Human Relations

The Air Force runs on teamwork. Once you've been in BMT a few weeks, it starts to click that everything here is geared around working together. You'll spend your career working with people from very different backgrounds — and how you handle those relationships affects mission success, every time.

This section covers what professional relationships look like in the Air Force, how to navigate conflict, how to support religious freedom and other cultures, and what behaviors are flat-out prohibited.

Overview

Objective: Identify basic facts about Airmanship fundamentals in the Air Force.

Learning Outcomes

• Understand the relational visions of the Department of Defense (DoD) and the Air Force regarding relationships.
• Identify positive skills for building relationships and resolving conflict.
• Identify positive skills for supporting religious freedom.
• Recognize the importance of building professional relationships with other cultures.
• Communicate effectively in cyberspace.
• Recognize barriers to respectful human relations.
• Understand the Equal Opportunity (EO) Program and your responsibilities.
• Understand how human relations impacts the Air Force core values and mission readiness.
• Recall the importance of positive human relations skills.

Foundational Competencies

• Accountability — Accepts full responsibility for self and team; displays honesty and truthfulness.
• Change Management — The ability to adapt, help others adapt, or implement change with the goal of ensuring unit goals are properly aligned to the desired end state.

Summary

• Relational Visions
• Positive Skills for Building Relationships
• Positive Skills for Conflict Resolution
• Positive Skills for Supporting Religious Freedom
• Professional Relations in Other Cultures
• Ethnocentrism
• Building Relationships in Other Cultures
• Communication Within Cyberspace
• Barriers to Respectful Human Relations
• Equal Opportunity (EO) Program and Your Responsibilities
• Air Force Core Values, Human Relations, and Mission Readiness
• Positive Human Relation Skills

Relational Visions

No one operates completely on their own. We work together to accomplish the mission, and that requires respecting and using each other's input.

Department of Defense (DoD) vision

The DoD Human Goals Proclamation states:

"Our Nation was founded on the principle that the individual has infinite dignity and worth. The Department of Defense, which exists to keep the Nation secure and at peace, must always be guided by this principle."

To reach that goal, every member of the military, every civilian employee, and every family member is owed respect — including awareness of each person's needs, goals, and talents. The DoD designed the Equal Opportunity (EO) Program to give everyone a chance to rise as high as possible based only on merit, fitness, and capability.

Air Force vision

Per DAFI 36-2710, Equal Opportunity Program, the Air Force performs at its best when members are free to use all of their talents. To make that real, the Air Force expects fair treatment and equal opportunity for every person and has zero tolerance for unlawful discrimination, bullying and hazing, or sexual harassment of Air Force personnel and their families — on or off base.

Unlawful discrimination is any unlawful action that denies equal opportunity based on race, color, national origin, religion, sex (including pregnancy), or sexual orientation. These are referred to as protected classes.

Upholding the policy (DAFI 36-2710)

It is the policy of the United States Government, the DoD, and the Air Force not to condone or tolerate unlawful discrimination or harassment of any kind. The Zero Tolerance policy means that once an allegation is made, immediate and appropriate action is taken to investigate, resolve, and stop the behavior. Anyone who engages in it — Airman, Guardian, military, or civilian — may face disciplinary action.

Harassment includes creating an intimidating, hostile working environment based on a protected class. Disparaging terms aimed at a protected class are part of that.

Sexual harassment includes unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:

• Submission is made a term or condition of job, pay, or career;
• Submission or rejection is used as a basis for an employment decision; or
• The conduct creates a hostile working environment.

Prevention is the best tool. Leadership at every level communicates that sexual harassment is not tolerated, provides training, ensures complaint and grievance processes exist, and takes immediate action when complaints are made.

Bullying and hazing — defined by DoDI 1020.03 — are also prohibited even though they aren't unlawful harassment under EO law. Both are covered in detail later in this section.

Professional and unprofessional relationships

AFI 36-2909, Professional and Unprofessional Relationships, is the written guidance. In every situation, act in a respectful, professional, and polite manner.

Building team harmony is part of being professional. When talking with supervisors and teammates, soften absolutes — use "perhaps" or "maybe" instead of "always" or "never." A line like "Maybe we could try…" invites discussion, builds team morale, and keeps respect for authority intact.

Being professional also means how you treat civilians on base, your family, and your friends — render proper courtesies, treat people fairly, keep a friendly image, be helpful, and engage with people around you.

Unprofessional relationships

Unprofessional relationships are those that abandon goals, exclude others, detract from authority, grant favors, or show favoritism. They also include behavior that hurts unit morale, discipline, and unity — or that benefits you at the expense of others or the Air Force.

These can occur between people of the same or different rank, on or off duty, and between anyone regardless of sex. Consequences may include verbal or written counseling, a Letter of Reprimand (LOR), or charges under the Uniform Code of Military Justice (UCMJ).

Fraternization

Fraternization is a specific type of unprofessional relationship: a personal involvement between an officer and an enlisted member (regardless of branch) that goes beyond acceptable behavior and puts good order and discipline at risk. It can result in — or appear to result in — favoritism or unequal treatment. Examples include officers and enlisted gambling together, borrowing money, or having sexual relations. Fraternization is a violation of the UCMJ.

A personal relationship between a student and an instructor in any training environment is not permitted.

Positive Skills for Building Relationships

You'll serve on multiple teams over your career, with people from many different backgrounds. How quickly you adjust shapes how much work you can do and how fast goals get accomplished. Most relationships develop through shared work and conversation, so being able to hold a good conversation is a real skill.

Helpful tips for better conversations:

• Use open-ended questions. "How do you think we should get this task done?" invites a longer answer than "yes/no."
• Allow equal speaking time between members of the team.
• Be interested in other people's conversations and responses.

Positive Skills for Conflict Resolution

Conflict between teammates is normal. It doesn't have to become a big issue if you handle it directly and in good faith.

Go to the other person quickly and quietly

The faster you address a problem, the easier it is to fix. Before approaching someone, be clear on what you actually think. Your goal is to improve things, not to place blame or prove you're right. Going directly and privately keeps the problem contained.

Clarify the situation

You're trying to see the other person's view, not solve anything yet. They may not even think there's a problem. Use open-ended questions: "How do you see the situation?" or "This is how I see it. … Do you think that's accurate?"

Find a goal

Ask: "What do you need from this situation?" or "What result do you want?" Follow up with "Why is that important to you?" This sets priorities.

Speak from your point of view

Use "I" statements instead of "you" statements. Describe what you saw or felt and why. An "I" statement may not solve the problem, but it lowers defensiveness and helps the other person see a different view.

Listen to the other person's point of view

Ask open-ended questions and paraphrase their answers back: "This is what I heard you say. … Is this accurate?" Even when you disagree, acknowledge their feelings: "Given the situation, I can see why you would feel that way."

Be cooperative when working out problems

Find a solution that works for both sides. Focus on the problem, not the person. Stay calm — shouting only makes it worse. Use trade-offs and compromise so everyone gets something.

If you're not making headway, go to your supervisor

If you can't resolve the conflict on your own, you may need a third party. Your chain of command is the proper place — start with your supervisor.

Positive Skills for Supporting Religious Freedom

Part of valuing the uniqueness of teammates is understanding and respecting their views on religion. As an Airman, you've sworn to support and defend the Constitution.

The First Amendment guarantees:

• Free exercise of religion
• Freedom of speech
• Protection against a government-established religion

As individuals, this gives you the freedom to believe in the faith of your choice — or not to worship. As military members, your responsibility is to remain officially neutral about religious beliefs and practices: you cannot endorse or appear to endorse any faith (or absence of faith) when acting in an official role.

Participation in religious activities is strictly voluntary. That's the key to free exercise. Air Force policy doesn't limit your involvement in voluntary worship, prayer, or study. When discussing your beliefs, your words and actions cannot appear to force someone to believe as you do.

Leaders carry extra weight here. Subordinates can easily misread a leader's personal expression as official, so leaders' words and actions must remain neutral in official situations and when dealing with subordinates.

To support team members' faith, look for reasonable accommodations — for example, avoiding scheduling a major meeting that conflicts with a once-a-year religious ceremony.

Commanders approve requests for religious accommodation. They should approve unless there is a compelling military need or an adverse impact on readiness, unit cohesion, standards, or discipline. If a commander modifies or denies your request, fall back on the Core Value of Service Before Self.

Chaplain Corps Program

Commanders also have a duty to provide spiritual care, and they do that through Chaplain Corps Programs. Chaplains:

• Provide religious support and personal care to Airmen.
• Give commanders impartial advice on free exercise of religion.
• Have the same right to free exercise as everyone else — they won't be forced to participate in a religious activity that goes against their faith, including public prayer. They will still help any Airman find the spiritual or personal care they need.

Public prayer at military ceremonies isn't a government endorsement of religion. A nondenominational, inclusive prayer or a moment of silence may be appropriate at events of special importance. Don't make public prayer a routine part of meetings, classes, or sanctioned activities.

Government computers and resources are for official use — follow the same religious-neutrality rules in email and other communication that you would in person.

Professional Relationships in Other Cultures

Your Air Force career will take you to places across the U.S. and the world. Each location has its own ways of daily living and thinking. The combined social behaviors and beliefs of a group of people are called their culture.

You don't have to like or prefer another culture to show respect for it. Groups form their values and beliefs as they try to provide for their families, make sense of problems, and deal with the unknown.

Ethnocentrism (Valuing Opinions of Others)

Inside any cultural group, most people share similar views because culture reinforces a particular way of thinking. It can become easy to assume everyone should think the way you do — that's ethnocentrism, and it limits your ability to communicate well. You can avoid it by working to understand others' perspectives and backgrounds. This applies to people in all cultures — none is superior to another.

Daily life expresses someone's specific background and history. Religious ceremonies, ideas about raising children, money, clothing, food, and work ethic can all vary. Communication itself varies — hand gestures, eye contact, facial expressions, spacing, and physical touch can mean different things in different cultures. Make sure your friendly intent isn't reading as offensive. The key to good relations is seeking to understand other cultures.

Building Relationships in Other Cultures

The Air Force has resources to help you prepare:

• Air Force Culture and Language Center website — history, social structures, common behaviors of a country.
• Base Protocol Office — the latest do's and don'ts.
• Language phrase book — basics like hello, goodbye, please, thank you, "I don't understand," "Do you speak English?"
• Watching and listening — learn customs and rituals on the ground; look for the deeper meaning behind behavior.

You'll still mess up at some point. Most people will forgive you if they believe you were trying to be culturally sensitive. Ask the offended person questions; talking through it shows you want to cooperate.

Communication Within Cyberspace

Email, social networks, text, and blogs feel informal — but the same rules apply in cyberspace as in person. Stop and think before you hit send. Don't post or send anything you wouldn't say to a close family member, your parents, or your boss. Information sent to one person doesn't stop there — it spreads. You represent the Air Force in cyberspace at all times, so keep the Core Values front of mind.

Barriers to Respectful Human Relations

Disrespectful actions undermine good order and discipline, break down trust, and create friction. Common barriers:

Stereotyping

Applying a single, oversimplified mental picture to everyone in a group. It assumes all people in the group share the same characteristics — and stops you from seeing people as individuals.

Prejudice

Negative opinions formed about a person before you actually know them or the facts. Built on stereotypes. The fix is the same: build understanding of who people are as individuals.

The Air Force does not permit treating people poorly — through harassment, threats, or violence — based on personal opinions. Separate your personal opinions from your professional responsibilities. Treat others with respect and dignity regardless of belief system.

Disparaging terms

Terms used to degrade or demean based on race, color, sex, national origin, religion, sexual orientation, age, or disability. Includes insults, printed material, visual material, signs, symbols, posters, or insignia. Use of disparaging terms toward a protected class contributes to a hostile working environment and will not be tolerated.

Symbols can be disparaging too — swastikas, "SS," "KKK," and the numbers "666" used in a negative manner are all contrary to Air Force policy.

Discrimination

Two types — lawful and unlawful.

• Lawful discrimination is unequal treatment supported by law or regulation. Examples: must be 18 to vote, PT standards for men vs. women, requirements for certain AFSCs.
• Unlawful discrimination (per DAFI 36-2710) is any unlawful action denying equal opportunity based on race, color, national origin, religion, sex (including pregnancy), or sexual orientation. For civilians, federal law and EEOC regulations also prohibit harassment and discrimination based on age (over 40), disability, genetic information, or retaliation.

Unlawful discrimination wrecks good order and discipline. The resulting resentment destroys the teamwork needed for mission success.

Hazing

Per DoDI 1020.3, hazing is conduct that physically or psychologically injures or risks injury without a proper military or governmental purpose, tied to initiation, admission, affiliation, change in status or position, or continued membership in a military or DoD organization.

Hazing can happen via electronic communications and social media, not just in person. It applies to members of any rank. Hazing is never needed to keep customs and traditions intact. Examples include grease painting, striking, branding, tattooing, shaving, tacking on badges, or forcing consumption of food, alcohol, drugs, or other substances. Verbal and emotional conduct counts too. You're responsible even if the person agreed.

Hazing is not acceptable in any form. It undermines the values of personal growth and teamwork the Air Force is built on.

Sexual harassment

Discrimination involving unwelcome sexual advances, requests for sexual favors, and deliberate or repeated offensive comments or gestures of a sexual nature. Common conduct that may be unlawful discrimination or sexual harassment includes physical contact (some sexual physical contact is sexual assault), gestures, jokes, obscene pictures, and verbal comments.

Examples: being pressured for sex to keep your job, being offered sexual favors for a promotion, coworkers telling sexual jokes that make you uncomfortable, or obscene pictures making your work area unwelcoming.

What matters isn't whether you think your conduct is fine — it's whether another person finds it offensive. Sexual harassment doesn't require visible emotional harm to the victim; it's harassment if the conduct is severe or constant enough to make the workplace uncomfortable for an average person.

The policy is written for the workplace, but military members represent the Air Force at all times — on or off duty, 24 hours a day.

Bullying

Bullying is a form of harassment — acts of aggression by service members or DoD civilians, with a nexus to military service, intended to harm a service member physically or psychologically without proper military purpose. It can involve singling out an individual for ridicule (because they're seen as different or weak) and often involves an imbalance of power between aggressor and victim. Like hazing, it can happen through electronic devices and social media.

Bullying is evaluated by a reasonable person's standard and includes:

• Physically striking or threatening another person.
• Intimidating, teasing, or taunting.
• Oral or written berating to belittle or humiliate.
• Encouraging another person to engage in illegal, harmful, demeaning, or dangerous acts.
• Playing abusive or malicious tricks.
• Branding, handcuffing, duct taping, tattooing, shaving, greasing, or painting another person.
• Subjecting someone to excessive or abusive use of water.
• Forcing consumption of food, alcohol, drugs, or any other substance.
• Degrading or damaging another's property or reputation.
• Soliciting, coercing, or knowingly permitting another person to carry out acts of bullying.

Service members may be responsible for bullying even if there was actual or implied consent, regardless of grade, rank, status, or service of the victim. Bullying is prohibited everywhere, including off-duty or "unofficial" unit functions and settings.

Equal Opportunity Program and Your Responsibilities

It's your duty to help uphold the DoD and Air Force vision for human relations. Examine and correct your own behavior and confront improper behavior you see. Display awareness of individual differences, accept people for who they are, and work to overcome stereotyping, prejudice, and discrimination. The relationships you build now will support the mission later.

Report any instance of unprofessional conduct, bullying, hazing, discrimination, or sexual harassment through your chain of command, and cooperate fully in any official investigation. If the problem is with someone in your chain, go to the next level up.

There are also base agencies that can help:

• Inspector General (IG)
• EO Office
• DAF Unlawful Discrimination and Harassment Hotline
• Sexual Assault Prevention and Response (SAPR) Office
• Chaplain's Office
• Feedback System — fill out Lackland AFB Form 133, Feedback Form (also available in the dining facility).

Air Force Core Values, Human Relations, and Mission Readiness

The Air Force Core Values are the moral code that guides every Airman. Without them, the mission would fail.

Integrity First

Doing what's right even when no one is looking. Upholding the principles of our democratic government, the Constitution, and the laws.

Service Before Self

Selfless dedication to duty and the nation despite risk, danger, or personal inconvenience. Reflects a commitment to your responsibilities as a warrior first and an individual second.

Excellence In All We Do

Forming effective teams by leveraging the strengths of every diverse member, giving your best at all times, and motivating others to do the same.

The other branches — Army, Navy, Marines, Coast Guard — all have to work together to defend the nation. Everyone contributes to the same mission, and no one would succeed without the teamwork, professionalism, and respect every person brings.

Teamwork is the key to success in everything we do. It is up to you to decide whether your interactions will be positive or negative. Live by the Core Values and they will guide you to do the right thing.

Positive Human Relation Skills

The key factors in overcoming barriers are awareness of others' beliefs, openness to others' views, willingness to talk through issues, and respect for others.

It's your professional responsibility to communicate respectfully regardless of cultural background or differences. Every member has an impact on others. Keep an open mind, live by the Core Values, and you'll be guided to do the right thing.

Summary

Positive human relations are crucial to mission success. Several behaviors get in the way — sexual harassment, unprofessional relationships, prejudice — and the Air Force has zero tolerance for them. Use the Core Values as your guide, paying close attention to Integrity First. Practice positive human relations skills in every situation, on or off duty, and you'll be a positive role model for the Air Force.