Mod 2

Question 1

how do the virtues relate to core values

Answer 1

virtues explain desired behaviors and characteristics that help define the abstract concept of the core values.

Question 2

Integrity First: HACH

Answer 2

Virtues of Integrity First: Honesty, Courage, Accountability, Humility

Question 3

Virtues of Service Before Self: LDR

Answer 3

Duty, Loyalty, Respect

Question 4

Virtues of Service before Self: TDM

Answer 4

Mission, Discipline, Teamwork

Question 5

Character – ABU

Answer 5

Act with integrity, Be accountable, Uphold the standards (ethical standards, honor obligation)

Question 6

Connection – FEEG

Answer 6

Foster environment, Engage with everyone, Encourage, Give help (common purpose, stronger together, inclusivity)

Question 7

Commitment – See WAFLE

Answer 7

Seek and offer feedback, Work to be better, Audacious goals, Learn, Embrace (mastery of selves, learn and grow)

Question 8

Courage – RIBS

Answer 8

Risks, Innovate, Be steadfast, Share thoughts and ideas (smart risks)

Question 9

summarize the five basic styles of followership. spells E.A.S.Y. & survivors in the middle

Answer 9

Question 10

Sheep Followers

Answer 10

Passive & Uncritical. Simply complies w/ orders. Lacks initiative. Needs to be told what to do and how to do it. (Needs to be told to take out trash even though the know its full)

Question 11

Yes PPL Followers

Answer 11

Active & Uncritical. Dependent on leadership direction. May take initiative on orders but won’t question them. Dangerous if orders contradict standards

Question 12

Survivor Followers

Answer 12

Displays qualities of each type of follower. Rarely committed. Does just enough to get by. Seek to minimize interpersonal & intellectual risk. (Don’t like to rock the boat)

Question 13

Alienated Followers

Answer 13

Passive & Critical. Independent. Capable of high performance. Focus & actions based upon negative experiences. Criticizes but rarely offers constructive input.

Question 14

Effective Followers

Answer 14

Active & Critical. Independent. Intent on high performance. Proactive. Reflects on goals of the organization. Not hesitant to bring concerns to leader

Question 15

Explain the correlation between followership and leadership.

Answer 15

Without effective followership, a leader will fail to be effective.

Question 16

Manual for Courts-Martial (MCM)

Answer 16

Full force & effect of law. “Operators Manual f/ how to use UCMJ”
- Binding on all personnel subject to the UCMJ (includes non judicial punishment (NJP))
- Implemented by Executive order

Question 16

Uniform Code of Military Justice (UCMJ)

Answer 16

Part of US Code. Modified and consolidated Articles of War, Articles for the Government of the Navy, Disciplinary Laws of the Coast Guard. “Uniform set of standards.”
- Contains the Punitive Articles (77-134)
- Extends jurisdiction outside the US

Question 17

Why do we need a military justice system?

Answer 17

Crimes Unique to the Military – Many different Articles
Discipline – Critical to effective military operations. Promotes justices and maintains good order and discipline.
Worldwide Operations – our unique mission & mobility requires a law we can take to foreign lands.

Question 18

Service Members Rights IRT UCMJ?

Answer 18

• Involuntary Self-Incrimination – you have the right to stop questioning at any time. If suspected of a crime, you have to be informed of the nature of the offense. If you do say something after being advised of your rights it can be used against you.
• Right to Counsel – ADC can be appointed f/ you free of charge; you can pay for civ defense.
• Search & Seizure – CC has authority to search or conduct wellness checks. Warrants required for search & seizure of personal property outside of CC authority. Call legal if you find something suspicious during a CC wellness check. He talked about this one a lot.

Question 19

Preventative Discipline

Answer 19

action taken to encourage members to follow standards & regs to prevent infraction

Question 20

Administrative Action

Answer 20

action subsequent to rule infraction. Seeks to discourage further infractions and to ensure further acts comply w/ standards.

Question 21

Administrative Tools

Answer 21

LOC, LOA, LOR, UIF, Control Roster

Question 22

Punitive Action: NJP

Answer 22

o NJP = Article 15; ONLY commander can punish, someone w/G series order. He talked a lot about NJP/Article 15; he did not talk a lot about Judicial punishments other than you go to court for those.
 For minor offenses, imposed by CC. Punishment depends on rank of offender and CC. Reduction in pay, rank, additional duties possible with Article 15.
 Member may request trial by Court-Martial instead of Article 15
 Does not constitute a criminal conviction. Acceptance of forum, no an admission of guilt.

Question 23

Punitive Action: Judicial Punishment

Answer 23

 Summary Court-Martial
* Tries minor offenses. Enlisted only, usually junior enlisted. One officer as judge. Limited punishments. Won’t follow you outside military.
 Special Court-Martial
* Intermediate offenses. Mil judge w/3 members minimum. Limited punishments.
 General Court-Martial
* Most serious offenses. Mil judge w/8 members. Max punishment. Can only get a dishonorable discharge in a General Court Martial.

Question 24

Staff Judge Advocate (SJA)

Answer 24

CC’s legal staff who represents the AF and Space Force in all legal matters

Question 25

Area Defense Council (ADC)

Answer 25

Represents personnel accused of wrongdoing. (Defends the Airman)

Question 26

Special Victims Council (SVC)

Answer 26

Advises victims of alleged sexual assault on their rights & represents them in certain matters during courts-martial. Is not a lawyer in court either prosecuting or defending, SVC provides resources to the victim.

Question 27

Professional Relationship

Answer 27

relationships that reflect USAF standards of conduct & core values.
- Enhance morale, unit cohesion, good order & discipline & improve then operational environment.
- Preserve proper respect for authority & focus on the mission

Question 28

Unprofessional Relationship

Answer 28

Pursued on or off duty, Detracts from the authority of superiors. Results, appears or shows favoritism, misuse of office or position, or the abandonment of organization goals f/personal interests.
- Can exist b/w officers, enlisted, O & E members, Mil and Civ, Mil and Contractors
- Can occur across all branches of service

Question 29

Professional Relationship Policy

Answer 29

Do not date, have close friendships, live with, vacation with, or have consist off-duty interests on a recurring basis with those within your supervisory chain of command (supervisors, CC, officers w/ enlisted or vice versa, etc)

Question 30

General Prohibitations, Professional Relationships

Answer 30

• Soliciation – Senior mbrs shall not solicit sales to junior mbrs.
• Social media – maintain appropriate, professional standards.
• Family members – all mbrs expected to respect customs & courtesies while on-duty.

Question 31

Specific Prohibitations, Professional Relationships

Answer 31

• Officers Will Not:
  o Gamble w/enlisted, lend money to or borrow money from, share living accommodations, engage in business enterprises, solicit sales, engage in sexual relations with or date enlisted members.
• Fraternization – UPR b/w officer & enlisted which violates the customary bounds of acceptable behavior & prejudices good order & discipline, discredits the armed services or operates to the personal disgrace or dishonor of the officer involved. (Article 134)
  o An officer married to enlisted is not itself fraternization. Members are expected to respect all customs & courtesies when on-duty or in uniform.
  o Pre-existing relationships with enlisted members are permitted.

Question 32

Effects of Unprofessional Relationships

Answer 32

• Comprimising the chain of command.
• Resulted in the appearance of partiality.
• Undermined: Good order, Discipline, Authority, Morale, Mission accomplishment

Question 33

Describe Importance of Establishing Expectations

Answer 33

o To identify objectives/goals
o To provide a road map for achieving objectives/goals
o To provide the linkage to standards and unit mission

Question 34

Guidelines of Establishing Expectations

Answer 34

1. Understand the importance of expectations
2. Know when & where expectations are needed
3. Expectations must be clearly communicated & understood
4. Help your subordinates make the connection.
5. Seek buy-in
6. Plan to track activities within each task

Question 35

Define Problem Solving

Answer 35

Purposeful act of observing a problem & then deciding to solve it, after considering solutions & deciding upon one.
- Used in every facet of a person’s professional and personal life
- With every action taken there will be reactions; commonly referred to as 2nd & 3rd order effects
- Problems will have more than one plausible solution

Question 36

OODA Loop

Answer 36

fast method, used for time sensitive, fast problems
- Observe: Current Situation/Facts/Known/Unknown
- Orient: Understand your situation/Set goals
- Decide: Select a course of action
- Act: Put your plan into action

Question 37

8 Step Practical Problem Solving Method (PPSM)

Answer 37

more long-term method, used for long term problems
1. Clarify & Validate the Problem (what’s the problem)
2. Break Down Problems & ID Performance Gaps (where are we falling short)
3. Set Improvement Targets (what do you want the end result to look like)
4. Determine Root Causes (5 whys, get to root cause of problem)
5. Develop Countermeasures (what are you going to do about the problem)
6. See Countermeasures Through (do the thing to fix the problem)
7. Confirm Results and Process (what happened as a result to trying to fix the problem)
8. Standardize Successful Processes (write it down if it worked)