Tackling a team project, regardless of its scope, can be a challenge. It is necessary to activate open communication channels from the beginning. Once planning has begun and tasks have been assigned, the question may immediately arise in mind: what do we do now? Well, if the right instructions or directions are not provided, this could be the scenario at hand. However, establishing a good forum to address any doubts and concerns within the team can lead to a better project experience overall. But what are the right types of questions to ask during a team project? Before even considering the type of questions, you need to realize that all, or at least most, of the questions related to the project in question can help the leader learn about each member's individual learning and working styles. Gaining individual understanding will obviously further improve knowledge of group dynamics, which in turn can help a team with responsibility for supporting the organization. In essence, it can be a leadership development tool. As explained in “Leadership & Direction”, the basis of any project should begin with contemplation of the two main themes. That is, the focus should be on what the team needs to accomplish the project and what potential obstacles may stand in the way of the team's accomplishment. It also emphasizes that the answer to these initial questions will mark a good start to a project, while remaining open to suggestions from the team (Clark, 2010). An environment that accepts questions and the ability to clarify doubts can lead to more collaborative group work. The key is an environment where the feeling of asking questions is not scorned. This will allow members to express their opinion. This is outlined by (Clark, 2010) in the article......middle of paper......between them. Ultimately, however, regardless of the team's competence, a leader's primary focus should be on overseeing and ensuring that the quality of the team's work meets established expectations. Works Cited Clark, D. (2010). Brainstorming. Retrieved from BigDog & Little Dog's Performance Juxtaposition: http://www.nwlink.com/~donclark/perform/brainstorm.htmlClark, D. (2010). Leadership and direction. Retrieved from Performance Juxtaposition by BigDog & Little Dog: http://www.nwlink.com/~donclark/leader/leaddir.htmlKhan, A. (2006). Project scope management. Cost Engineering, 48(6), 12-16. Retrieved from EBSCOhost.United States Army. (1994) FM 6-71 Fire Support Tactics, Techniques and Procedures for the Fire Support Commander, Washington, DC. Retrieved from http://www.globalsecurity.org/military/library/policy/army/fm/6-71/index.html, Appendix G