Culture and Heritage

(MP03)

"the integrated pattern of human knowledge, belief, and behavior that depends upon man's capacity for lerning and transmitting knowledge to succeeding generations"

Heritage

"something transmitted by or acquired from a preecessor"

Military Culture and Airmanship

Describes all those who serve in the U.S. Air Force, and "Airmanship" is simply the art of being a professional Airman

 Diversity

(mp04)

 Is a military necessity.

Diversity provides our total force an aggregation of strengths, perspectives, and capabilities the transcends individual contributions.

Secondary dimensions

Affirmative action (AA)

embraces all aspects of diversity and exhibits the following 5 characteristics

 Socio-Behavioral Tendencies

(SBTs)

 Assumptions, Stereotypes, Social Biases, Perceptions, Perspectives, Collusion

=

Prejudices (discrimination)

is the reception and deception of your conception

Collusion

 leading diversity

 FAIR

 Feedback, Assistance, Inclusion, Respect

 ETHICAL LEADERSHIP

(MP05)

 Morals

Values that we attribute to a system of beliefs that help us define right from wrong,

good versus bad

Owing, Ordering, and Oughting

Confusion or uncertainly as to what action or behavior should be taken conflicting opinions/values

Making decisions based on how the decision will impact one's reputation/standing among peers, subordinated, supervisors, community, ect...

 JOINT ORGANIZATION

(OA01)

Organization for national security

the ability of the U.S. to achieve its national straategic objectives is dependent on the effectiveness of the US government in employing the instruments of national power

consists of a service component CDR and the service forces

CCDRs and CDRs of subordinate unified commands and JFCs have the authority to establish funtional component commands

 Cross-Cultural Competence

(OA03)

as a shared set of traditions, belief systems, and behaviors

Power-- social status, prestige, control over others and resources

Achievement-- success through competence according to social standards

Self-direction-- independent thought and action, choice, creativity, exploring goals

Universalism-- understanding, apperciation, talerance, and protection for the welfare of people and nature

Tradition-- respect, commitment, and acceptance of ideas from a person's culture and religion

Conformity-- restraint of actions, inclinations, and impulses likely to upset ro harm others

Security-- safety, harmony, and stability of society, relationships, and slef

Achieving 3C requires you to understand that people may think and act in ways that greatly differ from your own culture.

Airmen must be able to "operationalize" their knowledge

 Team Building

(UM02)

is an gathering of persons (or objects) located together

is a group organized to work together

"C" Creator

    "A" Advancer

"R" Refiner

   "E" Executor

Focus on the pssibilities, they generate new ideas and fresh concepts

Focus on the interaction, they communicate new ideas and carry them forward

Focus on the analysis, they challenge all concepts

focus on the realization, they follow up on team objectives and implement ideas and solutions

focus on everything, they are a combination of the other four roles

is Panic, Elation, Panic

Ideas often bounce back and forth among the creators, advancers, and refiners

 Community--part of our job is making sure every member of our team feels like an essential and importants part of the team

Cooperation-- encourages the team concept by making sure everone knows ans understands the mission and purpose.

Coordination-- ensures all members realize how important they are to the mission

Communication-- in order for people to feel like part of the team, they need feedback early and often

Coaching-- when you teach others, you broadcast a very important message that say "you're important and i'm here to help you succeed

The Five Common Pitfalls/Dysfunctions of a team

Absence of Trust

Fear of Conflict

Lack of Commitment

Avoidance of Accountability

Inattention to Results

 Stages of Team Development

Forming Stage

Storming stage

Norming stage

Performing stage

Adjourning and transforming

Forming Stage

When teams begin forming, members will cautiously explore the boundaries of acceptable group behavior

Storming Stage

Most difficult stage for a team, here is where members acknowledge what the intent of the team is and what the eventual goal is

Norming Stage

Members reconcile diputes, "agree to disagree," and abandon negative and unproductive energy, redirecting all efforts to achieve the team objective

Performing Stage

members work together to diagnose problems by collectively brainstorming and collaborativelsy selecting solutions

Adjourning and Transforming

occurs as teams disassemble and members separate from the team.

TEAM concept

Talents- (skills and abilities)

Expertise- (knowledge and experience)

Assessments- (Customer surveys, inspections, performance evaluations)

Means- (Resources to include, equipment, facilities, financial, time, information)

Leader Influence

(UM04)

"one is the service of another; one that follows the opinions or teachings of another; one that imitates another"

Five Essential Qualities of Effective Followership

Self Management- this quality refers to the ability to determine one's own goals within a large context and to decide what role to take at any given time

Committed- to the organization and to purpose beyond themselves, effective followers strive to excel at everthing thye do

Competent- Build their competence and focus their efforts for maximum impact

Integrity- willingness to tell the truth

Initiative- motivation, determination, perseverance, and risk taken

Effective Feedback and Advice

Feedback: "To offer or suggest information or ideas as a reaction from an inquiry"

Advice: "An opinion or recommendation offered as a guide to action or conduct"

Developing as a leader to lead airmen

Self-Awareness- Getting to know yourself to understand your strengths and developmental needs

Values and Principles- need to know their deeply held values, adhere to the ethical principle that guide their leadership, and avoid ethical traps

Motivations- self and others and how to balance both external and internal motivations

Support Team- recognize their support team (family, co-workers, leaders, ect..)

Integrated life- know how to integrate and balance every aspect of their life

Developing and Inspiring others

Effective leaders can use the skills diagnose, adapt and communicate (DAC) to ensure mission accomplishment and to develop and inspire others

Diagnosing

is the step a leader takes to determine what is going on in an organization

Adapting

is adjusting in order to act on what you learned from you diagnosis

Communicating

is a skill many leaders take for granted, they believe they are already highly skilled and require no further development

Developing Airmen

Recognize and diagnose the capabilities of each airman.

Diagnose the developmental needs of airmen and then assist them with personal and professional developmental needs

 Leadership Power

Position Power

Personal Power

Position Power

Coercive power: deals with a leader's perceived ability to provide sanctions, punishment, or consequences for not performing

Connection power: perception of the leader's association with people of influence inside or outside of the organization "who you know" category

Reward Power: can range from pats on the back or days off, to formal recognition within the organization

Legitimate Power: from leader's title, role, or position withing the organization itself

Personal Power

Referent power- is based largely on a leader's personal traits( seen as likeable, or charismatic)

Information power- is based on a leader's access to data and information that is important to others

Expert power- is a leader's personal power, who know their job inside and out are usually able to work effectively from expert power

Contemporary Motivation

(three levels)

Membership level- Individuals at this level meet minimum standards, don't get invoved in their jobs, and complain about everthing. (it just a job)

Performance level- person is satisfying many of their needs for social belonging and esteem

Involvement level- are performing for their own reason, their motivation comes from within; therefore, they are involved. (they truly enjoy what they do and believer their job and their reward is personal satisfaction)

System Level Reward

things the organization provides such as pay, training, annual leave, medical and dental benefits, etc...

Supervisory Rewards

includes such things as praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and reponsibilities, etc...

 Personal Rewards

These rewards come from within us, when we fully enjoy our work, we strive to exceed every standard and reward ourselves for a job well done

Supervisor's Responsibility for Rewards

ensure their subordinates meet all standards, and second, ensure they receive their system level reward

Negotiation

(UM05)

Is the process involving two or more people of groups who hold different positions, interests, goals, values, or beliefs yet wish to reach an agreement

Conflict Management

Sources of Conflict

Communication

Interests

Structural

Personal Behavior

Worldview

"a failure to communicate" or "a lack of communication"

Intersest

Conflict that involves intersest is most often caused by a perceived competition over resources, win-lose assumptions, and usually involve money

Size: Research shows that an organization's size influences the possibilit for conflict

Participation: As people interact, their differneces are introduced which can fuel conflict

Line-staff Distinctions: The positions and roles of our personnel can often contribute to conflict

Rewards: getting rewards at the expense of others can also lead to conflict

Resource Interdependence: when one party feels they need the resource more than the other

Values: are significant beliefs that influence our behavior

Perceptions: are one's reality until convinced or proven otherwise

Personalitties: "they never get along-it's just a personality conflict"

Conformity: Includes restraint of actions, inclinations, and impulses likely to upset or harm other

Achievement: success through competence according to social standards

Tradition: encompasses respect, commitment, and acceptance of ideas form a person's culture and religion

Power: refers to one's social status, prestige, control over other, and resources

Universalism: the understanding, appreciation, tolerance, and protection for the welfare of people and nature

Self-direction: independent thoughts and actions involving choice, creativity, and exploration of ppersonal goal

Security: includes safety, harmony, and stability of society, relationships and self

Compete

Collaborate

Avoid

Accommodate

Compromise

it underlying features are being highly assertive and uncooperative

Creative approaches to conflict reduction

involves intermediate amounts of assertiveness and cooperation and strives for partial satisfaction of both parties by seeking a middle ground

low assertiveness and high cooperation, the complete opposite of competing

the combination of low assertiveness and low cooperation leads to avoiding style

1. Positions

2. Interests

3. BATNA

        4. Brainstorming

5. Solution