Study guide
11.1 Teamwork & Team Dynamics
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
11.1 Teamwork & Team Dynamics
Key Takeaways Explain This Topic AI
Healthy teams rest on trust, communication, and cooperation — and AFH 1 states that trust is at the core of all healthy team interaction.
The four stages of team building are forming, storming, norming, and performing.
The five conflict management styles from Dr. Kenneth Thomas are competing (forcing), collaborating, accommodating, avoiding, and compromising, defined by levels of assertiveness and cooperativeness.
Collaborating is high assertiveness and high cooperativeness and seeks a 'win' position for both groups; competing is high assertiveness and low cooperativeness.
The three named sources of conflict are communication factors, structural factors, and personal behavior factors.
Last updated: August 2026
The Foundation of a Healthy Team
AFH 1 begins with vocabulary: dynamic "is a term used to recognize constant change, activity, or progress" and can also describe "a force that stimulates change or progress."
Then the core claim: "Healthy teams are high performing teams that most often have a foundation of trust, communication, and cooperation. While each is essential in building a healthy team spirit, trust is at the core of all healthy team interaction."
Three elements, with trust ranked first — an item asking which is at the core is keyed to trust.
Trust
Effective teamwork "requires a high degree of trust." Team members must share mutual confidence in the integrity and ability of teammates and feel comfortable enough to take risks, think outside the box, and share their thoughts and ideas without fear of being shut down or discounted . AFH 1 names the hallmark: "Freedom to communicate openly, honestly, and directly within the group is the hallmark of a trust-based team."
The handbook quotes Suzanne Zoglio , author of Teams at Work :
"Nothing reduces trust in a group faster than members saying one thing within the group and something else outside the group. When members are assertive enough to say what they need to say directly to the appropriate people and to refrain from talking behind each other's backs, trust is enhanced."
AFH 1 adds a distinction that shows up in SJT reasoning: "there's honesty and then there's brutal honesty. Feedback, critical thinking, and disagreements can be exchanged among team members without being brutally honest or offensive." Leaders build trust by setting the right tone , communicating openly and honestly , knowing and establishing good rapport with team members , and discouraging cliques or divisions within the team .
Communication
"Teams that don't allow honest, open sharing quickly lose their effectiveness." The failure mode is specific: some team members may purposely withhold vital information or disengage , causing confusion, frustration, and the inability to complete tasks .
The leader's obligation runs the same direction: "When leaders hold on to information, they can create an inaccurate, incomplete, or totally wrong picture of the expected outcome." Leaders increase team success by giving members complete access to all necessary data , discouraging the discounting of ideas and feelings , and encouraging the practice of active listening .
Cooperation
"Cooperation yields synergistic results and reduces the exerted effort it takes to reach a desired outcome." Successful teams have few turf wars, little competitiveness, and an ability to forgive and forget , and cooperation breeds shared ownership for performance results .
The diagnostic AFH 1 supplies is directly testable: a sign that a team is not performing cohesively is unhelpful competition among team members — observed when some members attempt to outshine others to gain extra attention or credibility . AFH 1 calls this "all-starring" behavior and attributes it to a power struggle . The prescribed fix: leaders should reemphasize each team member's specific roles and responsibilities , which eliminates potential barriers to cooperation .
The Four Stages of Team Building
Stage What happens
Forming The initial period of uncertainty in which individuals try to determine their place on a team and establish or accept the procedures and rules . Members cautiously explore the boundaries of acceptable group behavior . This is when the transition from individual to member status occurs and when a leader's guidance may be tested, both formally and informally
Storming Conflicts begin to arise as members resist the influence of the team and rebel against accomplishing the task . AFH 1 calls it "probably the most difficult stage," when members realize the task is different and more difficult than they initially expected , are impatient about lack of progress , and argue about what actions the team should take . Members may rely solely on personal experience, avoiding collaboration . Despite tension, team members are beginning to understand one another
Norming Members establish cohesiveness and commitment , discover new ways of working together , and set norms for appropriate behavior . They reconcile competing loyalties and responsibilities and accept the team, its ground rules, their roles, and the individuality of fellow members . Emotional conflict is reduced as competitive relationships become more cooperative
Performing The team develops proficiency in achieving its goals and becomes more flexible in its patterns of working together . Relationships and expectations are settled, so the team can diagnose and solve problems and choose and implement changes . Members have discovered and accepted each other's strengths and weaknesses . The team can be considered an effective, cohesive, and productive unit
A useful anchor for scenario items: storming is normal and even productive — AFH 1 says team members are beginning to understand one another during it. A response that treats storming-stage friction as a discipline problem misses what the handbook teaches.
Conflict Management
AFH 1 refuses to treat conflict as purely negative: "Conflict is inevitable in every organization and is often necessary to reach high levels of performance." Conflict "involves differences between parties that result in interference or opposition," and those differences "can cause positive change or can decrease productivity."
Positive conflict Destructive conflict
Addressing problems for a solution , greater understanding , and enhanced communication between individuals or groups Barriers to cooperation and communication , thus degrading morale and diverting attention from tasks
AFH 1 notes that managers tend to avoid conflict because of possible negative repercussions , but that managing conflict effectively benefits the organization by reducing ambiguity and stimulating productivity by constructively looking at alternatives .
The Three Sources of Conflict
Source AFH 1's explanation
Communication Factors "Communication often gets the blame for problems... however, the real crux of the problem is more likely to be miscommunication." Communication — or even over-communication — that is misinterpreted, inaccurate, or incomplete leads to frustration and stress
Structural Factors The larger the organization, the more people there will be to potentially cause and participate in conflict. Scarce or high-demand resources generate conflict as parties compete. Line-staff distinctions cause disputes, partly because participating does not mean contributions are heard, valued, or accepted . Rewards programs can encourage healthy competition as long as rewards aren't perceived as unfair, unjust, or biased
Personal Behavior Factors Individual differences in goals and objectives, perceptions, values, and personalities . Aligning personal needs and values with the USAF mission makes members more willing to change, set aside self-interests, and listen to others. Addressing issues through a realistic or positive perspective rather than based on emotion leads to fewer arguments
The Five Conflict Management Styles
AFH 1 credits Dr. Kenneth Thomas , author of Conflict and Negotiation Processes in Organizations , and defines the styles on two axes:
- Cooperation — how willing a person or group is to satisfy the other's needs
- Assertiveness — how active a person is in addressing the conflict
Style Assertiveness Cooperativeness What it does
Competing (Forcing) High Low Attempts to overwhelm an opponent with formal authority, threats, or the use of power
Collaborating High High Satisfies the concerns of both sides through honest discussion ; creative approaches such as sharing resources may leave both parties materially better off . Requires trust and openness of all participants ; seeks a 'win' position for both groups
Accommodating Low High Often simply consists of giving in to another person's wishes
Avoiding Low Low Appears to indicate a neutral position that can lead to "things working themselves out" — but can also escalate a situation by allowing it to go unresolved
Compromising Some Some Requires a willingness of both parties to change, adjust, or give something up ; partially satisfies both parties' desires and resolves the conflict
Memorize the grid by the two extremes: competing is the high-assertive, low-cooperative corner; accommodating is its mirror image; collaborating is high-high; avoiding is low-low; compromising sits in the middle.
AFH 1 closes with a caution that also answers a common SJT trap: "All situations are unique, depending on the individuals involved, the criticality of the issues, and the urgency of the situations. When considering each of the conflict management styles, consider the who, the stakes, and the situation to determine the best approach." There is no single always-correct style — including collaborating, despite it being the only style described as producing a win for both sides. Additional resources are available from the USAF Negotiation Center .