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to identify and analyze knowledge and improvement opportunities. This will ensure advancements are permanent and pervasive, not temporary or limited. Leaders encourage the learning process by formally recognizing individual and unit successes, no matter how large or small. Facing Challenges. Developing Airmen for leadership positions requires consistent exposure to challenges with gradual increases in responsibility over long periods of time. Identifying people with leadership potential early in their careers and then determining the appropriate developmental challenges for them is the first step. Leaders must recognize the capabilities of each Airman in their unit or organization. Those capabilities may include any skills, talents, or experiences the Airman may have that can contribute to current and future mission accomplishment. Professional Development. Leaders must also diagnose the developmental needs of Airmen, then assist them with developmental needs that fulfill current or future jobs or roles and responsibilities. Professional development needs may include off-duty education, professional military education, specific skills training, professional development seminars, and communication skills. Personal Development. Personal developmental needs may include relationships, interpersonal skills, and off-duty education. Today’s effective leaders had opportunities early in their careers that required them to lead, take risks, and learn from their triumphs and failures. Dealing with Setbacks. To learn and improve, people need to be encouraged to try new things. Airmen count on the experience and understanding of strong leaders in dealing with setbacks. An Airman’s dedication to improving his or her abilities is quite a valuable asset to an organization. Followers must remain optimistic, even in times of adversity. Dealing with Change. Leaders must learn as much as possible about a change before dealing with the change process. Furthermore, they must learn how to deal with emotions often associated with change. The people supporting these processes must be motivated to meet the challenge and
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support the change that is being implemented. To achieve that, leaders must maintain a clear understanding of the present and a clear focus on the future. Section 14D—The Art of Leading 14.17. Leadership Styles There are no secrets or magic formulas to successful leadership. Leadership is a responsibility that requires an active role in engaging with individuals and teams to align their efforts with personal as well as organizational success. Although the best advice is to just be yourself, ambitious and aspiring leaders can always benefit from the wise words of others. In 1976, as the Pacific Air Forces Command Commander, General Louis L. Wilson, Jr., provided some timeless advice. Be Tough. Set your standards high and insist that your people measure up. Have the courage to correct those who fail to do so. In the long run, your people will be happier. Almost certainly morale will be higher, your outfit better, and your people prouder. Get Out from Behind Your Desk. See for yourself what is going on in your work center. Your people will see that you are interested in their problems, work conditions, and welfare. Many of your people problems will go away if you practice this point. Search Out the Problems. If you think there are no problems in your organization, you may be wrong. Your job is to find them. Foster an environment that encourages people to bring problems 119 to you that they are unable to solve for themselves. Find the Critical Path to Success. Get personally involved in issues on a priority basis. Let your influence be felt on make-or-break issues in your organization. Avoid the activity trap—do not spend your valuable time on inconsequential or trivial matters. Weigh in where it counts. Be Sensitive. Listen to your people. Communicate with them and
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be perceptive to their needs. Learn to recognize problems and seek out ideas. Be innovative. Recognize that effective communication involves shared perceptions. Do not be afraid to empathize when necessary. Do Not Take Things for Granted. Do not assume things have been fixed—look for yourself. Furthermore, the probability is high that fixed problems will recur, so monitor your processes. Do Not Alibi. Remember, you and your people will never be perfect. People will make mistakes, so do not be defensive about things that are wrong. Nothing is more disgusting than the individual who can do no wrong and has an alibi for anything and everything that goes awry. Do Not Procrastinate. Do not put off hard decisions, they will not be any easier tomorrow. This does not mean you should make precipitous or unreasonable decisions just to be prompt; however, once you have arrived at a decision, get on with it. Do Not Tolerate Incompetence. Once people demonstrate laziness, disinterest, or an inability to do the job, you must have the courage to terminate their assignments. You cannot afford to do less. When your people do good work, recognize and encourage them. They will likely do even better. Be Honest. You must create an atmosphere of trust and confidence. When talking to your people, be candid and insist that they do likewise. They set their behavior patterns based upon your example. Nothing is more disastrous than half-truths. Finally, be honest with yourself—do not gimmick reports and figures to make things look good on paper. 14.18. The Power of Leadership The concept of power in the workforce has many positive aspects, and everyone can learn to harness different sources of individual power, particularly when in a leadership role. Taken from Ken Blanchard’s Points of Power, Situational Self Leadership , developing one’s
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own sources of power enables leaders to be less dependent on others, thus allowing them to take initiative and make greater contributions in their jobs. Although the concept of power sometimes brings to mind such associations as coercion, manipulation, and even corruption, this does not have to be the case when the right people are put in the right leadership positions. It is helpful to develop an understanding that “the sole advantage of power is the ability to do more good.” Thus, if you want to do more good for the people around you and for the organization, rather than rely on one aspect of power where you are strongest, take advantage of opportunities to apply various aspects of power in varying circumstances where most appropriate. Position power. Position power is inherent in the authority of the position you have. Your position power may be represented when your business card has a title printed on it that indicates you have the power to manage people or command resources. Task power. Task power is power that stems from being good at a particular task and being able to help others with a process or procedure they may be responsible for. Personal power. Personal power comes from your personal character attributes, such as strength of character, passion, inspiration, or a personal vision of the future. Personal power is further 120 enhanced by the strength of your interpersonal skills, such as your ability to communicate well and to be persuasive with others. Relationship power. Relationship power comes from association with others through friendship, familiarity with a colleague, cultivation of a relationship, preferential treatment, or reciprocity (trading favors). Knowledge power. Knowledge power is about having expertise in an area, often through a special skill or group of skills. It is also evidenced by having
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certain degrees or certifications indicating special training. Knowledge power can generally be transferred within jobs or organizations. 14.19. Full Range Leadership Development A full range of leadership behaviors is essential in today’s complex world. Today’s Air Force depends on highly effective Airmen with the flexibility and capability to operate throughout a spectrum of leadership styles. Full Range Leadership Development (FRLD) requires leadership to be viewed as a system made up of three core elements: the leader, the follower, and the situation. Success of FRLD relies not only on the leader’s actions, but also an accurate understanding of the follower and the situation, and requires today’s leaders to be willing to engage in several ways. - Develop relationships with leadership, peers, and subordinates. - Take advantage of opportunities as they become available. - Efficiently use available resources. - Properly evaluate situations and the performance of followers. - Reward appropriately (and discipline accordingly). - Identify improvement areas in one’s self, followers, and the work place. 14.20. Full Range Leadership Development Model The FRLD model includes leadership behaviors ranging from the passive, less effective laissez-faire behavior, to the more active and effective transformational leadership behavior. Developing leadership behaviors begins by understanding each of them and knowing when or when not to apply them. In addition, possessing the flexibility and capability to implement the appropriate leadership style successfully is critical to leading others. Laissez-Faire. Laissez-faire leaders view the development and needs of their subordinates as someone else’s concern. They tend to abandon their responsibilities and remain indifferent toward important issues. They are hesitant to make decisions and are usually absent from their place of work, which negatively affects relationships with peers and subordinates. Management by Exception-Passive. Management by exception-passive is an “if it’s not broke, don’t fix it” leadership style. Here, leaders elect to
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sit back, observe, and wait for things to go wrong before taking action. They intervene only when policies or rules are broken. Management by exception-passive is a little more effective than laissez-faire, but only because subordinates know that leadership will hold them accountable if they fail to meet standards of performance or comply with policies and procedures. Management by Exception-Active. Management by exception-active is a leadership style that aims to keep personnel and processes in control by monitoring and governing subordinates through 121 forced compliance with rules, regulations, and expectations for meeting performance standards. Management by exception-active exists in a structured system with detailed instructions, careful observation, and very active supervision. Furthermore, this leadership behavior reduces organizational uncertainties, avoids unnecessary risks, and ensures important goals are being achieved. This transactional leadership behavior reduces the temptation for employees to avoid their duties or act unethically and aids members in meeting defined performance objectives. Contingent Rewards. Contingent rewards is a transactional leadership style that involves the constructive transaction between leaders and followers. These transactions are contracts or agreements where the leader sets goals, identifies ways for the subordinate to reach these goals, and supports the follower along the way. The follower is then required to perform their assigned tasks to a specified performance level. When the follower achieves the leader’s expectations, the leader reinforces the positive behavior by providing a reward. In other words, the reward is contingent upon the follower performing assigned tasks to expectations. Transformational Leadership. Transformational leadership is a style of leadership that is defined by the application of offering followers a vision and inspiring their mission. This type of leadership inspires followers to exceed their goals and promotes positive, meaningful changes through intrinsic motivation and encourages others to act because they want to. To motivate intrinsically, a transformational
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leader must consider ways to get others to embrace ideas, strategies, and initiatives. There are four components of transformational leadership: individualized consideration, intellectual stimulation, idealized influence, and inspirational motivation. - Individualized Consideration ( Nurturing ). Individualized consideration is where leaders treat their followers as individuals with different needs, abilities, and aspirations and not just as a part of a group of subordinates. They empathize with and support each follower while maintaining healthy communication. Using individualized consideration, leaders ‘nurture’ followers by acting as mentor or coach. - Intellectual Stimulation ( Thinking ). Intellectual stimulation is the degree to which leaders value their subordinates’ rationality and intellect by seeking different perspectives and considering opposing points of view. Using intellectual stimulation, leaders stimulate and encourage creativity in their followers, encourage followers to be independent thinkers, and are not afraid to take risks and solicit ideas from their followers. - Inspirational Motivation ( Charming ). Inspirational motivation is when leaders are involved with developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers. These visions elevate performance expectations and inspire followers to put forth extra effort to achieve the leader’s vision. - Idealized Influence ( Influencing ). Transformational leaders are charismatic and act as positive role models who “walk the walk.” They exhibit high levels of moral behavior, virtues, and character strengths, as well as a strong work ethic. They represent the organization’s values, beliefs, and purpose in both words and actions and set aside personal interests for the sake of the group. 14.21. Leadership Attributes Leading by Example. Leadership is modeling and setting the example for others - in word and action. Effective leaders lead rather than drive people. They make fair and firm decisions that are 122 in the best interest
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of good order, discipline, and successful accomplishment of the mission. While no one expects a leader to be perfect, a leader cannot demand the best from others if he or she cannot demonstrate that they are willing to do the same. Through positive behavior, leaders live by their values and become good role models. They reinforce their credibility when they do not dwell on the effort they have put forth. Involvement. A leader’s success is reflected in the efficiency, productivity, morale, and enthusiasm demonstrated by the followers, and a leader’s involvement is essential to maximizing worker performance and success of the mission. Leaders become a positive influence when they are actively involved in their Airmen’s careers. Learning from Failure. Leadership is about risks and rewards, and effective leaders realize that failure is possibly one of the greatest learning tools an organization has for achieving success. With every risk there is the potential for failure; however, these are the moments which shed light on the faults that exist within an organization. Effective leaders realize that learning from failure empowers change and inspires efforts to improve. Therefore, leaders never fear failure. Transparency. Direction, decisions, and actions are rarely challenged if the leader’s intentions are transparent. Transparency is accomplished by integrating regular communication, shared decision-making, mutual consensus, and healthy debate. Airmen should know the reason decisions were made and how decisions will impact them and the organization. Flexibility. Leaders who are flexible listen to other’s points of view, bend when necessary, and are not afraid to change course if things are not going well. Flexibility is an especially valued leadership trait during times of change or improvement. Resilience. Leaders at every level within an organization constantly face challenges, changes, and criticisms. Resilient leaders must possess a combination of compassion and grit to persevere
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during times of uncertainty, deviation, turmoil, and conflict. Accountability. Promoting accountability in the workplace includes establishing clear roles and responsibilities, cultivating a sense of pride and ownership among the members within the organization, providing regular feedback to subordinates, leading with integrity, and setting a positive example. Accountability does not focus on the discipline and punishment associated with being unaccountable; but rather, concentrates on creating and sustaining a continuously learning and always improving organization. Positive Attitude. Leaders must demonstrate the attitude they hope to see emulated by their followers. Positive enthusiasm is contagious and can deliver energy to all aspects of organizational operations. The inclination to encourage Airmen, as well as oneself, is a powerful motivator. Effective leaders constantly embrace positive goals and display a positive attitude. Values. The degree to which the values of trust, loyalty, and integrity are present in leaders of an organization directly relates to the organization’s effectiveness. Leadership is the capacity to generate and sustain organizational values, often dependent upon consistency and reliability. Establishing values must also be balanced with a willingness to remove people who do not align themselves with organizational values. Competence. Competence is developed with training, education, and experience. The skills and abilities of a leader enable them to competently lead others to achieve the mission. Character. Character is who a leader is as a person with regard to personality. Character is 123 developed over time and through effort and ambition. For character to be effective, it must be coupled with competence. While competence and character are considered valuable leadership traits, a combination of both will often be required for individuals to be perceived as great leaders. Charisma. Charisma is an energy that is emitted by leaders to inspire Airmen to perform a task or objective when aspects of a mission are not
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inherently motivating or compelling. While charisma can be effective at enhancing morale, it should not be contrary to authority or undermine commander intent. Compassion. Compassion is the sympathy and concern for the misfortunes of others. Compassion promotes healthy, open, and honest communication, and provides the stimulus for Airmen to discuss and deal with personal issues. Courage. Courageous leaders must demonstrate both moral and physical courage in combat and in high-risk situations, as well as in day-to-day life. Leadership requires the courage to address sub-standard performance or unacceptable behavior, welcome new ideas, do what is ethically right when others prefer to do otherwise, and be honest. Acts of courage inspire others to maintain composure in stressful situations, providing the stimulus and encouragement to endure hardships. Credibility. Credibility is the quality of being trusted and believed in. Credible leaders must exercise and demonstrate humility, commitment to the organization and mission, and optimize operations by tapping into the unique strengths of each team member. Occasionally, leaders must be willing to work alongside their followers to get the job done. Credibility may take years to earn through persistent, consistent, and patient leadership and can easily be lost with one thoughtless action, decision, or behavior. Successful leaders earn credibility through leading by example and taking responsibility. A crucial element of a leader’s credibility is taking responsibility not only for his or her individual actions, but also for those of the Airmen. 124 Chapter 15 COMMUNICATION # Chapter 15 COMMUNICATION Section 15A—Military Communication 15.1. Strategic Communication Airmen must ensure audiences know and understand what the Air Force needs, where we are going, and how we can be positioned for success. Air Force Communication Waypoints provides the tools needed to clearly articulate the Global Vigilance, Global Reach, and Global Power of the future. Because communication can be
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broken into three parts: the sender, the message, and the audience, we must be aware of and responsible for how we communicate, including the way our communication is perceived by others. Strategic communication is viewed as an emerging and extremely important concept, resulting in strategic communication being designated as a special area of emphasis. Strategic Communication - Defined. The Department of Defense broadly defines strategic communication as a process of purposefully using communication for the intent of advancing national interests and objectives through synchronized integration of information with other elements of national power. Communication synchronization entails focused efforts to create, strengthen, or preserve conditions favorable for the advancement of national interests, policies, and objectives by understanding and engaging key audiences through the use of coordinated actions. In other words, strategic communication is implemented by aligning actions, words, and images with the purpose of obtaining a specific objective or objectives. Leaders use strategic messaging to advocate the unique functions and distinct capabilities of airpower to project national influence and respond to national defense requirements. 15.2. Enterprise Perspective Having an enterprise perspective in strategic communication empowers Air Force leaders to inform and appropriately influence key audiences by synchronizing and integrating communication efforts to deliver truthful, timely, accurate, and credible information, analysis, and opinion. Truth is the foundation of all public communications, both in terms of credibility and capability. Timely and agile dissemination of information is essential to achieving desired effects. Without appropriate information dissemination, strategic communication cannot maximize value or potential. It must be conducted at the time, level, and manner for which it is intended. Our Air Force Story. Effectively communicating who we are as Airmen underwrites our ability to be successful in all areas of engagement. Air Force leaders want every Airman to be a communicator or spokesperson for the
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Air Force, and through the enterprise perspective, be able to tell their Air Force story. All Airmen need to know how to integrate their personal Air Force story and experience into a message that adds credibility to Air Force, Department of Defense, and national strategic communication. 15.3. Public Affairs An important aspect of communication is speaking in public forums and recognizing the need for strategic communication alignment; this involves communication synchronization. As stated in 125 AFI 1-1, Air Force Standards , the purpose of Public Affairs (PA) operations is to communicate timely, accurate, and useful information about Air Force activities to Department of Defense, the Air Force, as well as domestic and international audiences. The PA representative is the commander’s principal spokesperson and advisor, and a member of the personal staff. PA advises the commander on the implications of command decisions, actions, and operations on foreign and domestic public perceptions. PA plans, executes, and evaluates activities and events to support overall operational success. The PA representative must have the resources to provide information, including visual information, to the staff, public, media, and subordinate units in near real time. PA should be involved in planning, decision-making, training, equipping, and executing operations as well as integrating PA activities into all levels of command. Additional information regarding public affairs can be found in AFI 35-101, Public Affairs Responsibilities and Management . Note: Although briefly covered in standards of conduct and enforcing standards, propriety and perception, it is important to mention that any activity not in alignment with good order, discipline, and national security may intentionally or unintentionally generate a negative perception of the Air Force. Commanders have the authority and responsibility to address situations that could be perceived negatively, while also being mindful of preserving the service member’s right of expression within these
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interests. More specific restrictions on communications and unofficial publications can be found in AFI 51-508, Political Activities, Free Speech and Freedom of Assembly of Air Force Personnel . 15.4. Social Media Airmen interact with individuals via face-to-face, telephone, written letter, e-mail, text messages, social networking services, and social media. Social networking include weblogs, message boards, video sharing, and services, such as YouTube, Facebook, Twitter, Instagram, and Snapchat, used by individuals and communities to stay in touch. Appropriate Posts. Individuals are responsible for what they say, share, or post on social networking services. Offensive and inappropriate communication must be avoided. Also, Airmen who provide commentary and opinions on internet blogs may not place comments on those blog sites which reasonably can be anticipated or are intended to degrade morale, good order, and discipline of any members or units in the U.S. Armed Forces; are service-discrediting; or would degrade the trust and confidence of the public. Additionally, it is important to recognize that social network “friends” and “followers” may potentially constitute relationships that could affect background investigations and periodic reinvestigations associated with security clearances. Additional information regarding social media can be found in: AFH 33-337, The Tongue & Quill ;AFI 35-107, Public Web and Social Communications ; and AFI 35-113, Command Information . Operational Security. Operational security is vital to the accomplishment of the Air Force mission. The use of social media and other forums that allow communication with large numbers of people brings with it the increased risk of magnifying operational security lapses. Classified, for official use only, and other official Department of Defense information and documents are prohibited from being posted on social networking services or transmitted via non-Department of Defense e-mail accounts without proper authority. 126 15.5. Military References for Communicating JP 1-02, Department of Defense Dictionary of Military
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and Associated Terms, supplements English-language dictionaries and standardizes terminology used within the Department of Defense, other federal agencies, and among the United States and its allies. It is a compilation of definitions, abbreviations, and acronyms applicable to the Department of Defense and its components, often used as a primary source for official correspondence and planning documents. The Air University Style Guide for Writers and Editors (AU-1) provides guidance on writing, editing, and publishing matters related to official publications for the Air University. Also, AU-1 is a valuable reference for grammar, mechanics, and documentation of sources for those with an interest in military acronyms, ranks, and specialized military terms. The US Government Printing Office Style Manual is the approved reference for all forms and styles of government printing. Essentially, the style manual is a standardization reference designed to achieve uniformity in word and type, aimed toward economy of word use. The Tongue and Quill is not an all-inclusive reference, but provides valuable, detailed information on most presentations and papers produced in professional military education courses. References, such as the Modern Language Association (MLA) Style Guide , the Chicago Manual of Style , and the American Psychological Association (APA) Style Guide, are widely recognized in the civilian sector and organizations following college and university writing standards. They provide useful information when conducting research or developing written products. 15.6. Military Phonetic Alphabet All branches of the U.S. Government and military departments use the International Civil Aviation Organization alphabet for radio communication. This phonetic alphabet was adopted by the U.S. Armed Forces in 1956, and is currently used by North Atlantic Treaty Organization countries and civil aviation around the world. Table 15.1. shows the letters, code words, and pronunciation . > Table 15.1. Military Phonetic Alphabet. > AAlfa AL fah NNovember NOH vem ber
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> BBravo BRAH voh OOscar OSS car > CCharlie CHAR lee PPapa PAH pah > DDelta DEL tah QQuebec Keh BECK > EEcho EKK oh RRomeo ROW me oh > FFoxtrot FOKS trot SSierra See AIR ah > GGolf Golf TTango TANG go > HHotel HO tell UUniform YOU nee form > IIndia IN dee ah VVictor VIK ter > JJuliet JEW lee ett WWhiskey WISS key > KKilo KEY loh XX-ray EKS ray > LLima LEE mah YYankee YANG kee > MMike Mike ZZulu ZOO loo 127 15.7. Organizational Communication Organizational communication refers to the strategic sharing of information, both internally and externally, within and across the organizational industry. Leaders must exhibit solid organizational communication skills to accomplish organization- and mission-related goals. Creating a culture of communication and maintaining relevance empowers people to own the organizational communication message at every level. According to Caldwell, Stroud, and Menning, in Fostering a Culture of Engagement , to be effective, an organizational culture must be proactive, innovative, adaptive, leader driven, and sustainable. Proactive. To be proactive means to seize the initiative and be agile in communicating the message. The capacity to be proactive enables leaders to get out front and communicate their perspectives and experiences on important topics. Innovative. To be innovative means to exercise ingenuity in seeking new effective ways of communicating. Relying on more than raw creative thinking, innovation requires an understanding of the characteristics and capabilities of information sharing and the pace of change. Adaptive. Adaptive, modern communication capabilities thrive in a fast-evolving, instantaneous, and interconnected information environment that presents challenges to rigid and inflexible organizations. The key to success in this environment is adjusting to changing circumstances on the run. Leader Driven. Air Force leaders must confront modern media realities by fostering a culture of engagement in their
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subordinates and commands. Leaders set the command climate by making themselves available for communication, especially during times of crisis. Sustainable. Leadership is essential to instilling focus and function for the culture of engagement. Sustainability requires dedicated resources and manpower to build enduring capabilities to enable a culture of engagement. Section 15B—Preparing to Communicate 15.8. Communicating Intent Like many things, good communication requires preparation. Preparation is the most important aspect, and sometimes the time best spent, with regard to good communication. By being prepared, speakers show audiences that they value their time as well as the topic of interest. Being prepared enhances a speaker’s confidence as well as their credibility when communicating a message. Confidence will be a great factor in successful delivery of the message, along with additional aspects covered here for establishing strong spoken communication skills. Success as a military leader requires the ability to think critically and creatively. It is also crucial to be able to communicate intentions and decisions to others. The ability to communicate clearly— to write, speak, and actively listen—greatly impacts the capacity to inform, teach, motivate, mentor, and lead others. Communicating intent and ideas so others understand the message and act on it is one of the primary qualities of leadership. 15.9. Principles of Effective Communication Communication requires a combination of the appropriate quality and quantity of information sharing. While communication can be broken into three parts: the sender, the message, and the 128 audience, for communication to be successful the audience must not only receive the message, but they must interpret the message the way the sender intended. This section addresses five core principles of communication: focused, organized, clear, understanding, and supported (FOCUS). Focused. Being focused means understanding what the issue is, considering all aspects of the issue, and not straying from the
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issue. Address the issue, the whole issue, and nothing but the issue. Organized. Good organization means presenting information in a logical, systematic manner. When information is not well organized, audiences may become confused, impatient, or inattentive. Even if you are providing useful, relevant information, the importance of your message may be lost to the audience if it is disorganized. Clear. Communicate with clarity and make each word count. Clear communication occurs when the sender is able to properly articulate and formulate the message to the audience. To communicate clearly, be sure to understand the proper pronunciation of words and how to assemble and punctuate sentences. Also, clear communication often requires getting to the point. Understanding. Understand your audience and its expectations. Understanding the audience’s current knowledge, views, and level of interest regarding a topic helps when sharing ideas with others. Understanding expectations of format and length of response, due date, level of formality, and any staffing requirements helps when responding to a request for information. Supported. Be sure to support your communication with information that substantiates your position, but does not bring the audience to question your message. Nothing cripples a clearly written, properly punctuated paper quicker than implied data or a distorted argument. Support and logic should be used to build credibility and trust with your audience. 15.10. Seven Steps for Effective Communication As indicated in AFH 33-337, The Tongue & Quill, the seven steps for effective communication are fundamental to good speaking and writing skills. The first four steps lay the groundwork for the drafting process of effective communication, steps five through seven are where the communication takes the form of a well prepared message. The seven steps for effective communication and a brief explanation of what they entail are provided here. 1. Analyze Purpose and Audience. Be
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clear on your purpose and know and understand your audience when preparing to communicate your message. This is often accomplished by determining what your message is and why you are communicating it to your audience. In this step you will want to ask yourself, is your purpose for communicating to direct, inform, persuade, or inspire. Once you know your intent, you can design your message around your purpose statement or the intent you have in mind. 2. Research Your Topic. Be resourceful and informed when preparing to communicate your message. There may be experts in your workplace who you can talk to for insights and advice on researching your topic. Also, information is at our fingertips, so consider what you know and what you don’t know, and gather data that is pertinent and relevant to your topic. AFH 33-337, Chapter 4, provides a comprehensive list of online sources, websites, and databases that will prove to be very helpful in gathering information for your topic. You may find it valuable to save many of the links as favorites in your web browser for quick access. 3. Support Your Ideas. Be sure to strengthen your communication by providing information that will support your message. There are a number of ways you can develop a strong message in your 129 communication. It is essential to choose the methods that best enhance your credibility and portray your argument as valid and reliable. Depending on your message and your audience, you may choose to reinforce your position on an issue through evidence using definitions, examples, testimony, or statistics. Focus your approach using trustworthy, accurate, precise, relevant, and sufficient evidence that will support your ideas and gain the trust of your audience. 4. Organize and Outline. Be organized and purposeful in your approach to communicating your
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message. There are several ways to organize information; you will want to choose the one that allows your message to reach the audience in the best manner possible. There are several patterns available in AFH 33-337, Chapter 6. The pattern you choose will depend greatly on whether your intent is to direct, inform, persuade, or inspire. You may find that your topic is best presented chronologically, using an approach that covers pertinent information in a time-ordered sequence. Or, you may decide that a sequential approach is most appropriate that presents your information in a step-by-step manner. 5. Draft. Be willing to get your thoughts into a draft product. Your draft is just the beginning of formulating your communication into an organized, outlined, purposeful manner. It will not be perfect. As long as you follow the basic structure of having an introduction, body, and conclusion, you will have a template to work with while you sharpen your message, develop your thoughts, and clarify your approach. Keep in mind the structure of your communication and consider including key aspects, such as reaching your audience, following format, and ensuring your message flows with transitions between main points or main ideas. Your efforts will never be a waste of time as long as you remember that your draft is the essential step toward creating your final product. AFH 33-337, Chapter 7, provides several suggestions and examples of how to develop a draft of your message using recommended structure, verbiage, and phrases. 6. Edit. Following the first five steps of the effective communication process will set you up for success, but it will not guarantee a perfect product, and you should not expect your draft to be. That is what steps six and seven are for. Have your draft written early enough to give yourself
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time to take a break before looking it over through an editing lens. This will allow you to edit with fresh eyes. Think about what you would like to accomplish with your work and keep that in mind as you look over your draft. Consider how it may look or sound to the audience as you edit your work. Whether your communication is written or spoken, you may find value in reading your work out loud to catch areas for improvement that wouldn’t have been readily identifiable otherwise. As you review, look for three main aspects of your draft product: 1) review for the big picture, main purpose, length, and flow of ideas; 2) review for paragraph structure, clarity, organization of material, and supporting ideas; then 3) review sentences, phrases, words, grammar, and consider how the audience will perceive or receive the message. 7. Fight for Feedback and Get Approval. Be receptive to feedback from others. Now that you’ve done your best at formulating your message, it’s time to seek feedback. Even the best communicators can overlook key aspects of their messages. In this step, allow your pride in authorship to be set aside and seek pride in other’s willingness to review and provide feedback on your work. Communicate up front with your reviewers what your strengths and weaknesses are and let them know why you selected them to provide feedback to you. To best utilize time, express what areas you most likely need feedback on. This will help reviewers know where to focus their efforts and it will enable them to be most helpful to you when providing feedback. 130 15.11. Job Interview Preparation Before committing yourself to the effort required of applying and interviewing for a job, you need to understand the experience or skills required for the
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job and whether or not you possess those experiences or skills. One of the first steps in preparing for a job interview is carefully studying the job advertisement or position description so you understand the particular knowledge, skills, and abilities required. Once you have successfully aligned your knowledge, skills, and abilities to the job, then gather all required information and documentation for the application process. Applying for the Job. When applying for special duty, seeking employment, or simply gathering pertinent information to successfully build a resume or application package in the future, there are different employer expectations you will want to be familiar with. In many cases, you may need to submit an application package with various documents, such as recent performance reports, personnel documents, a resume, a job application, a curriculum vitae, a biography, letters of recommendation, a cover letter, and in some cases, college transcripts. Any of these documents submitted for a job application should be tailored to highlight your particular knowledge, skills, and abilities related to the position for which you are applying. Interviewing for the Job. Many Air Force positions require a job interview. Knowing how to prepare for and conduct yourself during an interview can go a long way toward helping you get selected for a special duty or other career broadening position in the Air Force, not to mention being hired in the civilian sector. Prior to the interview, put yourself in the mindset that everything the interviewer sees or hears from you is part of the interview. The interview begins the moment you pick up the phone or enter the property of the organization. Think about how you will be perceived, how you will enter the conversation, how you will ask and answer questions, and anything else you think will occur before, during,
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or after the interview. If you are having a phone interview, ensure you will be in an environment where you can solely focus on the interview. It is a good idea to research the mission and history of the hiring organization before the interview. The more you know about the organization, the better you will be at convincing potential employers that you care about the organization, as well as the job you’re seeking. Information you can often find about the organization in advance might include who the commander and senior enlisted members of the organization are, how large the organization is, and what the mission and vision statements are. Interviewers expect candidates to ask intelligent, thoughtful questions concerning the organization and the nature of the work. The nature and quality of your questions will reveal your interest in the organization and the position you’re seeking. When the interviewer asks if you have any questions or concerns about the job or the organization, be prepared with at least one or two things you’d like to talk about. If you submitted an application package prior to the interview, there is a strong possibility that you will be asked questions about the information you provided. Review all of the documents you submitted, keep the documents nearby during the interview, and be prepared to highlight examples of your skills or experiences relating to the strengths you can contribute to the job. Examples of areas to concentrate on are: problem-solving skills, thoughts on organizational transformation, team-building skills, support for the organization’s priorities, your leadership philosophy, your ability to adapt and work in fast-paced environments, and decision-making abilities. Also, be able to answer the following questions: 131 Why should I hire you? How soon can you report? How will this change affect your family? What do
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you see as one of your biggest challenges with a job like this? Where do you see yourself in two to three years? Are there any issues to prevent you from accepting or performing in this position? Purpose of Interviews. All job interviews are designed with one goal in mind - to find the right person for the right job. Employers may have to interview several individuals for a position, so keep your goal in mind and let the interviewer see what skills and experiences you can bring to the job. Also, not only are you interviewing for a job; you are interviewing the prospective employer to see if the job is right for you. Be sure you understand the conditions of the job and ask for clarification during the interview, if needed. It is important to determine whether you truly are interested in committing the next few years to the potential job or assignment. As the interview draws to a close, before the interview is over, take a brief opportunity to provide one or two main points that you want the interviewer to remember about you. In other words, have your walk-away points in mind so you end the interview on a positive note and reemphasize your interest in the position. Post-interview Actions. In some cases it may be appropriate to follow up after an interview. A day or two after the interview you may choose to send a short thank-you note to the organization with which you interviewed to express your gratitude for the opportunity to interview for the job, restate your interest in the position, highlight any particularly noteworthy points, or address anything you wish to further clarify. 15.12. Meetings Deciding how to communicate a message is important. If you have a message that can be sent
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clearly and accurately via e-mail, that is one of the quickest forms of sending a message. If you need to send a message that requires an immediate response or might need clarification or elaboration that could be lost in translation through e-mail, discussing the issue over the phone may be the best approach to take. If your message needs to involve multiple people or requires dialogue (sometimes on a recurring basis), you may need to have a face-to-face conversation. Meetings can be used to share information, solve problems, plan, brainstorm, or motivate. Whatever their purpose, you need to know some basics about conducting an effective meeting. A way to determine whether a meeting is the most appropriate method of communicating a message is to consider if you want to address a group about information, advice, concerns, problem solving, or decision-making. Meetings allow for cross-talk to discuss these types of issues, whether within an organization or with outside agencies. Once you have decided that a meeting is the most appropriate method of communicating the message or issue, the next step is to define the purpose of the meeting, decide who should be invited to participate or be a part of the conversation, decide where and when the meeting should occur, plan for capturing (recording) meeting information, send out an agenda so attendees can be prepared to discuss pertinent topics, and be flexible based on availability of attendees, information, or other considerations. Running the meeting requires that a few simple rules be followed, but not 132 to the extent that the meetings are rigid, predictable, and non-productive. As long as you start and stay on time, follow the agenda, understand group dynamics, and follow up with well formatted meeting minutes, your meeting will have a good foundation for success. Section 15C—Written Communication
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15.13. Writing Platforms The Air Force has adopted common, basic formats of written communication for official and personal correspondence and memorandums. Understanding the purpose of these formats will best serve your superiors, yourself, and your subordinates in using the proper format for the intended purpose. AFH 33-337, The Tongue & Quill , outlines detailed instructions for written communication, while various organizations may have adopted internally preferred styles as well. One key aspect for choosing the appropriate format to use for written communication is consistency in your approach. Attention to detail, proper format, and pertinent information will ensure written communication serves as a professional representation of your organization. 15.14. Official Memorandum Official memorandums are used to communicate throughout the Department of Defense and other federal agencies. In addition, official memorandums are used to conduct official business outside the government with vendors or contractors when the personal letter is not appropriate. Memorandums may be addressed to specific officials, single offices, multiple offices, multiple offices IN TURN, or to DISTRIBUTION lists. Detailed information pertaining to the heading, text, and closing sections of the official memorandum, as well as additional information, attachments, and examples, are provided in AFH 33-337, Chapter 14. 15.15. Personal Letter Use the personal letter when communication needs a personal touch or when warmth or sincerity is preferred. The personal letter may be used to write to an individual on a private matter, such as for praise, condolence, or sponsorship. Keep the personal letter brief, preferably no longer than one page, and avoid using acronyms. Specific information pertaining to the heading, text, and closing sections of the personal letter, as well as forms of address, ranks, abbreviations, additional information, and examples, are provided in AFH 33-337, Chapter 15. 15.16. Air Force Papers The Air Force uses written products (papers) in many
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forms for everyday staff work to serve a variety of functions. The types of Air Force papers include the point paper, talking paper, bullet background paper, background paper, position paper, and the staff study. Be sure that the type of format used is appropriate for the task. Samples, explanations, and examples of Air Force papers are provided in AFH 33-337, Chapters 16. Point Paper. The point paper is used when addressing a single issue that can be covered within a single page using bullets or phrases that require minimal data. The function of a point paper is to provide a memory jogger, a minimal text outline of a single issue, and to quickly inform others, often extemporaneously (with little or no-notice). It can be used to give the same short message many times, or to que a speaker to a recite something from memory. 133 Talking Paper. The talking paper is slightly more detailed than the point paper. It is used when addressing a single issue that can be covered within a single page using bullets or phrases that provide key reference data. The function of a point paper is to provide notes for a presenter or speaker used as an outline or narrative for a single issue to inform others during planned/scheduled oral presentations. It is used as a quick reference on key points, facts, or positions, such as frequently asked questions, and can stand alone for basic understanding of an issue. Bullet Background Paper. The bullet background paper is used when addressing a single issue or several related issues that can be covered within a single page or multi-page format using bullet statements providing the background of a program, policy, problem, or procedure. Bullet background papers are developed using concise chronology of a program, policy, or problem, and
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can be used to explain or provide details regarding an attached talking paper. Background Paper. The background paper is used when addressing a single issue or several related issues using a multi-page format including full sentences, details, and numbered paragraphs. It is often used as a multi-purpose staff communication instrument to express ideas or describe conditions that require a particular staff action. Background papers are developed using the detailed chronology of a program, policy, or problem, and can condense and summarize complex issues by providing background research for oral presentations or staff discussions. The background paper provides a means of informing decision-makers with important details. Position Paper. The position paper is used when addressing a single issue or several related issues using a multi-page format including full sentences, details, and numbered paragraphs. It is often used when working with proposals for a new program, policy, procedure, or plan. Position papers are used to circulate a proposal to generate interest, evaluate a proposal, or advocate a position on a proposal to decision-makers. Staff Study. The staff study is used when addressing a single issue or several related issues using a multi-page research paper including a detailed discussion with a conclusion and applicable recommendations. The purpose of the staff study is to analyze a problem, draw conclusions, and make recommendations. Format will vary for staff studies depending on the need or complexity of information required. Staff studies are used to assist decision-makers and leaders in initiating research, to inform and recommend change, and as a problem-solving thought process in written form. Note: Not all organizations routinely use the staff study, but it is an accepted format for a problem-solution report for both the Air Force and Joint Staff. The value of using a staff study as a thought process often outweighs the
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particular format used to communicate findings. Understanding and applying the essential elements of problem analysis via a staff study will enable better application of any staff communication. The Staff Package. The staff package is a writing format commonly used in the Air Force for routing or coordinating correspondence through a staffing process. A widely recognized aspect of the staff package is the AF Form 1768, Staff Summary Sheet . The staff summary sheet, known as the “SSS”, the “Triple-S”, or the “e-SSS,” is the cover page (the first page) of a staff package. It provides a condensed summary of the purpose, background, discussion, view of others (when applicable), recommendation, signature blocks, and overall contents of the staff package. 134 15.17. Writing Bullet Statements Bullet statements are required in many written Air Force communication formats. Because there is very little text in a bullet, the text used must be unequivocal (accurate) while being as short as possible (brief) to convey a tightly-focused (specific) point. The key to writing an effective bullet statement consists of three steps: extract the facts, build the structure, and streamline the final product, as briefly described here. Step 1: Extract the Facts. Collect all the information relevant to the actual accomplishment. Identify the specific action performed. Determine applicable related numerical information associated with the accomplishment (number of items fixed, dollars saved, man-hours expended, people served, or pages written). Document how this accomplishment impacted the bigger picture and broader mission (unit, group, wing, installation, command, or Air Force). Once captured, review to ensure the details are truly associated with the actual accomplishment. Step 2: Build the Structure. The next step is to take the sorted information and organize it into an accomplishment-impact bullet. The accomplishment element should always begin with an action and focus on one single accomplishment.
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Most of the time this action takes the form of a strong action verb, such as conducted, established, or generated. If desired, adverbs, such as actively, energetically, or swiftly, can modify action verbs for an added boost. For a more complete list of verbs and adverbs, refer to AFH 33-337. The impact element explains how the person’s actions have had an effect on the organization, such as the person’s actions connected to significant improvements to a work center’s mission, a unit’s mission, or the entire Air Force mission. Step 3: Streamline the Final Product. Streamlining the final product is refining the bullet statement to make it accurate, brief, and specific. The bullet must be correct, include the clearest, yet most descriptive words, and convey the facts in detail. While maximizing the use of space is desired, developing bullet statements so they fill white space to the end of the bullet line is not required. Section 15D—Spoken Communication 15.18. Speaking Platforms Verbal communication includes every day interactions with coworkers, communicating up and down the chain of command, and sometimes speaking to audiences. Being aware of various verbal communication platforms can help ensure the message being communicated is delivered and received as intended. 15.19. Delivery Formats Your approach to delivery of the spoken message is usually affected by several factors, including the time you have to prepare and the nature of the message. Three common delivery formats are impromptu, prepared, and manuscript. Impromptu. Impromptu speaking is when we respond during a meeting or “take the floor” at a conference. Speakers may do this when they have to speak publicly without warning or with only a few moments’ notice. To do impromptu speaking well requires a great amount of self-confidence, mastery of the subject, and the ability to “think on your feet.” A
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superb impromptu 135 speaker has achieved the highest level in verbal communications. Prepared. Prepared speaking or briefing refers to those times when we have ample opportunity to prepare. This does not mean the person writes a script and memorizes it, but prepared delivery does require a thorough outline with careful planning and practicing. The specific words and phrases used at the time of delivery; however, are spontaneous and sound very natural. Manuscript. A manuscript briefing is the delivery format that requires every word spoken to be absolutely perfect. The disadvantage of a manuscript briefing is that people demonstrate a tendency to lack spontaneity, lack eye contact, and they stand behind the lectern with their script. These mannerisms may have a tendency of losing the audience’s attention. 15.20. Types of Speaking Typically, the types of speaking used in the Air Force include the briefing, the teaching lecture, and the formal speech. Briefing. The major purpose of a briefing is to inform listeners about a mission, operation, or concept. Some briefings direct or enable listeners to perform a procedure or carry out instructions. Other briefings advocate, persuade, or support a certain solution and lead the audience to accept the briefing. Every good briefing has the qualities of accuracy, brevity, and clarity. Accuracy and clarity characterize all good speaking, but brevity distinguishes the briefing from other types of speaking. A briefer must be brief and to the point and should anticipate some of the questions that may arise. If a briefer cannot answer a question, he or she should not attempt an off-the-cuff answer. Instead, he or she should request an opportunity to research the question and follow-up with an answer at a later time. Teaching Lecture. The teaching lecture is the method of instruction most often used in the Air Force. As
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the name implies, the primary purpose of a teaching lecture is to teach an audience about a given subject. Teaching lectures are either formal or informal. Formal lectures are generally one-way with no verbal participation by the audience. Informal lectures are usually presented to smaller audiences and allow for verbal interaction. Formal Speech. A formal speech generally has one of three basic purposes: to inform, persuade, or entertain. The informative speech is a narration concerning a specific topic, but it does not involve a sustained effort to teach. Orientation talks and presentations at commander’s call are examples of informative speeches. The persuasive speech is designed to move an audience to believe in or take action on a topic, such as recruiting speeches to high school graduating classes. Entertaining speeches often include humor and wit to entertain listeners, such as a speech to entertain at a dining-out. 15.21. Basic Communication Tips Beginning any communication with basic communication tips in mind and being mindful of others when speaking and listening will enhance communication skills in any environment. Some basic military communication tips that can be used in any setting are provided here. Rank. Differences in military rank can be a barrier (real or perceived) to communication in the Air Force. Many of us instinctively communicate differently with those senior in rank than we do with those with those who are junior in rank. We must constantly strive to be candid, direct, and respectful with everyone we communicate with. 136 Jargon. Do not overestimate the knowledge and expertise of others when it comes to jargon. Be careful with excessive use of career-field specific jargon and acronyms, but feel free to use jargon when appropriate. As the speaker, it is your responsibility to ensure your communication is understandable. Be Inclusive. Remember our diverse force
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. Sometimes we inadvertently exclude members of our audience by falling into communication traps involving references to race, religion, ethnicity, or sex. Remember this concept when designing visual support as well. Adhering to good taste and sensitivity will keep your message credible and ensure you reach your audience. Tone. Tone is not just what you say, but how you say it . Use of tone can be valuable when enhancing a message, but it can be difficult to portray in written communication. Speakers use gestures, voice, and movements to communicate; writers do not. Emojis do not have a place in written formal communication. Recognize the limitations of expressing tone through written communication and pay close attention to how the message may be perceived. Courtesy. The first rule of communicating courteously is being polite. Forego anger, criticism, and sarcasm, and strive to be reasonable and persuasive. Be patient and tactful, regardless of the challenges of delivering a message. If you have to, push back from the computer, take a deep breath, slowly count to 10, then review your message to ensure it is professional and courteous. Make it Personal. When appropriate, use pronouns, such as we , us , and our , to create rapport and keep your audience involved. Using pronouns also keeps your message from being monotonous, dry, and abstract. Use I, me , and my sparingly, and be aware of how the use of you can be perceived in some situations. Formal. “Good morning, Sir.” versus informal “Hey” or “What’s up?” is always the more professional approach to greeting or addressing someone. While in today’s Air Force much communication among peers will be informal, it is essential to recognize, particularly during events and ceremonies, when formal, professional communication is appropriate. Be Positive. Cultivate a positive message and
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give praise where praise is due. Rather than focusing on problem areas, optimism can encourage acceptance of a message. Also, encourage and be receptive to criticism in the form of helpful questions, suggestions, requests, recommendations, or information. Audiences often sense and appreciate sincerity and honesty. 15.22. Communication Delivery An effective voice drives home ideas; however, communication experts believe over half of the meaning of any message may be communicated nonverbally. Several suggestions for effective verbal and nonverbal communication are provided here. Rate. There is no correct speed for every speech. However, consider that people can listen four to five times faster than the normal spoken rate of 120 words a minute. So, if you speak too slowly, you may lose the interest of an audience who is processing information much faster than you are delivering it. Also, consider speaking at a faster rate to indicate excitement or sudden action, or at a slower rate to hint at a calm or more serious message. Volume. Volume is a verbal technique that can be used to give emphasis to your speech. Consider speaking louder or softer to emphasize a point—a softer level or lower volume is often the more effective way to achieve emphasis. Depending on the type of room, it may be necessary to talk louder in front of a large crowd to ensure everyone in the room can hear the message. When 137 possible, use a portable microphone, particularly in large auditoriums. If the audience must strain to hear you, they will eventually tune you out from exhaustion, but the front row will not want to feel like they are being yelled at the entire time either. Pitch. Pitch is the use of higher or lower notes in voice range. Using variety in speech pitch helps to avoid monotone delivery
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and capture the listener’s attention. Starting with a voice range that is comfortable for you and then adjusting pitch for emphasis may help make communication more interesting. You can use a downward (high to low) inflection in a sentence for an air of certainty and an upward (low to high) inflection for an air of uncertainty. Pause. Pause gives a speaker time to catch their breath and the audience time to absorb ideas. Short pauses usually divide points within a sentence, while long pauses note the ends of sentences. Longer pauses can be used for breaks between main points or transitions between an introduction, body, and conclusion. Another use for the pause is to ‘pause for effect’ or to set off an important point worthy of short reflection. Sometimes a pause may seem long to the speaker, but allow time for a true (one Mississippi, two Mississippi, three…) pause for emphasis. Articulation and Pronunciation. Articulation and pronunciation reflect mastery of the spoken English language. Articulation is the art of expressing words distinctly. Pronunciation is the ability to say words correctly. Unfortunately, and unfairly, people may consider word pronunciation or mispronunciation as a reflection of your message. Listen to yourself, better yet if possible, ask someone to listen to you for practice, and make your words are distinct, understandable, and appropriate to your audience. Length. In our military environment, you must be able to relay your thoughts and ideas succinctly. A key rule in verbal communication is to keep it short and sweet. Know what you want to say, and say it with your purpose and the audience in mind. Eye Contact. Eye contact is one of the most important factors in nonverbal communication. Eye contact lets listeners know the speaker is interested in them, allows the speaker to receive nonverbal
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feedback from the audience, and enhances the credibility of the speaker. Gestures. Gestures are the purposeful use of the hands, arms, shoulders, and head to reinforce what is being said. Effective gestures are natural and should not be distracting to the audience. Purposeful, effective body movement can be described as free, yet deliberate movement. 15.23. Overcoming Anxiety Public speaking is often one of the biggest self-induced fears we experience in the workplace. Some individuals appear to be immune to stage fright, while others are paralyzed with fear prior to stepping onto a stage, up to a podium, or speaking from any platform. Most Airmen are exposed to public speaking opportunities in academic environments. Additional speaking opportunities can help individuals begin to feel more comfortable in the spotlight, such as small, localized events (awards ceremonies and commander’s calls) where the audience is familiar. To prepare for these events, a draft script may be available to practice with. Having a wingman as a supporter and a ‘fan’ in the audience can be a big confidence booster while developing public speaking skills. Having anxiety about public speaking can hinder the ability to get a message across successfully; however, appearing too relaxed on stage may give the impression that the speaker is not fully committed to the presentation or to the audience. To overcome anxiety, try to think of it this way, most often those in the audience are really just glad it’s not them up there on the stage. And for 138 you, you’re on your way to becoming a more confident, competent public speaker by accepting the opportunity for personal and professional growth. Whether you are engaging in public speaking for the first time or if you have been on the stage several times before, here are some simple steps to remember
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to ensure your message is received clearly and as intended. - Know the material, the script, or topic to be covered at the event. - Analyze your audience to reduce your fear of the unknown. - Envision yourself having a successful experience in front of the audience. - Practice using a recording device, video camera, full-length mirror, or an audience of your peers. - Be prepared to allow yourself to mentally feel confident about the experience. - Present a professional image to build self-confidence and credibility with the audience. - Smile, your audience wants you to succeed. Chances are your audience won’t know how nervous are if you don’t mention it. - Take a short walk right before you go on stage to help release nervous energy. - When it comes time for the event, it’s time to deliver. Focus your attention on the purpose of the event, not on yourself. Connect with your audience. - When possible, encourage audience interaction, such as head nods or reassuring affirmations. 15.24. Common Nonverbal Quirks While seeking opportunities to sharpen public speaking skills, practice to eliminate some of the crutches or habits that speakers sometimes fall into. Tips on overcoming nervous habits are included here to help public speakers become consciously aware of them and work to overcome them before stepping into the spotlight. Life raft. The life raft is a term used when a speaker seeks the safety and security of a podium as though his or life depends upon it. Sometimes standing at the podium is necessary when using a stationary microphone, a script, or notes. While this is an acceptable place for a speaker to stand, when possible, try to venture away from the podium to connect better with the audience. Awkward hands. Awkward hands is typically more of a
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feeling the speaker has than it is an observation of the audience. Simply allowing hands to hang naturally may feel awkward, but it’s perfectly natural from the audience’s perspective. Practice allowing your hands to hang naturally and it’ll eventually begin to feel natural. Caged tiger. The caged tiger is a term used when a speaker paces across a stage from one side to the other without stopping. Using the width of a stage to connect with an audience is a good idea, just be sure not to pace back and forth to where the audience feels like they’re watching a tennis match. Relax and settle into a natural rhythm of using the stage purposefully. Rocker. Rockers are caged tigers on the road to recovery. Rockers have settled their nervous energy somewhat, but still have not become completely comfortable with standing still and simply talking. As you practice, make a conscious effort not to fall into the habit of rocking on your heels or swaying side to side. Much like allowing your hands to hang naturally at your side, with practice you will become more comfortable simply standing confidently and addressing an audience. 139 Too Cool. Some speakers overcompensate for a fear of speaking by trying to look extremely comfortable. It is a good idea to appear relaxed, but not at the expense of appearing unengaged or disinterested in speaking to your audience. You may have conquered your nerves, but keep in mind that you want to reach your audience and keep their attention. 15.25. Effective Listening Gaining a better understanding of the listening process begins with understanding the difference between hearing and listening. Hearing occurs when ears pick up sounds being transmitted by a speaker or another source. Listening, on the other hand, involves hearing, while also paying attention to
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and giving consideration to what is heard. In other words, listening involves thinking about and making sense of the message. Effective, active listening involves engaging verbally and nonverbally in the listening process to appropriately respond, comprehend, evaluate, and remember a message. Effective listening helps build trust and mutual respect. Leaders with good listening skills often make better decisions. Informative Listening. In informative listening, the listener’s primary concern is to understand information exactly as transmitted. Successful (effective) listening occurs when the listener understands the message exactly as the sender intended. Suggestions for improving informative listening are to keep an open mind and set aside bias, listen as if you had to teach it, take notes to help recall the main points, ask questions to clarify or confirm your understanding of the message, and maximize the use of the time by mentally repeating the message and absorbing the information in a way that makes the information more pertinent and applicable to you. Critical Listening. Critical listening is usually thought of as the sum of informative listening and critical thinking because the listener is actively analyzing and evaluating the message the speaker is sending. Critical listening is appropriate when seeking input to a decision, evaluating work or a subordinate’s capabilities, or conducting research. Suggestions for improving critical listening are to listen as if you had to grade it, take notes to help recall the main points, ask questions to evaluate the intellectual content of the message, and maximize the use of the time by first understanding the message and then evaluating the information. Empathic Listening. Empathic listening is often useful when communication is emotional or when the relationship between speaker and listener is just as important as the message. Use this type of listening as somewhat of a prerequisite to informational or critical
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listening. Empathic listening is often appropriate during mentoring and counseling sessions and is very helpful when communicating with family members. Section 15E—Electronic Messaging 15.26. E-mail Etiquette E-mail is defined as the electronic transmission of information over computer-based messaging systems. Technological advancements have increased opportunities for more timely, efficient, and effective communications, resulting in the explosive growth of e-mail use throughout the Air Force. To uphold a commitment to secure messaging, the Air Force has established guidelines to be used by all Air Force members. 140 Rule 1 —Be Clear and Concise. Make sure the subject line communicates your purpose. Be specific and avoid ambiguous titles. Lead with the most important information. If the goal is to answer a question, then reiterate the question the question at the top of the page. Use topic sentences if the e-mail has multiple paragraphs. Be brief and to the point. Use bold, italic, or color when necessary to emphasize key points. Choose readable fonts, 12 point or larger when possible. Rule 2 —Watch Your Tone. Be polite. Think of the message as a personal conversation. Be careful with humor, irony, and sarcasm. Electronic postings are perceived much more harshly than they are intended, mainly because the receiver cannot see the sender’s body language, hear the tone of voice, or observe any other nonverbal cues that could help interpret the intent of the communication. Do not write using all CAPITAL letters—this is the e-mail equivalent of shouting and is considered rude. Keep the e-mail clean and professional. E-mail is easily forwarded. Harassing, intimidating, abusive, or offensive material is unacceptable. Rule 3 —Be Selective About What Message You Send. Do not discuss controversial, sensitive, for official use only, classified, personal, Privacy Act, or unclassified information that requires special handling. Remember operations security, even unclassified information, when
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brought together with other information, can create problems when in the wrong hands. Do not create or forward junk mail, do not create or send chain letters, and do not use e-mail for personal ads. Rule 4 —Be Selective About Who Gets Your Message. Reply to specific addressees to give those not interested a break, in other words, only use “reply all” sparingly. Get permission before using large mail groups. Double-check the address before mailing, especially when selecting from a global list where many people have similar last names. Rule 5 —Check Your Attachments and Support Material. Ensure all information is provided as intended in your message to keep from having to send a follow-up e-mail. Before sending, ensure you have attached the attachments; this is a very common mistake. When applicable, cite all quotes, references, and sources, as required under copyright and license agreements. Rule 6 —Keep Your E-mail Under Control. Lock or sign off the computer when you leave your workstation. If possible, create mailing lists to save time. Read and delete files daily. Create an organized directory on your hard drive to keep mailbox files at a minimum. Ensure record copies are properly identified and stored in an approved filing system. Acknowledge important or sensitive messages with a courtesy reply to sender. When away from your e-mail for an extended period of time, consider setting up an “auto reply” message. 15.27. Government Communication Systems Government-provided messaging systems are for official use and limited authorized personal use only. All government communications systems are subject to monitoring, interception, search, and seizure for all authorized purposes. Individuals must understand that they may be held responsible for the content of their electronic messages and must ensure that messages adhere to acceptable use of internet-based capabilities. Individuals are responsible for maintaining sent
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and received information according to Air Force records management directives. Electronic messages may be subject to requests under the Freedom of Information Act, litigation, and court orders. Be sure to adhere to local policy when sending electronic messages to mail distribution lists. Do not auto-forward electronic messages from the .mil domain to a commercial internet service provider and do not indiscriminately release electronic messaging addresses to the public. 141 Identity Management. A vital element for messaging security is the implementation of public key infrastructure and common access cards for identity management. Public key infrastructure allows for the authentication of the sender identity using a digital signature and the encryption/decryption of the message. Users of Department of Defense electronic messaging are directed to follow current guidance for the use of public key infrastructure to sign and encrypt e-mail. Defense Message System. The defense message system is the core messaging system of record for the Department of Defense and the Air Force. The defense message system is a flexible, commercial, off-the-shelf based application that provides messaging services to all Department of Defense users (including deployed tactical users), and interfaces with other U.S. Government agencies, branches of service, and defense contractors. Air Force Organizational Messaging. Organization simple mail transfer protocol mailboxes may be used for all organizational messaging requirements unless usage of the defense message system is required in support of combatant command responsibilities. Privacy Act Information. The Privacy Act of 1974 requires agencies to provide safeguards to ensure the security and confidentiality of records and to protect individuals against an invasion of personal privacy. Exercise caution before transmitting personal information over e-mail to ensure the message is adequately safeguarded. When information is sensitive and personal, e-mail is not the proper way for transmitting this information. When sending personal information over e-mail within
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the Department of Defense, ensure there is an official need, and all addressees are authorized to receive personal information under the Privacy Act. “For official use only” is added to the beginning of the subject line, followed by the subject. The following statement is applied at the beginning of the e-mail: “This e-mail contains for official use only information which must be protected under The Privacy Act and AFI 33-332.” Do not indiscriminately apply this statement to e-mails. Use only in situations when you are actually transmitting personal information. 15.28. The Internet Use of the web or web-based technologies is a technique for obtaining and disseminating information worldwide. The web or internet provides the capability of quickly and efficiently disseminating information to, and accessing information from, a variety of governmental and nongovernmental sources. Web content must be managed in compliance with all information management policies and procedures. Use of Internet Resources by Government Employees. The internet provides an indispensable source for information from a variety of governmental and nongovernmental sources. The Air Force’s goal, within acceptable risk levels, is to provide maximum accessibility to internet resources for personnel requiring access for official business. Appropriate Use. Government-provided hardware and software are for official use and limited authorized personal use only. Limited personal use must be of reasonable duration and frequency, approved by the supervisor, and not adversely affect performance of official duties, overburden systems, or reflect adversely on the Air Force or the Department of Defense. Inappropriate Use. Using the internet for other than official or authorized purposes may result in adverse administrative or disciplinary action. The following uses are specifically prohibited. - Use of federal government communications systems for unauthorized personal use. 142 - Uses that would adversely reflect on the Department of Defense or the Air Force, such as
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chain letters, unofficial soliciting, or selling except on authorized internet-based capabilities established for such use. - Unauthorized storing, processing, displaying, sending, or otherwise transmitting prohibited content: pornography, sexually explicit or sexually oriented material, nudity, hate speech or ridicule of others on the basis of protected class (e.g., race, creed, religion, color, age, sex, disability, national origin), gambling, illegal weapons, militancy/extremist activities, terrorist activities, use for personal gain, and any other content or activities that are illegal or inappropriate. - Storing or processing classified information on any system not approved for classified processing. - Using copyrighted material in violation of the rights of the owner of the copyrights. Consult with the servicing Staff Judge Advocate for fair use advice. - Unauthorized use of the account or identity of another person or organization. - Viewing, changing, damaging, deleting, or blocking access to another user’s files or communications without appropriate authorization or permission. - Attempting to circumvent or defeat security or modifying security systems without prior authorization or permission (such as for legitimate system testing or security research). - Obtaining, installing, copying, storing, or using software in violation of the appropriate vendor’s license agreement. - Permitting an unauthorized individual access to a government-owned or government-operated system. - Modifying or altering the network operating system or system configuration without first obtaining written permission from the administrator of that system. - Copying and posting of for official use only, controlled unclassified information, critical information, and/or personally identifiable information on Department of Defense owned, operated, or controlled publically accessible sites or on commercial internet-based capabilities. - Downloading and installing freeware/shareware or any other software product without designated accrediting authority approval. Malicious Logic Protection. Protect information systems from malicious logic (virus, worm, Trojan horse) attacks by applying a mix of human and technological preventative measures. Scan approved
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removable media devices for viruses before and after use if scans are not automated. Report any suspected information system abnormalities (antivirus errors, virus alerts, unexpected file size increases, unexpected disk access, strange activity by applications) immediately to the organizational information assurance officer. Operations Security and the Internet. When accessing internet-based capabilities using federal government resources in an authorized personal or unofficial capacity, individuals shall comply with operations security guidance as stated in AFI 10-701, Operations Security , and shall not represent the policies or official position of the Air Force or the Department of Defense. 143 Chapter 16 CRITICAL THINKING AND INNOVATION Section 16C—Informed Decision-Making 16.15. Learning is Power Effective Airmanship requires good decision-making. From Airman Basic to General, the decisions each of us make every day impact the delivery of airpower. The habits of mind necessary for becoming a critical thinker are developed over time. Each of us must work every day to make good decisions by consciously applying the intellectual analysis necessary to account for complexities. The process of decision-making is as important as the information analyzed. The habitual application of critical thinking methods to the gathering and analysis of information helps reduce our unconscious and natural tendency to accept an available option as satisfactory without actually exploring all feasible options before making a decision. 16.16. Performance Improvement Improving performance requires both planning and execution. For organizational change to be effective, planning and execution generally must include redesign or coordination on the following five interrelated fronts. Organization and People. Human resources are the key to future viability and organizational growth in a continuous learning environment. Although processes and other front factors may change, focus should remain on providing workers with appropriate knowledge, skills, experiences, and tools. Technology. Technology is a crucial enabling factor that allows compression of cycles,
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lead time, distance, and broader access to information and knowledge assets. Technology also eliminates barriers between customers and suppliers. Policies, Legislation, and Regulations. Changing existing policies, regulations, and legislation may be required for new processes. Physical Infrastructure. Physical facilities, equipment, and tools should be designed to support and maximize changes in workflow, information technology, and human resources. Process. The flow of work and information into and throughout the organization, as mentioned in organizational management practices, must be redesigned using standard continuous process improvement methodologies. 16.17. DOTMLPF The acronym, DOTMLPF, stands for doctrine, organization, training, material, leadership and education, personnel, and facilities. The acronym is used by the Department of Defense to describe a thought process that considers a broad spectrum of elements or requirements to generate informed, conclusive solutions to problems, future requirements, strategic direction, and performance improvement. DOTMLPF is defined as a process that considers solutions involving any combination of these elements. 144 DOTMLPF serves as a valuable mnemonic for staff planners to consider for certain issues prior to undertaking new efforts. Because combatant commanders define requirements in consultation with the Office of the Secretary of Defense , they are able to consider gaps in the context of strategic direction for the U.S. Armed Forces and influence the direction of requirements earlier in the acquisition process. Here is an example of how DOTMLPF would be interpreted in the military context: Doctrine: The way we fight (emphasizing maneuver warfare, combined air-ground campaigns). Organization: How we organize the fight (divisions, air wings, task forces). Training: How we prepare to fight tactically (basic military training, advanced individual training, unit training, joint exercises). Materiel: All the ‘stuff’ necessary to equip the forces (weapons, spares) so we can operate effectively. Leadership and Education: How we prepare leaders to lead the fight from squad leaders
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to four stars (professional development). Personnel: Availability of qualified people for peacetime, wartime, and various contingency operations. Facilities: Real property, installations, and industrial facilities (government owned ammunition production facilities) that support the forces. 16.18. Decision-Making Model There are a wide range of decision-making models available for leaders, whether in the military or corporate structure. One decision-making model that has been adopted by the military is the Vroom-Yetton-Jago Decision-Making Model, used for deciding how to decide. According to this model, there are five primary levels of decision-making, each requiring a different level of involvement or complexity for the decision-making process. The following is a brief description of each of the five levels of decision-making and some pros and cons associated with each level. Level I: Decide and Announce. In this level, leaders make the decision and announce or present it to the group or organization. This approach can allow leaders to make and implement decisions quickly, but to avoid possible indifference or lack of motivation. In this approach, the leader controls the decision and the situation. Leaders should explain rationale as to why the decision was made unilaterally. Cons associated with this approach are that leaders may not take the time to consider all the necessary information. By not including others in the decision-making process, leaders may alienate members of the group or organization unnecessarily. Level II: Gather Input from Individuals and Decide. In this level, leaders gather input from selected individuals or the group individually and then make the decision. This approach can allow leaders to consult with recognized experts to gather additional information to make a more informed decision, but does not require a meeting with the entire group. Cons associated with this approach are that others in the group may wonder why the leader did not consult with
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them. They may perceive the leader as playing favorites, which could result in some resistance from the group or organization when it comes time to implement the decision. 145 Level III: Gather Input from the Group and Decide. In this level, leaders gather input from the group and then make a decision. This approach of including the group in gathering the data enhances the chance for synergy and better-informed decision-making. Cons associated with this approach are that if a leader makes a decision different from what the group suggests, the group may feel that their inputs or suggestions were not valued or appreciated. The group may feel that the decision-making process was predetermined by the leader and that the interaction was a façade, which will likely result in members of the group undermining implementation or being unwilling to participate in future decisions. Also, this approach does take more time for the leader to make the decision. Level IV: Facilitate Consensus. In this level, leaders present issues or problems to the group and facilitate the decision-making process within the group. If the group is unable to reach consensus, the leader has the option to make the decision. This approach of allowing the group to generate possible decision options enhances buy-in and ownership of members of the group, educates members of the group, and allows for quicker implementation as more people are knowledgeable about the decision process and what needs to be done. This approach helps build and sustain trust and respect between group members. Cons associated with this approach are that it takes more time. Also, there is the possibility that the decision could be one that is adequate, but not optimal due to the nature of groups arriving at a compromise to reach an agreement and the leader needing to
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accept the decision or facilitate further decision analysis. Level V: Delegate with Constraints. In this level, leaders delegate the problem to the group and authorize the group to make the decision within specified boundaries. Leaders do not abandon the group, but facilitate support and resources to enable the group’s success in making a decision. This approach is good for building team leadership skills and allows ownership of the decision by the group. It also frees the leader to focus on other issues. Cons associated with this approach are that it takes more time, it may lead to a decision not viewed by the leader as optimal, and the team may not have the skills to reach a quality decision, resulting in disharmony among the group rather than pride in ownership over the decision. 146 Chapter 17 EMERGENCY MANAGEMENT Section 17C—Preparedness and Protection 17.5. Preparedness and Protection Procedures Air Force units must take action to prepare for, respond to, recover from, or mitigate the effects of an attack or event to ensure we can conduct prompt, sustained, and decisive combat operations in compromised environments. Countering chemical, biological, radiological, and nuclear threats requires extraordinary preparedness. Establishing and conducting preparedness actions effectively and efficiently will increase the protection of mission critical resources and force survivability. These actions should be considered mission critical and given a high priority when the threat of enemy attack is high. Installations will establish several actions to counter these attacks during the preparedness phase, often dependent on the installation’s threat probabilities. Airmen should understand the importance of knowing an installation’s preparedness actions well before an attack. 17.6. Air Force Emergency Notification Signals Every Air Force installation must have a rapid and effective system to quickly disseminate emergency information, such as watches, warnings, evacuation routes, and protective actions. When a
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disaster or incident affecting the base is imminent or in-progress, personnel must respond to directions communicated over mass notification and warning systems or other communication channels, whether visual or audible. Be sure to understand how notifications and warnings are executed to ensure prompt, informed, and ready responses to local emergencies. Three to Five Minute Steady Tone. The three to five minute steady tone indicates a disaster or incident is imminent or in progress. Individual actions are to be alert, take cover or evacuate to safety, follow instructions, and account for personnel. Three to Five Minute Wavering Tone. The three to five minute wavering tone indicates an attack or hostile act is imminent or in progress. Individual actions are to be alert, execute security measures, follow instructions, and account for personnel. Lockdown, Lockdown, Lockdown. The announcement lockdown, lockdown, lockdown indicates an active shooter incident is in progress. Individual actions are to remain calm and implement lockdown procedures. All Clear. The announcement all clear indicates the immediate disaster or threat has ended. Individual actions are to remain alert, account for personnel, and report hazards, injuries, and damages. 17.7. Attack Warning Signals Attack warning signals are established and used to notify personnel of emergency conditions. The warnings may be communicated through mass notification and warning systems, display of alarm condition flags, or through other communication channels. Attack warning signals are used to posture air bases for attacks, warn of attacks in progress, initiate post-attack recovery actions, and return the airbase to a normal wartime state of readiness. 147 Note: Attack warning signal variations may be used in some geographical regions. Airmen will be notified of variations used before departure from home station or upon arrival into the region. 17.8. Mission-Oriented Protective Posture Levels The Air Force mission-oriented protective posture (MOPP) levels are established
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to quickly communicate the required individual protective equipment and protection levels for in-place forces to take in the event of wartime chemical, biological, radiological, and nuclear operations or attack conditions. The installation commander determines the initial level, based on MOPP condition analysis, and adjusts levels as mission priorities change. MOPP levels are used in conjunction with alarm conditions to quickly increase or decrease protection against threats. Split Mission-Oriented Protection Posture Levels. Split MOPP is a tactic used to divide an installation or operating location into two or more chemical, biological, radiological, and nuclear zones, rather than having to declare the entire installation as contaminated. If movement or travel between zones is necessary, zone transition points are used to contain contamination while allowing the movement of people, equipment, and needed supplies in and out of established zones. Attack warning signals and associated MOPP levels are outlined here. Attack Warning Signal – Alarm Green (attack is not probable) MOPP 0 (or as directed) Normal Wartime Conditions Resume Operations Continue Recovery Actions Attack Warning Signal – Alarm Yellow (attack is probable in less than 30 minutes) MOPP 2 (or as directed) Protect and Cover Assets Go to Protective Shelter or Seek Best Protection with Overhead Cover Attack Warning Signal – Alarm Red (air or ground attack is imminent or in progress) MOPP 4 (or as directed) Take Immediate Cover or Seek Immediate Protection with Overhead Cover Report Observed Activity or Attacks Attack Warning Signal – Alarm Black (attack is over and CBRN contamination and/or UXO hazards are suspected or present) MOPP 4 (or as directed) Perform Self-Aid/Buddy Care Remain Under Overhead Cover or Within Shelter Unless Directed Otherwise 148 17.9. Individual Protection Individual protection is comprised of singular use or a combination of individual protective equipment, vaccinations and prophylaxis, protective shelters, evacuation, relocation,
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exposure control, contamination control, and warning and notification systems. Individual protection measures are taken in stages equivalent to the urgency and nature of the threat. Command and theater-specific instructions will direct the proper individual protective postures. Ground Crew Ensemble. Regardless of the type of agent, concentration, or method of attack, the best immediate protective equipment against chemical agents is the ground crew ensemble, a whole-body system which protects the wearer against chemical-biological warfare agents, toxins, and radiological particulates. Individual protection includes a protective mask with filters, overgarment, protective gloves, and footwear covers or overboots. It also includes M8 and M9 detector paper, reactive skin decontamination lotion, and M295 decontamination kits. Knowing the specific MOPP gear that must be carried and/or worn during the various MOPP levels is essential to ensuring the best protection possible in all conditions. As depicted by Air Force Emergency Management, Table 17.1. is provided to show appropriate individual protective postures for MOPP levels. > Table 17.1. MOPP Levels and Individual Protection. > MOPP Level Ready Carry: Field Gear Wear: Field Gear (as directed) > Overgarment > Footwear > Mask/Hood > Handwear > MOPP Level Zero Carry: Overgarment Wear: Field Gear > Footwear > Mask/Hood > Handwear > MOPP Level One Carry: Footwear Wear: Field Gear > Mask/Hood Overgarment > Handwear > MOPP Level Two Carry: Mask/Hood Wear: Field Gear > Handwear Overgarment > Footwear > MOPP Level Three Carry: Handwear Wear: Field Gear > Overgarment > Footwear > Mask/Hood > MOPP Level Four Carry: N/A Wear: Field Gear > Overgarment > Footwear > Mask/Hood > Handwear 149 17.10. Personnel Sheltering All installations are required to conduct threat-based shelter planning. The installation commander is responsible for establishing a shelter plan and should designate unit responsibility for preparing and operating each shelter during an attack or event. Shelters
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are structures that protect personnel from chemical, biological, radiological, and nuclear effects over extended periods. Shelter selection is based on structural and personnel housing capabilities in relation to potential types of disasters. Personnel may be required to shelter-in-place in the event the type or extent of the hazard is unknown or evacuation at the time would be dangerous. To ensure the inside of facilities do not become contaminated, occupants will close all windows and doors, and turn off ventilation systems at the time of the suspected attack. Refer to AFMAN 10-2502, Air Force Incident Management Standards and Procedures , for shelter planning information. Refer to AFMAN 10-2503, Operations in a Chemical, Biological, Radiological, Nuclear, and High-Yield Explosives (CBRNE) Environment , for additional information on wartime sheltering. Collective Protection Systems. Collective protection systems are used in conjunction with protective shelter locations and other facilities. Collective protection systems provide protection from chemical, biological, radiological, and nuclear agents using an overpressure system to keep threat agents outside of certain facilities, ultimately allowing the occupants to work or rest inside the facility without wearing protective gear. Many of these facilities will have integrated contamination control areas where contaminated personnel are able to enter the facility once decontaminated. Note: Active shooter lock-down procedures are not the same as those used for shelter-in-place. 17.11. Critical Resource Protection Prior to a chemical, biological, radiological, and nuclear attack, every unit must determine which equipment and assets can be stored, protected, or covered to shield against contamination. Protecting these vital resources will minimize or completely remove the requirement to decontaminate them for mission use after an attack. To the maximum extent possible, aircraft, vehicles, aerospace ground equipment, and munitions should be covered or moved inside. Bulk supplies should be placed in shelters or under overhead cover. If equipment cannot
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be placed under overhead cover, it must be covered or wrapped with at least one layer of barrier material to prevent contamination. When possible, two layers of barrier material used to cover the tops of vehicles and equipment will serve to ensure contamination can be removed, safely discarded, and replaced, as necessary. Section 17D—Crisis Response and Recovery 17.12. Crisis Response Actions Crisis response actions during and after a chemical, biological, radiological, and nuclear attack are critical, not only to ensure the Air Force mission is continued, but more importantly, for survival. In threat areas, contamination avoidance is the key to keeping assets and personnel from becoming contaminated. During attacks, the primary focus of the base populace should be directed toward force survivability to ensure attack warning signals and mission-oriented protective posture (MOPP) levels are rapidly disseminated. Typically, the command post will disseminate attack 150 warning signals and alarm signals. MOPP level changes come to the command post from the crisis action team based on recommendations from the emergency operations center. Department of Defense resources, including those associated with military installations located nearest the scene of an accident or incident, will respond to the event unless otherwise directed by higher headquarters. Upon witnessing an incident, personnel should alert others in the immediate area and report the incident to security forces, fire and emergency services, or installation command and control. After reporting, personnel should stay uphill and upwind; avoid inhaling fumes, smoke, or vapors; attempt to rescue and care for casualties; avoid handling any material or component involved in the accident/incident; evacuate the area if rescue or containment is impractical, or as directed. Note: Every situation is different and should be handled using established procedures coupled with good judgment. Note: Airmen who recognize an attack in progress should take immediate action regardless
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of whether or not mass notification has been disseminated. Note: When alarm red is declared, or attack begins without notification, drop to the ground, don protective mask (if not donned already), crawl to closest available protection, don remaining individual protective equipment, and immediately check every member of the unit to make sure they are protected and have donned the proper equipment. Assist injured and provide self-aid and buddy care with caution to prevent further injuries, particularly when under fire. Note: Using one’s best judgment is essential regarding seeking immediate cover in place or crawling immediately to a safe location, particularly when an area becomes increasingly dangerous. 17.13. Attack Reporting If an attack or enemy personnel movement is observed, report it up the chain of command immediately. Use the SALUTE reporting method, as shown in Table 17.2., as a quick and effective way to communicate attack information. SALUTE reports are submitted to the unit control center or work center through the most secure means. > Table 17.2. SALUTE Reporting. > REPORT AREA INFORMATION TO REPORT > (S) Size The number of persons and vehicles seen or the size of an object > (A) Activity Description of enemy activity (assaulting, fleeing, observing) > (L) Location Where the enemy was sighted (grid coordinate or reference point) > (U) Unit Distinctive signs, symbols, identification on people, vehicles, aircraft, or weapons (numbers, patches, clothing type) > (T) Time Time activity was observed > (E) Equipment Equipment and vehicles associated with the activity 151 17.14. Recovery Procedures Recovery actions focus on saving lives, detecting and mitigating hazards, mission restoration, and sustainment. Immediate actions are necessary to treat casualties, assess damage, and control contamination. Minimizing the amount of personnel exposed to post-attack hazards is critical for mission continuation and force survivability. The recovery concept involves a combined
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effort from personnel who are trained to operate as a team and are able to use specialized equipment to spearhead recovery efforts. Reestablishing the mission is a top priority. Reconnaissance. The installation commander will determine when base specialized and unit reconnaissance teams begin post-attack chemical, biological, radiological, and nuclear surveys. Unit control centers will be directed to release post-attack reconnaissance teams to collect information about the effects of the attack. Post-attack reconnaissance teams or resource owners are responsible for reporting information to their unit control center as well as marking and reporting contamination and contaminated equipment to ensure approaching personnel are aware of the hazard associated with that resource. The unit control center will forward unit survey information to the emergency operations center. Post-Attack Reporting. Effective communication between post-attack reconnaissance teams and leadership is essential. The emergency operations center is the primary command and control function for collecting and consolidating post-attack information. The emergency operations center director up-channels information and makes recommendations regarding alarm signals and MOPP levels to the crisis action team based on the information collected by specialized and unit reconnaissance teams. Decontamination. For those not on a reconnaissance team, recovery actions include performing immediate decontamination (if contaminated) and remaining under cover in a safe location unless otherwise directed. Units will assess and determine what methods of decontamination, if any, can be reasonably put into action. The eyes are very vulnerable when exposed to nerve and blister agents. If one of these agents gets in the eyes, the eyes should be irrigated with water. If a chemical agent gets on the skin or protective equipment, it must be removed immediately. The reactive skin decontamination lotion and M295 individual decontamination kits are the most effective methods of removing chemical agents. In the absence of an individual decontamination kit, a
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5-percent chlorine solution will remove the chemical agent from equipment and a 0.5 percent chlorine solution will remove agents from the skin. Contamination Control Area. If personnel become contaminated with chemical, biological, or radiological agents, they decontaminate by processing through the contamination control area within 24 hours of contact. If an individual shows positive indications of contamination on their M9 paper, they should report contamination to their unit control center. Unit control centers will direct personnel to the contamination control area at the appropriate time. Chemically Contaminated Object Rule. The chemically contaminated object rule for MOPP reduction is often applied by commanders for operations in and near areas with contaminated objects. The chemically contaminated object rule is a risk management philosophy designed to warn people of chemically contaminated objects. It does not direct long duration maintenance regarding chemically contaminated resources. Although there is an increased degree of risk when 152 working in these areas, the rule provides guidance for protecting personnel by specifying the type of individual protective equipment required. Section 17F—Risk Management 17.19. Risk Management Decision-Making Process Risk management is a decision-making process designed to systematically evaluate possible courses of action, identify risks and benefits, and determine the best course of action for any given situation. Risk management enables commanders, functional managers, supervisors, and individuals to maximize capabilities while limiting risks through a simple, systematic process for all personnel and functions in both on- and off-duty situations. Appropriate use of risk management increases an organization’s and individual’s ability to safely and effectively accomplish their mission while preserving lives and resources. Safety Training. One of the greatest influences of successful mission accomplishment, and a key aspect of risk management, is a highly trained workforce that recognizes the importance of safety precautions and procedures, and adheres to standards incorporating the basic
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elements of risk management. Safety training may be integrated into task performance training or conducted separately. Job Safety Analysis. A job safety analysis is used to evaluate each work task not governed by a technical order or other definitive guidance and when a new work task or process is introduced into the workplace. Supervisors are responsible for training, establishing work methods and job instructions, assigning jobs, and supervising personnel. Before any operation begins and any safety training can take place, supervisors must determine where people may be injured or equipment may be damaged. They are in the best position to identify hazards, assess risks associated with those hazards, and correct unsafe work practices or safety deficiencies that would impede mission success. 17.20. Risk Management Principles Four principles govern all actions associated with risk management. These principles are the cornerstones of effective risk management and are applicable 24-hours a day, 7-days a week, 365-days a year by all personnel, for all on- and off-duty activities. Accept No Unnecessary Risk. All Air Force missions and daily routines involve risk. However, unnecessary risk comes without a commensurate return in terms of real benefits or available opportunities. The most logical choices or actions are those that meet all mission requirements while exposing personnel and resources to the lowest acceptable risk possible. With this in mind, we cannot and should not be completely risk averse. Even high risk endeavors may be undertaken when there is a well-founded basis to believe that the sum of the benefits exceeds the sum of the costs. Balancing benefits and costs is a subjective process and tied intimately with the factors affecting the mission or activity. Personnel with prior knowledge and experience of a mission or activity must be engaged whenever possible in making risk decisions to ensure a proper
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balance is achieved. Make Risk Decisions at the Appropriate Level. Although anyone can make a risk decision that impacts their personal well-being, some risk acceptance decisions must be made by an appropriate 153 decision-making authority to effectively allocate resources and implement controls to mitigate or eliminate risks associated with an activity. Making risk decisions at the appropriate level also establishes clear accountability. Leaders and individuals must be aware of how much risk they can accept and when to elevate risk management decisions to a higher level. Those accountable for the success or failure of a mission or activity must be fully engaged in the risk decision process. Integrate Risk Management into Operations and Planning at All Levels. Integrate risk management into planning at all levels and as early as possible. This provides the greatest opportunity to make informed risk decisions and implement effective risk controls. To effectively apply risk management, commanders, supervisors, and personnel must dedicate time and resources to integrate risk management principles into planning, operational processes, and day-to-day activities. Risk assessments of operations and activities are most successful when incorporated deliberately in the normal sequence of events (the pre-planning of a mission or activity) by individuals directly involved in the event, and not as a last minute or add-on process. Risk management planning, even in a time-constrained environment, is better than no planning at all. Apply the Risk Management Process Cyclically and Continuously. Risk management is a continuous process applied across the full spectrum of military training and operations, base operations functions, and day-to-day activities and events both on- and off-duty. This cyclic process is used to continuously identify and assess hazards, develop and implement controls, evaluate outcomes, and provide feedback to our Airmen to save lives and preserve combat resources. 17.21. Risk Management Levels The principles, goals,
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and fundamental concepts of risk management highlight the universal application of risk management both on- and off-duty. There are two primary levels of risk management: deliberate and real-time. Deliberate and real-time risk management are interrelated when making risk management decisions. They are separated only at the point where planning transitions to execution of the mission or activity. A strong, effective risk management process involves careful deliberative planning coupled with effective real-time risk management. This dual approach ensures comprehensive risk mitigation and the likelihood of mission or activity success. Deliberate Risk Management. Deliberate risk management may involve the full, formal application of the complete five-step risk management process, ranging from thorough hazard identification, detailed data research, diagram and analysis tools, formal testing, and long-term tracking of the risks associated with an operation, activity, or system. Deliberate risk management may simply involve normal day-to-day operations or activity planning that utilize the same five-step risk management process, but require less time and resources to complete. In-Depth Risk Management Planning. Another aspect of deliberate risk management that is generally associated with strategic-level planning is referred to as in-depth risk management planning. It is reserved for complex operations and systems, as well as high priority and high visibility situations or circumstances in which hazards are not well understood or easily predictable. In-depth risk management is normally implemented well in advance of a planned system, mission, event, or activity, and is normally reserved for more complex and risky efforts, such as large troop movements, airshow planning, or tactics and training curricula development. 154 17.22. Five-Step Risk Management Process Risk management is a continuous, systematic decision process consisting of five steps primarily associated with deliberate risk management planning that forms the basis for real-time risk management process considerations. A brief description of the Five-Step Risk Management Process
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is provided here. Step 1. Identify the Hazards. Step 1 of the Five-Step Risk Management Process is to identify the hazards. Identifying the hazards involves application of appropriate hazard identification techniques to identify hazards associated with the operation or activity. Hazards can be defined as any real or potential condition that can cause mission degradation, injury, illness, death to personnel, or damage to or loss of equipment or property. Implementing Step 1 includes: (1) reviewing current and planned operations and tasks associated with the mission or activity, (2) identifying and listing hazards and factors that may lead to dangers and risks associated with the operation or activity, and (3) listing the causes associated with each identified hazard and trying to identify the root cause against which to apply risk management strategies. Step 2. Assess the Hazards. Step 2 of the Five-Step Risk Management Process is to assess the hazards. Assessing the hazards involves the application of quantitative or qualitative measures to determine the probability and severity of negative effects that may result from exposure to risks or hazards and directly affect mission or activity success. Implementing Step 2 includes: (1) evaluating the time, proximity, volume, or repetition involved to determine the level of exposure to hazards; (2) determining severity of the hazard in terms of potential impact on personnel, equipment, or mission/activity; (3) determining the probability that the hazard will cause a negative event of the severity assessed above (probability may be determined through estimates or actual numbers); and (4) determining the level of risk associated with the hazard as related to severity and probability. Associated with Step 2 of the Five-Step Risk Management Process is a risk assessment matrix that can be used to form a risk assessment for each hazard by combining the probability of occurrence with severity.
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Risk levels will vary from “extremely high” as associated with frequent exposure and catastrophic effects to “low” as associated with unlikely exposure and negligible effects. A complete and in-depth description of the risk assessment matrix can be found in AFPAM 90-803, Risk Management (RM) Guidelines and Tools . Step 3. Develop Controls and Make Decisions. Step 3 of the Five-Step Risk Management Process is to develop controls and make decisions. This step involves the development and selection of specific strategies and controls that reduce or eliminate risk. Effective mitigation measures reduce one of the three components (probability, severity, or exposure) of risk. There is no “cookie-cutter” approach or specific standard for establishing levels of risk management decision authority across the Air Force. The higher the risk, the higher the decision level needs to be to ensure an appropriate analysis of overall costs to benefits has been carefully weighed. It is critical that leaders and decision-makers ensure the levels of decision authority are aligned appropriately for mission requirements and experience levels of the personnel conducting operations/activities under their responsibility. Implementing Step 3 includes: (1) starting with the highest-risk hazards as assessed in Step 2, and identifying as many risk control options for each hazard as possible that can effectively eliminate, avoid, or reduce the risk to an acceptable level; (2) determining the effect of each control on the 155 risk(s) associated with the hazard; (3) prioritizing risk controls for each hazard that will reduce the risk to an acceptable level within mission objectives, and optimize use of available resources (manpower, material, equipment, funding, and time); (4) selecting those risk controls that will reduce the risk to an acceptable level consistent with mission or activity objectives and optimum use of available resources; and (5) analyzing the level of risk for the operation
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or activity with the proposed controls in place, and determining if the benefits now exceed the level of risk the operation or activity presents. Step 4. Implement Controls. Step 4 of the Five-Step Risk Management Process is to implement controls. Once control measures have been selected, an implementation strategy must be developed and carried out. The strategy must identify who, what, when, where, and how much cost is associated with the control measure. For mission-related controls, accountability must be emphasized across all levels of leadership and personnel associated with the action so there is a clear understanding of the risks and responsibilities of commanders and subordinates alike. There must always be accountability for acceptance of risk regardless of circumstances. Implementing Step 4 includes: (1) providing a roadmap for implementation, a vision of the end state, and a description of successful implementation; (2) establishing accountability for making the decision and determining who is responsible at the unit or execution level for implementation of the risk control; and (3) providing the personnel and resources necessary to implement the control measures. Incorporate sustainability from the beginning and be sure to deploy the control measure along with a feedback mechanism that will provide information on whether the control measure is achieving the intended purpose. Step 5. Supervise and Evaluate. Step 5 of the Five-Step Risk Management Process is to supervise and evaluate. Leaders and supervisors at every level must fulfill their respective roles to ensure controls are sustained over time. Implementing Step 5 includes: (1) supervising and monitoring the operation or activity, and (2) reviewing and evaluating to ensure risk and cost are in balance. Significant changes in the system are recognized and appropriate risk management controls are reapplied, as necessary, to control the risks. Effective review and evaluation will also identify whether actual
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costs are in line with expectations and how the controls have affected mission performance (good or bad). Note: When risk analysis contains errors, it is important for those errors to be identified and corrected. Also, after-action reports, surveys, and in-progress reviews are excellent tools for measurements. A feedback system must be established to ensure that the corrective or preventative action taken was effective and that any newly discovered hazards identified are analyzed and subsequent corrective action taken. 17.23. Real-Time Risk Management Process or ABCD Model Risk management decisions are made in “real-time” during execution, tactical training, operations, emergency/crisis response situations, or during off-duty activities, when deliberate risk management planning is impractical. Real-time is usually an informal, mental risk assessment that is done as the need arises, such as during short-notice taskings, weather or natural phenomena driven activities, emergency responses, or spontaneous activities. Basic risk management process steps are used to identify and mitigate hazards in the new or changing situation. An imperative aspect of using the real-time risk management process is that individuals are, in fact, able to efficiently and effectively apply risk management concepts to 156 mitigate risks. Following the ABCD Model enables real-time risk management and enhanced recall of critical risk management steps. This simple and easy-to-remember model provides individuals with a means to evaluate risks and formulate mitigation strategies in a short amount of time that can be easily applied in both on- and off-duty situations. The ABCD Model: Assess the situation Balance controls Communicate Decide / Debrief A – Assess the Situation. The ‘A’ in the Real-Time Risk Management Process/ABCD Model is for assessing the situation. A complete assessment of the situation involves three stages of situational awareness in a relatively short amount of time: (1) perception of what is happening; (2) integration of information and
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goals; and (3) projection into the future. Note: This first step of the real-time risk management process/ABCD model effectively combines the first two steps of the five-step risk management process. B – Balance Controls. The ‘B’ in the Real-Time Risk Management Process/ABCD Model is for balancing controls. After assessing the situation, personnel must consider all available controls (resources) to facilitate mission or activity success and consider how to best manage them. The better-prepared individuals are prior to an activity, the more likely they will be to have a range of controls/resources available to create multiple redundancies or “blocks” to effectively eliminate or mitigate potential risks in real-time. C – Communicate. The ‘C’ in the Real-Time Risk Management Process/ABCD Model is for communicating. Communication may include leadership to discuss problems or intentions, internal teams to discuss real-time hazards and mitigation options, or individuals internalizing their current situation and taking time to evaluate if they are heading down the right path. Communication skills may tend to diminish as individuals channelize attention and lose awareness of the overall situation. By understanding this possibility, individuals and teams who are thrust into these situations can better anticipate and identify whether or not they or others are losing situational awareness, and make corrections. D – Decide and Debrief. The ‘D’ in the Real-Time Risk Management Process/ABCD Model is for deciding and debriefing. Once it is time to make the decision to continue, modify, or abandon the mission or activity based on circumstances and conditions, the individual or small group is required to take immediate or near immediate action to mitigate the risk (or risks) in real-time. Individuals must make every effort to deliberately weigh risk decisions before taking action to ensure they are selecting the best course of action, whether that be to continue, modify, or
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abandon the mission. And, as with the formal five-step risk management process, both leadership and personnel involved in a mission or activity must ensure that the feedback loop or “debrief” is performed. This step ensures individuals complete the real-time risk management process/ABCD model mnemonic loop by identifying what worked, what did not work, and ensures documented lessons learned are disseminated. Figure 17.1. shows the relationship between the Five-Step Risk Management Process and Real-Time Risk Management Process using the ABCD Model. 157 Figure 17.1. The Five -Step Risk Management Process as related to the Real -Time Risk Management Process/ABCD Model. 158 Chapter 18 SECURITY Section 18B—Operations Security 18.7. Operations Security Program The purpose of operations security is to reduce the vulnerability of Air Force missions by eliminating or reducing successful adversary collection and exploitation of critical information. Operations security is a process of identifying, analyzing, and controlling critical information that applies to all activities used to prepare, sustain, or employ forces during all phases of operations. Air Force personnel can be under observation at their peacetime bases and locations, in training or exercises, while moving, or when deployed and conducting actual operations. Air Force units utilize the base profiling process to identify vulnerabilities and indicators of their day-to-day activities. With this understanding, operations security program managers use the signature management methodology to apply measures or countermeasures to hide, control, or simulate indicators. Operations security involves attentiveness to: - Identify those actions that can be observed by adversary intelligence systems. - Determine what specific indications could be collected, analyzed, and interpreted to derive critical information in time to be useful to adversaries. - Select and execute measures that eliminate or reduce to an acceptable level the vulnerabilities of friendly actions to adversary exploitation. Operational Effectiveness. Operations security involves a series of analyses
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to examine the planning, preparation, execution, and post-execution phases of any operation or activity across the entire spectrum of military action and in any operational environment. Operations security analysis provides decision-makers with a means of weighing the risk to their operations. Decision-makers must determine the amount of risk they are willing to accept in particular operational circumstances in the same way as operational risk management allows commanders to assess risk in mission planning. Operational effectiveness is enhanced when commanders and other decision-makers apply operations security from the earliest stages of planning. Operations Security Principles. Operations security principles must be integrated into operational, support, exercise, acquisition planning, and day-to-day activities to ensure a seamless transition to contingency operations. The operations security process consists of the following five distinct steps: - Identify critical information. - Analyze threats. - Analyze vulnerabilities. - Assess risk. - Apply appropriate operations security countermeasures. 159 18.8. Operations Security Indicators Operations security indicators are friendly, detectable actions and open-source information that can be interpreted or pieced together by an adversary to derive critical information. The five basic characteristics of operations security indicators that make them potentially valuable to an adversary are briefly described here. Signatures. A signature is a characteristic of an indicator that is identifiable or stands out. Signature management is the active defense or exploitation of operational profiles at a given military installation. Defense of operational profiles is accomplished by implementing measures to deny adversary collection of critical information. Associations. An association is the relationship of an indicator to other information or activities. Profiles. Each functional activity generates its own set of more-or-less unique signatures and associations. The sum of these signatures and associations is the activity’s profile. A profiling process is used to map the local operating environment and capture process points that present key
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signatures and profiles with critical information value. Contrasts. A contrast is any difference observed between an activity’s standard profile and most recent or current actions. Exposure. Exposure refers to when and for how long an indicator is observed. The longer an indicator is observed, the better chance an adversary can form associations and update the profile of operational activities. Section 18C—Information Protection 18.9. Information Protection Procedures Information protection is a subset of the Air Force security enterprise and consists of the core security disciplines (personnel, industrial, and information security) used to determine military, civilian, and contractor personnel eligibility to access classified information, ensure the protection of classified information released or disclosed to industry in connection with classified contracts, and protect classified information and controlled unclassified information that, if subject to unauthorized disclosure, could reasonably be expected to cause damage to national security. 18.10. Information Security All personnel in the Air Force are responsible for protecting classified information and controlled unclassified information under their custody and control. DoD Manual 5200.01, Department of Defense Information Security Program, and AFI 16-1404, Air Force Information Security Program, provide the guidance for managing classified information and controlled unclassified information. Classified Information. Classified information is designated accordingly to protect national security. There are three levels of classification: Top Secret, Secret, and Confidential. Each individual is responsible for providing the proper safeguards for classified information, reporting security incidents, and understanding the sanctions for noncompliance. Top Secret. Top Secret shall be applied to information that the unauthorized disclosure of which 160 reasonably could be expected to cause exceptionally grave damage to the national security that the original classification authority is able to identify or describe. Secret. Secret shall be applied to information that the unauthorized disclosure of which reasonably could be expected to cause serious damage to the
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national security that the original classification authority is able to identify or describe. Confidential . Confidential shall be applied to information that the unauthorized disclosure of which reasonably could be expected to cause damage to the national security that the original classification authority is able to identify or describe. 18.11. Controlled Unclassified Information Controlled unclassified information is information that requires access and distribution controls and protective measures, and may be referred to accordingly as: for official use only, law enforcement sensitive, Department of Defense unclassified controlled nuclear information, and limited distribution. Requirements, controls, and protective measures developed for these materials are found in DoD Manual 5200.01 Volume 4, Department of Defense Information Security Program: Controlled Unclassified Information . For Official Use Only Information. For official use only (FOUO) information is the most commonly used controlled unclassified information category. The classification is used as a dissemination control applied by the Department of Defense to unclassified information when disclosure to the public of that particular record, or portion thereof, would reasonably be expected to cause a foreseeable harm to an interest as identified in the Freedom of Information Act. No person may have access to information designated as FOUO unless they have a valid need for access in connection with the accomplishment of a lawful and authorized government purpose. FOUO information shall be indicated by markings that identify the originating office. FOR OFFICIAL USE ONLY or UNCLASSIFIED//FOR OFFICIAL USE ONLY will be marked at the bottom of the outside of the front cover (if there is one), the title page, the first page, all applicable internal pages (to include specific sections and paragraphs), and the outside of the back cover (if there is one). During work hours, reasonable steps shall be taken to minimize the risk of access by unauthorized personnel, such
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as not leaving FOUO status information unattended where unauthorized personnel are present. After working hours, store the information in unlocked containers, desks, or cabinets if the building is provided security by government or government-contract personnel. If building security is not provided or deemed inadequate, store the information in locked desks, file cabinets, bookcases, or locked rooms. Original Classification. Original classification is the initial decision by an original classification authority that an item of information could reasonably be expected to cause identifiable or describable damage to the national security subjected to unauthorized disclosure and requires protection in the interest of national security. Only officials designated in writing may make original classification decisions. Derivative Classification . Air Force policy is to identify, classify, downgrade, declassify, mark, protect, and destroy classified information consistent with national policy. Controlled unclassified information will also be protected per national policy. Within the Department of Defense all cleared personnel are authorized to derivatively classify information, if: 1) they have received 161 initial training before making derivative classification decisions, and 2) they have received refresher training at least once every two years. Derivative classification is the incorporating, paraphrasing, restating, or generating classified information in a new form or document. Derivative classifiers must use authorized types of sources for making decisions. One of the most important responsibilities of the derivative classifier is to observe and respect the classification determinations made by an original classification authority. Marking Classified Information. All classified information shall be clearly identified by marking, designation, or electronic labelling in accordance with DoD Manual 5200.01, Vol 2, Department of Defense Information Security Program : Marking of Classified Information .Marking classified information serves to: alert holders to the presence of classified information; identify the information needing protection; indicate the level of classification assigned to the information; provide guidance on
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downgrading (if any) and declassification; give information on the sources of and reasons for classification; notify holders of special access, control, or safeguarding requirements; and promote information sharing, facilitate judicious use of resources, and simplify management through implementation of uniform and standardized processes. Specific Markings on Documents. Every classified document must be marked to show the highest classification of information contained within the document. The marking must be conspicuous enough to alert anyone handling the document that the document is classified. Every document will contain the overall classification of the document, banner lines, portion markings indicating the classification level of specific classified information within the document, the classification authority block, date of origin, and downgrading instructions, if any, and declassification instructions. The three most common markings on a classified document are the banner lines, portion markings, and the classification authority block. Refer to DoD Manual 5200.01, Volume 2, DoD Information Security Program : Marking of Classified Information, for additional information and marking illustrations. Safeguarding Classified Information. Everyone who works with classified information is personally responsible for taking proper precautions to ensure unauthorized persons do not gain access to classified information. Before granting access to classified information, the person must have: (1) security clearance eligibility, (2) a signed SF 312, Classified Information Non-Disclosure Agreement , and (3) a need-to-know. The individual with authorized possession, knowledge, or control of the information must determine whether the person receiving the information has been granted the appropriate security clearance access by proper authority. An authorized person shall keep classified material removed from storage under constant surveillance. The authorized person must place coversheets on classified documents not in secure storage to prevent unauthorized persons from viewing the information. The following forms will be used to cover classified information outside of storage: SF 703, Top Secret ,
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SF 704, Secret , and SF 705, Confidential . End-of-Day Security Checks. Use SF 701, Activity Security Checklist , to record the end of the day security checks. This form is required for any area where classified information is used or stored. Ensure all vaults, secure rooms, and containers used for storing classified material are checked. Classified information systems should specifically be stored in a general services administration approved safe or in buildings or areas cleared for open storage of classified. 18.12. Security Incidents Involving Classified Information Anyone finding classified material out of proper control must take custody of and safeguard the 162 material and immediately notify their commander, supervisor, or security manager. The terms associated with security incidents are formally defined in DoD Manual 5200.01 Volume 3, DoD Information Security Program: Protection of Classified Information . The general security incident characteristics are briefly described here. Infraction. An infraction is a security incident involving failure to comply with requirements which cannot reasonably be expected to, and does not, result in the loss, suspected compromise, or compromise of classified information. An infraction may be unintentional or inadvertent, and does not constitute a security violation; however, if left uncorrected, could lead to a security violation or compromise. Infractions require an inquiry to facilitate immediate corrective action. Violation. Violations are security incidents that indicate knowing, willful negligence for security regulations, and result in, or could be expected to result in, the loss or compromise of classified information. Security violations require an inquiry or investigation. Compromise. A compromise is a security incident (violation) in which there is an unauthorized disclosure of classified information. This could include the disclosure of information to a person(s) who does not have a valid clearance, authorized access, or a need to know. Loss. A loss occurs when classified information
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cannot be physically located or accounted for. This could include classified information/equipment being discovered as missing during an audit and cannot be immediately located. Data Spills . Classified data spills occur when classified data is introduced either onto an unclassified information system, to an information system with a lower level of classification, or to a system not accredited to process data of that restrictive category. Information in the Public Media. If classified information appears in the media or public internet sites, or if approached by a media representative, personnel shall not confirm or verify the information. Immediately report the matter to a supervisor, security manager, or commander, but do not discuss with anyone without an appropriate security clearance and a need to know. 18.13. Industrial Security Air Force policy is to identify, in classified contracts, specific information and sensitive resources that must be protected against compromise or loss while entrusted to industry. Security policies, requirements, and procedures are applicable to Air Force personnel and on-base Department of Defense contractors performing services under the terms of a properly executed contract and associated security agreement or similar document, as determined by the installation commander. 18.14. Personnel Security The Personnel Security Program entails policies and procedures that ensure military, civilian, and contractor personnel who access classified information or occupy a sensitive position are consistent with interests of national security. For most personnel, this involves procedures for obtaining proper security clearances required for performing official duties. It involves the investigation process, adjudication (approval) for eligibility, and the continuous evaluation for maintaining eligibility. Commanders and supervisors must continually observe and evaluate their subordinates with respect to these criteria and immediately report any unfavorable conduct or conditions that might bear on the subordinates’ trustworthiness and eligibility to occupy a sensitive position or have eligibility to classified
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information. 163 Adjudicative Guidelines. The Department of Defense Central Adjudication Facility is the designated authority to grant, deny, and revoke security clearance eligibility using the Department of Defense 13 adjudicative guidelines, while applying the whole person concept and mitigating factors. Individuals are granted due process and may appeal if the security clearance eligibility is denied or revoked. For additional details, refer to the DoDM 5200.02_AFMAN 16-1405, Air Force Personnel Security Program . The 13 Adjudicative Guidelines include: Allegiance to the United States Foreign Influence Foreign Preference Sexual Behavior Personal Conduct Financial Considerations Alcohol Consumption Drug Involvement Psychological Conditions Criminal Conduct Handling Protected Information Outside Activities Use of Information Technology Section 18D—Information Access, Cyber Security, and Mobility 18.15. The Privacy Act The Privacy Act of 1974 (as amended) establishes a code of fair information practices that govern the collection, maintenance, use, and dissemination of personal information about individuals that is maintained in a system of records by federal agencies. The Privacy Act provides individuals with a means by which to seek access to and amend their records, and sets forth agency record-keeping requirements. Disclosure of Information. Privacy Act rights are personal to the individual who is the subject of the record and cannot be asserted derivatively by others. The Privacy Act prohibits the disclosure of information from a system of records without the written consent of the subject individual. Individuals have the right to request access or amendment to their records in a system. The parent of any minor, or the legal guardian of an incompetent, may act on behalf of that individual. Collection of Information. The Privacy Act limits the collection of information to what the law or executive orders authorize. System of records notices must be published in the federal register allowing the public a 30-day comment period. Such
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collection must not conflict with the rights guaranteed by the First Amendment to the U.S. Constitution. A Privacy Act statement must be given when individuals are asked to provide personal information about themselves for collection in a system of records. System of Records Maintenance. Privacy Act system of records is a group of any records under the control of any agency from which information is retrieved by the individual’s name, number, or unique identifier. Note: Department of Defense personnel may disclose records to other offices in the Department of Defense when there is “an official need to know” and to other federal government agencies or individuals when a discloser of record is a “routine use” published in the system of records notices or as authorized by a Privacy Act exception. In addition, information may be released for a 164 disclosed specified purpose with the subject’s consent. The office of primary responsibility of the data should keep an account of all information they’ve released. Personally Identifiable Information. Personally identifiable information in a system of records must be safeguarded to ensure “an official need to know” access of the records and to avoid actions that could result in harm, embarrassment, or unfairness to the individual. The Office of Management and Budget defines a personally identifiable information breach as, “A loss of control, compromise, unauthorized disclosure, unauthorized acquisition, unauthorized access, or any similar term referring to situations where persons other than authorized users and for an other than authorized purpose have access or potential access to personally identifiable information, whether physical or electronic.” For further information, definitions, exemptions, exceptions, or responsibilities and procedures for safeguarding and reporting of personally identifiable information breaches, refer to AFI 33-332, Air Force Privacy and Civil Liberties Program . 18.16. Freedom of Information Act The Freedom of Information
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Act provides access to federal agency records (or parts of these records) except those protected from release by specific exemptions. Freedom of Information Act requests are written requests that cite or imply the Freedom of Information Act. The law establishes rigid time limits for replying to requesters and permits assessing fees in certain instances. The Freedom of Information Act imposes mandatory time limits of 20 workdays to either deny the request or release the requested records. The law permits an additional 10-workday extension in the event that specific unusual circumstances exist. Note: Denials require notification of appeal rights. Requesters can file an appeal or litigate. Refer to DoDM 5400.07-R/AFMAN 33-302, Freedom of Information Act Program , for specific policy and procedures on the Freedom of Information Act and for guidance on disclosing records to the public. 18.17. Cybersecurity Cybersecurity is defined as the prevention of damage to, protection of, and restoration of computers, electronic communications systems, electronic communications systems, wire communication, and electronic communication, including information contained therein, to ensure its availability, integrity, authentication, confidentiality, and nonrepudiation. Cybersecurity disciplines include: Air Force Risk Management Framework, IT controls/countermeasures, communications security, TEMPEST (formerly known as emissions security), AF Assessment and Authorization (formerly known as Certification and Accreditation Program), and Cybersecurity Workforce Improvement Program. AFI 17-130, Cybersecurity Program Management, describes risk management and cybersecurity as representations of dynamic, multi-disciplinary sets of challenges. Processes and practices must continuously evolve and improve to match the ever-changing threat environment. Cybersecurity Program Risk Management Strategy. The Air Force’s Cybersecurity Program’s risk management strategy must ensure that the confidentiality, integrity, and availability of all information owned or held in trust by the Air Force is protected. The program strategy must also be integrated into all key mission and business processes. To ensure operational agility, cybersecurity capabilities will be
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balanced to include safety, reliability, interoperability, and ease of use, while maximizing performance, as well as promoting transparency and interoperability 165 with Air Force mission partners. All Air Force personnel are required to complete Information Assurance Awareness training prior to system access and annually thereafter. Five Functions of the Air Force Cybersecurity Program. The Air Force Cybersecurity Program encompasses the five functions briefly described here. - Identify. Develop and maintain the organizational understanding required to manage cybersecurity risk. - Protect. Implement controls to ensure the delivery of mission critical infrastructure services. - Detect. Possess the ability to detect cybersecurity events when they occur. - Respond. Possess the ability to take action regarding detected cybersecurity events. - Recover. Possess the ability to remain operationally resilient and to restore capabilities or services that were impaired due to cybersecurity events. 18.18. Computer Security Computer security consists of measures and controls that ensure confidentiality, integrity, and availability of information systems assets including: hardware, software, firmware, and information being processed, stored, and communicated. Limited Authorized Personal Use. Government-provided hardware and software are for official use and limited authorized personal use only. Limited personal use must be of reasonable duration and frequency that has been approved by the supervisor and does not adversely affect performance of official duties, overburden systems, or reflect adversely on the Air Force or the Department of Defense. Internet-based capabilities include collaborative tools, such as simple notification service, social media, user-generated content, e-mail, instant messaging, and online discussion forums. When accessing internet-based capabilities using federal government resources in an authorized personal or unofficial capacity, individuals shall comply with operations security guidance in AFI 10-701, Operations Security , and must be consistent with the requirements of DoD 5500.07-R, Joint Ethics Regulation . 18.19. Information Systems An information system is a discrete set of
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information resources organized for the collection, processing, maintenance, use, sharing, dissemination, or disposition of information. Information systems also include specialized systems, such as industrial/process controls, telephone switching and private branch systems, and environmental controls. All authorized users must protect information systems against tampering, theft, and loss. Protection occurs by controlling physical access to facilities and data; ensuring user access to information system resources is based upon a favorable background investigation, security clearance, and need to know (for classified); and ensuring protection of applicable unclassified, sensitive, and classified information through encryption, according to the applicable FIPS 140-2, Security Requirements for Cryptographic Modules . Countermeasures. A countermeasure is any action, device, procedure, or technique that meets or opposes (counters) a threat, vulnerability, or attack by eliminating, preventing, or minimizing damage, or by discovering and reporting the event so corrective action can be taken. Threats. Every Air Force information system has vulnerabilities and is susceptible to exploitation. Threats to information systems include, but are not limited to, any circumstance or event with the 166 potential to adversely impact any operation or function through an information system via unauthorized access, destruction, disclosure, modification of information, or denial of service. There are three steps involved in protecting information systems from viruses and other forms of malicious logic. These steps include a combination of human and technological countermeasures to ensure the protection is maintained throughout the lifecycle of the information system. - Infection. Infection is the invasion of information system applications, processes, or services by a virus or malware code causing the information system to malfunction. - Detection. Detection is a signature or behavior-based antivirus system that signals when an anomaly caused by a virus or malware occurs. - Reaction. When notified of a virus or malware detection, react by immediately notifying your information system security
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officer and following local procedures. 18.20. Mobile Computing Devices Mobile computing devices are information systems, such as portable electronic devices, laptops, smartphones, and other handheld devices that can store data locally and access Air Force managed networks through mobile access capabilities. All wireless systems (including associated peripheral devices, operating systems, applications, network connection methods, and services) must be approved prior to processing Department of Defense information. The information systems security officer will maintain documented approval authority and inventory information on all approved devices. All mobile computing devices not assigned or in use must be secured to prevent tampering or theft. Users of mobile devices will sign a detailed user agreement outlining the responsibilities and restrictions for use. 18.21. Public Computing Facilities or Services Do not use public computing facilities or services, such as hotel business centers, to process government-owned unclassified, sensitive, or classified information. Public computing facilities or services include any information technology resources not under your private or U.S. Governmental control. Use of e-mail applications, messaging software, or web applications to access web-based government services constitutes a compromise of login credentials and must be reported as a security incident according to the current Air Force guidance on computer security. 18.22. Communications Security Communications security refers to measures and controls taken to deny unauthorized persons information derived from information systems of the U.S. Government related to national security and to ensure the authenticity of such information systems. Communications security protection results from applying security measures to communications and information systems generating, handling, storing, processing, or using classified or sensitive information, the loss of which could adversely affect national security interests. Communications security also entails applying physical security measures to communications security information or materials. Cryptosecurity. Cryptosecurity is a component of communications security resulting from the provision and proper use of
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technically sound cryptosystems. Transmission Security. Transmission security is a component of communications security resulting from the application of measures designed to protect transmissions from interception and 167 exploitation by means other than cryptoanalysis. Examples of transmission security measures include using secured communications systems, registered mail, secure telephone and facsimile equipment, manual cryptosystems, call signs, or authentication to transmit classified information. Physical Security. Physical security is communications security resulting from the use of all physical measures necessary to safeguard communications security material from access by unauthorized persons. Physical security measures include the application of control procedures and physical barriers. Physical security also ensures continued integrity, prevents access by unauthorized persons, and controls the spread of communications security techniques and technology when not in the best interest of the United States and our allies. Common physical security measures include verifying the need to know and clearance of personnel granted access, following proper storage and handling procedures, accurately accounting for all materials, transporting materials using authorized means, and immediately reporting the loss or possible compromise of materials. 18.23. TEMPEST TEMPEST, formerly known as emissions security, is protection resulting from all measures taken to deny unauthorized persons information of value that may be derived from the interception and analysis of compromising emanations from cryptographic equipment, information systems, and telecommunications systems. The objective of TEMPEST is to deny access to classified, and in some instances unclassified, information that contains compromising emanations within an inspectable space. The inspectable space is considered the area in which it would be difficult for an adversary with specialized equipment to attempt to intercept compromising emanations without being detected. TEMPEST countermeasures, such as classified and unclassified equipment separation, shielding, and grounding, are implemented to reduce the risk of compromising emanations. Section 18E—Antiterrorism 18.24. Antiterrorism Efforts The Air Force seeks to deter
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or limit the effects of terrorist acts by giving guidance on collecting and disseminating timely threat information, providing training to all Air Force members, developing comprehensive plans to deter and counter terrorist incidents, allocating funds and personnel, and implementing antiterrorism measures. Headquarters Air Force. At the strategic level, the Deputy Chief of Staff for Intelligence, Surveillance and Reconnaissance (Air Force/A2) and the Director for Intelligence, Surveillance, and Reconnaissance Strategy, Doctrine and Force Development (Air Force/A2D), are responsible for ensuring the timely collection processing, analysis, production, and dissemination of foreign intelligence, current intelligence, and national-level intelligence information concerning terrorist activities, terrorist organizations, and force protection issues. The Air Force Office of Special Investigations. Air Force Office of Special Investigations (AFOSI) is the lead Air Force agency for collection, investigation, analysis, and response for threats arising from terrorists, criminal activity, foreign intelligence, and security services. AFOSI is primarily focused on countering adversary intelligence collection activities against U.S. Armed Forces and will act as the Air Force single point of contact with federal, state, local, and foreign 168 nation law enforcement, counterintelligence, and security agencies. Commanders. Commanders at all levels who understand the threat can assess their ability to prevent, survive, and prepare to respond to an attack. A terrorism threat assessment requires the identification of a full range of known or estimated terrorist threat capabilities (including the use or threat of use of chemical, biological, radiological, nuclear, or high-yield explosives and weapons of mass destruction). In addition to tasking appropriate agencies to collect information, commanders at all levels should encourage personnel under their command to report information on individuals, events, or situations that could pose a threat to the security of Department of Defense personnel, families, facilities, and resources. Antiterrorism Training. At least annually, commanders conduct comprehensive field and staff training to
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exercise antiterrorism plans, to include antiterrorism physical security measures, continuity of operations, critical asset risk management, and emergency management plans. Antiterrorism training should include terrorism scenarios specific to the location and be based on current enemy tactics, techniques, procedures, and lessons learned. Additionally, the current baseline through force protection condition ‘Charlie’ measures shall be exercised annually at installations and self-supported separate facilities. Random Antiterrorism Measures Program Installation commanders shall develop and implement a random antiterrorism measures program that will include all units on the installation. The intent of the program is to provide random, multiple security measures that consistently change the look of an installation’s antiterrorism program. Random antiterrorism measures introduce uncertainty to an installation’s overall force protection program to defeat surveillance attempts and to make random antiterrorism measures difficult for a terrorist to accurately predict our actions. The program shall be included in antiterrorism plans and tie directly with all force protection conditions, including force protection condition ‘normal’, to ensure continuity and standardization, should threats require Air Force-wide implementation. Random antiterrorism measures times for implementation, location, and duration shall be regularly changed to avoid predictability. Random antiterrorism measures execution shall be broad based and involve all units and personnel. 18.25. Ground Transportation Security Criminal and terrorist acts against individuals usually occur outside the home and after the victim’s habits have been established. Your most predictable habit is the route you travel on a regular basis. Always check for fingerprints, smudges, or tampering of the interior and exterior of your vehicle, including the tires and trunk. If you detect something out of the ordinary, do not touch anything. Immediately contact the local authorities. When overseas, travel with a companion. Select a plain car and avoid using government vehicles, when possible. Do not openly display military equipment or decals with military
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affiliations. Keep doors locked at all times. Do not let someone you do not know direct you to a specific taxi. Ensure taxis are licensed and have safety equipment (seat belts at a minimum). Ensure that the face of the taxi driver and the picture on the license are the same. 18.26. Commercial Air Transportation Security Overseas Before traveling overseas, consult the Foreign Clearance Guide to ensure you meet all requirements for travel to a particular country. Get the required ‘area of responsibility’ threat 169 briefing from your security officer, antiterrorism officers, or the appropriate counterintelligence or security organization within three months prior to traveling overseas. Use office symbols on travel documents if the word description denotes a sensitive position. Use military contracted flag carriers. Avoid traveling through high-risk areas. Do not use rank or military address on tickets. Do not discuss military affiliation. Have proper identification to show airline and immigration officials. Do not carry classified documents unless absolutely mission essential. Dress conservatively. Wear clothing that covers military or United States-affiliated tattoos. Carry plain civilian luggage. Do not wear or carry distinct military items. 18.27. Suspicious Packages or Mail Look for an unusual or unknown place of origin; no return address; excessive amount of postage; abnormal size or shape; protruding strings; aluminum foil; wires; misspelled words; differing return address and postmark; handwritten labels; unusual odor; unusual or unbalanced weight; springiness in the top or bottom; inflexibility; crease marks; discoloration or oily stains; incorrect titles or title with no name; excessive security material; ticking, beeping, or other sounds; or special instruction markings, such as “personal, rush, do not delay, or confidential” on any packages or mail received. Be vigilant for evidence of powder or other contaminants. Never cut tape, strings, or other wrappings on a suspect package. If the package
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has been moved, place the package in a plastic bag to prevent any leakage of contents. If handling mail suspected of containing chemical or biological contaminants, wash hands thoroughly with soap and water. Report suspicious mail immediately and make a list of personnel who were in the room when the suspicious envelope or package was identified. 18.28. General Antiterrorism Personal Protection Individual vigilance is integral to the antiterrorism program, whether stateside or overseas. Several actions are provided here to help ensure individual protection. - Dress and behave in a way that does not draw attention. - Be inconspicuous and avoid publicity. - Travel in small groups. - Avoid spontaneous gatherings or demonstrations. - Be unpredictable. - Vary daily routines to/from home and work. - Be alert for anything suspicious or out of place. - Avoid giving unnecessary personal details to anyone unless their identity can be verified. - Be alert to strangers who are on government property for no apparent reason. - Refuse to meet with strangers outside your workplace. - Always advise associates or family members of your destination and anticipated time of arrival. - Report unsolicited contacts to authorities. - Do not open doors to strangers. - Memorize key telephone numbers and dialing instructions. 170 - Be cautious about giving information regarding family travel or security measures. - When overseas, learn and practice a few key phrases in the local language. 18.29. Home and Family Security Spouses and children should always practice basic precautions for personal security. Familiarize family members with the local terrorist threat and regularly review protective measures and techniques. Ensure family members know what to do in any type of emergency. Several actions are provided here to help ensure home and family security. - Restrict the possession of house keys. - Lock all entrances at
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night, including the garage. - Keep the house locked, even if you are home. - Destroy all envelopes or other items that show your name, rank, or other personal information. - Remove names and rank from mailboxes. - Watch for unfamiliar vehicles cruising or parked frequently in the area, particularly if one or more occupants remain in the vehicle for extended periods. - Post or preprogram emergency telephone numbers for immediate access. Report all threatening phone calls to security officials and the telephone company, making note of any background noise, accent, nationality, or location. 18.30. Human Intelligence and Counterintelligence Human intelligence is a category of intelligence derived from information collected and provided by human sources and collectors, and where the human being is the primary collection instrument. Counterintelligence is information gathered and activities conducted to protect against such threats. A few primary human intelligence collection efforts are briefly described here. Interrogation. Interrogation is the systematic effort to procure information to answer specific collection requirements by direct and indirect questioning techniques of a person who is in the custody of the forces conducting the questioning. Proper questioning of enemy combatants, enemy prisoners of war, or other detainees by trained and certified Department of Defense interrogators may result in information provided either willingly or unwittingly. Source Operations. Designated and fully trained military human intelligence collection personnel may develop information through the elicitation of sources, to include: “walk-in” sources who, without solicitation, make the first contact with human intelligence personnel; developed sources who are met over a period of time and provide information based on operational requirements; unwitting persons with access to sensitive information. Debriefing. Debriefing is the process of questioning cooperating human sources to satisfy intelligence requirements, consistent with applicable law. The source usually is not in custody and is usually willing
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to cooperate. Debriefing may be conducted at all echelons and in all operational environments. Through debriefing, face-to-face meetings, conversations, and elicitation, information may be obtained from a variety of human sources. Document and Media Exploitation. Captured documents and media, when properly processed and exploited, may provide valuable information, such as adversary plans and intentions, force 171 locations, equipment capabilities, and logistical status. The category of “captured documents and media” includes all media capable of storing fixed information, as well as computer storage material. This operation is not a primary human intelligence function, but may be conducted by any intelligence personnel with appropriate language support. Human Intelligence Threat Areas. A few primary threat areas are briefly described here. Espionage. The act of obtaining, delivering, transmitting, communicating, or receiving information about national defense with intent or reason to believe the information may be used to the injury of the United States or to the advantage of any foreign nation. Subversion. An act or acts inciting military or civilian personnel of the Department of Defense to violate laws, disobey lawful orders or regulations, or disrupt military activities with the willful intent, thereby to interfere with or impair the loyalty, morale, or discipline of the U.S. Armed Forces. Sabotage. An act or acts with intent to injure, interfere with, or obstruct the national defense of a country by willfully injuring or destroying, or attempting to injure or destroy, any national defense or war material, premises, or utilities, as well as human and natural resources. Terrorism. The calculated use of unlawful violence or threat of unlawful violence to inculcate fear intended to coerce or intimidate governments or societies in the pursuit of goals that are generally political, religious, or ideological. 18.31. Incident Reporting AFI 71-101, Volume 4, Counterintelligence, requires individuals who have reportable contacts or
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acquire reportable information, to immediately (within 30 days of the contact) report the contact or information either verbally or in writing to AFOSI. The AFOSI initiates and conducts all counterintelligence investigations, operations, collections, and other related activities for the Air Force. When appropriate, or when overseas, AFOSI coordinates these activities with the Central Intelligence Agency and the Federal Bureau of Investigation. The AFOSI is also the installation-level training agency for counterintelligence awareness briefings, and is the sole Air Force repository for the collection and retention of reportable information. Contact is defined as any exchange of information directed to an individual, including solicited or unsolicited telephone calls, e-mail, radio contact, and face-to-face meetings. Examples include: contact with a foreign diplomatic establishment; a request by anyone for illegal or unauthorized access to classified or unclassified controlled information; personal contact with any individual who suggests that a foreign intelligence or any terrorist organization may have targeted him or her or others for possible intelligence exploitation; or receipt of information indicating military members, civilian employees, or Department of Defense contractors have contemplated, attempted, or effected the deliberate compromise or unauthorized release of classified or unclassified controlled information. 18.32. Protection of the President and Others As stated in AFI 71-101, Volume 2, Protective Service Matters, as a result of a formal agreement between the Department of Defense and U.S. Secret Service, individuals affiliated with the U.S. Armed Forces have a special obligation to report information regarding the safety and protection of the U.S. President or anyone else anyone under the protection of the U.S. Secret Service. This 172 includes the Vice President, the President- and Vice President-elect, and visiting heads of foreign states or foreign governments. In most cases, former Presidents and their spouses are also afforded lifetime protection of the U.S. Secret Service. 173
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Chapter 19 STANDARDS OF CONDUCT # Chapter 19 STANDARDS OF CONDUCT Section 19A—Way of Life 19.1. Air Force Way of Life Air Force employees are required to comply with prescribed standards of conduct in all official matters, as well as when off-duty. This means military and civilian Airmen (Active Duty, Air Force Reserve, and Air National Guard) are all expected to maintain high standards of honesty, responsibility, and accountability, as well as adhere to the Air Force core values of Integrity First, Service Before Self, and Excellence In All We Do . As Airmen, we are proud of our high standards, adhere to them, and hold our fellow Airmen accountable. Air Force Standards. The Air Force’s mission is critical to national security, global stability, and international relations. Each member has specific responsibilities for accomplishing their part in the mission. AFI 1-1, Air Force Standards, states the importance of the Air Force’s mission and inherent responsibility to the Nation requires its members to adhere to higher standards than those expected in civilian life. While current Department of Defense and Air Force policies provide specific guidance on standards, leaders must ensure employees are kept informed of the Air Force standards and take timely and appropriate actions to ensure employee standards meet the spirit and intent of Air Force policy on proper conduct. 19.2. Air Force Publications Directive Publications. Directive publications are necessary to meet the requirements of law, safety, security, or other areas where common direction and standardization benefit the Air Force. Air Force personnel must comply with directive publications unless waived by proper authority. Air Force directive publications include: policy directives, policy memorandums, mission directives, instructions, manuals, instructional checklists and addenda, guidance memorandums, and operating instructions. Each of these types of publications may be applicable to specific levels of organizations in
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the Air Force, as prescribed by the issuing authority. - Air Force Policy Directives. Air Force Policy Directives (AFPD) are the policy statements of the Secretary of the Air Force directing Airmen to initiate, govern, delegate, and regulate actions within specified areas of responsibility by Air Force activities. AFPDs are written clearly and concisely in a manner comprehensible by most Airmen. - Air Force Instructions. Air Force Instructions (AFI) are orders of the Secretary of the Air Force, certified and approved at Headquarters Air Force (Secretariat or Air Staff) level. AFIs generally instruct readers on ‘what to do’, such as direct action or ensure compliance to standards Air Force-wide. They are written clearly and concisely - comprehensible by most Airmen. AFIs may be supplemented at any level below Headquarters Air Force, unless otherwise stated. - Air Force Manuals. Air Force Manuals (AFMAN) are orders of the Secretary of the Air Force and are directive publications provided as extensions or alternatives to AFIs that generally instruct readers on ‘how to’ perform a task with detailed procedures, technical guidance, or support for education and training programs. Some AFMANs may include specialized and technical language; however, only when used in a way that ensures audience comprehension. 174 Publication Series Numbers. Series numbers of publications are organized based on Air Force Specialty Code. Table 19.1. is provided here as a quick reference. > Table 19.1. Publication Series Numbers. > 1—Air Force Culture 40—Medical Command > 10—Operations 41—Health Services > 11—Flying Operations 44—Medical > 13—Nuclear, Space, Missile, or Command and Control Operations > 46—Nursing > 14—Intelligence 47—Dental > 15—Weather 48—Aerospace Medicine > 16—Operations Support 51—Law > 17—Cyberspace Operations 52—Religious Affairs > 20—Logistics 60—Standardization > 21—Maintenance 61—Scientific Research and Development > 23—Materiel Management 62—Developmental Engineering > 24—Transportation 63—Acquisition > 25—Logistics Staff 64—Contracting > 31—Security 65—Financial Management
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> 32—Civil Engineering 71—Special Investigations > 33—Communications and Information 84—History > 34—Services 90—Special Management > 35—Public Affairs 91—Safety > 36—Personnel 99—Test and Evaluation > 38—Manpower and Organization Nondirective Publications. Nondirective publications are informational and suggest guidance that may be modified appropriately to fit existing or forecasted circumstances. Complying with publications in this category is expected, but not mandatory. Air Force personnel use these publications as reference aids or guides. Nondirective publications include pamphlets; basic and operational doctrine; tactics, techniques, and procedures documents; directories; handbooks; catalogs; visual aids; and product announcements. 19.3. On Duty Twenty-Four/Seven As stated in AFI 1-1, Air Force Standards , the mission must be accomplished, even at great risk and personal sacrifice. Airmen are always subject to duty, including weekends, holidays, and while on leave. Airmen, if so directed by a competent authority, must report for duty at any time, at any 175 location, for as long as necessary. For the mission to succeed, we must always give our best. We must strive to be resilient - physically, mentally, emotionally, and spiritually, and be prepared to meet the challenges inherent to being a member of a fighting force, both in the deployed environment and at home station. Due to the importance of the Air Force mission, the dangers associated with military service, national and international influences, and potential implications relevant to global operations, the Air Force enforces more restrictive rules and elevated standards than those found in the civilian community. General Orders. General Orders are often published to provide clear and concise guidance specifically tailored to maintaining good order and discipline in the deployed setting. Our current operations place us in areas where local laws and customs or mission requirements prohibit or restrict certain activities that are generally permissible in our society. We must respect and abide
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by these restrictions to preserve relations with our host nation and support military operations with friendly forces. No mission, particularly a combat mission, can succeed without the discipline and resilience produced by strict compliance with these rules. Individuals who are unable to maintain these higher standards, or are deemed not compatible with military service, will not be retained in the Air Force. 19.4. Responsibility Air Force standards must be uniformly known, consistently applied, and non-selectively enforced. Accountability is critically important to good order and discipline of the force. Failure to ensure accountability will hinder the trust of the American public, the very people living under the Constitution we swore to support and defend, and who look to us, the members of their Nation's Air Force, to embrace and live by the standards that are higher than those in the society we serve. Airmen have a responsibility to learn these standards well enough not only to follow them, but to articulate them clearly to subordinates and enforce proper observation by other members. For additional information on standards of conduct, refer to DoD Directive 5500.07, Standards of Conduct, DoD Regulation 5500.07-R, The Joint Ethics Regulation, and AFI 1-1, Air Force Standards . Section 19B—Law of Armed Conflict 19.5. Law of Armed Conflict Defined The Law of War, also called the Law of Armed Conflict (LOAC), is defined by the Department of Defense, as the part of international law that regulates the conduct of armed hostilities; the protection of victims of international and non-international armed conflict; belligerent occupation; and the relationships between belligerent, neutral, and non-belligerent states. Purpose of Law of Armed Conflict. LOAC arises from civilized nations’ humanitarian desire to lessen the effects of conflicts. LOAC protects combatants and noncombatants, including civilians, from unnecessary suffering, and provides fundamental protections for persons who
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fall into the hands of the enemy, particularly prisoners of war, civilians, and military wounded, sick, and shipwrecked. The law aims to keep conflicts from degenerating into savagery and brutality, thereby helping restore peace. LOAC also serves to assist commanders in ensuring the disciplined and efficient use of military force and preserving the professionalism and humanity of combatants. Law of Armed Conflict Training. DoD Directive 2311.01E, Department of Defense Law of War 176 Program , requires each military department to design a program that ensures LOAC observance, prevents violations, ensures prompt reporting of alleged violations, appropriately trains all forces, and completes a legal review of new weapons. LOAC training is an obligation of the United States under provisions of the 1949 Geneva Conventions, other law of war treaties, and customary international law. Air Force personnel receive LOAC training commensurate with their duties and responsibilities. Certain groups, such as aircrews, medical personnel, and security forces, receive specialized training to address unique situations they may encounter. Law of Armed Conflict Treaty Obligations. Article six of the U.S. Constitution states that treaty obligations of the United States are the “supreme law of the land,” and the U.S. Supreme Court has held that international legal obligations, to include custom, is part of United States law. This means that treaties and international agreements to which the United States is a party, enjoy equal status to laws passed by Congress and signed by the U.S. President. Therefore, all persons subject to United States law must observe LOAC obligations, as well as military personnel, civilians, and contractors authorized to accompany the U.S. Armed Forces when planning or executing operations. 19.6. Law of Armed Conflict Principles Five important LOAC principles govern armed conflict, and are addressed here. Military Necessity. Military necessity is the LOAC principle that justifies the
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use of all measures needed to defeat the enemy as quickly and efficiently as possible, that are not prohibited by the law of war. Attacks must be limited to military objectives. Combatants, unprivileged belligerents, and civilians taking a direct part in hostilities, are military objectives and may be made the object of attack. Military objectives, insofar as objects are concerned, include objects which by their nature, location, purpose, or use make an effective contribution to military action and whose total or partial destruction, capture, or neutralization, at the time, offer a definite military advantage. Examples of these objects include tanks, military aircraft, bases, supplies, lines of communication, and headquarters. Military necessity does not authorize all military action and destruction. Under no circumstances may military necessity authorize actions specifically prohibited by the law of war, such as the murder of prisoners of war, ill treatment of prisoners of war or internees, the taking of hostages, or execution or reprisal against a person or object specifically protected from reprisal. Humanity. The LOAC principle of humanity forbids the infliction of suffering, injury, or destruction unnecessary to accomplish a legitimate military purpose. Although military necessity justifies certain actions necessary to defeat the enemy as quickly and efficiently as possible, military necessity cannot justify actions not necessary to achieving this purpose. Moreover, once a military purpose has been achieved, inflicting more suffering is unnecessary and should be avoided. For example, if any enemy combatant has been placed hors de combat (in other words, taken out of the fight) through incapacitation by being severely wounded or captured, no military purpose is served by continuing to attack him or her. Similarly, the principle of humanity has been viewed as the source of the civilian population’s immunity from being made the object of attack because their inoffensive and
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harmless character means there is no military purpose served by attacking them. Distinction. The LOAC principle of distinction imposes a requirement to distinguish (discriminate) between the military forces and the civilian population, and between unprotected 177 and protected objects. Military force may be directed only against military objects or objectives, and not against civilian objects. Civilian objects, such as places of worship, schools, hospitals, and dwellings, are protected from attack. A defender has an obligation to separate civilians and civilian objects (either in the defender’s country or in an occupied area) from military targets. However, civilian objects can lose their protected status if they are used to make an effective contribution to military action. Employment of voluntary or involuntary human shields to protect military objectives or individual military units or personnel is a fundamental violation of the law of war principle of distinction. Parties to a conflict must not disguise their military forces as civilians or as other protected categories of persons to kill or wound opposing forces. Proportionality. Proportionality, as a principle of the LOAC, may be defined as the expectation that even where one is justified in acting, one must not act in a way that is unreasonable or excessive. Proportionality generally considers the justification for acting against expected harms to determine whether the response is disproportionate in comparison to the initiated or predicted action or attack. In war, incidental damage to the civilian population and civilian objects is unfortunate and tragic, but inevitable. Applying the proportionality rule in conducting attacks does not require that no incidental damage result from attacks, rather, this rule creates obligations to refrain from attacks where the expected harm incidental to such attacks would be considered excessive in relation to the concrete and direct military advantage anticipated to be gained and to take
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feasible precautions in planning and conducting attacks to reduce the risk of harm to civilians and other persons and objects. Honor. Honor is a principle of the LOAC that requires a certain amount of fairness in offense and defense and a certain mutual respect between opposing military forces. In doing so, honor reflects the principle that parties to a conflict must accept certain limits on their ability to conduct hostilities. Honor also forbids the resort to means, expedients, or conduct that would constitute a breach of trust with the enemy. Enemies must deal with one another in good faith in their non-hostile relations. Even in the conduct of hostilities, good faith prohibits: (1) killing or wounding enemy persons by resort to perfidy (treachery), (2) misusing certain signs, (3) fighting in the enemy’s uniform, (4) feigning non-hostile relations to seek a military advantage, and (5) compelling nationals of a hostile party to take part in the operations of war directed against their own country. Honor; however, does not forbid parties from using ruses and other lawful deceptions against which the enemy ought to take measures to protect itself. 19.7. The Protection of War Victims and Classes of Persons The Geneva Conventions of 1949 consist of four separate international treaties that aim to protect all persons taking no active part in hostilities, including members of military forces who have laid down their arms and those combatants placed out of the fight due to sickness, wounds, detention, or any other cause. These treaties also seek to protect civilians and private property. The Geneva Conventions also distinguish between combatants, noncombatants, and civilians. Should doubt exist as to whether a captured individual is a lawful combatant, noncombatant, or an unprivileged belligerent, the individual will receive the protections of the Geneva Prisoner of War Convention until
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status is determined. Combatants. Lawful or “privileged” combatants are: (1) members of the military forces of a state that is a party to a conflict, aside from certain categories of medical and religious personnel; (2) 178 under certain conditions, members of militia or volunteer corps who are not part of the military forces of a state, but belong to a state; and (3) inhabitants of an area who participate in a kind of popular uprising to defend against foreign invaders, known as a levée en masse . A combatant is commanded by a person responsible for subordinates, wears fixed distinctive emblems/uniforms recognizable at a distance, carries arms openly, and conducts his or her combat operations according to LOAC. Lawful combatants are subject to capture and detention as prisoners of war by opposing military forces. Combatants have a special legal status, as well as certain rights, duties, and liabilities. They have the right to prisoner of war status if they fall into the power of the enemy during international armed conflict. Combatants have legal immunity from domestic law for acts done under military authority and in accordance with the law of war. Noncombatants. Noncombatants include certain military personnel who are members of the military forces not authorized to engage in combatant activities, such as permanent medical personnel and religious affairs personnel. Noncombatants must be respected and protected and may not be made the object of attack. Civilians. Civilians, a type of non-combatants, are protected persons and may not be made the object of direct attack. They may; however, suffer injury or death incident to a direct attack on a military objective without such an attack violating LOAC, if such attack is on a lawful target by lawful means. With limited exceptions, the LOAC does not authorize civilians to take an active
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or direct part in hostilities. Unprivileged Belligerents: A Distinction Not Made by the Geneva Conventions. The term unprivileged belligerent is not used in the Geneva Conventions, but is defined in the DoD Manual on the Law of War, as “lawful combatants who have forfeited the privileges of combatant status by engaging in spying or sabotage, and private persons who have forfeited one or more of the protections of civilian status by engaging in hostilities.” An unprivileged belligerent is an individual who is not authorized by a state that is party to a conflict to take part in hostilities but does so anyway. 19.8. Military Objectives Military objectives are limited to those objects or installations that, by their own nature, location, purpose, or use, make an effective contribution to military action and whose total or partial destruction, capture, or neutralization in the circumstances ruling at the time, offer a definite military advantage. Protection of Civilians and Civilian Objects. Military objectives may not be attacked when the expected incidental loss of civilian life, injury to civilians, and damage to civilian objects would be excessive in relation to the concrete and direct military advantage expected to be gained. In general, military operations must not be directed against civilians. In particular, civilians must not be made the object of attack and must not be used as shields or hostages. Measures of intimidation or terrorism against the civilian population are prohibited, including acts or threats of violence with the primary purpose of spreading terror. The principle that military operations must not be directed against civilians does not prohibit military operations short of violence that are military necessary. For example, such operations may include: stopping and searching civilians for weapons and verifying that they are civilians; temporarily detaining civilians for reasons of mission accomplishment, self-defense, or
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for their own safety; collecting intelligence from civilians, including interrogating civilians, restricting the movement of civilians, or directing their 179 movement away from military operations for their own protection; or seeking to influence enemy civilians with propaganda. Reasonable precautions to reduce the risk of harm to civilians and civilian objects must be taken when planning and conducting attacks, and in connection with certain types of weapons. Also, reasonable precautions should be taken to mitigate the burden on civilians when seizing or destroying enemy property. Commanders and other decision-makers must make decisions in good faith and based on the information available to them. Even when information is imperfect or lacking, as will frequently be the case during armed conflict, commanders and other decision-makers may direct and conduct military operations, so long as they make a good faith assessment of the information that is available to them at the time. Judge advocates, intelligence, and operations personnel play a critical role in determining the propriety of a target and the choice of weapon to be used under the particular circumstances known to the commander when planning an attack. Protected Objects. The LOAC provides specific protection to certain objects, including medical units or establishments; transports of wounded and sick personnel; military and civilian hospital ships; safety zones established under the Geneva Conventions; religious, cultural, and charitable buildings; monuments; and prisoner of war camps. However, if these protected objects are used for military purposes, they may lose their protected status. An attack on protected objects near lawful military objectives, that suffer collateral damage when the nearby military objectives are lawfully engaged, does not violate LOAC. Enemy Aircraft and Aircrew. Enemy military aircraft may be attacked and destroyed, unless in neutral airspace or territory. Airmen who parachute from a disabled aircraft and offer no resistance may
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{
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not be attacked. Airmen who resist in descent or are downed behind their own lines and who continue to fight may be subject to attack. The rules of engagement for a particular operation often include additional guidance for attacking enemy aircraft consistent with LOAC obligations. An enemy’s public and private nonmilitary aircraft are generally not subject to attack unless used for a military purpose. If a civil aircraft initiates an attack, it may be considered an immediate military threat and may be lawfully attacked. An immediate military threat justifying an attack may also exist when reasonable suspicion exists of a hostile intent, such as when a civil aircraft approaches a military base at high speed or enters enemy territory without permission and disregards signals or warnings to land or proceed to a designated place. Military medical aircraft are used exclusively for the removal of the wounded and sick and for the transport of medical personnel and equipment. Military medical aircraft are entitled to protection from attack by enemy combatants while flying at heights, times, and on routes specifically agreed upon between the parties to the conflict. Under LOAC, a military medical aircraft found to be in violation of established agreements could be lawfully attacked and destroyed. 19.9. Enforcing Law of Armed Conflict Rules All Department of Defense personnel, including contractors when assigned to or accompanying deployed armed forces, comply with LOAC during all armed conflicts and military operations. LOAC principles and rules are consistent with military doctrine for a profession of arms that are the basis for effective combat operations. Following doctrinal guidance, such as accuracy of targeting, concentration of effort, maximization of military advantage, conservation of resources, 180 avoidance of excessive collateral damage, and economy of force, is consistent with LOAC and reinforces compliance. Each member of the armed
|
{
"page_id": null,
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|
services has a duty to comply with LOAC, which includes the refusal to comply with clearly illegal orders to commit violations of LOAC. For LOAC violations, members can be prosecuted by courts-martial under the Uniform Code of Military Justice or through an international military tribunal. Reporting Violations. Department of Defense personnel who suspect or have information which might reasonably be viewed as a violation of the LOAC committed by or against United States personnel, enemy personnel, or any other individual, shall promptly report the violation to their immediate commander or the proper authority. This includes violations by the enemy, allies, U.S. Armed Forces, or others. If the allegation involves or may involve a United States commander, the report should be made to the next higher United States command authority. Particular circumstances may require that the report be made to the nearest judge advocate, inspector general, a special agent in the office of special investigations, or a security forces member. Reprisal. Reprisals are extreme measures of coercion used to enforce LOAC by seeking to persuade an adversary to cease violations. Reprisals shall be resorted to only after careful inquiry into the facts to determine that the enemy has, in fact, violated the law. To be legal, reprisals must respond in a proportionate manner to the preceding illegal act by the party against which they are taken. Identical reprisals are the easiest to justify as proportionate because subjective comparisons are not involved. Reprisals must be made public and announced as such. Prohibited in all circumstances are the use of mines, booby-traps and other devices, either in offense, defense, or by way of reprisals against the civilian population as such or against individual civilians or civilian objects. Reprisals are likewise prohibited against medical personnel and chaplains, medical units and facilities, hospitals and ships,
|
{
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and against prisoners of war. The authority to conduct reprisal is held at the National level. Service members and units are not to take reprisal action on their own initiative. 19.10. Rules of Engagement Rules of engagement exist to ensure use of force in an operation occurs according to national policy goals, mission requirements, and the rule of law. In general, rules of engagement set parameters for when, where, how, why, and against whom commanders and their Airmen may use force. All Airmen have a duty and a legal obligation to understand, remember, and apply rules of engagement. The standing rules of engagement are approved by the U.S. President and Secretary of Defense, and are issued by the Chairman of the Joint Chiefs of Staff. They provide implementation guidance on the inherent right of self-defense and the application of force for mission accomplishment. Note: Mission-specific rules of engagement present a more specific application of LOAC principles tailored to the political and military nature of a mission which are contained in execution orders, operations plans, and operations orders. Commanders at every echelon have an obligation to ensure that all operations comply with the mission rules of engagement and with the standing rules of engagement. Self Defense. The fundamental United States policy on self-defense is repeatedly stated throughout the standing rules of engagement, “These rules do not limit a commander’s inherent authority and obligation to use all necessary means available to take all appropriate actions in self-defense of the commander’s unit and other U.S. Armed Forces in the vicinity.” Self-defense methods include 181 national, collective, unit, and individual levels of action. Several elements must be considered before undertaking the use of force in self-defense. De-escalation. When time and circumstances permit, the forces committing hostile acts or hostile intent should be warned and
|
{
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