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752 MDS > MOD2-3 > Flashcards

MOD2-3 Flashcards

1
Q

Virtue definition

A

Desired behaviors and characteristics that we must practice and demonstrate

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2
Q

Air Force Code of Values (3)

A

Integrity First
Service before Self
Excellence in All we Do

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3
Q

To be virtuous: consistent…

A

practice which results in habits that lay the foundation of professionalism and character

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4
Q

Purpose of Professionalism

A

To CONSISTENTLY hold to higher standard even w/o audience. Prevent live nukes being shipped, keep working when leg chopped off, et.

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5
Q

Integrity Breakdown

A

Honesty - only way to preserve trust
Courage - willing to take unpopular risk, admit mistakes
Accountability - transparency, seek feedback, take ownership
Humility - service w/ gratitude, absent arrogance, others before self to add value to communities

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6
Q

Service Before Self Breakdown

A

Duty - consistently making necessary sacrifice for mission
Loyalty - commitment to success for something bigger, helping each other
Respect - tx others w/ dignity, valuing individuals

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7
Q

Excellence in All We Do Breakdown

A

Mission - complex undertaking focus with operations, product, and resource excellence
Discipline - commitment to highest standards
Teamwork - recognize interdependency r/t mission to strive for organizational excellence

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8
Q

Space Force Guardian 4 C’s

A

Character, Connection, Commitment, Courage

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9
Q

Character

A

Act w/ Integrity
Be Accountable
Uphold standards

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10
Q

Connection

A

Foster environment
Engage everyone
Encourage
Give Help

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11
Q

Commitment

A

Seek/offer feedback
Work to be better
Audacious Goals
Learn
Embrace mastery of self

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12
Q

Courage

A

Risk
Innovate
Be Steadfast
Share thoughts and Ideas

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13
Q

5 Kinds of Followers & Codes +
Independent/Dependent, Passive/Active codes

A

IP Alienated Follower
IA Effective Follower
== Survivor
DP Sheep
DA Active Participant

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14
Q

Characteristics of an Effective Follower (relation w/ boss)

A
  1. Support, don’t undermine
  2. Disagree Privately - to prevent embarrassment
  3. Display Initiative - come up with solutions
  4. Accept responsibility when offered
  5. Tell the truth
  6. Anticipate questions - and give info to make decisions
  7. Know limitations
  8. Keep boss informed
  9. Selfless in Service - see something wrong fix it, NO glory
  10. Don’t forget family
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15
Q

Good followership vs. Good Leadership correlation

A

No different than good leaders, will fail without both.

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16
Q

Purpose for Military Justice System

A

Unique to Military
Promotes Discipline
Worldwide

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17
Q

Mil Justice: Service Member Rights (from what article + 3)

A

Article from UCMJ
Compulsory Self-Incrimination Prohibited (Article 31)
Right to Counsel - lawyer
Search & Seizure - they can w/o consent unless off-base private property (need warrant)

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18
Q

MilJustice: 3 means to maintain discipline

A

Preventative Discipline
Administrative Action
Punitive Actions

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19
Q

Preventative Discipline Definition

A

Positive endorsement of rule following in-line w/ Values/Code “Safety first vs. Don’t be Careless!”

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20
Q

Administrative NON-Punitive Discipline

A

Letter of Counseling, Admonishment, Reprimand
Unfavorable Information File
Control Roster
Officer Selection Board

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21
Q

Letter of Counseling

A

verbal counseling (for late, no shows, etc.)

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22
Q

Letter of Admonishment

A

↑ severity than LOC

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23
Q

Letter of Reprimand

A

Official censure, written according to DAFI 36-2907

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24
Q

Unfavorable Information File

A

Documented info concerning conduct

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25
Q

Control Roster

A

Lists of problem people who require attention (time sensitive goals). Cannot re-enlist, promote, PME, or PCS if on roster

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26
Q

Officer Selection Record

A

Documented data reviewed to a promotion record (lasts 10 years) - contains all preceeding (NJP, LOCAR) documents & court martials.

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27
Q

Punitive Discipline - Non-Judicial punishments

A

NJP Article 15 - for minor offenses imposed by CC, punishment r/t rank of offender (may request Court Martial Instead)

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28
Q

Punitive Discipline - Judicial Punishments (types of Court Martials)

A

Summary, Special, and General Court-Martial

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29
Q

Summary Court Martial

A

Enlisted only, minor offense, judged per 1 officer, limited punishments, doesn’t follow outside military

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30
Q

Special Court-Martial

A

Intermediate offenses, judged by 3 members minimum with limited punishments

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31
Q

General Court-Martial

A

Serious offenses, judged by 8 members minimum, MAX punishment (ONLY means of dishonorable discharge)

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32
Q

MilLaw: Special Units

A

Staff Judge Advocate
Area Defense Counsel
Victims Council

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33
Q

Staff Judge Advocate (SJA)

A

Legal staff who represents AF/SF in all legal matters

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34
Q

Area Defense Counsel (ADC)

A

Represents AF/SF personnel accused of wrongdoing

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35
Q

Victim’s Counsel (VC)

A

Advises victims of sexual assault their rights and represents them in certain matters during court-martials

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36
Q

UCMJ birth, name and, purpose

A

Uniform Code of Military Justice founded 05/05/1950 by Congress to modify/consolidate the Army Articles of War, Articles for the Government of the Navy, and Disciplinary Laws of the Coast Guard.

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37
Q

MCM birth, name and, purpose

A

Manual for Courts-Marshall, By Pres. S Truman in 1951, address military justice with evidence text, binding to personnel subject to the UCMJ. Implemented by Executive order.

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38
Q

UCMJ Punitive Article # Range

A

77-134

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39
Q

Professional Relationships definition

A

Good, preserve proper respect and authority, focus on the mission

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40
Q

Unprofessional relationships

A

Bad, detract authority, r/in favoritism, abandonment of goals, misuse of position, morale, can affect UNIT COHESIVENESS

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41
Q

Who can have Unprofessional Relationships? and where is allowed?

A

ANYONE.
ALLOWED NOWHERE (on/off duty)

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42
Q

Unprof relationships: PROHIBITED Officer actions (5)

A

Gamble w/ enlisted
Lend/borrow $$$
Engage in business with
Share living accommodations
Date/Sex
… enlisted people

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43
Q

Fraternization definition + 3 effects

A

Officer 2 Enlisted UPR
equates O to E
violates boundaries
dishonors the officer

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44
Q

Fraternization EXCEPTIONS (2)

A

Married, keep professional on-duty AND/OR
Pre-existing relationships

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45
Q

Fraternization 5 Elements

A
  1. Accused = Officer
  2. Accused fraternized
  3. Accused KNEW they were enlisted
  4. Accused violated customs
  5. Conduct was prejudicial (harmful)
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46
Q

Administrative Actions to UPRs
8 + 3 Maximum

A

Order to Cease
Counseling
Reprimand
Removal
Demotion
Loss of NCO Status
NEG performance report
Admin separations

Pay forfeit
Dismissal
2 Years Confinement

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47
Q

UPR Articles (3)

A

92 - Failure to Obey Lawful Order
E-E, Mil-Civ
133 - Conduct Unbecoming an Officer
O-O
134 -Fraternization
O-E

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48
Q

General Prohibition of Behaviors (3)

A

Solicitation - sale from juniors
Social Media - be professional
Family Members - be professional while on-duty

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49
Q

Problem Solving Definition

A

The purposeful act of observing a problem and then deciding to solve it, after considering solutions and deciding upon one.

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50
Q

OODA vs. PPSM Names and Purpose

A

Observe, Orient, Decide, Act = 4 Step (for short term problems)
Practice Problem, Solving Method = 8 Step (for long term problems)

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51
Q

PPSM Breakdown (8)

A
  1. Clarify/Validate
  2. ID Performance Gaps (break↓)
  3. Set Improvement Targets
  4. Determine Root Causes (not just s/s)
  5. Develop Counter-measures
  6. Execute Countermeasures
  7. Confirm Results and Progress
  8. Standardize Successful Processes
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52
Q

Establishing Expectations Importance to subordinates

A

Linkage to standards and unit mission

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53
Q

Expectations, Execution Loop

A

Observe, Identify Performance Gaps, Recalibrate/set new expectations, allow subordinates to work

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54
Q

How to communicate Expectations

A

simply, provide necessary details only

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55
Q

Subordinate role in Expectation

A

Outside of executing, can possibly find the connection of what’s missing with their experience

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56
Q

Expectations, seeking buy-in (3)

A

Reduce frustration
Foster agreement/commitment
Lead w/ ownership/pride to success

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57
Q

Expectations tracking as Leader (4)

A

Outline steps
Identify milestones
Track
Capture results

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58
Q

Statement vs. Argument

A

Statement = claim, assertion, conclusion, “purpose”
Argument = proposes a reason for a conclusion

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59
Q

Fact vs. Opinion

A

Fact = can be verified
Opinion - statement of belief, may be Obj/Subjective
Obj ex. it’s 100 degrees outside
Sub ex. it is very hot outside

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60
Q

Information Intake: Sponging vs. Sifting

A

Sponging - TAKE IT ALL (but overload, poor focus)
Sifting - enhances critical thinking skills but difficult, takes longer.

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61
Q

9 Intellectual Standards to Assess one’s thinking

A

Clarity = is the statement clear, understandable?
Accuracy - factually true to reality?
Precision - more details to refines info, “it’s hot today” vs specific #
Relevance - related to issue at hand? reduces info/distills complexity
Depth - addresses root causes, nuance, deeper layers of info
Breadth - addresses various interpretations, points of view, considerations
Logic - when combined is it mutually supporting? “make sense?”
Significant - which info is most important?
Fairness - avoiding personal interest, ego. justified assumptions

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62
Q

CritThinking - missing info to consider (4)

A

Source of facts?
Difference in key term definitions?
How does it look from a different viewpoint?
Counter-argument?

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63
Q

Source Credibility (6)

A

Reputation
Vested Interest
Corroboration
Expertise
Nature of the Claim
Credible Reasons

64
Q

Critical Thinking II - 7 Steps

A

Purpose - what’s my obj?
Question - is question right?
Information (Data/Evidence) - is it accurate, fair, clear? alt sources?
Concepts (Ideas) - what concepts am I relying on (hijacking r/t planes)
Assumptions - What beliefs/values are influencing me
Implications and Consequences - possible outcomes, impacts?
Inferences - what am I predicting?

65
Q

Types of Thinking (2)

A

System 1 - fast, unconscious, r/t pattern recognition
System 2 - slow deliberate, discerns new patterns

66
Q

Thinking Errors (6)

A

Wrong Question - or the right question, wrong way
Thinking too Quickly - wrong system
Stereotypes - snap System 1 thinking, oversimplifying
Cognitive Bias (2) - Halo effect, 1 trait defines entirety + Belief Perseverance , cog bias
Deflection - steers away from initial intent, ↓ focus discussion

67
Q

Organizational Sources of Conflict (2)

A

Communication and Structural Factors

68
Q

Aspects of Poor Communication (3)

A

Misinterpretation
Inaccuracy
Incomplete

69
Q

Conflict: Structural Breakdown (3)

A

↑ size = ↑ problems
Rewards - if unfair, biased
Resource Interdependence - vs. time, ppl, money

70
Q

Conflict: Personal Behavior Factors (3)

A

Values, Perception, Personality

71
Q

Military Negotiation Definition (4 key aspects)

A

Ongoing processes leveraging communication, critical thinking, trust building, for mutually beneficial options

72
Q

Negotiation Types (2)

A

Distributive - limited resources, ZERO sum gain, about position
Integrative - Ø resource management, seeks for solutions/protects relationship, about interests

73
Q

TIPO Model

A

Trust vs. Information vs. Options vs. Power, give/take from each

74
Q

Kilmann’s 5 Styles of Conflict Resolution - Assertiveness vs. Cooperativeness

A

↑A↓C Compete/Forcing
↑A↑C Collaborating
=A=C Compromising
↓A↓C Avoiding
↓A↑C Accommodating

75
Q

AFNC’s 5 Problem Solving Approaches -
People vs. Task

A

↓P↑T Insist
↑P↑T Cooperate
=P=T Settle
↓P↓T Evade
↑P↓T Comply

76
Q

Negotiation Barrier (4) & Tools to Overcome (5)

A

Biases
Emotions
Stereotypes
Attitudes

Active Listening
Self-Awareness
Critical Thinking
Creative Thinking
Communication Skills

77
Q

USAF Core Functions (5)

A

Air Superiority
Intelligence, Surveillance, & Reconnaissance (ISR)
Rapid Global Mobility
Global Strike
Command & Control

78
Q

USAF CF: Air Superiority

A

Freedom to/from attack
(essential precondition to successful milOps, to operate W/O threat of attack from enemy)

79
Q

USAF CF: Intelligence, Surveillance, & Reconnaissance

A

Ears/Eyes on adversaries
↑ situational awareness of battlespace, allows decision space for cmd elements
↓ uncertainty of adversaries & capabilities

80
Q

USAF CF: Global Mobility

A

Delivery on demand
Deployment, sustainment of equipment/personnel
In-flight refueling - unique USAF capability, vital/linchpin to power projection intercontinentally

81
Q

USAF CF: Global Strike

A

Any target, Any time
All targets @ risk for disabling/destroying (even from bases in US).

82
Q

USAF CF: Command & Control (C2)

A

Total flexibility in operations… right info → person → time.
Reliable comms & info networks
Allows joint teams to operate globally @ ↑ tempo/intensity

83
Q

USSF: Core Competencies (5)

A

Space Security
Combat Power Projection
Space Mobility and Logistics
Information Mobility
Space Domain Awareness

84
Q

USSF CC: Space Security

A

Safe & Secure access to space for civil, commercial, Intelligence Community (IC), & multinational partners
Helps assure partners that US military is positioned to monitor and protect their interests

85
Q

USSF CC: Combat Power Projection

A

Goal: Freedom of Action
Defensive Operations ensure US freedom of action in space
Offensive Operations deny adversary’s freedom of action in space

86
Q

USSF CC: Space Mobility and Logistics

A

Movement support of milEquipment/Personnel in/out of space
Dependent on ability to launch milEquipment into space & orbit safely, securely, and in a reliable manner

87
Q

USSF CC: Information Mobility

A

Timely, rapid, reliable collection & transportation of data to even the MOST remote areas of human activity

88
Q

USSF CC: Space Domain Awareness

A

Effective identification, characterization, & understanding of physical, network, and cognitive dimensions factors which could affect space operations.

89
Q

AFFORGEN Definition

A

AF’s sustainable capacity-driven model for presenting forces to Joint Force Commanders (JFCs) & to counter long-term strategic competition

90
Q

AFFORGEN Cycle (in order!)

A

Reset - reconnect, reconstitute, reintegrate
Prepare - build towards peak unit readiness
Ready - certifying events
Available to Commit - deployed & ready

91
Q

AFFORGEN role/importance of Readiness on mission accomplishment

A

Readiness focus is to develop & maintain warfighting skillsets r/in predictability & sustainability
Train, certify, & deploy as a team

92
Q

Types of Diversity (4)

A

Demographic
Cognitive/Behavioral
Organizational/Structural
Global Diversity

93
Q

Demographic Diversity (8)

A

Age
Gender
Race/Ethnicity
Geographic Origin

Family Status
Socioeconomic Status
Religion
Disability

94
Q

Cognitive/Behavioral Diversity (4)

A

Styles of…
Personality
Thinking
Learning
Work

95
Q

Organizational/Structural Diversity

A

Prior experience at a organization/institution that could effect team interactions

96
Q

Global Diversity (2)

A

Citizenship/Naturalization Status
Language(s) spoken

97
Q

Result of Good Diversity Management

A

↑ productive/creative units in completing a mission

98
Q

Managing organizational culture & climate (4)

A

Enable creativity & potential
Eradicate stereotypes & microaggressions

99
Q

How to leverage diversity to ↑ productivity (4)

A

Utilize motivations, interests, strengths, & weaknesses (r/in ↑ productivity)

100
Q

Countering Own Bias (3 Steps)

A

Acknowledge - admit own & that they are not reflective of reality
(Re)Calibrate - perceptions to be more accurate, transcend binary thinking, empathetic
Transform - ▲character and form engagement, set an example

101
Q

Full Range Leadership Types (3)

A

Transactional
Transformational
Laissez-Faire

102
Q

Laissez-Fair Leadership is…

A

the absence of leadership (DO NOT DO THIS 💀)

103
Q

Transactional Leadership

A

Day-to-day interactions/transactions for immediate results with incentives (CR, MBE-A/P)

104
Q

Transformational Leadership Subcategories (4)

A

Individual Consideration
Intellectual Stimulation
Inspirational Motivation
Idealized Influence

105
Q

How to apply Full Range Leadership?

A

No one style is “better”
Apply to different circumstance, can blend, utilize multiple approaches

Laissez-Faire is ABSENCE of leadership, AVOID IT.

106
Q

Teambuilding, Stages of Team Growth

A

Forming
Storming
Norming
Performing

107
Q

3 Characteristics of a High Performing Team

A

Trust
Communication
Cooperation

108
Q

Teambuilding: Forming (3)

A

When individual transitions from individual to member status:
Individuals determine/establish place &/or accept procedures/rules
Member’s explore acceptable group behaviors & boundaries

109
Q

Teambuilding: Storming (5)

A

Most difficult stage
Conflicts arise
Impatience r/t lack of progress
Arguing of team actions to take
May resist need for collaboration

110
Q

Teambuilding: Norming (4)

A

Reconciling competing loyalties/responsibilities
Setting norms/appropriate behavior
Establishing cohesiveness/commitment
Reduced conflict r/in ↑ cooperation

111
Q

Teambuilding: Performing (5)

A

Accepting others STR + WKNSes
Embracing roles
Settled relationships/expectations
Solving problems/implementing changes
Proficiency in achieving goals

112
Q

Director Role in Forming (4)

A

DIRECTOR, help focus on:
Getting to know one another
Identifying roles
Clearly understanding mission/tasks

113
Q

Director Role in Storming (6)

A

COACH, best when completed quickly, control chaos by:
Listen to concerns
Climate open discussion
Obtain inputs best to achieve team’s goals
Encourage/Support
Facilitate conflict resolution

114
Q

Director Role in Norming (4)

A

COLLABORATOR, facilitate maximizing member contributions by:
Delegating responsibilities
Building member confidence
Maximize member STRs

115
Q

Director Role in Performing (5)

A

VISIONARY, maintain success, shift focus from inward to outward by:
Ensuring solid mechanisms for feedback
Fostering new ideas
Cultivating leadership
Planning for the future

116
Q

Organizational CULTURE (5)

A

Years of Tradition
Long-term ingrained
Foundational Beliefs
Ideologies, Values, Norms
Established Traditions

117
Q

Organizational CLIMATE (5)

A

Fizzles in months
Product of culture, more flexible
Short term, adjustable
Attitudes & Perceptions
Moods & Feelings

118
Q

Building a +Culture: How do? (3)

A

Respect Diversity
Safe & Secure
High Standards

119
Q

Building +Culture: Safe & Secure (2 + 3 ea)

A

Physical Security
Safety/Security protocols
Proper Training
Building management
Emotional Security
Encouraged to risk/No fear of failure
Respect/openness
Trust

120
Q

Building +Culture: High Standards (3)

A

Establish expectations
Challenge to new hieghts/challenges
Ø accept bare minimum

121
Q

Building +Culture: Respect Diversity (4)

A

Organizations are diverse.
Be Inclusive
Embrace perspectives/talents
Forbid discrimination

122
Q

Building +Climate: How to Implement Change?

A

Focus on Little Things
Address your Unit
Inspire Action

123
Q

Building +Climate: Address your Unit (5)

A

Inform of Potential Mission Impact
Address ± results
Strategies for problem resolution
Offer f/u services
Use DEOCS (Defense Equal Opportunity Climate Survey)

124
Q

Building +Climate: Inspire Action (3)

A

Communication of mission, vision, priorities
Enable action
Reinforce actions

125
Q

Building +Climate: Focus on Little Things (1)

A

… EVERYTHING a leader does influences the climate

126
Q

Culture Definition (as per AF Culture/Language Center)

A

The creation, maintenance, and transformation across generations of semi-shared patterns of meaning, sense-making, affiliation, action, and organization of groups.

127
Q

12 Cultural Domains

A

Sex & Gender
Family & Kinship
Sustenance & Health
Learning & Knowledge
Language & Communication
Aesthetics & Recreations
Economics & Resources
Technology & Material
Political & Social Relations
History & Myth
Religion & Spirituality
Time & Space

128
Q

Human Security vs. National Security

A

Protecting individuals from violence = cornerstone to national security
Security of a nation is measured by how well it protects its citizens from violence, hunger, disease, & natural disasters

129
Q

How does culture relate to human security?

A

MilOrganizations who are tasked to protect people need to understand their culture.

130
Q

Importance of Gender Perspective

A

Informs us of tactical, operational, strategic situation during mission execution
Allows mission planners to use this knowledge to inform & influence activities of the mission

131
Q

Barriers to Cultural & Gender Competence (5)

A

Defense
Ethnocentrism
Stereotypes
Faulty Assumptions
Misrepresentation

132
Q

Barriers to Cultural & Gender Competence: Ethnocentrism

A

own culture = best culture

133
Q

Barriers to Cultural & Gender Competence: Stereotypes

A

wrong set of ideas of someone/thing

134
Q

Barriers to Cultural & Gender Competence: Defense

A

viewing cultural awareness/gender considerations as a threat or annoyance. Nice to have vs. necessary

135
Q

Barriers to Cultural & Gender Competence: Faulty Assumptions

A

gender r/t women inclining exclusionary vs inclusionary. Likely to offend partner nation/ally.

136
Q

Barriers to Cultural & Gender Competence: Misrepresentation

A

When gender awareness is perceived as a effort to meet quotas to push Western initiatives on partners w/o interest or consent

137
Q

OPSEC Security Definition

A

Information-related capability that preserves friendly secrecy. Uses processes to identify, control, & protect critical info/indicators.

138
Q

OPSEC: Adversary Definition

A

An entity w/ goal to counter to our own

139
Q

OPSEC: Threat Definition

A

Adversary w/ intent & capability to collect critical info/take action detrimental to mission success

140
Q

OPSEC: Vulnerabilties

A

When adversary is capable of collecting critical info/indicators, correctly analyzing, & acting quickly enough to impact friendly objectives

141
Q

OPSEC: Critical Information

A

friendly intentions, activities, capabilities, or limitations that adversary seeks to gain military, diplomatic, economic, or technological advantage.

Each military unit critical info list should be published with “For Official Use Only”

142
Q

OPSEC 5 Step Process

A

Identify Critical Information
Analyze Threats
Analyze Vulnerabilities
Assess Risk
Apply Counter-Measures

143
Q

OPSEC: How to Identify Critical Information

A

Critical = valuable to adversary, varies based on organization role.
Best identified by personnel who plan & organize the mission
Adversarial approach: what info does the adversary want? (AFI10-701, para 3.2.2)

144
Q

OPSEC: Analyze Threats Breakdown

A

Identifies adversary with intentions & capabilities to collect, analyze, & exploit our critical info/indicators
use threat info to develop counter-measures

145
Q

OPSEC: Analyze Vulnerabilities Breakdown

A

Vulnerability = when info is capable of being collected. As result of poor: procedures, security, leadership judgement, threat awareness, & encryption (AFI 10-701, para 3.4.2)

146
Q

OPSEC: Assess Risks Breakdown

A

RISK = THREAT + VULERABILITY
Determine risk & then develop countermeasures. Best are ↓ resource/effect on mission goals ↑ protection (AFI 10-701, para 3.5.2)

147
Q

OPSEC: Countermeasures Breakdown

A

Implemented after risk assessment finished/acceptable. Purpose to mitigate risk to an acceptable level.

148
Q

Branch of Gov that establishes military authority

A

The Executive Branch

149
Q

3 Provisions Embodied in the US Constitution + points (3, 1, 3)

A

Federalism
Distribution powers & responsibilities
States were individual governments
Townships/counties = basic units of govt
Enumerated Powers of the Govt
Federal Govt powers limited by US Constitution
Separation of Powers/Checks & Balance
3 equal branches
Goal is to limit each other’s desire to gain more power
Per Congress, most power comes from direct representation of the ppl

150
Q

1st Amendment

A

Freedom of speech and Religion For Officers: restricts from considering gender, religion, race, & political associations when making decisions

151
Q

2nd Amendment

A

Right to Bear Arms
For Officers: can’t take weapons from people… UNLESS mandated reporting/concern

152
Q

3rd Amendment

A

No quarter (soldiers) For Officers: can’t force public to house them

153
Q

4th Amendment

A

No unreasonable search/seizures For Officers: can’t search public/other mil members w/out probable cause. COMMANDER CAN search areas under control.

154
Q

5th Amendment

A

No Self-Incriminations unless is Grand Jury

155
Q

6th, 7th, 8th Amendment

A

Right to Speedy Trial, Trial, & no cruel/unusual punishment
For Officers: cannot punish member w/o trial (UNLESS Art 15)

156
Q

9th Amendment

A

Right’s can’t enroach other’s rights
For Officers: just cause NOT mentioned in Amendments doesn’t mean we can deny them

157
Q

10th Amendment

A

Powers != Govt, go to States or people

752 MDS (7 decks)

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