Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

ULTIMATE Military Compilation > Red Teaming > Flashcards

Red Teaming Flashcards

1
Q

what does Red Teaming do

A

creates & illuminates pathways to better decisions by employing structured techniques to ID hiddne dangers, reveal unseen possibiliteis, and facilitate creative alternatives. a form of risk management for hte human brain

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

reasons why plans fail

A
  • ideas of leader only are followed
  • do things as always done
  • ignored ambiguous/complex topics thinking they don’t matter
  • jr knew of problem but did not report or didn’t want to contraidct SME/senior
  • actions of adversary/competitore deraile dthe plan
  • followe shortcuts
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

impact of shortcuts

A

safe time/energy but might not fit all situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

what is red teaming

A

flexible cognitive approach to thinking/planning.
uses structured tools/techniques to help ask better questions, challenge explicit/implict assumptions, expose information we otherwise owuld have missed, develop alternatives with might not have ralized exist
- cultivates mental agility to allow RT to rapidly shift between multiple POV to develop a more throough understanding of complex situations/environments. input of everyone an dlevel of proteciton from unseen biases/tendencies inherent in all

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

ACT

A

applied critical thinking
- better understanding of our critical thinking, ability to deconstruct arguments. ID assumptions/biases/restate ideas, generate/eval alernatives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

self-authorship

A

internal capacity to define one’s beliefs, identity, and social relations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

3 elements of self-authorship

A
  • trusting the internal voice
  • building an internal foundation
  • securing internal commitments
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

what 2 assumptions grounds the theory of self-authorship

A
  • people create knowledge by interpreting their own personal experiences. analyze/judge experiences from an individual perspective and the resultinginformation is knowledge
  • knowledge of self has an underlying structure that is developmental in nature. as a person matures, the ability to know own self develops/changes/mature
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

why does temperment determine behavior

A

b/c behavior is the instrument for getting us what we must have. our behaviors cluster into activity patterns organized around thems of needs/core values specific to each temperment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

what is temperament

A

represents our repeated patterns of behavoir. our comfort zone. the way we make decisions, communicate, prioritize

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

introversion (3)

A
  • directing our energy to internal stimuli
  • thinking through internally befoe we share any thoughts
  • doing our best processing though quiet individual contepmplation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

extroversion (3)

A
  • directing our energy outward for external stimuli
  • thinking thoughs through externally as we brainstomr out loud
  • doing our best processing through collaboorative interaction
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

contextual self

A

how we prefer to act in the moment of any given situation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

developed self

A

representing behavior/skill we learn as we grown from those situation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

“anyone can become angry…”
- Aristotle

A

“anyone can become angry, thta is easy. but to be angry with the right person to the right degree, at the right time, for the right purpose, and in the right way - that is not easy”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

2 dimensions of emotional intelligence

A

self awareness of emotinos
self-management of emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

social awareness

A

developed through recognition of the emotions of others which facilitates the development of cognitive empathy (ability to understand other pov)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

how do you develope social awareness/cognitive empathy

A

verbal interaction,
active listening,
asking relevant & impactful questions,
accurately interpreting non-verbal communications and cues

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

strategic listening

A

seeking information to facilitate choices or open a space for new ways of talking about a problem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

how is active listening measured

A

measured as the perceived quality and quantity of your intereste. absense is lack of concern or importance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

technique to reveal the relevant perceptions that lead to conflict

A

pausing to revisit ideas an reflec ton similarieies/differences between temparaments can reveal the relevant perceptions that led to conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

looking inward

A

introspection

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

what do self-aware Red Teamers know

A

values, behaviors, beliefs, personal stories, motivtaions, goals differe from team to deam
* mindful that how we see ourselves (what we say/do) may be quite different from how others perceive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

what does self-awareness help Red Teamers do

A
  • optimize interpersonal communications
  • positively influence/persuade
  • leverage preferences, talents, skills
  • unravel gaps, differenes, conflicts
  • appreciate/empathize w/others
    -consider other perspective
  • think more broad
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
cultural relativism
the view that ethical and social standards reflect cultural context from which they are derived. upholds that cultures differe fundamentally from each other and so do the moral frameworks that structure relations with in different societies
26
your culture is superior ot others
ethnocentrism
27
ethnocentrism & war gaming
ethnocentrism - your culture is superior to others. negative/distored sterotypes and blind to the ability to see the world thorugh the oeyes of others
28
3 problems of distorted sterotypes
polarizing simplistic self-serving
29
apperception
the process of understanding by which newly observed qualities of an object related to past experiences
30
4 key points of the culture definition
- learned - shared - changes over time - not always rational to outsiders
31
PMESII-PT
political, military, economic, social, infomraiton, infrastructure, physical environment, time
32
Ps in PMESII-PT
political physical enviornment
33
Is in PMESII-PT
information infrastructure
34
important thing to remember about frameworks
artificial tools & aren't explainations for the way things reall are in society ASK "what is missing in an exclusively PMESII-=PT analysis...does it cover the will of th epeople in question or fully address complex interactions between veriables?"
35
when to use PMESII-PT?
organize military-relevant knowledge about a place.
36
orgazational framework for military knowledge about a place
PMESII-=PT
37
Holfstede's Country Profile
- power distance - uncertainty avoidance - individualism - masculiity/femininity - time horizon
38
Nesbit on cognitive differenecs (between cultures)
= patterns of attention/perception - assumptions about hte composition of hte world - beliefs no controllability of hte environment - assumptions about stability/change - preferred patterns of explaination of events - habits of organizing the world - use of formal logic rules - applicatio of dialectical approaches
39
LREC
language, regional expertse, and culture
40
definition system versus function
system = variables that interact with one another function = variables that interact which are related to an outcome
41
what does the Army think of PMESII-PT
= operational variables
42
breakdown PMESII-PT
Political (power) how binding decisions are made Military (physical force) how exerted economic (resources) how goods/services are produced/distributed/consumed social (solidarity) how people interact in their everyday lives infrastructure (physical macro systems): how critical resources/activities move across man-made physical systems infomration (communications) how information is produced/distributed/consumed physical enviornment (geo/manmade structurs, climate, weather impacts the OE) timing (how timing/duration is perceived by various actros)
43
important consideration when thinking about economics in a culture
how infomration is produced, distributed, and consumed
44
important think when you think about military of a culture
how physical force is exercised
45
culture in weak/collapsing countries
where insituttions are weka or collapsing, cultural ties are relatively more important than inand can become a critical source of conflict and resillience
46
7 reasons why we study culture
1. to find people/things 2. to communicat better 3. to ID objects of desire, sources/holders of power, greviences, agents, resolution mechanisms, debt, tax relationships, jurisdictions, expectations 4. to set reasonable objectives 5. to put hings into the right place 6. correctly time actns and activities 7. to get the joke
47
apply unfounded assumptions take mental shortcuts allow biases to hijack logic
48
ACT
applied cirtical thinking
49
ACT
applied critical thinking - deliberate process of analyzing/evaluating the way we perfecie and interpret the world -ask better questions -deconstruct arguments -examining analgies -challenging assumptions - exploring alternatives
50
recency bias
the expectation that events/trends that have occurred recently will have a higher likeliood of recurring or continuing
51
GTM
groupthink mitigation
52
recency bias
53
problems of gruopthink
- us versus them - unfounded moreal/intellectual superiority - conformity/uniforming among members - actual/perceived hierarchy of members so afraid to speak up
54
types of hierarchy in Groupthink
senior/jr SME introvert/extrovert
55
seniors as "mind guards" in group think
senior members prevent the grup from following certain lines of reasoning, therefore limiting hte divergencfe that might be required to find a suitable solution
56
"the only thing harder than getting a new idea into the military..."
"the only thing harder than getting a new idea into the military mind is getting an old one out"
57
barriers to creative thinking
- time pressures - hierarchial structures - emphasis on uniformity/training standards - predilectio fo rrisk avoidence due to the potential for severly negative outcomes of flawed decisions
58
a preference or special liking for something; a bias in favor of something.
predilection
59
predilection
a preference or special liking for something; a bias in favor of something.
60
what happens in "problem finding" of critical thinking
- see beyond the s/s and gain an understandng of underlying/root causes & how the current situation differs from the desired state
61
1st step in teh creative thought process
1. problem solving
62
tools for Red Team to use during the preparation phase of creative thought
key assumptions check fishbowl think-write-share 5 whys
63
TRIZ
Russian acronym fo r"theory of inventive problem solving" - universal principle sof creativity for the basis of innovation
64
postmortem analysis
summarize what when wrong, needs to be fixed, what wen twell and should be repeated
65
5 steps to running an effective postmortem analysis
1. decide relevent metrics 2. pick specific items that produced success 3. list the shortcomings 4. ID factors that posed a challenge 5. recap/draw conclusions
66
stakeholder mapping
aka analysis of interest steps
67
VUCA
volatile, uncertain, complex, and ambiguous
68
TTP
tools techniques practices
69
aka devil's advocate role
contrarian
70
roles assigned to the Red Team
contrarian/devil's advocate recorder visualizer to draw diagrams/sketch models/envision outcomes SME
71
SWOT

ULTIMATE Military Compilation (28 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions