ALS Dl - Set B - Volume 2

SSgt Irvin’s actions best illustrate standards and discipline, which according to the Standards and Discipline chapter, includes preventive and corrective discipline. Preventive discipline stops a problem from happening before it starts. Examples of preventive discipline are initial feedbacks, safety briefings, etc. Standards form the foundation for expectations and discipline and they must be achievable/ attainable (answer phone calls), specific (before the third ring), observable (before third ring…), and measurable: quality (politely).

PDP stands for Progressive Discipline Process

Teams outperform groups because of the synergistic effect. This means that when individuals come together as a team, they are able to achieve more collectively than they would as individuals working separately. The collaboration and combination of skills, knowledge, and perspectives in a team can lead to increased creativity, problem-solving abilities, and overall performance. The synergy created by a team allows for better utilization of resources and the ability to leverage each team member's strengths, resulting in higher productivity and better outcomes.

According to the Performance Evaluation lesson, it is appropriate to use rehabilitative feedback when subordinates violate a standard or fall below the line of acceptability. In this scenario, SrA Wiley is having financial problems (several vendors have called complaining about your missed payments) that are impacting his duty performance (productivity decreases and you are rude to your teammates). MSgt Campbell should use rehabilitative feedback to bring Wiley’s behavior back within acceptable boundaries and enhance Wiley’s effectiveness.

Collective efforts toward a shared goal help distinguish teams from groups because teams are characterized by individuals working together towards a common objective, whereas groups may not have a clear goal or may consist of individuals working independently. The collaboration and coordination required in teams create a sense of unity and shared responsibility, leading to better performance and outcomes.

According to the Continuous Improvement chapter, there are eight types of waste. Waiting is one type of waste, which is whenever goods are not moving, or being processed. The inspection team’s actions best illustrate this concept as evidenced by the expedited cargo waiting for inspection and inspectors are waiting on a vehicle to conduct their inspection.

Position Power - Derived from your position within the organization and is given or delegated to you by your superiors

Personal Power - Derived from confidence and trust that others have in the leader and is earned

Mission statements and vision statements serve different purposes within an organization. A mission statement outlines the fundamental purpose and goals of the organization, focusing on what it does and who it serves. On the other hand, a vision statement describes the desired future state of the organization, providing a clear direction and inspiration for its employees and stakeholders. Therefore, it is true that mission statements and vision statements perform two distinct jobs in defining an organization's purpose and future aspirations.

The team is in the Norming Stage during which, according to the Team Leader chapter, is the stage when attitudes change (…idea was too simplistic…actually a great idea team) ‘norms’ are accepted, relationships become more cooperative (…your cooperation will keep all of us) and members reconcile disputes (…able work out our differences). During this stage, productivity is high.

SSgt Tolley uses both indirect observation and checking a completed product. According to the Performance Evaluation lesson, indirect observation involves relying on someone else to provide you with information about how your subordinate is performing (received information from Folk’s shift leader). Checking a completed product involves reviewing products or services and talking to customers who received the product or service. It also includes staff assistance visits and assessments (QA inspection results).

According to the Leader Influence chapter, position power includes legitimate, reward, coercive, and connection and is derived from the position within the organization. In this situation, SSgt Cordell uses his position as team leader to promise a reward (one-day pass). The promise of a reward (effective use of position power) will most likely increase subordinate commitment levels, which in turn will enhance unit effectiveness.

Groups are usually formed without consideration to each person's skill set means that when forming groups, people's skills and abilities are not taken into account. This implies that groups are typically formed randomly or based on other factors such as availability or personal preferences, rather than ensuring that each group member brings a specific skill or expertise that can contribute to the group's overall success. Therefore, the statement "True" suggests that skill sets are not typically considered when forming groups.

TSgt Milton’s effective use of the FAIR Way will MOST likely enhance unit effectiveness. According to the Diversity chapter, the FAIR Way includes Feedback (giving/receiving) about expectations, how to meet them, and discovering what subordinates need (equipment/training/resources). Assistance is making sure workers have what they need and its encouraging workers to assist one another. Inclusion is making sure everyone has the opportunity to participate fully in the workplace. Respect is recognizing each person’s unique value, contributions, and potential to the organization.

This scenario is about leadership traits, which according to the Leader Influence chapter, include among others: loyalty (faithfulness to peers, subordinates, and to me), energy (enthusiasm and motivation for taking the initiative), and decisiveness (willingness to make decisions, etc.)

According to the Resource Stewardship lesson, the first Budget Execution Review (BER) occurs during the 2nd Quarter (typically January) of the Budget Cycle. The resource advisor (RA) clearly understands the budget cycle as evidenced by her waiting until the 2nd Quarter of the Budget Cycle to submit SSgt Bose’s request for funds. According to the Budget Cycle, Cost Centers begin working the 1st BER (aka unknown, unfunded requests) in October for submission by the RA in January. Therefore, the RA’s actions will most likely result in the pharmacy receiving the funds necessary to purchase new equipment.

According to the Standards and Discipline chapter, counseling is the first step of the PDP. SSgt Vera should have started with either a verbal counseling or an LOC the first time Jackson failed to meet standards (failed to complete assignments). Although supervisors have flexibility for what level of PDP a supervisor can start with, counseling should still be the first step in situations that are not exceptionally severe. A1C Jackson will probably become distrusting of his supervisor and the mission will likely suffer due to the deteriorated relationship.

TSgt West and SSgt Freeman cooperate which, according to the Introduction to Negotiating chapter, is useful when a party desires to achieve a mutually satisfying outcome while simultaneously managing the relationship. SSgt Freeman attempts to achieve a mutually satisfying outcome as evidence by the statements, “Could you wait until tomorrow? That way I could use the vehicle to support this other requirement (Freeman’s need) and allows you to use it for the rest of the week (West’s need).” West, in-turn, acknowledges the challenge Freeman is facing (supporting West and a high-priority request) and agrees to his offer, which supports not only the tasks at hand but the relationship as well.

TSgt Abel used the Authorization Change Request (ACR), which according to the Resource Stewardship lesson, “is a document used to change (reclassify) attributes of positions listed on the Unit Manpower Document when there is a change in mission.”

Personal Trust - Not reliant on any institution or third party

Process Trust - Both parties have faith in a governing institution and believes that it supports their negotiations

In this situation, MSgt Berry used directive change appropriately, because according to the Continuous Improvement chapter, this type should be used when, 1) change must be implemented quickly and 2) subordinate input is not required or sought. MSgt Berry’s actions will most likely enhance the mission because the change is necessary to prevent mission failure.

The statement illustrates a team mission and vision statement. According to the Team Leader chapter, a mission statement defines the "where and what" work centers, units, wings, etc. accomplish on a daily basis. A vision statement considers what the organization wants to be (a preferred end state). It can provide the “how well” when it comes to accomplishing one’s mission.

SSgt Shire’s consideration of the Who, the Stakes, and the Situation will most likely enhance her effectiveness. According to the Introduction to Negotiating chapter, the ‘Who’ refers to people you are you dealing with. The ‘Stakes’ are what you stand to gain or lose…important/trivial. The ‘Situation’ refers to the criticality of the situation (time-sensitive, life threatening, etc.) SSgt Shire considered the ‘Who’ as indicated by the statement, “After taking into account the experience of the Airmen she has available to help…” She considered the ‘Stakes’ as indicated by the statement, “…a passing score is absolutely necessary.” She considered the ‘Situation’ as indicated by the statement, “We only have a few weeks left before the re-inspection…”

Teams are committed to their member's personal growth

MSgt Aldo’s comments best explain followership traits which, according to the Leader Influence chapter, include competence (know what your job is, how to do it, and to perform it), integrity (ethical behavior…accept full responsibility for their actions), loyalty (faithfulness, obedience, and respectfulness), and initiative.

According to the Performance Evaluation lesson, Evaluation Principles include Methods of Monitoring (Direct, Indirect, Observing a Completed Product/Service) and Common Pitfalls (relevancy errors: factors that do not contribute to performance, nonessential elements of the job, and undue weight elements). TSgt Smith monitors his Airmen’s performance as evidence by the statements “…reviews their completed work” and “discusses their performance with their shift supervisor.” Smith also writes EPRs that do not include factors that do not contribute to performance and nonessential elements of the job nor give undue weight to isolated incidents. All of these actions are appropriate and will MOST likely enhance, not hinder Smith’s effectiveness.

The scenario best illustrates Social Sensitivity, which, according to the Diversity chapter, is genuinely internalizing the essence of diversity and seeking ways to incorporate diversity in behaviors, daily routines, and operations. It includes developing a keen awareness and understanding of others’ emotions, feelings, personality, temperaments, strengths, cultural differences, values, and beliefs in order to better understand the individual characteristics of who we work with, what each person brings to the mission, and to improve our appreciation and respect for one another.

This best describes Mission Statement

Teams are a collection of people assembled and organized to work together.

Values best describes Vision Statement