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Chapter I I-12 JP 3-0 respond to natural and man-made disasters in the US and its territories. Similar structures and processes, incorporating the capabilities and interests of foreign partners, can be incorporated into disaster-response and civil affairs (CA) in connection with US operations in foreign countries. For more information on interorganizational coordination, refer to JP 3-08, Interorganizational Coordination During Joint Operations. For more information on civil- military operations (CMO) and the CMOC, refer to JP 3-57, Civil-Military Operations. e. The intent of unified action is not that the US must lead every operation, since our country will not be able to respond directly to every crisis. Also, any large-scale employment of US military forces abroad invites political repercussions simply because it is the US that is acting. Some international parties will oppose almost any US military commitment, no matter how limited or benign, solely to restrain the exercise of American power. In such circumstances, friendly surrogates assisted by US joint forces may be able to conduct operations and achieve mutually agreeable objectives when the direct employment of US forces would be objectionable or infeasible. In other instances, such as counterinsurgency (COIN), eventual success may depend on the indigenous government demonstrating its own sovereign power, and the overt exercise of power by US forces may ultimately be counterproductive. JFCs may increasingly find it advantageous or necessary to pursue operational and strategic objectives by enabling and supporting such partners, whether friendly nations, international organizations, or some other entity. 6. Levels of War a. General. Three levels of war—strategic, operational, and tactical—model the relationship between national objectives and tactical actions. There are no finite limits or boundaries between these levels, but they help commanders visualize a logical arrangement of operations, allocate resources, and assign tasks to the appropriate command. Echelon of command, size of units, types of equipment, and types and location of forces or components may often be associated with a particular level, but the strategic, operational, or tactical purpose of their employment depends on the nature of their task, mission, or objective. For example, intelligence and communications satellites, previously considered principally strategic assets, are also significant resources for tactical operations. Likewise, tactical actions can cause both intended and unintended strategic consequences, particularly in today’s environment of pervasive and immediate global communications. Figure I-5 depicts general relationships between strategy, operational art, and tactics and between leaders who typically focus at these levels. COMMON OPERATING PRECEPT Leverage the benefits of operating indirectly through partners when strategic and operational circumstances dictate or permit.