GUIDELINES TO NRDC feb 24 2014

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Appendix A--Informal Staff Language, ContinuedLoose cannonSomeone out of control whose ill-conceived schemes cause upheaval.Muddy the watersAdd confusion or uncertainty to an action by injecting opposition or technicalities.Nonstarter (that dog won't hunt)A flawed program or proposal that won't work.Out of pocketSituation in which one is unavailable for duty, usually for personal or confidential reasons.PackageAll documents pertaining to an action assembled for coordination or signature (summary sheet,tasker, tabs, implementing papers).Pass actionTransfer responsibility for working an action to another office.Peanut galleryStaff officers and other staffers who sit in back or along a wall during a briefing.Pre-briefA preliminary briefing to key players which precedes the final briefing to the decision maker.Used to fine-tune final presentation or as a trial balloon.Read-ahead (read-ahead package)Material sent to officials to prepare them for upcoming visits, conferences, or briefings.Sandbox (turf, rice bowl)Area of operations or responsibility jealously guarded by the owners.SanitizeUse innocuous language or omission of facts when reporting on a sensitive event to outsiders--especially one that affects national security.ScrubMake final revision or fine-tune an action.ShepherdPersonally guide an action through the coordination process.Shotgun coordinationSend out duplicate coordination packages to several offices simultaneously to save time.<strong>NRDC</strong> GRC – Staff Handbook A-4
Appendix A--Informal Staff Language, ContinuedSign upAgree or commit to a proposal.Silver tongueA smooth convincing speaker.SlipPostpone or delay an action.Smoke and mirrorsSlick packaging or other gimmicks used as a substitute for substance.StafferOne who does staff work.Stake holderSomeone who has an interest in or is affected by an action.Strap hangerOne who is along for the ride, takes up space, and contributes little or nothing.StrawmanA rough draft for discussion purposes.Street fighterOne who uses ruthless means to defend or advance a position.SwagA gross estimate or guess.Tap danceAttempt to evade a tough question or hide ignorance by talking around the issue.TaskerVerbal or written directions that initiate an action.<strong>NRDC</strong> GRC – Staff Handbook A-5
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PREFACEDisclaimer: The NRDC-GREECE
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GUIDELINES TO CONSIDERBecome fully
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Remember the mission. Avoid tunnel
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Overview ContinuedFocusThe text foc
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InstructionsIntroduction This secti
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NotesNRDC GRC - Staff Handbookvi
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Detailed Table of Contents, Continu
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Detailed Table of Contents, Continu
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Chapter 1Organizations and Managers
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Systems Approach to Management, Con
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SubsystemsIntroduction This section
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The Five Functions of ManagementInt
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Types of ManagersIntroductionThis s
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Staff Officer RolesIntroduction Peo
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Managing and LeadingIntroduction St
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Managing Things and Leading PeopleI
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Delegation of Authority, ContinuedI
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Managing Your BossIntroduction Do y
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Chapter Summary, ContinuedKey point
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The Staff Officer’s WorldIntroduc
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AnticipationIntroduction Ability to
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InitiativeIntroduction A sharp staf
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Initiative, ContinuedKeepingactions
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Guidance, ContinuedWhen to seekguid
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Perspective, ContinuedPride,passion
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Written Sources of InformationIntro
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Providing Information and Building
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Completed Staff Work, ContinuedPrep
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Staff Doctrine, ContinuedBackground
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Chapter Summary, ContinuedKey Point
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Efficiency and EffectivenessIntrodu
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Efficiency and Effectiveness, Conti
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Step 1: Record Use of TimeIntroduct
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Step 2: Analyze ResultsIntroduction
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Step 3: Eliminate Time WastersIntro
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Step 4: Overcome Barriers, Continue
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Priorities, ContinuedVisionVision i
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Doing Things One at a TimeIntroduct
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Chapter SummaryKey points This tabl
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Chapter 4Meetings and InterviewsOve
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Preparing an AgendaIntroductionGuid
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Opening a MeetingIntroductionOpenin
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Guiding DiscussionIntroductionHow t
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Concluding a MeetingIntroductionEnd
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Interactive MeetingsIntroduction Ru
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Interactive Roles, ContinuedRecorde
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Conducting an InterviewIntroduction
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Controlling an InterviewIntroductio
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Problem-Solving StepsIntroductionTh
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Step 2: Gather InformationIntroduct
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Step 3: Develop AlternativesIntrodu
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Step 4: Weigh AlternativesArriving
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Adaptive Decision MakingIntroductio
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Gaining Power to Make DecisionsIntr
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Problems, Decisions, and ManagersIn
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Informal Organization and Grapevine
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Listening Barriers We MeetBenefits
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Overcoming Listening BarriersOverco
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Active Listening, ContinuedAsk ques
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Body Language, ContinuedExamplesWay
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PersuadingIntroductionStaff officer
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Persuading, ContinuedSelling steps(
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Overcoming Objections, ContinuedPro
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Negotiating StrategiesIntroductionT
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Negotiating Strategies, ContinuedCo
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Bad NewsIntroduction Building a goo
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Chapter SummaryKey points This tabl
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Chapter 7WritingOverviewIntroductio
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Standards and RulesIntroduction Thi
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Active VoiceIntroduction If you did
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Active Voice, ContinuedWhen to usep
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Eliminating Wordiness, ContinuedCut
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Smothered VerbsIntroduction Another
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PackagingIntroduction The way somet
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Readability FormulasIntroductionRea
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Editing, ContinuedRulesChecklistWhe
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Learning to CoordinateIntroductionD
Page 170 and 171: Informal CoordinationIntroduction T
Page 172 and 173: Coordinating PhasesIntroductionPhas
Page 174 and 175: Responding to Non-concurrencesIntro
Page 176 and 177: Decision Paper (DCC)Introduction A
Page 178 and 179: Maintaining ControlIntroduction Thi
Page 180 and 181: Suspense DatesIntroduction Suspense
Page 182 and 183: Chapter Summary, ContinuedKey point
Page 184 and 185: Military BriefingsIntroduction Comm
Page 186 and 187: Information Briefing FormatsIntrodu
Page 188 and 189: PreparationIntroduction This sectio
Page 190 and 191: Preparation, ContinuedFocus onkey p
Page 192 and 193: Methods of Presentation, ContinuedS
Page 194 and 195: Visual Aids, ContinuedExampleThis i
Page 196 and 197: Rehearsals, ContinuedCriticsCritics
Page 198 and 199: Delivery, ContinuedInappropriateapp
Page 200 and 201: ClosingIntroduction This section di
Page 202 and 203: Chapter Summary, ContinuedKey point
Page 204 and 205: Ethics and ValuesIntroduction Insti
Page 206 and 207: Military Core ValuesIntroduction Th
Page 209 and 210: Unethical BehaviorIntroduction This
Page 211 and 212: Pressure to Produce ResultsIntroduc
Page 213 and 214: Ethical Decision Making, ContinuedG
Page 215 and 216: Chapter SummaryKey points This tabl
Page 217 and 218: Appendix A--Informal Staff Language
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Page 223 and 224: Appendix B--Simpler Words and Phras
Page 231: Appendix C—Writing FormatsOvervie
Page 234 and 235: Avoid Drop-In VisitorsIntroduction
Page 236 and 237: Control Telephone UseIntroduction M
Page 238 and 239: Say No!Introduction If spread too t
Page 240 and 241: Priority ListFormatUse a format lik
Page 242 and 243: A Winning AttitudeIntroductionA win
Page 244 and 245: BrainstormingIntroductionBrainstorm
Page 246 and 247: Modified Delphi TechniqueIntroducti
Page 248 and 249: Leading Change, ContinuedIntroducti
Page 250 and 251: Leading PeopleIntroductionThis sect
Page 252 and 253: Results DrivenIntroductionThis sect
Page 254: Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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