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Erschienen in:
Information Sharing in Military and Security Operations Kapitel lesen Erstes Kapitel lesen

2017 | OriginalPaper | Buchkapitel

5. Information Sharing Among Military Operational Staff: The French Officers’ Experience

verfasst von : Barbara Jankowski

Erschienen in: Information Sharing in Military Operations

Verlag: Springer International Publishing

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Abstract

Military leaders need to protect information to maintain strategic superiority over the enemy, but they also need accurate and timely information to make good decisions. This chapter reports on an empirical study among French operational headquarters staff that analyzed how officers perceive and implement the need-to-share doctrine, which has only recently replaced the need-to-know doctrine. My findings suggest that interoperability trails technological advances, such that new technologies are the source of many interoperability problems. I observed no insurmountable tension between protecting and sharing information, but each level of operations (strategic, operational, and tactical) seems to face specific information sharing problems.

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Vorheriges Kapitel Information Sharing in Contemporary Operations: The Strength of SOF Ties
Nächstes Kapitel Trust and Information Sharing in Multinational–Multiagency Teams
Fußnoten
1
Information is defined as any communication or representation of knowledge, such as facts, data or opinions, on any support, and in any form, including text, figures, graphs, maps, stories and audiovisual formats (CDEF EMP 20.202, taken from NATO Information Management Policy, 2007).
 
2
“Information is a vital corporate resource (…). As such, it must be managed by organizing and controlling (it) throughout its life-cycle, regardless of the medium and format in which the information is held, in order to support coalition missions, consultation, decision-making processes, and operational requirements” (NATO 2011, pp. 1–2).
 
3
More largely we live in a society ruled by information flows. Bell’s (1973) work on post-industrial society analyzes how we have shifted from an agrarian society characterized by physical power, to an industrial society characterized by machinery and now to a post-industrial society based on information.
 
4
Those officers were assigned to the CPCO, to the EMIA-FE (French Joint Force and Training Headquarters) and to the État-major de force (a NATO type 2 level -Division level, 20,000 troops) an Army headquarters intended to take an operational command. The primary mission of an EMF is the development of systems of command of a NATO class division. French Forces have two EMFs: EMF1 in Besançon and EMF 3 in Marseille. The exercises and training mentioned in the survey are the 2013 and 2014 PROHN exercises, which aim to improve individual and collective skills in working in a joint multinational or national operational staff. It is battle staff training.
 
5
The NATO information management policy describes the following key principles of information management: information shall be managed with an emphasis on the “responsibility-to-share” balanced by the security principle of “need-to-know” (NATO 2011).
 
6
In France, the decision-making process on military interventions is in the hands of the executive branch and the President is the only decision-maker.
 
7
“Operational Art is the orchestration of an operation, in concert with other agencies, to convert strategic objectives into tactical activity in order to achieve a desired outcome. Although developed in the context of force-on-force operations, the concept is equally applicable to contemporary operations in which crisis resolution does not necessarily hinge on military success. It embraces a commander’s ability to take a complex and often unstructured problem and provide sufficient clarity and logic (some of which is intuitive) to enable detailed planning and practical orders. It is realized through a combination of a commander’s skill and the staff-assisted processes of Operational Design and Operational Management” (NATO 2010, pp. 5–8).
 
8
A general observation can be made on the abstract language used by officers in these headquarters: their discourse is full of acronyms, abbreviations, and technical words. In general, the military institution tends to be an alien universe to outside observers, but the language surprised me as well. Despite 20 years in the French Ministry of Defense and dozens of studies made in very different contexts, the observation of exercises was particularly hard to comprehend. It is only thanks to the goodwill of the officers who were ready to explain and comment on what they were doing that allowed me to grasp the challenging points that doctrine and documents alone did not reveal.
 
9
“In a cluster organization, the principal work units are permanent and temporary teams of individuals with complementary skills. Team members, who are often widely dispersed around the globe, are greatly assisted in their work by the use of Web resources, corporate intranets, and collaboration systems. Global virtual teams are able to work around the clock, moving knowledge work electronically” (Zwass 2016).
 
10
Situational Awareness Briefing, Assessment Board, Joint Coordination Board (the most important of the day), VTC with strategic level (CPCO), VTC with components, working groups to prepare the main meetings, etc.
 
11
The problems of information exchange within NATO are also encountered by many other organizations and are mainly linked with growth in information sources and types, connectivity, and user diversity.
 
12
In a CIS, 80% of the information is processed automatically.
 
13
The information manager is the officer in charge of orienting and supporting the process of information throughout its lifecycle to provide accurate information, in the time required to meet the needs of the staff. He works under the direct responsibility of the force commander.
 
Literatur
Bell, D. (1973). The coming post-industrial society. New York, NY: Basic Books.
Braillard, Ph., & Maspoli, G. (2002). La révolution dans les affaires militaires: Paradigmes stratégiques, limites et illusions. Annuaire Français de Relations Internationales, III, 630–645.
Centre de doctrine et d’emploi des forces [CDEF]. (n.d.). Doctrine du management de l’information en opération (EMP 20.202). Restricted source.
Centre de doctrine et d’emploi des forces [CDEF]. (n.d.). Rapport d’étude relatif aux principes de gestion de l’information opérationnelle dans les PC (EMP 50.201). Restricted source.
Mansour, N., Saidani, Ch., Saihi, M., & Laaroussi, S. (2014). Réseaux sociaux au travail, confiance interpersonnelle et comportement de partage des connaissances. Relations industrielles, 69(2), 316–343.CrossRef
Sterling, C. (Ed.). (2008). Military communications: From ancient times to the 21st century. Santa Barbara, CA: ABC–CLIO.
Walsh, J. (2010). The international politics of intelligence sharing. New York, NY: Columbia University Press.
Metadaten
Titel
Information Sharing Among Military Operational Staff: The French Officers’ Experience
verfasst von
Barbara Jankowski
Copyright-Jahr
2017
Buch
Information Sharing in Military Operations

Print ISBN: 978-3-319-42817-8

Electronic ISBN: 978-3-319-42819-2

Copyright-Jahr: 2017

DOI
https://doi.org/10.1007/978-3-319-42819-2_5

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