Term
| USG, intergovernmental, and nongovernmental organizations may choose to work directly (i.e., unilaterally) with their field representatives. This leads to…? |
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Definition
| When organizations work unilaterally with their field representatives and bureaus, it creates “voids” of information and coordination. This, in turn, threatens effective coordination and mission accomplishment. |
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Term
| Emphasizing a military leadership role in all operations and the superior value of the military-led approach may…? |
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Definition
| Over-emphasizing a military approach to interorganizational efforts may alienate both our interagency and multinational partners. This, in turn, sours relationships and muddies roles and responsibilities, which impedes unity of effort and compromises mission accomplishment. |
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Term
| The military’s focus is expanding, no longer only emphasizing military-on-military challenges but also looking for ways to use all elements in national power to achieve objectives. For interorganizational coordination, this means… |
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Definition
| The military must frequently coordinate with the diplomatic, informational, and economic instruments of national power. This means that Commanders must broaden their thinking and consider all the tools of national power when considering their strategic objectives. Commanders must approach operations with a broad mental aperture, always looking for diverse ways to address the “PMESII variables” and better achieve unity of effort with our partners |
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Term
| Our interagency partners have different perspectives and cultures. They do not have the budget, the number of personnel, nor the capacity of the U.S. military. How does this affect interorganizational coordination? |
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Definition
| Cooperation is often based on a perceived mutually supportive interest, rather than a formalized agreement. When other organizations are unable or unwilling to support aspects of the mission, the military fills in. This means that the military is often tasked to fill roles it is not habitually accustomed to supporting |
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Term
| the importance to provide quality liaisons to other organizations |
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Definition
-are a means of ensuring a shared understanding exists with other agencies
-facilitate inclusiveness and sharing of information |
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Term
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Definition
| Fully assimilate them into your organization and clarify their role in terms of their authority, (either 'personal' representative or a conduit) |
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Term
| Your LNO to other agencies |
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Definition
| Ensure they understand the respective authorities, responsibilities, goals, processes, and culture of the agency/organization to which they are being assigned |
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Term
| Clarify the officer's role in terms of authority, as either a 'personal' representative or as a channel of information |
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Definition
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Term
| Ensure the officer is empowered to gain full situational awareness of planning and insights so they can incorporate the USG whole of government plan |
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Definition
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Term
| Request the officer's support on watching for and solving connectivity and classification issues |
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Definition
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Term
| Ensure the officer understands the authorities, responsibilities, goals, processes, and culture of the assigned station |
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Definition
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Term
| Empower the officer to speak on your behalf |
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Definition
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Term
| At the Chief of Staff and principal J-code director levels, identify ways to best leverage the officer's skills, knowledge, and access |
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Definition
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Term
| Ensure a shared understanding exists among entities |
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Definition
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Term
| Impress on the officer the need to establish and maintain quality personal relationships |
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Definition
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Term
| Keep the officer informed of changing guidance through regular, periodic updates |
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Definition
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Term
| Remember that the LNO is often the only representative seen by outside organizations |
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Definition
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Term
| Avoid 'pigeon holing' the officer into only one working group/cell |
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Definition
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Term
| Encourage inclusiveness and sharing of information |
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Definition
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Term
| Remember that the LNO provides personal viewpoints based on his/her experiences and information |
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Definition
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Term
| Publish the officer's Chain of Command |
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Definition
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Term
| Fully assimilate the officer into your organization |
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Definition
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Term
| Non-military USG agencies and departments operate at the _____ level in Washington DC and at the operational and tactical level in the field |
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Definition
| strategic and theater-strategic |
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Term
| Cooperation between intergovernmental organizations, nongovernmental organizations, and the private sector is often based on a _____. |
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Definition
| perceived mutually supportive interest |
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Term
| The PMESII variables describe a set of non-military effects, which are relevant for coordination with USG agencies. Four of these variables are _____. |
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Definition
| multinational, support, economic, and information |
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Term
| Many operations reach beyond the battlefield and encompass a human-based network (that a military-only perspective cannot fully understand, visualize, or influence). As such, commanders should partner early with interorganizational stakeholders. This can be summarized as which best practice? |
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Definition
| inclusiveness in understanding the complex environment and the problem |
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Term
| The _____ is responsible for recommending and implementing national policy regarding the foreign country, and is responsible for overseeing the activities of USG employees |
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Definition
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Term
| Commanders must achieve some technical means of information sharing with stakeholders during an operation. Which of the following is an important factor in effective information sharing? |
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Definition
| avoid over-classifying information |
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Term
| Liaison officers from other agencies and your liaison officer to other agencies can be key actors who support you by doing what? |
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Definition
| enabling communication and solving problems |
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