10.3 Change Management & Problem Solving

Air Force PFE Promotion Fitness Examination

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1 Introduction & Exam Overview

1.1 PFE Exam Facts & Format 1.2 The WAPS Scoring System 1.3 The Tested AFH 1 Chapters & Study Strategy

2 Professionalism (AFH 1, Chapter 1)

2.1 The USAF Professional & the Profession of Arms 2.2 The Air Force Core Values & Their Virtues 2.3 Ethical Standards & the Airman's Creed

3 Military Organization & Command (AFH 1, Chapter 5)

3.1 The United States Armed Forces 3.2 The Military Departments & Services 3.3 Military Command Structure & Combatant Commands 3.4 The Air Force Total Force 3.5 Air Force Organizational Structure

4 Enlisted Force Development I (AFH 1, Chapter 7A–7D)

4.1 Leadership Levels 4.2 The Enlisted Force Structure & Tiers 4.3 Duty Titles & Special Positions 4.4 Force Development & the Competency Framework

5 Enlisted Force Development II (AFH 1, Chapter 7E–7H)

5.1 Training Responsibilities & Upgrade Training 5.2 Professional Military Education 5.3 The Community College of the Air Force 5.4 Continuing Education & Voluntary Programs

6 Assessments & Recognition (AFH 1, Chapter 8)

6.1 The Airman Comprehensive Assessment 6.2 Performance Evaluations & the EPB 6.3 Reenlistments, Retention & Continuation 6.4 Awards & Decorations

7 Enlisted Promotions (AFH 1, Chapter 9)

7.1 Promotion Systems & Programs 7.2 Promotion Cycles & Eligibility 7.3 Preparation & Individual Responsibilities 7.4 Promotion Testing & Test Control 7.5 Evaluation Boards & Central Selection

8 Personnel Programs & Benefits (AFH 1, Chapter 11)

8.1 Benefits & Services 8.2 Leave & Authorized Absences 8.3 Military Associations & Civilian Programs

9 Finance, Manpower & Resources (AFH 1, Chapter 12)

9.1 Individual Finances & Allowances 9.2 Official Travel Expenses & Allowances 9.3 Manpower Management 9.4 Resource Management & Stewardship 9.5 Environmental Commitment

10 Developing Organizations (AFH 1, Chapter 13)

10.1 Strategic Thinking & Results Focus 10.2 Resources & Organizational Structure 10.3 Change Management & Problem Solving

11 Developing Others (AFH 1, Chapter 14)

11.1 Teamwork & Team Dynamics 11.2 Develops People: Mentoring, Coaching & Feedback 11.3 Service Mindset & Fostering Effective Relationships 11.4 Leadership: Styles, Power & Influence

12 Developing Self I (AFH 1, Chapter 15A–15C)

12.1 Accountability & Self-Management 12.2 Military Communication 12.3 Preparing to Communicate

13 Developing Self II (AFH 1, Chapter 15D–15F)

13.1 Written Communication 13.2 Spoken Communication 13.3 Electronic Messaging

14 Developing Ideas (AFH 1, Chapter 16)

14.1 What We Know: Priorities & Innovation 14.2 Cognitive Processes & Critical Thinking 14.3 Informed Decision-Making 14.4 What We Don't Know: Uncertainty & Assumptions

15 Emergency Management (AFH 1, Chapter 17)

15.1 Air Force Emergency Management, Disasters & Hazards 15.2 Preparedness, MOPP & Individual Protection 15.3 Crisis Response & Recovery 15.4 Department of the Air Force Mishap Prevention 15.5 Risk Management

16 Security (AFH 1, Chapter 18)

16.1 Integrated Defense & Force Protection Conditions 16.2 Operations Security (OPSEC) 16.3 Information Protection & Classification 16.4 Information Access, Cybersecurity & Mobility 16.5 Antiterrorism

17 Standards of Conduct (AFH 1, Chapter 19)

17.1 A Way of Life: Oaths, Standards & Off-Duty Conduct 17.2 The Law of War 17.3 The Code of Conduct

18 Enforcing Military Standards (AFH 1, Chapter 20)

18.1 The Air Force Inspection System 18.2 Individual Accountability & Corrective Action 18.3 Appropriate Working Relationships & Fraternization 18.4 Addressing Misconduct & Prohibited Behavior

19 Fitness & Readiness (AFH 1, Chapter 22)

19.1 USAF Fitness & Comprehensive Airman Fitness 19.2 The Official Fitness Assessment 19.3 Nutrition & Performance 19.4 Substance Use, Abuse & Treatment Programs 19.5 Readiness State of Mind & Resilience

20 Military Customs & Courtesies (AFH 1, Chapter 24)

20.1 Honored Traditions: Saluting, Titles & Reporting 20.2 Respect for the Flag 20.3 Respect for Individuals 20.4 Ceremonies & Events 20.5 Drill & Formation 20.6 Preserving Our Heritage

21 SJT Format & Competencies

21.1 SJT Format & Mechanics 21.2 Airman Leadership Qualities (ALQs) 21.3 Foundational Competencies & Behaviors

22 SJT Reasoning, Scenarios & Traps

22.1 SJT Reasoning Strategies 22.2 Sample SJT Scenarios 22.3 SJT Traps & Best Practices

10.3 Change Management & Problem Solving

Key Takeaways Explain This Topic AI

Kurt Lewin's three-stage change process is unfreezing, changing, and refreezing.

The five most common responses to change are distrust, uncertainty, self-interest, different perception/no felt need to change, and over-determination.

The four continuous improvement methodologies are Lean, Six Sigma, Business Process Reengineering, and Theory of Constraints.

Incorrect root-cause determination is the most common mistake made during continuous improvement efforts, and Step 8 — standardize successful processes — is the most commonly neglected step.

The three levels of problem solving are Just Do It (one person, less than a day), Rapid Improvement Event (small team, less than a week), and Improvement Project (large team, longer period).

Last updated: August 2026

When Change Is Appropriate

AFH 1 defines the trigger: "Change is appropriate when there is a perceived gap between what the norms are and what they should be." And it insists change is deliberate: "Organizational change is not automatic. It is the deliberate adoption of a new idea or behavior by an organization and the establishment of new norms." Those norms can involve technology, tasks, structure, and resources, including people.

The leader's sequence has three parts:

Create an organizational climate conducive to change by explaining the limitations or shortfalls of the present process and the possibilities and benefits of the proposed change

Facilitate the change itself by walking Airmen through the change, explaining the details, and answering questions

Show appreciation for those who contribute to the change and help refocus those who do not

AFH 1 names the ideal disposition: "Tough-minded, realistic optimism is the best quality a leader can demonstrate when coping with change." It also states that Airmen of all skills and jobs should possess a mindset of critical thinking and problem solving as their first duty.

The Five Responses to Change

The change agent is defined as "the person advocating for or leading the organizational change," and AFH 1 states that "an essential element for preventing or overcoming resistance to change is establishing a well thought out plan" — planning lets the change agent build confidence, anticipate questions, develop courses of action, and address opposing perceptions .

Response What it looks like

Distrust Imposed change met with tough questions to ensure the purpose and intent are understood. Leaders unprepared to clarify or explain thought processes will struggle to gain buy-in

Uncertainty Fear of the unknown , or seeing the change as a threat to organizational stability and job security — will I still have a job, can I do the new job, must I learn a new process

Self-interest People consider the position they currently have or their role in the existing environment and question the direction and capabilities of those in power after implementation

Different Perception / No Felt Need to Change People see the situation differently , particularly if the change has been dropped on them . The remedy is an environment of open communication

Over-Determination Ironically, organizational structure may be a barrier to change — a mechanistic structure relying on strict procedure and lines of authority may be so rigid that it inhibits change and possibly damages professional relationships

Over-determination is the one candidates forget, and it links directly back to Section 13B's mechanistic structure.

Reducing Resistance — Five Approaches

Approach AFH 1's guidance

Education and Communication Open communication throughout the process reduces uncertainty ; educating people about the need for and expected results reduces resistance

Participation and Involvement Actively involving those affected in designing and implementing change generates ownership and commitment

Facilitation and Support Introduce the change gradually and provide additional training if needed

Negotiation and Agreement Offer incentives to those who continue to resist; negotiated agreements help remind employees of the changes agreed upon

Coercion A forcing technique to make employees accept change. It can negatively affect attitudes and cause long-term negative consequences . AFH 1 states plainly: coerced compliance is not recommended and requires constant leadership oversight

Any scenario answer built on coercion is almost always the least effective option — AFH 1 says so directly.

Lewin's Three-Stage Change Process

AFH 1 credits renowned social psychologist Kurt Lewin with the model. Change agents must analyze restraining or opposing forces and devise ways to reduce them , while recognizing and strengthening supporting forces — those pushing toward change.

Stage What happens

Stage 1: Unfreezing A deliberate management activity to prepare people for change. AFH 1 calls the most neglected yet essential part of unfreezing "creating an environment where people feel the need for change." The key factor is making people knowledgeable about the importance of the change and how it will affect their jobs

Stage 2: Changing Modifying technology, tasks, structure, or distribution of people — moving from the old state to the new by installing new equipment, restructuring work centers, or implementing procedures . "Changing is anything that alters the previously accepted status quo ." Watch for negative employee reactions as a sign of implementing too early

Stage 3: Refreezing Lock in the desired outcomes and new norms so they become permanent. A critical step is remaining engaged and evaluating results . Positively reinforcing desired outcomes is crucial , and highlighting successful change helps reduce the desire to return to the old way

AFH 1 adds a note that answers a common scenario: "Readdressing unfreezing techniques is better than forcing a change that causes more problems than it resolves." If a change is going badly, go back to unfreezing rather than pushing harder.

Continuous Improvement

Continuous Improvement (CI) "increases operational capabilities while reducing associated costs by applying proven methodologies to all processes." It is built around three concepts: there are always ways a process can be improved , organizations must constantly strive to make those improvements based on performance metrics aligned to strategic objectives , and efficiencies should be replicated to the extent practical .

AFH 1 stacks up CI's institutional weight — it is an Airman Leadership Quality , is a commander's responsibility (AFI 1-2) , is a major graded area in the Air Force Inspection System (AFI 90-201) , and is a focal point within Air Force Standards under "Excellence In All We Do" (AFI 1-1) .

The Four Methodologies

Methodology Primary focus

Lean Workflow, customer value, and eliminating process waste — unique in that the primary focus is eliminating non-value-added activities

Six Sigma A rigorous, data-driven methodology minimizing waste by identifying, controlling, and reducing process variation

Business Process Reengineering A comprehensive process requiring a change in the fundamental way business processes are performed ; identifies unnecessary activities and eliminates them

Theory of Constraints A systematic approach to optimize resource utilization by identifying, exploiting, subordinating, elevating, and reassessing constraints (bottlenecks)

The discriminator: Lean = waste/non-value-added; Six Sigma = variation; BPR = fundamental redesign; Theory of Constraints = bottlenecks.

The Practical Problem-Solving Method — Eight Steps

Step Focus Key rules

1. Clarify and Validate the Problem Develop a problem statement using data to identify where the problem occurs, its impact , and performance against a standard A problem statement does not assume a root cause, solution, or countermeasure . If data does not exist, pause the effort to collect and analyze it

2. Break Down Problem and Identify Performance Gaps Analyze data in comparison to the expected outcome The gap between current state and end state is the performance gap

3. Set Improvement Targets Set targets based on expected outcomes and strategic goals Targets should be challenging but achievable

4. Determine Root Cause Address root causes rather than symptoms Involves a tradeoff between digging as deeply as possible and finding the deepest point within the team's sphere of influence . Validate using the same data used to define the problem in Step 1

5. Develop Countermeasures Address root causes with practical, efficient, and effective countermeasures "The impact of a solution is a combination of the quality of the solution and the acceptance of the solution by people who implement it." Obtain a vector check for strategic alignment

6. See Countermeasures Through Execution and tracking of detailed implementation plans Reviews and progress checks updated regularly

7. Confirm Results and Process Compare results to performance gaps, targets, and expected outcome Incorrect root-cause determination is the most common mistake made during CI efforts. If targets are not met, it may be necessary to return to Step 4

8. Standardize Successful Processes Codify the results The most commonly neglected step of the entire method

Step 8's three questions: What is needed to standardize the improvements? (submission to the Airmen Powered by Innovation Program , or change requests for technical orders, instructions, manuals, materiel, suppliers). How should improvements and lessons learned be communicated? (make the wing process manager aware; input to the USAF CI portal , key meetings, publications, public affairs, the chain of command). Were other opportunities or problems identified?

The Three Levels of Effort

Level Team size Duration AFH 1's examples

Just Do It (point improvement) One person or a small team Less than a day Using torque wrenches instead of adjustable wrenches ; routing paperwork electronically

Rapid Improvement Event Small team of subject matter experts Less than a week Improving aircraft servicing cycle times ; improving first-time pass yields on taskers

Improvement Project Large team Longer period of time Shortening aircraft annual overhaul cycle time ; writing software to track annual overhauls

Project Management

AFH 1 defines project management as "the process of leading, coordinating, planning, and controlling a diverse and complex set of processes and people in the pursuit of achieving an established objective," and immediately draws the distinction that gets tested: "a project is not a program; programs are ongoing. A project is temporary, based on an established objective that has a generalized time frame attached to it."

The six project management steps: Define the Project Objective → Develop Solution Options → Plan the Project → Execute the Plan → Monitor and Control Progress → Close the Project. On the last, AFH 1 insists: document and discuss lessons learned — what went well, what didn't, and what should be addressed.

The three constraints are Quality (being in accordance with the requirement — the specifications), Time (the amount of time to complete the project), and Cost (resource constraints including money, manpower, machinery, and materials ). One of the three will be your driver , and the driving constraint will have an impact on the other two .

Two planning techniques:

Work breakdown structure — divides a project into sub-units or work packages , typically at two or three levels of detail , minimizing the chance of neglecting or overlooking an essential step

Task analysis — adds what a work breakdown structure does not show: task milestones, how milestones can be measured, and resources or requirements . It provides the crucial information for determining how the tasks interrelate , and proper sequencing must be established before beginning a project