Probook #6: C3C MEGA SET

weapon safety

1. Treat all weapons as loaded. Never point a weapon at anything you do not intend to shoot

2. Keep your weapon on SAFE until you are ready to fire (unless directed otherwise)

3. Keep your finger off the trigger until your sight is on the target and you are ready to fire

4. Positively identify your target, and be aware of what is around and behind the target

5. Never engage in horseplay while handling weapons

M16A2 Rifle/M4 Carbine Clearing

1. Safety - Attempt to place the selector lever on SAFE

2. Magazine - Remove the magazine by pressing the magazine catch button

3. Chamber - Visually inspect the chamber and receiver area

4. Safety - Make sure the selector lever is on SAFE

Push in on the bottom of the bolt catch while pulling the charging handle all the way back to the rear. After the bolt has been locked back, push the charging handle back to the full forward position. Allow the bolt to go forward by pressing the upper portion of the bolt catch.

What do you do if the bolt on a M16A2 Rifle/M4 is locked in the forward position?

M9 Pistol Clearing

1. Safety - Hold the pistol in your right hand and move the decocking/safety lever down to the SAFE position (i.e. red do not showing)

2. Magazine - Press the magazine release button and remove the magazine

3. Chamber - Grasp the slide with your left hand, cupping your palm over the ejection port

left

Lower rank personnel shall walk or ride to the______side of higher rank personnel.

stand at attention

What should lower rank personnel do when addressed by a senior officer enters a room or space?

say your rank, name unit, and ask "May I help you?"

How should you answer the telephone?

reporting in/out statements

When reporting to a higher-ranking officer, secure permission to enter, walk to within two paces of the officer or desk, halt, salute, and report. Hold the salute until it is returned. Prior to departing, take one step back, render a salute, execute an about face and leave in a military manner.

people who you salute

US President, Vice President, Secretary of Defense, Service Secretaries, all superior commissioned and warrant officers, all Medal of Honor recipients, and superior officers of friendly foreign nations

render a verbal greeting

What should you do when you walk past an officer outdoors, but your hands are full?

false

True or False: When in formation, you salute or return a salute to someone walking past.

true

True or False: When in a work detail, individual workers do not salute. The person in charge of the detail salutes for those in the detail.

true

True or False: When in groups, when a higher-ranking officer approaches, the first individual noticing the officer calls the group to attention. All members face the officer and salute. If the officer addresses an individual or the group, all remain at attention (unless otherwise ordered) until the end of the conversation, at which time they salute the officer.

false

True or False: Salutes between individuals are still required when attending public gatherings, such as sporting events or meetings, or when a salute would be inappropriate or impractical.

false

True or False: The exchange of salutes between members in moving military vehicles is mandatory.

true

True or False: Inviduals in uniform may salute civilians or higher-ranking military members in civilian clothes upon recognition.

true

True or False: Saluting individuals due to rank recognition is not required when wearing physical training gear but may be expected during specified academic training environments. When outdoors in PT gear, Airmen are required to salute during reveille and retreat.

TRUE

True or False: When at a military funeral or memorial in uniform, salute the caisson or hearse as it passes and the casket as it is carried past. Also salute during the firing of volleys and the playing of Taps.

true

True or False: In uniform and outside, military members face the flag and salute during the national anthem.

true

True or False: During "Reveille" or "Retreat," if in a vehicle pull the car to the side of the road and stop until the last note.

What are SNCO responsibilities?

Developing yourself, developing others, developing ideas, developing organizations, and the C2C SNCO role

Developing Yourself

- Expand ___, ___, and ___ skills

- Use data collection techniques to support ___

- Adapt proactively to unexpected or ambiguous situations

- leadership, operational, and management

- decision making

Developing Others

- Ensure teams understand leadership ___ and professional conduct

- Mentor and guide ___ to enforce standards and mission requirements

- Build professional relationships and create effective leadership teams

- intent

- subordinates

Developing Ideas

- Reframe issues to evaluate them from ___ perspectives

- Foster trust and influence strategies to encourage ___ leadership

- multiple

- active

Developing Organizations

- Lead visibly to create a culture of excellence

- Understand leadership decisions and ___ effectively

- Utilize experience to advance the mission and strengthen partnerships

- execute

Cadet 2nd Class SNCO Role

- C2Cs lead ___ while following orders and the commander's ___

- They ___, ___, and ___ C3Cs and C4Cs, ensuring squadron integration

- Responsibilities include identifying resource shortfalls and supporting decision-making processes

- teams, intent

- advise, mentor, and supervise

What are A-Staff responsibilities?

Strategy, coordination, resource management, and policy development

What are flight level responsibilities?

Mission execution, discipline, teamwork, and readiness

What are the different A-Staff functions?

A1: Manpower, Personnel, and Services

A2: Intelligence

A3: Operations and Training

A4/A6: Logistics, Engineering, Communications

What do you go to A1 for?

Awards packages, grad requirement check, leadership, and leadership board staffing

What do you go to A2 for?

Intel briefs, intel oversight requirements, and coordinating with USAFA HQ A2

What do you go to A3 for?

Training event support, CULEX leadership/staffing, and planning assistance

What do you go to A4/6 for?

SAR supply needs, public statements, and logistics support

Introduction to Power Dynamics

- Power dynamics refer to how power is ___, ___, and ___between individuals or groups

- Power dynamics shape interactions, ___, and outcome within organizations

- Understanding power dynamics helps individuals navigate ___ environments more effectively

- distributed, exercised, and perceived

- decision-making

- complex

Types of Power Dynamics

- Leadership power dynamics describe who holds ___ in a group/workplace

- Power dynamics can reveal ___ or imbalances in relationships/systems

- authority

- inequities

Power Dynamics in the Military

- Military power dynamics are influenced by strict ___, institutional authority, and evolving technologies

- The chain of command ensures ___, ___, and ___ under stress

- Delegation occurs through clearly defined ___ and responsibilities

- Modern leadership values empowering subordinates to take ___

- Informal leaders can gain influence through ___ or ___

- Morale and cohesion affect how ___ is perceived and exercised

-

- discipline, clarity, and efficiency

- structure

- initiative

- experience or charisma

- authority

What are the common misuses of power dynamics?

- Abuse of authority

- Improper use of position

- Neglect of ethical standards

What is abuse of authority?

Using rank to intimidate, retaliate, coerce, or display favoritism

What is improper use of position?

Exploiting title to bypass rules. receive privileges, or silence dissent

What is neglect of ethical standards?

Ignoring regulations, enabling harassment/discrimination, or misusing resources

Consequences of Misuse

- Misuse leads to erosion of ___, weakening unit cohesion

- Violations may result in investigations under the ___

- Poor morale can create operational ___ affecting mission success

- High-level misuse can cause political backlash and international ___

- trust

- UCMJ

- risk

- scrutiny

Professional Relationships

- Professional relationships are built on mutual ___ and clear boundaries

- AFI ___ outlines standards for acceptable conduct between ranks

- Relationships must not compromise the chain of command, discipline, or ___

- Mentorship is professional when it is ___

- Friendships are allowed but must not create perceptions of ___

-

- 36-2909

- unit cohesion

- development-oriented and impartial

- favoritism or bias

Unprofessional Relationships

- Unprofessional relationships occur when personal interests override ___ responsibilities

- Common issues include favoritism, fraternization, or ___ involvement that harms unit cohesion

- Using rank to pressure subordinates represents misuse of ___

- Consequences include loss of trust, ___, ___, ___, and ___

- professional

- inappropriate romantic

- authority

- disciplinary action, reduced mission integrity, and damaged climate

Power Dynamics as the Underlying Force

- Power dynamics influence ___

- Healthy power dynamics support leadership, accountability, and ___ success

- Risks arise when ___, ___, or ___

- every interaction between ranks

- mission

- power is unchecked, boundaries blur, or individuals exploit rank or influence

move to overhead cover, remain vigilant, listen, observe

What should you do if you encounter an unmanned aircraft system (UAS)?

sUAS Incident Report

Line 1: Title (sUAS Incident Report)

Line 2: Date Time Group (DTG) of incident and duration

Line 3: Reporting geographic area

Line 3a: Reporting service/component

Line 4: Unit/Organization Contact Info

Line 5: Geographic location of incident

Line 6: Incident environment

Line 7: Total number of sUAS detected

Line 8: First detection

Line 9: Detection method

Line 10: sUAS airframe

Line 11: sUAS detailed description

Line 12: C-sUAS equipment operational

Line 13: sUAS engaged

Line 14: sUAS Incident has a mission impact

Line 15: sUAS incident unsafe/unprofessional

Line 16: sUAS incident narrative

mapping, circling, random

Three possible UAS patterns

Liquid, Ammo, Casualty, Equipment (Red-critical, Yellow-can sustain, Green-80-100% of original load)

LACE Report

Size, Activity, Location, Unit/Uniform, Time, Equipment

SALUTE Report

Date-Time Group

Line 1 (UXO Report)

Report Activity and Location

Line 2 (UXO Report)

Contact Method

Line 3 (UXO Report)

Type of IED/Ordanance

Line 4 (UXO Report)

Possible CBRN contamination

Line 5 (UXO Report)

Target/Resources Threatened

Line 6 (UXO Report)

Imapact of mission

Line 7 (UXO Report)

Protective measures/evacuation

Line 8 (UXO Report)

Recommended Priority (immediate, indirect, minor, no threat)

Line 9 (UXO Report)

Location of site (give coordinates)

Line 1 (Medevac 9-Line)

Radio frequency and call sign

Line 2 (Medevac 9-Line)

Number of patients by precedence (A-urgent, B-urgent surgical, C-priority, D-routine, E-convenience)

Line 3 (Medevac 9-Line)

Special equipment required (A-None, B-hoist, C-extraction equipment, D-ventilator)

Line 4 (Medevac 9-Line)

Number of patients by type (L-litter, A-ambulatory)

Line 5 (Medevac 9-Line)

Security of pickup site (N-no possible enemy troops in the area, P-possible enemy troops in the area, E-enemy troops in the area approach with caution, X-enemy troops in the area armed escort required)

Line 6 (Medevac 9-Line)

Method of marking pickup site (A-panels, B-pyrotechnical signal, C-smoke signal, D-none, E-other)

Line 7 (Medevac 9-Line)

Nationality and status of casualties (A-US military, B-US civilian, C-Non-US military, D-Non-US civilian, E-Other)

Line 8 (Medevac 9-Line)

CBRN contamination (N-nuclear, B-biological, C-chemical)

Line 9 (Medevac 9-Line)

massive bleeding, airway, respiration, circulation, hypothermia

MARCH acronym

Steps of tactical combat casualty care

1. Assess scene safety

2. Assess the casualty for responsiveness

3. Retrieve first aid kit

4. MARCH

5. Check for other (secondary) injuries

6. Document medical aid on DD1380 TCCC Card

7. Communicate with medical personnel any aid provided

look, listen, feel

Three steps of checking the patient's respiration

time of application

What do you need to mark on the DD Form 1380 when applying a tourniquet?

1 minute

How much time should it take to apply a tourniquet?

Steps of wound packing and pressure bandaging

1. Expose the wound

2. Locate source of the most active bleeding

3. Pack wound, ensuring the gauze extends 1-2 inches above the skin

4. Hold pressure for a minimum of 3 minutes

5. Reassess to ensure bleeding has been controlled while maintaining pressure

6. Place bandage pad over the wound and wrap tightly to ensure that the edges of the pad are covered

7. Check circulation by feeling for a distal pulse

8. Document all findings on DD1380 TCCC Casualty Card

head-tilt/chin lift and jaw-thrust

Two methods of fixing airway obstructions

jaw-thrust maneuver

What do you use for a patient with a spinal injury who also has an airway obstruction?

apply chest seal (ensure you "burp" the seal)

What do you do for a patient who has a chest wound?

place a blanket/jacket over patient

How do you treat hypothermia?

apply dry dressings

How do you treat burns?

place a cup/rigid eye shield over the wound

How do you treat a penetrating eye injury?

Mechanism and time of injury, Injury, Symptoms, Treatment

MIST acronym