JP 3-0, page 65

Joint Functions III-13 For further guidance on IM, refer to JP 6-0, Joint Communications System, and JP 3-33, Joint Task Force Headquarters. (2) Knowledge sharing complements the value of IM with processes to create an organizational culture that encourages and rewards knowledge and information sharing to achieve shared understanding. It supports team learning activities and a supporting environment. While information can be collected, processed, and stored as structured or unstructured content, such as in reports and databases, knowledge is acquired through a cognitive process and exists in the minds of individuals. The knowledge sharing that occurs is best characterized as an activity within a learning environment, rather than defined as a purely systematic process with inputs and outputs. (a) For example, the free exchange of ideas between the commander and staff that should typify early operational design is an activity that shares the individual knowledge of numerous functional experts, modifies and increases their collective knowledge, and promotes shared understanding. In a similar way, the after-action sessions that a commander conducts with subordinate commanders and staff during and following an operation create an environment of learning in which participants share knowledge and increase their collective understanding. Knowledge and understanding occur better through interaction, whether in person or virtual, than through reading and assimilating various products. (b) Certain products are particularly relevant to knowledge sharing. For example, commander’s intent is a knowledge-based product that commanders use to share their insight and direction with the joint force. The intent creates shared purpose and understanding, provides focus to the staff, and helps subordinate and supporting commanders act to achieve objectives without further orders, even when operations do not unfold as planned. Likewise, lessons-learned databases are knowledge-based products that help users avoid previous mistakes and adopt proven best practices. These databases exemplify how the marriage of IM and decision-support processes can improve future operations by sharing knowledge gained through experience. (3) Specific IM, knowledge-sharing, and other collaborative processes and products vary across joint commands based on the commander’s needs and preferences. The HQ SOP should specify these procedures and products and describe the relationship between IM, knowledge sharing, and the HQ battle rhythm. (4) Collaboration (a) Effective collaboration enhances C2 by sharing knowledge and aiding the creation of shared understanding. Although the value of face-to-face interaction is indisputably preferred, capabilities that improve long-distance, asynchronous collaboration among dispersed forces can enhance both planning and execution of joint operations. One has to consider, however, the added risk as long-distance collaboration may create a critical vulnerability that an adversary can exploit. These capabilities not only can improve efficiency and common understanding during routine, peacetime interaction among participants, they also can enhance combat effectiveness during time-compressed operations associated with both combat and noncombat operations.