Attachment 1 F3V5L15044AW01 Arbinger Course Descriptions.pdf

June 13th, 2022

To whom it may concern:

This letter is to inform you that The Arbinger Company, doing business as (DBA) The Arbinger Institute,LLC is the sole owner of Arbinger’s Outward Mindset series of training and train-the-trainer programs:

Developing and Implementing an Outward Mindset

TM

Living with an Outward Mindset

TM

Implementation Coaching

TM

Outward Leadership

TM

Strategic Planning and Execution

TM

Outward Mindset Online

TM

Outward Inclusion TM

This proprietary program includes all associated participant workbooks and digital materials. These training programs and related materials represent Arbinger’s copyrighted intellectual property and are prohibited from being delivered by another company or organization, except for LearningCoreLeadership, Inc., (DBA Mindset4Results), the only authorized reseller of Arbinger’s content. Should you have any additional questions about our intellectual property or procurement please reach out to me at amys@arbinger.com or 619-243-6896, I am available from 9 am – 5 pm Pacific.

Amy Sadeghzadeh

Senior Vice President

Client and Sales Support

The Arbinger Institute

SAM Company Name: The Arbinger Company SAM Registration Status: Active, April 29, 2023 Cage code – 1UMN6 Duns number - 840239586 Unique Entity ID - XDJYKQ4BVTJ3 GSA Contract – GS-10F-099AA Business Size – Small Business

January 2021

PHNSY & IMF Examines Its Four Core Values

Pearl Harbor Naval Shipyard & IMF News Since 1946

Values – Foundational to the Strength of Our ‘Ohana

Before I started kindergarten, I decided that I was going to collect coins – quar-ters. At only four years old, I was looking through my house, in dad’s drawers, in mom’s purse, and so on. I did not think there was anything wrong with amassing quarters from my parents until I was found out. I quickly learned the value of treating things that belong to others with respect, that work is required for earnings, and that stealing was not part of our family culture.

as simple as it was, I recognize that we all grow up with values based on our upbringing. We bring those values into the shipyard. In addition to personal values, there are community values, workplace values, national values, etc. This issue of the Shipyard Log focuses on our shipyard values.

The strength of our shipyard ‘Ohana is directly tied to our foundational values of Aloha, Honor, Courage and Commit-ment. Periodically reviewing our values is important to ensure we are frequently reminded what is important to us and that we all stay aligned to our core values. Our values guide our decision-making every day as we strive to treat each other right, look for ways to improve, and accomplish our essential mission here in the shipyard.

We stand ready to answer the needs of the Fleet - we keep our Fleet Fit to Fight.

Our shipyard values bring us together, help us set priorities, and drive us to our vision. This was clear at the onset of the COVID-19 pandemic when our value of Aloha and taking care of our shipyard

‘Ohana directly contributed to the priorities that were established: (1) protect the health of our people, (2) our mission. Without a common set of values and a commitment to our people, we could have easily seen ourselves driving only mission accomplishment at the tional values helped us balance protecting the health of our employees with accomplishing our mission.

With the implementation of the Outward Mindset program, our shipyard values now have practical tools to help us understand how to recognize our actions and choose to shift our mindset to help ac-complish our collective mission. The implementation of Outward Mindset occurred because our Senior Leadership Team saw an opportunity to improve our productivity while learning to treat each other like people and with aloha. This learning resulted from demic and other challenges.

see each other in one of three ways: (1) as someone that can help us accomplish our work, (2) as a barrier to our work, or (3) as someone to be ignored. Seeing people as way to accomplish one’s work may help one individual be ‘successful’ in their own mind.

more about making adjustments to one’s own work to help others accomplish their work in a way that ac-complishes our collective shipyard mission. This is a a game changer for us.

Living out our shipyard values of Aloha, Honor, Courage and Commitment by using an Outward

Ka ‘Oi. It will allow us the opportunity to be more innovative, more productive, and feel more value in the work that each one of us does in the shipyard to

47th Commander

Shipyard Log

P h o to b y

D av e A m o d o is important. And more often than not, do at times need to read between the lines because we are not often mentioned by name, but we’re there just the same be-cause we are the Force Behind the Fleet.

deployed out of San Diego in June 2020 and is still going strong. The crew is doing a phenomenal job, and we should be grateful to them and their families for their service.

because of the tremendous work Puget during the carrier’s dry-docking planned incremental availability; completing all planned work, and some unplanned work, four days early in May 2019.

Plan, begins with maintenance, and for aircraft carriers and submarines, that is ization work completed on these plat-warships you maintain and modernize are on the front line in today’s era of great power competition. You are, and always have been, a resilient team. When our warships and submarines deploy, they take that resilience with them. Often, they operate forward and must remain on the mission to deter aggression and, if needed, defeat our enemies.

group have remained deployed for more than eight months, and thanks to you, the combat power within a Carrier Battle Group is unlike anything our potential adversaries can muster. That is why she remains in the Arabian Gulf to ensure our enemies do not take hostile actions against us or our allies.

our submarine force provides a sepa-rate, but equally critical, mission. We call them our Silent Service because our attack submarines combine unmatched for the most lethal force the world has ever seen. Once a submarine dives, it can go in just about anywhere. This ability to rapidly and clandestinely deploy around hostile activities.

Attack submarines and aircraft carriers are in high demand, and we simply do not have enough of either to meet our all of combatant commander’s requests. Of eight are currently undergoing mainte-inducting four more in February. That is

Your ability to return these submarines and aircraft carriers to the Fleet on time is critical to our national security.

Thank you for the great work you do country.

Vice Adm. William Galinis Commander, NAVSEA

Sight Lines: The Commander’s View nament that was suspended due to COVID-19.

participate in the drive knowing how hard 2020 was for so many families.

“At a time of uncertainty for most people, we are very fortunate to have an income. Many had to worry about how to pay for housing and put food on their tables. Fortunately, we didn’t. Therefore, during the holiday season we wanted to do our part and give back to our community. We felt Toys for Tots would be the best way for us to brighten the holiday spirit,” said Dorothy Chong-Mar-zau, Shop 51 electrical mechanic.

rd year, Toys for Tots program relies on local communities to support its goal to collect new, unwrapped toys for children and families who may need cal businesses and communities to support their goal to collect new, unwrapped toys and distribute them to less fortunate children in the community.

PHNSY & IMF Gifts More Than 1,000 Toys his has been the toughest year of losing any member of our team, civil-ian or military, is devastating. After the tragic loss of Roldan Agustin and Vince Kapoi, Jr. one year ago on Dec. 4, 2019, I have had many waves of grief like I have never known before – and I’m not sure lose a loved one in such a tragic way.

My wife and I continue to grieve for the loss of Roldan and Vince, Jr. Like their lives, December 4 will be permanently etched in our memories; and our hearts will always be with our shipyard ‘ohana, no matter where we are physically in the world.

On Friday, Dec. 4, 2020, we memo-rialized the lives of Roldan and Vince, Jr. with the blessing of a plaque to be permanently placed at the shipyard as a symbol of their legacy. Were it not for the pandemic, our shipyard ‘ohana of almost

Dock 2 in tribute to these men. Instead, kamine families, we were surrounded by many colorful lei placed on the railings, each brought by a member of our ship-yard ‘ohana, not to remember the tragic way these men died, but to remember the honorable way they lived. The lei brought me back to a year ago when the railings in the shipyard were covered in the same way after Roldan and Vince, Jr.

were suddenly taken from us. As they did then, the lei united us together showing that no matter the physical distance, we will never forget these two men.

During the ceremony, Kahu Kordell

Kekoa delivered a moving Hawaiian blessing to honor the legacy of these men, to memorialize their lives, and to dedicate the plaque that will stand for years to come. As part of the blessing, I had the privilege to place lei on the plaque continuing the journey of grief and healing throughout the last year.

ated deeply with me when he said, “Your spirits can leave this place because your memory will always be here.”

In my grieving process, I have come

T

Honoring Their Lives and Legacy to believe there is a healing power of gratitude. We are grateful to have known these men and for the impact they had on us all. Though it will never remove is a means of soothing our pain. It helps provide a broader perspective of our lives and brings focus on what is really important. We remembered and honored Roldan’s and Vince, Jr.’s lives in grati-tude for what they shared with us in life.

tra mile. Roldan was kind and humble— always willing to lend a hand without hesitation. Vince, Jr. elevated those thing, in the right way, at the right time, in the right place, to the right person, for the right reason, with the right feeling, In gratitude for their lives and legacy, let us continue to honor them each day.

Our civilian and military workforce share the same values and bonds – we are one shipyard ‘ohana. Throughout the last year, we have grieved together and sought healing together; and we will continue to honor them together.

Join us as we honor their lives and legacy. Honor these two men by shar-ing aloha with each other every single day. Honor them by treating each other right and by remembering their ultimate their country. Roldan Agustin and Vince

Kapoi, Jr. will never be forgotten, by family, by friends, nor by Pearl Harbor time a new apprentice class graduates;

and every time a ship goes to sea from Pearl Harbor, Roldan and Vince, Jr. will be a part of that team. I am grateful for the aloha and legacy left by these two men. May how we live our lives be a most importantly, the impact that Roldan Agustin and Vince Kapoi Jr. had on Pearl

Photos by Justice Vannatta h o to b y

J u st ic e V a n n at ta

F

Story by Toni Peralta Code 930/Shop 38 Marine Machinery Mechanic (Pictured) or better or for worse, I treat my colleagues as family. At times, my own family will tell you it’s hilarious; and at other times, maybe not so much. But at all times, I try to treat others with a sense of

I grew up in a small plantation town, at a time when the sugar mill was still in operation. It was a community where the elders knew everyone, including your parents and where you lived.

Children were looked after by everyone, and it was not uncommon for parents to get phone calls alerting them of a child’s behavior, good or bad. Congratulatory calls commonly acknowledged good behavior or achievement. Alternatively, the elders also made calls to address behavior that may or may not require corrective actions. The awareness that your parents received such a call was usually enough to impact behavior moving forward. My parents welcomed such interactions as they understood the spirit in which the calls were made. Indi-vidual success became community success.

Likewise, individual concern became com-munity concern. This was aloha in practice.

When my shipyard career began, I gath-ered with about 100 other new employees in the Building 2 auditorium. We were introduced to several important individuals who welcomed us into the shipyard. They of honor, courage, commitment, and aloha.

One brave classmate after another addressed tions to a room full of strangers.

to sit quietly and listen. Then to my surprise, I felt my hand rise, seemingly of its own volition. As the speaker turned to me, I felt the blood drain from the essence or intrinsic nature or character of one person and the essence or intrinsic nature or character of another person. It is fortunate to recognize the relationship between the two people.”

I humbly submit to you that, for me, aloha is the recognition of a rela-tionship and the behavior that attempts to either strengthen it or lessen an understand the world and your place within it. It is having the compassion to help create a perfect world.

In this new year, let us pledge to perform our tasks with aloha for our-suggestions for self-improvement. Let us celebrate individual success with the acknowledgement that it elevate overall success and address individual concerns as community concerns. Let us treat each other with a sense of

A L O H A h o to b y

J u st ic e V a n n at ta f you look up the word honor in the dictionary, you’ll better understand what the word means to my col-perspectives with similar themes. Some of the responses included:

“Honor is a sense of pride for who and what I represent.”

“Honor is pure. It means being thankful. Thankful for those

“Honor is doing what’s right; being pono (righteous).”

“Honor is doing things out of love, not for love.”

“Honor is doing the right thing even when no one is look-ing.”

“Honor accompanies the presence of integrity, accountabil-honor yourself. During my younger years, I truly thought that I was honoring others and myself. Through many of life lessons, advice from coaches and mentors, and hours of not honestly know how to honor myself.

You see, to truly honor myself, I needed to understand my belief system and its origin. I had to question if my views were indeed my own or if they were actually someone else’s beliefs I had adopted based on that person’s position, title, core self and understand my vision, mission and purpose in life along with the values that I truly believe in and live by.

Once I understood who I was, I was able to honor myself by acting in accordance with my core beliefs.

other people, places, things and cultures has become easier.

beliefs as other people, I am still able to honor them. In this world, people’s beliefs are their perception, which is their reality.

So after my journey of self-discovery, you may ask what honor means to me. Honor is holding myself accountable for my actions based on my core beliefs and my life’s vision, mission, purpose and values. Honor is also respecting others views and opinions based on their core beliefs as well as their life’s vision, mission, purpose and values.

I would like to take the time to honor and thank Code 100PI. Lance Cabanilla-Ku, Code 930 Robert Kapuni Pa-

Alesna, Code 530 Scott Miller, Code 241 Dietrich Vogel, Code 109.3 Kyle Matsuyama, Code 930 DonDee Reames, meaning of honor.

I

Story by Nomana Angelo Code 900T Superintendent (Pictured)

H O N O R

“Our deepest fear is not that we are inadequate.

Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that most frightens us. You playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you. We are all meant to shine as children do. It’s not just in some of us; it is in everyone. And, as we let our own lights shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.”

true selves (i.e., our morals, values, and earned compe-tency) while feeling the need to belong among our peers (i.e., our need to have friends, a hui (team) and an leave ourselves vulnerable to judgement or we can choose to hide among our peers because we fear that we may be deemed inadequate.

However, courage gives us the moral and mental strength to do what is right even in the face of fear or adversity. Our choice to step out in courage and do the right thing every time matters for our collective mission, our relationships, our families, and our nation.

I write this not as a superintendent, but as a fellow shipyarder speaking to my peers. I come to you with the vulnerability to put myself out there and say what needs to be said. I come with ask of you all as have failed and I will continue to fail. How-ever, I know and believe that I will be better tomorrow. Lastly, I come with the empathy to understand that what I ask is no easy

I humbly ask all shipyarders to help build a culture that recog-nizes the values we each bring to the table and allows us to treat each other with respect. Let us have the courage to stand up for what we know is right, regardless of the perception or adversity we may face. Let us stop being small – thinking inward does not serve each other. Let us allow others to shine their light because we recognize that no one is beneath us. Let us have the courage to shine our light amongst others as we are all in this together. Finally, let us not fear seeming inadequate in the eyes of our peers for we believe and know that we will be better tomorrow and our peers will support us. Have the courage to be has resonated with me and speaks to the challenge that I have asked of us all:

Story by Jantzen Nishikawa Code 361 Project Superintendent (Pictured)

C O U R A G E

8 Shipyard Log

P h o to b y

J u st ic e V a n n at ta h o to b y

J u st ic e V a n n at ta the day-to-day duty of every man and woman in the De-improve the quality of our work, our people and ourselves.

Foster respect up and down the chain of command.

Care for the personal and spiritual well-being of our people.

Show respect toward all people without regard to race, reli-gion or gender.

Always strive for positive change and personal improve-ment.

When broken down, this means the following to me:

Treat people like people.

know them, you don’t necessarily know every battle they have faced and what motivates their behavior.

For me, commitment has always meant doing what you world, sometimes commitments are forgotten or missed with no malintent. When this happens, own it. Strive to do better at continuing to meet your commitments and be willing to admit when you failed. I am not perfect at this practice, but I strive to grow every day and with growth comes change.

As a society, many learn best as a result of our own failures.

Therefore, we need to be willing to accept that failure is go-ing to happen from time to time and treat it as an opportunity for growth. Owning your failures allows others to own theirs without worry that they will be judged by their peers. This underscores my previous point: we are all human and no one is perfect.

member and a federal employee, I have had some great bosses that have enabled me to take on challenges. While I may have stumbled and fallen at times, they were always standing by to of my failure, learning from the failure, and to try, try again.

As I continue to develop in my management and leadership styles, I strive to be that kind of a manager/supervisor.

For anyone that knows me or has worked with me, I am direct and to the point, sometimes abruptly so. I have started to recognize that it can be perceived as self-centered or that I and mine. As I have continued to grow as a supervisor, I have

A

Story by Lt. Cmdr. Erin Bell

(Pictured) recognized that when working with people, sometimes you have to slow down, take the time to say “good morning” and ask how they are doing. You must be genuinely interested in their response or they can tell that you are asking just to ask, not because you actually care.

My plea to our shipyard ‘ohana in this new year is to show each other that you are genuinely committed to caring about each other’s well-being.

Our workdays are hectic and they will continue to get busier as the nation recovers from the ongoing COVID-19 pandemic. However, commit to taking some time to care for our shipyard ‘ohana. It will surely pay back in divi-dends to us all in the future.

C O M M I T M E N T

By implementing the Outward Mindset program and shifting the crew’s mindset, personal accountability and performance one Captain’s Mast proceeding was conducted. During the curred, and near-miss events requiring command-level critique the project team to shift their mindset, putting the project on the fast track to success as the crew and shipyard worked collab-oratively to meet and beat the strict maintenance timeline by leadership began implementing Outward Mindset throughout the shipyard. The very basis of this concept is that our mindset drives our behavior. We may understand learning organization disciplines and our core values, but if we are engaging them from an inward mindset, our behaviors are self-serving and shipyard. In fact, from an inward mindset, we can easily justify

It may sound simple and maybe even obvious, but changing our behavior is one of the hardest things to do. Scientists cite multiple reasons people are resistant to change, often pointing

How do we overcome this challenge to changing our behav-iors? According to the Arbinger Institute, shifting to an outward mindset lays a solid foundation for desired behavioral change.

The Outward Mindset training invites the opportunity for self-awareness and accountability. However, it is unrealistic to think of it as a magic pill that will solve all of our issues and challenges at the shipyard. It will take time and intentional

Outward Mindset training.

As we embark on this journey to shift our mindset, we will encounter opportunities to engage from either an inward or an outward mindset. We can choose to shift valuable time and resources to the collaborative success of our shipyard.

To learn more about the Outward Mindset initiative at with your supervisor.

Shipyard Log

I

Why Mindset Matters modernization availability. While initially it seemed that it would be business as usual, the crew brought a unique tool that million. This tool is not necessarily tangible. It is a concept that invites a shift in mindset.

The Arbinger Institute’s Outward Mindset work reveals that people operate from one of two distinct mindsets: an inward, self-focused mindset or an outward, others-inclusive mind-set. From an inward mindset, people focus only on their own personal goals and objectives without considering their impact on others. However, when we have an outward mindset, we see others as equals with their needs, challenges and objectives mattering as much as our own. The Outward Mindset approach focuses on collective results compared to an inward mindset that only focuses on individual results; ours versus mine.

In the September/October 2020 supplement of Military said the opportunity to initiate a mindset shift began as the crew prepared to change Missouri’s homeport to Pearl Harbor, which indicators of declining crew morale, accountability and perfor-rienced 12 Captain’s Mast proceedings (disciplinary actions), encountered 31 near-miss events requiring command-level to watch standing errors.

P h o to s b y D a ve

A m o d o

W is not uncommon, many are unaware of the opportunities and resources that are available to assist your initiative. Hopefully, after reading this, you will know where to turn when you’ve got an idea.

The Shipyard’s Innovation Program was established to cul-tivate a creative environment and continuous process improvement by removing barriers, connecting you with the right people, and as-sisting with funding initiatives. In short, we want to help take your idea and make it a reality. Code 100PI (Performance Improve-ment) and the Innovation Com-munity of Practice (CoP) collabo-rate closely with the other public new improvements, technology, command.

Although the program is relatively new, it is continuously improving and supports a range of ideas from rapid prototyping of

In Fiscal Year 2020, the Innova-tion Program was approved for $1 of various requests such as under-takings of Teledosimetry, the iLab

Waterjet Prototype, and the Metal X Printer. In Fiscal Year 2021, Shipyard Log

Got An Idea the program will receive $1 million from the innovation budget

Beyond funding, additional support is being provided for one such initiative supported by the Innovation Program. This technology involves 3-dimensional laser scanners that digitally map out worksites. The scanners work similarly to panoramic photos that can be taken with a cell phone and produce color-ized, dimensionally-accurate, virtual clones of a worksite.

“The Innovation Program has been a pivotal partner from the start by connecting the various stakeholders to clear barriers and connecting funding solutions to mature project develop-ments,” project lead Code 2320

“The program continues to com-mit to the 3D Laser Imaging initia-tive and the attention required to support IT demands by working with the many facets of Code 109 Information Technology to meet project milestones while managing churn.”

The 3D Laser Imaging project team’s goal is to support shipyard customers by deploying laser scanners across availabilities to digitize shipboard spaces. 3D Laser Imaging will provide action-able data for project planning, support tech codes with relevant information for writing Technical Work Documents, empower me-chanics with virtual ship checks, and foster the creation of more realistic training.

With support from the innovation community, the 3D Laser Imaging team is currently working through on a naval vessel. With the ability to perform virtual ship checks, the command’s anticipated future ben-the duration of work packages, continue to envision and produce innovative solutions that foster an imaginative environment and establish creative freedom.

If you are interested in repre-senting your code or shop in the

Innovation CoP or would like more information on how you budget, please contact Shayla Deitch, Innovation Program Manager or Jayme Shimomura, Innovation Division Head in Code 100PI.

P h o to b y

J u st ic e V a n n at ta

T

Fair Winds & Following Seas to November Retirees

James Flynn Joy Hirai

Doreen Murakami Frank Torresin

Tami Yamamoto

November Service Awards

20 Years Brett Adachi

Armando Agbunag Romualdo Agustin Jr

Brendan Ajolo Leslie Akana John Alipio

William Angelo Julian Aragon III

Christopher Asano Kamu Auwae

Brandon Bonilla Frank Cabanig

Gerilyn Cambonga Kaualani Campbell

Micah Carreira Gary Casino

Richard Chapman John Chinenzablan

Aaron Ching

Kendric Ching Kevin Ching Ryan Ching

Steven Conner Paul Debibar Jr Duane Degray Darryl Dekaye Bret Desmond Brandon Doi

Laurence Dolormente Alberto Domingo Jr

David Ferrara Michael Fong

Byron Fukunaga Todd George Colette Gibo

Patrick Hayashi Katherine Himoto

Donovan Ho Greg Horikawa Travis Hosaka Bucky Inenaga Dru Ishikawa

Kalani Joshua David Kisaba Dane Kitazaki Drew Koahou

Brooks Koyanagi Duane Kuni

Lawrence Lapenes Weston Lee William Lee

Brandon Leong Peterray Leonguerrero

Sean Lorenzo

November Service Awards 20 Years continued

Steven Lum Marcelino Macedonio Dominic Montero Jr

John Morgan Johnny Morrison Jr

Steven Muraoka Scott Murashige

Loren Okinaka Debbie Ann Pablo

25 years Gil H Borja Marie Bradley Yong Park

30 years Robert Hill Jr

Terrence Shibata

35 Years Curtis Chong Richard Cooper James Lee II

Lornita Thom

40 Years

Jorge Barbosa Clinton Dewitt Randy Drew Carl Hess Joyce Kato Michael Korzenko Marshall Mau

Alan Oshiro Varney Range Daniel Sabido Alan Tahata Dwight Tanoue Siegfred Yamashita Jr Harvey Yoshioka

45 Years Glenn Taniguchi

P h o to b y

D av e A m o d o