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USAF commanders are looking for better ways to use the global information environment to win the hearts and minds of Muslim populations and retain the goodwill of traditional allies. Their efforts occur against a backdrop of individuals who advocate the integration of public affairs and information operations and those who argue for their separation. As the public face of our joint forces, public affairs cannot thrive unless it is integrated with all core operational capabilities, including information operations.
The US military has an obligation to communicate with the American public, and it is in the national interest to communicate with the international public. Through the responsive release of accurate information and imagery to domestic and international audiences, public affairs (PA) puts operational actions in context, facilitates the development of informed perceptions about military operations, helps undermine adversarial propaganda efforts, and contributes to the achievement of national, strategic, and operational objectives. Information relating to the military and its operations is available to the public from the Department of Defense (DOD) as well as national unofficial sources (e.g., information disseminated by the members, distributed by the public, the media, or by groups hostile to US interests). Regardless of the source, intention, or method of distribution, information in the public domain either contributes to or undermines the achievement of operational objectives. Official information can help create, strengthen, or preserve conditions favorable for the advancement of national interests and policies and mitigate any adverse effects from unofficial, misinformed, or hostile sources. Official communication with internal and external audiences may have a significant effect on the operational environment. Good planning and message development can have a positive impact on operations. Poor planning and message development can turn operational success into strategic failure. It is the responsibility of DOD to make available timely and accurate information so that the public, Congress, and the news media may assess and understand facts about national security and defense strategy. PA activities are divided into public information, command information, and community engagement supported by planning and analysis and assessment throughout the course of operations. This publication provides fundamental principles and guidance for PA support to joint operations. It also addresses PA operations and the role of PA in strategic communication. It adds a discussion of joint PA in domestic operations.
The US military has an obligation to communicate with the American public, and it is in the national interest to communicate with the international public. Through the responsive release of accurate information and imagery to domestic and international audiences, public affairs (PA) puts operational actions in context, facilitates the development of informed perceptions about military operations, helps undermine adversarial propaganda efforts, and contributes to the achievement of national, strategic, and operational objectives. Information relating to the military and its operations is available to the public from the Department of Defense (DOD) as well as national unofficial sources (e.g., information disseminated by the members, distributed by the public, the media, or by groups hostile to US interests). Regardless of the source, intention or method of distribution, information in the public domain either contributes to or undermines the achievement of operational objectives. Official information can help create, strengthen, or preserve conditions favorable for the advancement of national interests and policies and mitigate any adverse effects from unofficial, misinformed, or hostile sources.
Organizing for and conducting effective public affairs (PA), public diplomacy (PD), and psychological operations (PSYOPS) in support of national security objectives is a complex endeavor. In many instances, the desired psychological "effects" are contingent on the efficiency of the organizational structure conducting the programs themselves along with the development and dissemination of appropriate messages and themes. At the present, the USG's ability to influence on a global scale is deficient due to fragmented organizational structure and underdeveloped doctrine relating to strategic influence. Duplication of efforts, inconsistent themes, and the lack of a long-term, strategically focused, integrated information strategy have been inhibiting factors to American foreign policy success. This thesis will examine public diplomacy, public affairs and psychological operations, and look at how the U.S. Government (USG) has organized for and conducted strategic influence as it relates to Operation Iraqi Freedom.
The roles and responsibilities of public affairs and information operations can be complimentary. When the two functions are properly integrated, the unity of the communication effort supports the commander. Although public affairs and information operations are strategically designed to cover the battle space with overlapping fields of fire that both inform and influence audiences, gaps may exist. Both public affairs and information operations have defined mission sets and are necessarily separated by doctrine, regulation, law and self-induced checks. This separation can lead to a gap or space where the enemy may operate unopposed. Additionally, many information operations functions require public affairs support to succeed. And if not carefully managed, information operations plans may be compromised or rendered ineffective if public affairs and information operations do not properly integrate because of perceived or real doctrinal or legal issues. This research paper explores the extent to which information operations and public affairs functions are integrated in current operations. It concludes with recommendations for synchronizing public affairs and information operations efforts in future operations.
′When the next generation of public affairs practitioners look back to the beginning of the 21st century they will recognise the Handbook of Public Affairs as the cornerstone text on which global practice came to be based′ - Tom Spencer, Executive Director, European Centre for Public Affairs ′Excelling in the practice of corporate public affairs in the 21st century will necessitate bringing together two competencies: possessing a solid professional foundation base don time-tested principles, and having the ability to reach beyond the basics by adapting the best current thinking, practices, and models available. Professionals can enhance both competencies by reading the Handbook of Public Affairs′ - Brian Hawkinson, Director Center for Public Affairs Management/Public Affairs Council Washington ′Understanding the imperatives of stakeholders and special interest groups in the public domain is of increasing importance to leaders in both business and politics. However, knowing how to influence these imperatives, and design communications to proactively affect change, is a well sought-after commodity. Public affairs professionals not only understand these dynamics, but constantly strive to ensure continuous improvement in the counsel they provide and in the results they deliver. As more and more people in business, government, NGO and not-for-profit sectors are seeking out the services of public affairs practitioners, this Handbook will help readers gain a better appreciation for strategies and tactics that comprise successful public affairs campaigns′ - Chris Benedetti, President, Public Affairs Association of Canada ′The Handbook is a landmark development in the field of Public Affairs, bringing together in a single volume contributions from key academics and practitioners in the field. It offers a comprehensive overview of the field for the first time and is an essential reference book to underpin practice, teaching and research in the discipline′ - Professor Andrew Lock, Leeds University Business School ′The Handbook of Public Affairs is a comprehensive guide to best knowledge and practices in the field. Everyone – from business school deans to chief executive officers to seasoned public affairs executives – can find information in the Handbook of Public Affairs to help them achieve their reputation- and public policy-related goals′ - Douglas G. Pinkham, President, Public Affairs Council ′For years, there has been a glaring lack of substantive academic literature to underpin the development of the public affairs profession. Throughout his distinguished career, Craig Fleisher has made a vast contribution to filling that void. In the Handbook of Public Affairs, Craig and his co-editor Phil Harris, have brought together the best minds in the field from around the globe to create a text that will surely support the development of new programs and new careers for the public affairs practitioners of tomorrow′ - Randall Pearce, General Manager Ipsos Mackay Public Affairs, Sydney ′The Handbook of Public Affairs will be a valuable resource for the growing number of public affairs practitioners who seek to balance an appreciation of the global evolution of their profession with the ′hands-on′ reality of applying core concepts and theories to their organisation′s management practices′ - Alexis Lindsay, Director, The Centre for Corporate Public Affairs (Australia) Public Affairs and particularly government relations/lobbying, have evolved in recent years from a tactic adopted by organizations to amend occasional legislation to become a managerial strategy to achieve competitive advantage. At the fore-front of research and practice in Public Affairs, this Handbook draws upon the expertise of leading figures in the field to provide a comprehensive overview of a huge growth area in organisations′ strategic thinking. Articles evoke pan-national experience and are organised into four sections to help readers navigate issues and draw comparisons. Sections cover: - investigation into the development and meaning of Public Affairs - the management and practice of Public Affairs within organisations - global case studies - an overview of scholarly developments.
Now more than ever, in the arenas of national security, diplomacy, and military operations, effective communication strategy is of paramount importance. A 24/7 television, radio, and Internet news cycle paired with an explosion in social media demands it. According to James P. Farwell, a former political consultant, the US government's approach to strategic communication has been misguided. Persausion and Power stands apart for its critical evaluation of the concepts, doctrines, and activities that the US Department of Defense and Department of State employ for the art of strategic communication including psychological operations, military information support operations, propaganda, and public diplomacy. Farwell stresses that words, deeds, actions, and symbols may qualify as strategic communication and aim to mold or shape public opinion to influence behavior in order to attain specific objectives, advance interests, or—viewed from a military perspective—satisfy or create conditions that produce a desired end-state. He contends that a message that is true, consistent, and persuasive is more powerful than any deception. Persuasion and Power is a book about the art of strategic communication, how it is used, where, and why. Using historical examples, Farwell illustrates how its principles have made a critical difference throughout history in the outcomes of crises, conflicts, politics, and diplomacy across different cultures and societies. This insightful volume will help communications officers, policymakers, and students understand when, where, and how they can apply the principles of strategic communication to advance national security interests.
"The worst outcome would be to lose this war [Iraq] by default. If the smart folks in the psy-op and civil affairs tents can cast a truthful, persuasive message that resonates with the average Iraqi, why not use the public affairs vehicles to transmit it?" This proposal throws those familiar with both organizations into a mental tizzy. Military deception (MILDEC) as an element of information operations (IO) is an integral part of maneuver warfare, as is psychological operations (PSYOP). Because MILDEC and PSYOP have negative connotations, it is blindly assumed that both create a false perspective for an opposing force, therefore causing the media and public to become rightfully suspicious when public affairs (PA) and information operations collaborate. Truth is necessary for public affairs to build credibility for success. The question is how can the military use information operations and public affairs as an effective team when their missions appear to be contradictory. The war necessitates a well-defined relationship between IO and PA; built on integrity, they must be able to constructively join forces.
In this vital book, thirteen experts in public diplomacy, counterpropaganda and political warfare lay out the components of what the U.S. and its allies need to win the war of ideas around the world. Strategic influence is much more than strategic communication. Communicating with others has somehow become a goal in itself, when the real issue is influence - to modify the perceptions, attitudes, and most of all, the behavior of people, movements and governments around the world. This book is designed for the diplomat, intelligence officer, warfighter and policymaker.
Over the past two decades, information operations (IO) has gone through a number of doctrinal evolutions, explained, in part, by the rapidly changing nature of information, its flow, processing, dissemination, impact and, in particular, its military employment. INFO1: The Information Operations & Capabilities SMARTbook examines the most current doctrinal references available and charts a path to emerging doctrine on information operations.