Module 5: Adaptable Leader Analysis
During Module 5, Adaptable Leader we covered eight chapters of reading. Of the eight chapters, one suck out more than the others set A, volume 1, chapter 4, Strategic Thinking. I found value in this chapter because as Technical Sergeants we are currently operating at the tactical expertise level within our development (AFI 36-2618. Pg12). As we become Senior Noncommissioned Officers the opportunity and responsibility to work within the operational and strategic level with present itself. Understanding this responsibility and the attributes a leader must possess will be essential in my future development and the success of those around me. The concept of strategic thinking is an umbrella for a variety of other sub-categories of thinking
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in new and different ways” (ch 4. pg 93). This concept will require me to use all the aforementioned types of thinking in unison. If used properly I will be able to solve complex problems from cradle to grave in a new, improved and innovative manner. In order for me to add this into my toolbox or developmental pathway, I’ll will actively utilize the personnel resources around me and within. In my workplace just like any other, there are younger Airmen that may be capable of presenting a new and innovative perspective on a problem. In the same workplace, I can find more seasoned Airmen that may have faced similar problems in the past or experienced changes in policy in procedures that led to or slightly improved the issue at hand. From within I’ll need to add a little more open-mindfulness and healthy skepticism. What does that really mean, “simply seeking the facts, information, and data along with the reasoning to support issues you intend to evaluate” (ch 4. Pg 99). Module 5 contained a lot of very useful information, but the most valuable to me was the concept of synthesis thinking. I found value in this concept because it utilizes all the types of thinking which is necessary in today Whole-Airmen Air Force. I will include this into my development by adding open-mindfulness and healthy skepticism and personnel resource stewardship. This level of thinking will prove to be an integral characteristic in my overall pursuit to become a more effective
in new and different ways” (ch 4. pg 93). This concept will require me to use all the aforementioned types of thinking in unison. If used properly I will be able to solve complex problems from cradle to grave in a new, improved and innovative manner. In order for me to add this into my toolbox or developmental pathway, I’ll will actively utilize the personnel resources around me and within. In my workplace just like any other, there are younger Airmen that may be capable of presenting a new and innovative perspective on a problem. In the same workplace, I can find more seasoned Airmen that may have faced similar problems in the past or experienced changes in policy in procedures that led to or slightly improved the issue at hand. From within I’ll need to add a little more open-mindfulness and healthy skepticism. What does that really mean, “simply seeking the facts, information, and data along with the reasoning to support issues you intend to evaluate” (ch 4. Pg 99). Module 5 contained a lot of very useful information, but the most valuable to me was the concept of synthesis thinking. I found value in this concept because it utilizes all the types of thinking which is necessary in today Whole-Airmen Air Force. I will include this into my development by adding open-mindfulness and healthy skepticism and personnel resource stewardship. This level of thinking will prove to be an integral characteristic in my overall pursuit to become a more effective