52nd Fighter Wing



52nd Fighter Wing

Culture of Responsible Choices

(CoRe Choices)

[pic]Concept of Operations

Concept: The Culture of Responsible Choices (CoRe Choices) is a description of the educated, responsible, individual choices by made by today’s Air Force Airmen both on and off duty. The entire Air Force community supports these individual CoRe choices to develop the fundamental character, at the Core of who we all are as Airmen.

As the Air Force is a cross-section of society, the Culture of Responsible Choices may represent a cultural shift for some Airmen as it seeks to emphasize the responsibility of the individual within the community for morale, safety, and discipline. Individual CoRe Choices encompass all choices Airmen make concerning their own behavior and their actions towards others. These CoRe Choices apply directly to a wide range of behaviors that impair mission readiness, such as alcohol misuse, illicit drug use, tobacco use, fitness deficiencies (diet and exercise), and failure to follow safety and injury prevention guidelines.1

CoRe choices are by definition Right Choices. To make CoRe Choices, Airmen may require a review of the moral and ethical ramifications of their decisions; they may require a re-examination of written or verbal guidance; they may require a closer look at the impact on their family and friends. They are choices that are ultimately made based upon their training, their mentoring, and their value system.

Honest mistakes in the execution of our demanding missions, even when they result in injury or loss of equipment, can be, and frequently are, tolerated. We learn from these mistakes and put in place safeguards to prevent recurrence. We must apply common sense and sound judgment here. We train and trust our people to perform in a stressful, difficult, and sometimes hostile environment. We are obliged to provide them the same trust and loyalty that will allow them to make split-second decisions and carry out their missions with a feeling of security and confidence even when honest, explainable mistakes occur. When honest mistakes occur, we must stand by our commanders and their people.2

But a crime is different from a mistake. The distinction lies in the culpability of careless or negligent acts or the degree of premeditation and willful disregard for directives, regulations, and sound judgment.3

Our charge as Airmen is to ensure our decisions are based upon the best data we have—moral, ethical, empirical—so that we make the right choice…a CoRe Choice, ever time, under every circumstance, in every environment and that we serve to assist our fellow Airmen to do the same. This will enable us to fully develop our Air Force Culture of Responsible Choices.

Components:

Individual Choice: Responsible choices made by Individual Airmen are at the core of all we do as an Air Force.

From day one of basic training, we are taught that we not only represent the Air Force, but we, in fact, represent all Americans. We are truly America’s ambassadors, no matter where we are stationed, TDY or deployed. Judgments are often made about our country based on our individual actions. Everyone has to make responsible choices about their conduct, on-and off-duty, with this in mind. Some Airmen believe that being told how to act, even off-duty and out of uniform, limits their freedom of speech. Why does it seem like even though we are defenders of American rights, we’re limited in some of our own rights, such as freedom of speech? There are reasons. The day we swore the oath of enlistment, we fell under the Uniform Code of Military Justice. The UCMJ guides what we wear, what we say, and how we act. We didn’t lose our freedom of speech upon enlistment; that freedom has simply had limits placed upon it, and we must take responsibility for knowing and abiding by these limits. We have these limits, supported by rules and standards, not just because of the world perception of us, but also in order to be a cohesive organization. Each of us brings to the table our own distinctive personalities, skills, morals, and values. While these differences have a time and a place within our service, we rely on rules and standards to bring a level of conformity in order to create a team of warfighters. These limits, rules and standards are reflected in our core values, specifically service before self, which calls on every Airman to set aside individual differences and desires for the greater good --for the benefit of the Air Force and the nation. We have different rules and standards because being a warfighter is not like any other job. For the duration of your Air Force career, our collective standards bind us. As Airmen, we are never truly “off-duty” and our actions out of uniform are just as important as in uniform. There are rules regarding off-duty behavior and off-duty employment. That is why we are required to seek approval for any job we have outside the Air Force to ensure the job doesn’t go against anything our uniform or service represents. If you, as an Airman, make irresponsible choices about your conduct, the Air Force’s image, national security and national diplomacy could suffer. Your actions have far-sweeping ramifications. That’s a big responsibility. While some of these limits, rules, and standards may go against what American civilians see as “inalienable rights,” we all voluntarily raised our hands and took an oath that set us apart from our fellow Americans. That oath holds us to a stricter, but higher standard. Our core values reflect that. So, yes, it is a paradox that while we defend America’s rights, we sacrifice a little of our own. But it’s a paradox we should be proud of and respect as Airmen.4

Integrity, Excellence, Service (Core Values): Air Force Core Values serve as the bedrock of individual decision-making by providing clear moral guidance to Airmen.

All Airmen are men and women of character. Our enduring Air Force Core Values provide a touchstone as we rise to meet current and future challenges, threats, and opportunities. As America’s Airmen, it is imperative that we maintain the moral high ground – our nation depends on it.

• Integrity First reminds us we must "walk the talk" – our words and actions must be integrated in our lives. It reminds us of Thomas Jefferson's concept of moral muscles – that we build and strengthen our character through the daily exercise of words, actions and decisions. Integrity first means not only physical courage, but moral courage as well, so that we sometimes stand up by speaking up. It means being loyal to our friends, to each other – by being loyal to our oath, our Air Force, and our Nation.

• Service Before Self is not the same as "service," a value also claimed by some civilian institutions and corporations. Our Service requires sacrifice and commitment to our Nation.  We understand we make decisions in an environment where freedoms are on the line, and lives are at stake. Service Before Self begins with duty, but it means more. It means that, in our Air Force, as we fly and fight in war and peace, going above-and-beyond-the-call-of-duty is not the exception – it is the rule.

• Excellence in All We Do reminds us, at the most basic level, of the old "Hometown Newspaper Test" – imagining our parents reading about our actions, and wanting them to be proud. But it also includes the military concept of honor – knowing our actions reflect on all Airmen – and on the Air Force itself. It reminds us that we stand on the shoulders of giants: heroes like Billy Mitchell, and Doolittle, Spaatz, and Rickenbacker; heroes who faced and beat incredible odds. We have inherited a history of excellence, courage and greatness. We must live up to that heritage, become part of it, and pass it on.5

Commander (CC), Supervisor, Wingman, Friends, Family (Personal Influence): Caring members surrounding the Airmen guide and mentor them, ensuring their choices are responsible and reinforcing positive conduct.

• Commander: Commanders are awarded a special trust and confidence to fulfill their units’ missions and care for their people with leadership, discipline, justice, fairness, and compassion, in peace and war. Commanders must foster a strong sense of duty and service. The essence of command and leadership is to create a climate throughout the unit that inspires all to achieve extraordinary goals and levels of performance at all times and under all conditions, especially in the stress of combat. When one member of a unit flaunts discipline and directives to the detriment of safety and mission accomplishment, the commander’s obligation and loyalty must be to the rest of the members of the unit, those who are loyal, dedicated, and working hard to deliver and support the unit’s mission every day. A good leader realizes the difference between mistakes and crimes and, in the case of the latter, displays the moral courage to protect the loyal many at the expense of the disloyal few. Our people deserve such leadership from all our commanders, all the time.6

• Supervisor: Whether deploying in combat or executing day-to-day missions, Airmen must understand how each decision they make or task they complete ties into our Air Force goals. To make that connection, leaders at every level must both understand the goals and communicate them to their people. Every day our Airmen hold themselves accountable to the highest standards of safety, quality, and procedures. But when leadership communicates the Air Force goals to their people, our Airmen are enabled with the knowledge to perform their tasks and better support the Air Force mission.

It is especially important for our NCOs and frontline supervisors, the backbone of our Air Force, who are leading every day. All leaders must set measurable objectives that focus efforts to achieve our goals. They must also cultivate supervisory relationships that encourage Airmen to exchange ideas and honest feedback up and down the chain of command. This mission-oriented open dialogue fosters increased satisfaction and meaning when Airmen understand the value and relation of their efforts towards the greater Air Force mission.7

• Wingman: A top priority is developing our Airmen and taking care of them and their families. It's a notion that's deeply rooted in our Air Force culture and heritage. "Taking care of Airmen" means more than just providing them with the training, equipment and quality of life they deserve. It also calls for providing leadership they can trust unconditionally. The wingman concept - the bond we all share as Airmen - is at the core of this conviction. It reflects the ultimate confidence in our fellow Airmen: we trust each other, quite literally, with our lives. It may have begun at the tactical level, with pilots checking each others' six for mutual support, but it has come to transcend flying. Now it extends from taking care of our wingmen during every day routine ops - both on and off duty - to saving lives in combat, and beyond.8 

• Friends: Today’s operations tempo at home, and while deployed, can cause a great deal of stress, anxiety, and even grief for our Airmen and their families. As any battle commander knows, you have to be able to recognize when you need reinforcements. These reinforcements can come in the form of reaching out to a friend, supervisor, commander, or a trained professional such as the chaplain, family advocate, or life skills provider. That’s what Airmen do for each other. But first, it’s vital that Airmen ask for support when they or their fellow Airmen need it. We all must be vigilant and take the time to care about those around us -- Airmen take care of Airmen!9

• Family: Serving our nation takes desire, dedication and determination. We see these qualities everyday in our Airmen and their families. Our families then go above and beyond and provide inspiration, comfort and support. We all know being part of a military family isn't easy. From frequent moves and unpredictable duty schedules, to missed birthdays, anniversaries and holidays, we ask a lot of our families. Their willingness to stand strong in the face of these demands is vital to our success and inspires us to achieve greater things - to go the extra mile. For victory, we will need our families to stand beside us and provide the confidence, love and unwavering support necessary to finish the tasks that lie ahead of us.10

    

Guidance, Resources, Readiness, Safety (Institutional Influences): Through clear Guidance, sufficient Resources, a state of Readiness, and a Safety culture, Airmen are enabled to take flight.

• Guidance: In addition to ensuring all Airmen are aware of, and comply with, written guidance, informal guidance, through mentoring, helps each person reach his/her full potential, thereby enhancing the overall professionalism of the Air Force. Mentoring is a fundamental responsibility of all Air Force supervisors. They must know their people, accept personal responsibility for them, and be accountable for their professional development. A mentor is defined as “a trusted counselor or guide.” Mentoring, therefore, is a relationship in which a person with greater experience and wisdom guides another person to develop both personally and professionally. Air Force mentoring covers a wide range of areas. Among them are career guidance, professional development, Air Force history and heritage, and knowledge of air and space power. It also includes knowledge of the ethos of our profession, and understanding the Air Force’s core values of integrity, service, and excellence. The key to mentoring is the direct involvement of the supervisor in the professional development of those he/she supervises. The supervisor must continuously challenge subordinates. It is essential to provide clear performance feedback and guidance in setting realistic professional and personal development goals – near-, mid- and long-term. Additionally, the supervisor is in a position to note evidence of stress or other personal difficulties in their people and assist in resolving it.11

• Resources: Understanding that budgets are not limitless, Airmen must aggressively protect and manage both human and material resources. The most precious resource is people, and Airmen do everything they can to ensure all personnel are trained, fit, focused, and ready to accomplish their missions. Airmen effectively use their resources to perform assigned tasks and understand they should only obtain resources necessary to accomplish their missions. By effectively prioritizing, managing, and integrating diverse mission elements across varying environments to address the situational requirements associated with the required response, access to resources, and deployment of people, equipment, supplies, technology, and funding, Airmen can ensure organizational and mission success.12

• Readiness: Combat operations call for a force with ingenuity and courage ... a force that is trained, equipped and ready to deploy at a moments notice. To achieve this, Airmen must maintain their duty and combat skills, their health and fitness levels, and take the necessary steps to prepare themselves and their loved ones for the road ahead. The families of Airmen count on their plans and preparation for deployments and separation. Finances, housing, legal matters, child-care arrangements, and extended family support needs must all be settled before the deployments orders come down. These are basic responsibilities of being Expeditionary Airmen.13

• Safety: It takes leadership - both from individuals and the chain of command - to prevent needless losses. Leaders at all levels must focus attention on sound individual decision making, a disciplined approach to risk management, and the importance of Educating, Motivating, and Activating. Educating means building the knowledge, skills, and character to behave safely and decrease risk exposure. Motivating means giving fellow Airmen the incentive to make the right decisions. Activating means providing the tools to act safely and ensuring each Airman understands the importance of making the right choice.14

Praise, Accountability (Feedback): As winglets help smooth airflow across the wings of an airplane, improving performance, use of praise as well as ensuring accountability reinforces responsible choices.

• Praise: Air Force people make extraordinary personal and professional sacrifices to ensure the Air Force accomplishes its mission, and the outstanding accomplishments of our Airmen deserve recognition. Recognition doesn't always have to come from large organizations or from the headquarters level. A supervisor who takes the time to submit his or her Airmen for local awards, an Airman who points out a job well done at an office meeting, a commander or chief master sergeant who walks the halls to thank Airmen for their work ... these are all ways we can recognize the great things that happen every day in our service because of our Airmen.15

• Accountability: In the Air Force, we expect all members to live by the highest standards implicit in our core values: integrity, service before self, and commitment to excellence. We should not and will not accept less. However, when those standards are not met - that is, there is misconduct or behavior that does not meet our standards - then it is our responsibility and our duty to hold people involved accountable for their actions and respond appropriately. Depending on the severity of the action, the response might be disciplinary action under the Uniform Code of Military Justice or some type of administrative action - such as letters of reprimand or admonishment. The bottom line is simple: 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. And, failure to ensure accountability will destroy 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.16

Implementation:

Designed initially to reduce alcohol misuse, the Culture of Responsible Choices has grown to include all choices Airmen make concerning their own behavior and their actions towards others. Each facet of influence over Individual Choices can be expanded upon, demonstrating its importance upon CoRe Choices.

Foundational Model: There are four core elements involved in sustaining the culture of responsibility. The elements work together to through an integrated approach:

• Leadership: Through active, top-down support, leadership plays a crucial factor in assuring broad functional involvement and establishing the importance of a culture change. This also involves any and all assistance to base leadership to develop awareness of this program.

• Individual: This level constitutes activities and programs directly targeting the Airmen and their specific circumstances—especially those Airmen at moderate and high risk.

• Base Community: By directly targeting cultural beliefs, environmental stressors, policy, and activities at population level (base, squadron, or unit), the cultural change can affect base processes, rather than the person, to solidify cultural shifts.

• Local Community: With a goal of impacting the total community population (on and off base), and not just the individual or the base, a collaborative coalition with community agencies, including media, must be developed to enlist community support in order to emphasize the goals and policies—including unintended consequences—of how the Culture of Responsible Choices impacts the community.

The 52d Fighter Wing leadership is committed to providing the overall structure to the Culture of Responsible Choices program through an aggressive campaign promotion, resource development, and development and delivery of key messages. The fundamental implementation, however, must occur at all levels of each individual unit—the levels with the ability to impact each individual Airman. Specific programs, policies, and guidance will be developed in conjunction will all four-tiers of implementation in order to ensure that altogether, these elements form our new Culture of Responsibility, sustained by the individual CoRe Choices of 52d Fighter Wing Airmen.

Notes:

1. USAF/A1D & USAF/SG, Establishing a Culture of Responsible Choices (CoRC), Feb 06

2. Gen John Loh, USAF, (Ret.), The Responsibility of Leadership in Command, AU-24, Concepts for Air Force Leadership.

3. Ibid.

4. Roll Call-Responsible Conduct for Warfighters, 19 Jan 07.

5. SECAF Letter to Airmen-Air Force Core Values, 13 Feb 06.

6. Loh.

7. SECAF Letter to Airmen-Creating Accountable Airmen through Leadership, 7 Nov 07.

8. CSAF’s Vector-CSAF's Vector: Wingmen for Life, 7 Jun 07.

9. CMSAF Perspective-Taking Care of our Greatest Resource-AIRMEN, 27 Oct 04.

10. CMSAF Perspective-Air Force Families, 29 Oct 07.

11. Air Force Policy Directive 36-34, Air Force Mentoring Program, 1 July 2000.

12. Air Force Doctrine Document 1-1, Leadership and Force Development, 18 February 2006.

13. The Enlisted Perspective: Are You Ready?, May 06.

14. SECAF/CSAF Letter to Airmen-Holiday Safety, 4 Dec 06.

15. Roll Call-Recognition, 23 Jan 08.

16. Gen Ronald Fogleman, USAF, (Ret.), Air Force Standards and Accountability, Sep 95.

OPR: 52 FW/SE, Lt Col Tony Forkner, DSN 452-6543 / Commercial (49) 6565-61-6543

MAKE THE RIGHT CHOICE

. . . A CORE CHOICE !!!

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