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12 Transformation Through Training Issue No 7 July 2015 actual advisors and their interpreters with real Afghan staff officers from various Afghan Regions and using these current in theatre scenarios tasks them to produce or discuss a way for resolution. This formula results in Advisors interacting with their ANDSF partners by way of arranged face to face daily meetings thus establishing a professional relationship. The RS advisors utilize hisher listening skills to develop trust credibility and confidence which will result in them being able to influence hisher ANDSF partner. During the BST and BST there are 42 vignettes covering all issues from corrupting to female recruiting to logistical support problems to budgets to planning operations. These 42 vignettes are divided into two groups. Group one 24 Vignettes is designated as Senior Advisor interactions and results in follow- on meetings between RS HQ senior staff andor Afghan partners. The second group 18 Vignettes is designated as stand-alone interaction and no further staff action is required after the interaction has been completed. For all 42 vignettes all team members are in the room when the interaction between the Afghan and advisor occurs whilst only two training audience are actually involved the others as observers or as our Afghan partners describe them Ghosts in the Room. After each interaction there is a consolidated after action review. All team members the Afghan partner and interpreter are present for the review. All RS advisors learn from each others positive and negative points for each interaction. The RS advisors not only built their relationship on each interaction but also their confidence. The vignettes were staged in progressively harder and more complex issues so that the RS advisors were always challenged in their advisory skills. The most complex and challenging vignettes involve the political religious ethic and gender issues indeed these are typically assigned to the most experienced Senior Advisors so as to not destroy the less experience advisors as they gain confidence. Through respectful and honest discussions interactions the RS advisors attempt to establish common ground thus permitting him her to gain the trust between hisher ANDSF Partner. RS advisors from theatre have noted that every conversation is a negotiation and that they are never really off duty. There are situations where the RS advisors were required to be humble and empathize with their Afghan counter partner in order to maintain the advisor advisee relationship. JFTC Training Events encourage RS Advisors to be curious as to how the current Afghan system procedures function within theatre the creation of an Afghan technical or practical solution to the issue. The increase in culture awareness is key to any successful engagement for an RS advisor. Heshe gains this knowledge through observations and being open- minded while in Afghanistan. Coalition Force culture and way of operating is not necessarily appropriate or acceptable to our Afghan partners. Patience understanding and flexibility of approach in the RS advisor are essential elements to a successful interaction. The Figure below illustrates this developmental model. This approach is taught and practiced during each interaction within each training event at the JFTC. Each interaction requires many hours of preparatory work for the team and even more patience when working with their Afghan partners. It is said that we westerners have a watch but an Afghan has all the time. The RS advisors have to learn that ISAF weapons and combat enablers