text: Chapter 2
  EVALUATE
  2-34. The interoperability assessment lead—supported by staff, mission partners, and special
  organizations—analyzes the current situation for trends, evaluates root causes for emerging interoperability
  issues, and aggregates key indicators into an overall assessment for each mission critical interoperability
  requirement. The interoperability running estimate or other reporting mechanism provides the commander,
  staff, and mission partners with the current interoperability situation across echelons by mission critical
  interoperability requirements.
  RECOMMEND
  2-35. Designated staff elements implement corrective actions within their functional area or area of
  responsibility. Examples include making minor adjustments to a staff battle drill or SOP; modifying network
  protocols to improve throughput, connectivity, or security; or augmenting a theater liaison detachment (TLD)
  during execution to provide additional required capabilities or capacity. Staff elements communicate any
  changes to all mission partners to ensure shared understanding and adaptation to the corrective action.
  2-36. Designated staff elements submit major changes as recommendations to the commander. Major
  changes affect interoperability or operation plans, or they require actions that may affect operation plans,
  scheme of maneuver, or commander’s intent. Staffs submit major changes to a commander with sufficient
  information to support the decision-making process.
  DIRECT
  2-37. Informed by their staffs, commanders use the interoperability assessment to direct changes to resources,
  priorities, processes, and authorities to address identified interoperability challenges and improve integration
  with mission partners. Substantial changes may warrant the development of a revised interoperability
  assessment plan with new indicators to inform subsequent assessment.
  STRUCTURES FOR MULTINATIONAL OPERATIONS
  2-38. All multinational operations have two chains of command regardless of structure or authority. The first
  is the multinational chain of command constructed by the UN, alliance, or coalition. The second chain of
  command is a national chain of command extending back to the national capitals of the nations involved.
  2-39. The UN has three types of operations:
  • Operations under the command of the UN reported to the Secretary General. The Security Council
  sets the mandate for these operations in a resolution. The Secretary General manages and supervises
  the execution of the mandate.
  • Operations conducted by a coalition of willing states authorized by the UN. The coalition remains
  under the command of a lead state or regional organization and reports to its national or alliance
  chain of command. The Security Council that allows the coalition to achieve its specified mission
  authorizes these operations.
  • Hybrid operations. The UN force operates with a force from another country without any formal
  C2.
  2-40. Alliances, UN forces, and coalitions create a command structure that meets the needs, diplomatic
  realities, constraints, and objectives of the participating nations. Since no single command structure fits the
  needs of all alliances, UN, and coalitions, several different command structures evolved. Paragraphs 2-41
  through 2-51 describe four types of command structures:
  • Lead nation.
  • Parallel.
  • Integrated (discussed with reference to alliances).
  • Combination (discussed with reference to coalitions).
  2-41. Command structures of alliances and coalitions are organized along these lines. Some situations exist
  when these structures do not apply. Coalitions normally form as a rapid response to unforeseen crises. The
  nature of the coalition (for example, whether it is based on a UN mandate or common agreement among
  countries) determines the type of command structure. Political agendas of each nation participating in the
  coalition influence the nature of the coalition itself.