SNCO DLC Self Awareness Study

According to the Critical Thinking chapter, the universal standard of Clarity helps you to ensure the problem is clear by asking others to elaborate further, provide an example, or reword the problem so it can be understood better. In the scenario, MSgt Grady’s comments best explain the Clarity standard in his statement, “Give me another example of what you’re dealing with or elaborate further so I can determine a way ahead.”

According to the AI chapter, “Coping behavior involves behaving…problem solving…outside one’s preferred style by the minimum amount, for the least time.” Because SMSgt Black understands coping behavior, his comments will MOST likely enhance the mission. Effective leaders create environments where they only ask for minimum coping behavior most of the time and only have to ask for maximum coping behavior in times of crisis. It is evident that SMSgt Black understands this by his comments “I’m only going to need you to do this for a little while longer… only until we get our new personnel next week. Then we’ll get back to a manageable pace.” Understanding coping behavior will help you accomplish your mission.

All of the examples support the statement.

SMSgt Wilson’s comments identify the role of the bridger. A bridger is a
social role that ideally has a cognitive preference (style) between those to be bridged.
It is a learned skill that requires human relation skills. This is evident in SMSgt Wilson’s
comments when he says, “As the leader, you need to fill the gap between them so they
can get past their individual perspectives....This might be a little difficult for you at first...
However, the more you practice this skill, the better you’ll eventually get at it.”

Feedback:
CORRECT: MSgt Henderson’s actions best illustrate Decision Analysis which, according to the Critical Thinking chapter, includes 1) Decision Statement [decides to fix the problem by purchasing new printers], 2) Decision Criteria (musts and wants) [what features they require and what features would be nice to have], 3) Alternatives [compile a list of printers], and 4) Risk Analysis [before actually making the purchase, run it by several users and your supervisor.] In this scenario, MSgt Henderson uses every step of Decision Analysis to make his decision which resulted in mission enhancement.

According to the PPS chapter, the Influence dimension emphasis is on, “shaping the environment by influencing or persuading others.” In this scenario, SMSgt Wilson identifies TSgt Tilley’s ability to “make a favorable impression” and “generate enthusiasm”. These are direct Influence tendencies mentioned in the PPS chapter.
Response

The dominance dimension emphasis is on shaping the environment
by overcoming opposition to accomplish results. This includes getting immediate results (move
fast), authority (take the lead), quick decisions (hurried turnaround), and power (be in charge).
Although there is one aspect of steadiness (manage some of the concerns of others), there’s
more evidence of the dominance dimension in the scenario.

According to the PPS chapter, the Dominance dimension emphasis is on, “shaping the environment by overcoming opposition to accomplish results.” This includes taking authority (take charge), getting immediate results (fast turnaround), and accepting challenges (up for a new challenge).

Because SMSgt Smith understands coping behavior, his comments will MOST likely
enhance the mission. Effective leaders create environments where they only ask for minimum
coping behavior most of the time and only have to ask for maximum coping behavior in times
of crisis. It is evident that SMSgt Smith understands this by his comments “I’m only going to
ask you to do this for a little while longer...only while lives are at stake. Then we’ll get back to
a normal pace.” Understanding coping behavior will help you accomplish your mission.”

The hindrance of faulty logic can lead you to make erroneous conclusions or
accept false ideas. In the scenario, MSgt Chase makes an irrelevant comparison when he
compares moving people through their service line to launching aircraft on the flight line.
Serving people isn’t the same as launching aircraft. Additionally, he commits a slippery
slope fallacy by stating that if they don’t speed up the serving time, they could lose Steak
and Lobster Night. Since MSgt Chase hasn’t received complaints about the serving time,
there is no proof this adverse chain of events will even occur.

According to the FRL chapter, Transactional Leadership behavior is defined as, “providing compensation in exchange for desired follower behavior, or a consequence for undesired behavior. The transaction can involve actual rewards or penalties, or be more interpersonal, like providing praise or criticism.” In this scenario, MSgt Sawyer exhibits Transactional Leadership by stating that he would put Connor in for an award due to his outstanding inspections. This action will most likely enhance SSgt Connor’s effectiveness.

The steadiness dimension emphasis is on cooperating with others
within existing circumstances to carry out the task. This includes being consistent (stable),
predictable (reliable), patience (perseverance), and loyalty (dependability). Although the influence dimension includes contacting people (socializing a lot), there’s more evidence of the
steadiness dimension in the scenario and the position calls for steadiness. Understanding this
will enhance the mission.

According to the Full Range Leadership chapter, “This leadership behavior is an effort to prevent problems from occurring by keeping people and processes in control; the leader monitors subordinates’ activities by ensuring compliance with rules, regulations, and performance standards.” (closely observing your work and behavior to ensure you meet all performance and behavioral standards I have laid out for you and you will be held accountable for your actions). When working in dangerous or critical career fields, MBE-A is essential in ensuring obedience to rules and regulations that maintain safety standards, organizational and environmental compliance, and duty performance. In this scenario, MSgt Verble makes is clear that MBE – A is necessary in their critical environment.

MSgt Stock correctly used Contingent Rewards, which are a component of
Transactional Leadership behavior. According to the FRL lesson, “CR transactions are
like agreements where the leader establishes goals, identifies ways to reach these goals,
and supports the follower in meeting these goals. After a subordinate fulfills the leader’s expectations, a reward is provided to reinforce the positive behavior.” If MSgt Stock
continues this behavior, he will enhance his own effectiveness as well as SSgt Jones’
effectiveness.

SMSgt Kilbride used Transactional leadership (with contingent rewards) which, according to the Full Range Leadership chapter, “is based on connecting a transaction (or social exchange) to motivation; in other words, providing compensation in exchange for desired follower behavior, or a consequence for undesired behavior. The transaction can involve actual rewards or penalties, or be more interpersonal, like providing praise or criticism.” In this scenario, SMSgt Kilbride provides this contingent reward to MSgt Gleason in the form of verbal praise and award submission for achieving the desired outcome of completion of five modules. This use of Transactional Leadership will most likely result in enhanced SNCO effectiveness

The conscientiousness dimension emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy. This includes concentrating on key details (keen focus on specifics), and values of quality and accuracy (knack for
excellence and correctness). Since MSgt Foy’s tendencies include more than one aspect of
the conscientiousness dimension and is what the position calls for, his actions will most likely
enhance the mission.

The universal standard of Fairness helps you to consider the viewpoints of
others (talk with a few more people, including the shift leader) and avoid distorting
information due to your own biased perspective (MSgt Rowe knows A1C Sterling can be
difficult to work with at times). In this scenario, MSgt Rowe concludes it’s not right to base
her decision solely on the perspective of a few airmen and her own biased opinion.

The intellectual trait of Fair-mindedness includes treating all viewpoints alike
without referencing your own. It also includes engaging in thinking without considering
the advantage of your group. In the scenario, MSgt Marley doesn’t think it is right (fair)
that his people are always tasked with unit additional duties. He’s looking at the situation using his own lens…considering his own interests (his people’s interests). However,
Chief Twain asked him to consider others’ viewpoints (“Why do you think the first sergeant
comes to you”, “…looking at the overall picture using multiple standpoints”) and tells him
to think without referencing his own vested interests (“…try to consider the entire organizational perspective instead of focusing on your own piece of the pie.)

According to the PPS chapter, the conscientiousness dimension emphasis is on, “working conscientiously within existing circumstances to ensure quality and accuracy.” This includes using a systematic approach to situations or activities (systematic approach), being diplomatic with people (been fair and diplomatic with his previous teams) and concentrating on key details (eye for details). Since Black’s tendencies include more than one aspect of the conscientiousness dimension and is what the position calls for, his actions will most likely enhance the mission.

The influence dimension emphasis is on shaping the environment by
influencing or persuading others. This includes contacting people (communicate with every
individual in the unit), making a favorable impression (show a positive impact), and coaching
and counseling (tutor and advise).

Situational Leadership theory concentrates on two leader behaviors: directive
and supportive. The leader chooses his or her appropriate behavior after evaluating the
task and determining a subordinate’s development level.

According to the AI chapter, coping behavior involves behaving…problem solving…outside one’s preferred style by the minimum amount, for the least time. This is evident in SMSgt Cruz’s comments when he says, “you are having difficulty with your new position on the team. This is because it requires you to conduct yourself differently (outside) from your favored (preferred) style.” SMSgt Cruz’s comments are about coping behavior.

According to the FRL lesson, when MSgt Earls was complimenting SSgt Purdue,
she was displaying Contingent Reward behavior; and when she suggested creating the
‘process/checklist’, she was challenging SSgt Purdue with a supervisory task, therefore she
demonstrated Intellectual Stimulation.

MSgt Wilson is encouraging the development of Essential Intellectual Traits
which include Intellectual Autonomy (think for themselves), Confidence in Reason (to
come to their own conclusions), Intellectual Courage (be true to their own thinking), and
Intellectual Empathy (see things from other viewpoints). MSgt Wilson’s actions will most
likely enhance his subordinates’ effectiveness.

System-1 thinking involves relying on intuition, prior experience, and/or situational cues to arrive at a decision quickly. SMSgt Horton used System-1 (reactive) thinking
to solve the training problem as evidenced by the timeliness of the decision. Due to the
importance of the issue (deployment in a month), a decision needed to be made quickly
(running out of time). Therefore, SMSgt Horton relies on his prior experience (…has been
in this situation before) to make a decision. Based on SMSgt Horton’s actions, his people
can get just-in-time training and be ready to effectively accomplish the mission.

According to the Full Range Leadership chapter, the Transformational leader motivates followers by genuinely caring about their concerns (listen to their concerns). They also stimulate creativity and original thinking (innovation and creativity) by respecting and valuing follower’s opinions and perspectives (seeking and valuing their input). In this scenario, MSgt Landruth uses the intellectual stimulation component of Transformational Leadership to bolster subordinate effectiveness.

SMSgt Henderson’s comments identify the more innovative tendencies of TSgt Cook. According to the AI chapter, those with more innovative tendencies prefer working with less structure. They’re spontaneous and unconventional. This is evident by SMSgt Henderson’s comments, “…provide original ideas (unconventional) and spur-of-the-moment courses of action (spontaneous).

The decision that SMSgt Grey makes best illustrates Intellectual Stimulation. According to the FRL chapter, a leader who uses Intellectual Stimulation, “encourages followers to be innovative (think outside the box); properly valuing the follower’s ideas (I value your input); value their intellect and judgment,; provide them support as needed (I will be available to answer any questions), but let them work through problems and gain confidence in their abilities to resolve issues (If you run in to any problems or issues, I know you can work them out).”

The Inferences reasoning element focuses on the conclusions and/or solutions
that logically follow the evidence. In the scenario, SMSgt Alexander engaged in fact finding
in order to gather his evidence. He found that those on days didn’t have as much student
time as those on nights. Therefore, he inferred that to decrease the number of CDC failures,
his commander should provide time during the duty day for those on the day shift to study.

According to the Critical Thinking chapter, System-2 Thinking (reflective) “is broad and informed problem-solving and deliberate decision making that relies heavily on information, deliberation, time, planning, and comprehensive consideration.” It is useful for judgments in unfamiliar situations and when there is time for planning and more comprehensive consideration. Here, Gore takes a good look at the current situation and forms theories about the problem as evidenced by her speculating that the customer complaints could be due to wait time, professionalism and manners, or patient response time. She then gathers data and information to substantiate those theories by reviewing numerous customer service surveys. Next, she develops solutions to address the problem by generating several solutions. Finally, she implements and evaluates by implementing the solution she believes will have the greatest chance of reducing patient response time. Therefore, her effective use of System-2 Thinking will most likely enhance mission effectiveness.

According to the PPS chapter, the Steadiness dimension emphasis is on, “cooperating with others within existing circumstances to carry out the task.” This includes helping others (assist others), calming excited people (calming presence), and demonstrating patience (shows patience). Although the conscientiousness dimension includes having all the details, there’s more evidence of the steadiness dimension in the scenario and the position calls for steadiness. Understanding this will enhance the mission.

The conscientiousness dimension emphasis is on working conscientiously within existing circumstances to ensure quality and accuracy. This includes adhering to
key directives and standards (you like to do things by the book), delegating important tasks (so
I’m assigning you a significant tasker), values of quality and accuracy (require you to be very
precise), and giving them time to plan carefully (I’m going to provide you plenty of time).

SMSgt Michaud’s comments best explain Universal Intellectual Standards, which according to the Critical Thinking chapter are, “standards which should be applied to thinking to ensure its quality (the principles which should be applied to thinking to guarantee its quality.) The ultimate goal is for these standards to become infused in the thinking of students (these principles such as depth and breadth should become instilled in our thinking), forming part of their inner voice (creating part of our inner voice), guiding them to reason better (influencing us to reason better.)”

SMSgt White’s comments indicate that he does not understand management of the
cognitive gap. According to the AI Theory chapter, optimal problem solving results from both
adaptive...see if there’s something other units have been using that’s proven successful) and
innovative (...use this as an opportunity to develop something transformational) people working on the problem together because it brings all sides (perspectives) of a problem to light. By
agreeing with the more adaptive solution, SMSgt White is making a decision based on his own
preference instead of considering the idea of others that don’t share his preference. Therefore, he doesn’t manage the cognitive gap that exists between the more adaptive and more
innovative team members. Because SMSgt White misunderstands management of the cognitive gap, his comments will MOST likely hinder mission effectiveness.

Based on where MSgt Longman is in the decision analysis process, he still needs
to select the best alterative based on his comparison of the alternatives to the MUSTs
and WANTs criteria. Additionally, once he determines which person is best based on his
comparison, he needs to conduct a risk analysis to see if there are any adverse consequences he should consider if that individual is selected.

SMSgt Browning’s comments BEST illustrate his understanding of problem B. Problem B is the automatically inherited problem of managing differences among team members.
SMSgt Browning’s comments best illustrate his understanding of problem B by his words,
“Sometimes it depends on the other team members’ perspectives which makes it hard to
make progress.”

SMSgt Johnson’s comments identify the more adaptive tendencies of TSgt Hunt.
This is evident when SMSgt Johnson’s comments, “...your ability to analyze facts (detail ori- ented) and work through them in a systematic fashion (methodical) is exactly what the team
needs.

Proficient critical thinking involves 1) Open mindedness, 2) Healthy skepticism,
and 3) Intellectual humility. SMSgt Rodriguez’s comments or actions demonstrate all
three. He asks questions to clarify the facts, examines the situation, and gets at the truth.
He examines viewpoints different from his own, examines issues from as many sides as
possible, and looks for the good and bad points of the various sides examined. Finally,
although he still didn’t get what he wanted, he is willing to support the decision, which
indicates intellectual humility. Because he demonstrates characteristics of a proficient critical thinker, he is more effective as evidenced by his actions to develop a plan to meet his
mission requirements with his current manning.