LEARN TO LEAD - Civil Air Patrol

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NOTE <strong>TO</strong> CADETSThis volume is a collection of readings. Unlike the other threevolumes of Learn to Lead, it is not a textbook that defines keyterms, nor does it explain how its teachings are relevant to youin the real world.Many of the articles here are classics. Their main ideas standthe test of time, though some secondary details might appeara bit dated.You’ll find this volume more challenging than the others. Readeach article carefully and apply your own brainpower to identifythe author’s main ideas, and discern how those principlesmight be relevant to you in your development as a leader.7
Page 1 and 2: VOLUME FOUR STRATEGIC PERSPECTIVESL
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Page 11 and 12: VOLUME FOUR STRATEGIC PERSPECTIVESC
Page 13 and 14: ecipe for perfection. The framework
Page 15 and 16: PERFORMANCE REQUIREMENTSThe stratif
Page 17 and 18: which they might not have worked be
Page 19 and 20: way, and hundreds of billions of do
Page 21 and 22: helped to build our international s
Page 23 and 24: We are improving the integration of
Page 25 and 26: 12.3 Leadership and Systems Thinkin
Page 27 and 28: A common symptom of this phenomenon
Page 29 and 30: 12.4 Strategic Thinking: Key to Cor
Page 31 and 32: themselves on the realism of their
Page 33 and 34: Could you establish new market and
Page 35 and 36: 12.5 Crowdsourcing Systems on the W
Page 37 and 38: SAMPLE CS SYSTEMS ON THE WEBBuildin
Page 39 and 40: (cs.wisc.edu/cbi, early work of thi
Page 41 and 42: Low-ranking users (such as guests,
Page 43 and 44: 3. Chai, X., Vuong, B., Doan, A. an
Page 45 and 46: VOLUME FOUR STRATEGIC PERSPECTIVESC
Page 47 and 48: is required in order to share previ
Page 49 and 50: animals need the support of people
Page 51 and 52: • Use surveys to find out the int
Page 53 and 54: espond to quotes about service. Be
Page 55 and 56: • Gain publicity for the organiza
Page 57 and 58: 13.3 The Hierarchy of Ethical Value
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Level 1: Maintaining Competent Fina
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fered stinging repercussions from t
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eform measures to make boards more
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ers, but respect for the same staff
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Jeavons, Thomas H. 2005. “Ethical
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"Almost every company is going to b
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"Many of the healthcare leaders I w
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In our efforts to discuss the publi
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secretaries, while private managers
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level the chief elected official, t
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pany’s non-transportation assets
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NOTES1. Selma J. Mushkin, Frank H.
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VOLUME FOUR STRATEGIC PERSPECTIVESC
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It was apparent to observers in 194
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the B-29's were first in China, and
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3. The first and absolute requireme
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that strategic bombing was insuffic
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ather than on reason, and principle
Page 95 and 96:
14.3 Cyberspace: The New Air and Sp
Page 97 and 98:
We may not explicitly know the valu
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5. John G. Grimes, “From the DoD
Page 101 and 102:
ely more and more on such integrati
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lifeline of a maritime-capable adve
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• Airpower’s unique characteris
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teragency, and international capabi
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turned to the nuclear arsenal as a
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Second, since signaling intent is a
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This page has been intentionally le
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tolerates ignorance, and the direct
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15.2 Manage Change -Not the Chaos C
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ogy, and that the human resources d
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15.3 Keeping Change on TrackBy Rich
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• Limited and one-directional com
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MANAGE CHANGE BEFORE IT HAPPENSMany
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momentum generated from empowered p
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15.5 The Twenty-First Century Leade
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effective thinking patterns, intell
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spirituality, our lives, and our wo
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interagency, coalition, host nation
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talking about a neutral topic of mu
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Integrative DealsTo explain the int
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concerned. And, as previously state
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shows how the four cultural pattern
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learn what cultural values are entw
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16.4 Preventive Diplomacy:Training
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sion, a better synthesis of ideas,
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16.5 The Not-So-Black Art of Public
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But if public diplomacy is not new,
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cratic, most generous of countries,
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159
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AppreciationsWE WAITED FOR OUR RIDE
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LEARN TO LEAD - Civil Air Patrol

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