CGSC X100 CORE EXAM TEST QUESTIONS AND ANSWERS
RATED A+
✔✔Stability framework - ✔✔Distinct phases in which specific essential stability tasks
should be conducted:
Initial response phase - stabilize an operational environment in a crisis state
Transformation phase - post-conflict reconstruction, stabilization, and capacity-building
tasks
Fostering sustainability phase - long-term efforts to enable sustainable development
✔✔Security cooperation - ✔✔all Department of Defense interactions with foreign
defense establishments to build defense relationships that promote specific United
States security interests, develop allied and friendly military capabilities for self-defense
and multinational operations, and provide United States forces with peacetime and
contingency access to a host nation
✔✔Security force assistance - ✔✔support the development of the capacity and
capability of foreign security forces and their supporting institutions
✔✔Stability mechanisms - ✔✔Compel, control, influence, support
✔✔DOTMLPF-P - ✔✔Organizational requirements for changes or additions to doctrine,
organization, training, material, leadership and education, personnel, facilities, policies
identified in JCIDS process
✔✔Ethical triangle - ✔✔1) principles - what is my moral obligation based on defined
rules (law, Army Values)?
2) consequences - what does the greatest good for the greatest number of people?
3) virtues - what kind of person do I want to be (golden rule)?
Analyze possible decisions to ethical dilemmas where no right answer exists by this
triangle to understand and justify your decision
✔✔Jus in bellum - ✔✔Just conduct during war based on discrimination of targets and
proportionality of weapons and tactics
✔✔Jus ad bellum - ✔✔Justification for initiating a war based on proper authority, just
cause, right intention, probability of success, as a last resort, and macroproportionality
✔✔Direct leadership - ✔✔face-to-face or first-line leadership; generally in teams,
squads, sections, platoons, departments, companies, batteries, and troops; span of
influence may range from a few to dozens of people; more certainty and less complexity
than organizational and strategic leaders.
, ✔✔Organizational leadership - ✔✔influence several hundred to several thousand
people at battalion through corps levels indirectly, generally through more levels of
subordinates and staffs using policies, visions, climate, culture and systems
✔✔Strategic leadership - ✔✔Influence several thousand or more people at COCOM
level or higher through resource allocation and strategic vision; decisions can affect
more people, commit more resources, and have wider-ranging consequences in space,
time, and political impact, than those of organizational and direct leaders; highest level
of complexity of problems and uncertainty in decisions
✔✔Commitment-focused organizational change - ✔✔(Climate first) When leaders
change their subordinates' thinking first through a supportive mutually trusting command
climate which creates commitment and changes behavior slowly over time
✔✔Compliance-focused organizational change - ✔✔(Culture first) When leaders
change their subordinates' behavior first through compliance and change their thinking
(and the organizational climate) later
✔✔Integrative organizational change - ✔✔When leaders integrate commitment and
compliance based on the appropriate situations for each; compliance is best suited for
more immediate requirements like combat operations while commitment is more suited
for longer term objectives
✔✔position power - ✔✔Power based on legitimate authority of position to reward or
punish subordinates
✔✔Personal Power - ✔✔Power based on your expertise (expert power) or personal
relationships with subordinates (referents power)
✔✔Influence tactics continuum - ✔✔Hard influence tactics gain compliance (pressure,
orders); soft tactics may gain commitment (ingratiation, inspiration, buy-in, participation,
relationships); rational tactics most useful for peers (persuasion, favors, personal
benefit, collaboration)
✔✔Primary embedding mechanisms - ✔✔Methods for embedding a behavior within a
culture by changing what you pay attention to, how you react to crises, how you mentor,
what you allocate resources to, who you recruit, what you reward and what you punish
✔✔Secondary reinforcing mechanisms - ✔✔Methods that reinforce primary embedding
mechanisms in shaping a culture through organizational design, procedures, rituals,
stories, and formal statements
✔✔emotional intelligence - ✔✔self-awareness, self-management, social awareness,
relationship management that allow a leader to apply correct influence tactic at the right
time for the right person
RATED A+
✔✔Stability framework - ✔✔Distinct phases in which specific essential stability tasks
should be conducted:
Initial response phase - stabilize an operational environment in a crisis state
Transformation phase - post-conflict reconstruction, stabilization, and capacity-building
tasks
Fostering sustainability phase - long-term efforts to enable sustainable development
✔✔Security cooperation - ✔✔all Department of Defense interactions with foreign
defense establishments to build defense relationships that promote specific United
States security interests, develop allied and friendly military capabilities for self-defense
and multinational operations, and provide United States forces with peacetime and
contingency access to a host nation
✔✔Security force assistance - ✔✔support the development of the capacity and
capability of foreign security forces and their supporting institutions
✔✔Stability mechanisms - ✔✔Compel, control, influence, support
✔✔DOTMLPF-P - ✔✔Organizational requirements for changes or additions to doctrine,
organization, training, material, leadership and education, personnel, facilities, policies
identified in JCIDS process
✔✔Ethical triangle - ✔✔1) principles - what is my moral obligation based on defined
rules (law, Army Values)?
2) consequences - what does the greatest good for the greatest number of people?
3) virtues - what kind of person do I want to be (golden rule)?
Analyze possible decisions to ethical dilemmas where no right answer exists by this
triangle to understand and justify your decision
✔✔Jus in bellum - ✔✔Just conduct during war based on discrimination of targets and
proportionality of weapons and tactics
✔✔Jus ad bellum - ✔✔Justification for initiating a war based on proper authority, just
cause, right intention, probability of success, as a last resort, and macroproportionality
✔✔Direct leadership - ✔✔face-to-face or first-line leadership; generally in teams,
squads, sections, platoons, departments, companies, batteries, and troops; span of
influence may range from a few to dozens of people; more certainty and less complexity
than organizational and strategic leaders.
, ✔✔Organizational leadership - ✔✔influence several hundred to several thousand
people at battalion through corps levels indirectly, generally through more levels of
subordinates and staffs using policies, visions, climate, culture and systems
✔✔Strategic leadership - ✔✔Influence several thousand or more people at COCOM
level or higher through resource allocation and strategic vision; decisions can affect
more people, commit more resources, and have wider-ranging consequences in space,
time, and political impact, than those of organizational and direct leaders; highest level
of complexity of problems and uncertainty in decisions
✔✔Commitment-focused organizational change - ✔✔(Climate first) When leaders
change their subordinates' thinking first through a supportive mutually trusting command
climate which creates commitment and changes behavior slowly over time
✔✔Compliance-focused organizational change - ✔✔(Culture first) When leaders
change their subordinates' behavior first through compliance and change their thinking
(and the organizational climate) later
✔✔Integrative organizational change - ✔✔When leaders integrate commitment and
compliance based on the appropriate situations for each; compliance is best suited for
more immediate requirements like combat operations while commitment is more suited
for longer term objectives
✔✔position power - ✔✔Power based on legitimate authority of position to reward or
punish subordinates
✔✔Personal Power - ✔✔Power based on your expertise (expert power) or personal
relationships with subordinates (referents power)
✔✔Influence tactics continuum - ✔✔Hard influence tactics gain compliance (pressure,
orders); soft tactics may gain commitment (ingratiation, inspiration, buy-in, participation,
relationships); rational tactics most useful for peers (persuasion, favors, personal
benefit, collaboration)
✔✔Primary embedding mechanisms - ✔✔Methods for embedding a behavior within a
culture by changing what you pay attention to, how you react to crises, how you mentor,
what you allocate resources to, who you recruit, what you reward and what you punish
✔✔Secondary reinforcing mechanisms - ✔✔Methods that reinforce primary embedding
mechanisms in shaping a culture through organizational design, procedures, rituals,
stories, and formal statements
✔✔emotional intelligence - ✔✔self-awareness, self-management, social awareness,
relationship management that allow a leader to apply correct influence tactic at the right
time for the right person
