text: Chapter 6
  INTERDEPENDENCE
  6-5. The Army uses interdependence to govern joint operations and impact joint ISR activities. This
  interdependence is the purposeful reliance by one Service’s forces on another Service’s capabilities to
  maximize the complementary and reinforcing effects of both. Army forces operate as part of an
  interdependent joint force. Areas of interdependence that directly enhance Army information collection
  activities include:
  * Joint command and control. This includes integrated capabilities that—
  Gain information superiority through improved, fully synchronized and integrated ISR,
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  knowledge management, and information management.
  Share a common operational picture (COP).
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  Improve the ability of joint force and Service component commanders to conduct
  
  operations.
  * Joint intelligence. This includes integrated processes that—
  Reduce unnecessary redundancies in collection asset tasking through integrated ISR.
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  Increase processing and analytic capability.
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  Facilitate collaborative analysis.
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  Provide global intelligence production and dissemination.
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  Provide intelligence products that enhance situational understanding by describing and
  
  assessing an operational environment.
  JOINT ISR DOCTRINE
  6-6. JP 2-01 governs joint ISR doctrine. The joint force headquarters in the theater of operations govern
  operational policies and procedures specific to that theater. Army personnel serving in joint commands
  must know joint doctrine for ISR. Army personnel involved in joint operations must understand the joint
  operation planning process. The joint operation planning process focuses on the interaction between an
  organization’s commander and staff and the commanders and staffs of the next higher and lower
  commands. The joint operation planning process continues throughout an operation.
  6-7. Army and joint doctrine share many of the same terms and definitions; however, commanders and
  staffs must understand their use and differences. Examples include joint use of ISR and the Army’s use of
  information collection, joint operations area instead of area of operations (AO), and the joint operation
  planning process instead of the military decisionmaking process (MDMP).
  JOINT ISR RESOURCES
  6-8. When organic collection assets or other Army resources are not sufficient, the intelligence officer and
  operations officer need to understand how to access joint resources. The exact procedures vary in each
  operational theater. The joint force collection manager reviews all requests for joint ISR resources based on
  validated needs established by the command’s formal intelligence requirements.
  6-9. A request for information is one type of resource. Subordinate Army commanders submit their
  requests for information through echelon channels. If the intermediate echelons cannot answer the requests,
  they are passed to the joint task force’s (JTF) request for information section for research and response.
  Once a request for information is returned without an answer, subordinate commanders can submit a
  request for joint ISR support to the joint intelligence operations center. The joint intelligence operations
  center apportions its assets or other resources from higher echelons against the requests it receives, in order
  of priority, as defined by the JTF commander. Requests that cannot be satisfied by assets controlled or
  apportioned by the JTF are translated into the national intelligence system for collection.
  6-10. Another resource is air support. At echelons below Army Service component command, requests for
  joint ISR air support go through an air support operations center or similar organization. Units requesting
  joint ISR support must accurately write air support requests and request the desired capability or effect, not
  the airframe. Air Force air liaison officers at that headquarters may help train Army personnel how to
  prepare air support requests; however, their primary duty is to advise the commander and staff.