Presentation is loading. Please wait.

Presentation is loading. Please wait.

1 Professional and Unprofessional Relationships. 2 Overview AFI 36-2909 Professional Relations Unprofessional Relationships Fraternization Responsibilities.

Similar presentations


Presentation on theme: "1 Professional and Unprofessional Relationships. 2 Overview AFI 36-2909 Professional Relations Unprofessional Relationships Fraternization Responsibilities."— Presentation transcript:

1 1 Professional and Unprofessional Relationships

2 2 Overview AFI 36-2909 Professional Relations Unprofessional Relationships Fraternization Responsibilities Personal/Commander/Supervisor Courses of Actions Administrative/Punitive Legalities UCMJ/Maximum Punishment Case Studies

3 3 AFI 36-2909, Professional and Unprofessional Relationships Applies To All Air Force Personnel Active Duty Active Duty Air National Guard Air National Guard Air Force Reserves Air Force Reserves

4 4 Professional Relations Professional Relations Are Those That Contribute to the Effective Operation of the Air Force. Professional Relations Are Those That Contribute to the Effective Operation of the Air Force. Personnel Are Encouraged to Communicate Freely With Superiors Regarding Their Careers, Performance, Duties, and Missions. Personnel Are Encouraged to Communicate Freely With Superiors Regarding Their Careers, Performance, Duties, and Missions.

5 5 Unprofessional Relationships (UPR) Any personal relationship, whether pursued on or off-duty, that detracts from the authority of superiors or result in, or reasonably create the appearance of, favoritism, misuse of office or position, or the abandonment of organizational goals for personal interests

6 6 UPRs - Factors to Consider Unprofessional relationships can exist between: Unprofessional relationships can exist between: Officers Officers Enlisted members Enlisted members Officers and enlisted members Officers and enlisted members Military members and civilian workers Military members and civilian workers

7 7 AFI 36-2909 Specific Situations Relationships Within An Organization. Relationships Within An Organization. Personal relationships between members of different grades or positions in these categories can easily become unprofessional. Personal relationships between members of different grades or positions in these categories can easily become unprofessional. As differences in grade increase, even without command or supervisory relationship, the risk of UPR or perceived UPR, increases. As differences in grade increase, even without command or supervisory relationship, the risk of UPR or perceived UPR, increases. Seniors always have authority over juniors. Seniors always have authority over juniors.

8 8 Dating And Close Friendships: Dating And Close Friendships: Subject to the same policy considerations as other relationships. Become a matter of official concern when they adversely affect morale, discipline, unit cohesion, respect for authority, or mission accomplishment. Subject to the same policy considerations as other relationships. Become a matter of official concern when they adversely affect morale, discipline, unit cohesion, respect for authority, or mission accomplishment. Relationships between superiors and subordinates invariably raise the perception of favoritism or misuse of position. Relationships between superiors and subordinates invariably raise the perception of favoritism or misuse of position. AFI 36-2909 Specific Situations

9 9 Officer/Enlisted Marriages Officer/Enlisted Marriages An officer married to an enlisted member is not by itself fraternization. An officer married to an enlisted member is not by itself fraternization. When evidence of fraternization does exist, subsequent marriage does not preclude prosecution. When evidence of fraternization does exist, subsequent marriage does not preclude prosecution. Regardless of how marriage came to be, members are expected to respect all customs and courtesies when on duty or in uniform in public. Regardless of how marriage came to be, members are expected to respect all customs and courtesies when on duty or in uniform in public.

10 10 Fraternization A personal relationship between an officer and enlisted member which violates the customary bounds of acceptable behavior in the Air Force and prejudices good order and discipline, discredits the armed services, or operates to the personal disgrace or dishonor of the officer involved. A personal relationship between an officer and enlisted member which violates the customary bounds of acceptable behavior in the Air Force and prejudices good order and discipline, discredits the armed services, or operates to the personal disgrace or dishonor of the officer involved.

11 11 Element One: That the accused was a commissioned or warrant officer. Element One: That the accused was a commissioned or warrant officer. Element Two: That the accused fraternized with enlisted members on terms of military equality. Element Two: That the accused fraternized with enlisted members on terms of military equality. Element Three: That the accused knew the person to be an enlisted member. Element Three: That the accused knew the person to be an enlisted member. Elements of Fraternization (MCM, Sec IV, Article 134, Para 83)

12 12 Elements of Fraternization (MCM, Sec IV, Article 134, Para 83) Element Four: That the accused violated the customs of the service that officers shall not fraternize with enlisted members on terms of military equality. Element Four: That the accused violated the customs of the service that officers shall not fraternize with enlisted members on terms of military equality. Element Five: The conduct was prejudicial to good order and discipline of the armed forces or of a nature to bring discredit upon the armed forces. Element Five: The conduct was prejudicial to good order and discipline of the armed forces or of a nature to bring discredit upon the armed forces.

13 13 Factors to Consider Has the Conduct Has the Conduct Compromised the Chain of Command Compromised the Chain of Command Resulted in the Appearance of Partiality Resulted in the Appearance of Partiality Undermined: Undermined: Good Order? Good Order? Discipline? Discipline? Authority? Authority? Morale? Morale?

14 14 AFI 36-2909 Specific Prohibitions Officers Will Not: Officers Will Not: Gamble with enlisted members. Gamble with enlisted members. Borrow money from enlisted members. Borrow money from enlisted members. Engage in sexual relations with or date enlisted members. Engage in sexual relations with or date enlisted members. Share living accommodations with enlisted members Share living accommodations with enlisted members Engage, on a personal basis, in business enterprises with enlisted members, or solicit sales to/from enlisted members. Engage, on a personal basis, in business enterprises with enlisted members, or solicit sales to/from enlisted members.

15 15 AFI 36-2909 Personal Relationships between AF members become matters of official concern when they adversely affect morale, discipline, respect for authority, unit cohesion, or mission accomplishment. Personal Relationships between AF members become matters of official concern when they adversely affect morale, discipline, respect for authority, unit cohesion, or mission accomplishment.

16 16 Personal Responsibility All officers are expected to exhibit the highest standards of professional conduct and lead by example. All officers are expected to exhibit the highest standards of professional conduct and lead by example. Members should expect to be and must be held accountable for the impact of their conduct on the Air Force as an institution. Members should expect to be and must be held accountable for the impact of their conduct on the Air Force as an institution. The senior member in a relationship is primarily responsible for maintaining the professionalism of that relationship. The senior member in a relationship is primarily responsible for maintaining the professionalism of that relationship.

17 17 Commander and Supervisory Responsibilities Commanders and supervisors at all levels have the authority and the responsibility to maintain good order, discipline, and morale within their units. Commanders and supervisors at all levels have the authority and the responsibility to maintain good order, discipline, and morale within their units. Commanders may be held accountable for failing to act in appropriate cases. Commanders may be held accountable for failing to act in appropriate cases.

18 18 Courses of Action Administrative Administrative Order to Cease Order to Cease Counseling Counseling Reprimand Reprimand Removal Removal Demotion Demotion Loss of NCO Status Loss of NCO Status Adverse Comments on performance reports Adverse Comments on performance reports Administrative Separations Administrative Separations

19 19 Courses of Action Punitive Punitive Article 15 Article 15 Courts-Martial Courts-Martial Action taken should normally be the least severe necessary to correct the relationship, giving full consideration to the impact the relationship has had on the organization. Action taken should normally be the least severe necessary to correct the relationship, giving full consideration to the impact the relationship has had on the organization.

20 20 UCMJ Article 92, Failure to Obey a Lawful Order or General Regulation Article 92, Failure to Obey a Lawful Order or General Regulation Enlisted/Enlisted UPR Enlisted/Enlisted UPR Military/Civilian UPR Military/Civilian UPR Article 133, Conduct Unbecoming an Officer Article 133, Conduct Unbecoming an Officer Officer/Officer UPR Officer/Officer UPR Article 134, Fraternization Article 134, Fraternization Officer/Enlisted UPR Officer/Enlisted UPR

21 21 Maximum Punishment Forfeiture of All Pay and Allowances Forfeiture of All Pay and Allowances Dismissal Dismissal Confinement for 2 Years Confinement for 2 Years

22 22

23 23 FACTS: Recently SMSgt X was assigned as NCOIC of a remote detachment in Badenstein. The nearest military installation is 65 miles away. The tour is unaccompanied. Ten-hour duty days are routine, and 14 hour days are not uncommon. Morale in the unit is generally good, but being isolated is a hardship for all assigned. SMSgt X supervises 14 technicians ranging in grade from Amn to TSgt. He finds he has little in common with most of his subordinates, until he discovers that SrA Y shares his love of international soccer. Daily, they discuss the merits of various soccer players, talk about league standings and analyze upcoming games. Only rarely does SMSgt X enter into casual conversation with others. It is known that SMSgt X and SrA Y attend local soccer matches together, and they have traveled to neighboring countries sharing the expenses of transportation and lodging. SMSgt X overhears a conversation about work schedules and is taken aback when he hears SrA Y referred to as the "teachers pet" who "everyone knows" always pulls the "cushy" duty. In fact, SMSgt X has attempted to spread out the details and rotate the work schedule so that everyone pulls a fair share.

24 24 FACTS: You are a flight commander in a logistics readiness squadron. A senior airman in your flight has just been notified he's been selected for promotion to staff sergeant. The enlisted members of the flight have scheduled a promotion party at the NCO club, and you've been invited to attend. What should you do? Explain.

25 25 FACTS: Lt Col X, single and in command of maintenance squadron, meets Captain Y, a recently divorced pilot. They discover they have many common interests, including skiing. After dating off and on, they plan to spend a Saturday at the mountains taking skiing lessons together. The flying wing is short of pilots and there have been complaints about the high ops tempo. On Friday, Captain Y is notified of a short-notice weekend mission. Capt Y calls Lt Col X and says, "Id really rather go skiing but Ive been assigned to a mission. Unless you can talk my commander out of this, the trip is off." Lt Col X immediately calls Captain Ys commander, an old acquaintance, and makes a case for changing Captain Ys schedule. Captain Ys commander "blows up" at the suggestion and his rather loud conversation with Lt Col X is overheard by others. The story quickly spreads throughout the squadron.

26 26 FACTS: Major X and SSgt Y live near each other in the suburbs of Washington, D.C. They work in different organizations in the Pentagon. Carpooling is officially encouraged, saves money, cuts their commute in half and is almost a necessity. Major X places an ad for riders on the bulletin board and SSgt Y responds. They begin to share rides to work. While they have a number of common interests, they confine their relationship to carpooling and chatting in the car.

27 27 FACTS: You're a member of the squadron bowling team. All other members are NCOs. Your fellow team members call you by your first name when you're bowling. On one occasion, while on duty, one of the members calls you by your first name in the presence of others. What should you do? Explain.

28 28 Summary AFI 36-2909 AFI 36-2909 Professional Relations Professional Relations Unprofessional Relationships Unprofessional Relationships Fraternization Fraternization Responsibilities Responsibilities Personal/Commander/Supervisor Personal/Commander/Supervisor Courses of Actions Courses of Actions Administrative/Punitive Administrative/Punitive Legalities Legalities UCMJ/Maximum Punishment UCMJ/Maximum Punishment Case Studies Case Studies

29 29 Professional and Unprofessional Relationships


Download ppt "1 Professional and Unprofessional Relationships. 2 Overview AFI 36-2909 Professional Relations Unprofessional Relationships Fraternization Responsibilities."

Similar presentations


Ads by Google