SET A

IDDP
Identify

- Identify whats going on.

- What lesson principle do you see in action?

Predict
- Predict the likely outcomes of
the selected course of action

Differentiate
Justify

- make a distinction between actions, decisions or

behaviors
- Appropriate or Inappropriate?
- Effective or Ineffective?
NOTE: If appropriate or effective, skip to Predict Step

- Justify based on lesson principles

Determine
Establish a course of action based on lesson principles
Example: TSgt Awesome displays Airmanship. According to lesson principles, he showed Core Value Integrity (Honesty & Accountability). My prediction is that he
will continue a successful career.

Courtesy of Eagle Flight

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SET A

Oath of Enlistment
Warrior Ethos

Hardiness of Spirit
Getting through mentally & challenging times.

- Instills a sense of meaning and purpose w/in

each member of the Armed Forces.
- Internalize the words, value your oath.

Progressive Professionalism (P2)

- Continuous personal & professional
development that includes education,
training, and experience

Courage
- Moral: Power & determination to follow what one
believes to be right, regardless of cost to oneself
- Physical: Observable actions one takes when faced
with fear, pain, uncertainty, or danger
Resiliency
Bounce back from hardships

Profession of Arms

Direction, Discipline, and Recognition (DDR)

- Recognize troops when deserved
- Develop discipline & professionalism

Airmanship
Resilience

Core Values
Integrity First
Honor
Justice
Humility
Courage
Openness
Self-Respect
Responsibility
Accountability

Service Before Self

Excellence In All We Do
Duty
Personal Excellence
Loyalty
Resource Excellence
Tolerance
Operational Excellence
Self-Control
Interpersonal Excellence
Self-Discipline
Organizational Excellence
Rule Following
Product/Service Excellence
Respect for Others
Faith in the System
Appropriate Actions or Desires

Be a Wingman
Comm Check
Lead from the Front
Mental Rehearsal
Nutrition
Physical Fitness
Problem-Solving
Purpose = Why?
Recharge
Situational Awareness (SA)
Strategic Thinking
Tactical Breathing
Courtesy of Eagle Flight
2

Four Lenses

SET A

Gold - Organization
Benefits

Challenges

Takes Control

Inflexible

Detail Oriented

Detail Oriented

Highly Organized
Great Managers

Lacks Flexibility
Hard to Follow

Direct

Need for Control

Brings Order

Too Structured

Time Management

Orange - Excitement
Benefits

Challenges

High Energy

Competitiveness

Determination

Risk takers

Honesty

Too competitive

Adaptability

Needs constant tasking

Leader

Keeping Focus

Too Meticulous

Goal-oriented

Not always professional

Too Compulsive

Team Building

Green - Competence & Logic

Blue - Relationships

Benefits

Challenges

Benefits

Challenges

Direct & to the point

Obsessive

Family

Prolongs things

Dependable

Lacks compassion

Passionate

Issues making decisions

Analytical

Over thinking

Compassionate

Taken advantage of

Logical

Presumptions

Supportive

Tries to please all

Detail-oriented

Delayed decisions

Takes care of people

Too accommodating

Builds team concepts

Too sensitive

Goal-oriented

Asks a lot of questions

Personable

Indecisive

Driven

Tunnel Vision

Accommodating

Communicating Through the Lenses:

Blind Spots:
- An aspect of our personality that is not known to self, but it apparent to others.
- Reduced through identification and learning.
Maturity:
- An ability to express ones own strengths, feeling and beliefs in a manner that is considerate to the abilities, thoughts and feelings of
others.
Courtesy of Eagle Flight
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SET A

Human Performance

Performance Nutrition
- provides fuel and allows the body to repair & develop itself
- Aerobic
- releases more energy, but takes longer to get released
- low-intensity, endurance type activities
(i.e. long distance running & swimming)
- Anaerobic
- releases less energy, but does it very quickly
- high-intensity short bouts of activity (i.e. springs & weightlifting)

Low nutrient intake may result in:

- Loss of muscle mass
- Suppressed immune system
- Fatigue
- Prolonged recovery process
- Endocrine disruption

MACRO-nutrients
MICRO-nutrients
1. Carbohydrates
- Vitamins and minerals (supplements)
- starch & sugars
- short-term, high-intensity energy source
- 50% of calories come from carbohydrates
2. Fats
- preferred fuel for aerobic exercise; mild- to moderate-intensity exercise
- 30% of calories come from fat
3. Proteins
- not a preferred energy source
- when carbs are short in supply, proteins broken down to amino acid & converted to glucose
- insufficient intake leads to failure to repair body tissues
- 20% of calorie intake
4.Water
Functional Training
- Any type of exercise that has a direct relationship to the activities you perform in your daily life.
- Need Warrior Ethos to push myself and support my team.
High Intensity Exercise Endurance (HIEE)
- Maximum physical effort systematically applied to a technically developed motor skill.
- FOSI Principle (Form Over Speed and Intensity)
Courtesy of Eagle Flight
4

SET A

Air Force Culture & Heritage

Has its roots in its traditions and history

Air Force cherishes its past and nourishes its institutional memory through ceremonies and
traditions.

Air Forces rich and honorable history of service to the Nation reminds Airmen of who they
are, the cause they server, and their ties to those who have gone before them.

Military culture comprises the beliefs and attitudes within a military organization that shape its
collective preferences toward the use of force.

Discipline is central to its professional identity.

Standards are the yardstick a profession used to measure the performance and behavior of its
members.
Courtesy of Eagle Flight
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SET A

Diversity - composite of individual characteristics, experiences, and abilities consistent w/ AF Core Values and AF
Mission.

Diversity Awareness - ability to recognize and respond to needs of various groups.

Equal Opportunity (EO) - prohibits discrimination based on race, color, sex, national origin, religion, age, disability, and reprisal.
Affirmative Action (AA) - overcoming imbalances for minority groups, women, veterans, and people w/ disabilities.
Social Sensitivity
- requires Airman to develop keen awareness & understanding of others emotions, feelings, personality, temperaments, strengths, cultural, differences, values, and beliefs.
- allows better understanding of individual characteristics of who we work with, what each person brings to the mission and improves appreciation and respect for one another.
Diversity-Supportive Organization - embraces all aspects of diversity and exhibits:
- Act Proactively: integrate diversity into everyday thinking and action.
- Leadership-Driven: top management endorses & actively champions diversitys initiatives.
- Encourage Ownership of Initiatives: individuals are aware of and committed to carrying out their role in valuing diversity and making it work.
- Think Inclusively: everyone is considered a valuable member
- Mainstream Diversity: organization makes diversity a part of every effort

The FAIR Way

- Feedback: giving and receiving information about expectations
- Assistance: making sure workers have what they need to work to their fullest potential
- Inclusion: making sure everyone has opportunity to fully participate in the workplace
- Respect: recognizing each persons unique value, contributions, and potential to organization

Diversity

Socio-Behavioral Tendencies (SBTs)

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Culture
- a shared set of tradition, belief systems, and behaviors. Shaped by many factors, including history, religion, politics, resources, and
economic environment.
- Air Force defines culture as the creation, maintenance, and transformation across generations of semi-shared patterns of meaning,
sense-making, affiliation, action and organization by groups.
Cultural Differences Between Societies
High Context Cultures
- Societies or groups that have close connections, are less verbal, value long term relationships, have strong boundaries, and are
difficult to enter as an outsider.
- Examples: Japan, China, etc...
Low Context Cultures
-Societies or groups that are task-centered, rule oriented, have interpersonal connections of shorter duration, and believe that
knowledge is transferrable.
-Example: America

Culture (OA03)

AF Cross-Cultural Competence (3C) Model

SET A

12 Domains of Culture
1. Family & Kinship
7. Language & Communication
2. Religion & Spirituality
8.Technology & Material
3. Sex & Gender
9. History & Myth
4. Political & Social Relations 10. Sustenance & Health
5. Economics & Resources
11.Aesthetics & Recreation
6.Time & Space
12. Learning & Knowledge

- the ability to comprehend quickly and then act appropriately to attain desired results in culturally diverse environments, even though
you may not necessarily have prior exposure to the particular society and its unique culture.
- These general culture concepts are applicable to any specific culture, establishing a solid baseline for further learning.
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The Leadership System

Full Range Leadership

Development (UM03)

Full Range Leadership Development (FRLD) pg 7

- suggests leaders perform throughout a gamut of leadership behaviors ranging from active
& effective behavior to a more passive & less effective behavior
Leader
- someone who influences others to achieve a goal
- traits include confidence & extraversion; values, beliefs, & ideas regarding how things are & should be
Follower
- chooses to follow a leader because of leaders character, abilities, and vision
- possesses a love of learning and passion to apply what learned
Situation
- relative circumstances, position, or context that surrounds leaders & followers

Laissez-Faire
- development of their subordinates as someone elses problems and demonstrates laziness
Management by Exception-Passive (MBE-P)
- if it isnt broke, dont fix it leadership approach
- subordinates react to leader with two typical responses:
- Social Loafing: hide their inactivity in groups; feel justified in own laziness
- Free Riding: members pick up lazy leaders slack
Management by Exception-Active (MBE-A)
- detailed instructions, careful observations, and active supervision
Transactional Leadership & Contingent Reward
- leader sets goals, identifies ways to reach goals, and supports in meeting expectations.
- a reward is provided to reinforce demonstrated positive behavior
Transformational Leadership Four Is
- Individualized Consideration: Caring
- Intellectual Stimulation:
Thinking
- Inspirational Motivation:
Charming
- Idealized Influence:
Influencing

McClellands Need Theory pg 14

- for a reward to be appropriate, accept, and effective; it must fulfill a members needs
Need for Achievement - accomplishes something difficult with little help
Need for Affiliation
- spends time maintaining social relationships; wants be be accepted
Need for Power
- prefers positions where they can influence outcomes

Operant Conditioning Model

pg 13

Positive Reinforcement - public recognition, praise, or award

Negative Reinforcement - removing UIF and restrictions
Positive Punishment - applying restrictions, UIF, additional duties
Negative Punishment - w/holding freedoms & liberties, revoking a promotion

Intrinsic (Internal) Motivation Extrinsic (External) Motivation

- sense of meaningfulness
- sense of choice
- sense of competence
- sense of progress

- fueled by desire to achieve (or avoid) some results for behavior

- Extrinsic Rewards: promotions, time off, awards, duty titles

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History of Nuclear Weaponry

- US pursues nuclear capability
WWII waged on with Japan after victory in Europe
USSR experimented with fission in 1939
- Possible consequences of no pursuit
WWII depletes resources and results in higher death toll

Nuclear Enterprise (OA04)

Nuclear Deterrence
- A state of mind brought about by the existence of a credible threat of unacceptable counteraction. - Joint Publications 1-02
Capability x Will x Perception = Deterrence

Nuclear Enterprise

Nuclear Non-Proliferation Treaty (NPT)

- available for signature on 1 July 1968
- provides definition of Nuclear Weapons State (NWS,) security for Non-Nuclear
Weapons States (NNWS), and offers incentives to sign
- NWS defined:
one which has manufactured and exploded a nuclear weapon or other
nuclear explosive device prior to 1 Jan 1967

Nuclear Weapons Systems

- ICBMs (Minuteman III)
- Strategic Bombers (B-52 & B-2)
- Dual capable (F-15E & F-16)

Nuclear Weapons-Related Materials (NWRM)

Proliferation
- activities by non-members of NPT to
secure, transport, and employs WMD.

Non-Proliferation
- actions by members of NPT to detect,
secure, and dispose of weapons.

Certain Circuit Card Assemblies

Nuclear Training Bombs
Printed Wiring Boards
Power Supplies

Five Nuclear Weapons States

- United States
- United Kingdom
- France
- Russia
- Peoples Republic of China

189 Countries Subscribed to NPT

Nuclear Mission Areas

Four sovereign states who havent:

- India
- Israel
- Pakistan
- North Korea

Weapons Storage Areas (WSA)

Prime Nuclear Airlift Force (PNAF)
Weapons Storage Security System (WS3)
Flight lines w/nuclear bombers

Certain Circuit Card Assemblies

Nuclear Training Bombs
Printed Wiring Boards
Power Supplies
Weapons Convoys
Launch Control Centers (LCC)
Missile Alert Facilities
Missile Silos

Nuclear Surety
Ensure all associated material, personnel, and procedures related to nuclear weapons
are safe, secure, and that personnel and weapon systems remain reliable.
- Safety , Security, Reliability (PRP & Two-person concept)

Air Force Global Strike Command

- created to ensure oversight of nuclear-capable bombers
and ICBMs
AFGSC
Barksdale AFB

Nuclear Calamity
- The unauthorized movement of nuclear weapons in 2007
- The mis-shipment of sensitive missile components in 2008
- gradual erosion of nuclear standards and a lack of
effective oversight by Air Force leadership of the Nuclear
Enterprise

Nuclear Umbrella
Air Force Role
Own 2/3 of US nuclear inventory
Offensive/Defensive strike capability

8 AF
Barksdale AFB

20 AF
F.E. Warren AFB

2 BW
Barksdale AFB

90 MW
Minot AFB

5 BW
Minot AFB

91 MW
F.E. Warren AFB

509 BW
Whiteman AFB

341 MW
Malmstrom AFB

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Values - what we regard as right and fair; believe to be of worth & importance in their life
Morals - attribute to a system of beliefs to define right from wrong, good vs bad
Ethics - characterize people when they act in ways consistent w/ societal moral values
Ethical Relativism: no absolutes
Categorial Imperative: are absolutes. Nothing is objectively right or wrong and that
the definition of right or wrong depends on the prevailing view of a particular
individual, culture, or historical period.

Ethical
Leadership (MP05)

NCO Responsibilities pg 4

USAF Core Values

AFI 36-2618
Airmans Creed
PDG

Code of Conduct
DOD Joint Staff Guide 5260
LOAC
UCMJ

Prudence First-Justice Second pg 7

- Considering what is right before what is possible
- Just because something is legal or permissible, does not mean its right thing to do
- Prudence is lawful behavior, but is also wise and just

USAF ETHICAL PRINCIPLES pg 5

Owing
Who

Supervisor,
subordinates, family,
country

Ordering
Principle (truth & honor)
Purpose (msn accomp)
People (Airman)

Oughting
Rules (ethical guidance)
Results (outcomes, bttm line)
Realities (importance of situation, circumstances)

Discern (truth)
Declare (truth)
Do (what we discerned & declared)
The three Os: owing, ordering, and oughting state that we must know who and what we owe, display proper ordering by
having moral structuring and ethical priorities, and understand what Airmen should do or ought to do.
The three Ps: principle, purpose, people are in the context that NCOs must put principle (truth telling and honor) first;
purpose (mission accomplishment and duty) second; and people (fellow citizens, Airmen, Soldiers, etc.) third.
The three Rs: rules, results, and realities explain that rules give us ethical guidance, results are the outcomes, the bottom
line, and the consequences of following or not following those rules, and realities, which recognize the importance of the
situation, circumstances, or realities.
The three Ds: discern, declare, and do state that we must try to discern the truth; at appropriate times, we declare the
truth, as we have discerned it; and then we do what we have discerned and declared.

Ethical Behaviors pg 6
- if ethical leaders are completely aware of their personal ethics/organization ethics, the behavior of those leaders should be consistent w/ both ethical codes
Ethical Traps
1. Ethical Relativism - personal values/beliefs rather than military rules, regulations and codes of conduct
2. Loyalty Syndrome - decisions based on respect/loyalty to an individual or unit rather than military rules, regulations and codes of conduct
3. Worry Over Image - decisions based on how the decision will impact ones reputation/standing among peers, subordinates, supervisors, etc. rather than military rules, regulations
and codes of conduct
4. Driven by Success - win at all cost attitude rather than on military rules, regulations and codes of conduct

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