text: Chapter 1
  If a commander or staff ignores these considerations, mutual confidence weakens and multinational
  operations risk failure.
  RAPPORT
  1-16. Commanders and staffs establish mutual confidence through rapport with counterparts from other
  countries. This is a personal and direct relationship. Good rapport among multinational force members results
  in successful teamwork and unity of effort.
  1-17. Commanders build rapport when the multinational forces share a mutual respect and a common
  purpose. Commanders and staff establish rapport by first understanding customs, personalities, capabilities,
  ambitions, sensitivities, history, languages, religions, and cultural habits of multinational partners.
  Understanding these characteristics helps commanders and staff then understand each nation’s legal and
  policy constraints. Once this understanding exists, partners can clearly demonstrate respect, trust, patience,
  and compromise. The resulting understanding and demonstration help develop and maintain rapport. The
  multinational force commander makes personal visits to all units to build rapport and to assess capabilities,
  readiness, and morale.
  1-18. U.S. commanders use preexisting relationships with multinational commanders and staff as a catalyst
  to reestablish rapport, when possible. Often U.S. and multinational commanders and staff have preexisting,
  personal, or professional relationships with multinational partners because of training together. Commanders
  canvas their organizations for people who have existing relationships to rapidly build rapport.
  RESPECT
  1-19. Without genuine respect among multinational partners, rapport and mutual confidence cannot exist. All
  forces of all nations need respect, regardless of position or size of force. Respect for other partners’ cultures,
  combined with understanding and considering their perspectives, solidifies a partnership. Lack of respect
  leads to friction and jeopardizes mission accomplishment. Army forces that consider multinational operations
  from the perspective of being an ally or partner instead of simply doing things with allies and partners are
  likely to create higher levels of mutual respect.
  1-20. Commanders consider combat capability when assigning missions to multinational forces. Effective
  commanders include all partners in planning and consider partners’ opinions, national honor, and reputation
  in mission assignment. Understanding, consideration, and acceptance of multinational force partners leads to
  more critical thinking to adapt and use individual capabilities to their advantage.
  KNOWLEDGE OF PARTNERS
  1-21. To have mutual confidence, commanders need to know their multinational partners’ capabilities and
  limitations. It is important that partners understand each other’s concerns and needs. Each partner in an
  operation has a distinct cultural identity. Although nations with similar cultures face fewer obstacles to
  interoperability than nations with divergent cultural outlooks, differences still exist. Effective commanders
  and staffs learn the capabilities of partner nations or organizations. These capabilities differ based on national
  and organizational interests and objectives, political guidance, limitations on the national force, doctrine,
  organization, rules of engagement (ROE), law of armed conflict, equipment, culture, and other factors.
  TEAM BUILDING
  1-22. Mutual confidence in multinational operations requires team building. Differing national agendas can
  disrupt priorities and unity of effort unless understood and considered when planning. Problems arise when
  competitiveness among Soldiers and among nations detract from the mission or from unit cohesion.
  Multinational force commanders reinforce that all forces are operating as one team instead of forces
  conducting operations with other forces. Establishing an atmosphere of cooperation and trust is essential.
  Establishing team-building activities positively influences subordinates.
  1-23. Commanders treat all units equally regardless of national background. Multinational partners see
  unequal treatment as prejudice or lack of respect, and this may result in political repercussions. Partner nation
  commanders and staff have fair representation on the planning staff to prevent exclusion from decision
  making and risk sharing. Commanders and planners consider unit capabilities, national honor, reputation,
  partner opinions, and agreement caveats when assigning missions. National caveats articulate constraints