Leadership

Question 1

“The Honest Truth about Dishonesty”
(7 factors that increase the likelihood of dishonesty”)

Answer 1

book.
These factors increase the likelihood of dishonesty (The Slippery Slope):
- The ability to rationalize
- A conflict of interest
- Creative reasoning
- A single dishonest act
- Watching others behave dishonestly
- Others benefiting from our dishonesty
- Being depleted (fatigued, stressed, or etc)

Question 2

VOW program

Answer 2

Veterans opportunity to work home

Question 3

USMAP

Answer 3

US Milityary Apprenticeship PRogram

Question 4

C-Way

Answer 4

Career Wayponts. designed fas a long-term formce management tool balance manning across rates, ratings, AC, FTS, reserve

Question 5

FTS

Answer 5

full-time support

Question 6

PACT program

Answer 6

profeessional career apprenticeship track

Question 7

PMK-EE

Answer 7

professional military knowledge eligibility exam

Question 8

NFAAS

Answer 8

navy family accountability and assessment system

Question 9

FCPOA

Answer 9

first class petty officer association

Question 10

MEPS

Answer 10

military entrance procession stations. 65 in the US and puerto rico

Question 11

4 domains tested on ASVAB

Answer 11

general science, arthimetric reasoning, work knowledge, paragraph comprehsension, matk knowledge, electgronics information, auto information, shop information, mechanical comprehension, assembling objects

Question 12

900 divisions

Answer 12

Band/Blujecket Choir/Drill team “Triple Threat”
carry state flags “sticks”
ship staff/honor guard “body snatchers/guards”
***they are boot camp members with special skills who volunteer upon arrival to assist at graduation”

Question 13

800 division

Answer 13

hese 800 divisions are comprised of SEAL, SWCC, EOD, Navy Diver, and Air Rescue candidates. The purpose of these divisions is to hold candidates to a higher physical standard and to begin grooming them for the tough training they are soon to endure.

Question 14

SWCC

Answer 14

special warfare combatant-craft crewman
-mans and operates small craft for the SEALS
“motto: on time, on target, never quit”
nickname “The Boat Teams”

Question 15

Radical candor

Answer 15

Radical Candor® is what happens when you show someone that you Care Personally while you Challenge Directly, without being aggressive or insincere. Radical Candor really just means saying what you think while also giving a damn about the person you’re saying it to.

Question 16

what does it mean to care personally

Answer 16

It’s about giving a damn, sharing more than just your work self, and encouraging everyone who reports to you to do the same. It’s not enough to care only about people’s ability to perform a job. To have a good relationship, you have to care about each of the people who work for you as human beings.

The first step to Caring Personally is deciding that your job is to enable the success of your team. It means you put their needs first, above yours. Caring Personally, more than anything else, is about listening to people. Of course, listen to their hopes, their fears, their dreams, but also listen to their ideas for improving the team, the work, the environment. All the answers are there from your team; you just have to ask.

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Question 17

what does it mean to challenge directly

Answer 17

This involves telling people when their work isn’t good enough — and when it is; when they are not going to get that new role they wanted, or when you’re going to hire a new boss instead of promoting them; when the results don’t justify further investment in what they’re working on. Delivering hard feedback, making tough calls about who does what on a team, and holding a high bar for results — isn’t that the job of any manager?

But most people struggle with doing these things. Challenging people generally pisses them off, and that doesn’t seem like a good way to build a relationship or to show that you Care Personally. And yet challenging people is often the best way to show them that you care when you’re the boss.

Question 18

what is the goal of radical candor

Answer 18

When you create a culture of guidance, you create a team that embodies the Radical Candor ethos of Caring Personally and Challenging Directly. This builds trust and opens the door for the kind of communication that helps you achieve results collaboratively that you could never achieve individually.

When people enjoy their work and their colleagues more, you get better result

Question 19

is radical candor the same thing as brutal honesty

Answer 19

No! There is a world of difference between Radical Candor and brutal honesty, or as we call it, Obnoxious Aggression.

Question 20

what is obnoxious aggression

Answer 20

Obnoxious Aggression® is what happens when you challenge someone directly, but don’t care about them personally. It’s being clear, but not kind; praise that doesn’t feel sincere or criticism that isn’t delivered kindly. Obnoxious Aggression is also called “brutal honesty” or “front stabbing.”

Unfortunately, some confuse Radical Candor with Obnoxious Aggression — for example, in HBO’s Silicon Valley. And Dilbert, who mistakes Radical Candor for Obnoxious Aggression.

“Radical Candor is not a license to be gratuitously harsh or to ‘front-stab.’ It’s not Radical Candor just because you begin with the words, ‘Let me be radically candid with you.’ If you follow that phrase with words like, ‘You are a liar and I don’t trust you,’ you’ve just acted like a garden-variety jerk. It’s not Radical Candor if you don’t show that you Care Personally.” — Kim Scott

Question 21

what is runious empathy

Answer 21

Ruinous Empathy™ is “nice” but ultimately unhelpful or even damaging. It’s what happens when you care about someone personally, but fail to challenge them directly. It’s praise that isn’t specific enough to help the person understand what was good, or criticism that is sugar-coated and unclear.

Ruinous Empathy is seeing somebody with their fly down, but, not wanting to embarrass them, saying nothing, with the result that 15 more people see them with their fly down — more embarrassing for them. So, not so “nice” after all.

Question 22

what is manipulative incencerity

Answer 22

Manipulative Insincerity® is what happens when you neither Care Personally nor Challenge Directly. It’s praise that is non-specific and insincere or criticism that is neither clear nor kind. It’s the kind of backstabbing, political, passive-aggressive behavior that might be fun to tell stories about but makes for a toxic workplace, ruining relationships and ruining work.

People give praise and criticism that is manipulatively insincere when they are too focused on being liked or they think they can gain some sort of political advantage by being fake, or when they are too tired to care or argue anymore.

Question 23

“Radical Candor”

Answer 23

“Radical Candor: Caring personally while challenging directly”
-by Kim Scott
- moves you from C2 culture to one of collaboration
-feedback that is kind, clear, specific, and sincere

Question 24

how long was the Covid19 Roosevelt carrier in Guam

Answer 24

67 days pierside.
70 days without flight ops

Question 25

who directed the firing of CO Crozier

Answer 25

acting SECNAV MOdley told the RADM Baker of CSG9 to fire Crozier

Question 26

who let the general public know about the CO Crozier letter

Answer 26

San Franscisco Chronical published the letter. SMO emails 160 people.
SECNAV Modley visited the crew and did at 15 min long 1MC speech 4 days after the firing

Question 27

how did Covid get onto the Roosevelt aircraft carrier?

Answer 27

port call to Vietnam. but no significant red flag Covid outbreaks on the TR or Vietnam

Question 28

when did the NAVADMIN require social distancing in Navy

Answer 28

12 MAR

Question 29

how many Covid cases were in Guam prior to the TR visit?

Answer 29

12 MAR: NAVADMIN released requiring social distancing in the Navy AND guam also declared a state of emergency
-on 17 March, there were 12 confirmed cases on Guam. 25 MAR confirmed sailors

Question 30

how many on the Roosevelt got Covid

Answer 30

A total of 1,248 crew members were infected, with 1 death resulting.
26% crew

Question 31

Why did Capt Crozier send the letter?

Answer 31

“did not feel the response was moving fast enough”

Question 32

Roosevelt medical team’s letter

Answer 32

Four medical staff members draft a letter which the SMO signs and sends to the Surgeon General of the
Navy, copying the CPF and C7F Surgeons. The email does not outline specific requests, but it asserts
they could have up to 50 deaths onboard and it indicates an intent to send the letter to the public.
In subsequent statements, TR XO indicated he told the medical team not to send the email because the
CO had been addressing the issue and because the email was “unprofessional” and “combative”. TR CO
also indicated he had asked the team not to send it, “I can’t tell you not to send it if you have a moral
imperative – but ask you not to send it. I think my letter will address your concerns”.
Shortly, after sending the email, the SMO forwards it to over 160 additional medical community
members, all outside the TR operational or administrative commands.
At 0911, a reporter from the San Francisco Chronicle contacts the Navy, stating he has obtained a copy
of TR CO’s letter (without the email). An article is published later that day.

Question 33

primary problem for initiating COvid response

Answer 33

steep learning curve

Question 34

time zone of Guam

Answer 34

Chamoro STandard Time

Question 35

berthing issue for TR once they arrived in Guam

Answer 35

the TR staff insisted on fullly CDC compliant quarantine quarters
everyone else said the available off-ship berthing was not aggtressively used b/c of TR leadership insistence. althout the off-ship berthing wasn’t perfect, it was vastly improved ability to socially distance|

Question 36

what did the Covid Investigation into the TR say about the berthing issue aboard the ship

Answer 36

After arrival in Guam, available off-ship berthing was not aggressively used, due
to the TR leadership insisting on fully CDC compliant quarantine quarters.
Although the off-ship makeshift berthing was not perfect, it provided vastly
improved ability to socially distance crewmembers. Miscommunication over
testing requirements also contributed to significant delays in egressing the crew,
initially. The TR and Commander, Carrier Strike Group Nine (CCSG-9)
leadership spent the majority of their efforts finding flaws with the Commander,
U.S. 7th Fleet (C7F) intended way ahead, while offering no practicable solutions
and neglecting to supervise and coordinate the crew’s egress to temporary offship quarantine facilities. Finally, due to an erroneous conclusion that the
shipboard quarantining efforts were causing more Sailors to be infected, the ship
ceased its quarantine efforts on March 29th, with over 4,000 Sailors still aboard.
This was done without consultation or notification to higher headquarters, and
apparently was not discovered by higher headquarters leadership until the
preliminary inquiry. The combination of these actions likely contributed to
increased spread of the infection to more TR Sailors

Question 37

initial problem the Covid investigation

Answer 37

During the transit of TR from Vietnam to its mission operating area, and then to
Guam, with 39 Sailors in quarantine, no significant additional precautions were
taken for the remainder of the crew until fifteen days after leaving Da Nang.
Sailors had reported to the Medical Department as early as three to four days
after leaving Da Nang, but the symptoms were not able to be correlated with
COVID-19, even with assistance from embarked Biological Defense Research
Directorate (BDRD) teams and their limited COVID-19 surveillance testing
capability. After the first Sailors began to test positive for COVID-19 on March
24th, few additional precautions were directed for those not isolated or
quarantined, despite the known potential for asymptomatic transmission.

Question 38

what did the Covid investigation say about Crozier’s letter

Answer 38

As to the former TR CO’s email and attached letter, he was present at C7F staff
meetings where discussions took place regarding the efforts in progress to
secure longer-term, CDC compliant quarters for his crew. He, therefore, knew or
should have known of the actions that were already underway up echelon, but
was dissatisfied with the interim quarters. Rather than lead his team to work with
the shore establishment to improve upon them, he elected to send his email and
attached letter. When it was later leaked to the media, it complicated the Navy’s
negotiation with the Government of Guam for use of hotel rooms in Guam. The
identity of the person leaking the email remains unknown.

Question 39

overarching issues the investigation into the Covid outbreak found

Answer 39

• leadership style differenes
• complexity of hte problem
• absence of lessons learned from which to draw
• communication breakwodn in Chain of C
• lack of clear and effective command element from strig group and down (led to biased groupthink, enotion, loss of perspective ast to the real risk,
• they said the CO’s email/letter changed nothing . all of hte actions requested were in play before he set the email
  -disregarded good order/discipline by jumpain chain of command with an urgent pleaq
• ther TR weas seemingly unaware of hte efforts being worked ontheir behalf by multiple entitie3s

Question 40

“Get Real, Get Better” USN program

Answer 40

a call to action for EVERY Navy leader to apply a set of Navy-proven leadership and problem solving best practices that empower our people to achieve exceptional performance

Question 41

What did CNO Gilday say about history and navy

Answer 41

“History shows the navy which adapts, learns, and improves the fastest gains an enduring warfighting advantage. The essential element is fostering an ecosystem-culture-that assesses, corrects, and nnovates better than the opporition”

Question 42

“Get Real” of the Get Real, Get Better campaing

Answer 42

every navy leader must
=self assess, be honest, humbe, and transport
-suport OTHERS in getting real
-know your actual capabilities and limitations
-challenge your beliefs using data, facts, and divese input
-embrace the red
-be curious and take pride in fixing problems
-we are not a zero defect Navy

Question 43

“Get Better” of the Get Real, Get Better campagn

Answer 43

-self correct
-continuously fix small prblems at the lowest level before they become larger issues
- apply Navy problem solving tools and best practices to shif from more activity to better outcomes
-find/fix root causes not just symptoms
-set clear accountability and work collaboratively
-fix/quickly elevate barriers. measure yourself on creating opportunities for your team to progress

Question 44

how to use a learning mindset in “Get Real, Get Better”

Answer 44

• bea a “learn it all” not “know it all”
  -be courageous and aim high even if fall short
  -build trust
  -honor/reward the value of each member of your team
  -recognize3 others who support you
  -experiment frequently to find the best solution
  |-adjust your blan based on learnintg

Question 45

US military massacre during Vietnam War

Answer 45

1968 My Lai in Vietnam.
3 hours/500 civilians massacred

Question 46

year of the prision atrocities

Answer 46

2004: Abu Ghraib in Iraq

Question 47

how can you be an ethical leader?

Answer 47

As to the former TR CO’s email and attached letter, he was present at C7F staff
meetings where discussions took place regarding the efforts in progress to
secure longer-term, CDC compliant quarters for his crew. He, therefore, knew or
should have known of the actions that were already underway up echelon, but
was dissatisfied with the interim quarters. Rather than lead his team to work with
the shore establishment to improve upon them, he elected to send his email and
attached letter. When it was later leaked to the media, it complicated the Navy’s
negotiation with the Government of Guam for use of hotel rooms in Guam. The
identity of the person leaking the email remains unknown.

Question 48

what do values indicate?

Answer 48

values indicate a relative worth or importance
-we value a quarter as more than a dime so a quarter has more vlaue

Question 49

4 common “right versus right” ethical dillemas

Answer 49

truth versus loyalty
individual versus community
short versus long term
justice versus mercy

Question 50

what is a good way to bring clarity to an ethical dillemia

Answer 50

define the problem

Question 51

when do ethical dillemas get difficult

Answer 51

not always between right & wrong
-sometimes between different shades or gray or even 2 rights

Question 52

difference when an ethical choice is between right and wrong

Answer 52

deciding what to do is more of an issue of moral courage to do what is right. if the choice is this clear, it should not pose a problem for a leader of character

Question 53

how are military leaders prepared to face tough decisions?

Answer 53

embrace Navy core values to govern personal actions,
devleop an understanding of regulations and orders,
learning from experience,
applying ethical reasoning

Question 54

first step in critically thinking through an ethical dilemma

Answer 54

define the problem . then analyze potential COA

Question 55

3 approaches to ethics based on teh EThical Triangle

Answer 55

Principles, COnsequences, VIrtues

Question 56

what does the “Principles’ point on teh ethical triangle mean

Answer 56

Act as if the maxim of your action was to beconme a universal law of nature
“What rules exist?”
“What is my moral obligation?”

Question 57

what does the “Consequences” point on the ethical triangle mean

Answer 57

Do what produces the greatest good for hte greatest number
WHo gives the best “bang for buck?”
Who wins and loses?

Question 58

what does “Virtues” on the EThical Triangle mean

Answer 58

golden rule: do others what you would have them do to you
what would mom think? WWJD
what if my actions show on the front page

Question 59

Immanual Kant & ethics

Answer 59

Principles, or rule-based ethics, has one primary philosopher
that rises as the strongest voice – Immanuel Kant. Principle-based ethics is defined in many
ways, but one general definition is that one should not act according to the consequences of an
action, but instead according to agreed-upon or settled values and principles.
17 Kant states that
“the moral worth of an action does not lie in the effect in which is expected from it or in any
principle of action which has to borrow its motive from this expected effect.”18 From this
emphasis on moral worth – regardless of the consequences of actions – Kant derives one
categorical imperative: “Act as if the maxim of your action was to become a universal law of
nature.” Morality is found in following rules that are absolute with no exceptions, come what
may – and by following this imperative, society and individuals will be better off.
19 Man knows,
in Kant’s view, what is right and moral and merely has to choose to do what is right – just as he
would have others do in the same situation.

Question 60

theory by Thomas Hobbes

Answer 60

social contract

Question 61

Thomas Hobbes & ethics

Answer 61

Thomas Hobbes’ social contract theory did not go as far as Kant in his philosophy of
following rules without exception, but is generally accepted as a principles or rules-based
approach. Hobbes’ view was that people have a common knowledge of natural laws – of the
principles that all should understand. His writings described the theory that there is a “natural
law” in which man’s nature is determined by the sum of all his experiences and abilities – yet as
a result of these experiences there is a common understanding of what is right and wrong.
Hobbes defines natural law , or a law of nature, as “a precept or general rule, found out by
reason, by which a man is forbidden to do what is destructive of his life or takes away of
preserving the same…”20 Because of this common understanding, written laws and agreements
in society should be based upon a rational self-interest to benefit all for a peaceful society.
Knowing these common laws, coupled with mutual trust in others, provides an incentive for all
to cooperate in a consistent, principled manner

Question 62

school of thought byu John Stuart Mill

Answer 62

The second general basis for ethics is consequences-based
ethics, or utilitarianism, which is closely aligned with the philosopher John Stuart Mill. Ethical
decisions determined under this basis are made on the likely con sequences or results of the
actions. “Decisions are judged by their consequences depending on the results to be maximized –
6
security, happiness, pleasure, dignity, and the like.”
21 The utility of an action, or how that action
produces happiness, is “the ultimate appeal on all ethical questions” that is “grounded on the
permanent interests of man” according to Mil

Question 63

Friedrich Niezsche & ethics

Answer 63

Friedrich Nietzsche may also be considered a utilitarian, but a flawed utilitarian – a
hedonistic, selfish utilitarian. Nietzsche provides perhaps the most disturbing theory of ethics –
not only because of its implications for society, but because of its apparent appeal to many.
Nietzsche did not believe that there is a universal definition of a “good man,” but instead each
man should be different with different traits.
26 Nietzsche defines “good” not in terms of a
person’s relationship with others, but rather in terms of the person’s relationship to himself. He
writes that ethical philosophers look for good in the wrong place: “the judgment ‘good’ does not
originate with those to whom the good has been done. Rather it was the ‘good’ themselves, that
is to say the noble, mighty, highly placed, and high-minded who decreed themselves and their
actions to be good…

Question 64

Georg W.F. Hegel & ethics

Answer 64

Hegel emphasized the
consequences of actions as a part of the actions themselves.24 He stated the principle “judge an
act by its consequences, and make them the standard of what is right and good,” which,
according to Hegel, provides the basis for law.
… by the theft of a bread a property is no doubt injured. Still, if the act was the means of
prolonging life, it would be wrong to consider it as ordinary theft. If the man whose life is
in danger were not allowed to preserve himself, he would be without rights; and since his
life is refused him, his whole freedom is denied to him also… Hence only the need of the
immediate present can justify a wrong act. Yet the act is justified, because the agent,
abstaining from it, would commit the highest wrong, namely, the total negation of his
realized freedom

Question 65

David Hume & ethics

Answer 65

ethical subjectivist.
right/wrong are relative to the attitude of each individual-morality iws a matter of sentiment rather than fact

Question 66

Aristotle & virtue

Answer 66

Aristotle emphasized virtue as desirable for society so that all may become good citizens
and law-abiding people. This human goodness is not goodness of body, but of the soul. Aristotle
describes virtues in two categories: intellectual and moral. For example, Wisdom and
Understanding are considered intellectual virtues, while Liberality and Temperance are moral
virtues. All of these virtues are gained through knowledge and application of the virtues – by
exercising and actually doing virtuous acts.

Question 67

Plato & virtue

Answer 67

8 According to Plato, men must be given the right instruction on what is good:
“… given the right instruction, it must grow to the full flower of excellence; but if a plant is
sown and reared in the wrong soil, it will develop every contrary defect.”29 Morality and virtue
are skills learned from others – not theoretical knowledge, but knowledge put into practice.
30

Question 68

Model w/ the steps fgor ethical decision-making

Answer 68

a model for ethical decision making. The steps in this approach are:
* Define the problem (ethical dilemma) in terms of right vs. right
* Consider alternative courses of action or action choices
* Test the courses of action against the “ethical triangle”
1. Principles-based ethics
2. Consequences-based ethics
3. Virtues-based ethics
* Consider additional alternative courses of action (such as ‘win-win’ possibilities
or no decision)
* Choose the course of action or action choice
* Implement the course of actio

Question 69

scenario used in many tests for moral development

Answer 69

A woman was near death from a unique kind of cancer. There is a drug that might save
her. The drug costs $4,000 per dosage. The sick woman’s husband, Heinz, went to
everyone he knew to borrow the money and tried every legal means, but he could only get
together about $2,000. He asked the doctor scientist who discovered the drug for a
discount or let him pay later. But the doctor scientist refused.
Should Heinz break into the laboratory to steal the drug for his wife?

Question 70

ethos

Answer 70

greek for “character”
-describe guiding beliefs or ideals that characterise a community/nation/ideology, and the balance between caution and passion
-greeks also uses this to refer to the power of music tyo inflence emtions, behaviors morals