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The Combat Estimate, also known as the Seven Questions is a sequence of questions used by military commanders, usually in contact with the enemy, to plan their response, such as a platoon attack. [ 1 ] [ 2 ] It provides a means for formulating a plan that meets the exigencies of battle, even in very difficult circumstances.
The situation awareness of the team as a whole, therefore, is dependent upon both a high level of SA among individual team members for the aspects of the situation necessary for their job; and a high level of shared SA between team members, providing an accurate common operating picture of those aspects of the situation common to the needs of ...
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Usually, situation puzzles are played in a group, with one person hosting the puzzle and the others asking questions which can only be answered with a "yes" or "no" answer. Depending upon the settings and level of difficulty, other answers, hints or simple explanations of why the answer is yes or no, may be considered acceptable.
To be announced (TBA) or to be declared (TBD) – details may have been determined, but are not yet ready to be announced. To be confirmed ( TBC ), to be resolved ( TBR ), [ 1 ] or to be provided ( TBP ) [ 2 ] – details may have been determined and possibly announced, but are still subject to change prior to being finalized.
Answers was a community-driven question-and-answer (Q&A) website or knowledge market owned by Yahoo! where users would ask questions and answer those submitted by others, and upvote them to increase their visibility. Questions were organised into categories with multiple sub-categories under each to cover every topic users may ask questions on ...
[3] This happens when the team is aware of competition and they share a common goal. In this stage, all team members take responsibility and have the ambition to work for the success of the team's goals. They start tolerating the whims and fancies of the other team members. They accept others as they are and make an effort to move on.
The Fiedler contingency model argues that three situational components can determine whether task-oriented or relationship-oriented leadership is the better fit for the situation: Leader-Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates.