S armed forces in this lesson you will be introduced

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and processes in both foreign and domestic operations differ from those in U.S. Armed Forces. In this lesson, you will be introduced to the importance of often and early inclusion of mission partners in the Commander's Decision Cycle and the importance of building trust with other external stakeholders by use of confidence and personal relationships to achieve objectives. Considering a Decision Cycle -Joint force commanders, or JFCs, operate on a Commander's Decision Cycle. It becomes vitally important that JFCs understand and consider the decision cycle (or decision making processes) of mission partners and other key external stakeholders. Whether in transferring mission responsibilities to civilian authorities in Iraq or Afghanistan, or providing Defense Support of Civil Authorities, or DSCA, the joint force command needs to understand how and when key mission partners make decisions. If possible, the joint force command should synchronize and integrate its decision cycle with the primary agency or host nation, to have a more effective process. Decision Cycle Examples- Here is an example of understanding the decision cycle of mission partners in civil support operations. Shown here is the Commander's Decision Cycle used by joint task forces and the state and federal decision cycle, called the "Planning P" as described in the National Incident Management System, or NIMS. In addition to understanding the process by which mission partners make decisions, it is critical to understand the timing of those decisions, to allow the joint force command to provide input and to be responsive.
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Understanding and Anticipation- Where the joint force command operates in support of mission partners, we need to ensure we manage our own expectations on their processes, procedures, and structures. Commanders cannot assume that the mission partner's decision cycle will move at the same rate as theirs, but must understand it well enough to anticipate when and how to best engage. The commander and his staff must anticipate the partners' needs and be able to lean forward, particularly in DSCA and humanitarian aid/disaster relief, or HA/DR, operations where our response is time-critical. Remember that the use and inclusion of liaison officers, or LNOs, will be important to support this process. Close Relationships during Operation UNIFIED RESPONSE -The JTF HQ in Haiti at the U.S. Embassy Port au Prince instilled a close (and personal) relationship to synchronize the decision making process. They established their expeditionary headquarters adjacent to the Embassy, built relationships with the Country Team, shared workspace and communications capabilities, leveraged existing Embassy relationships to connect with intergovernmental organizations, or IGOs, nongovernmental organizations, or NGOs, and the private sector, and coordinated disaster response.
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  • Fall '18
  • Commander, task force, Unified Combatant Command, LNOs

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