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Ncod Book 2 > Diversity > Flashcards

Diversity Flashcards

1
Q

Define Diversity

A

A composite of individual characteristics, experiences and abilities consistent with AF core values

2 parts. Primary and secondary

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2
Q

Diversity

Primary dimension

A

Differences that are inborn or exert an important impact on your early socialization and have an on going impact throughout your like

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3
Q

Diversity

Secondary dimension

A

Characteristics that can change

Work ethic, income, marital status, experiences, religion, education, language

Also physical, mental, spiritual and emotional strength

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4
Q

SBTs

Socio-Behavioral Tendencies

A

The thought processes you use to help make sense of the world you live in

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5
Q

SBTs

Assumptions

A

Claiming something about a situation that is not supported by facts

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6
Q

SBTs

Stereotypes

A

A standardized mental picture that one person or group of people hold about another person or group of people

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7
Q

SBTs

Prejudices

A

An adverse or unreasonable opinion or thought about a person or group without all the facts

Usually based on deeply held beliefs

A Pre-Judgement

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8
Q

SBTs

Social Biases

A

Occur when someone unfairly favors or prefers a person, culture group, or race over another

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9
Q

SBTs

Perception

A

What you experience and observe becomes your reality

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10
Q

SBTs

Perspectives

A

Your position on a particular subject

How you mentally view a situation

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11
Q

SBTs

Collusion

A

When people cooperate with others, knowingly or unknowingly, to reinforce bad behaviors

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12
Q

SBTs

Silence

A

The practice of neither supporting nor defending the rights of others to be fully included in the work place

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13
Q

SBTs

Denial

A

A passive approach that simply ignores any evidence of negative behavior

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14
Q

SBTs

Active Participation

A

Actions that overtly work to prevent the inclusion of others

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15
Q

SBTs

Discrimination

A

Treatment or consideration of making distinction in favor of or against a person or thing based on the group, class, or category a person belongs to rather than individual merit

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16
Q

Diversity Awareness

A

The ability to recognize and respond to the needs of various groups within an organization to improve working relationships, productivity, customer satisfaction and mission effectiveness

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17
Q

Social Sensitivity

A

One’s reception and responsiveness to the emotions, feelings, personality, temperaments, cultural differences, values and beliefs of those around them

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18
Q

Diversity-Supportive Org

A 
5 Characteristics 
1 Act Proactively 
2 Leadership-Driven
3 Encourages ownership of initiatives 
4 Think inclusively
5 Mainstream Diversity
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19
Q

Equal Opportunity

OE

A

Legal and regulatory mandates prohibiting discrimination based on race, color, sex, national origin, religion, age, disability for participating in the EEO process

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20
Q

Leading the FAIR way

A

Feedback
Assistance
Inclusion
Respect

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21
Q

Fair way

Feedback

A

Giving and receiving information on how to meet expectations

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22
Q

Fairway

Assistance

A

Helping workers so they can be mentally and physically present on the job

23
Q

Fairway

Inclusion

A

Making sure everyone has the opportunity to fully participate in the workplace

24
Q

Fairway

Respect

A

Being able to recognize each person’s unique value, contributions and potential to the organization

25
Q

Distributive category of negotiation

A

Resources are limited, a fixed set of resources. Know as value claiming

Single issue and considered win/lose

Conflict is inevitable competition guides the negotiation process

26
Q

Hardball tactics

A

Good cop/bad cop
High ball/low ball. Starts high then lowers
Exploding offer. Good for 24 hours. While supplies last
Lying Avoid the person
Intimidation/Aggrieve Behavior. Force you to comply
Nibble demands something extra at the end
Snow job overwhelms you too many details

27
Q

Integrative category

A

Win/win. Resources not fixed

Conflict is not inevitable

Mutually beneficial value creating

28
Q

Minimal Encouragements

A

Questions, comments, or sounds that do not interfere with the flow of conversation but let’s others know you are listening

Oh, When, Really

29
Q

Paraphrasing

A

Evidence that you were listening and understanding

Are you telling me —

30
Q

Emotion Labeling

A

First active listing skill used in a crisis situation

You tend to get into problem solving too early. Before you have heard everything

You sound. You seem. What I hear is

31
Q

Mirroring or Reflecting

A

Repeating the last word or phrase spoken in the form of a question

This asks for more input with out intemintating the speaker

Us full when you are at a loss for words

32
Q

Open-Ended questions

A

Helps the speaker start talking

Questions that can not be answered yes or no

Usually begin with. How, what, when, where and why

33
Q

“I” messages

A

Let’s speakers know how they are making you feel, why you feel that way and what hey can do to remedy he situation

34
Q

Effective Pauses

A

Silence is an extremely effective form of communication

Can be used to emphasis a point just before or after saying something important

35
Q

5 steps

1 Positions

A

Know your best possible outcome and then estimate what you think your counterparts position might be

What each of you might want

Focus on your and the others interstates

36
Q

5 steps

2 Interests

A

The reason behind your positions

Assess why you have that position

Ask what is most important to you and your counterpart

37
Q

5 steps

  1. BATNA
    Best alternative to a negotiated agreement
A

Valid by considering
1 Can you execute the BATNA without consent or participation of the other
2 Do you have the time and resources and are you willing and able to execute the BATNA
3 Does the counterpart see your BATNA as credible and believe you will execute it

If yes to all 3 than you have a valid BATNA

38
Q

5 steps

4 Brainstorming

A

Accomplished with the opposite negotiator

Work with counterpart to develop ideals that satisfy the interests you have developed

Developing good options is only possible after you have a discussion about both sides interests

39
Q

5 steps

5 Solution

A

The best idea from all those presented is selected by all negotiators

Options that meet the most important priorities for both sides

After options are agreed upon by all involved, a solution is finalized

40
Q

About Mediation

A

Mediator. Facilitates communications, promotes understanding, focuses on interests, seeks creative solutions

Disputants or Negotiators- 2 or more people or groups who have the disagreement

Stakeholders- outside negotiations who have a vested or personal interest in the process. Commanders, First Shirt, Supervisors, subordinates, Family, legal rep, unions

41
Q

Evaluative Mediation

A

Subject matter expert describes the issue, offers opinions to resolve

42
Q

Facilitative Mediation

A

Active third party

Enhances communication

Clarifies the issue reevaluates positions, and analysis interests

43
Q

Transformative Mediation

A

Focuses on empowerment

Enabling each to define their own issues and seek solutions on their own

44
Q

Narrative techniques

A

Deconstruct how each negotiator sees the conflict

Use open-ended questions and constructs alternative stories to achieve understanding and cooperation

45
Q

Impasse

A

Failure to make progress towards resolution

46
Q

Caucus

A

A confidential and private meeting between each of the disputants and the mediator

Behind the scenes perspective from each person

47
Q

Emotional Control

A

No outward reaction to an emotional display

Remain neutral and credible

48
Q

Reality Checking

A

Gets disputants to understand the weakness of their case, issue, or demands

Disputants have a very weak position, no claim for what they seek, no legal basis, unrealistic demands

49
Q

Fostering understanding of others views

A

Seeing the problem from the others point of view

50
Q

Stages of Mediation

A

1 mediator opening statement. Meet for first time. Establish structure
2 Disputants opening statement. Each explains from his point of view
3 joint discussion. Interaction focuses less on position and more on interests
4 Caucus. Private meeting for each
5 Closure. Usually a resolution or second session. Or referral to another mediator or other dispute resolution. Litigation, councilor, clergy

51
Q

NPSC

A

Negotiation Preference and style chart

52
Q

TIPO model

A

Trust, information, power and options model

53
Q

CNS

A

Cooperative negotiation strategy

Ncod Book 2 (8 decks)

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