text: Chapter 3
  3-60. Early and frequent contact by key team members, or team leaders, helps reduce uncertainties and
  delays that characterize interagency collaboration and facilitates developing effective partnerships. If
  possible, senior military leaders and their staff locate near other partner agencies. Proximity has a beneficial
  effect on personal interaction and coordination. Specifically, being in the same space allows more agility
  and speed in managing rapidly developing crises. Co-location allows greater information sharing and
  regular participation by all partners in making critical decisions. Finally, regular informal interaction
  contributes to developing trust and, if needed, facilitates conflict resolution.
  3-61. When organizations rely on one another to achieve shared objectives and create strong and
  potentially lasting bonds. To facilitate interagency alliances, leaders and Soldiers first develop an
  understanding of the mutual needs of all partner agencies. Once mutual needs have been determined,
  leaders and Soldiers should plan how best to support their interagency partners.
  3-62. Leaders also should ensure that all organizations share the responsibility and the recognition for
  mission accomplishment. As much as possible, Army leaders ensure partners receive credit for the
  successes of their respective organizations and the successes of the interagency groups in which they
  participate. Praising and drawing attention to the success of others increases interagency support and
  strengthens bonds.
  3-63. Key strategies for developing alliances are—
  * Meeting with the partner on a regular basis and engaging in a variety of conversations.
  * Taking the time to build a relationship with the partner and find out how to support him or her.
  * Attending meetings of the partner’s agency and noting information shared.
  * Taking advantage of opportunities to praise others and drawing attention to their successes.
  * Introducing the partner to other key actors.
  * When possible, co-locating Army partners close to agency or military partners.
  * Valuing humility by focusing on shared outcomes rather than on getting credit.
  Fostering Positive Relationships With Others
  3-64. Building relationships with appropriate organizations requires frequent positive interactions among
  group members. Military personnel should strive to interact with partners in a way that will result in
  successful shared experiences. Informal interaction is important to forming positive relationships and
  developing trust. When possible, Soldiers should also try to engage interagency partners prior to, and
  outside of the context of, operational planning.
  3-65. Soldiers demonstrate a willingness to cultivate relationships with people from differing backgrounds
  and organizational cultures. They show respect and appreciation for these differences—and for partners’
  roles and responsibilities—to develop positive relationships. Military group members demonstrate respect
  for others by acknowledging partners’ strengths and abilities and by welcoming input from all partners
  during the planning process.
  3-66. Key strategies for fostering positive relationships are to—
  * Welcome partners into existing civilian, military, or interagency planning functions.
  * Form good relationships before taking major actions.
  * Communicate respect to others through behavior.
  * Highlight each partner’s strengths and abilities.
  * Actively listen to input from interagency partners.
  * Coordinate off the record during informal interactions (such as coffee breaks, meals, and
  convoys).
  Identifying and Leveraging Key Relationships
  3-67. Successful cooperation depends on the belief that engagement in a collaborative process will produce
  a better result than working independently. For effective interaction, Soldiers must acknowledge that other
  agencies have resources, capabilities, and expertise essential for success in operations focused on stability.