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

More documents

Recommendations

Info

Chapter II contingents may be the senior representatives of their government within the MNFs and, as such, should be treated with special consideration beyond their US equivalent rank. (2) Rapport. US commanders and staffs should establish rapport with their counterparts from partner countries, as well as the MNFC. This requires personal, direct relationships that only they can develop. Good rapport between leaders will improve teamwork among their staffs and subordinate commanders and overall unity of effort. (3) Knowledge of Partners. US commanders and their staffs should have an understanding of each member of the MNF. Much time and effort is expended in learning about the enemy; a similar effort is required to understand the doctrine, capabilities, strategic goals, culture, religion, customs, history, and values of each partner. This will ensure the effective integration of multinational partners into the operation and enhance the synergistic effectiveness of the MNF. (4) Patience. Effective partnerships take time and attention to develop. Diligent pursuit of a trusting, mutually beneficial relationship with multinational partners requires untiring, evenhanded patience. This is easier to accomplish within alliances but is equally necessary regarding prospective multinational partners. (5) Coordination. Coordinated policy, particularly on such matters as MNFCs’ authority over national logistics (including infrastructure) and ISR, is required. Coordinated planning for ROE, RUF, fratricide prevention, IO, communications, special weapons, source and employment of reserves, and timing of operations is essential for unity of effort. Actions to improve interoperability and the ability to share information need to be addressed early. This includes an emphasis on the uses of multinational doctrine and tactics, techniques, and procedures; development of ISR, C2 systems, and logistic architectures; multinational training and exercises; and establishment of liaison structures. Nations should exchange qualified liaison officers at the earliest opportunity to ensure mutual understanding and unity of effort. c. Multinational Organizational Structure (1) Organizational Structure. The basic structures for multinational operations fall into one of three types: integrated, lead nation, or parallel command. (a) Integrated commands have representative members from the member nations in the command headquarters. Multinational commands organized under an integrated command help ensure the capabilities of member nations are represented and employed properly. A good example of this command structure is found in the North American Aerospace Defense Command (NORAD) where the commander is American, the deputy commander is Canadian, and each of the regional commands has a commander and deputy commander from a different nation. In addition, the NORAD staff is binational. (b) Lead Nation Command Structure. A lead nation command structure exists when all member nations place their forces under the control of one nation. The lead nation command can be distinguished by a dominant lead nation command and staff arrangement with subordinate elements retaining strict national integrity. II-22 JP 1
Doctrine Governing Unified Direction of Armed Forces (c) Parallel Command Structures. Under a parallel command structure, no single force commander is designated. The MNF leadership must develop a means for coordination among the participants to attain unity of effort. This can be accomplished through the use of coordination centers. Nonetheless, because of the absence of a single MNFC, the use of a parallel command structure should be avoided if possible. (2) Regardless of how the MNF is organized operationally, each nation furnishing forces normally establishes a national component, often called a national command element, to ensure effective administration of its forces. The national component provides a means to administer and support the national forces, coordinate communication to the parent nation, tender national military views and recommendations directly to the MNFC, facilitate the assignment and reassignment of national forces to subordinate operational multinational organizations, and maintain personnel accountability. In an administrative role, these national components are similar to a Service component command at the unified CCMD level in a US joint organization. The logistic support element of this component is referred to as the national support element. d. Command and Control of US Forces in Multinational Operations. Although nations will often participate in multinational operations, they rarely, if ever, relinquish national command of their forces. As such, forces participating in a multinational operation will always have at least two distinct chains of command: a national chain of command and a multinational chain of command (see Figure II-6). (1) National Command. The President retains and cannot relinquish national command authority over US forces. National command includes the authority and responsibility for organizing, directing, coordinating, controlling, planning employment, and protecting military forces. The President also has the authority to terminate US participation in multinational operations at any time. (2) Multinational Command. Command authority for an MNFC is normally negotiated between the participating nations and can vary from nation to nation. Command authority will be specified in the implementing agreements and may include aspects of OPCON and/or TACON, as well as support relationships and coordinating authority. A clear and common understanding of what authorities are specified in the implementing agreement is essential to operations. This is particularly important when similar terms have different meanings to the various participants. For example, both the US and North Atlantic Treaty Organization (NATO) use the term operational control and the acronym OPCON, but the authorities of US OPCON are more encompassing than the authorities of NATO OPCON. Commanders and forces must be aware of which authorities are specified. (a) Operational Control. While the President cannot relinquish command authority, in some multinational environments it might be prudent or advantageous to place appropriate US forces under the OPCON of an MNFC to achieve specified military objectives. In making this decision, the President carefully considers such factors as mission, size of the proposed US force, risks involved, anticipated duration, and ROE. Normally, OPCON of US forces is assigned only for a specific timeframe or mission and includes the authority to assign tasks to US forces already deployed by the President and to II-23
Page 1 and 2:
Joint Publication 1 Doctrine for th
Page 3 and 4:
PREFACE 1. Scope This publication i
Page 5 and 6:
SUMMARY OF CHANGES REVISION OF JOIN
Page 7 and 8:
TABLE OF CONTENTS EXECUTIVE SUMMARY
Page 9 and 10:
Table of Contents Awards and
Page 11 and 12:
EXECUTIVE SUMMARY COMMANDER’S OVE
Page 13 and 14:
Executive Summary role for which an
Page 15 and 16:
Executive Summary The national defe
Page 17 and 18:
Executive Summary Relationship Betw
Page 19 and 20:
Executive Summary Geographic Combat
Page 21 and 22: Executive Summary Joint Task Force
Page 23 and 24: Executive Summary direction over al
Page 25 and 26: Executive Summary Command and Contr
Page 27 and 28: Executive Summary Joint Education J
Page 29 and 30: CHAPTER I THEORY AND FOUNDATIONS
Page 31 and 32: Theory and Foundations power throug
Page 33 and 34: Theory and Foundations aspects. The
Page 35 and 36: Theory and Foundations usually have
Page 37 and 38: Theory and Foundations 6. Campaigns
Page 39 and 40: Theory and Foundations warfare may
Page 41 and 42: Theory and Foundations (b) Commande
Page 43 and 44: Theory and Foundations (1) Military
Page 45 and 46: Theory and Foundations funding and
Page 47 and 48: Theory and Foundations attack; pass
Page 49 and 50: Theory and Foundations applicable c
Page 51 and 52: CHAPTER II DOCTRINE GOVERNING UNIFI
Page 53 and 54: Doctrine Governing Unified Directio
Page 71: Doctrine Governing Unified Directio
Page 77 and 78: CHAPTER III FUNCTIONS OF THE DEPART
Page 79 and 80: Functions of the Department of Defe
Page 89 and 90: CHAPTER IV JOINT COMMAND ORGANIZATI
Page 91 and 92: Joint Command Organizations Possibl
Page 93 and 94: Joint Command Organizations JFC, fo
Page 95 and 96: Joint Command Organizations (2) Mai
Page 97 and 98: Joint Command Organizations 3. Spec
Page 99 and 100: Joint Command Organizations Joint T
Page 101 and 102: Joint Command Organizations (2) Pro
Page 103 and 104: Joint Command Organizations nongove
Page 105 and 106: Joint Command Organizations (8) Pro
Page 107 and 108: Joint Command Organizations adminis
Page 109 and 110: Joint Command Organizations d. Exec
Page 111 and 112: Joint Command Organizations 21. Inf
Page 113 and 114: CHAPTER V JOINT COMMAND AND CONTROL
Page 115 and 116: Joint Command and Control b. Unless
Page 117 and 118: Joint Command and Control as requir
Page 119 and 120: Joint Command and Control (6) Assig
Page 121 and 122: Joint Command and Control (5) The d
Page 123 and 124:
Joint Command and Control 8. Comman
Page 125 and 126:
Joint Command and Control applicabl
Page 127 and 128:
Joint Command and Control while con
Page 129 and 130:
Joint Command and Control the JFC a
Page 131 and 132:
Joint Command and Control purpose i
Page 133 and 134:
CHAPTER VI JOINT FORCE DEVELOPMENT
Page 135 and 136:
Joint Force Development 4. Joint Do
Page 137 and 138:
Joint Force Development (3) Joint e
Page 139 and 140:
Joint Force Development requirement
Page 141 and 142:
Joint Force Development b. The Join
Page 143 and 144:
Joint Force Development capabilitie
Page 145 and 146:
1. General APPENDIX A ESTABLISHING
Page 147 and 148:
APPENDIX B THE PROFESSION OF ARMS 1
Page 149 and 150:
The Profession of Arms 4. Teamwork
Page 151 and 152:
APPENDIX C REFERENCES The developme
Page 153 and 154:
References g. CJCSM 3122.01A, Joint
Page 155 and 156:
APPENDIX D ADMINISTRATIVE INSTRUCTI
Page 157 and 158:
GLOSSARY PART I—ABBREVIATIONS AND
Page 159 and 160:
Glossary NATO NCCS NDS NEP NGA NGB
Page 161 and 162:
PART II—TERMS AND DEFINITIONS acc
Page 163 and 164:
Glossary Department of Defense comp
Page 165 and 166:
Glossary joint staff. 1. The staff
Page 167 and 168:
Glossary Service. A branch of the A
Page 169 and 170:
Glossary unity of effort. Coordinat
Page 171:
JOINT DOCTRINE PUBLICATIONS HIERARC
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?