text: Chapter 3
  Table 3-1. Commander and staff considerations (continued)
  Allocating adequate time for information collection and intelligence analysis. Sometimes, operational necessity dictates
  timelines. However, sometimes, it is worth the time (tactical patience) to allow for thorough information collection, analysis, and
  the production of effective intelligence products.
  Owning the intelligence architecture. Emphasize its importance and facilitate teamwork between the G-3/S-3, G-2/S-2,
  G-6/S-6, G-9/S-9, CEMA officer, space operations officer, and other staff members. An effective intelligence architecture is
  crucial. The architecture connects each intelligence capability from national and multinational partner, joint, and higher-level
  Army echelons as well as from organic and supporting intelligence collection, intelligence PED, and all-source capabilities across
  the area of operations, including all command posts.
  The common operational picture and intelligence products. Provide clear guidance to the G-2/S-2 on the intent and standard for
  maintaining the threat portion of the common operational picture and the expectation for answering intelligence requirements.
  Sharing with allied and partner forces. Ensure the intelligence staff completes information sharing coordination before the
  operation and shares appropriately throughout the entire operation.
  Prioritizing battle damage assessment. Prioritize the battle damage assessment effort and ensure a thorough staff analysis is
  completed for battle damage assessment.
  Guiding transitions. Transitions can be very tricky for the intelligence warfighting function. Early and clear guidance is integral
  to effectively transitioning the intelligence warfighting function.
  CEMA cyberspace electromagnetic activities IPOE intelligence preparation of the operational environment
  G-2/S-2 division or corps/battalion or brigade intelligence staff officer PED processing, exploitation, and dissemination
  G-3/S-3 division or corps/battalion or brigade operations staff officer OE operational environment
  G-6/S-6 division or corps/battalion or brigade signal staff officer
  G-9/S-9 division or corps/battalion or brigade civil affairs
  operations staff officer
  THE STAFF
  3-10. This general discussion focuses on the staff and its participation in the intelligence warfighting
  function. Chapter 5 discusses intelligence staff activities. The staff is a key component of the C2 warfighting
  function. In addition to executing its specialized staff tasks, the staff’s primary responsibilities include
  supporting the commander; assisting subordinate commanders, staffs, and units; and informing units and
  organizations outside the headquarters.
  SUPPORTING THE COMMANDER
  3-11. Staffs support the commander in understanding, visualizing, and describing the OE; making and
  articulating decisions; and directing, leading, and assessing military operations. Staffs also support the
  commander by—
  ⚫ Making recommendations and preparing plans and orders for the commander.
  ⚫ Producing timely and relevant information and analysis and using knowledge management to
  extract that information from the vast amount of available information.
  ⚫ Battle tracking the ongoing operation to ensure information collection tasks are executed or
  adjusted as the situation dictates.
  ⚫ Seeing and understanding when windows of opportunity to achieve a relative advantage open
  and close, and by alerting and providing recommendations to the commander when decision
  criteria are met.
  ⚫ Monitoring and providing recommendations to adjust the plan or tasks when the situation
  changes and the anticipated decisions are no longer relevant.
  PARTICIPATING IN THE INTELLIGENCE WARFIGHTING FUNCTION
  3-12. The entire staff is part of the intelligence warfighting function. The rest of the staff (other than the
  intelligence staff) has the same obligation to participate in key intelligence processes, meetings, and working
  groups just as the intelligence staff is obligated to fully engage in other warfighting function processes,
  meetings, and working groups.