NCO Dlc- Leadership And Management
122 Questions
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- 1.MSgt Clark manages a very profitable online home-based business. She has a close friendship with MSgt Brown so she allows him to do some work for her to make extra money. Her business has grown to the point that it takes up most of her free off-duty time, so she recently started using her computer at work to attend to business matters. Last week, Brown discovered her use of government equipment to conduct her personal business. He knows what she is doing is wrong; however he depends on the money from Clark’s business to pay for his wife’s new car. MSgt Brown’s ___________ will MOST likely ________mission effectiveness.
- A.
Understanding of the Ds; enhance
- B.
Misunderstanding of the Three Ps; hinder
- C.
Understanding of the Three Ps; enhance
- D.
Misunderstanding of the Three Ds; hinder
- 2.SrA Smart returned from leave a few weeks ago and although he thought he completed all the required paperwork upon his return, he learns that is not the case and immediately re-submits the paperwork. Months pass before realizes he was never charged for those leave days he used. Wanting to keep his supervisor, TSgt Wright, in the loop, he explains what happened. After some consideration, Wright says “Finance made the mistake, so don’t worry about it. Besides, it’s not your responsibility to do their job for them.” TSgt Wright’s ______________will MOST likely_________ her effectiveness.
- A.
Understanding of the Three Os; enhance
- B.
Misunderstanding of the Three Ds; hinder
- C.
Understanding of the Three Ds; enhance
- D.
Misunderstanding of the Three Os; hinder
- 3.MSgt Wilburn is a very motivated and competitive member of his unit. Each time he has been eligible for promotion he was promoted on his first attempt and he wants that streak to continue. He knows in order for this to happen he needs to be visible within the organization in hopes of being stratified above his peers. When drafting bullets for his upcoming enlisted performance report, he takes credit for actions he did not conduct. The way he sees it no one will ever notice. This scenario BEST illustrates___________ and its impact on NCO and mission effectiveness.
- A.
Drive for Success
- B.
Worry over Image
- C.
Loyalty Syndrome
- 4.MSgt Duvernay works in Logistics Readiness vehicle maintenance flight. The flight is responsible for maintaining 127 different makes and models of government vehicles. The vehicles vary from squadron to squadron, and range from bucket loaders, bulldozers and sewer trucks to weapons trailers and ambulances. Due to a recent deployment, shop personnel has decreased and as a result the vehicle-in-commission rate has dropped from 90% to 83%. Not wanting to bring attention to the section, MSgt Duvernay reports the percentage rates from the previous month at the weekly staff meeting with the commander. MSgt Duvernay actions BEST identify___________.
- A.
Ethical Relativism
- B.
Worry over Image
- C.
Loyalty Syndrome
- 5.SSgt Walker and his team are preparing for an inspection. While organizing the storage room, A1C Bates discovers equipment that should have been turned in months ago per the AFI. He reports the findings to Walker and suggests hiding the equipment until after the inspection. Walker responds, “That will quickly take care of the problem, but understand there are possible consequences for that decision.” After considering the consequences, Bates decides to fill out the paper work to turn-in the equipment. On the inspection report, it was noted that equipment was turned in late; however, the work center identified it and corrected the discrepancy in a proper manner. This scenario BEST illustrates effective use of ___________________ and its impact on NCO, unit, and mission effectiveness.
- A.
The Legal test
- B.
The ethical principle of the three Rs
- C.
The DOD Joint Staff Guide 5260
- 6.SSgt Stanley, a well-respected NCO, conducted a review of the work center’s training records for the upcoming Operational Readiness Inspection. During his review, he identified several required tasks that weren’t signed off. Due to time constraints, he had his Airmen initial off on those tasks. He planned to go over the areas at another time. SSgt Stanley’s behavior of ____________________will MOST LIKELY __________ NCO, unit, and mission effectiveness.
- A.
Drive for Success; reduce
- B.
Worry over Image; reduce
- C.
Ethical Relativism; increase
- 7.Due to his military experience and Public Affairs AFSC, TSgt Banks is selected to brief newcomers at his deployed location. During the brief he says, “These characteristics of diversity are with a person at birth, and usually doesn’t alter during a person’s life.” TSgt Banks’ comments BEST identify the ________________.
- A.
Secondary dimension of diversity
- B.
Primary dimension of diversity
- C.
Socio-behavioral tendencies
- 8.Being [Blank] [Blank] requires all Airmen to develop keen awareness and understanding of others’ emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs.
- 9.
- A.
Socio-Behavioral Tendencies, positive
- B.
Socio-Behavioral Tendencies, negative
- C.
Social sensitivity; positive
- D.
Social sensitivity; negative
- 10.TSgt Campbell is newly assigned to a joint international unit that is made up of Army, Navy and Air Force personnel from seven nations. A few weeks into the new assignment, TSgt Campbell noticed some individuals not being receptive to their Korean team members at work center meetings. During the next meeting, TSgt Campbell made sure to ask the Korean team to provide their operational inputs. The Korean team’s inputs were critical to the unit meeting mission requirements ahead of schedule. TSgt Campbell’s actions BEST illustrate the __________________ technique and its impact on mission effectiveness.
- A.
Inclusion
- B.
Feedback
- C.
Assistance
- 11.TSgt Baer and TSgt Chambers are co-chairing the unit’s next commander’s call and they are working well together. During one of their weekly meetings, they argued about who was doing more work. TSgt Baer said, “Look, I’m not singling you out. All I’m saying is everyone knows that men are stronger and we do most of the hard work. You women just can’t do as good a job as us.” TSgt Baer’s comment BEST identify a form of ________________.
- A.
Discrimination
- B.
Perception
- C.
Stereotype
- 12.
- A.
Feedback
- B.
Inclusion
- C.
Assistance
- 13.TSgt Hayden, the Dining Facility Fight Chief, overhears his NCOIC, SSgt Forgit trying unsuccessfully to communicate with a Portuguese speaking dependent. TSgt Hayden thinks for a moment and realizes that SrA Silva (one of his Airmen) is Brazilian and speaks Portuguese. TSgt Hayden quickly requests help from SrA Silva and shortly after taking over the situation, the patron shakes SrA Silva’s hand and leaves with his order. TSgt Hayden’s understanding/misunderstanding of __________________________ will MOST likely ________________ mission effectiveness.
- A.
Diversity awareness; enhance
- B.
Diversity awareness; hinder
- C.
Equal opportunity; enhance
- D.
Equal opportunity; hinder
- 14.Your boss just stopped by your office to ask you a question. You take the opportunity to tell your boss about some of the potential problems you discovered that could occur if the unit purchases the laptops that were suggested with the end of year fallout money it’s expecting to get. You gave her your thoughts about the requirements and recommendations for better laptops in a Memorandum For Record so that she could consider briefing the unit’s decision team on your findings before the final decision and purchases are made. This scenario BEST illustrates your effectiveness as a follower by providing ____________ to your boss.
- A.
Feedback
- B.
Advice
- C.
Loyalty
- 15.You received some feedback from your subordinates that your nonverbal communication in meetings shows your disagreement with some of things they’re saying. That evening you talk to your best friend and ask about your nonverbals. You know that you don’t disagree with all of the inputs from your people…you just have questions about their research methods for their inputs. At the next meeting you explain to your people that you appreciated their feedback and you’ll work on your communication skills. You also inform them that you’ll help any of them with researching inputs. This scenario BEST illustrates your appropriate use of ______________ and ______________ for personal and professional leadership development that will most likely enhance your NCO effectiveness.
- A.
Self-awareness; motivation
- B.
Support team; integrated life
- C.
Self-awareness; support team
- D.
Integrated life; motivation
- 16.You say to SrA Oak, one of your most experienced team leaders and energetic go getter, “Look, I know you made a mistake; I want you to know why. I gave you everything you needed to be successful…the directions, the plan, and even how to accomplish each step. But you decided to do it your own way. This isn’t what I expected. I want you to follow my instructions. To be sure you learned your lesson, I want you to tell me when you’ve completed each step before moving on to the next one.” As SrA Oak departs your office, she wonders why she volunteered to lead this special project in the first place. She remembers that your style was used on the new Airmen that have been assigned over the past 6 months. Based on your ________________style SrA Oak’s effectiveness will MOST LIKELY _____________.
- A.
Impoverished Leader; increase
- B.
Authoritarian Leader; decrease
- C.
Impoverished Leader; decrease
- D.
Authoritarian Leader; increase
- 17.
- A.
Reward, referent, coercive; increased
- B.
Legitimate, referent, coercive; decreased
- C.
Coercive, legitimate, expert; increased
- D.
Coercive, referent, expert; decreased
- 18.It’s the beginning of the new year. You call everyone together to tell them thanks for all the hard work they did this past year. You go over all of the exceptional accomplishments they did as a team. And you also thank them for being exceptional followers and it was because of them and their dedication that all missions were accomplished. As everyone leaves you overhear some of them say, “I wonder if we were submitted for any awards? We busted our tails last year and didn’t get any extra time off!” Your use of _____________ rewards was _______________ and will MOST LIKELY cause a/an ____________________ in subordinate effectiveness.
- A.
System level; effective; increase
- B.
Supervisory; effective; increase
- C.
System level; ineffective; decrease
- D.
Supervisory; ineffective; decrease
- 19.During an initial EPR feedback session you tell your subordinate, “I expect you to become thoroughly familiar with your job by getting to know every aspect. I also expect NCOs to perform above minimal acceptable standards and make smart choices both on and off duty because you’re always being watched. Also, believing your superiors will help to ensure you’re mission ready, displaying selflessness when it comes to doing what’s asked of you, and being prepared when asked to attend meetings are very important to me.” Your comments BEST identify ___________________.
- A.
DAC Skills
- B.
Coercive Power
- C.
Follower Traits
- 20.You have four competent subordinates. Almost every time your boss sends you a task you hand it off to your team. All you expect from them is a quality product in a timely manner. You tell them you don’t want to influence their development in handling special tasks. You won’t see the task again until your team hands the final product for you to forward up to your boss. Your team knows you don’t want to be bothered with questions about the task. When your boss questions you about the task, you say, “I’ll find out.” Your team members wonder if you really know your job. They’ve been talking about the upcoming quarterly awards board hoping they were going to be submitted for all their hard work in making you look good since they weren’t submitted for last quarter. This scenario BEST illustrates your relience on the ____________________ style which could degrade your NCO effectiveness.
- A.
Team Leader
- B.
Country Club Leader
- C.
Impoverished Leader
- 21.
- A.
5 Essential Qualities of Effective Followership
- B.
Effective status of the people diagnosis
- C.
Proper application of the DAC skills
- 22.While briefing an ALS class, TSgt Brand says, “This document is reviewed often and can be found at many different levels in the Air Force, from Air Force Headquarters to the lowest flight level. Though there isn’t a required format, the effective ones include sections that list mission essential items that are in the budget and items that aren’t. Each expense has a code that represents the expenses place in the budget hierarchy.” TSgt Brand’s comments BEST identify the _____.
- A.
Antideficiency Act
- B.
Budget Review
- C.
Execution Plan
- 23.The core beliefs you hold regarding what is right and fair in terms of our actions and our interactions with others.
- A.
Values
- B.
Morals
- C.
Ethics
- D.
Categorical Imperative
- 24.A situation where someone is forced to choose between two alternatives. Both alternatives can be unfavorable i.e., less right vs. more right and less wrong vs. more wrong.
- A.
Ethical Dilemma
- B.
Categorical Imperative
- C.
Military Ethics
- D.
Ethical Relativism
- 25.Values that are attributed to a system of beliefs that help define right from wrong and good versus bad.
- A.
Morals
- B.
Ethics
- C.
Ethical Dilemma
- D.
Values
- 26.Behavior based on adopted attitudes of what is right or wrong values and judgements about good and evil, and the study of how you judge those behaviors.
- A.
Ethics
- B.
Morals
- C.
Values
- D.
Categorical Imperative
- 27.Is about knowing your core values and having the courage to live by them in all parts of your life in service of the common good.
- A.
Ethical Leadership
- B.
Ethical Relativism
- C.
Ethical Dilemma
- D.
Ethics
- 28.Any position that declares a certain kind of action (or inaction) to be necessary.
- A.
Categorical Imperative
- B.
Ethical Dilemma
- C.
Ethics
- D.
Morals
- 29.The belief that nothing is objectively right or wrong and that the definition of right and wrong depends on the prevailing view of a particular individual, culture, or historical period.
- A.
Ethical Relativism
- B.
Values
- C.
Morals
- D.
Ethical Leadership
- 30.Deal specifically with those values and expected rules of the profession that are appropriate actions taken within the military environment.
- A.
Military Ethics
- B.
Ethical Relativism
- C.
Morals
- D.
Categorical Imperative
- 31.When someone unfairly favors or prefers a person, culture group, or race to another.
- A.
Social bias
- B.
Discrimination
- C.
Prejudice
- D.
Collusion
- 32.A standardized mental picture that one person or group of people hold in common about another person or group of people.
- A.
Stereotype
- B.
Assumptions
- C.
Social bias
- D.
Perception
- 33.What you experience and observe that becomes your reality.
- A.
Perception
- B.
Perspective
- C.
Assumptions
- D.
Prejudice
- 34.An adverse or unreasonable opinion about a person or group without all the facts and usually based on deeply held beliefs.
- A.
Prejudice
- B.
Stereotype
- C.
Discrimination
- D.
Social bias
- 35.Your position on a particular subject. It’s how you mentally view a situation.
- A.
Perspective
- B.
Perception
- C.
Prejudice
- D.
Collusion
- 36.Claiming something about a situation that is not supported by facts.
- A.
Assumptions
- B.
Social bias
- C.
Perception
- D.
Stereotype
- 37.The treatment or consideration of making a distinction in favor of or against a person or thing based on the group, class, or category to which that person or thing belongs, rather than on individual merit.
- A.
Discrimination
- B.
Prejudice
- C.
Stereotype
- D.
Assumptions
- 38.When people cooperate with others, knowingly or unknowingly, to reinforce those behaviors that prevent others from fully entering into the workplace culture.
- A.
Collusion
- B.
Assumptions
- C.
Perception
- D.
Perspective
- 39.Every work center accomplish and oversee their own on a regular basis. It’s your role to ensure there are no unnecessary steps that can be eliminated.
- A.
Processes
- B.
Material
- C.
Personnel
- D.
Warefare
- 40.Includes natural and man-made resources physical goods that are required by personnel to complete their assigned duties. Is one of the most wasted or abused resources in the Air Force.
- A.
Material
- B.
Processes
- C.
Energy
- D.
Personnel
- 41.Your most valuable resource. Training and development plans, institutional programs and processes, along with support organizations are integrated to assist in effectively management.
- A.
Personnel
- B.
Financial
- C.
Energy
- D.
Processes
- 42.This is the resource that is required to procure the material, energy, information and technology, and warfare resources needed to accomplish missions.
- A.
Financial
- B.
Processes
- C.
Warefare
- D.
Energy
- 43.The critical force that powers businesses, manufacturing, and the transportation of goods and services. It also powers your equipment, facilities, motor vehicles, and aircraft.
- A.
Energy
- B.
Warefare
- C.
Material
- D.
Financial
- 44.Funding, procuring, maintaining, and updating war-related materials are a top military priority to meet today’s National Security Strategy objectives.
- A.
Warefare
- B.
Energy
- C.
Processes
- D.
Financial
- 45.Generated from the MPES and assigns positions to an organization.
- A.
Unit Manpower Document
- B.
Organizational Structure
- C.
Unit Personnel Management Roster
- D.
Authorization Change Request
- 46.This document tracks where personnel are positioned in manpower allocations.
- A.
Unit Personnel Management Roster
- B.
Unit Manpower Document
- C.
Organizational Structure
- D.
Authorization Change Request
- 47.Focuses on the functionality of organizations, specifically activation, inactivation, re- designation, and reorganization.
- A.
Organizational Structure
- B.
Unit Manpower Document
- C.
Unit Personnel Management Roster
- D.
Authorization Change Request
- 48.The document used to propose adjustments to the UMD.
- A.
Authorization Change Request
- B.
Unit Personnel Management Roster
- C.
Unit Manpower Document
- D.
Organizational Structure
- 49.Two-part process that occurs twice per year that identifies and redistributes funds to meet unfunded requirements such as unforeseen or initially unanticipated mission-related expenses.
- A.
Budget Review
- B.
Execution Plan
- C.
Antideficiency Act
- D.
Budget Process
- 50.During this time, if congress cannot agree on a budget, units typically receive funding authority for approximately 80% of the previous year’s budget amount.
- A.
Continuing Resolution Authority
- B.
Budget Process
- C.
Execution Plan
- D.
Budget Review
- 51.A continuous cycle of planning, programming, revising, adjusting, and spending.
- A.
Budget Process
- B.
Continuing Resolution Authority
- C.
Budget Review
- D.
Antideficiency Act
- 52.Major law that allows Congress to exercise control over government spending.
- A.
Antideficiency Act
- B.
Continuing Resolution Authority
- C.
Execution Plan
- D.
Budget Process
- 53.The main document for distributing anticipated funding in an equitable manner. Lists the funded and unfunded mission critical requirements and the anticipated spending on funded expenses.
- A.
Execution Plan
- B.
Budget Process
- C.
Continuing Resolution Authority
- D.
Budget Review
- 54.Approves budgets, execution plans, and revisions. Distributes the annual funding, establishes priorities, and ensures consistency with programs and missions.
- A.
FMB
- B.
ACR
- C.
POM
- D.
. UMD
- 55.Participates actively in resource management, including the planning, programming, budgeting, acquiring, consuming, storing, and disposing of resources.
- A.
RA
- B.
CRA
- C.
ACR
- D.
UPMR
- 56.Setting aside money for a specific purpose.
- A.
Appropriation
- B.
RA
- C.
Obligation
- D.
ACR
- 57.Agreement to commit funds between the government and another party.
- A.
Obligation
- B.
Appropriation
- C.
RA
- D.
POM
- 58.Reviews program and cost factors, compares current with prior year costs, reviews justifications, periodically evaluates performance against estimates, and submits a recommended execution plan.
- A.
FWG
- B.
CRA
- C.
FMB
- D.
UPMR
- 59.
- A.
. ACR
- B.
UPMR
- C.
UMD
- D.
FMB
- 60.Details the organization structure, the position number for each authorization, and other pertinent data that commanders and managers need to manage manpower resources.
- A.
UMD
- B.
UPMR
- C.
ACR
- D.
FWG
- 61.Allows the government to continue operations at a minimum level for a specific amount of time, when the budget isn’t approved by Congress.
- A.
CRA
- B.
FMB
- C.
POM
- D.
FWG
- 62.This has the names of personnel currently assigned to your unit.
- A.
UPMR
- B.
UMD
- C.
FMB
- D.
Obligation
- 63.Proposes total program requirements for the next six years.
- A.
POM
- B.
FWG
- C.
ACR
- D.
UPMR
- 64.SSgt Brady is a team chief of an engine shop. He was just notified by his shop chief, TSgt Thomas that they are projected to receive six more aircraft within a year. Brady states, “TSgt Thomas, I can’t see how we’re going to support six more aircraft. We already have to work additional hours to support the aircraft we have now. Can we ask for new Airmen to PCS here to help?” TSgt Thomas replied, “I share your concern, but I have confidence that we can make it work.” TSgt Thomas’s _____ will MOST likely _____ mission effectiveness
- A.
Understanding of adjusting manpower requirements; increase
- B.
Misunderstanding of adjusting manpower requirements; decrease
- C.
Understanding of allocating and tracking manpower; increase
- D.
Misunderstanding of allocation and tracking manpower; decrease
- 65.At a training session, TSgt Caskey said, “SSgt Griggs, it’s that time of the year when we have to submit a document detailing how we are going to spend the upcoming fiscal year funding. To do that, we have to list and justify all needed items and services, and the cost. Additionally, we have to identify and justify items or services that can’t be funded with the current budget.” Because of her preparation, the organization was able to execute a strong budget and have the unfunded request on the top priority of the wing. TSgt Caskey’s actions BEST illustrates ________________ and its impact on mission effectiveness
- A.
Budget process
- B.
Budget review
- C.
Execution plan
- 66.TSgt Hardesty is mentoring TSgt Keith when he says, “This is the process I was telling you about. Our section has positions assigned by a document we don’t control at our level. It’s up to us to take the personnel we have and plug their names into a second document. This give us the freedom to structure the section as we want.” TSgt Hardesty’s comments BEST identify _____.
- A.
Allocating and tracking manpower
- B.
Organizational structure
- C.
Budget process
- D.
Option 4
- 67.
- A.
Understanding of resources for mission success; increase
- B.
Misunderstanding of resources for mission success; decrease
- C.
Understanding of Airman Powered by Innovation; increase
- D.
Misunderstanding of Airman Powered by Innovation; decrease
- 68.During a meeting with the superintendent, TSgt Lopez says, “We have a complete lack of structure in my work center. The last NCOIC didn’t keep track of where the people in our work center should be assigned. I compared the document that distributes personnel positions to us and the document the last NCOIC should’ve been using to assign people to those positions. They didn’t match-up at all, one section should include three SSgts but only had one, and another should’ve had one SSgt but had two! No wonder nothing gets done around here.” The scenario BEST illustrates _____ and its impact on mission effectiveness.
- A.
Organizational structure
- B.
Manpower allocation and tracking
- C.
Adjusting manpower requirements
- 69.While briefing an ALS class, TSgt Brand says, “This document is reviewed often and can be found at many different levels in the Air Force, from Air Force Headquarters to the lowest flight level. Though there isn’t a required format, the effective ones include sections that list mission essential items that are in the budget and items that aren’t. Each expense has a code that represents the expenses place in the budget hierarchy.” TSgt Brand’s comments BEST identify the _____.
- A.
Antideficiency Act
- B.
Budget Review
- C.
Execution Plan
- 70.TSgt Hadley is tasked with implementing a new process that his section is adopting for completing and tracking work orders. He eagerly meets with his supervisor, MSgt Kim, to discuss the new opportunities that the change will present. TSgt Hadley, then meets with his personnel to brief them on the proposed changes and to tell them about the positive outcomes expected with the new process. As a result of TSgt Hadley’s efforts, the new process is adopted without incident. TSgt Hadley’s actions BEST illustrate the use of ___________ flexibility and its impact on NCO effectiveness.
- A.
Cognitive
- B.
Emotional
- C.
Dispositional
- 71.After returning from a staff meeting, TSgt Nicholson briefs the personnel in her section about upcoming process changes that will take place. She discusses her plan to implement the changes within the section and monitor the effects. TSgt Nicholson gives additional details and answers question to ensure all of the key players are on the same page. This scenario BEST illustrates TSgt Nicholson’s role as the ________ in the change process and her impact on mission effectiveness.
- A.
Change Sponsor
- B.
Change Agent
- C.
Change Target
- 72.Changes in this are more difficult to make because this level is characterized by strong positive or negative emotions.
- A.
Group Behavior
- B.
Attitude
- C.
Individual Behavior
- D.
Knowledge
- 73.Changing this is more challenging than change at the previous levels because people don’t like to change the way they do things.
- A.
Group Behavior
- B.
Attitude
- C.
Individual Behavior
- D.
Knowledge
- 74.This change is generally the easiest change to bring about. Change at this level occurs after acquiring new information.
- A.
Group Behavior
- B.
Attitude
- C.
Individual Behavior
- D.
Knowledge
- 75.This change is the hardest level of change especially if you have to change customs and traditions that have been around for many years.
- A.
Group Behavior
- B.
Attitude
- C.
Individual Behavior
- D.
Knowledge
- 76.TSgt Adams, the NCOIC of the pharmacy is responsible for implementing a new prescription refill process to decrease customer wait times. After identifying deficiencies in the current process, TSgt Adams calls a meeting with his personnel. He explains the problems with the current process, proposed changes, and the timeline for implementation to replace the existing process. TSgt Adams actions BEST illustrate ________.
- A.
Unfreezing
- B.
Changing
- C.
Refreezing
- 77.TSgt Knight, the section NCOIC, says, “I know that none of us are big fans of change, however sometimes change can be good. You should respond to change by identifying new trends and opportunities, so personnel are never caught off guard and can make sense out of a situation in order to turn obstacles into opportunities and ideas into innovative practices. In addition, you should develop plan A and plans B and C just in case.” TSgt Knight’s comments BEST identify__________________flexibility.
- A.
Cognitive
- B.
Dispositional
- C.
Emotional
- 78.TSgt Christenson tells his subordinates that the section will implement a new work order tracker because he doesn’t like the current one. He tells them, “The change will take place immediately. As of tomorrow the new tracker will be used instead of the old one.” After a week, TSgt Christenson realizes that his people are still using the old tracker. When he asked why everyone was not using the new tracker, he was told that not everyone knew how to use the new one and that some people didn’t want to switch because they didn’t think it was necessary. This scenario BEST illustrates a failure during the __________ phase of the change process.
- A.
Unfreezing
- B.
Change
- C.
Refreezing
- 79.TSgt Lopez, a senior analyst for an intelligence squadron, was recently informed that his team will deploy as convoy operators. Upon receiving the news, TSgt Lopez first planned how to tell his team. After gathering everyone for the announcement, he said, “We have been tasked to deploy as convoy operators. Although this isn’t in our job description, it’s a critical need that must be filled to support the war effort. We’ll receive all required training to be successful. I will not allow this tasking to affect our current duties.” After answering several questions, Lopez encouraged his team members to see him if they had any additional concerns. TSgt Lopez’s _____ will MOST LIKELY _____ mission effectiveness.
- A.
Ineffective use of the Directive Change Cycle; hinder
- B.
Effective use of the Directive Change Cycle; enhance
- C.
Ineffective use of the Participative Change Cycle; hinder
- D.
Effective use of the Participative Change Cycle; enhance
- 80.MSgt Gonzalez, the Pharmacy Flight Chief, approaches TSgt Stewart and says, “I have a challenge for you. Streamline the prescription filling process and do it without disrupting operations.” TSgt Stewart eagerly schedules the team’s first meeting. Stewart can tell that the team is knowledgeable about the current process and they are willing to make changes in the process that prescriptions are filled. After a couple days of discussion, TSgt Stewart’s team provides a plan for implementation. TSgt Stewart’s team gets the approval of leadership to proceed with the changes and the resulting data from the change shows lower wait times and fewer errors. This narrative BEST illustrates the _______ setting and its impact on mission effectiveness.
- A.
Just Do It
- B.
Improvement Project
- C.
Rapid Improvement Event
- 81.TSgt Johnson has been an SFS Airman for 12 years and is not unfamiliar with working swing-shift. On one particular night patrol, he gets a call from dispatch for an alarm activation at the base commissary. He responds to the location and his training immediately kicks in. He instinctively swings open the mobility crate, removes the K9 and begins his perimeter check, looking for any sign of deliberate, forced entry. In only minutes, the scene is secure. TSgt Johnson then has the law enforcement desk contact the facility manager of the building to report a faulty alarm. TSgt Johnson’s actions BEST illustrate _____ and its impact on mission effectiveness.
- A.
System 1 thinking
- B.
System 2 thinking
- C.
Just Do It
- 82.A vital decision-making tool that operates in the background and is relied upon to aid you in supporting daily activities.
- A.
System 1 Thinking
- B.
System 2 Thinking
- C.
Decision Analysis
- D.
Decision-Making
- 83.A systematic procedure based on the thinking pattern that you employ when making choices.
- A.
System 1 Thinking
- B.
System 2 Thinking
- C.
Decision Analysis
- D.
Decision-Making
- 84.The mental process that results in the selection of a course of action from among several alternative scenarios.
- A.
System 1 Thinking
- B.
System 2 Thinking
- C.
Decision Analysis
- D.
Decision-Making
- 85.Focuses on resolving the problem while correcting and monitoring the situation.
- A.
System 1 Thinking
- B.
System 2 Thinking
- C.
Decision Analysis
- D.
Decision-Making
- 86.A view into the future that describes how an organization will strategically perform or conduct business.
- A.
Strategic Vision
- B.
Brainstorming
- C.
Standard Work
- D.
Fish Bone Diagram
- 87.Provides a systematic and deliberate method for looking at the current situation, determining what problem exists, and then deciding an appropriate and/or effective action.
- A.
OODA Loop
- B.
Eight-Step Problem Solving Process
- C.
Fish Bone Diagram
- D.
Strategic Vision
- 88.Can assist you and others in building a variety of ideas in a short time about a specific problem or topic
- A.
Brainstorming
- B.
Strategic Vision
- C.
Standard Work
- D.
OODA Loop
- 89.A team-centered, systematic, common sense problem solving approach.
- A.
Eight-Step Problem Solving Process
- B.
OODA Loop
- C.
Brainstorming
- D.
Fish Bone Diagram
- 90.Used to depict the relationship between specific categories of process inputs and the undesirable output.
- A.
Fish Bone Diagram
- B.
Eight-Step Problem Solving Process
- C.
OODA Loop
- D.
Strategic Vision
- 91.This represents the best-known approach to complete a task by ensuring consistency throughout the working process; thus, the same work will take the same amount of resources to achieve the same results every time.
- A.
Standard Work
- B.
Brainstorming
- C.
Strategic Vision
- D.
OODA Loop
- 92.MSgt Rook, a Precision Measurement Equipment Laboratory Flight Chief, has received feedback that his flight is struggling to meet turn-around times on calibrations. MSgt Rook decides to approach TSgt Gerry about fixing the problem due to her ability to leverage previous experiences to quickly and confidently make decisions. TSgt Gerry agrees to tackle the problem and starts by personally observing and analyzing the process over the next few days and collecting data for further examination. Next, TSgt Gerry devises a strategy to address the process issue. Then, TSgt Gerry guides her flight in implementing and evaluating the corrective action to the problem. TSgt Gerry’s use of ____________ will MOST likely____________ mission effectiveness.
- A.
System 1 thinking; enhance
- B.
System 1 thinking; hinder
- C.
The OODA Loop; enhance
- D.
The OODA Loop; hinder
- 93.TSgt Gallagher is giving TSgt Lloyd feedback when he says, “This is your thought process that you used to choose different options or actions when there are many choices. There are two types of thought processes you can use when this occurs. Your rapid approach that relies on past experiences or the methodical process that requires deep thought. You must be observant and orient yourself to choose the best option.” TSgt Gallagher’s comments BEST identify _____.
- A.
The RIE AFSO21 setting
- B.
Decision making
- C.
The OODA Loop
- 94.TSgt Carver has been tasked with purchasing a new big screen television for the Airmen’s break room. TSgt Carver thinks, “I have to purchase a television for the break room. It must be at least 50 inches and cost less than $750. It would be nice to have high definition picture and HDMI ports.” After planning, Carver searches the GSA Advantage website and finds many options. He picks the top three choices and puts them in order. Before submitting to the resource advisor, Carver contemplates, “Did I miss anything? Am I sure these are the best options?” Later, the flight chief thanks Carver for being under budget and getting extra features he desired. TSgt Carver’s actions BEST illustrates ________________ and its impact on NCO effectiveness.
- A.
AFSO21 desired effects
- B.
A Just Do It setting
- C.
Decision analysis
- 95.TSgt Becher is leading a problem solving event in the Fuels Flight. At the first meeting she says, “We have to decrease the response time to fuel the KC-135s. Command Post is receiving complaints daily.” After the meeting breaks, a team follows the next fuel run to the flight line to observe the entire process. While at the plane, Becher discusses the issue with the crew chief and pilot. The next day, the team meets again. TSgt Becher says, “We must write out the issue and make sure it includes all the facts.” After the team completes Becher’s task, all team members agree and finalize the issue.” TSgt Becher’s _____ will MOST likely _____ mission effectiveness
- A.
Understanding of clarify and validate the problem; increase
- B.
Misunderstanding of clarify and validate the problem; decrease
- C.
Understanding of an improvement project; increase
- D.
Misunderstanding of an improvement project; decrease
- 96.The “why” behind your position.
- A.
Interest
- B.
Demand
- C.
Interest
- D.
Position
- 97.The overlap of the negotiators aspiration and reservation points.
- A.
ZOPA
- B.
BATNA
- C.
Interest
- D.
Reservation
- 98.The best outcome you hope to negotiate.
- A.
Aspiration
- B.
Demand
- C.
Interest
- D.
Position
- 99.Two or more people or groups striving to reach an agreement or course of action.
- A.
Negotiation
- B.
Position
- C.
Interest
- D.
Aspiration
- 100.Two or more people or groups striving to reach an agreement or course of action.
- A.
Negotiation
- B.
Interest
- C.
Demand
- D.
Anchor
- 101.The best option you can implement if an agreement is not negotiated.
- A.
BATNA
- B.
ZOPA
- C.
Reservation
- D.
Anchor
- 102.A statement that gives no options for the counterpart’s input.
- A.
Demand
- B.
Position
- C.
Reservation
- D.
Aspiration
- 103.An offer that is at the aspiration point, or more aggressive. Pulls the other negotiator closer to your desired outcome.
- A.
Anchor
- B.
Demand
- C.
Negotiation
- D.
Position
- 104.Your best possible outcome during a negotiation.
- A.
Position
- B.
Interest
- C.
BATNA
- D.
Reservation
- 105.Your least favorable offer you’ll accept during a negotiation.
- A.
Reservation
- B.
Position
- C.
Interest
- D.
Aspiration
- 106.Compromising style that should be used when the task and people neither hold a high or low importance. This style usually results in a quick negotiation.
- A.
Settle
- B.
Evade
- C.
Comply
- D.
Cooperate
- 107.Unassertive style that could be used to maintain the current situation. Many times the opposite is too powerful and other tasks are more important.
- A.
Evade
- B.
Comply
- C.
Settle
- D.
Cooperate
- 108.Collaborative style that can manages the relationship while striving for a mutually pleasing outcome.
- A.
Cooperate
- B.
Insist
- C.
Comply
- D.
Settle
- 109.Passive strategy that doesn’t focus on the task, but should preserves the relationship between you and the opposing negotiator.
- A.
Comply
- B.
Settle
- C.
Evade
- D.
Cooperate
- 110.Assertive style that is usually used in emergency situations. This style attempts to overwhelm your opponent and should be used with caution.
- A.
Insist
- B.
Comply
- C.
Cooperate
- D.
Settle
- 111.
- A.
Comply
- B.
Settle
- C.
Evade
- 112.
- A.
Trust in a process
- B.
Personal powers
- C.
Position powers
- 113.The AU/CC is visiting and TSgts Gomez and Ramos must choose an Airman to brief the organization’s mission. Each TSgt has selected a different Airman which causes a disagreement. While preparing to resolve the dispute, TSgt Gomez thinks to himself, “TSgt Ramos and I have worked together for years and trust each other. Because we will continue working together, I should use a higher people orientation than task when applying the negotiation styles. I believe my Airman will do a better job and they need the experience of talking to top leadership; however, Ramos’ briefer would suffice. The visit is weeks away, so we have time to collaborate and ensure we pick the best briefer.” This scenario BEST illustrates an understanding of__________ and how they contribute to NCO effectiveness.
- A.
Paying attention during communication
- B.
Who, Stakes, and Situation
- C.
Integrative Negotiations
- 114.Yesterday, TSgt Richey was informed that she must find nightly child care or enact her family care plan and send her 8 month old son Logan to her mother in a different state. Sitting in her office, she contemplates, “I want to remain on dayshift. I know my superintendent wants me to work the night shift. Since I haven’t found professional childcare open at night, maybe I can take the weekend shift. The main reason I need to remain on dayshift is so Logan can stay in daycare. I know my superintendent is only trying to make the schedule fair, and I have only ever worked weekday dayshift. I simply cannot move Logan hours away, he needs me. If we cannot work something out to remain on days, I’ll move my cousin here and she can watch Logan while I work.” TSgt Richey’s _____ will MOST likely _____ NCO effectiveness
- A.
Understanding of the Planning Phase; increase
- B.
Misunderstanding of the Planning Phase; decrease
- C.
Understanding of the Negotiation Phase; increase
- D.
Misunderstanding of the Negotiation Phase; decrease
- 115.Failure to move toward a resolution while mediating.
- A.
Impasse
- B.
Facilitative
- C.
Joint Discussion
- D.
Closure
- 116.Mediation with a subject matter expert that describes the issue, offers their opinion, and suggests options.
- A.
Evaluative
- B.
Facilitative
- C.
Transformative
- D.
Narrative
- 117.Outsiders who have an interest in dispute resolution.
- A.
Stakeholders
- B.
Joint Discussion
- C.
IBN
- D.
Impasse
- 118.Mediator uses questioning to create stories to help disputants understand and cooperate.
- A.
Narrative
- B.
Facilitative
- C.
Evaluative
- D.
Transformative
- 119.End of the mediation process, resolution not required.
- A.
Closure
- B.
Evaluative
- C.
Joint Discussion
- D.
Impasse
- 120.Active mediator encourages disputants to clarify issues, and discuss positions and interests.
- A.
Facilitative
- B.
Narrative
- C.
Stakeholders
- D.
Evaluative
- 121.Mediator empowers the disputants to see and understand the others point of view.
- A.
Transformative
- B.
Facilitative
- C.
Joint Discussion
- D.
Closure
- 122.Preferred by Air Force Mediators that focuses on interests instead of the positions.
- A.
IBN
- B.
Joint Discussion
- C.
Evaluative
- D.
Facilitative
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