20 weeks, or temporarily moves for temporary duty (TDY) for more than 179 days, the AF characterizes that individuals move as a PCS and funds his or her move with specific compensation. Funding is based on two means of travel, flying and driving. e. Temporary Duty (TDY) Allowance i. For planned and unexpected expenses along the way such as travel expenses, lodging, and meals. f. Family Separation Allowance (FSA) i. Must apply for it g. Dislocation Allowance (DLA) h. Station Allowance i. To defray the cost in certain situations (ie overseas) i. Temporary Lodging Allowance (TLA) and Expense (TLE) j. Overseas Housing Allowance (OHA) k. Cost-of-Living (COLA)

Answer 56

a. Ordinary - planned vacation, counts against leave balance b. Sick Or Convalescent - does not count against leave balance c. Emergency - unplanned, counts against leave balance

Answer 57

a. Earn 2.5 per month!! b. Begins and ends in the local area c. Talk to your Commander d. Always on the clock… e. Use or Lose Policy Changes i. Use or Lose policy : 60-day carry over f. Use or Lose must be spent by 30 Sep

Answer 58

i. War is: 1. An instrument of policy, strategy, or culture. a. War is a last resort of policy b. Diplomatic efforts have been exhausted c. When military engages the political process doesn’t stop. 2. A complex and chaotic human endeavor. a. Factors dominating war 3. A clash of opposing wills. a. Evolution of warfare

Answer 59

i. “War is nothing but a duel on an extensive scale… Each strives by physical force to compel the other to submit to his will… War therefore is an act of violence to compel our opponent to do our will.” - Clausewitz

Answer 60

i. Politics and violence are intertwined ii. War is policy “…that fights battles instead of writing notes.” iii. War is the continuation of politics with the addition of other means. 1. War begins, politics keeps going. iv. Wage war in a civilized manner – leave the combat zone better than we entered it. Failure leads to peace. 1. Law of armed conflict (LOAC) 2. Geneva and Hague Conventions 3. Rules of Engagement (ROE)

Answer 61

i. Realism 1. The ends justify the means 2. Wars are clashes of power and interest 3. Moral constraints should never be put above a nation’s self-interest 4. Focuses on military necessity, where all methods can or should be used to achieve victory: a. Burning of Atlanta in Civil War b. Bombing civilian centers in WWII ii. Holy War 1. Wars aren’t merely human affairs a. Divine instruments of judgement b. Authorized by God c. God responsible for outcome 2. Cosmic battle between Good and Evil. iii. Pacifism 1. Opposes war as a means of settling disputes and advocates use of arbitration, surrender, or even migration. 2. Spectrum ranges a. Avoidance of war at all costs b. War only as a last resort. iv. Just War Theory 1. Killing is morally unacceptable… 2. Determine when war is morally justified and define actions that are permissible 3. Focuses on: a. Protection of non-combatants b. Wage war by clearly defined rules 4. Bottom line: Fight for a just cause and employ just means

Answer 62

i. Fog 1. Difficult to see what’s happening in battle. 2. Once literally a fog, now more figuratively a. Too much happening. b. Misinformation. c. Conflicting information 3. Overwhelmed with too much info. ii. Friction 1. Murphy’s Law at its worst a. Troops are lost b. Bombs miss their target c. Enemies don’t act as expected. 2. Friction is that which seems easy in war planning made difficult in reality. iii. Chance 1. Plain dumb luck and fortune a. Assassination attempt on Hitler b. Sinking of USS Indianapolis

Answer 63

i. World War I—The Chemists’ War 1. Poison gas ii. World War II—The Physicists’ War 1. Atomic bomb iii. World War III—The Information Researchers’ War 1. Invested development of more effective information surveillance and reconnaissance (ISR) capabilities enabled exploitation of intel gathering systems. 2. US ability to exploit intelligence was vital to winning the Cold War. iv. World War IV—The Social Scientists’ War 1. Social science is becoming a difference maker 2. Cross-cultural awareness is vital to success 3. Cultural sensitivity has consequences 4. Win the hearts and minds of a culture before the enemy does. 5. Access new “weapons” like understanding and empathy

Answer 64

i. Nuclear Operations – organize, train, and sustain forces with the capability to support the national security goals of deterring adversaries from attacking the US and its interests with their nuclear arsenals or other WMD. 1. The physical employment of nuclear weapons at any level requires explicit orders from the President. 2. Nuclear Surety: “The goal of the Air Force Nuclear Weapons Surety Program is to incorporate maximum nuclear surety, consistent with operational requirements, from weapon system development to retirement from the inventory.” ii. Counterair – a mission that integrates offensive and defensive operations to attain and maintain a desired degree of air superiority. 1. Air parity: a condition in the air battle in which one force does not have air superiority over the others. 2. Air superiority: that degree of dominance in the air battle of one force over another that permits the conduct of operations by the former and its related land, se 3. Air supremacy: degree of dominance in the air battle of one force over another that permits the conduct of operations by the former and its related land, sea, air, and space forces at a given time and place without effect interference by the opposing force. iii. Counterland 1. Operations against enemy land force capabilities to create effects that achieve joint force commander objectives. Aim is to dominate the surface environment using airpower. a. Air Interdiction - “Air operations to Divert, disrupt, delay or destroy the enemy’s surface military potential before it can be used effectively against friendly forces.” i. Targets for interdiction attacks: ii. Military weapon systems and supplies (tanks/artillery/infantry/POL) b. Close Air support i. Air action by aircraft against hostile targets in close proximity to friendly forces… ii. Requires close integration between fire and movement of forces iv. Space Operations 1. Ultimate goal of achieving space superiority should be to maintain our own space capabilities when contested and ensure unhindered mission continuity through any conflict. v. Cyberspace Operations 1. The employment of cyberspace capabilities where the primary purpose is to achieve military objective or effects in or through cyberspace. vi. Command and Control 1. The exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission. 2. Occurs at 3 levels: a. Strategic Level …US strategy and policy level b. Operational Level…OPCON normally at the Air Operations Center (AOC/CAOC) for operations and at Air Staff for deployment and sustainment of personnel. c. Tactical Level…TACON normally at the Air Operations Center (AOC/CAOC) vii. Global Integrated ISR 1. Cross-domain synchronization and integration of the planning and operation of ISR assets; sensors; processing, exploitation and dissemination systems; and, analysis and production capabilities across the globe to enable current and future operations. a. Planning and Directing b. Collection c. Processing and Exploitation d. Analysis and Production e. Dissemination and Integration viii. Strategic Attack 1. Offensive action that is specifically selected to achieve national or military strategic objectives. These attacks seek to weaken the adversary’s ability or will to engage in conflict, and may achieve strategic objectives without necessarily having to achieve operational objectives as a precondition. a. ix. Air Mobility 1. The rapid movement of personnel, material, and forces to and from or within a theater by air. a. Airlift- transport b. Air refueling- “force multiplier” c. Air mobility support- provides command and control, aerial port, and maintenance for mobility air forces. d. Aeromedical evacuation- transports causalities to and from MTF’s x. Personnel Recovery 1. The sum of military, diplomatic, and civil efforts to effect the recovery and return of US Military, DOD civilians, and DOD contractor personnel who are isolated or missing while participating in a US government-sanctioned military activity or missions in an uncertain or hostile environment, or as determined by the Secretary of Defense xi. Combat Support 1. As the foundational and crosscutting capability to field, base, protect, support, and sustain Air Force forces across the range of military operations (ROMO). xii. Special Operations 1. Operations requiring unique modes of employment, tactical techniques, equipment and training often conducted in hostile, denied, or politically sensitive environments and characterized by one or more of the following: time sensitive, clandestine, low visibility, conducted with and/or through indigenous forces, requiring regional expertise, and/or a high degree of risk.

Answer 65

i. Basic doctrine 1. Most fundamental and enduring beliefs that describe and guide the proper use, presentation, and organization of forces in military actions. 2. Not a checklist or scientific formula…. Provides common frame of reference. 3. Provides an airman’s perspective on organizing and employing air and space forces. ii. Operational Doctrine 1. More detailed…. How to organize and employ military forces and applies the principles of basic doctrine to military action. iii. Tactical doctrine 1. Most detailed…. Describes proper employment of specific A/F assets. Specific tactics to accomplish specific missions.

Answer 66

a. ZERO TOLERANCE

Answer 67

a. Should be sensitive to any complaints of sexual harassment and must follow through b. Must confirm the validity of the complaint and ensure that there are no retaliatory action is taken against the complainant c. Take special care to ensure reprisals of a direct or indirect nature do not take place with the complainant

Answer 68

a. Verbal Sexual Harassment i. Inquiries into a person’s intimate or personal relationships ii. Sexually oriented comments about one’s appearance iii. Continued pressure for dates, particularly after refusals b. Nonverbal Sexual Harassment i. Sexually demeaning notes or cartoon ii. Nudes pictures in and around work area iii. Ashtrays, coffee mugs, or figurines of a sexual nature c. Physical i. Patting, pinching, hugging, grabbing, rubbing, massaging, deliberate touching, or any other unnecessary physical contact

Answer 69

a. Degrades leadership and interferes with command authority and mission effectiveness b. May create situations that negatively affect unit cohesiveness c. Loss of morals or perceptions that certain individuals will receive favorable or preferential treatment over others

Answer 70

a. Informal i. Seek out potential harasser and communicate to him/her that their unwanted sexual behavior, gestures, or comments are unwelcome ii. Inform potential harasser’s supervisor or your supervisor b. Formal i. Chain of command, legal office, security forces, chaplain, Equal Opportunity office, Inspector General (IG) system, US attorney general ii. Complainants must submit formal complaints in writing to the Equal opportunity (EO) office. iii. IG complaint system: conduct a fair and impartial review in attempting to resolve a complaint

Answer 71

a. Sexual harassments can lead to oral, written reprimands and can lead to court-martial action

Answer 72

a. Defined as intentional sexual contact, characterized by use of force, threats, intimation, abuse of authority or when the victim does not or cannot consent b. Includes rape, forcible sodomy, and other unwanted sexual conduct that is aggravated, abusive, or wrongful, or attempts to commit these acts c. Can occur without regard to gender or spousal relationship or age of victim d. “Consent” is not deemed to mean the failure by the victim to offer physical resistance.

Answer 73

a. Consent is defined as words or overt acts indicating a freely given agreement to the sexual conduct at issue by a competent b. An expression of lack of consent through words or conduct means there is no consent. c. Consent is NOT a lack of verbal or physical resistance or submission resulting from accuse use of force, threat of force, or placing another person in fear does not constitute consent. d. Consent CANNOT be given when a victim is asleep, incapacitated or unconscious

Answer 74

a. Restricted reporting i. Allows sexual assault victims to confidentially disclose the assault to specified individuals, in accordance with and receive medical treatment without triggering an official investigation ii. Restricted reporting is intended to enhance the likelihood and individual will seek and receive medical care and counseling b. Unrestricted reporting i. Allows the victim to access medical treatment and counseling and request an official investigation of the allefation using exiting reporting channels ii. The reported sexual assault will notify SARC and will offer the victim medical care

Answer 75

a. Do not mix sex and alcohol because it can lead to unwise decisions and compromising situations

Answer 76

a. Perpetrator: the criminal who assaults the victim b. Facilitator: person who enables, encourages, or creates a situation or environment that allows a perpetrator to act c. Bystander: a person who sees the potential in a situation for a sexual assault or who may witness behaviors leading to an assault. Some bystanders may do nothing to stop an assault. d. Victim: the person assaulted by the perpetrator

Answer 77

VII. Explain the significance of a Wingman as related to sexual assault prevention and response.

Answer 78

a. SARC: considered the center of gravity when it comes to ensuring that victim of sexual assault receive appropriate and responsive care b. VA: volunteers who are specially trained to support victims of sexual assault. They are not counselors and are not part of legal or law enforcement agencies. Their main purpose is to provide supportive services to the sexual assault victim.

Answer 79

a. Allegations and actions of sexual assault undermines the unit’s cohesion and team work because it shatters the foundation of trust required within a team

Answer 80

a. Victims of sexual assault have been traumatized and may not be thinking of all the things that they should or should not do following an assault b. It is important to show empathy to a victim of sexual assault to encourage them to receive the proper medical, emotional, and legal help

Answer 81

a. Sexist or gender discrimatory remarks or jokes that are left unaddressed contain a hidden meaning – that this behavior is acceptable b. The lack of repercussions and action will make it seem like the leader may condone this type of behavior

CWT1 Flashcards

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