text: Chapter 3
  INTERAGENCY COORDINATION
  3-5. To foster effective interagency coordination, Army leaders need to understand and use the common
  characteristics of interagency groups. Army leaders should take advantage of the benefits of interagency
  partnerships, which have been proven by civil-military groups such as provincial reconstruction teams.
  Leaders and Soldiers should develop essential competencies such as cultural agility. The need for cultural
  agility applies to coordination among the different cultures of civil and military organizations as well as
  those of other nations. Army leaders should understand the capabilities of stability partners, including how
  partner organizations differ from the Army. They should consider relevant financial and legal factors.
  Above all, Army leaders should know how to improve communication and build relationships. No
  overarching interagency doctrine delineates or dictates the relationships and procedures governing all
  agencies, departments, and organizations in interagency operations.
  Characteristics of Interagency Coordination
  3-6. Interagency partnerships take many forms, such as formally structured teams with assigned tasks and
  members or informal collaboration among dissimilar groups with overlapping but independent goals.
  Stability involves networks of groups and organizations—including military groups—who work together
  toward at least one shared goal. This means Army leaders need to coordinate efforts within their own
  organization, between their organization and others when forming teams for specific tasks, and across
  numerous groups (including military units) whose individual efforts work more efficiently through
  partnerships.
  3-7. Power, information, and expertise are widely distributed across civil and military stability partners.
  Because all the knowledge, skills, or abilities needed to achieve U.S. stability objectives does not reside in
  any one partner, stability partners establish teams with specialized skills sets. Each team or ad hoc
  partnership relies on others to provide capabilities it lacks, making all partners interdependent. This
  reliance results from the dangerous security situation that often characterizes operational environments. It
  also results from the complexity associated with operations focused on stability.
  3-8. The temporary nature of interagency partnerships poses challenges to effective collaboration.
  Partners who collaborate in operations focused on stability often share a collective identity for a finite
  period. Interagency teams frequently are ad hoc; often members have little to no interaction before arriving
  in country. Short-term deployments for team members also make developing and maintaining relationships
  (and group identity) difficult. In circumstances such as these, leadership and personality factors influence
  success. Planners may need to factor in additional time to build trust and motivation to collaborate.
  Benefits of Interagency Coordination
  3-9. The integration of civilian and military efforts is crucial to mission success. For example, nation-
  building functions—such as implementing rule of law, developing human capital, providing social welfare,
  providing security, managing the use of the force, and establishing commercial markets—require
  coordinated and integrated actions from different U.S. agencies. By collaborating with other U.S. agencies,
  Soldiers gain access to individuals with extensive and specialized knowledge and skills. Collaboration with
  such individuals often leads to holistic solutions that consider factors normally outside the purview of
  military personnel.
  3-10. Through successful interagency coordination, the U.S. Government conducts operations that achieve
  shared goals, build international support, achieve sustainability, and conserve resources. Interagency
  partners collaborate to determine when it is more efficient for partners outside the U.S. Government to
  perform certain tasks. Nongovernmental organizations (NGOs), for example, serve large numbers of people
  and have the capability to respond quickly and effectively to crises—these capabilities can effectively
  reduce the resources an Army commander would otherwise devote to an operation. Enabling partners to
  respond to security challenges may also reduce risk to U.S. forces and extend security to areas Army forces
  cannot reach alone.
  3-11. Provincial reconstruction teams illustrate the effectiveness and challenges of interagency
  partnerships. These teams are interagency groups formed to improve stability in a region by integrating all
  instruments of national power—diplomatic, informational, military, and economic. While provincial