Ten Jam Sessions: Trios follow a deliberately structured curriculum over a four-month timeframe. Each meeting or “Jam Session” lasts 60-75 minutes and occurs every other week. 

Maintenance Sessions: We hope that after the 10 Jam Sessions, participants will find value in the process and will continue meeting regularly as needed or desired to maintain relationships, accountability, revisit goals, and support one another's involvement and contributions in broader Pathfinder initiatives. Your Trio involvement, like your involvement in Pathfinder, is more than just another task. It represents a dedication to building and strengthening yourself, the Pathfinder team, and the Air Force.

Overview

Jam Session 2 introduces psychological safety and explores how it shows up within the Pathfinder program, your Trio, and your broader teams. 

Why this matters

People do their best work when they feel safe to speak up, take risks, and share ideas. Psychological safety—pioneered by Amy Edmondson—is a key ingredient in high-performing teams.

Pre-work

• Watch: What is Psychological Safety? (7 min) What Is Psychological Safety?

• Reflect on a time when you felt psychologically safe—or unsafe—in a team or group setting.

•  Consider jotting down your thoughts to support deeper discussion.

Part 1: Sound Check

• Share a time you took an interpersonal risk in a team or group situation and how it played out.

  • What contributed to feeling safe or unsafe in that experience?

  • What behaviors have you noticed (in yourself and others) encourage psychological safety?

Part 2: Creating a Safe Space Exercise

• Goal: Co-create team norms that support trust, dialogue, and feedback.

•  Use the Team Dashboard in Cloverleaf to complete the “Building Trust in Your Team” activity.

  1. • Steps: Log-in to Cloverleaf. On the Team Dashboard, access the “Cloverleaf Spotlight” in the left column under “Activities.” Set-up and complete the “Building Trust in Your Team” activity. Note: click “View Directions” button at top right for activity details/discussion prompts.  

• Write down detailed norms that you’d like to follow as a Trio. Consider both procedural and relational norms. 

  1. • Procedural norms are agreed upon ways work is managed. How we...

       1. • Plan and make decisions

          • Track action and accountability

          • Use tools and platforms

          • Capture our learning

• 1. • Relational norms are how we are expected to treat each other. How we...

       1. • Ensure psychological safety

          • Communicate when things are difficult

          • Handle mistakes

          • Create the optimal environment for our work together  

• 1. • Example Team Norms 

       1. • Procedural 

• 1. • 1. • Communicate via Signal mostly, use Teams/Email on as needed basis.  

          • Attend all meetings – if need to miss, let team know ASAP.  

          • Get the next meeting scheduled at the end of every meeting.  

     • Relational 

• Assume positive intent in all interactions. 

• Provide constructive feedback with specific observations and suggestions. 

• Encourage curiosity by asking questions before making assumptions. 

Part 3: Rhythm Check

• On a scale of 1–10, how safe do you feel sharing openly on this team?

• What actions could strengthen psychological safety?

Post-work

• Practice one team norm in another setting (e.g. at work) and observe the impact.

• Share your observations asynchronously with your Trio to keep between session communication flowing.  

Overview 

Jam Session 4 uses insights from the Thomas-Kilmann Conflict Model to explore another Pathfinder capability—collaboration—through the lens of conflict styles and resolution.  

Why this matters 

Conflict is inevitable in teams. When navigated skillfully, it becomes a source of learning, creativity, and stronger relationships. 

Pre-work

• Reflect on a time you handled conflict well and a time you didn’t.  

• Reflect on a time that you observed someone else handle conflict well. What did you take from the observation?  

Part 1: Sound Check

• What’s your conflict style? How does it affect teamwork? 

• What have you learned from observing others engage in successful conflict resolution?  

• What are some areas you’d like to maintain and what are some areas you’d like to grow?  

Part 2: Conflict as Opportunity Exercise

• Use the Team Dashboard in Cloverleaf to complete the “Solving Problems as a Team” activity. 

• Steps: Log-in to Cloverleaf. On the Team Dashboard, access the “Cloverleaf Spotlight” in the left column under “Activities.” Set-up and complete the “Solving Problems as a Team” activity. Note: click “View Directions” button at top right for activity details/discussion prompts.  

• Watch this overview of the Thomas-Kilmann Conflict Model (TKI) or read the following description:

  1. • The Thomas-Kilmann Conflict Model (TKI) helps individuals understand their natural approach to handling conflict and provides strategies for managing disagreements more effectively when the situation doesn’t match your typical style. It identifies five conflict-handling styles based on two factors: assertiveness (the extent to which you try to satisfy your own needs) and cooperativeness (the extent to which you try to satisfy others' needs).

• Competing (High Assertiveness, Low Cooperativeness) – A win-lose approach where one person prioritizes their own goals over others’. Best used when quick, decisive action is needed, such as in emergencies.

• Collaborating (High Assertiveness, High Cooperativeness) – A win-win approach that seeks to fully satisfy all parties. This takes time but fosters creative problem-solving and long-term trust.

• Compromising (Moderate Assertiveness, Moderate Cooperativeness) – A middle-ground approach where both sides give up something to reach a mutually acceptable solution. Useful when time is limited, and a fair resolution is needed.

• Avoiding (Low Assertiveness, Low Cooperativeness) – A passive approach that sidesteps conflict. Best for minor issues or when emotions are high, and a pause is needed before addressing the conflict.

• Accommodating (Low Assertiveness, High Cooperativeness) – A people-pleasing approach where one person prioritizes maintaining relationships over their own needs. Useful for preserving harmony but can lead to resentment if overused.

• Share your dominant style with the group and an example from your work or personal life where your style showed up, e.g., “In a past project, two team members disagreed on priorities. One pushed for speed, while the other wanted detailed planning. This led to frustration instead of synergy. If we had used a collaborative approach, we might have found a balance between efficiency and thoroughness.” 

Part 3: Rhythm Check

• On a scale of 1-10 (0 = not effective, 10 = highly effective), how well do you think your trio can navigate collaboration and disagreements?

• What adjustments can be made to improve teamwork and ensure conflicts are handled productively in future sessions?

• How can you apply concepts discussed today in other contexts (e.g., Pathfinder, work, and/or home?)

Post-work

• Observe your conflict style in action and share with your Trio.

Why does this matter?
Adaptability in uncertainty builds resilience, creativity, and leadership.

Pre-work:

1. Reflect on a recent or current ambiguous situation.

2. Watch: Leading Through Uncertainty – Todd Adkins (2 min) 90 Second Leadership - Leading Through Uncertainty (Todd Adkins)

3. Consider writing your thoughts to guide discussion.

Part 1: Sound Check

Discussion Prompt: How do we handle ambiguity and change?

• Share personal experiences of navigating uncertainty.
  
  

• Discuss common patterns or mindsets that emerge in these situations.

Part 2: Crafting Authenticity

Adaptability requires self-awareness and a willingness to adjust. This exercise will encourage members to explore their comfort zones and stretch beyond them.

Exercise: Each member shares:

• Each person presents a real or hypothetical challenge involving uncertainty.
  
  

• The other two members provide feedback and suggest solutions.
  
  

• Rotate until each person has presented a challenge.

Reflection Questions:

• What mindset shifts help us become more adaptable?
  
  

• What are some things you’ve done/seen work to change a mindset?
  
  

• How can we support each other when navigating uncertainty?

Part 3: Rhythm Checks

Each trio member will offer one piece of feedback to another member about how they navigate uncertainty and adaptability.

At the end of today’s Jam Session: Complete a brief (2-3 minute) survey reflecting on your experiences in Development Trios thus far: Session Survey Link

Practice between jam sessions:

1. Identify one small action to intentionally embrace uncertainty this week.

2. Micro check-ins as helpful/desired.

Optional Further Study: Harvard Business Review article: “How Resilience Works” by Diane Coutu 

Equip participants with tools to maintain composure and clarity in high-pressure, high-stakes conversations, ensuring constructive outcomes and preserving team trust.

Why does this matter?

High-stakes conversations can make or break team dynamics. Handling them with composure and clarity builds trust and ensures constructive outcomes. By mastering emotional management and staying focused, you’ll strengthen team communication and collaboration, even in tough situations.

Pre-work:

1.  Watch this 6 minute video on Crucial Conversations:  Video Review for Crucial Conversations by Kerry Patterson 

2. Reflect on a time when you were in a “high-stakes” conversation, what went well and what could have gone better? 

3. Consider writing down your thoughts in response to the content above. 

Part 1: Sound Check

• Why do some conversations feel "high-stakes"?
  
  

• Exploring the psychological and emotional dynamics that contribute to high-stakes situations.
  
  

• Importance of recognizing personal triggers and stressors during tough discussions.

Part 2: Dissecting Conversations and Skillsets

• Discuss a time when you have had to have a difficult conversation - what went well, what could have gone better, and how can you reflect on that experience to improve your skillset for the next conversation. Seek input from team members, this can involve giving critical feedback, role-playing, or helping to prepare for an upcoming conversation.
  
  

• Key learning points: How to remain calm, stay objective, and guide the conversation to a productive outcome.

Part 3: Rhythm Checks

Discuss and reflect on the take-aways from today’s session: 

• Tools for managing emotions and stress in difficult conversations (e.g., "pause and reflect" strategies).
  
  

• How to ensure clarity and constructiveness, even when stakes are high. 

Practice Between Jam Sessions:

• Deliberately utilize key take-aways from today’s Jam Session in an important conversation

Optional further study: "Crucial Conversations: Tools for Talking When Stakes Are High" by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler.

Assist Trios in translating the learning and growth experienced within the Trio to broader teams and real-world challenges

Why does this matter?

The lessons learned in the Trio are valuable beyond the group. Applying trust-building, communication, conflict resolution, and leadership to broader teams and real-world challenges strengthens professional growth. By translating these skills into everyday work, you’ll foster collaboration, navigate uncertainty, and drive success in any context.

Pre-Work: 

• Watch this 6 minute video on the power of habits and how to use the 3-step loop to change behavior

The Power of Habit Summary Video 

Part 1: Sound Check 

Discussion Prompts: 

• Reflect on the core lessons learned in the Trios: trust-building, communication, conflict resolution, and leadership in uncertainty.
  
  

• How can these lessons be applied to different contexts outside the Trio?
  
  

• How does the Trio experience mirror challenges encountered in daily professional life?

Part 2: Creating Roadmaps

• Action plan development: Each participant creates a roadmap for applying Trio lessons to a current project, team, or personal goal.
  
  

• Engage in peer feedback and accountability: Review and provide feedback on each other’s action plans.

Part 3: Rhythm Checks:

• Actionable steps to integrate Trio learnings into broader professional endeavors

• How to maintain a growth mindset in everyday work, especially in leadership roles and complex projects.

Practice Between Jam Sessions: 

• Reflect on your own goals and roadmap, make updates as needed and create specific milestones to support your goals 

• Optional further study: 

  • "The Power of Habit: Why We Do What We Do in Life and Business" by Charles Duhigg (addresses the power of behavioral change and habit formation in professional environments)

"Leaders Eat Last: Why Some Teams Pull Together and Others Don't" by Simon Sinek (focuses on applying leadership lessons in various team settings).

Facilitate deep reflection on the Trio experience and create a forward-looking strategy for continuous growth and relationship-building beyond the program.

Why does this matter?

Reflection and growth are key to sustaining progress. This session helps solidify the lessons from the Trio and create a roadmap for future development. By reflecting on personal growth and leadership skills, and setting future goals, you’ll ensure continued learning and maintain strong relationships, both within the Trio and beyond.

Pre-Work: 

• Watch this 4 minute video on Atomic Habits Atomic Habits - Book Summary Video 

Part 1: Sound Check 

Spend some time checking in with each other and reflecting on the last 10 sessions, as well as strategizing the way forward for the Trio, outside of structured Jam Sessions. 

Discussion Prompts:

• Biggest insights gained from the Trio experience: Personal growth, key moments of change, and the development of leadership skills.
  
  

• How has each participant evolved over the course of the 10 sessions?
  
  

• What areas need further attention, and how can the Trio members continue supporting each other moving forward?

Part 2: Trio Reflection

• “Highlight reel”: Each participant shares the most significant insight, moment, or transformation they've experienced within the Trio, offering constructive feedback to one another.
  
  

• Visioning exercise: Develop a personal and professional growth plan, focusing on continued learning, skill development, and leadership within Pathfinder and beyond.

Part 3: Rhythm Checks

• Concrete steps for future personal and professional development; review/renew goals. 

• Establish a plan for the Trios Maintenance Phase. Commitment to sustaining meaningful relationships within the Trio, even after the formal sessions end in a way that makes sense for your group. Example: establish consistent meetings (monthly, quarterly, etc.), create a shared digital space for collaboration, sharing and updating personal and professional goals, etc. 

• At the end of today’s Jam Session: Complete your last brief survey reflecting on your experiences in Development Trios: Session Survey Link

Practice Between Jam Sessions: 

• Check in with teammates as desired, commit to goals established, reflect on areas of growth and opportunity 

• Optional further study: 

• "The Art of Reflection: A Guide to Self-Assessment for Professional Growth" by Wendy L. Grolnick (focuses on reflection as a tool for ongoing professional and personal growth).

"Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones" by James Clear (helps set habits for sustained success and growth).