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

Joint Command and Control
the JFC and joint staff is pulled both from above, by requirements from seniors, and from
below, by the needs of component commanders and their staffs. These requirements must
also be integrated into the activities of the JFC, but must not be allowed to dominate JFC
actions. Technology offers a means to reduce the time required for conducting these
essential C2 events. For example, video teleconferencing and other collaborative
communication tools are common methods used in many headquarters to conduct scheduled
and unscheduled meetings and conferences that include a wide range of key participants.
(b) The JFC and staff must be sensitive to the battle rhythm of subordinate
organizations. Component commanders also need information to function properly within
their own decision cycles. The JFC should establish and require adherence to norms that
increase the speed of the component commanders’ decision cycles.
(8) Responsive, Dependable, and Interoperable Support Systems. ISR, spacebased,
and communications systems must be responsive and dependable in real time to
provide the JFC with accurate, timely, relevant, and adequate information. Linking support
systems that possess commonality, compatibility, and standardization to the greatest extent
possible will contribute to a higher state of interoperability and thus C2 utility. Integrating
the support systems of multinational and other agency partners also must be considered.
(9) Situational Awareness. The primary objective that the staff seeks to attain for
the commander and for subordinate commanders is SA—a prerequisite for commanders
anticipating opportunities and challenges. True situational understanding should be the basis
for all decision makers. Knowledge of friendly capabilities and adversary capabilities,
intentions, and likely COAs enables commanders to focus joint efforts where they best and
most directly contribute to achieving objectives. Further, the JFC’s SA must be broad to
include the actions and intentions of multinational partners, civilian agencies, adjacent
commands, higher headquarters, HN authorities, and NGOs.
(10) Mutual Trust. Decentralized execution, operating within the JFC’s intent, and
mission-type orders capitalize on the initiative of subordinate commanders. For these
methods to work within a joint force and for the joint force to function at all, there must be a
high degree of mutual trust. Trust among the commanders and staffs in a joint force expands
the JFC’s options and enhances flexibility, agility, and the freedom to take the initiative
when conditions warrant. The JFC trusts the chain of command, leaders, and staffs to use
the authority delegated to them to fulfill their responsibility for mission accomplishment; and
the joint force trusts the JFC to use component capabilities appropriately. Mutual trust
results from honest efforts to learn about and understand the capabilities that each member
brings to the joint force, demonstrated competence, and planning and training together.
b. Decision-Making Model. Joint operation planning occurs within the APEX system,
which is the DOD-level system of joint policies, processes, procedures, and reporting
structures, supported by communications and information technology that is used by the
JPEC to monitor, plan, and execute mobilization, deployment, employment, sustainment,
redeployment, and demobilization activities associated with joint operations. The APEX
system formally integrates the planning activities of the JPEC and facilitates the JFC’s
seamless transition from planning to execution during times of crises. The APEX system
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