Answer:
#4 describe the hurtgen forest...
Wilson's leadership and tactical skills were sharpened in the hurtgen because of his previous experience with differing terrain conditions on the battlefield. hurtgen was a heavily wooded forest located on the German Belgian border he described it as a hundred square mile force of steep hills rough ridges and deep ravines. the forest had low visibility. wilson didn't think digging trenches was the answer I'm this location but he thought moving further up the hill because gullies were natural targets for German artillery and he was right because the area was soon shelled and luckily the troops were not there. he followed his tactical skills and he considered the dense terrain. he suggested that attacking in a column of platoons would work that way we can have our men closer together we can control them and we can defend better. Wilson relied on scouts and radioing ahead to other regiments to communicate about enemy.movement. He had his troops create fields of fire which allowed them to clear brush and cut off tree limbs that might otherwise obscure or obstruct their view of the enemy. The field of fire we're not large open Fields but rather small clearings and meadows that allowed them to be within the woods but able to fire out to the open area beyond. finally Wilson ordered that his company take the small village of gross house it was a key to rain because it was vital to their attack plans they took the town easily and chose an avenue of approach that was unprotected and surprised the Germans from behind the town function as a command post for upcoming attacks.
So if someone comes running into it, the wire will be there to stop them because the wire would go into them and most likely die because of it<span />
Explanation:
to view themselves as a cohesive unit and avoid political parties and issues a special warning to be wary of attachments and entanglements with other nations
Explanation:
The purpose of this model has been developed to aid health care managers in making more quality decisions, which ultimately determines the success of organizations. The DECIDE model is the acronym of 6 particular activities needed in the decision-making process: (1) D = define the problem, (2) E = establish the criteria, (3) C = consider all the alternatives, (4) I = identify the best alternative, (5) D = develop and implement a plan of action, and (6) E = evaluate and monitor the solution and feedback when necessary. The DECIDE model is intended as a resource for health care managers when applying the crucial components of decision making, and it enables managers to improve their decision-making skills, which leads to more effective decisions
