The Islamic International Peacekeeping Brigade (IIPB) Student name Institution The Islamic International Peacekeeping Brigade(IIPB). The Islamic International peacemaking brigade also was known as the Islamic peacekeeping army. It was commemorated after an Islamism terrorist system which was founded in 1998. It includes militants of between 400 to 1500 personnel, who are avars and darginians. There are also Arabs, Turks, and foreign fighters. Its leaders were Chechen Basayev and Al-Khattab.In this group Al-Khattab was active, but they were killed by Russian armies (“Islamic International Peacekeeping Brigade (IIPB)”2016) The IIPB was one of some three groups which were part of Chechen guerillas that had attacked and sieged Moscow Dubrovkat theater and abducted 800 hostages in October 2002.Since then the Chechnya now falls under the command of Abu-al –Urduni who took leadership in 2014 when Khattab died. It was written under EO 13224 in February and part of Taliban associations. The IIPM’S membership has Chenchen fighters. Their main objective is to establish an independent state that has religious ideologies of Wahhabism. This IIPM is funded by contacts from the serial killer Osama bin Laden. This Islamic International Peacekeeping Brigade is also known as the International Islamic group, an army battalion. It is indeed an active group comprised in 1998. (“Islamic international peacekeeping Brigade: The investigative project on Terrorism”2016) How was it formed? The IIPB terrorist faction, with the so-called separatist movement, wanted an Islamic state in the North Caucasus. Hence, the then leader Basayev established this group making an inclusion of this other groups like the Chenchen and Turks. It is also through working closely with the Republic of Ichkeria that they initiated a rebel against the Russian Federation. In 2004, the Chenchen forces of the Republic of Ichkeria absorbed Arab fighters in the north of Caucasus hence integration. (Paul Murphy 2004) These groups were also formed to be governed by Islamic fundamentalist law(sharia), hence influencing other foreign groups. They also seek alliance with the then Serial leader and most wanted man in the world Osama bin Laden. Hence, they gained operation, finances, and military reinforcement. The establishment of common training camps brought this groups in the south eastern part of Chechnya. They also were formed when they united in attacks to the Russian assets and their numerous incursions. The objective of the formation. They wanted to form a distinct state, which will be ruled by purely Islamic fundamentalist laws. They also wanted to intimidate the Russian government to withdraw absolute Russian forces from Chechnya and recognize it as a purely independent state. Due to the changes in leadership over time, the objectives too changed. They have carried out frequent attacks to the Russian government in the bid to campaign for unity o ...

1. The Islamic International Peacekeeping Brigade (IIPB)
Student name
Institution

2. The Islamic International Peacekeeping Brigade(IIPB).
The Islamic International peacemaking brigade also was known
as the Islamic peacekeeping army. It was commemorated after
an Islamism terrorist system which was founded in 1998.
It includes militants of between 400 to 1500 personnel, who are
avars and darginians. There are also Arabs, Turks, and foreign
fighters. Its leaders were Chechen Basayev and Al-Khattab.In
this group Al-Khattab was active, but they were killed by
Russian armies (“Islamic International Peacekeeping Brigade
(IIPB)”2016)
The IIPB was one of some three groups which were part of
Chechen guerillas that had attacked and sieged Moscow
Dubrovkat theater and abducted 800 hostages in October
2002.Since then the Chechnya now falls under the command of
Abu-al –Urduni who took leadership in 2014 when Khattab
died. It was written under EO 13224 in February and part of
Taliban associations.
The IIPM’S membership has Chenchen fighters. Their main
objective is to establish an independent state that has religious
ideologies of Wahhabism. This IIPM is funded by contacts from
the serial killer Osama bin Laden.

3. This Islamic International Peacekeeping Brigade is also known
as the International Islamic group, an army battalion. It is
indeed an active group comprised in 1998. (“Islamic
international peacekeeping Brigade: The investigative project
on Terrorism”2016)
How was it formed?
The IIPB terrorist faction, with the so-called separatist
movement, wanted an Islamic state in the North Caucasus.
Hence, the then leader Basayev established this group making
an inclusion of this other groups like the Chenchen and Turks.
It is also through working closely with the Republic of Ichkeria
that they initiated a rebel against the Russian Federation. In
2004, the Chenchen forces of the Republic of Ichkeria absorbed
Arab fighters in the north of Caucasus hence integration. (Paul
Murphy 2004)
These groups were also formed to be governed by Islamic
fundamentalist law(sharia), hence influencing other foreign
groups. They also seek alliance with the then Serial leader and
most wanted man in the world Osama bin Laden. Hence, they
gained operation, finances, and military reinforcement. The
establishment of common training camps brought this groups in
the south eastern part of Chechnya.
They also were formed when they united in attacks to the
Russian assets and their numerous incursions.
The objective of the formation.
They wanted to form a distinct state, which will be ruled by
purely Islamic fundamentalist laws. They also wanted to
intimidate the Russian government to withdraw absolute
Russian forces from Chechnya and recognize it as a purely
independent state.
Due to the changes in leadership over time, the objectives too

4. changed. They have carried out frequent attacks to the Russian
government in the bid to campaign for unity of Islamic factions.
Due to the untimely loss of their influential and powerful
leaders. They have sought for total vengeance against the
Russian government and ultimately instill fear to the regions of
Moscow. (“Islamic International Peacekeeping Brigade
(IIPB)2016)
Operational structure.
They are mainly situated in the northern part that is Caucasus.
The IIPB mainly has targeted the Dagestan, which ensued a
thorough war in Chechen.
Their attacks are mainly directed to the Russian government, for
instance, they attacked Moscow Dubrovka theater and abducted
800 hostages.
The main base is the Chechnya because they are in need to make
the state independent and be separated from other Russian
states. This operational structures, however, have led to the
death of their influential leaders like mover sulei manov
Barayev killed in 2002. (Paul Murphy 2004)
Leadership.
Ibn Al-Khattab was the leader from 1998 to 2002.He was a
Saudi Arabian, who was in collaboration with Chenchen and
made frequent attacks to the Russian Federation till he was
killed in 2002.
Shamir Basayev was the successor of Khattab and was a rebel,
he also was part of the Taliban too till 2006.
Abu Al Wald was a Saudi Arabian who was there from (2002 to
2004)
Abu-Al-Urdin was the successor of Abu. (“Islamic International
Peacekeeping Brigade (IIPB)”2016)

5. Targets.
The targets of this group were the Russian Federation for it to
recognize the independence of Chechnya and remove all the
Russian and Western forces from Chechnya.
By use of abduction and hostages, they threatened the Russian
government.
Area of operation.
They are located in Russia and the northern part of Caucasus
they are also in the mountains of the south of Chechnya and
conducting their activities in the states of Turkey, Georgia, and
Azerbaijan.
Goals of IIPB.
The International Islamic Peacekeeping Brigade (IIPB) was
formed to create an independent Chechnya. This ground agitated
armed rebelling against the Russian Federation and the
formation of an Islamic state under Sharia.
Successes.
The successes can be equated regarding the major attacks they
have done, to push the Russian government to give them
Chechnya as an independent State. The first attack was in
Dagestan in 1998 August.
The second attack was in Moscow 26 2002 when they made an
attack on the Moscow Dubrovka theater and abducting 800
people. (Paul Murphy)
All this long the group has worked in the quest to frustrate the
Russian Federation by maiming the citizens of the republic of
Russia, targeting government systems has been their best
methods, so far they have had a number of successes because it
has forced the Russian government to invest heavily in the
military power and technology in order to stop these brutal

6. wolves who have ravaged the country with care and all sorts of
attacks.
Indeed, they have sent a point home that, they need the
government to listen to their demands, of making the Chechnya
a state that is independent, and governed by purely Islamic
fundamentalist laws. However, the group has too had its
setbacks when the Russian armies have invaded their camps and
giving the pillars or masterminds of all these attacks. Their
influential leaders have been killed leaving them without a plan
and on the objectives to be accomplished during such a time.
All in all, I consider it a success to this groups because the
world itself has felt the pain of their attacks.

7. References
Work cited.
"Islamic International Peacekeeping Brigade (IIPB)." 2016.
Fas.Org. http://fas.org/irp/world/para/iipb.htm.
"Islamic International Peacekeeping Brigade: The Investigative
Project On Terrorism." 2016. The Investigative Project On
Terrorism.
http://www.investigativeproject.org/profile/153/islamic-
international-peacekeeping-brigade
Paul Murphy (2004). The Wolves of Islam: Russia and the Faces
of Chechen Terror
STRATEGIC MANAGEMENT OF
HEALTH CARE ORGANIZATIONS 7TH EDITION
1
Value-Adding Support Strategies

8. Chapter 9
2
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are
important elements in the implementation of strategy.
3
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are
important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support
strategies to ensure they point the organization toward
achieving its vision and goals.

9. 4
Chapter 9 Learning Objectives
Understand that the value-adding support strategies are
important elements in the implementation of strategy.
Appreciate the importance of aligning the value-adding support
strategies to ensure they point the organization toward
achieving its vision and goals.
Link the results of internal environmental analysis of the
support activities to the implementation of value-adding support
strategies.
5
Chapter 9 Learning Objectives
Understand how the culture, structure, and strategic resources
of an organization must be explicitly linked to directional,
adaptive, market entry, and competitive strategies, as well as
the value-adding service delivery strategies.
6
Chapter 9 Learning Objectives

10. Understand how the culture, structure, and strategic resources
of an organization must be explicitly linked to directional,
adaptive, market entry, and competitive strategies, as well as
the value-adding service delivery strategies.
Understand that through the value-adding support strategies the
organization itself is changed, creating or solidifying
competitive advantages and strengthening weaknesses to
overcome competitive disadvantages.
7
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide
guidance for the development of organizational objectives and
action plans.
8
Chapter 9 Learning Objectives
Understand that the value-adding support strategies provide
guidance for the development of organizational objectives and
action plans.
Create value-adding support strategies that help accomplish
directional, adaptive, market entry and competitive strategies,

11. as well as value-adding service delivery strategies.
9
The Strategic Planning Process
Strategic Planning
Situation Analysis
Strategy Formulation
Planning the Implementation
External Analysis
Internal Analysis
Directional Strategies
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Service Delivery Strategies
Support Strategies

12. Action Plans
10
Strategic Thinking Map
Hierarchy of Strategic Decisions and Alternatives
Directional Strategies
Mission
Vision
Values
Goals
Implementation Strategies
Service Delivery
Pre-service
Point-of-service
After-service
Support
Culture
Structure
Strategic resources
Unit Action Plans
Objectives
Actions
Timelines
Responsibilities

13. Competitive Strategies
Strategic Posture
Defender
Prospector
Analyzer
(Reactor)
Positioning
Market-wide
Cost leadership
Differentiation
Market Segment
Focus/Cost
leadership
Focus/
differentiation
Market Entry Strategies
Purchase
Acquisition
Licensing
Venture capital
investment
Cooperation
Merger
Alliance
Joint venture
Development
Internal
development
Internal
venture

14. Adaptive Strategies
Expansion of Scope
Diversification
Vertical Integration
Market Development
Product Development
Penetration
Contraction of Scope
Divestiture
Liquidation
Harvesting
Retrenchment
Maintenance of Scope
Enhancement
Status Quo
11
The Health Care Value Chain
Pre-Service
Market Research
Target Market
Services Offered/
Banding
Pricing
Distribution/Logistics
Promotion
Point-of-Service

15. Clinical Operations
Quality
Process Innovation
Marketing
Patient Satisfaction
After-Service
Follow-up
Clinical
Marketing
Billing
Follow-on
Clinical
Marketing
Organizational Culture
Shared Assumptions Shared Values Behavioral Norms
Organizational Structure
Function Division Matrix
Strategic Resources
Financial Human Information Technology
Support Activities
Service Delivery
Add Value
Add Value
12
The Health Care Value Chain
Pre-Service
Market Research
Target Market
Services Offered/

16. Banding
Pricing
Distribution/Logistics
Promotion
Point-of-Service
Clinical Operations
Quality
Process Innovation
Marketing
Patient Satisfaction
After-Service
Follow-up
Clinical
Marketing
Billing
Follow-on
Clinical
Marketing
Organizational Culture
Shared Assumptions Shared Values Behavioral Norms
Organizational Structure
Function Division Matrix
Strategic Resources
Financial Human Information Technology
Support Activities
Service Delivery
Add Value
Add Value
13

17. Logic for Implementation Strategies
Ends
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Means
Value-Adding
Strategies
Service Delivery
Strategies
Pre-Service
Point-of-Service
After-Service
Support Strategies
Organizational Culture
Organizational Structure
Strategic Resources
Action Plans
Objectives
Actions
Timelines
Responsibilities
Ends

18. Means Ends
Means
14
Developing Value-Adding Strategies
Identify the requirements
of the selected:
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Results of internal
Environmental analysis:
Pre-Service
Point-of-Service
After Service
Culture
Structure
Strategic Resources
Compare Strategy
Requirements with
Internal Analysis

19. Guidance for
Organizational Units
To Maintain
Guidance for
Organizational Units
To Expand
Guidance for
Organizational Units
To Contract
Maintain
Change
15
Developing Value-Adding StrategiesValue-Adding Support
StrategiesResults of Internal AnalysisRequirements
of Selected StrategiesComparison of Requirements and Internal
AnalysisMaintain or ChangeOrganizational
CultureOrganizational StructureStrategic Resources
Financial

20. Human
Information
Strategic Technologies
16
Organizational Culture
Shared Assumptions
17
Organizational Culture
Shared Assumptions
Shared Values
18
Organizational Culture
Shared Assumptions
Shared Values
Behavioral Norms

21. 19
Maintaining Organizational Culture
Communicate often the mission, vision, values, and goals –
verbally and in writing;
Behave in ways that are consistent with the values and vision –
first through their personal behavior, and then through who they
hire, who they promote, and what they reward; and
Review and discuss the values and behavioral norms
periodically.
20
Changing Organizational Culture
Clarify the mission and vision and discuss the types of values
and behaviors that would best achieve the vision.
Discuss and codify the values and behavioral norms.
Live by the values from the very beginning.
Review and discuss the values and behavioral norms
periodically.

22. 21
Changing Organizational Culture
Create an atmosphere of perceived “crisis” in the organization.
Without dissatisfaction with the current state, there is little
incentive for managers to change familiar patterns of behavior.
Clarify the vision and indicate what changes are necessary to
achieve the vision. People need a clear sense of where the
organization is going and where they should be headed.
Communicate the mission, vision, values, and goals widely and
repeatedly. Strategic managers should use simple, powerful, and
consistent language.
22
Changing Organizational Culture
Model the kinds of behaviors and practices they want infused
into the organization through their own actions. “Walking the
talk” gives credibility to the words and provides examples to
others in the organization of what behavior is expected.
Empower other people to start acting in ways that are consistent
with the desired values, and to implement new behaviors and
practices. Part of empowering others is removing barriers within
the organization that are in the way of the desired behavior.

23. 23
Changing Organizational Culture
Look for some quick but sustainable successes. Short-term
successes are critical to provide the change effort with some
credibility, keep people motivated, and demonstrate positive
results to the organization.
Demonstrate patience and persistence. Major culture change
takes a long time – years not months – and the willingness to
persist in the face of obstacles and setbacks is critical.
24
Organizational Structure
Functional
25
Organizational Structure
Functional

24. Divisional
26
Organizational Structure
Functional
Divisional
Matrix
27
Functional Structure Combined with Process Structure
Functional Structure
Functional Structure
Process Structure
28

25. CEO
Marketing
Medicine
Surgery
Finance & Accounting
Human Resources
Clinical Operations
Obstetrics
Pediatrics
Clinical Services
Pre-Op Preparation
Anesthesia Prep & Adm.

26. Surgical Procedure
Post-Op Recovery
Information Systems
Maintenance; Housekeeping

27. Functional Structure Strategic Advantages
Builds a high degree of specialization
Fosters efficiency
Centralizes control and decision making
Develops functional expertise
29
Functional Structure Strategic Disadvantages
Fosters “silo thinking” – narrow specialization
Slows down decision making
Makes horizontal communication difficult
Makes coordination difficult
Limits the development of general managers
30

28. Divisional Structure –
Product with Geographic Divisions
Product Structure
Geographic Structure
31
Divisional Structure Strategic Advantages
Forces decision making down the organization
Allows different strategies among divisions
Fosters improved local responsiveness
Places emphasis on the geographic region or product/service
Improves functional coordination within the division
Identifies responsibility and accountability
Develops general managers
32
Divisional Structure Strategic Disadvantages
Makes it difficult to maintain a consistent image/reputation
Adds layers of management
Duplicates services and functions
Requires carefully developed policies and decision-making

29. guidelines
Creates competition for resources
33
Matrix Structure
34
Matrix Structure Strategic Advantages
Develops functional expertise
Allows for a variety of product/project developments
Allows for the efficient use of functional expertise
Encourages rapid product development
Fosters creativity and innovation
35
Matrix Structure Strategic Disadvantages
Causes difficulties in management

30. Violates the unity of command principle
Creates coordination and communications problems
Requires negotiation and shared responsibility
Allows for confusion on priorities
36
High StandardizationHigh FlexibilityStrategy
RequirementsFunctionalDivisionalMatrixHigh level of
coordinationXHigh level of standardizationXArea/Functional
expertiseXMain goal of efficiencyXHigh Level of
controlXDevelop general managersXXHigh degree of operating
autonomyXDecentralized decision making geared to
marketXHigh need to customize product or services to
marketXConsistent imageXNeed local coordinationXMany
projects using similar technologiesXNeed high level of
creativity and innovationXXNeed high level of stabilityXNeed
to develop new technologiesXNeed to be a cost leaderXNeed to
have service diversityXLarge organizationX
Strategy Requirements and Organizational Structure
37
Organizational Structure
Functional
Divisional
Matrix

31. Combination
38
Maintaining the Structure
Evaluate the present level of communication and coordination
and discuss needed additional communication channels and
coordinating mechanisms;
Evaluate the present structure to ensure there are opportunities
for innovation where appropriate;
Evaluate the management team to ensure that the leadership
skills match their positions; and
Inventory the present skills to ensure that they are matched to
the structure and strategy.
39
Changing the Structure
Develop a flow chart of the total process, including its
interfaces with other value chain activities;
Simplify first, eliminating tasks and steps where possible and
analyzing how to streamline the performance of what remains;
Determine which parts can be automated (usually those that are
repetitive, time consuming, and require little thought or
decision);

32. Consider introducing advanced technologies that can be
upgraded to achieve next-generation capability and provide a
basis for further productivity gains in the future;
40
Changing the Structure
Evaluate each activity to determine whether it is strategy
critical (strategy-critical activities are candidates for
benchmarking to achieve best-in-industry performance status);
Weigh the pros and cons of outsourcing activities that are
noncritical or that contribute little to the organizational
capabilities and core competencies;
Compare the advantages and disadvantages of the organizational
building blocks regarding standardization and flexibility; and
Design a structure for performing the activities that remain,
then reorganize the personnel and groups who perform these
activities into the new structure.
41
Strategic Resources
Financial
Human
Information

33. Strategic Technologies
42
Maintaining Strategic Resources
Financial
Financial
Evaluate whether current financial resources are being used
efficiently.
Determine whether the liquidity is appropriate for meeting
ongoing expenses.
Seek ways to increase profitability without sacrificing other
mission-critical factors.
Assess the current level of leverage to determine if there is an
appropriate level of risk.
Determine whether asset activity can be improved.
Assess cash-flow management.
Consider investment opportunities for idle cash.
43
Maintaining Strategic Resources
Human Resources
Human Resources
Develop training programs to maintain the current human
expertise and capabilities.

34. Develop a management succession plan.
Develop a job market network.
44
Maintaining Strategic Resources
Information Systems
Information Systems
Assess information systems growth needs.
Develop information systems plans for operations and upgrades.
45
Maintaining Strategic Resources
Technologies
Technologies
Make sure there is a plan for facilities and equipment
maintenance.
Develop a facilities and equipment replacement schedule.
Periodically review the operating procedures, policies, and rules
in order to keep them “lean.”
Review environmental services activities and procedures.
Evaluate current security procedures.
Evaluate food service activities.

35. Evaluate operation and maintenance procedures.
46
Changing Strategic Resources
Financial
Financial
Assess whether the current revenue can finance the change.
Investigate the opportunities to finance the change through the
issuance of stock and the infusion of additional equity.
Investigate the opportunities to finance the change through
bonds, mortgages, bank loans, fund raising, or philanthropy.
47
Changing Strategic Resources
Human Resources
Human Resources
Assess job markets to determine the availability of individuals
possessing the new required skills.
Begin recruiting for new skills.
Develop training programs to retrain individuals with skills no
longer needed.

36. 48
Changing Strategic Resources
Information Systems
Information Systems
Consider outsourcing needed changes in information systems.
Assess the impact of needed changes on the current information
systems.
Assess needs of information systems in pre-service, point-of-
service, and after-service activities.
49
Changing Strategic Resources
Technologies
Technologies
Identify the exact specifications of the need for facilities,
equipment, or processes.
Perform cost analysis on the required changes.
Develop timelines for changing the technologies.
Investigate the financing alternatives for the required changes.
Investigate any new required skills or experience to operate or
maintain the new facilities or equipment.
Specify any new required processes or ways of doing things.
Initiate the facilities, equipment, and technology management

37. renewal.
50
Learning through Change and Maintenance Strategies Affect
Strategic Thinking and Planning
Strategic Planning
External Analysis
Internal Analysis
Directional Strategies
Situation Analysis
Strategy Formulation

38. Planning the Implementation
Directional Strategies
Adaptive Strategies
Market Entry Strategies
Competitive Strategies
Service Delivery Strategies
Support Strategies
Action Plans
Strategic Thinking
External Orientation
Analyze data
Question Assumptions
Generate New Ideas
Managing
Strategic
Momentum
Managerial Action
Strategy Evaluation
Emergent Learning
Re-initiate Strategic
Thinking
51
Is the organization’s culture appropriate for the overall
strategy?
Are the organization’s values reflected in the service delivery?
Are the behavioral norms appropriate for the strategy?
Are the management processes (the way we do things)

39. appropriate for the strategy?
Does the organizational structure help facilitate the overall
strategy?
Is there a balance between standardization and flexibility?
Managing Strategic Momentum Support Strategies
52
Are additional coordinating or collateral structures required?
Does the organization have the financial resources to carry out
the strategy?
Does the organization have the appropriate human resources,
skills, policies, and procedures for the strategy?
Is the management talent appropriate?
Do the information systems help facilitate the strategy?
Are the facilities and equipment up to date and appropriate to
carry out the overall strategy?
Managing Strategic Momentum Support Strategies
53
Chapter 9 Conclusions
After reading Chapter 9, you should be able to define the

40. following terms:
Key TermsKey TermsBehavioral NormsMatrix
StructureCollateral OrganizationShared
AssumptionsCombination StructureShared
ValuesCultureStrategic Information System (SIS)Decision
Support System (DSS)Strategic ResourcesDivisional
StructureStrategic TechnologiesFacilitiesValue-Adding Support
StrategiesFunctional Structure
54
Discussion Question & Peer Responses Grading Rubric
Discussion Questions
Needs Development
Fair
Good
Excellent
Idea Development
None. Nothing new added to forum, only support for previous
posts. At least one secondary reference.
0-7 points
Some new insight, but not supported examples. At least two
secondary references.
8-14 points
Well-developed ideas. Introduced new ideas or perspectives. At
least three secondary references.
15-22 points
Well-developed ideas. Introduced new ideas or perspectives.
Supported ideas with new examples. At least three secondary
references of which two are scholarly research.

41. 23-30 points
Critical Thinking
Does not attempt to analyze key issues, problems and questions.
0-1 points
Attempts to analyze key issues, problems and questions.
Analysis uses facts or theory incorrectly.
2-3 points
Addresses key issues, problems and questions. Generally
accurate, but may rely too much on facts and not clearly apply
to discussion question.
4-4 points
Clearly addresses key issues, problems and questions. May
include unique insight.
5-5 points
Context
More than 5 errors in grammar, punctuation, spelling and/or
APA requirements.
0-1 points
3-4 errors in grammar, punctuation, spelling and/or APA
requirements.
2-3 points
1-2 errors in grammar, punctuation, spelling and/or APA
requirements.
4-4 points
Free of errors in grammar, punctuation, and spelling. Proper
format and meets APA requirements.
5-5 points
Peer Responses
Posts required number of responses by deadlines but tends to
regurgitate content rather than add new insights, and provides
no new information, examples or questions to advance the
discussion.
1-2 points
Posts required number of responses by deadlines. Provides new
insights but no new information, examples or questions to
advance the discussion.

42. 2-4 points
Posts required number of responses ahead of deadlines to allow
for further discussion. Offers new insights but not all are
supported with additional information, examples or questions to
advance the discussion.
5-7 points
Posts required number of responses ahead of deadlines to allow
for further discussion. Offers new insights that are supported
with credible outside research and additional information,
examples or questions to advance the discussion.
8-10 points