text: Fundamentals of Operations
  through task organization and support relationships. Commanders allocate the employment of joint
  capabilities to subordinate echelons; integrating these capabilities requires an understanding of joint
  processes. The degree to which commanders effectively integrate joint and Army capabilities at all echelons
  directly influences success during operations.
  3-16. Military forces comprise a wide variety of components that leaders must arrange into a coherent and
  effective whole. Army leaders integrate—
  (cid:122) Joint capabilities.
  (cid:122) Multinational, interagency, and interorganizational capabilities.
  (cid:122) Echelons and staffs.
  (cid:122) Different types of units to achieve a combined arms approach.
  3-17. Almost every leader activity, in some way, orients on integrating parts of the force to achieve unity of
  purpose and unity of effort. There are many intellectual tools leaders use to facilitate integration. Common
  ones include—
  (cid:122) The joint and Army targeting processes (which includes working groups, boards, and other
  activities to help integrate joint intelligence, surveillance, and reconnaissance [ISR] and fires).
  (cid:122) Mission analysis to integrate the activities of multiple staff proponents.
  (cid:122) The nesting concept advocated for in the mission command approach to C2 that helps lower
  echelons integrate their purpose with higher echelons.
  (cid:122) Reception, staging, onward movement, and integration (RSOI) for new forces entering an
  operation.
  (cid:122) Engagement area development to integrate all weapons systems into a defense.
  Synchronization
  3-18. Once leaders have integrated the right capabilities, they must synchronize their employment and
  effects. Synchronization is the arrangement of military actions in time, space, and purpose to produce
  maximum relative combat power at a decisive place and time (JP 2-0).
  3-19. Understanding the following factors enables leaders to determine when to initiate employment of a
  capability and how to adapt to changes in the operational environment during execution:
  (cid:122) The desired overall effect over time.
  (cid:122) How the individual effects complement each other over time.
  (cid:122) The time it takes each capability or formation to generate its individual effects from the start of
  employment.
  (cid:122) Whether each individual effect is enduring, simultaneous, or sequenced with the other effects.
  (cid:122) The consequences of an individual effect not occurring at the planned time.
  3-20. Individual effects can be enduring, simultaneous, or sequential. Enduring effects provide a continuous
  impact on the threat until they are no longer necessary. Enduring effects can have a debilitating effect on
  enemy forces, but they may require significant resources to sustain. Simultaneity is the execution of related
  and mutually supporting tasks at the same time across multiple locations and domains (ADP 3-0).
  Simultaneous effects, the result of attacking enemy forces in multiple domains at the same time and across
  the depth of the enemy’s echelons, can have a paralyzing effect on enemy decision making and the
  effectiveness of the enemy’s most critical systems for a limited period of time. They can degrade enemy
  reactions and facilitate the path to eventual culmination and defeat. Sequencing effects against a threat can
  create successive dilemmas and opportunities for deception when enemy forces begin to expect a pattern.
  3-21. Leaders synchronize actions and effects through C2 and the operations process. The mission,
  commander’s intent, and concept of operations form the basis for detailed synchronization. Commanders
  determine the degree of control necessary to synchronize operations. They balance synchronization with
  agility and initiative, but they never surrender the initiative for the sake of synchronization. Excessive
  synchronization can lead to too much control, which limits the initiative of subordinates and undermines
  mission command.