NCOA Dl - Test 1 - Course Foundation

The statement suggests that individuals need to work together in a coordinated manner to achieve a common goal. This implies that they need to collaborate, support each other, and leverage their skills and efforts to achieve a mutually-desired result. This aligns with the concept of a team, where individuals come together, complement each other's strengths, and work towards a shared objective. A team is more than just a group of individuals; it implies a higher level of coordination, collaboration, and synergy among its members.

According to the Keys to Successful Learning section, Lifelong Learning is not making your primary concern a test score, but rather focus on becoming a more effective leader by doing your best to comprehend lesson concepts and principles. With this in mind, analyze your test results (reviews her test results) and use the information to improve (thinks about how she is going to use this to improve herself). Your true goal should be to apply the information after graduation (She also thinks about how she use the information she learned in her work center). Graduation should not mark the end of your learning, but rather the continuation of your experience as a leader, manager, and NCO.

TSgt Shelby is using the keys to succesful learning, which according to the Course Introduction chapter are reading (completed all assignments), taking notes (took good notes), studying (study sessions), testing , and lifelong learning. TSgt Shelby’s actions
will most likely enhance her effectiveness.

The authority part of the Right to Lead Model is about the authority that flows from the constitution, the congress, and powers vested in you by the President, as Commander-in-Chief. These powers allow you to accomplish specific missions, and to maintain good order and discipline. Constitutional and legislative authorities, such as Title 10 of the US Code, codify in greater detail what you are allowed to do, as well as, what you are prohibited or restricted from doing and authority, based on rank, position, (understanding your place and power) and duty is ever present, the trick is to understand the limits of your authority and to never abuse the authorities (rights) vested in you by our nation and your superiors.

The given statement defines an assemblage of persons or objects gathered together, which aligns with the concept of a group. A group typically refers to a collection of individuals or things that are united by a common purpose or interest.

According to the Airmanship chapter, Progressive Professionalism (P2) is the concept of improving oneself on the professional continuum through education, training, ethical behavior, and being morally balanced. The foundation of P2 is the DDR, a methodology of providing Airmen with direction, discipline and recognition as required. Tate is promoting that by taking the effort necessary to improve herself on the professional continuum and providing direction, discipline and recognition for her Airmen as required. This will have a positive impact on mission effectiveness.

According to the Course Introduction chapter, dealing with distractions is in the same realm as self-discipline. It is the ability to deal with distractions. Most of the work is probably going to be completed on your home computer, which is a wonderful convenience. However, home can also be a source of distraction (getting everything done at home). Whether it’s children, a spouse, household projects and chores, or the television, make sure that when working on a task, you’re focused on that and nothing else (She spoke with her husband about helping out around the house and with the kids while she was doing her course work). Since TSgt Irwin dealt with the distractions, she was able to complete her coursework on time.

According to the Adaption Innovation Theory chapter, a Bridger is a person willing to help other’s understand the cognitive approach between those being bridged through interpersonal skill, active listening, and effective questioning techniques. Bridgers accomplish this through the roles of counselor, mediator, and negotiator.

Open mindedness is a willingness to investigate viewpoints different from your own. Being open-minded means you’re ‘open’ to actively listening and thinking about an idea, solution, or criticism (he is willing to listen and explore their inputs) that, on the surface, you might not normally subscribe to (TSgt Willis has been in personnel for 10 years now. He knows his job well.)...even if you believe your viewpoint is the right one (he believes he has the right processes in place).

TSgt Lacey is effectively using the keys to successful learning, which according to the Course Introduction chapter are reading (she didn’t let anything interfere with homework), taking notes (took good notes), studying (study sessions), testing (scored well on the exam), and lifelong learning (use the information once she returns to home station). TSgt Shelby’s actions will most likely enhance her effectiveness

According to the Adaption Innovation Theory chapter, Innovators prefer to solve problems in a manner that is less concerned with structure and details. Creativity is exercised “outside the box.” Someone that prefers this style usually breaks or goes against the current organizational paradigm when coming up with ideas.

According to the Five C’s of a team, in order for people to feel like part of the team, they need feedback early and often. Make sure everyone knows what’s going on by including such vital information in staff meetings, roll calls, and other daily/weekly get-togethers. During these short meetings, make sure everyone has an opportunity to speak by “going around the room” or asking if there are any questions or concerns. This is a simple way to let your team know everyone has the opportunity to offer their perspective and which supports cooperation. In the scenario, TSgt Duckworth was able to identify the lack of communication. (The next day Duckworth has roll call and tells the team that he has not provided clear guidance to them. He starts off the day with roll call at 0700 and provides vital and clear guidance because he does understand that this exercise has been very dynamic with constant changes).

TSgt Moran effectively used team roles which according to team roles section, there are four roles that are typically found on teams and those roles, creators look for activities that are unstructured or abstract, and they thrive on innovation and unique solutions (SSgt Gomez, who is innovative), Advancers communicate new ideas and carry them forward (SrA Herzig, who likes to move a task along), Refiners challenge all concepts (TSgt Ceniceros, who likes to poke holes in ideas) and Executors focus on ensuring the implementation process proceeds in an orderly manner (SSgt Jewett, who eagerly awaits to put ideas into practice). TSgt Moran’s use of the team roles, will most likely increase mission effectiveness.

According to the Team Building chapter, TSgt White’s supervisor demonstrated the traits of coaching by teaching TSgt White and demonstrating to him, “You’re important and I’m here to help you succeed.” (My supervisor is always training me and encouraging me to join the 5/6 because he does a lot of good things in the Top III. He praises me when I do well and also counsels me to get on the right track).

The recovery tenet of physical fitness includes the practices you engage in that help to restore energy to your body and counterbalance stress that could result in adverse moods and/or deteriorating performance. The recovery tenet is evident when TSgt Swarray says, “We should consider getting involved in activities that help us wind down during these difficult times.”

According to the Adaption Innovation Theory chapter, the A-I Continuum is depicted in conjunction with the bell curve and it displays the distribution of style preferences from strong adaptor to strong innovator. Although large gaps between styles means greater chances of conflict (i.e. Problem B), it also offers greater potential/ability to solve problems (Problem A) because of cognitive diversity.

According to the Critical Thinking chapter, “When using the standard of Breadth, you should consider (think) if there’s an argument (dispute)/position (point) that hasn’t been heard (voiced) yet. A problem might meet all the previous (preceding) standards (criterions), but is only presented (offered) from one perspective (viewpoint).”

Organizational and personal core values are a part of spiritual fitness. They are useful when dealing with stressors (tension) that might appear to be insurmountable (unbearable). This is evident in Lopez’s comments, “When you embrace our core values as intended, they can help you deal with the tension that might seem to be unbearable.”

Fairness implies the treating of all relevant viewpoints alike without reference to your own feelings or interests. Because you may tend to be biased (prejudiced) in favor of your own viewpoint, it’s important to keep the standard of fairness at the forefront of your thinking, especially when the situation (concerns) may call on you to see things you may not want to see…like problems you weren’t aware of or issues (circumstances) that might make you look bad, or give something up you may want to hold onto…like manning or other resources (assets).

According to the Airmanship chapter, Air Force resiliency is an Airman’s ability to withstand, recover, and/or grow in the face of stressors and changing demands by orchestrating the use of base resources, support activities, peers and leadership. In the scenario, TSgt Keffer’s comments identify resiliency.

According to the Air Force Requirements section, one document, AFMAN 36-2647, Institutional Competencies Development and Management, contains a great deal of expectations in relation to the Institutional Competencies and serves as a foundational document for all EPME curricula.

According to the Airmanship chapter, respect in the POA goes beyond professional courtesy. It means accepting others for who they are, embracing a heightened personal sense of humility and fostering an environment of inclusiveness in which every Airman is able and eager to offer their skills, abilities and ideas. It means treating the equipment and resources in your possession with care, understanding and embracing the power of diversity and holding those who mistreat others accountable. More than anything, you must respect the humbling mission placed in your hands by the American people, and the impact our weapons and our actions can have around the globe. In the scenario, TSgt Richardson discusses respect in the POA when she says, “Nelson, don’t discount Izar’s idea before hearing her out. We’re a team and are owed the courtesy of being not only heard, but listened to. Her idea would increase the fuel efficiency and not put strain on the engine, which will reduce breakdowns.” Richardson is holding Nelson accountable for not fully listening to Izar’s idea. She describes Izar’s perspective as worthy and beneficial to the team and the overall mission.

The psychodynamic theory of leadership assumes the world can be a hostile (antagonistic), unpredictable (volatile), and unforgiving (intolerant) setting (environment), and followers look for leaders who can make sense of such turbulent (blustery) environments (conditions) and crisis (emergency) situations (conditions). This explanation supports the notion leaders and followers are drawn to their roles by virtue of personality (temperament) type.

According to the Airmanship chapter, Air Force Core Values are said to be our inner voice; the voice of self-control and the basis for the trust imperative in today’s military. These institutional values and principles of conduct provide the moral framework within which military activities take place. By instructing the use of the overdue torque wrench, Oddo is violating the AF Core Values and negatively impacting mission effectiveness.

According to the Adaption Innovation Theory chapter, Cognitive Gap is the distance between one’s preferred style and the behavior actually needed in a particular situation. It is also described as the distance in a social interaction, between the preferred styles of two people, a person and a group or between two groups.

According to the Time Management section, the benefits of time management helps to maintain motivation (maintained his drive) while avoiding procrastination (he didn’t put it off to a later time or day). The secret to successful time management is acknowledging, setting up, and prioritizing goals (set up his goals in order of importance) that work. Through the use of time management TSgt Henderson received a 90% on the evaluation.

According to the Levels of Learning Section, translation is focused on restating or paraphrasing the concept, principle, generalization, or theory into your own words (puts the material into his own words). This means you must be able to think past the exact way you see the material in the reading and start to formulate it into the best way for you to understand it and store it into your memory (thinks about the best way for him to understand and retain the information).

According to the Full Range Leadership chapter, the trait-based theory of leadership looks at a person’s leadership effectiveness being influenced by their intelligence (brainpower), self-confidence (self-assurance), determination (willpower), integrity (reliability), and sociability (friendliness).

This is a "Vision Statement" because it referes to non-specific, more distant goals. "Mission Statements" are specific and typically refer to goals occuring in the immediate future.

According to the Team Building chapter, TSgt Cole is identifying a creator who’s traits are spontaneous (great at bring up new ideas), exciting, enthusiastic, and great at brainstorming ideas (able to see outside the box); offer bold, untried approaches and ideas (aggressive with new ideas); and able to see the “big picture”

Relevance means to ‘weed out’ the information that doesn’t have anything to do with it. Since TSgt Jones is looking a wait times (Our focus is on wait times) and (According to our metrics, the wait time goal is 30 minutes or less), only the 70 complaints
on wait times (Out of the 100, 70 of the complaints are focused on long wait times, averaging 45 minutes to an hour and a half) should be considered. The complaints on courtesy (Ten complaints are about the courtesy of our civilian technicians) and cleanliness (The other 20 are about the cleanliness of our area) are not relevant to wait times and should be weeded-out.

According to the Airmanship chapter, Respect in the POA goes beyond professional courtesy. It means accepting others for who they are, embracing a heightened personal sense of humility and fostering an environment of inclusiveness in which every Airman is able and eager to offer their skills, abilities and ideas. It means treating the equipment and resources in your possession with care, understanding and embracing the power of diversity and holding those who mistreat others accountable. Ohler explains to Robertson that he needs to see the issue from a different perspective by getting to know Rivera better and to include him in the task process.

According to the Introduction to the IDDP Structured Thinking Process, differentiating allows you to demonstrate your ability to distinguish whether actions, decisions, or behaviors described in the scenario are appropriate or inappropriate, or effective or ineffective according to the chapter concepts and principles. There’s no degree of appropriate or inappropriate; something is either right or wrong whether the behaviors were right or wrong).

According to the CF chapter, social fitness is the domain of fitness that deals with your ability to engage in healthy social networks that promote overall well-being and optimal performance. It captures your ability to build and maintain social networks in order to deal with distress caused by stressors and demands. TSgt King comments, (you all saw during our last deployment, she related to the local community, which led to building trust with the local nationals and established lines of communication) which clearly shows she understands social fitness. This will most likely increase NCO effectiveness.

The correct solution is “A misunderstanding of Open-mindedness; Decrease shop efficiency”. Open-mindedness involves active listening and considering ideas you would not normally subscribe too. TSgt Lance does not consider the idea before dismissing it. Healthy Skepticism involves asking informative questions in order to make a decision. It is possible that TSgt Lance may still reject the new fasteners, but first he must have enough information to make an informed decision.

According to the Adaption Innovation Theory chapter, to be truly successful at solving both Problem A’s and Problem B’s, leaders must be able to effectively manage the diversity that stems from people whose cognitive preferences ranges from highly adaptive to highly innovative and every point in between. MSgt Vail dismissed TSgt Wynn’s suggestion without taking it into consideration. These actions have the potential to create Problem B’s for the team.

According to the CF chapter, spiritual fitness focuses “on your ability to adhere to beliefs (embraced our organizational values), principles, or values needed to persevere (fully capable of bouncing back from failure) and prevail when accomplishing the mission (dealing with unpredictable and complex situations that might seem to be intolerable).”

Adaption Innovation Theory chapter, Style refers to “how we think,” (approach problems) our preferred cognitive approach to problem solving and decision making. These style differences, which are normally distributed along a continuum, range from strong adaption to strong innovation. (Some of you may be very innovative, while other may be very adaptive.)

The communication tenet of social fitness is the exchange of thoughts, opinions, or information, including problem solving and relationship management. It includes responding to others with positive, constructive feedback, even when you’re feeling distress, and may tend to see only the negative. TSgt Lopez’s comments indicate the communication tenet of social fitness when he says, “Let’s make sure we answer questions with positive, useful feedback.”

By practicing skills such as critical thinking, self-awareness, and flexibility, you’re more likely to strengthen your mental fitness…making it easier for you to adapt your thinking and emotions to deal with stressors in a way that helps you return to your normal
state quicker. This is evident in Gomez’s comments when he says, “he has a good grasp on acute thinking skills (critical thinking), self-awareness, and he’s shown the ability to bounce back from diversity (flexibility)”. His actions will most likely enhance the mission.

SSgt Baldwin’s comments BEST identify the formative exercise which, according to the Course Introduction chapter, the formative exercise is part of the learning process and is not part of the evaluation process. It’s designed to provide feedback to you on your strengths and weaknesses. Formative exercises are considered exercises in learning, and passing them is NOT a requirement for graduation (doesn’t count toward course completion); however, you should prepare for formative exercises the same way you prepare for summative evaluations, i.e., give them the same weight or seriousness when studying, reviewing, etc. (you should prepare as if it did). That way, the formative exercises will serve their purpose, which is to give you a clear indication of where you stand for the summative evaluations (how well you understand the material prior to taking the final).

Transformational leaders are genuinely engaged in the follower’s personal development (goes out of her way to help with educational and personal goals), and positively influences the follower’s self-worth. Subsequently, the follower becomes genuinely committed to the cooperative effort and demonstrates commitment to the leader (I’d work for her anytime, anywhere).

The Critical Thinking chapter states, “A statement can be both clear and accurate, but not precise. There might be information you need, but isn’t provided.” Also, the chapter states, “The goal is to get as much information as possible before you make a decision.” In this scenario, TSgt Tomlin’s misuse of Precision will most likely hinder mission effectiveness. This is evident in the lack of detail (quantity, type of consumables/equipment, etc.) that he provided in his feedback to unit leadership when previously asked to provide specifics of the purchases.

According to the Airmanship chapter, Airmanship is a mindset. A certainty you feel in everything you do. You believe in your oath to serve your country. You embrace the Air Force Core Values and you’re ready to achieve whatever the Air Force asks of you. You know the standards of behavior, the way to wear your uniform, and you help your fellow Airmen if they forget. Your Airmanship is the most important part of the United States Air Force. In the scenario, TSgt Birmingham outlines Airmanship to SSgt Peters.

According to the Airmanship chapter, Warrior Ethos is the tenacity to push through self-discipline, self control, hardiness of spirit despite physical, and mental hardships, moral and physical courage. In the scenario TSgt Goodgame’s comments reflect Warrior Ethos.

According to the FRL chapter, leaders use Inspirational Motivation to motivate and inspire their followers via the spoken word (encourage), although loud and positive words are not enough. The status quo is unacceptable to transformational leaders (He consistently uses logic to personalize his lesson plans and encourages others to do the same) who present their vision as the “must achieve future”. These visions elevate performance expectations and inspire followers to put forth extra effort in achieving the leader’s vision. (His actions and words motivate those around him to put forth additional efforts to advance their own self-development).