Instructor Guide Misc. Your Notes Teaching Points Teaching Notes: Teaching Points: • Welcome and introductions • Overview • This is a snipit of a principle from the Profession of Arms Center of Excellence (PACE) Enhancing Human Capital Course • Intent is 5-10 minute discussion of an EHC principle. Seek to apply to current work, home situation • How this will flow: • An overview • Encourage participation • Ask questions whenever you like • Have fun -1 • Limit intro to 1 • Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles. • Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil • If they really enjoy, invite to schedule an EHC course
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Transcript
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• In PME & classes, we do not always address the consequences of power. There are two dynamics to understand:
• Power can have a big difference on how I see myself, how
I treat myself and ultimately how I treat others.
• Power can also have a reflection on other people, on
subordinates within an environment of power & authority.
• Power can affect the way people see themselves.
• Not abnormal human psychology but quite normal.
• Authority, if not kept under control, can affect all people in
a negative way.
• Possible result: people in authority positions expect
certain privileges because they “deserve it”.
• We are ALL vulnerable to this.
• Authority environment affects subordinates
• Different people have different affects on others.
• Someone with inherent authority can have a physical
change in what we do and what we say.
• How people view an authority figure will determine
whether or not they believe that they have a voice
• Authority has the ability in most cases to trump a person’s
value system. (Examples: Stanford prison and Milgram
shock experiments)
• No matter what roles we have in our lives, we ALL need to be very careful we understand not only how authority can distort our own perspective of ourselves but how that same authority can distort
• Rank structures, like what we use in the military, is a normal aspect of human social order. Everybody has a place. Typically parents have authority over a child, bosses have authority over employees and a professors have authority over a student.
• In PME & classes, we do not always address the consequences power.
• Do we have the same understanding of what we mean by power, what authority can do to us personally, and what authority can do to the people around us?
• Questions:
• How does this authority environment affect our subordinates?
• How can this human dynamic be important in terms of good order & discipline in the military?
• We are communicating with others in every situation.
• The left side of slide shows what military leaders do. Not a complete list, but common things our profession of arms talk about on a regular basis.
• As we interact we debate, argue, and dialogue to come to consensus on direction, policy or decisions.
• The problem is when these are done under an environment of destructive communication.
• Take a look at those characteristics:
• sarcastic, cynical, and selfish.
• How many people across our Air Force today are working in an environment like this right now?
• Destructiveness like this is not affective and can’t be the environment we build as leaders.
• Happens when we are busy or constantly overwhelmed with the next tasker.
• If we are not careful we can stop focusing on the environment and we can fail to see that its really about the people versus the programs.
2
- 80% of communication is nonverbal
- While I may have the best solutions – that does not always create the best team. How I lead people to a better place so they have buy-in and see themselves as part of the process always need to be considered as part of a better solution.
- Slide build to destructive
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• We want to change the slide from destructive communication to effective communication.
• Just because I see an issue one way (which might be accurate), I also have the responsibility to bring other people into the fold of a policy, process or solution set. That is what effective communicators do.
• These same ingredients make an effective relationship or marriage, in effective parenting and affects work relationships.
• Everybody wants to have these characteristics in our work environment, with the people we work for, with our leaders, both the people we work for and the people that work for us.
• Everybody wants to work in an environment that we feel we are proud of what we do.
• This requires us to “deliberately engineer” or create an environment which requires effective communication.
• Each of us must take responsibility in creating more effective and healthy environments.
3
- Slide build to destructive
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• One theory: Determinism, says, humans develop blocks of knowledge, passed on from one generation to the next. The blocks act as “truths”.
• These green blocks are very powerful. They allow us to determine the best way to interact with this world.
• Humans are very complex, more to us than just determinism -- the ability to change our minds.
• There is a level of uncertainty but not completely –when we start looking closely over a long period of time we can start to see some trends and there are things certain people do repeatedly.
• Determinism-Uncertainty: opposite ends of spectrum.
• Combine knowns (determinism) with unknowns (uncertainty), we have the theory of probability.
• The more information we know about a particular topic or person, the more PROBABLE we are to determining what will occur.
• When leading, remember all have different block sets.
• The way we solve problem might be successful for us but might not work for everyone.
• Bias develop when we become so focused on our own green blocks that we lose sight of the fact that there might be more than one way to view a
• For years people have been using different theories help us understand humans.
• With green blocks we can even predict the future. Line up what we know about physics and can predict where Venus will be in the sky this time next week.
• Uncertainty: Can raise two children in the same home and turn out completely different.
• Example of probability: gambling
• One person’s life is not another’s. While many people face similar events, each person forms their own unique experiences and life so we each have our own unique set of blocks.
• If we really do this right, things at work, home & in families will have a higher probability to be better. Notice that there is a higher probability, not a guarantee. There will always be uncertainty–but we can do a great deal to contribute to making interactions better.
If you remember from EHC, you can
use the hands/thumbs exercise (cross
over, turn up), exemplify that we can’t
just assume we all have the same green
blocks. As a result, ends in frustration,
on both sides.
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
situation or how to address things.
• Sometimes other people have better green blocks based upon their experiences. It takes a good leader to be willing to get outside of their comfort zone, outside of their own green blocks to help address some of this messy world of uncertainty.
- 2
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 3
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• Our brain tries to make sense of information – how we receive the information, how it is communicated, will impact how our brain processes things
• Once entrenched it can be very difficult to undo and make communication very difficult, especially with others that don’t see the stimuli the same as you
2
Instructor Guide
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Your NotesTeaching Points
Teaching Notes:Teaching Points:
• What is this?
3
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
1) Our brain tries to find the right “file” or “buckets” to
make sense of the information
What is it?
4
Instructor Guide
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2) Once our brain knows it is a cow, we will see the cow every time we see the picture
• Once entrenched it can be very difficult to undo and make communication very difficult, especially with others that don’t see the stimuli the same as you. Can you imagine situations where mental entrenchments could be problematic?
5
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 6
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• All of us, wants to be part of something special.
• This dynamic is important to all of us as leaders regardless if our role (work, home, community).
• Being a part of something “special” gives people as sense of identity and belonging. The more they like feeling a part of that group, the more they will choose their behavior to fit in even more. Their actions and behaviors will be made upon their thoughts and perceptions as to what the groups expects of them.
• Not everyone comes with the right “perceptions” so others might want to help correct or educate them in order to help them get a new perception. The only way an individual will consider changing their perceptions will be if they trust, feel loyalty and commitment from the person trying to influence them. (Imagine, would you consider changing your mind about your thoughts based upon comments made by someone you did NOT trust?!)
2
• Regarding in-group
psychology, other people often
have the power of influence in
terms of how the in-group is
established. How the group is
establish often determines how
people see themselves joining
or fitting in. Which then will
make a decision whether or not
I choose to be in that group or
not. So how does this apply to
us as leaders?
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Choices to stay in groups are really based on our perception: who we are and how we see ourselves and those around us.
• As leaders if we do not deliberately engineering HEALTHY In-Groups that meet the expectations and standards of our institution – the USAF - people will find their own in-group (one that might not be conducive to what we do in the profession of arms).
• Our goal is to engineer In-Groups that not only bring out the best versions of the people participating, but also bring out the best versions of the processes within that in-group. If people like who they are in a particular in-group, they will take the necessary steps and measures to modify their behavior to meet the expectations and standards of that group.
• That power of influence we have as leaders cannot be understated. If they don’t like the way they feel inside that In-Group, they will leave and find a different In-Group. As leaders, are we creating In-Groups that draw or repel members?
If done correctly, the group’s
identity becomes part of the
individuals identity, which in
turns drives the individuals
behaviors to fit the groups
expectations.
Clip on how conformity can affect
our behavior…..
https://www.youtube.com/watch?v=
o8BkzvP19v4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• One of the first things people determine when they look at an organization is whether or not they feel the organization is healthy or not.
• How to determine if an organization is healthy:
• How effectively an organization does what it says it wants to do.
• How an organization infuses its values into how they do what they do.
• There is constantly a dynamic or relationship between what we value and what we do. When the relationship is positive, then the institution runs wonderfully and is extremely productive.
• Unfortunately all institutions (civilian, government, private, etc) can experience a conflict between what we value and what a company does.
• (offer own examples when possible) We see this in companies like Toyota or Google – they have institutional values that they expect all their people to adhere to.
(offer own examples when possible)
• Too frequent are articles where companies have not truthfully reported in hopes of ensuring better results, accomplishing their mission, or making a “back-door deal”. In these cases, the companies become characterized as one that does not live by their values.
• Companies/leaders become so focused on accomplishing the mission (making money) they lose sight of the importance of keeping their values. A wall comes up between their values and accomplishing the mission.
• Use Heritage Today video, “Commitment” to reinforce… It’s how committed we are that will determine how well we align what we value w/ what we do.
• Dynamic between values and mission is inherent anywhere humans come together and decide to do something together. For optimum success, the decision to do something together has to be based upon an agreed upon value systems.
• Within the profession of arms, we have the same and legitimate concern.
• In the AF, in particular, we value Integrity, Service and Excellence (those are our core values).
• Our Mission is to Fly, Fight and Win. And we have the same struggles as every other institution –minimizing the conflict between keeping our values and accomplishing the mission. Unfortunately we have not consistently infused the two together but we can improve. The way we infuse those two is through PROFESSIONALISM.
• We are using professionalism as an action verb. It becomes a bridging element to link together our values and our mission.
• If we do this consistently - deliberately engineer, throughout our entire institution, we will minimize
• Value systems & missions can change but the need to have balance between having values and a mission remains. This is not abnormal, it is a normal human trait.
• What is professionalism look like?
• What are we doing on a daily basis to infuse what we value into what we do?
Instructor Guide
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Your NotesTeaching Points
Teaching Notes:Teaching Points:
the conflict and instead begin to define our character. A character that will define us by not only WHAT we do, but HOW we do it.
- 3
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
One the single greatest detractor from becoming an
effective leader is the leader’s personal bias
One of the results of an extreme case of bias is blind
spots. We can get so fixed on the way something
has to be done that any other solution becomes a
blind spot to us. Since it is not a conscious decision,
these blind spots can be very difficult to overcome.
The first step in overcoming blind spots in our life
is to even understand they are going on.
Take a look at this next video. Focus on the center
blinking green dot and see what happens to the
yellow dots on the page. (this takes 60 seconds).
2
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
What do you think happens to the yellow dots? Why
and how does that happen? The reason why that
happens is your brain is focused on what it believes
is the priority, the blinking dot in the middle.
If we don’t understand something, our biases can be
so inherent that it will create blind spots. Notice
how those yellow circles went away. How did you
get those circles to come back immediately? You
focused on them, and immediately they came back
into view.
We all have flashing green dots and spinning blue
“noise”. We need to work on being quick to
identify when our jobs and lives become too “noisy” as that is when we are most likely to over look other important areas, such as our finances, health and even other people at work and home.
What area could be creating noise? What can we do
to help reduce the noise? How do we help others
who might be going through tough times? Have
you seen examples of this?
3
As you stare at the center dot,
the other three yellow circles
blink. The dots never turn off,
never go away. All the turning
blue behind is noise the brain has
to try and make sense of and
cope with.
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• Systematic Thinking - a model used to look at “thinking”, which states decisions are not made in a vacuum but build upon earlier ones in a series or order.
On the slide:
• Airport runway – Many important decisions go into landing an airplane. “Do I pull back on the stick in ensure the back wheels hit the ground before the nose hits the ground?” And “Do I pull the switch to put down the landing gear?” are two examples. One needs to occur BEFORE the other.
• Dental work - One would hope the pain medication is given prior to the surgeon doing surgery. Two very important decisions, that are independent but very related and need to be decided and accomplished in a certain order.
• Chess match – chess uses Systematic Thinking by stringing together a series of moves. Chess masters are known to envision 10 moves ahead and then work the moves backwards to try to determine what their next move should be based upon where they want to be later in the game.
• If leaders are not careful, their people may end up doing a step differently, often unknowingly. When desired outcome is not achieved, leaders often blame others. Leaders may feel their instructions were easy and simple, therefore any mistakes must lie with people choosing to not follow instructions.
• Remember, instructions may be easy for one due to their past experiences and education but the same set of instructions might be difficult for others with
2
• For example: decision A, then B, then C. While each decision is, in and of itself important, the order in the thinking is also very important.
• Can you think of the significance of Systematic Thinking in your organization?
• If we understand the art of leading through systematic thinking, we can get people to an end-state where we want them to be. It is important that we allow them to process, to get themselves there.
• People do not want to be mandated or forced to get to specific answers but they learn and think they have discovered the correct response when their leader provides education and slight instructions to help them think it was their idea.
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
different experience base.
- 2
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 3
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• In PME & classes, we do not always address the consequences of power. There are two dynamics to understand:
• Power can have a big difference on how I see myself, how
I treat myself and ultimately how I treat others.
• Power can also have a reflection on other people, on
subordinates within an environment of power & authority.
• Power can affect the way people see themselves.
• Not abnormal human psychology but quite normal.
• Authority, if not kept under control, can affect all people in
a negative way.
• Possible result: people in authority positions expect
certain privileges because they “deserve it”.
• We are ALL vulnerable to this.
• Authority environment affects subordinates
• Different people have different affects on others.
• Someone with inherent authority can have a physical
change in what we do and what we say.
• How people view an authority figure will determine
whether or not they believe that they have a voice
• Authority has the ability in most cases to trump a person’s
value system. (Examples: Stanford prison and Milgram
shock experiments)
• No matter what roles we have in our lives, we ALL need to be very careful we understand not only how authority can distort our own perspective of ourselves but how that same authority can distort
• Rank structures, like what we use in the military, is a normal aspect of human social order. Everybody has a place. Typically parents have authority over a child, bosses have authority over employees and a professors have authority over a student.
• In PME & classes, we do not always address the consequences power.
• Do we have the same understanding of what we mean by power, what authority can do to us personally, and what authority can do to the people around us?
• Questions:
• How does this authority environment affect our subordinates?
• How can this human dynamic be important in terms of good order & discipline in the military?
• We are communicating with others in every situation.
• The left side of slide shows what military leaders do. Not a complete list, but common things our profession of arms talk about on a regular basis.
• As we interact we debate, argue, and dialogue to come to consensus on direction, policy or decisions.
• The problem is when these are done under an environment of destructive communication.
• Take a look at those characteristics:
• sarcastic, cynical, and selfish.
• How many people across our Air Force today are working in an environment like this right now?
• Destructiveness like this is not affective and can’t be the environment we build as leaders.
• Happens when we are busy or constantly overwhelmed with the next tasker.
• If we are not careful we can stop focusing on the environment and we can fail to see that its really about the people versus the programs.
2
- 80% of communication is nonverbal
- While I may have the best solutions – that does not always create the best team. How I lead people to a better place so they have buy-in and see themselves as part of the process always need to be considered as part of a better solution.
- Slide build to destructive
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• We want to change the slide from destructive communication to effective communication.
• Just because I see an issue one way (which might be accurate), I also have the responsibility to bring other people into the fold of a policy, process or solution set. That is what effective communicators do.
• These same ingredients make an effective relationship or marriage, in effective parenting and affects work relationships.
• Everybody wants to have these characteristics in our work environment, with the people we work for, with our leaders, both the people we work for and the people that work for us.
• Everybody wants to work in an environment that we feel we are proud of what we do.
• This requires us to “deliberately engineer” or create an environment which requires effective communication.
• Each of us must take responsibility in creating more effective and healthy environments.
3
- Slide build to destructive
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• One theory: Determinism, says, humans develop blocks of knowledge, passed on from one generation to the next. The blocks act as “truths”.
• These green blocks are very powerful. They allow us to determine the best way to interact with this world.
• Humans are very complex, more to us than just determinism -- the ability to change our minds.
• There is a level of uncertainty but not completely –when we start looking closely over a long period of time we can start to see some trends and there are things certain people do repeatedly.
• Determinism-Uncertainty: opposite ends of spectrum.
• Combine knowns (determinism) with unknowns (uncertainty), we have the theory of probability.
• The more information we know about a particular topic or person, the more PROBABLE we are to determining what will occur.
• When leading, remember all have different block sets.
• The way we solve problem might be successful for us but might not work for everyone.
• Bias develop when we become so focused on our own green blocks that we lose sight of the fact that there might be more than one way to view a
• For years people have been using different theories help us understand humans.
• With green blocks we can even predict the future. Line up what we know about physics and can predict where Venus will be in the sky this time next week.
• Uncertainty: Can raise two children in the same home and turn out completely different.
• Example of probability: gambling
• One person’s life is not another’s. While many people face similar events, each person forms their own unique experiences and life so we each have our own unique set of blocks.
• If we really do this right, things at work, home & in families will have a higher probability to be better. Notice that there is a higher probability, not a guarantee. There will always be uncertainty–but we can do a great deal to contribute to making interactions better.
If you remember from EHC, you can
use the hands/thumbs exercise (cross
over, turn up), exemplify that we can’t
just assume we all have the same green
blocks. As a result, ends in frustration,
on both sides.
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
situation or how to address things.
• Sometimes other people have better green blocks based upon their experiences. It takes a good leader to be willing to get outside of their comfort zone, outside of their own green blocks to help address some of this messy world of uncertainty.
- 2
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
- 3
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• Our brain tries to make sense of information – how we receive the information, how it is communicated, will impact how our brain processes things
• Once entrenched it can be very difficult to undo and make communication very difficult, especially with others that don’t see the stimuli the same as you
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• What is this?
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1) Our brain tries to find the right “file” or “buckets” to
make sense of the information
What is it?
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2) Once our brain knows it is a cow, we will see the cow every time we see the picture
• Once entrenched it can be very difficult to undo and make communication very difficult, especially with others that don’t see the stimuli the same as you. Can you imagine situations where mental entrenchments could be problematic?
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Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• All of us, wants to be part of something special.
• This dynamic is important to all of us as leaders regardless if our role (work, home, community).
• Being a part of something “special” gives people as sense of identity and belonging. The more they like feeling a part of that group, the more they will choose their behavior to fit in even more. Their actions and behaviors will be made upon their thoughts and perceptions as to what the groups expects of them.
• Not everyone comes with the right “perceptions” so others might want to help correct or educate them in order to help them get a new perception. The only way an individual will consider changing their perceptions will be if they trust, feel loyalty and commitment from the person trying to influence them. (Imagine, would you consider changing your mind about your thoughts based upon comments made by someone you did NOT trust?!)
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• Regarding in-group
psychology, other people often
have the power of influence in
terms of how the in-group is
established. How the group is
establish often determines how
people see themselves joining
or fitting in. Which then will
make a decision whether or not
I choose to be in that group or
not. So how does this apply to
us as leaders?
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• Choices to stay in groups are really based on our perception: who we are and how we see ourselves and those around us.
• As leaders if we do not deliberately engineering HEALTHY In-Groups that meet the expectations and standards of our institution – the USAF - people will find their own in-group (one that might not be conducive to what we do in the profession of arms).
• Our goal is to engineer In-Groups that not only bring out the best versions of the people participating, but also bring out the best versions of the processes within that in-group. If people like who they are in a particular in-group, they will take the necessary steps and measures to modify their behavior to meet the expectations and standards of that group.
• That power of influence we have as leaders cannot be understated. If they don’t like the way they feel inside that In-Group, they will leave and find a different In-Group. As leaders, are we creating In-Groups that draw or repel members?
If done correctly, the group’s
identity becomes part of the
individuals identity, which in
turns drives the individuals
behaviors to fit the groups
expectations.
Clip on how conformity can affect
our behavior…..
https://www.youtube.com/watch?v=
o8BkzvP19v4
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Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• One of the first things people determine when they look at an organization is whether or not they feel the organization is healthy or not.
• How to determine if an organization is healthy:
• How effectively an organization does what it says it wants to do.
• How an organization infuses its values into how they do what they do.
• There is constantly a dynamic or relationship between what we value and what we do. When the relationship is positive, then the institution runs wonderfully and is extremely productive.
• Unfortunately all institutions (civilian, government, private, etc) can experience a conflict between what we value and what a company does.
• (offer own examples when possible) We see this in companies like Toyota or Google – they have institutional values that they expect all their people to adhere to.
(offer own examples when possible)
• Too frequent are articles where companies have not truthfully reported in hopes of ensuring better results, accomplishing their mission, or making a “back-door deal”. In these cases, the companies become characterized as one that does not live by their values.
• Companies/leaders become so focused on accomplishing the mission (making money) they lose sight of the importance of keeping their values. A wall comes up between their values and accomplishing the mission.
• Use Heritage Today video, “Commitment” to reinforce… It’s how committed we are that will determine how well we align what we value w/ what we do.
• Dynamic between values and mission is inherent anywhere humans come together and decide to do something together. For optimum success, the decision to do something together has to be based upon an agreed upon value systems.
• Within the profession of arms, we have the same and legitimate concern.
• In the AF, in particular, we value Integrity, Service and Excellence (those are our core values).
• Our Mission is to Fly, Fight and Win. And we have the same struggles as every other institution –minimizing the conflict between keeping our values and accomplishing the mission. Unfortunately we have not consistently infused the two together but we can improve. The way we infuse those two is through PROFESSIONALISM.
• We are using professionalism as an action verb. It becomes a bridging element to link together our values and our mission.
• If we do this consistently - deliberately engineer, throughout our entire institution, we will minimize
• Value systems & missions can change but the need to have balance between having values and a mission remains. This is not abnormal, it is a normal human trait.
• What is professionalism look like?
• What are we doing on a daily basis to infuse what we value into what we do?
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the conflict and instead begin to define our character. A character that will define us by not only WHAT we do, but HOW we do it.
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Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
One the single greatest detractor from becoming an
effective leader is the leader’s personal bias
One of the results of an extreme case of bias is blind
spots. We can get so fixed on the way something
has to be done that any other solution becomes a
blind spot to us. Since it is not a conscious decision,
these blind spots can be very difficult to overcome.
The first step in overcoming blind spots in our life
is to even understand they are going on.
Take a look at this next video. Focus on the center
blinking green dot and see what happens to the
yellow dots on the page. (this takes 60 seconds).
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What do you think happens to the yellow dots? Why
and how does that happen? The reason why that
happens is your brain is focused on what it believes
is the priority, the blinking dot in the middle.
If we don’t understand something, our biases can be
so inherent that it will create blind spots. Notice
how those yellow circles went away. How did you
get those circles to come back immediately? You
focused on them, and immediately they came back
into view.
We all have flashing green dots and spinning blue
“noise”. We need to work on being quick to
identify when our jobs and lives become too “noisy” as that is when we are most likely to over look other important areas, such as our finances, health and even other people at work and home.
What area could be creating noise? What can we do
to help reduce the noise? How do we help others
who might be going through tough times? Have
you seen examples of this?
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As you stare at the center dot,
the other three yellow circles
blink. The dots never turn off,
never go away. All the turning
blue behind is noise the brain has
to try and make sense of and
cope with.
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- 4
Instructor Guide
Misc.
Your NotesTeaching Points
Teaching Notes:Teaching Points:
• Welcome and introductions
• Overview
• This is a snipit of a principle from the Profession of
Arms Center of Excellence (PACE) Enhancing Human
Capital Course
• Intent is 5-10 minute discussion of an EHC principle.
Seek to apply to current work, home situation
• How this will flow:
• An overview
• Encourage participation
• Ask questions whenever you like
• Have fun
- 1
• Limit intro to 1
• Emphasize this is not EHC. Rather an opportunity to discuss as a group the principles.
• Encourage attendees to get familiar w/ resources on the PACE website: www.airman.af.mil
• If they really enjoy, invite to schedule an EHC course
• Systematic Thinking - a model used to look at “thinking”, which states decisions are not made in a vacuum but build upon earlier ones in a series or order.
On the slide:
• Airport runway – Many important decisions go into landing an airplane. “Do I pull back on the stick in ensure the back wheels hit the ground before the nose hits the ground?” And “Do I pull the switch to put down the landing gear?” are two examples. One needs to occur BEFORE the other.
• Dental work - One would hope the pain medication is given prior to the surgeon doing surgery. Two very important decisions, that are independent but very related and need to be decided and accomplished in a certain order.
• Chess match – chess uses Systematic Thinking by stringing together a series of moves. Chess masters are known to envision 10 moves ahead and then work the moves backwards to try to determine what their next move should be based upon where they want to be later in the game.
• If leaders are not careful, their people may end up doing a step differently, often unknowingly. When desired outcome is not achieved, leaders often blame others. Leaders may feel their instructions were easy and simple, therefore any mistakes must lie with people choosing to not follow instructions.
• Remember, instructions may be easy for one due to their past experiences and education but the same set of instructions might be difficult for others with
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• For example: decision A, then B, then C. While each decision is, in and of itself important, the order in the thinking is also very important.
• Can you think of the significance of Systematic Thinking in your organization?
• If we understand the art of leading through systematic thinking, we can get people to an end-state where we want them to be. It is important that we allow them to process, to get themselves there.
• People do not want to be mandated or forced to get to specific answers but they learn and think they have discovered the correct response when their leader provides education and slight instructions to help them think it was their idea.