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JKO Flashcards

1
Q

focus group

A

facilitated group of 5-8 people who are asked a series of questions that focus on a particular topic

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2
Q

what is a process

A

turns inputs into outputs

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3
Q

unfreezing stage

A

change management phase in which the leader creates an environment that provides a version of a better future and why the current state, condition, or behaviors need to be changed

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4
Q

refreezing stage

A

change management phase in which the leader institutionalizes “locks in” new behaviros and ways in which work is conducted through new polices and procedures?

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5
Q

task force

A

interdisciplinary group that is charged with study and and/or implementing change

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6
Q

user group

A

small group where peers discuss the change and work together to resolve issues win

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7
Q

6 methods to use when people are resistant to change

A

education/communication,
participation and involvement,
faciltiation and support,
negotiation and agreement,
manipulation and cooperation,
explicit/implicit coercision

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8
Q

8 steps for effective organizational change

A
  1. establish sense or urgency
  2. form a powerful guiding coalition
  3. create a vision
  4. communicate the vision
  5. empower others to act on your vision
  6. plan for/create short term wins
  7. consolidate improvements and produce mroe change
  8. insitutionalize new approaches
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9
Q

model of change

A

Lwein model of change: unfreeze, moving, refreezing

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10
Q

benchmarks

A

target performance marks

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11
Q

“moving” (stage 2) of the Lewin model

A

Lewin model of change
- sets milestones, objectives to give staff foreseeable and reachable goals

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12
Q

what should follow the implementation of change

A

implementation of change must be followed by an eval of what is working/not working

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13
Q

first step to overcome resistance to change

A

to educate staff on why the change is necessary

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14
Q

what is needed for ongoing process improvement

A

the organization needs to have an effective evaluation mechanism, measures, and tools

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15
Q

2 most important evaluation questions

A
  1. what is getting in the way of patient care/customer
  2. what can we do about it?
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16
Q

evaluation metrics

A

Outcomes: did the change reach its desired outcomes or target established duirng the planning process

time: did the change happen on time or require a course correction

cost: was it at/above/under budget

quality: impact on readiness and efficiency

customer service

learning/growth/professional develoment

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17
Q

Lessons learned/evaluation

A
  1. problem: problem statement, why the change was necesary
  2. action: implementation plan, what actually took place, reasons for departure from plans
  3. results/measure: measures used, outcomes of change, costs, unanticipated findings, impactson departments and other orgs (quality, readiness, staff lesson, AAR)
  4. AAR and followup: remaining actions, actins to reinformce/maintain outcomes
  5. lessons learned: barriers/resistance encuntered, how barriers are delt with, howt io improve change structure/mechanisms. if apropriate,how to improve function on the team…even before change
  6. POC; who wrote the AAR, other key indicators associated w/change
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18
Q

Nominal Group Technique

A

structured brainstorming to generate ideas/solutions
1. state the problem or issue
2. each team member silently thinks of solutions and writes them down
3. each member states one idea aloud
4. discusses each idea in turn
- the technique is very useful way to increase innovation and provide other benefits

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19
Q

what needs to be provided IOT support new ideas?

A

provide resources

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20
Q

how should innovation failures be treated

A

treat innovation failures as opportunities for learning

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21
Q

“The Fifth Discipline”

A

systems thinking
- helps you to see patterns of complex interrelationships

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22
Q

benefit of having a dialog

A

suspend your own assumptions, judgments, and self-interests so they can truly listen and understand the perspectives of others

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23
Q

“It’s not in the budget”

A

how can we make it make sense to get it or cut

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24
Q

“management won’t buy it”

A

what do we need to do to get their buy-in

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25
Q

“it’s not for us”

A

what about it is for us?

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26
Q

“i’ll get back to you”

A

what intrigues you about it right now?

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27
Q

unity of effort framework

A

improves ability to plan

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28
Q

4 key principles of unity of effort

A
  • common view of the mission
  • common understanding of the mission
  • coordination of effort
  • common measure of progress
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29
Q

what must you understand/respect IOT understand unity of effort?

A

to understand unity of effort, you must understand/respect that each government department/org has a different approach, culture, and degree of successes

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30
Q

consider based on the type of port a ship goes into

A
  • civilian port caption works for local gov
  • coast guard works for DOS
  • navy works for DOD
  • all must understand their role, mission, responsibilities
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31
Q

factors that lead to increased planning w/ other USG agencies/departments

A

scarce resources,
strategic guidance,
lessons learned,
national missions

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32
Q

framework

A

mechanism that lets government agencies visualize and preempt/resolve potential conflicts in their actions, activities, and resources IOT support a specific national strategy/policy

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33
Q

COTC

A

combatting transnational organizations

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34
Q

Strategy to Combat Transnational Organization Crime

A
  • applies all elements of national power to protect citizens/national security interests from 21st century transnationla crime
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35
Q

single unifying principle to organization (when it comes tot he strategy to combat transnational organized crime)

A

build/balance/integrate tools of American power to combat transnational org threats to national security and urge our foreign parties to do the

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36
Q

desired end state of the Strategy to Combat Transnational Organized Crime

A

decreased transnatinal organized crime from a national security threat to a managable public sarety problem in teh US and strategic regions around the world

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37
Q

problem of transnational organized crime

A

dire implications for public health and safety, democratic institutions, and economic stability aroudn the globe

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38
Q

problem of modern criminal networks

A

they are expanding and diversifying their activities

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39
Q

unity of effort as a cooperative concept

A

communication/coordination around USG agencies towards a common goal even though not under same command structure

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40
Q

BUD/S

A

Basic Underwater Demolition/SEAL training

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41
Q

most famous SEAL

A

Admiral McRaven
- 4 start
- Commander of the US Special Operations COmmand
- oversaw the Bin Laden raid
- Change the world get out of bed

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42
Q

3D Planning Guide

A

Diplomacy, Development, Defense

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43
Q

Stage 1 of the 3D Guide

A

3D: Diplomacy, Development, Defense
- start with higher level guidance and ID stakeholders

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44
Q

Stage 2 of the 3D Guide

A

3D: Diplomacy, Development, Defense
- develop the common objective
- identify operational environment
- identify categories of effort (LOE and elements of national power)

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45
Q

purpose of the Unity of Effort Framework

A
  • improve unity of effort
  • increase collaborative planning, synch the DOD with other agencies
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46
Q

what can interactions between agencies (within the Unity of Effort framework) highlight

A

interactions between organizations can highlight
- opportunities, threats, issues, stakeholder mission priorities

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47
Q

one explicit lesson from the last few decades of conflict

A

the absolute necessity and share information plan and operate in concern w/our interagency and ocused planning

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48
Q

origin story of the Unity of Framework

A
  • created when NORTHCOM realized they didn’t have a US ground framework they could refer to when making the Theatre Campaign Plan. U of E helped better determine where the responsibilities lie with respect to other interagency parties
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49
Q

QDR

A

Quadrennial Defense Review- legislatively mandated review of the DOD strategies and priorities
- q4yrs
- DOD writes with JCOS consult
- analyzes strategic objectives, potential military threats, and sets long-term course for the DOD

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50
Q

analyzes strategic objectives, potential military threats, and sets long-term course for DOD

A

QDR: Quadrennial Defense Review

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51
Q

strengthens planning

A

planning is strengthened by the conclusion of other agencies w/resulting plans reflecting a unity of USG efforts

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52
Q

first step to developing solutions or mitigation strategy

A

Identification
- all stakeholders should frame a problem/issue collectively

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53
Q

logical way to convey info to other stakeholders

A

framework: a logical way to convey information across to stakeholders to achieve common/national objectives
- coordinates complementary efforts

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54
Q

benefits of the Unity of Effort (framework)

A

framework
- coordinates complementary efforts
- identifies assumptions
- Decreases: redundancies, gaps, seams, shortfalls, duplicate efforts

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55
Q

Unity of effort framework DOES NOT…

A

equal US policy,
interfere w/official policies of individual agencies/departments
NOT a technological tool, planning replacement, crisis action/consequence management planning technique

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56
Q

4 attributes of the Unity of Effort framework

A

common understanding of the situationU,
common vision/goals/objectives,
coordination of effort to ensure continued coherency,
common measure of progress and ability to change course as needed

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57
Q

tool to help understand stakeholder views

A

Unity of Effort Framework
- multiple purpose planning aid to increase Unity of Effort framework by setting stage for stakeholder coordination, synch, visibility, and share of information

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58
Q

agreement between stakeholders

A

need to know the current perspective of the situation from each other,
agree on objectives and goals,
agencies should coordiante efforts so each other’s planing efforts ccan gain by the interaction for the good of the nation,
agencies need to measure their progress and be able to change COA in cause the results of their actions can’t move towards the desired end state

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59
Q

what should happen by the end of Stage 2 of the Unity of Effort framework

A

stakeholders should have a common view

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60
Q

trigger mechanisms on a UXO

A

pressure, light, electricity, thermal energy, sunlight, cautery

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61
Q

what happens if a UXO gets inside

A

evacuate all nonessential personnel to a safer locale and notify higher command
- if rotary to transfer UXO pt, coordinate with ground air crew to avoid static discharge triggering device,
if need to move patient, keep in teh same position there were found to prevent motion from triggering the device

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62
Q

okay to use with UXO patients

A
  • okay to use metal detector wand,
    ok to do plain film Xray for UXO don’t reorient pt to get it back b/c risk movement to detonate. not recommended US or CT
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63
Q

surgery on UXO patient

A

minimal electrocautyer, mechanical warmer, monitors, bp, infusion pumps,
use nonpowered saws/drills,
no combustible gases ewar pt
- only use necessary pressure. lay out all equpment to potentially eliminate OR tech and avoid using surg tech if possible. wear EOD bomb suit/help=met
- ANES should be away from pt but close enought o

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64
Q

how to remove EOD ordinance

A

remove in teh fastest way. may en-bloc resect or ambputate
- avoid twist/push forward, touch w/hands or surgical equp
- should be exposed to a degree that will allow removal ofthe object in the same orientation as in line with the body

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65
Q

steps if you find embedded UXO

A
  • minimal staff
  • decrease equipment that can trigger,
  • limit pt and pause if stable to get pt gear
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66
Q

most susceptible organ if you drown

A

brain b/c highly metqbolic

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67
Q

when is full neuro recover post drowning rate

A

if over 10min drowned at normal thermics and over 40 mn if hypothermia

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68
Q

osborne waves

A

extra deflection at the end of QRS

69
Q

SIPE

A

swimming induced p. edema
- physicially possible b/c fracturing pulmonary capillaries due to vascular stresses caused by high preload/afterload and vascular resistance due to central pooling of blood from the peripheral vasoC and diastolic disfunction
- SOB/coguh, hypoxemia
CXR= p. edema/infiltration that resolves. no pulmonary infection or water aspiration

70
Q

factor in many drownings

A

alcohol

71
Q

top 4 causes of drowning in SCUBA

A
  • loss of buoyancy control
  • entanglement
  • air supply exhaustion
  • medical conditoin like PE/SI, seizure, loq glucose
72
Q

inability to resist urge to breathe

A

breath hold break point

73
Q

what happens in cold water immersion

A

shock to the system leads to sudden gasp for air, high RR, vasoC, high HR leading to decreased strength/coordination, AMS, arrhythmias
- panic and reflexive gasp for air. inhale more water

74
Q

what to do if cold water immersion

A

get out of the water. wind removes less heat than water

75
Q

1-10-1-2 rule

A

control your breathing and you survive the first minute in cold water,
10 minutes for thoughtfully/carefully move before incapacitated by cold,
1hr until unresponsive b/c hypothermia
2hr before heart stops beating

76
Q

HELP

A

Heat Escape Lessening Posture
- knees to chest and cross arms

77
Q

how to get out when you fall through ice

A

hold onto edges of the ice,
kick feet to get horizontal, pull 3 slide/roll away. no standing

78
Q

propensity

A

natural tendency to do or favor something
- eg. lower fares = people more willing to drive farther to an airport

79
Q

The Influence of…

A

The Influence of Sea Power Upon History (1660-1783)
Alfred Thayer Mahn

80
Q

territorial water

A

12nm from coast

81
Q

conventionally used as the starting point for outer space

A

100km/62 miles above sea level
= Karman line
(outermost layer of Earth atmosphere “exosphere” extends 100km/6214 miles up)

82
Q

Some Principles of Maritime Strategy

A

by Sir Julian Corbett

83
Q

EEZ

A

exclusive economic sone
- 1982 UN Convention of the Law of the Sea
- a soverign state has exclusive rights regarding the exploration an use of maritime resources including energy productin from water/wind
- up to 200nm/370km out from the costal sea

84
Q

chokepoints

A

Hormuz
Malacca
Sudra
Lombok,
Red/Yellow/Okhostk Seas

85
Q

Peace of Westphalia

A

series of peace treaties to end the 30yrs War between Spain and Dutch/German
- defined the principles of sovereignty and equality
- Peace of Westphalia laid the foundation for modern Europe

86
Q

importance of understanding cyber use by other countries

A

identify cyber-capable adversaries,
cyber stresses/fractures social/political cohesion of US and competitors

87
Q

China’s “Great Firewall”

A

protected critical cyber infrastructure. monitores domestic opportunities, and control flow of information within their border

88
Q

power projection

A

capability to intimidate by means of force, threat of force, or actual

89
Q

what can adversaries use to undermine trust/data integrity

A

adversaries undermine trust/data integrity central to advanced societies
- financial, legal, technical

90
Q

aka shadow government

A

cryptocracy

91
Q

what is a shadow government

A

cryptocracy
- real/actual political power resides not only with publicly elected reps but with private behind the scenes

92
Q

how does the way politicians think differ from geopoliticians

A

political leaders have us think in terms of politics and options.
geopolitics teaches us to think in terms of constraints and limitations

93
Q

thinking of geopolitics

A

think in terms of constraints and limitations
- adapt to changing conditions in the security environment,
manage antagonism and impose costs,
punish aggression and rollback gains of aggressors,
impose change nd enforce outcomes. (induce desired changes tot he security environment that are favorable to the United States

94
Q

range of strategic goals suggests different level of engagement, commitment, and overall posture by the US

A

US could reactively manage security threats/HA/DR, and actively solve a security problem by impsoing a US preferred solution that focuses an adversary to secede to its will

95
Q

yr of the Budapest rising

A

1962

96
Q

4 military tasks Joint does against an army of competitors

A
  1. shapes/contains: helps US adapt/cope with ghanges in the international security
  2. deter/deny antagonist behavior or imposes costs on those taking aggressive actions
  3. disrupt/degrade: to punish aggressive action by an adversay or force an adversary to retreat from previous gains
  4. compel/destroy: impose desird chnages to the international security environment and subsequently enforce thos eoutcomes
97
Q

Range ofstrategic goals

A

adapt to changing conditions,
manage antagonism and impose costs,
punish aggression and rollback gains,
impose change and enforce outcomes

98
Q

enduring military tasks

A

shape/contain
deter/deny
disrupt/degrade
compel/destory

99
Q

contexts of futufre conflict

A

violent ideological competition,
threatneed US territory/soverignty
antagnoistic geoplitical balance,
disrupted global commons,
contest for cyberspace
shattered and reordered regimes

100
Q

change versus solve

A

US may need to manage or be compelled to cope w/security changes rather than comprehensively solve

101
Q

shape

A

to emply the joint force to influence the course of events or to mitigate the negative consequnces of competitor

102
Q

contain

A

to employ the joint force to check the spread of adverary influence and control or hault negative consequences of state failure

103
Q

US and violent political action

A

US is neither interested in nor capable of resisting, countering, or stoppign all violent political actors in teh world but does contain/shape to prevent larger international problems

104
Q

global influence

A

understand/blunt adversary use of ideas, image,s and violence to manipulate US and its allies

105
Q

A2AD

A

anti-access/area denial
- military strategy to control access to and within an OE

area denial: actions and capabilities (of a shorter range) designed to limit an opposiing force’s freedom of action within an operational areas

A2: movement to a theatre
AD: movement iwthin a theater
* typically a strategy used by a weaker opponent to defend agaisnt an opponent of superior skill. but stronger can also use it

106
Q

G-RAMM

A

guided rocket, artillery, missile, mortar

106
Q

manage antagonism & impose costs

A

deter/deny: joint force prevents/disorgernized already seized

106
Q

extended deterrence:

A

to assure allies and parties and to raise the costs to adveraries who threaten critical national interests

106
Q

key cyber projects

A

crate DOD cyber umbrella and cyber border control
- more comprehensive intel sharing,
national-level cyber exercises,
develop hardened networks,
reinforce coordination w/domestic law enforcement

107
Q

handle state sponsored proxies

A

must forcibly disconnect these groups from their source of support

107
Q

punish aggressors and rollback gaqins

A

disrupt: interrupt/impede progress of adversary initiatives (retake adversary objectives)

degradeL decrease quality/value of the capabilities and possessions of teh adversary

108
Q

what do we need to intradict

A

sea, air, space, and electromagnetic spectrum

108
Q

offensive cyber ops

A

offensive cyber ops will impose costs on adversaries by ID/exploiting their cyber vulnerabilities (targeted cyber denial)
and
specifically strike critical cyber infrastructure

109
Q

impose change and enforce outcomes

A

compel and destroyq

110
Q

importance of knowing about fissionable material

A

ops to prevent adversaries from seizing/using fissionalble materials, warheads, and CBRn

111
Q

damage critical assets

A

launch facilities
economic/financial hubs
ports/naval vessels
satellites…especially places to navigate them
land based aerial strike assets
biometric capabilities
big data pattern recognition
persistent ISR to support separation fo combatants from noncombatants

112
Q

principle of human productivity

A

it is easier to destroy than create
(set hours/weeks setting up dominos…fall in seconds. things burn…)

113
Q

what is the power to hurt…

A

power to hurt is a bargaining power
(blackmail, extortion, kidnapping, boycott, strike, lockout, coerce votes, control bureacracy, corporal punishment, self inflicted shame/guilt, threatened law suits…)
* this is the basis for discipline, civilian/mil and to exeert obedience

114
Q

bargaining power at the national level

A

power to hurt is a bargaining power…
power to hurt is a bargainign power of diplomacy (but less civilized/uglier)
deter, deny, retalliate, reprisal, terrorism, war, armistice, nuclear blackmail, regulate armament, reciproprical prision rtreaters, sururender

115
Q

wrote “Pelponnesian War”

A

Thucydidies

116
Q

controversial bombing of Gaul

A

1964

117
Q

controversial bombing of N. Vietnam

A

1965

118
Q

writing by Caesar

A

Conquest of Gaul

119
Q

pretentious

A

attempting to impress by affecting greater importance, talent, culture…than actually possessed

120
Q

what is important to understand the interplay of when looking at international/strategic studies

A

interplay of motives and the role of communications, understanding, compromise, and restraint

121
Q

what does each party in diplomacy control

A

in diplomacy, each party somewhat controls what the other wants
0 somethings a country can keep by sheer strength, skill, ingenuity
*
but, if enough strength (based on what they have( they can forcibly repel, expel, permeate, occupy, seize, exterminate, disarm, disable, confirm/deny access directly frustrate intrustion, and attack

122
Q

what is the most impressive attributes of a military force

A

the power to hurt. the military can protect ro destory things of vlaue

123
Q

international/gov, military power to hurt

A

hurting, unlike forcible seizure and self-defense, isnt’ unconcerned w/interest of others. measured in the suffering it will cause and the motivation of the victims to avoid it

124
Q

contrast brute force and coercision

A

to be coercive, violence has to be inflicted
- taking what you want versus someone giving it to you
- fear and actual fear of assult
- actions and threats

125
Q

when does brute force succeed

A

brute force succeeds when it is used byt power to hurt is more powerful when it is used in reserved

126
Q

to exploit

A

to exploit (power to hurt as bargaining power), you need to know what the adversary treasures, what scares them, what behavior leads to violence inflicted
- victim has to know what is wanted and be assured of what is not wanted

pain/suffering has to appear contingent on his behavior - not threats but asurance of failure to comply will lead to avoidance of pain/loss/death if compliance

127
Q

what does coercion require

A

coercion requires finding a bargain
- arrange to show doing what they want is better off
1. object is to keep criminals out of mischief by confinement - success - how many we pout behind bar
IS
goal to threaten privation success is how few go behind bards and how well the potential criminals understand the consequences

128
Q

strategy of Mongol Gengis Khan

A

vanquished can bever be friends of the victors

129
Q

purest form of hostages representing the power to hurt

A

hostages represent the power to hurt in its purest form. live captives can be more powerful than dead ones. that’s why some choose that route

130
Q

importance about today’s weapons…

A

for the first time in hx, man has enough military power to eliminate his species on teh wearth with weapons agaisnt there is no conceivable diefense

131
Q

limited war

A

belligents do not expend all resources at their disposal.
- may want to conserve or preserve those for other pourposes

132
Q

epoch

A

instant in time chosen as the origin of a particular calendera eara
- period of time in hx/person’s life. typically marked by notable events

133
Q

what is no longer a prerequisite for hurting hte nemy

A

“victory is no longer a prerequisite for hurting the enemy”

134
Q

Secretary McNamara quote about computer/pencil

A

“a computer does not substitute for judgement any more than a pencil substitutes for literacy. but writing w/o a pencil is of no particualr advantage”

135
Q

DOD during Vietnam War

A

McNamara

136
Q

key architect of the Vietnam War

A

Secretary McNamara…longest serving DOD

137
Q

“No Cities” speech

A

Secretary McNamara

138
Q

speeches by Secretary Robert McNamara

A

Mutual Defense
No Cities

139
Q

what does McNamara say you might have to do to engage in evil

A

“in order to do good, you may have to engage in evil”

140
Q

Secretary Mcnamara quote about rational individuals

A

“I want to say and this is very important. at the end we lucked out. It was luck that prevented nuclear war. Rational individuals: Kennedy was rational, Khuruschev eas rational. Castro was rational. Rational individuals came that close to total destruction of their soceities. And that danger exists today”

141
Q

Secreatary McNamara quote about questions

A

“never answer the equestion that is asked of you. Answer the question that you wish had been asked of you”

142
Q

“we see what we want to believe”

A

confirmation bias
- seek favor interpret recall information in a way that confirms their preexisting beliefs

143
Q

impact of nukes

A

changes…speed, and control of events, sequence of events, relationship of victor to vanquished, relationship of homeland to fighting front, finality of event, early surrender…
- efficiency of nukes makes ideal for starting war b/c suddenly eliminate ability to fight back

144
Q

what are military forces commonly expected to do

A

military forces are commonly expected to defend their homeland and even die “gloriously” in fitile efforts at defense

145
Q

what is the essence of a crisis

A

unpredictability

146
Q

brinksmanship

A

manipulating the shared risk fo war
- exploit the danger that someone may go over the edge
“chicken” = drive 2 cars at each other. who will sewerve first?

147
Q

how a major war can start in presence of uncertainty

A

error
inadventure
miscalculate enemy intent/enemy reaction
random event/false alarm
steps taken w/o knowledge of steps on the other side

148
Q

when can you find out someone’s level of commitment

A

a gov never knows just how committed it is to an action until it has its commitments challenged

149
Q

Zeno’s tortise

A

motion is impossible. you have to travel an infinite amout of steps. befoer you get to each halfway point, you have to get to the halfway point.
the destination is never reached

150
Q

The Heart of Darkness

A

Joseoph conrad

151
Q

communicating effectively

A

projecting intentions

152
Q

when do we get very little credit

A

we get very little credit for having everything under control

153
Q

things that happened to KHruschev

A

Khruschev. disney kitchen display.
shoe banging at UN

154
Q

purveyor

A

one who provides/supplies/sells things

155
Q

impetuous

A

acting/done quickly wand without thought or care

156
Q

response mil has to a provocatin

A

proportionality

157
Q

know when sending troops

A

know where you are sending your best troops

158
Q

telling a kid to not go into water…

A

tell a kid not to go into water and they’ll sit on bank and submerge bare feed
- not get into the water. wading in water. testing you. pretty soon, you are telling him to not swim out of sight and you’ll wonder where his discipline went

159
Q

transgression

A

act that goes against a law, rule, or code of conduct

160
Q

goes against laws/rule/code of conduct

A

transgression

161
Q

action/remark that causes outrage or offense

A

afferont

162
Q

impact of a blockade

A

no one dies from an initial blockade actions…comparative prassively. steady cumultative pressure.

163
Q

threat that compel versus deter

A

threats that compels rather than deters often requires punihsments be administered UNTIL the act not IF

164
Q

deterrence

A

sets the stage. the overert act is up to the opponent. indefinite in timing b/c oponent chooses when. the aggressor will wait…preferable forever. compellence has to be definite. we move,you have to get out of the way

Notebooks (13 decks)

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