The role of the Combined Joint Task Force–Horn of Africa (CJTF–HOA) has evolved into one of persistent engagement focused on building host nation capacity in order to promote regional stability and prevent conflict. The indirect approach utilized by CJTF–HOA increases the security capacity of partner militaries through military-to-military and civil-military engagements involving projects that are coordinated via the Whole of Government "3D" process, and reinforced with strategic communications. Eight years of such operations have centered on building trust and confidence among vulnerable populations and the host military and government. Lessons learned reveal that security and stability can be more effectively attained through this 3D Civilian-Military coordinated approach, and that transitional and development projects support these goals best when constructed with quality, the partner nation military or local contractors are involved, and the project is outfitted with essential staffing, equipment and supplies, as coordinated between governments, and sustained by the host or partner nation.

Counterinsurgency has always required a holistic or comprehensive approach of one form or another. At the global level, the comprehensive approach articulates the connections of the full spectrum of complexity of operations, from security through rule of law and governance to humanitarianism, and describes the most appropriate roles for soldiers and civilians. At the national level, it is an approach that conceptualizes the interaction among security forces, the rest of government, and civil society. Yet, the realization of the comprehensive approach internationally and in the host country remains problematic. In Afghanistan, the comprehensive approach has matured over the years; more actors are involved, bringing more capabilities to the effort. The comprehensive approach has resulted in improvements in Afghanistan's security, government legitimacy, combating corruption, and strengthening the economy and licit agricultural production.

Social science can serve national security practitioners by providing insights on best practices for interagency teams. The interagency team approach is an increasingly frequent recommendation for solving the much lamented problem of inadequate coordination and collaboration for national security. Historical examples indicate interagency teams can indeed be highly effective, but recent research at NDU also suggests that interagency team effectiveness is not widespread, easily replicated, or well understood. Greater use of interagency teams would be more likely and easier to execute if senior national security leaders knew with greater certainty what factors make these teams effective. This article points the way forward for more effective interagency teams by identifying their key performance variables, extracted from a review of the literature on organizational research of teams. Far from being a merely academic exercise, the authors show how insights from organizational research can produce immediate benefits for those interested in better interagency team performance.