text: Chapter 3
  * Define and develop roles and responsibilities early.
  * Bring hidden agendas (one’s own and those of others) and conflicts out into the open; address
  them with a win-win attitude.
  * If a person seems difficult to work with, try a cooling-off time, a side conversation, a new person
  to speak with them, and empathy. If all else fails, work around that person altogether.
  Building Common Ground and Shared Purpose
  3-76. As part of fostering successful collaboration, Soldiers work with others. Together they develop ideas,
  obtain resources, gain commitment, and accomplish mutually important goals. This collaboration builds a
  common ground and shared purpose with interagency partners.
  3-77. A common approach to interagency decisionmaking is consensus building. In consensus building,
  the decision-making authority resides with the collective group rather than a single individual. This process
  may feel alien to Soldiers accustomed to delegated orders from a chain of command. The consensus-
  building process may seem slow to Army leaders. Army leaders must understand the importance of
  ensuring that interagency partners explore various alternatives and all partners participate. Army leaders
  can adopt consensus-building leadership behaviors. Consensus-building behaviors include open discourse,
  friendly debate, and discussion with opinion sharing with and feedback from participants.
  3-78. Key strategies for building common ground are to—
  * Encourage joint civilian and military coordination at the planning stage.
  * Clarify how proposed actions are in support of stability or developmental goals.
  * Define clear-cut responsibilities for civilians and military forces to ensure mission success.
  * Seek support of local community decision-making groups—it will be hard for others to disregard
  the voice of a locally organized entity.
  * Use tact and work towards compromise.
  * Engage in active listening.
  3-79. During stability tasks, Soldiers will find themselves needing to rely on external organizations to
  maximize resources, reach difficult segments of the populations, and create sustainable solutions to
  problems. Therefore, success in stability tasks requires the coordination and cooperation of numerous
  civilian and military agencies. Understanding the context for partnerships, the capabilities and resources of
  different agencies, and the need to form positive, long-lasting relationships with interagency partners are
  fundamental to effective collaboration.
  TYPES OF FUNDING
  3-80. Commanders normally have access to a variety of monetary instruments during operations focused
  on stability, so they can spend money how they determine it needs to be spent. For instance, they normally
  can spend appropriated funds for stipulated purposes that directly contribute to reconstruction and
  development. This means Army commanders should expect no caveats to funding that would restrict their
  ability to respond to the situation. This fiscal freedom does not mean that commanders can dispense funds
  without constraint. As for every other appropriation it makes, Congress sets criteria that specifically
  address how commanders can and cannot spend funds in operations focused on stability. Furthermore,
  funding strictly tied to the in-theater ground portion of operations focused on stability should flow through
  leaders to the suborganizations or units responsible for executing reconstruction and development, as this
  establishes fiscal accountability. Additionally Army commanders spend any stability funds in the context of
  a whole-of-government and comprehensive approach to achieve unity of effort toward an agreed goal.
  Funding Guidance and Authorities
  3-81. Resources are often limited and cannot be restricted to use by a single agency, Service, or entity.
  Army commanders and staff understand no other interagency stakeholders apply resources to achieve
  effects in the operational area. This list includes not only U.S. government agencies, but also
  intergovernmental organizations, NGOs, multinational partners, and private sector entities. The
  commander, together with key stability partners, completes detailed analyses of situations and operational