Study guide
12.2 Military Communication
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
12.2 Military Communication
Key Takeaways Explain This Topic AI
Communication has three parts — the sender, the message, and the audience — and success requires the audience to interpret the message the way the sender intended.
The Air Force adopted the International Civil Aviation Organization phonetic alphabet in 1956; it is used by NATO countries and civil aviation worldwide.
Strategic communication is implemented by aligning actions, words, and images to obtain a specific objective, and truth is the foundation of all public communications.
An effective organizational communication culture must be proactive, innovative, adaptive, leader driven, and sustainable.
The Public Affairs representative is the commander's principal spokesperson and advisor and a member of the personal staff.
Last updated: August 2026
Communication as a Foundational Competency
AFH 1 lists what the Air Force means by effective communication:
- Presenting complex information articulately and concisely
- Tailoring communication to address concerns of the audience
- Voicing differing opinions on contentious issues without triggering a defensive response
- Attending to non-verbal cues, and communicating with sensitivity to others' needs
The third bullet is the one worth flagging: the competency is not just having a differing opinion but expressing it without triggering a defensive response — a standard that reappears in the SJT.
The structural model is used throughout the chapter: communication can be broken into three parts — the sender, the message, and the audience — and "we must be aware of and responsible for how we communicate, including the way our communication is perceived by others ."
Strategic Communication
AFH 1 gives the DoD definition: "a process of purposefully using communication for the intent of advancing national interests and objectives through synchronized integration of information with other elements of national power."
Communication synchronization entails "focused efforts to create, strengthen, or preserve conditions favorable for the advancement of national interests, policies, and objectives by understanding and engaging key audiences through the use of coordinated actions."
The plain-language restatement is the one to memorize: "strategic communication is implemented by aligning actions, words, and images with the purpose of obtaining a specific objective or objectives." Three things get aligned — actions, words, and images — not just words.
AFH 1 notes that strategic communication has been designated as a special area of emphasis .
Enterprise Perspective
Having an enterprise perspective "empowers USAF leaders to inform and appropriately influence key audiences by synchronizing and integrating communication efforts to deliver truthful, timely, accurate, and credible information, analysis, and opinion."
Two principles follow:
"Truth is the foundation of all public communications, both in terms of credibility and capability."
"Timely and agile dissemination of information is essential to achieving desired effects." Without it, strategic communication cannot maximize value or potential — it "must be conducted at the time, level, and manner for which it is intended."
Our USAF Story. AFH 1 states that "USAF leaders want every Airman to be a communicator or spokesperson for the USAF" and able to tell their USAF story , integrating personal experience into a message that adds credibility to USAF, DoD, and national strategic communication .
Public Affairs
Per AFI 1-1 , the purpose of Public Affairs operations is "to communicate timely, accurate, and useful information about USAF activities to Department of Defense, the USAF, as well as domestic and international audiences."
The role definition is directly testable: the PA representative is the commander's principal spokesperson and advisor, and a member of the personal staff. PA:
Advises the commander on the implications of command decisions, actions, and operations on foreign and domestic public perceptions
Plans, executes, and evaluates activities and events to support overall operational success
Must have resources to provide information, including visual information , to staff, public, media, and subordinate units in near real time
Should be involved in planning, decision-making, training, equipping, and executing operations
The governing reference is AFI 35-101, Public Affairs Operations .
AFH 1 adds a perception note that connects to the standards-of-conduct chapters: "any activity not in alignment with good order, discipline, and national security may intentionally or unintentionally generate a negative perception of the USAF." Commanders have the authority and responsibility to address situations that could be perceived negatively , while being mindful of preserving the service member's right of expression . The reference for the boundary is DAFI 51-508, Political Activities, Free Speech and Freedom of Assembly .
Social Media
"Individuals are responsible for what they say, share, or post on social networking services." AFH 1 sets three limits on commentary on internet blogs — Airmen may not place comments that:
Reasonably can be anticipated or are intended to degrade morale, good order, and discipline of any members or units of the U.S. Armed Forces
- Are service-discrediting
- Would degrade the trust and confidence of the public
A second-order point often missed: social network "friends" and "followers" may potentially constitute relationships that could affect background investigations and periodic reinvestigations associated with security clearances.
Operations security on social media. Because social media magnifies reach, it brings increased risk of magnifying operational security lapses . Classified, controlled unclassified information, and other official DoD information and documents are prohibited from being posted on social networking services or transmitted via non-DoD e-mail accounts without proper authority.
Military References for Communicating
Reference Purpose
JP 1-02, DoD Dictionary of Military and Associated Terms Supplements English-language dictionaries and standardizes terminology used within DoD, other federal agencies, and among the U.S. and its allies; a compilation of definitions, abbreviations, and acronyms , often used as a primary source for official correspondence and planning documents
The Air University Style and Author Guide (AU-1) Guidance on writing, editing, and publishing for Air University publications; valuable for grammar, mechanics, documentation of sources, military acronyms, ranks, and specialized military terms
The U.S. Government Printing Office Style Manual The approved reference for all forms and styles of government printing ; a standardization reference aimed at uniformity in word and type and economy of word use
The Tongue and Quill (DAFH 33-337) Not all-inclusive , but provides detailed information on most presentations and papers produced in professional military education courses
MLA, Chicago, and APA style guides Widely recognized in the civilian sector and by organizations following college and university writing standards
The GPO Style Manual is "the approved reference for all forms and styles of government printing" — that superlative makes it a favorite answer slot.
The Military Phonetic Alphabet
AFH 1 states that all branches of the U.S. Government and military departments use the International Civil Aviation Organization alphabet for radio communication , that it was adopted by the U.S. Armed Forces in 1956 , and that it is currently used by NATO countries and civil aviation around the world .
- Letter Word Letter Word Letter Word
- A Alpha J Juliet S Sierra
- B Bravo K Kilo T Tango
- C Charlie L Lima U Uniform
- D Delta M Mike V Victor
- E Echo N November W Whiskey
- F Foxtrot O Oscar X X-ray
- G Golf P Papa Y Yankee
- H Hotel Q Quebec Z Zulu
- I India R Romeo
The two facts most likely to be tested about the alphabet itself are ICAO as its origin and 1956 as the adoption year. Pronunciation guides in AFH 1's table — for example "Keh BECK" for Quebec and "LEE mah" for Lima — are occasionally tested as well.
Organizational Communication
AFH 1 defines it as "the strategic sharing of information, both internally and externally, within and across the organizational industry," and states that "creating a culture of communication and maintaining relevance empowers people to own the organizational communication message at every level."
Citing Caldwell, Stroud, and Menning in Fostering a Culture of Engagement , AFH 1 lists five attributes an effective organizational culture must have:
Attribute What it requires
Proactive Seize the initiative and be agile in communicating the message ; get out front and communicate perspectives and experiences on important topics
Innovative Exercise ingenuity in seeking new effective ways of communicating — requires understanding the characteristics and capabilities of information sharing and the pace of change , not just raw creativity
Adaptive Thrive in a fast-evolving, instantaneous, and interconnected information environment ; the key to success is adjusting to changing circumstances on the run
Leader Driven Leaders foster a culture of engagement and set the command climate by making themselves available for communication, especially during times of crisis
Sustainable Requires dedicated resources and manpower to build enduring capabilities
Proactive, innovative, adaptive, leader driven, sustainable — five attributes, and the one most often dropped from a candidate's recall is sustainable , which is also the only one framed in terms of resources and manpower .