What information management activity is normally a theater level decision because of its significant?

Q1. What key aspect, central to the Commander's Decision Cycle, helps ensure shared situational awareness?* communication, both within the headquarters and with higher, adjacent, and subordinate commandsQ2. Which of the following statements about knowledge management plans (KMP) is TRUE?* The KMP design should be agile and flexible to keep pace with the rapidly changing information sharing environment as directed by the commander and Chief of Staff.Q3. Which of the following roles is responsible for the day-to-day implementation of the knowledge management plan (KMP) within the respective directorates?* knowledge management representative (KMR)Q4. Knowledge management (KM) and information management (IM) are two distinct activities that are necessary aspects in today's headquarters decision-making. Which two overarching insights clearly delineate their distinctions?* KM is people-centric. IM is information technology-centric.Q5. Which of the following statements about the commander's perspectives is FALSE?* In order to gain situational understanding, commanders are emphasizing an increased reliance on processes and technological solutions, rather than people interaction.Q6. What information management (IM) activity is normally a theater-level decision because of its significant second order effects, such as interoperability within the joint force, fielding and pre-mission training?* determination of the networks, databases, and software applicationsQ7. What action(s) should commanders consider to ensure information sharing with partners of foreign countries?developing sufficient capacity to enable foreign disclosure and information sharing (includes having Foreign Disclosure Officers (FDO) on the staff)instilling an inclusive mindset that balances a "need-to-share" and "need-to-know" mentality with stakeholdersconsidering both physical and virtual collaboration means to gain information and develop knowledge* all of aboveQ8. What benefit(s) can commanders derive from the myriad of players and information flows that make up the complex operational environment?* Experience, expertise, and perspectives can be leveraged through collaboration and dialogue among many players.Q9. What action(s) can commanders take that will help them organize and interface with the myriad of relevant players and information flows?reducing reliance on e-mail for sharing information* delineating staff interface responsibilities and designate LNOsavoiding using Foreign Disclosure Officers (FDOs) as part of their staff

all of the above