NCOAnotes.txt

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NCOAnotes.txt
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  1. Explain the IDDP Process (CF01 - Successful Learning)
    Identify (the lesson principle), Differentiate (whether it was used appropriately or in appropriately), Determine (the correct course of action), Predict (the outcome)
  2. Describe the difference between "Culture" and "Heritage" (MP03 - AF Culture & Heritage)
    Culture is your values and beliefs
  3. Heritage is passed down to you from predecessors
  4. Describe the Four Lenses of personality temperments (UM01 - Four Lenses)
    Orange - Outgoing, Free-thinking, High-Energy, Risk takers, fun
  5. Blue - Caring, Sensitive, Nurturers, People oriented
  6. Green - Analytial, Numbers, Loners, No touching, Personal Space
  7. Gold - Organized, Structured, Checklist
  8. How would you encourage each temperament of Myers-Briggs? (UM01 - Four Lenses)
    Orange - Give those ideas, but real in firm directly
  9. Blue - Take time to explain, let see personal relationships, listen to what they have to say, ask something personal
  10. Green - Listen to their ideas, give them their space
  11. Gold - Be organized when you talk to them
  12. What ALL does Johari's Window identify? (UM01 - Four Lenses)
    BLIND SPOTS that you are not aware of, HIDDEN areas that you don't want others to know, PUBLIC areas that you don't mind people know and things that are not known by yourself or others... the UNKNOWN
  13. What are the components of "Airmanship" (MP01 - Airmanship)
    Core Values, Resiliency, Oath of Enlistment, Profession of Arms and Warrior Ethos
  14. What are the four components that make up a "Profession"? (MP01 - Airmanship)
    Body of Theory, Distinct Sub Culture, Public Service, and Specialized Knowledge
  15. What is the purpose of P2? (Progressive Professionalism) (MP01 - Airmanship)
    For all members of the profession of arms to consider where they believe they are in their professionalism and commitment and strive to progress toward the right side of the above continuum.
  16. What are the two concepts that support P2 (Progressive Professionalism)? (MP01 - Airmanship)
    DDR - Direction (purpose, where you need to go), Discipline (hold people accountable), Recognition (can be positive or negative) and Self Development
  17. Describe the differences between "Warrior Ethos" and "Hardiness of Spirit" (MP01 - Airmanship)
    Hardiness of Spirit - To be called to action, reactive to a situation or circumstance
  18. Warrior Ethos - Day to day drive drags you thru your weakness
  19. Describe the difference between the two types of Courage (MP01 - Airmanship)
    Physical Courage - Jumping in front of a Bullet
  20. Moral Courage - Raising the flag when the right thing is not being done
  21. Describe the difference between "Warrior Ethos" and "Resiliency" (MP01 - Airmanship)
    Warrior Ethos is your PUSH THRU
  22. Resiliency is your BOUNCE BACK
  23. What are the differences between the Primary and Secondary Dimensions of Diversity? (MP04 - Diversity)
    Primary you can't change (ex. skin color, sex)
  24. Secondary you can change (ex. religion)
  25. Describe leading the FAIR way (MP04 - Diversity)
    Feedback - Take and Give Feedback
  26. Assistance - Tools to get the job done, resources
  27. Inclusion - Include everyone, despite backgrounds
  28. Respect - Beliefs, their values
  29. Describe the differences between EO (Equal Opportunity) and AA (Affirmative Action) (MP04 - Diversity)
    Affirmative Actions - Creating a diverse work space Disability, Veterans Status, Women, and Minorities
  30. EO - Is absolutely mandatory
  31. Describe the differences between a Group and a Team (UM02 - Team Building)
    Group - a bunch of people
  32. Team - works towards a central theme, or purpose
  33. What makes up a mission? (UM02 - Team Building)
    A task and the purpose
  34. Describe the Roles of a Team (UM02 - Team Building)
    C.A.R.E. (The Z-Process... is the idea bouncing around)
  35. Creator [comes up with the way] (Orange), Advancer [pushes it forward] (Blue), Refiner [makes the idea better] (Green) and Executor [gets it done] (Gold), Flexer [fills in for whoever is missing]
  36. Describe the PEP - Cycle (UM02 - Team Building)
    Panic (What am I doing here?), Elation (Free! I did it!), Panic (Oh crap, it's not gonna work!)
  37. Describe the Stages of Team Development (UM02 - Team Development)
    1. Forming (leader holds intro and ice breakers/no productivity),
  38. 2. Storming (they are fighting to figures out their roles/leader let them hoes fight/very low productivity),
  39. 3. Norming (acceptance of roles/leader redirect keep people focused /higher productivity),
  40. 4. Performing (getting er done... leader keep them on track, don't intervene too much - productivity is high, ) 5. TRANSFORMATION (OH HI HOE!) OR ADJORNING (PEACE OUT HOE)
  41. How do you measure Team Success? (UM02 - Team Development)
    Talents (Skills and Abilities)
  42. Expertise (SMEs)
  43. Assessments (Surveys)
  44. M (Means... resources available)
  45. What are the differences between High Context and Low Context cultures? (OA03 - Cross Culture Awareness)
    Low Context - Less Implied (America, adaptable)
  46. High Context - More Implied (Middle East, Japan... rooted/rich into traditions, rituals, values...think HIGH STRUNG)
  47. What are the 5 Essential Qualities of Effective Followership? (UM04 - Leader Influence)
    Self Management (trusted to work independently)
  48. Commitment (Employee Buy-in)
  49. Competence (I am capable)
  50. Integrity (do it right on they own the first time the right way)
  51. Initiative (self-motivated)
  52. What is the difference between Advice and Feedback? (UM04 - Leader Influence)
    Advice - Prior to; opinion or recommendation (came first)
  53. Feedback - Judging; after the fact (comes second)
  54. What are the 5 Areas of Essential Leadership Development? (UM04 - Leader Influence)
    Self-Awareness (ID short comings)
  55. Values and Principles (Balance)
  56. Motivations (External or internal)
  57. Support Team (Where other people can pick up when I slack)
  58. Integrated Life (Balance work, family and personal)
  59. Describe the D.A.C. Process (UM04 - Leader Influence)
    Diagnose (your audience), Adapt (to them) and Communicate(effectively)
  60. When using D.A.C. what are we Diagnosing? (UM04 - Leader Influence)
    The PROBLEM (situation), the status of the ENVIRONMENT, and the status of the PEOPLE
  61. What are the 4 Styles of Adaptive Leadership? (UM04 - Leader Influence)
    Authoritative (low focus on people and high on task)
  62. Country Club (high on people, high task)
  63. Impoverished (low people, low task)
  64. Team Leader (high people and high task)
  65. Describe the difference between Personal and Positional Power (UM04 - Leader Influence)
    Positional Power is based on your authority and responsibility within the organization. (RANK)
  66. Personal Power is the extent to which followers respect, feel good about, are committed to you as a leader (CHARISMA)
  67. Describe the 4 types of Positional Power (UM04 - Leader Influence)
    Coercive Power (perceived ability to provide consequences) [up with use]
  68. Connection Power (who you know) [up with use]
  69. Reward Power (days off, pats on the back) [down with use]
  70. Legitimate Power (title, rank, office held) [does not go up or down with use]
  71. Describe the 3 types of Personal Power (UM04 - Leader Influence)
    Referent Power (respect/long gain, fast lost)
  72. Information Power (your access to data and info)
  73. Expert Power (SMEs)
  74. Describe the 3 types of Contemporary Motivation (UM03 - FRLD)
    Membership Level - Rewards System Level (leave/pay check)
  75. Performance Level - Supervisory Level Rewards (recognition)
  76. Involvement Level - Personal Rewards (can't give somebody this, I feel accomplished because I completed this task)
  77. Describe the 5 Full Range Leadership Development Behaviors (UM03 - FRLD)
    Lazzie Faire - Duh, Lacks Structure, Lazy Leader
  78. Management by Exception - Passive (Only if you HAVE TO get involved)
  79. Management by Exception - Active (Always involved)
  80. Transitional Leadership - Contractual Obligations (Do this for me, and I'll do this for you)
  81. Transformational Leadership - Individualized Consideration (Caring), Intellectual Stimulation (Thinking), Inspirational Motivation (Charming), Idealized Influence (Influencing)
  82. Describe the difference between Skinner vs McLellan (UM03 - FRLD)
    Skinner - reinforcement (adding and taking away reinforcement and punishment... remember psychology)
  83. McLellan - need this inorder to be motivated: Achievement (be all you can be), Affiliantion (we are together), Power (responsibilities comenserate with their abilities)
  84. Describe the uses of a UMD, UMPR and ACR (UM06 - Resource Stewardship)
    UMD - Unit Manning Document (no names, has the SPACE)
  85. UPMR - Unit Power Management Roster (FACE with a space) (add names to it attached)
  86. ACR - Authorized Change Request (used to change the UMD)
  87. Describe Toner's PROD - Ethical Principles (MP05 - Ethical Leadership)
    (TONER DROPS the ink)
  88. PPP - Principles (telling the truth and honor), Purpose (why we doin this), People (the who)
  89. RRR - Rules (follow them, you need guidance), Results (after following the rules), Reality (what will happen if we don't' follow rules)
  90. OOO - Owe (whoever), Order (your Ps), Ought (to do the right thing)
  91. DDD - Discern the Truth (Relative), Declare (what is right or wrong.. the truth), Do (the truth)
  92. Describe the 4 Types of Ethical Traps (MP05 - Ethical Leadership)
    Ethical Relativeness (What's Right for me vs what's right for you, rationalizing)
  93. Loyalty Traps (I know this person, so it's okay, peoples over principles)
  94. Worry Over Image (what people think of me)
  95. Drive for Success (Win at All Costs)
  96. Describe the 3 Elements Adaptability (UM09 - Change Management)
    Cognitive Flexibility - having back up plans
  97. (1. scan the environment, 2. develop an understanding, 3. create strategies)
  98. Emotional Flexibility - dealing with our own or others emotions
  99. (1. understand/manage emotions, 2. connect/address the emotions, 3. are emotionally engaged, and 4. balance emotions/actions)
  100. Dispositional Flexibility - operate from a place of optimism grounded in realism and openness
  101. (1. optimism, 2. support and 3. self identification of tendencies)
  102. Describe the 3 Roles in the Change Process (UM09 - Change Management)
    Change Sponsor - initiates the change
  103. Change Agent - carry's out the change
  104. Change Target - who undergo the change
  105. Describe Janssens's Model of Change (UM09 - Change Management)
    Comfort (Stage 1 - it's all good son), Denial (Stage 2 - naw son, we not movin' buildings), Confusion (Stages 3 - wft man, why we movin?!), Renewal (phew, glad that's over)
  106. Describe Mayo's 3 Levels of Change (UM09 - Change Management)
    Knowledge (fact, what you know)
  107. Attitude (individual to persons, hardest to influence)
  108. Individual Behavior
  109. Group Behavior
  110. Describe the 2 Change Cycles (UM09 - Change Management)
    Directive Change Cycle - (from the top down, from CC, you have no input)
  111. Participative Change Cycle - (from bottom up, from me, poll the audience)
  112. Describe the Change Process (UM09 - Change Management)
    Unfreezing - explain what's up, prep period, let them know
  113. Change - change
  114. Refreezing - So you don't get slush, make sure it firm
  115. Describe the Individual Reactions to Change (UM09 - Change Management)
    Early Innovators (come on board first), Early Adapters (key people, influential, I bring on early majority), Early Majority (right after early adapters), Late Majority and Laggers (don't waste time with these guys)
  116. Describe the difference between Feedback and Counseling (MC03 - Interpersonal Communication)
    Feedback is judging, (don't think about initial feedback here) and Counseling is helping
  117. Describe the 3 Types of Feedback (MC03 - Interpersonal Communication)
    Directive: I TALK, YOU STFU (Fastest), Non-Directive: I LISTEN AND STFU and Combined: WE DO TO BOTH, AT THE SAME TIME, UPSIDE DOWN AND BACKWARD...(TAKES THE LONGEST)
  118. Describe the considerations when planning an Counseling Session (MC03 - Interpersonal Communication)
    Outline - Don't wanna get off topic
  119. Enviorment - Free from distractions
  120. Length - No more than 60 mins
  121. Inform Counelee - let them prepare questions
  122. Plan of Action (followed by a follow-up)
  123. Define Discipline A2LP (UM07 - Discipline)
    CORRECTIVE ACTION, CORRECTING BEHAIVOR. TRAINING EXPECTED TO PRODUCE A SPECIFIC CHARACTER/PATTERN OF BEHAVIOR; ESPECIALLY TRAINING THAT PRODUCES MORAL OR MENTAL IMPROVEMENT. A STATE OF TRAINING, RESULTING IN ORDERLY CONDUCT
  124. Describe the Different Types of Disciplines (UM07 - Discipline)
    Military Discipline
  125. Imposed Discipline
  126. Self-Discipline
  127. Task Discipline
  128. Group Discipline
  129. Unit Discipline
  130. When considering Discipline, what principle should we as leaders always consider before acting? (UM07 - Discipline)
    Prudence First, Justice Second
  131. Describe the Discipline Model (UM07 - Discipline)
    Prevention - Set standard (feedback sessions), establish rapport, establish a climate of accountability
  132. Correction - Progressive Discipline Process (PDP)*
  133. Punishment - only Commanders can do this, my role is to "advise" (because you know the troop)
  134. How do you determine the severity of discipline when compared to the infraction? (UM07 - Discipline)
    Consider the Line of Acceptability
  135. Describe Progressive Discipline (UM07 - Discipline)
    Verbal Counsel - 2 Way Comm - Low - Prevention
  136. Written Counsel - 2 Way Comm - Low - Prevention
  137. Verbal Admonishment - 1 Way Comm - Correction
  138. Written Admonishment - 1 Way Comm - Correction
  139. Verbal Reprimand - 1 Way Comm - Correction
  140. Written Reprimand - 1 Way Comm - Correction
  141. Article 15 - Commanders Only - High - Punishment
  142. Court Martial - Commanders Only - High - Punishment
  143. Describe the 7 Rights of the Accused (UM07 - Discipline)
    1st Basic Right - Presumption of Innocence (Innocent Until Proven Guilty)
  144. 2nd Basic Right - Protection from Compulsory Self-Incrimination (Anything You Say)
  145. 3rd Basic Right - Pre-Trail Investigation (All Evidence All Out In Open)
  146. 4th Basic Right - Represent by Counsel
  147. 5th Basic Right - Fair &Impartial Trail
  148. 6th Basic Right - Right of Appeal
  149. 7th Basic Right - Former (Double) Jeopardy
  150. What are your roles and responsibilities when concerning Discipline (UM07 - Discipline)
    Know Your Limits (Refer to JAG, OSI, SFS... you are NOT an attorney)
  151. Treatment of the Accused (Ensure they are treated fairly)
  152. Define Continuous Process Improvement (UM10 - Continuous Improvement)
    Is the strategic, never-ending, incremental refinement of the way we perform tasks
  153. Making something better
  154. Employs a collection of methodologies including Lean, Six Sigma, Theory of Constraints,
  155. Definition of AFSO 21 (UM10 - Continuous Improvement)
    Stronger, Faster, Harder, Better
  156. Establish a culture where Airman think about improvements, and are empowered to communicate with their supervisors, commanders, and change agents.
  157. Makes AF smarter and more efficient and saves resources
  158. To look at the processes that are currently working well but can be improved upon or made better
  159. These improvements should center on core mission that Airman handle daily and should encompass
  160. Five Desired Effects of AFSO21 (UM10 - Continuous Improvement)
    1. Increase productivity of our people: Doing more the right thing with the same or less effort
  161. 2. Increase critical equipment availability rates: All assets available at a greater rate from aircraft, to information technology, to range, space, etc.
  162. 3. Improve response time and agility: Quicker response time to the warfighter
  163. 4. Sustain safe and reliable operations: Reduce injury rates, increase people safety and safe use of material assets
  164. 5. Improve energy efficiency: Make energy conservation a consideration in everything we do
  165. Three Levels of Priorities when considering AFSO21 (UM10 - Continuous Improvement)
    1. Just Do It - walking by room with nobody in it, just turn the lights off. No time need
  166. 2. Rapid Improvement Events (RIE) - takes about a week (SQ LEADERSHIP)
  167. a. Strong leadership buy-in
  168. b. Knowledgeable and open-minded participants
  169. c. A tightly focused event scope
  170. d. An implementation plan and metrics to track results
  171. 3. High Value Initiative (HIV) - 4-6 Months... ex. BRAC
  172. Describe the difference between System 1 & 2 Thinking (UM10 - Continuous Improvement)
    System 1 - Reactive Thinking: Driving, Eating as an adult
  173. (INITIAL, I HAVEN'T DONE ANY PLANNING YET, OR GONE DOWN THE PATH OF WEIGHING OPTIONS, YOU ARE SYSTEM 1 UNTIL THEN)
  174. System 2 - Reflective Thinking: Thinking about it actively, looking back on an aspect that relates to it. (RIE, HIV), Schedule making
  175. What is the peculiar relation between System 1 and System 2 Thinking (UM10 - Continuous Improvement)
    To get to System 1 thinking, you have to use System 2 thinking
  176. What are the Four Steps of Decision Making Process (UM10 - Continuous Improvement)
    Situation Appraisal - know what the problem is
  177. Problem Analysis - figuring out how the problem works
  178. Decision Analysis
  179. Potential Problem Analysis - predict what could possibly go wrong at this point?
  180. Within the Four Steps of Decision Making Process, what are the components of Decision Analysis? (UM10 - Continuous Improvement)
    Decision Statement - What's the problem - where we want to get
  181. Determine Objectives - Clear measures needs / wants
  182. Locate Alternatives - Choices, Eliminate, Choose
  183. Risk Analysis - What could go wrong?
  184. Describe the components of the OODA Loop (UM10 - Continuous Improvement)
    Observe - Look at it, figure it out, look and learn. Look at current situation & form theories about problem or situation (Steps 1 and 2 of the 8 Step Process)
  185. Orient - Research, gather options, and Gather data & information to substantiate theories (3 and 4 of the 8 Step Process)
  186. Decide - ( 5 and 6 of the 8 Step Process)
  187. Act - (7 and 8 of the 8 Step Process)
  188. What System thinking are you using when utilizing the OODA Loop? (UM10 - Continuous Improvement)
    System 2 Thinking
  189. What are the 8 Steps to the OODA Loop (Wrong Name?) (UM10 - Continuous Improvement)
    1. Clarify & Validate the problem
  190. 2. Break down the problem, identify performance gaps
  191. 3. Set improvement target
  192. 4. Determined root cause
  193. 5. Develop Counter Measures
  194. 6. See Counter-measures through
  195. 7. Confirm Results & Process
  196. 8. Standardize Successful Processes
  197. What are the 3 Steps of the Wingman Concept when applied to Suicide Prevention? (UM08 - Emergent Leadership)
    Ask - how someone is doing
  198. Care - to get involved, their well-being
  199. Escort - never leave them alone
  200. What are the 4 Dimensions of Wellness? (UM08 - Emergent Leadership)
    Physical, Emotional, Spiritual and Social
  201. Describe the Components of PI Squared (2) (UM08 - Emergent Leadership)
    Prevent - Educate, Instruct
  202. Identify - Problem
  203. Intervene - Get them the help they need
  204. Define Stress A2LP (UM08 - Emergent Leadership)
    Body's reaction to external demands
  205. Give Examples of Positive (Eustress) and Negative (Distress) (UM08 - Emergent Leadership)
    Positive - Having a Baby, Getting a Promotion
  206. Negative - Williams Truck Sun Roof, Deadlines
  207. Describe the 5 Organizational Factors of Stress (UM08 - Emergent Leadership)
    *Task Demands Stress- Job related, How Many Tasks
  208. *Role Demand Stress
  209. *Interpersonal Demands - Co-workers causing stress
  210. *Organizational Structure - Rules, Chain of Command (How many levels high or low is it?)
  211. *Organizational Leadership - Managerial Style, Lack of Caring, High Ping Factor?
  212. Describe the 3 Different Types of Role Demand Stress (UM08 - Emergent Leadership)
    *Role Ambiguity - Not knowing what your job is
  213. *Role Overload - Not enough time, too much to do
  214. *Role Conflict - Being a Medic, Under-shirts, two roles you have conflicting
  215. Describe the Individual Factors of Stress (UM08 - Emergent Leadership)
    Individual FactorsFrom Home - Marriage, Mortgage, Bills, Finances, Kids
  216. Describe the 3 Types of Reactions to Stress (UM08 - Emergent Leadership)
    *Physiological Symptoms - Heart Rate, Blood Pressure, Headache
  217. *Psychological Symptoms - Irritability, Boredom, Anxiety, Dissatisfaction, Procrastination, Tension
  218. *Behavioral Symptoms - Changes in Productivity, Absence, Smoking, Drinking, Rapid Speech, Fidgeting
  219. What are the 4 Ways to Managing Stress (UM08 - Emergent Leadership)
    Time Management
  220. Physical Exercise
  221. Social Support
  222. Relaxation Training
  223. Name the four factors associated with Post Traumatic Syndrome Disorder (UM08 - Emergent Leadership)
    Reliving the Event - Fireworks, Movies
  224. Avoiding Situations that remind you - don't go to 4th of July
  225. Feeling Numb - Emotionally Detached
  226. Hyper arousal - Always on Edge
  227. Give Examples of Lawful Discrimination (UM08 - Emergent Leadership)
    AF practices it
  228. Women can't be Special Forces
  229. Requirements to Enter Career Field
  230. Describe the 2 Types of Unlawful Discrimination (UM08 - Emergent Leadership)
    Unlawful Personal Discrimination (Your values NOT POLICIES)
  231. Unlawful Systemic Discrimination (POLICIES)
  232. Describe the BIG FIVE of Unlawful Systematic Discrimination (UM08 - Emergent Leadership)
    Institution through policies or procedures, deprive a person or group of a right because of COLOR, NATIONALITY, RACE, RELIGION or SEX
  233. What are the 3 things that must be included with a form of sex discrimination involving sexual advances to be Sexual Harassment? (UM08 - Emergent Leadership)
    Job, Pay or Career Effected
  234. Employment Opportunities or Career Progression Effected
  235. Intimidating Hostile or Offensive Working Environment
  236. What are the 3 Types of Sexual Harassment? (UM08 - Emergent Leadership)
    Verbal Sexual Harassment
  237. Non-Verbal Sexual Harassment
  238. Physical Sexual Harassment
  239. What are the differences between Informal and Formal Complaints (UM08 - Emergent Leadership)
    Formal - Everybody Nose (like Unrestrictive)
  240. Informal - I just wanna live my life (like Restrictive)
  241. When concerning matters of Sexual Assault, if they are in your Chain of Command and they come to you (you rate on them), you are now a __________ and ___________ (UM08 - Emergent Leadership)
    Mandatory Reporter; Required to Report
  242. What are the 3 Stages of Work Place Violence? (UM08 - Emergent Leadership)
    Shock
  243. Impact
  244. Reconciliation
  245. In peace time, Drill (which includes open ranks, reveille and retreat) provides a means of ________________ (MP03 - AF Culture and Heritage)
    Enhancing Unit Morale
  246. Developing a Spirit of Cohesion
  247. Presenting Traditional and Well Executed Ceremonies
  248. In addition to discipline, military drill teaches and develops _______________ (MP03 - AF Culture and Heritage)
    Teamwork
  249. Confidence
  250. Pride
  251. Alertness
  252. Attention to Detail
  253. Esprit de Corps
  254. The purpose of a ceremony is to accomplish one or more of the following ______________ (MP03 - AF Culture and Heritage)
    Provide distinctive honors to national symbols or individuals on special occasions
  255. Display proficiency and the state of training of the troops of a command
  256. Promote teamwork and pride in an Air Force organization
  257. Contribute to the public morale by displaying symbolically the strength and unity of the military in support of the nation
  258. What requires ALL Airmen to develop keen awareness and understanding of others' emotions, feelings, personality, temperaments, strengths, cultural differences, values and beliefs? (MP04 - Diversity)
    Social Sensitivity
  259. What are the five characteristics of a Diversity-Supportive Organization? (MP04 - Diversity)
    Act Proactively: integrated into everyday thinking, not reactive or after when something is going wrong
  260. Leadership-Driven: top endorsed
  261. Encourage Ownership of Initiatives: all are aware and committed to the role of valuing
  262. Think Inclusively: everyone is valuable
  263. Mainstream Diversity: make diversity a part of every effort
  264. List the Socio-Behavioral Tendencies that are advantageous but can negatively affect diversity (MP04 - Diversity)
    Assumptions, Stereotypes, Social Biases, Perceptions, Perspectives and Collusion (co-operation w/others knowingly or unknowingly, to reinforce behaviors that promote prejudices)
  265. Which all contribute to Prejudices, which leads to Discrimination
  266. Describe US Transportation Command (USTRANSCOM) Scott AFB, Illinois (OA01 - Joint Organization)
    Combatant Command tasked with the coordination of people and transportation assets to allow the US to project and sustain forces, whenever, wherever, and for as long as thy are need
  267. Describe US European Command (USEUCOM) Stuttgart, Germany(OA01 - Joint Organization)
    Combatant Command responsible for US military partnering and interagency partnering to enhance transatlantic security and defend the United States forward
  268. Describe US Special Operations Command (USSOCOM) MacDill AFB, Florida (OA01 - Joint Organization)
    Combatant Command conducts several covert and clandestine missions, such as unconventional warfare, foreign internal defense, special reconnaissance, psychological operations, civil affairs, direct action, counter-terrorism and war on drugs operations
  269. Describe US Northern Command (USNORTHCOM) Peterson AFB, Colorado(OA01 - Joint Organization)
    Combatant Command that plans, organizes and executes homeland defense and civil support missions
  270. Describe US Strategic Command (USSTRATCOM) Offutt AFB, Nebraska (OA01 - Joint Organization)
    Combatant Command charged with space operations, information operations, missile defense, global command and control, intelligence, surveillance and reconnaissance
  271. Describe US Africa Command (USAFRICOM) Kelley Barracks, Stuttgart, Germany (OA01 - Joint Organization)
    Combatant Command's whose AOR includes Egypt
  272. What establishes Combatant Commands by the president, through the SecDef and with the advice and assistance of all CJCS; (OA01 - Joint Organization)
    Unified Command Plan
  273. What is a command with a broad continuing mission under a single commander and is composed of significant assigned components of two or more Military Departments that is established byt the POTUS, thru the SecDef w/ the advice of the CJCS? (OA01 - Joint Organization)
    Combatant Command
  274. Which Combatant Command is primarily responsible for providing mission-ready joint-capable forces and supporting the development and integration of joint, interagency, and multinational capabilities to meet the present an future operational need of the joint force? (OA01 - Joint Organization)
    US Joint Forces Command (USJFCOM)

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