Insights and Best Practices Focus Paper:  Interorganizational Coordination

The Joint Staff, J-7 supports the Chairman of the Joint Chiefs of Staff, the Combatant Commanders, and the warfighter by publishing various focus papers.  This one, Interorganizational Coordination (Joint Staff, J-7, 2013) complements your reading of Joint Publication 3-08, Interorganizational Cooperation (Joint Staff, J-3, 2016).  JP 3-08 was recently revised from the previous version (Interorganizational Coordination During Joint Operations, 2011).  Don’t be too concerned that the J-7 Focus Paper pre-dates the revision of JP 3-08.  The foundational concepts are still there and are mutually supporting.  You will even see references to the 2011 version of JP 3-08 in the J-7 Focus Paper.

All the elements of national power—diplomatic, informational, military, and economic (DIME)—significantly affect U.S. national security in the extremely complex global environment.  The United States Government (USG) has observed numerous best practices in how operational commanders and our interorganizational partners work together to achieve objectives.  An atmosphere of inclusiveness must be established and is often done so in collaboration with international organizations, governmental organizations, non-governmental organizations (NGO), and the private sector in a whole of government approach.  This enables and facilitates bringing together all elements of national and international power to achieve strategic objectives.  With that said, effective relationships and coordination with lead agencies (within the USG or otherwise) are key to gaining situational awareness of external stakeholders who can have a positive impact on the mission (Joint Staff, J-7, 2013, p. 1).

There are, of course, challenges associated with unified action and interorganizational coordination.  The active participants and other stakeholders recognize that there will not be unqualified unity of command with one single authority nor clearly defined roles and responsibilities.  They acknowledge that complete unity of effort is often difficult.  Also, interorganizational partners do not have the funding, number of personnel, or the capacity of the U.S. military.  Further, their perspectives on a situation, possible solutions, and any agendas can vary widely.  Also, there is the very real possibility of encountering friction when working together with different organizational cultures.  Interorganizational coordination is just not as easy as one would like it to be (Joint Staff, J-7, 2013, p. 1).