JP 1, Doctrine for the Armed Forces of the United States - Defense ...

Chapter V
can make timely and effective decisions to get inside the adversary’s decision and execution
cycle. Doing so generates confusion and disorder and slows an adversary’s decision making.
The commander who can gather information and make better decisions faster will generate a
rapid tempo of operations and gain a decided advantage. Consequently, decision-making
models and procedures must be flexible and allow abbreviation should the situation warrant
it. Adoption of a decision aid offers the commander and staff a method for maintaining SA
of the ongoing operation as well as identifying critical decision points where the
commander’s action may be required to maintain momentum.
(6) Coordination Mechanisms. Coordination mechanisms facilitate integration,
synchronization, and synergistic interaction among joint force components. Coordinating
mechanisms can include: agreements, memoranda of understanding, exchange and/or liaison
officers, direct and integrated staffing, interoperable communications systems, information
sharing, exercises, and plan development. Integration is achieved through joint operation
planning and the skillful assimilation of forces, capabilities, and systems to enable their
employment in a single, cohesive operation rather than a set of separate operations. A
synchronization matrix may be employed to visually portray critical actions that must be
accomplished by multiple elements of the joint force. Coordination is facilitated through the
exchange of liaisons and interoperable communications systems. These mechanisms provide
the JFC with a linkage to the joint force staff and subordinate commands’ activities and work
to execute plans and coordinate changes required by the unfolding situation. In interagency
and/or multinational environments where unity of command may not be possible, unity of
effort may be achieved through effective coordination, exchange of liaisons, and
interoperable communications and/or common operating systems. Constant vertical and
horizontal coordination and cooperation between the CCMD and component staffs and other
CCMDs are prerequisites for ensuring timely command awareness.
(7) Battle Rhythm Discipline. A command headquarters battle rhythm is its daily
operations cycle for briefings, meetings, and reporting requirements. A battle rhythm is
essential to support decision making, staff actions, and higher headquarters information
requirements and to manage the dissemination of decisions and information in a coordinated
manner. A defined battle rhythm should be based on the information requirements of the
CCDR, subordinates, and senior commands. It must be designed to minimize the time the
commander and key staff members spend attending meetings and listening to briefings; it
must allow the staff and subordinate commanders time to plan, communicate with the
commander, and direct the activities of their subordinates. The battle rhythms of the joint
and component headquarters should be synchronized and take into account multiple time
zones and other factors. Other planning, decision, and operating cycles or processes
(intelligence, targeting, and air tasking order) influence the joint force headquarters battle
rhythm. Further, meetings of the necessary staff organizations must be synchronized.
Consequently, key members of the joint force staff, components, and supporting agencies
should participate in the development of the joint force headquarters battle rhythm. Those
participants must consider the battle rhythm needs of higher, lower, lateral, and adjacent
commands when developing the joint force headquarters battle rhythm.
(a) Simple, focused displays of information delivered in a disciplined way are
necessary. Information displayed or discussed should be mission-related. The attention of
V-16 JP 1