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FM 33-1-1

Field ManualNo. 33-1-1

HEADQUARTERSDEPARTMENT OF THE ARMY

Washington, DC, 5 May 1994

PSYCHOLOGICAL OPERATIONS

TECHN IQUES AN D PROCED URES

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. Government agencies on

to protect technical or operational information from automatic dissemination under th

International Exchange Program or by other means. This determination was made o

6 December 1991. Other requests for this document will be referred to Commander, U.S. Arm

John F. Kennedy Special Warfare Center and School, ATTN: AOJK-DT-DM, Fort Bragg, N28307-5000.

DESTRUCTION NOTICE: Destroy by any method that will prevent disclosure of contents o

reconstruction of the document.

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Preface

This field manual (FM) sets forth techniques and procedures for implementingUnited States (U.S.) Army psychological operations (PSYOP) doctrine containedin FM 33-1. It provides general guidance for commanders and planners who musconsider the psychological imp act of m ilitary operations on v arious target

aud iences. It also provides guid ance for PSYOP person nel prepa ring operationalelements for commitment. It describes procedures for carrying out PSYOPprograms in support of other military operations. PSYOP commanders and trainersat all levels should use it with the Army Training and Evaluation Program (ARTEP)to plan and conduct their training.

It integrates PSYOP into the Army’s battlefield operating systems (BOS) and isintended for ArmyWide dissemination. Its organization generally follows the sequenceof the product development process from planning through impact assessment.

This manual is a guideline, not a regulation. As such, the techniques and proced uresit presents should not limit the user, as long as he follows Army doctrine, national

policy, and the commander’s intent.

In this manual, the word “opp onent” applies to groups or individuals who areengaged in conflict-military, political, or otherwise-with the United States,whether or n ot war has been formally declared.

The proponent for this publication is U.S. Army John F. Kennedy Special WarfareCenter and School (USAJFKSWCS). Sub mit changes for im proving thispublication on Department of the Army (DA) Form 2028 and forward it toCommander, ATTN: AOJK-DT-DM, Fort Bragg, North Carolina 28307-5000.

The provisions of this publication are the subject of the international agreements listedin the references.

Many terms, acronyms, and abbreviations are found in the manual. Users shouldrefer to the glossary for their meanings or definitions.

Unless this publication states otherwise, masculine nouns and pronouns do not referexclusively to men.

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CHAPTER 1

Overview

The PSYOP mission is derived from the supported unit’s mission. This manual describesbasic PSYOP techniques and procedures the commander and planners use to accomplishtheir missions. It shows how PSYOP personnel may use these techniques and proceduresto change the b ehavior of a target aud ience, to capitalize on other assets, to project power,

and to assess the effect of PSYOP in sup port of th e command er in chief’s (CINC’s) theatercampaign plan. The appendixes further describe recommended formats, technicalcapabilities, and techniques. (DO NOT CONFUSE THE PSYOP CAMPAIGN WITH THETHEATER CAMPAIGN PLAN, WHICH IT SUPPORTS.)

PSYOP in th e Operational Continuum

PSYOP fun ction in peace, conflict, and war. They sup port special andconventional operations as a force multiplier. For example, during

building-clearing in ur ban op erations, PSYOP personn el use loudsp eakers toconvince belligerents that their position is untenable and to encourage them tocease hostilities. This use of loud speakers, combined w ith d emonstrations of firepower, can redu ce casualties. Loud speaker operations were effective in urbanoperations in the 1989 Operation Just Cause in Panama.

To be effective, PSYOP must be an integral part of their commander’s missionplanning process. PSYOP may be particularly effective in—

Reducing the intensity and dur ation of armed combat.

Making armed combat unnecessary.

Taking advantage of an opponent’s psychological stress during combat

operations when armed conflict is used as a psychological weapon.

Special Operations Imperatives

As a special operations (SO) element, PSYOP are planned and employed based onthe SO imperatives (Figure 1-1, page 1-2). These imperatives give focus to specialoperations forces (SOF) and SO doctrine in th e operational continuu m. They

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require that PSYOP personnel plan and execute military PSYOP in accordancewith (IAW) national policy guidelines. For a complete discussion of the SOimperatives, see FM 100-25.

PSYOP Capabilities and Limitations

The PSYOP unit’s ability to accomplish its mission is directly related to the scopeof the mission and the PSYOP assets available. PSYOP support to a commander isbased on a nu mber of internal and external factors (Figure 1-2, page 1-3).

PSYOP Cycle

The PSYOP cycle aids in converting the m ission into p rogram s of sup port. (SeeFigure 1-3, page 1-4). The cycle consists of three phases: assessing, planning, andexecuting. Dur ing these p hases, the PSYOP p ersonnel ap ply the following pr ocesses:

Intelligence gathering.

Target audience analysis.

Product development.

Media selection.

Media production.

Dissemination.

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Monitoring is app lied continu ously d uring the cycle. During assessment, PSYOPpersonnel gath er intelligence information. As part of this process, they consider th eir

own situation, environmental influences, target aud ience, and th ey collateinformation. During planning (target audience analysis, product development, andmedia selection), they analyze the mission, compare courses of action (COAs),develop recommendations (decisions), and tailor assets. Execution includes mediaprod uction and dissemination. In applying these pr ocesses, PSYOP personn el pretestand posttest the product and modify it based on feedback.

Summary

Developing and executing a PSYOP campaign in support of a theater campaignplan is a d ynam ic app lication of the PSYOP cycle to pro du ce behavior changes intarget aud iences that aids m ilitary operations and supp orts the command er’smission accomplishment. The chapters in this manual outline the processesthrough which PSYOP personnel develop PSYOP supporting plans, products, andactions. These supporting plans, products, and actions, combined with the actionsof other agencies, yield a PSYOP campaign in support of the theater campaignplan. This cycle must be continuous, evolutionary, and closely coordinated withthe supported forces combat operations.

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CHAPTER 2

Capabilities and

Limitations

PSYOP m ay supp ort operations of general p urp ose (GP) and SO forces, provide assets for

non-PSYOP dissem ination missions, and p rovide the comm and er with a method of informing his op pon ent of h is alternatives. The PSYOP u nit’s ability to accomp lish itsmission dep end s on the scope of the mission and the PSYOP assets available. A fullunderstanding of the commander’s mission and the type of support required is critical tothe success of the PSYOP support.

Role and Responsibilities

PSYOP units operate as support units, not as stand-alone forces. Their primary roleis to supp ort other m ilitary u nits or U.S. Government agencies in accomplishingU.S. national objectives. Their overall responsibilities are to—

Assess the psychological impact of military operations.

Advise the military commander or the Department of Defense (DOD) missiondirector on PSYOP camp aigns.

Develop and conduct PSYOP campaigns in support of military operations.

Counter hostile propagan da.

Other Uses of PSYOP Assets

PSYOP units may support other military units in a variety of ways. PSYOP assetsand expertise may support a commander’s other mission-oriented activities, suchas disaster relief. In domestic cases, the commander must ensure PSYOP assets arebeing employed in a dissemination role only and not to project a PSYOP message.PSYOP assets may also support a commander’s deception plan or the activities othe military or other government agencies. (See Appendix A.)

PSYOP assets provide target audience information and regional and languageexpertise. They also disseminate information and products that explain the intent

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of military operations to target audiences. For example, a commander may usePSYOP assets to inform civilians that th e pu rpose of an op eration is to redu cecivilian casualties and minimize their interference in the operation.

Considerations in Using PSYOP Assets

Commanders must consider PSYOP capabilities and limitations when integratingPSYOP in other m ilitary op erations (Figur e 2-l). As in all military op erations,time is a major consideration. To ensure effective PSYOP support, commandersmust give timely predeployment notification to PSYOP assets. The PSYOPcamp aign begins before the main bod y of comb at forces arrives in coun try. Inaddition, operations officers should integrate PSYOP liaisons directly into theirstaff to ensure continuous PSYOP input during the planning process.

Accurate and com plete information about th e major factors that influence thetarget au dience is often not part of the intelligence collection p lan. Such lack of

information restricts the number of exploitable vulnerabilities. Restrictions onnews, public discussion, and travel limit the information available to evaluatePSYOP effectiveness.

Effective PSYOP requ ire imaginative person nel wh o kn ow the target a ud ience’slanguage. These personnel must also understand the political, economic, cultural,social, and ideological conditions of the target audience.

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Target audiences may be beyond the limits of PSYOP targeting method s du e tophysical or policy limitations. In these cases, PSYOP planners must refer thesetargets to other agencies for targeting.

Operational Continuum

PSYOP units function in peace, conflict, and war. PSYOP may be strategic,operational, tactical, or consolidation. Strategic, operational, and tactical PSYOPdep end on the size of the target aud ience, the geograp hical area in wh ich theprograms are applied, and the time span in which observable results are required.Consolidation PSYOP are designed to return an area to normalcy in the aftermathof war or conflict.

Strategic PSYOP

Strategic PSYOP are gen erally designed to further broa d or long-term aim s insupport of general strategic planning, with measurable effects becoming visible inthe indefinite future. U.S. Army PSYOP forces can be task organized to supportstrategic PSYOP. Strategic PSYOP objectives and conditions among opponents(opportu nities) that m ay contribute to reaching th ose objectives are show n inFigure 2-2, page 2-4.

Op erational PSYOP

Operational PSYOP are regional or national in scope. They are directed at regional

target audiences and planned to change audience behavior more rapidly thanstrategic PSYOP. Operational PSYOP demonstrate characteristics of bothstrategic and tactical PSYOP an d a re the bridge th at links them togeth er.Operational PSYOP objectives and conditions am ong op ponents (opportu nities)that may contribute to reaching those objectives are shown in Figure 2-3, page 2-4.

Tactical PSYOP

Tactical PSYOP are prepa red and executed in objective areas in d irect su ppor t of military tactical operations. Tactical PSYOP objectives a nd conditions a mon gopponents (opportunities) that may contribute to reaching those objectives are

shown in Figure 2-4, page 2-5.

Consolidation PSYOP

Consolidation PSYOP are conducted in newly accessible or formerlyopponen t-held territory. Emp hasis is on a retu rn to norm alcy. The objectives of consolidation PSYOP and conditions am ong opp onents (opportu nities) that cancontribute to reaching those objectives are shown in Figure 2-5, page 2-5.

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Summary

PSYOP derive their effectiveness from being an integral part of the operation fromstart to finish. They are not substitutes for combat p ower, bu t they ma y significantlenhance the combat unit’s mission accomplishment. When skillfully and closelyintegrated with military and political actions, they act as a catalyst and can often mak

the d ifference between success and failure in mission accomplishment.

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CHAPTER 3

PSYOP Cycle and

Planning Procedures

As with any operation, detailed PSYOP planning upon recelpt of mission is essential.PSYOP must be fully Integrated Into the operation plan (OPLAN) or operation order(OPORD). The PSYOP cycle relies on specific external and Internal planning procedures.

PSYOP Cycle

PSYOP planning follows a deliberate cycle that examines external and internalplanning requirements. It is designed to carry the mission from conception through

execution and follow-up assessment. The PSYOP cycle has three basicph ases—assessing, plann ing, and executing . (See Figure 1-3, page 1-4.)

Assessing

During this phase, the PSYOP commander identifies and assesses several factors:his own situation, the environmental influences, and th e target aud ience. Hegathers and collates the information relative to these factors and includes it in thePSYOP comm and er’s estimate.

Planning

The planning p hase involves the comp lete analysis of the mission an d thecomparison of COAs. Based on the recommen dations b y his staff, the PSYOP

commander selects the COAs and tailors his assets to ensure successful executionof the mission. The planning phase produces an OPLAN or OPORD.

Executing

During the executing phase, the PSYOP commander issues orders to supportingunits. The PSYOP products are pretested and posttested and the feedback isevaluated. The final assessment of these factors may lead to reassessing thesituation and further PSYOP planning.

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PSYOP Processes

The PSYOP cycle aids in converting the mission into programs of support. Duringthe cycle, the PSYOP personnel apply the following processes:

Intelligence G athering

PSYOP personnel use intelligence products in a dual approach. The first approachis the analytical approach. During this app roach, PSYOP p ersonnel use extensivebackground data to assemble a “picture” of the target. The second approach is thetarget app roach. In this ap proach, the PSYOP p ersonnel search for a targetaudience that has the power to channel its behavior to produce the desired results.PSYOP p ersonnel continuously use the d ual app roach w hen p lanning andimplementing PSYOP.

Target Audience Analysis

After PSYOP p lanners analyze th e target au diences, they classify them into twogroups— intermediate and ultimate. The group classification is determined by thetarget au dience’s likely effectiveness in genera ting a d esired behav ior. Whenselecting a tar get aud ience, the PSYOP plann er ad heres to the p urp ose of groupclassification. The function of the intermed iate aud ience is to send a m essage.Examples of intermediate audiences are foreign key communicator and media.The function of the ultimate audience is to act on a message.

Product Developmen t

The product development process is normally the responsibility of the productdevelopment center (PDC). The product development process involves —

Coordinating the PSYOP m ission.

Analyzing the target audience.Determ ining the capability of PSYOP p lanners and regional experts toproduce draft models of PSYOP products and actions.

Media Selection

During p rodu ct development an d agents of action selection, the PDC selects theappropriate media. This selection is based on the accessibility and susceptibility of the target aud ience. The PDC finishes and disseminates the prod ucts and actionsconsistent with pr ogram p rodu ction and d issemination capabilities, agentabilities, and campaign design.

Media Produ ction

After the objective, target audience, theme, and media have been selected, thePDC begins developing a package or prototype for the production facility. PSYOPunits pretest these prototype products to determine their effectiveness.

Dissemination

PSYOP personnel determine the best means to disseminate PSYOP products toselected target audiences. Then they assess the impact these products have on thetarget audience.

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External Planning Procedures

External planning support includes the deliberate planning process andtime-sensitive planning process for contingency operations. This support alsincludes the duties the PSYOP staff officer performs.

Deliberate Plannin g Process

During this planning, the PSYOP staff officer develops the PSYOP estimate andannex or app endix and integrates them into the rest of the plan. The level of thOPLAN or OPORD dictates whether the PSYOP staff officer develops a PSYOannex or appendix. Generally, if the operations portion of an OPLAN is written aan an nex to the basic plan , the PSYOP staff officer prep ares a PSYOP app endix tthe operations annex for the OPLAN.Volume I of Joint Operations Planning andExecution System (JOPES) covers the deliberate mission planning process.

PSYOP Estimate. The first step in planning PSYOP support for an OPLAN oOPORD is to prod uce the PSYOP estimate. See App end ix B for the correcPSYOP estimate format. The PSYOP staff officer prepares the PSYOP estimate.

The basic purp ose of the PSYOP estimate is to evaluate the comm and er’prop osed COAs from a PSYOP viewpoint . The PSYOP staff officer evaluatesprioritizes, and suggests COAs that PSYOP can best support, considering botopponent and friendly capabilities. He must work closely with intelligencofficers (S2/ G2/ J2) to obtain the information and intelligence he needs to evalu atthe PSYOP situation properly. Since target audiences are both inside the area ooperation s (AO) as well as outsid e, the PSYOP staff officer mu st tailor hiinformation and intelligence requests to reflect both areas. Besides listing targe

audiences, the PSYOP staff officer must ask the questions, “Who has the power (thelp me accomplish my mission)?” and “Are they accessible (via PSYOPdissemination means)?” If potential target audiences are inaccessible by organiPSYOP dissemination means, the PSYOP staff officer must request disseminationhelp from other agencies.

Once the PSYOP staff officer and the oth er staff officers have comp leted theiestimates, the commander selects a COA. He then outlines it to the staff. He mayselect one of the proposed COAs, a combination of two or more, or a completelnew one.

PSYOP Annex or Appendix. The staff officers then write their portions of the

OPLAN or OPORD based on th e COA the commander selects and h is modifiedmission statement. At corps level and below, the PSYOP portion of an OPLAN orOPORD is normally Annex D. At theater level, it is norm ally Append ix 4 to AnnexC (Operations) of the OPLAN. See App end ix C for the correct PSYOP ann exformat. The PSYOP annex at corps level and below outlines the situation and thePSYOP mission and describes the concept of the operation. It also providesinformation and guidance PSYOP personnel need to conduct successful PSYOP insupport of the operation.

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Internal Planning Procedures

Internal planning includes those factors that the PSYOP unit commander controlsby virtue of his position. He looks at the mission, taskings, and other requirements

his headquarter gives him and d etermines where, when, and how m uch effort todev ote to these factors to ensure the best possible PSYOP sup port.

Product Development Center

The PSYOP commander has direct influence over his PDC. The PDC, which hasthe mission of developing PSYOP materials, is the hub of PSYOP activity within aPSYOP unit. It normally has personnel from several elements within the PSYOPunit, as well as indigenous personnel when operating in a foreign environmentGenerally, a PDC has four functional sections:

Plans and prog ram s section (PPS).

Target au dience an alysis section (TAAS).

Testing and evaluation section (TES).

Product development section (PDS).

All PDC sections work closely in mutually supportive coordination with eachother. See Figure 3-2, page 3-7, for the functions of each section.

Readiness

Readiness is a critical requirement for PSYOP units. Constant effort is required tokeep trained linguists proficient and to train PSYOP soldiers lacking skills in aforeign language. PSYOP soldiers must be well trained in both common skills andPSYOP-uniqu e skills in spite of ongoing operation s and d eploym ents. They mu st

also stay up-to-date on current events in their unit’s area(s) of responsibility.PSYOP units should conduct frequent preparation for overseas movement toensure all members are ad ministratively prepared for imm ediate worldwidedeployment. Administrative matters include shots, wills, powers-of-attorney,personal data, and allotments. Units must keep airborne-qualified soldiers currentin airborne operations to support contingency or SO. Command ers must ensureunits follow testing p rograms. They u se the following p rograms to evaluate theability of the unit to support its real-world missions successfully and to determineany possible training shortfalls:

ARTEP mission tra ining p lans (MTPs).

Locally devised tests or series of tests.

Commanders ensure their units maintain adequate stocks of prepacked visual,aud io, and aud iovisual prod ucts for their prim ary areas of responsibility.Command ers must check the time-phased force dep loyment data list. They u sethis list to verify that their un its (or elements of their un its) are in the tr ansportationflow of the supported unit early enough to provide effective PSYOP support fromthe beginning of an operation. Load plans and deployment rosters must be kept upto date to m inimize problems wh en a u nit receives a m ission without p rior

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notification. Commanders also rehearse or, at the very least, talk throughdeployment procedures with their units to uncover potential problem areas andensure a smooth operation.

Task O rganizationPSYOP un its am task orga nized to enhan ce their ability to condu ct specific missions.PSYOP command ers may sup port the following m issions and op erations:

Peace enforcement.

Counterinsurgency operations.

Counterdrug (CD) operations.

Contingency operations short of war.

Disaster relief.

Shows of force.

Noncombatant evacuation operations (NEO).

Recovery.

Attacks and raids.

Freedom of navigation and pr otection of shipp ing.

Demonstrations.

Deception operations.

Consolidation operations.

Enemy prisoner of war / civilian internee (EPW/ CI) operations.

Other activities specified by the National Command Authorities (NCA).

A psychological operations task force (POTF) may be organized using th eregional battalion comman d and control (C²) element, one or more r egionalsupport companies, assets from the tactical support battalion, and elements of thePSYOP dissemination battalion (PDB). A PSYOP task group (POTG) may beformed a long similar lines using elements of regional supp ort battalions, tacticalsupp ort battalions, PDB, and EPW battalion. Other organizations may be tailoredto fit the specific contingency.

Summary

External planning procedures (external from the PSYOP unit) include deliberateand time-sensitive planning, preparation of the PSYOP estimate and annex, andthe duties of the PSYOP staff officer. Internal planning procedures include theorganization and composition of the PDC, unit read iness and what it consists of,mission tailoring of PSYOP units for various contingencies, and possible missionsPSYOP may support.

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CHAPTER 4

PSYOP Campaign

Planning

PSYOP campaign development and Implementation are used to m odify the behavior of various target au dien ces in sup port of U. S. objectives. In p ractice, the scope of PSYOPcampaigns is determined by national goals: political, economic, social, military,

Idealoglcal, or religious. PSYOP are just another means of the informational Instrument of national power by w hich a nation may seek to maintain or enhan ce its power.

Considerations

PSYOP campaigns p repared in sup port of the CINC’s theater campaign p lanrequire a series of decisions related to policy at the na tional level and to techniquesat the tactical level. From policy to techniques, however, basic planningconsiderations are the same: What should the PSYOP campaign accomplish? Withwhat target? When? How? PSYOP campaign planning must not only be done at allechelons and within national policy but also within the limits of OPLANs,capabilities, and intelligence.

The PSYOP planner must choose products and actions that are most likely toinduce the desired behavior in the target audience. To reach this decision, thePSYOP p lanner considers available intelligence about the targ et au dience,knowledge of the proposed PSYOP campaign, and the PSYOP unit’s capabilities.He reaches his decision by seeking answers to these questions: What has theopponent been telling the target au dience? What d oes the target aud ience knowand think about the topic of the proposed PSYOP campaign? At what time shouldthe PSYOP campaign be launched to receive the most favorable results? Will theproposed PSYOP campaign ad dress the p erceived needs of the target aud ience?Will it gain and hold the initiative? Has the opponen t succeeded in bu ilding u p aresistance to this particular kind of PSYOP campaign? Will the desired changerequire a long or a short PSYOP campaign? (Panic, for example, can be broughtabout in a relatively short time, but habits of cooperation can be instilled on ly by asustain ed effort.) Finally, is the desired outcom e achievable? Can th e desired

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change be influenced by channeling existing attitudes (relatively easy), or mustthe PSYOP cam paign reverse stout ly held beliefs (very d ifficult)?

The PSYOP planner uses several worksheets as tools in answering these and otherquestions. The work sheets listed below allow him to structure the PSYOP

campaign development and implementation.Target audience analysis work sheet (MAWS).

Product/ action work sheet (P/ AWS).

Program control sheet (PCS).

Camp aign control sheet (CCS).

PSYOP campaign planning begins with an analysis of the supported unit’smission. From this analysis, the PSYOP planner derives the PSYOP mission. Oncethe PSYOP mission has been derived, he then determines who (target audience) bydoing what (PSYOP objective) can help accomplish the mission. He prepares a listof target au diences and PSYOP objectives. He then prep ares a TAAWS for each

target aud ience-PSYOP objective combination.

NOTE: If there are multiple objectives for a particular target audience, then a separate TAAWS must be prepared in respect to that target audience.

Once a TAAWS is completed, the PSYOP p lanner then uses the P/ AWS to developvarious PSYOP products and actions that will elicit the desired behavior in thetarget audience. Upon ap prov al, the P/ AWS are then consolidated an d transferredto a PCS that reflects all the PSYOP p rod ucts and actions contemp lated toinfluence that particular target audience.

As PSYOP programs dealing with particular target audiences are approved, theyare posted on the CCS, wh ich reflects all the current and future PSYOP progr amsfor the campaign. Figure 4-1, page 4-3, shows the development sequence of thevarious work sheets. Figure 4-2, page 4-4, which is essentially an inverted Figure4-1, shows h ow control w orks once the basic PSYOP camp aign plan is appr oved.

NOTE: PSY OP planning worksheets are designed in an 8½-by11-inch format for easy use.

Target Audience Analysis Work Sheet

The TAAWS serves two functions. First, it forms a logical framework for theanalysis of a target audience, ensuring all major areas of analysis are covered.Second, it also serves as an executive summary for later reference whendeveloping PSYOP products and actions. An in-depth analysis of a target audiencemay take more than one sheet of paper to complete. The following paragraphs arekeyed t o match t he nu mbers circled on th e samp le TAAWS. (See Figure 4-3, page4-6.) These paragrap hs d escribe the information requ ired for th e TAAWS.

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National O bjective

In block 1, enter the p rimary U .S. objective in the AO. Dep ending on th e level ofconflict and the level the PSYOP staff officer is working, this block may bemod ified. The following are examp les of national objectives:

A PSYOP staff officer working on a CINC staff involved in a DesertStorm -type scenario might en ter the following as a n ational objective:“Remove the Iraqi forces from Kuw ait.”

A PSYOP officer working under the control of the U.S. country team ina military operation short of war would insert one of the country team’s

three to five objectives, such as the following: “Enhan ce country X’sdefense capabilities.”

Supp orted Unit’s Mission

In block 2, enter the sup ported un it’s mission. This inform ation is used at theoperational or tactical level. It is taken directly from the supported unit’s OPLANor OPORD. For example “3d Brigade, 2d Division, attacks to seize the highground vic GL213314 NLT 020500JAN92.”

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PSYOP Mission

In block 3, enter the PSYOP m ission derived from the sup ported unit’s mission andrestate in PSYOP terms what PSYOP will do to support that mission. For example:“PSYOP supports the 3d Brigade by executing a deception operation to enhancethe brigade’s attack.”

Target Audience

In block 4, briefly describe the target audience. For example: “Company gradeofficers of the 44th Shock Division.”

PSYOP Objective

In block 5, briefly describe the behavior PSYOP desire to elicit in the targetaudience. For example: “Officers of the 44th Shock Division will deploy their

forces toward the southwest.”ConditionsIn block 6, briefly describe the conditions affecting the target audience over whichit has little or n o control. All aspects of the environm ent tha t affect the targetaudience are considered. Some examples are:

Low pay for company grade officers.

Faulty communications equipment.

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Little or no resup ply.

No p rofessional noncom missioned officer (NCO) corps.

Absentee senior leadership (battalion/ brigade command ers).

Tradition of the military as “guardians of the people.”

Lack of initiative in junior officers.

Effectiveness

In block 7, evaluate the ability of the target audience to perform the PSYOPobjective. Rank this ability low, moderate, or high. For example: Theeffectiveness of the company grade officers of the 44th Shock Division to “orienttheir forces toward the southwest” would be ranked “low to moderate.” The lack ofinitiative cited in block 6 would indicate that such a decision would have to bemade at a level higher than company grade officers.

VulnerabilitiesIn block 8, enter vu lnerabilities. These vuln erabilities are un fulfilled needs asperceived by the target audience. These needs are determined from an analysis ofthe target audience’s conditions.

Themes and Symbols

In block 9, enter themes and symbols. Themes and symbols are items that havesome type of significance for the target audience. They may include themesrelated to family or home, the uselessness of the struggle, or the overwhelmingpower of the force facing them. Themes and symbols that portray the target in ahum iliating or degrading fashion should be avoided.

Susceptibility

In block 10, evaluate the d egree to wh ich the target aud ience will be affected byand respond to a given theme or sym bol. This evaluation is based on ana lysis ofthe conditions and vulnerabilities of the target audience and is rated low,moderate, or high.

Accessibility

In block 11, describe which medium or media are u sed to reach the target audienceand why. For example: “The company grade officers are easily targeted by leafletstactical frequency m odu lated (FM) radio, and loudsp eakers. The target au dience

has little access to television.”

Impact In dicators

In block 12, enter impact indicators. These indicators are observable behavior thatwill indicate success or failure to achieve the PSYOP objective. For exampleIncreased patrolling in the southwest sector; decreased activity in the southeastsector; m ovem ent of troops into th e south w est sector; extensive efforts atfortification of the southwest sector.

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Product/Action Work Sheet

The next step in the PSYOP campaign d evelopm ent is designing prototyp

products and actions by using the P/ AWS. PSYOP planners use the P/ AWS imu ch the same mann er as the TAAWS. The P/ AWS provides a structure fodeveloping PSYOP pr oducts and actions and, once the p rodu ct or action is fulldeveloped, serves as an executive summary. The following paragraphs are keyeto match the num bers circled on the P/ AWS. (See Figur e 4-4, page 4-9.) Thesparagraphs describe the information required for the P/ AWS.

NOTE: Information for blocks 1 through 5 for the P/A WS istranscribed from the corresponding blocks in the TAAWS. Thisrepetition ensures that planners maintain mission focus throughout the PSYOP campaign development.

Themes and Symbols

In block 6, enter themes and symbols. Take themes and symbols from the TAAWand modify them to fit the produ ct and/ or action being developed. Enter only ththemes and symbols used in the product and/ or action.

Product Concept

In block 7, describe the product and / or action. Show h ow the themes and symboare integrated to elicit the desired response in the target audience.

Dissemination

In block 8, detail how this prod uct and/ or action is to be d isseminated. Specify thmedia to be used and the frequency, timing, and location of dissemination.

Impact In dicatorsIn block 9, describe the behavior that this prod uct and/ or action should elicit. Foexample: A leaflet designed to elicit surrender of enlisted soldiers may result itheir officers threatening death to any soldier in possession of such a leaflet.

NOTE: These indicators may not always be the same as on the TAA WS.

Related Programs

In block 10, note other products/ actions or programs that this product and/ or actiosupp orts. Also note the impact these products/ actions or programs have on thiproduct and/ or action.

ApprovalIn block 11, use as an au dit trail for approval of the produ ct and/ or action. Each level ithe chain of command up to the final approving authority should initial this block.

Program Control Sheet

Once PSYOP products and actions are developed to elicit a certain behavior in target audience, these products and actions are consolidated into a single PSYO

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Campaign Control Sheet

program by using the PCS. As its name implies, the PCS is an administrative toolfor mon itoring all the prod ucts, actions, and med ia used in a specific PSYOPprogram. PSYOP planners fill out a PCS for each target audience and its associatedPSYOP objective. The following paragraphs are keyed to match the numbers

circled on the sample PCS. (See Figure 4-5, page 4- 10.) These paragraphs describethe information required for the PCS.

NOTE: As with the P/A WS, information for blocks 1 through 5 for thePCS is taken directly from the corresponding blocks in the TAAWS.

Dissemination

In block 6, enter one-line descriptions of all PSYOP p rod ucts and actionssupp orting this particular program. Consolidate and condense the disseminationdescriptions from the individu al P/ AWS. The size of the d issemination blockallotted to each medium m ay vary.

N OT E: On ly the m edia actu ally used in this particular program areincluded in this block.

Impact In dicators

In block 7, enter impact indicators supporting this particular program. Consolidateand condense the impact indicators from the individual P/ AWS and align themwith their correspond ing items in block 6. The size of the impact ind icators blockallotted to each medium m ay vary.

PSYOP planners use the CCS to maintain control of numerous PSYOP programsin support of the mission. Like the PCS, the CCS is primarily an administrativetool that the PSYOP p lanners u se to grap hically d epict the entire PSYOPcampaign. They can use the CCS to resolve conflicts and to manage development,prod uction, and d issemination resources. The following p aragraphs are keyed tomatch the n um bers circled on the sample CCS. (See Figure 4-6, page 4- 11.)

Program

In block 1, enter the program identification code. This code is determined by thetarget audience (identified by a letter) and the PSYOP objective (identified by anumber). The letters and numbers are then combined to identify specific programs

as shown in the following exampleTarget audience: “A” - “Company grade officers.”

PSYOP objectives: “l” - “Orient forces toward the southeast.”

“2” - “Surr ender their forces.”

NOTE: Program A-1 would be the PSY OP program designed to influencethe company grade officers to orient their forces to the southeast.

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Target

In block 2, enter the target au dience “Compan y grad e officers.”

PSYOP Objective

In block 3, enter the PSYOP objective: “Orient forces toward the southeast.”

Intensity

In block 4, enter a graphic depiction of the intensity of the different PSYOPprograms in the overall campaign over time. For example: Program A-1 startsdevelopment and prod uction at D-30 (below the horizontal time line).Dissemination starts at D-15, peaks rapidly, and stops at H+10 on D-Day. programA-2 starts its development at D-15 and finishes at D+10.

Summary

PSYOP camp aign p lanning is a logical step-by-step process that com binesnational objectives, target audience analysis, and the supported unit’s mission intoa w orkable PSYOP camp aign. The planning identifies the objectives and throu ghthe CCS provides a h istorical record of the total PSYOP camp aign and its impacton military operations. It also helps the planner allocate and control PSYOPresources in the AO.

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CHAPTER 5

Intelligence G athering

PSYOP In telligence is processed inform ation abou t a p articular target aud ience. It is basedon k nowled ge of an en tire AO, scope of m ission, society, geography, demograph ics, andweather. This chapter iden tifies intelligence systems, produ cts, and information th e

PSYOP p ersonn el mu st tap and use to su pp ort the commander’s effort to conductsuccessful PSYOP. This chapter is not in tend ed to p rovide a complete review of th eintelligence process. FMs 34-1,34-3, and 34-6 serve as excellent overviews of intelligenceoperations.

Army Intelligence and Electronic Warfare

The mission of Army intelligence and electronic warfare (IEW) units is to suppor

the commander with situation development, target development, electroniwartfare (EW), and commercial data retrieval systems designed to access opensource counterintelligence. These missions are critical for the PSYOP intelligencprep aration of the bat tlefield (IPB) process. They are also critical in—

Refining the targ et aud ience analysis.

Timing of programs.

Disseminating PSYOP products.

Measuring PSYOP effectiveness.

To ensure that PSYOP intelligence needs are met, PSYOP personnel must clearly statetheir comman der’s needs to the IEW comm unity. Includ ed in the Arm y IEW missio

are five basic tasks that apply to PSYOP program indications and warning, situationdevelopment, target development, EW, and counterintelligence. FM 33-1 includes thorough explanation of these tasks.

IEW Support Architecture for PSYOP

In the intelligence discipline, IEW consists of U.S. assets (strategic, operationaland tactical), non-DOD assets, and host nation (HN) assets. U.S. assets consist ostrategic, operational, and tactical intelligence.

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Strategic Intelligence

Strategic intelligence is generated at the national level, primarily by th e DefenseIntelligence Agency (DIA), the Central Intelligence Agency (CIA), and theNational Security Agency (N SA). These agencies provide—

Analytical services.

Finished intelligence prod ucts.

Extensive da ta bases.

Other services of interest to PSYOP u nits.

The PSYOP unit S2 must use the established DOD system to ensure that theintelligence material prod uced by th ese organizations reaches the PSYOP plann ers.

Operational intelligence

Oper ational intelligence is generated at the theater level by Arm y echelons abovecorps (EAC) military intelligence brigades. These brigades are tailored to supportthe regions in which they operate and can provide vital intelligence to PSYOPcommanders. These brigades contain five intelligence, discipline-specificorganizations and a fusion center described in the following paragraphs.

Human Intelligence (HUMINT) units debrief prisoners of war, detainees, andother personnel. They also exploit documents, conduct long-range surveillance,condu ct liaison with H N forces, and cond uct low-level and controlled collectionactivities. HUMINT can provide insight into the opponent’s intentions anddeliberations. It can also provide information on th e opp onent’s training, morale,and decision-making process. However, HUMINT is limited by timeliness, effectsof previous PSYOP prod ucts and / or actions, and th e availability and accessibilityof collectors.

Signals Intelligence (SIGINT) u nits collect, locate, evaluate, an alyze, an d fuseintercepted enemy em issions. Interceptions may p rovide indications of opp onentplans and operations. They may also provide some insight into the opponent’sdecision-making process. If a p rodu ct is to be disseminated through radio ortelevision broadcasts, SIGINT can locate the necessary facilities. SIGINT canprovide timely intelligence but is susceptible to opponent’s deception operations,wh ich could lead to false SIGINT assessments.

Imagery Intelligence (IMINT) is collected by EAC units using optical and infraredsensors, imaging radars, electro-optical sensors, and multispectral sensors.IMINT app lications for PSYOP focus on d issemination of the p rodu ct. A PSYOP

program that attempts to influence an observable activity may also be evaluatedusing IMINT resources. The primary disadvantage of IMINT is the capability of the sensors used . Some sensors m ay be limited by weath er conditions anddarkness. IMINT can only provide a snap shot of what is happ ening at oneparticular time and place, with little indication of enemy intentions.

Techn ical Intelligence (TECHIN T) is the p rod uct of captu red , confiscated, orgratis enemy m ateriel (includ ing PSYOP-related equipm ent) that is evaluated forits potential use against friendly forces.

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Measurement and Signature Intelligence (MASINT) results from the analysis otechnical and scientific data derived from special sensors. This information can beused to identify opponent’s electronic equipment.

Echelon s Above Corp s Intelligence Center

Each A rm y th eater brigad e fuses th e collection of discipline-specific inform ationin a fusion center called the echelons a bove corp s intelligence center (EACIC)The EACIC sup ports th e theater Arm y (TA) com ma nd . It is the center focollection management, all-source intelligence production, and the coordinationof all theater Army intelligence support. The EACIC should be able to fill mosPSYOP operational intelligence requirements.

Tactical In telligence

Tactical intelligence is generated by both SOF and GP forces intelligenceorganizations. At th is level, HUMINT is intensive because of the interface with thelocal population therefore, linguists and interrogators will be in high demand. PSYOP

personnel must plan carefully with supported commands for access to tacticalHUM INT information. The key to tactical intelligence is the sw ift exploitation ofcollected information. Oth er d isciplines used at the tactical level includ e—

Counter intelligence to aid in opera tional security, deception, andface production.

SIGINT.

IMINT.

Non-DOD Intelligence Assets

Virtually all PSYOP m issions will requ ire intelligence assistance from non -DODagencies. Unit S2s and collection managers should be aware of these agencies andtheir intelligence-related products. The information provided by these agenciesmay prov e invaluab le to the su ccess of PSYOP. Listed b elow are major agenciesthat m ay p rod uce PSYOP-related intelligence on a routine basis:

CIA.

DIA.

NSA.

Department of Justice (DOJ) to include the Drug Enforcement Administration(DEA) (found in most narcotics producing nations.)

Federal Bureau of Investigation (FBI).

Immigration an d N atur alization Service (INS).U.S. Marshals’ Service.

Departm ent of Treasury, to includ e the U.S. Customs Service and the Bureauof Alcohol, Tobacco, and Firearms (BATF).

Department of State (DOS).

United States Information Agency/ Service (USIA/ USIS).

Department of Transportation (DOT).

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United States Agency for International Development (USAID).

Department of Comm erce.

Federal Aviation Ad ministration (FAA).

Foreign Broadcast Information Service (FBIS).

U.S. Border Patrol.

Host Nation Assets

The U.S. Embassy or Consulate is the center for PSYOP intelligence informationin the HN. The country team is a critical element for providing PSYOP-relatedintelligence or information. These agencies may have already collected much of the intelligence that the PSYOP intelligence officer needs. They may alsomaintain large data bases and historical records that PSYOP units may use. Forexamp le, USIS maintains data on H N radio and television p rogramming an d onthe general attitudes of the HN population. USAID can provide information onongoing d evelopm ent projects and th e imp act of these projects on the HN

pop ulation. Use of these assets w ill save PSYOP p ersonnel time an d avoiddu plication of effort.

Deployed units (Special Forces [SF], Civil affairs [CA], military police [MP]) canalso provid e PSYOP personn el with PSYOP-related intelligence prod ucts. Theseunits often work closely with the civilian population and may be able to provideinformation based on this relationship, although providing information is not theirprimary role in the HN.

HN agencies are also excellent sources of intelligence related to PSYOP.Examples of other units or agencies that can provide HN support to the PSYOPintelligence effort may include HN—

Military units.Paramilitary group s and militia units.

Police.

Government agencies or ministries.

PSYOP units.

IEW Support to PSYOP

PSYOP program s need current, accurate information, and they m ust have a naggressive intelligence collection management process. For example,commanders must ensure that the PSYOP senior intelligence officers (SIOs)formally task Army p rod uction organizations (for examp le, the U.S. ArmyIntelligence and Threat Analysis Center) for PSYOP-related products to supportcontingency planning and cu rrent operations. Non-DOD U.S. Governm entorganizations may also be formally tasked for support. The best PSYOP-relatedintelligence collectors and p rod ucers includ e the CIA, the DIA, and the DOS.Trained collection managers are qualified to begin formal routine support fromthese valuable sources of information. Every country in the world is covered forintelligence purposes by these government organizations.

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Most analysts in intelligence organizations are aw are of PSYOP (including CAcommunity requirements. Although much intelligence at the national and theaterlevel is created for GP forces, most products address PSYOP-related topics as amatter of analytical procedure.

Comm anders m ust ensure that their personnel are an integral part of thesupported command’s all source intelligence center, EACIC, or equivalent. Asa m inimu m, PSYOP liaison p ersonnel should w ork in or closely w ith thesupported unit’s intelligence organization. Its intelligence personnel should betasked to extract PSYOP-related information from all incoming reportspayin g p articular attention to the cu ltural, social, econom ic, religious, andpolitical environments of the target audience.

In m ost cases, PSYOP comm and ers w ill task the following organizations fointelligence supp ort the United States Arm y Civil Affairs and PsychologicaOperations Command (USACAPOC) G2; the United States Army SpecialOperations Com man d (USASOC) G2; the theater Arm y sp ecial operation

sup por t comm and (TASOSC) intelligence supp ort element; the U.S. ArmyIntelligence and Security Comman d’s EAC brigades assigned to th eaters; or theUnited States Special Operations Command (USSOCOM) J2. Numerous otherservice intelligence organizations are available for support, depending on taskorgan ization, includ ing H N intelligence services. It is the PSYOP un it S2’sresponsibility to ascertain the intelligence organization’s capabilities (the whowhat, and where).

PSYOP SIO is the focal point for the PSYOP intelligence effort. The SIO for JointPsychological Operations Task Force (JPOTF) is the nucleus of the PSYOP IPBpr ocess. The JPOTF SIO is norm ally the S2 of a regionally orien ted P SYOPbattalion. The SIO and his staff perform the m ost detailed IPB of the AO th at the

environment permits.

In addition to performing the traditional duties of the intelligence officer, such ascoordinating intelligence assets to meet the commander’s needs, the SIO mustaggressively search for information to fulfill the PSYOP unit’s unique intelligencerequiremen ts. The SIO and his staff must translate the intelligence needs of theirunit into precise and observable collection requests. Eliciting timely andPSYOP-relevant intelligence is the primary function of the SIO The SIO mustwork closely with the operations officer and the PDC chief to ensure a unity ofeffort in intelligence collection and analysis.

PSYOP Analysis

PSYOP analysis is essential to su ccessful PSYOP m ission accom plishm ent(Figure 5-1, page 5-6). A PSYOP p rogram prep ared withou t it jeopard izes thePSYOP mission and the supported commander’s mission. Since most intelligenceis generated for GP forces, PSYOP personnel must glean PYSOP-relatedinformation from this intelligence and request specific PSYOP informationneeded for PSYOP an alysis.

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PSYOP an alysis is a systema tic method of evaluating intelligence and an alyzinginformation for use in PSYOP. It adds PSYOP focus to the intelligence andinformation relative to characteristics of the AO. For example, the PSYOP

analysis changes th e focus of IPB from being terr ain oriented to being p eopleoriented. PSYOP p lanners use the following elements to evaluate d ata abou texpected target au dience behavior and to identify requirements for d esiredbehavior changes:

Evaluation of the AO (EAO).

Climate and weather analysis.

Geographic analysis.

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Demographic evaluation and target analysis.

Data base integration.

The EAO begins with a basic PSYOP study (BPS) or special PSYOP study (SPS)

of the AO. See App endix D for th e format of the various PSYOP stu dies. PSYOPpersonnel add intelligence data to these studies for specific PSYOP supportmissions. The PDC p repares a m atrix of the AO d uring th e EAO. Possible targetgrou ps, credible leaders, pr eferred med ia, and p ossible PSYOP issues areidentified in the matrix. The PDC analyzes data about accessible and effectivetargets within and outside the AO.

The analysis of weather effects on PSYOP media and dissemination requiresspecial care. Wind direction, wind speed, and seasonal changes may affect PSYOPplanning. Data from such an analysis influence timing, dissemination techniques,and media and program selection.

PSYOP terrain stud ies consider how the area’s geograp hy affects the culture,population density, and product dissemination. Mountain ranges, valleys, andriver systems affect the PSYOP elemen t’s ability to conduct action p rogram s.

PSYOP population studies analyze demographic, social, cultural, economic,political, religious, and historical factors within the AO. All SOF units conductsimilar studies while preparing for operations. These units should coordinate theirpopulation evaluations. Such coordination promotes credible results and increasesthe chances for successful military operations.

Target au dien ce analysis is a key p art of the PSYOP an alysis process. PSYOP

personnel study target audiences within the AO. They also study the PSYOPpro gram ’s effects on aud iences not in the im med iate AO. The PDC examinestarget audiences for vulnerabilities and credible communicators, keeping in mindthe av ailable PSYOP assets. The PSYOP comm and er then balances availableresour ces against expected r esults for each target au dience. In this pa rt of thePSYOP an alysis, PSYOP p ersonnel also analyze the op ponen t’s pr opagand a andconsider counterpropaganda techniques.

The final step in th e PSYOP an alysis is the integration of all stud ies and da taanalyzed into a data base for PSYOP p lanners. This step relies heavily on eventtemplating and event analysis matrix development. The PSYOP analysis is peopleoriented as opposed to terrain oriented. The event template and matrix focus on the

expected results of friendly, opposing, and nonbelligerent third party actions.After examining the effect of a specific theme or action, the PDC recommendstarget audiences. It classifies them as high-value targets (HVTs) or high-payoff targets (HPTs). Including HVTs in the p rogram boosts the credibility of PSYOPmessages. Including HPTs advances national goals within the AO. HVTs normallyare not th e program ’s end prod uct but may help influence HPTs. The PSYOPanalysis lets PSYOP personnel provide timely, expert advice to SOF and GPcomm anders throughout the operational continuum.

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Automated Information Systems

Nu merous automated information systems exist for integrating data bases. Thenew est of these systems is the Special Operations Comm and , Research, Analysis,

and Threat Evaluation System (SOCRATES). The Psychological OperationsAutomated Data System (POADS) is another of these systems. SOCRATES andPOADS may be interconncected on a future date.

Special Operations Command, Research, Analysis

and Threat Evaluation System

SOCRATES is a USSOCOM-sponsored progra m. Its purp ose is to provide autom atedintelligence data voice, secondary ima gery dissemination, and FAX world wid e to theSOF community. This community includes the USSOCOM components, majorsubordinate command s, and Reserve Component (RC) and National Guard u nitswithin the continental United States (CONUS) and outside the continental UnitedStates (OCONUS). The three SOCRATES components are—

SOCRATES local area network (LAN).

SOCRATES stand-alone capability (SAC).

SOCRATES extension (EXT).

SOCRATES LAN. SOCRATES LAN consists of on-line com pu ters, work stations,printers, and phones. Fiber optic cable is the communications carrier forinformation transfer on the LAN. Compu ter workstations operating in theSOCRATES LAN serve USASOC, USACAPOC, USAJFKSWCS, the 3d and 7thSF Grou ps, and the 4th Psychological Oper ations Grou p (POG) Airborne (A).

SOCRATES SAC. SOCRATES SAC uses stand-alone computers with SOCRATESsoftware u ploaded on a periodic basis with h ard disk intelligence data bases.

SOCRATES SAC is fielded to Arm y N ational Guar d and RC SOF un its.

SOCRATES EXT. SOCRATES EXT extends the SOCRATES on-line capability toother SOF locations-for exam ple, Fort Cam pbell, Kentucky. SOCRATES canaccess national intelligence data bases, office au tomation functions, and PSYOP-and other SOF-peculiar data bases.

Psychological Operations Au tomated D ata System

The POADS is curren tly fielded in th e Active Comp onent (AC) and is controlledby the 4th POG(A) communications and electronics element. POADS has threegeneral ar eas of interest for PSYOP intelligence. They are commercial datab ases,message traffic, and support files.

Commercial Data Base. This area of interest is the NEXIS system-a commercial dataretrieval system designed to access open source news reporting from more than 100news services, including the Associated press and Reuters. This automated systemallows analysts to search for, retrieve, and print the desired item.

Message Traffic. This area of interest refers to intelligence and information reportsfrom DOD and other government agencies. These reports are available on POADSfor automated search and retrieval.

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Support Files. Support files are another area of interest for the PSYOP personnel.Many sup port files are available, but the p rimary ap plications are the biograph icfile, the finished intelligence file, and the PSYOP studies file.

Biogra phic File. This file contains inform ation abou t key foreign person alities. It

is updated along with the radio and television file, which is a listing of worldwidecommercial broad casting facilities.

Finished Intelligence Files. These files may contain information that en hances theability of the PSYOP p lanner to comp lete his mission. They may include intelligencepertaining to imagery, order of battle, local geography, and installations.

PSYOP Studies Files. These files provide a baseline of PSYOP information. Theycontain broad information covering PSYOP-relevant issues in a country or region.PSYOP personnel must constantly develop the basic intelligence for these studies,since the character and depth make development after mission assignmentvirtually impossible. From general to specific, these studies are the BPS, the SPS,and the sp ecial PSYOP assessment (SPA).

A BPS is a countr y stud y w ritten from a PSYOP per spective. It should be thefirst document that PSYOP personnel examine when planning or conductinga program. (See Appendix D.)

An SPS is smaller in volum e and more focused than th e BPS. It uses the samestructure as the BPS but concentrates on a subelemen t of the BPS.

SPAS answer specific questions crucial to the conduct of a PSYOPprogram. These assessments are usually time sensitive and conciselywr itten. The SPA is resou rce-intensive to pr odu ce but serves as a flexiblecomplement to the BPS or SPS.

Oth er Information and Source Material

PSYOP person nel may u se the Foreign Publication Procurement Progr am (FPPP)to obtain foreign newspapers, magazines, and books from all over the world. Anycountry with a U.S. Embassy or Consulate is involved in the FPPP and can provideinformation o n how to obtain these sou rce materials. The PSYOP battalion S2receives all incoming items a nd distributes them accord ing to need . Thesedocum ents, primarily w ritten in th e native language of the area, can provideexcellent indicators of the current issues and concerns in a coun try as w ell as themedia stance on current issues.

PSYOP Intelligence in the Operational Continuum

PSYOP intelligence requirements are as diverse as the operational continuum.The distinctive roles and missions of SOF vary with the spectrum of operations.H owev er, some of the m ain categories that d omina te PSYOP intelligencerequirements regardless of spectrum are the level of support, nature of the mission,target audience, issues and themes, and means of dissemination. PSYOP

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personnel use intelligence information to create products or answer commandquestions in the forms of—

PSYOP estimates.

PSYOP annexes.

PSYOP studies.

TAAWSS.

Summary work sheets.

Evaluations of program effectiveness.

Propaganda analyses.

PSYOP-Specific Information Requirements

Specific information requirements (SIR) for PSYOP units differ from theinformation requirements of GP forces. PSYOP personnel understand the target

audience’s cultural, social, economic, religious, and political environment.

Intelligence personnel may not recognize the unique requirements of PSYOP asuseful intelligence. PSYOP person nel mu st ensure tha t intelligence personn elknow the needs of PSYOP un its and d o not discard valu able PSYOP informationand intelligence. PSYOP personnel must also know about the varied informationalsources and d evelop a working relationship with them.

In general, PSYOP intelligence requirements fall into three broad categoriestarget aud ience, issues and themes, and means of dissemination. Failure tounderstand these three categories can result in PSYOP mission failure. (SeeApp endix E.)

Target Aud ience

PSYOP intelligence includes the target audience analysis necessary to plan andconduct PSYOP. Such information includes the designated target audience’sidentity, location, conditions, vulnerabilities, susceptibilities, and effectiveness.PSYOP intelligence differs from conventional intelligence in that it keys on socialand behavioral intelligence as opposed to order of battle intelligence.

Collecting intelligence on the composition and exact nature of the target audienceis the first step in developing PSYOP products. The definition of a target audiencedep ends on a nu mber of internal and external conditions, as well as historical

events and norms that have developed over time. For example, target audiencesmay be d efined based on—

Language.

Social studies.

Religious beliefs.

Location.

Occupation.

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Race.

Military a political affiliation.

Education levels.

Understanding these conditions is critical to the PSYOP product development.Intelligence assists in this process by describing the beliefs, attitudes, andperceptions of different target aud iences— how they perceive their environment.The more sp ecific the information abou t the target au dience, the more su ccessfulthe PSYOP p rodu ct or progr am will be. Much of this intelligence can be derivedfrom intelligence data bases and open source documents that include informationabout historical and current events relevant to the particular target audience.

To understand anticipated target audiences, nations, or regions, PSYOP andintelligence personnel must study the historical as well as the current perspectivesof the target. Study may include, but is not limited to, the following:

Identification of indigenous peoples, including the various ethnic groups that

exist in the country, and from w here, when, and und er wh at conditions theycame to that country.

Outline of how the indigenous peoples and ethnic groups were treatedover time.

Descriptions of the interrelationship amon g the distinct grou ps an dtheir attitudes towar ds the existing political, economic, and socialleaders and systems.

Description of how each distinct group lives and its customs and traditions.

Indication of wh ich customs and trad itions are common to all groups andwhich are unique to specific groups.

Identitification of existing and dormant bonds and the controversies among

distinct groups in the target country, including sense of nationhood and tribaland group loyalties.

Identification of formal and informal leaders with the authority to influencegroup actions.

Description of what is known about the persona l goals, persona lcharacteristics, and motivations of the leaders.

Identification of fanaticism an d extrem ism, personal valu es, and beliefs.

Description of the na tion’s economy.

Identification of concentrations of wealth and poverty by groups, inparticular, class barriers on obtaining wealth and whether those barriers arerestrictive or flexible.

Identification of strength and weakn esses of the nation’s economy and itsdependence on other countries.

Status of the nation's world d ebt and an y programs p laced u pon it by w orldbanking organizations.

Identification of companies that participate in international trade fairs,import-export companies, and companies with overseas affiliates.

Description of ideological credos held by various groups in the target country.Description of how toleran t a intolerant each is an d its ability to affectnational policies (internal and external).

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Identification of international movements in which the groups participate,international gatherings they sponsor or in which they participated to promoteideology, and the means used to propagate particular beliefs and cause.

Description of the internal security organizations of the nation, their

population control capabilities and measures, and the degree to which theycan influence the population.

Identification of groups favored or treated harshly by the internalsecurity organizations and issues of contention with respect to internalsecurity practices.

Description of internal m edia cap abilities. Iden titification of controls over theinternal media and what sources media personnel use to prepare materials.

Description of the border controls, internal controls, and monitoring practicesfor foreigners, to include customs duties and restrictions.

Description of the status of the various armed forces in the country.

Description of the interaction between the military services, with emphasis on

the differences of outlook, favoritism, harsh treatment, lack of trust, and othersuch factors.

Identification of civil-military relationships.

Description of the national security structure functions, the prestige andinfluence of member nations, and attitudes of mem bers toward one anotherand the alliance.

Description of the particular of the agreements, how well they are adheredto, the value placed on them, and disagreements among the parties concerned.

Issues and Themes

Key issues within a target audience, used to develop PSYOP themes, are

determined throu gh intelligence and research. PSYOP personn el focus on th egeneral opinions of the target au dience, not on isolated views from a sma ll sectorof the target. Issues and themes important to the PSYOP intelligence effortinclude—

Perceptions of the United States and its allies.

Perceptions of the HN and its military.

Perceptions of nonbelligerent third par ties.

Socioeconomic conditions.

Key leaders.

Foreign influence.

Local government services and agencies.

Motivators.

Symbols.

Effectiveness of the target aud ience.

Intelligence assets must also assess any past or current PSYOP program against thetarget audience by a friendly or opposing power. This program may have alreadyinfluenced the target audience to some degree. PSYOP personnel should know the

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key message of the p revious PSYOP p rogram , its intent and its effectiveness, andif required, a means of countering the message.

Means of D issemination

Dissemination is the actual delivery of the PSYOP message to the target audience.

Intelligence is used to d etermine the m ost effective way to reach the entire targetaudience. Audiences vary greatly in their access to a particular medium, whetherthat m edium is radio, television, newsp aper s, posters, or leaflets. In add ition,target audiences vary in their ability to understand the message because of language, cultural, or other barriers. Obviously, printed products directed at anilliterate target or written in the wrong language have little effect on the target.Using a symbol with a distinct mean ing to an illiterate target may, how ever, have asignificant effect.

To determine the most effective method of dissemination, PSYOP personnel mustassess the following dissemination and communication factors:

Existing communication structure.Media availability.

Media cred ibility.

Language (to include dialects, slang usage).

Musical likes and dislikes.

Social taboos.

Control of media.

Capability of the med ia-for examp le, power of television transmitters.

Physical conditions (geography and climatology).

Graffiti.Opponent’s means to disrupt.

Certain groups may also communicate in a way that is unique to their time andplace. For example, slang that may be highly credible to their members may beeasily overlooked by outsiders. An insurgent group may develop a certainshorthan d to speed m essages over a crud e system. By interviewing EPWs/ CIs,defectors, or HN personnel, PSYOP personn el can tap into th is shorthand or slang.They can then create appeals with much greater impact than a standard message.

The intelligence needed to su pp ort the actual d elivery of messages or actions canbe very d etailed an d techn ical. Plans to operate from a p articular rad io or

television station require a great deal of intelligence about the equipment. Forexample, PSYOP personnel need to know about the equipment’s reliability,compatibility , range, and current programming. They may also need intelligenceon the defense of the site.

PSYOP personnel also need to know the opponent’s ability to disrupt the deliveryof the prod uct. Depend ing on the type of comm un ication med ium selected, avariety of opponent ’s disrup tion capabilities shou ld be considered. An airdrop of

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leaflets, for example, requires intelligence on air defense artillery andair-interdiction capability. Radio and television broadcasts are subject toelectronic countermeasures. Even leaflets can be disrupted if the opponent harshlypunishes people who pick up leaflets.

Evaluation of Produ ct Effectiveness

PSYOP personnel use intelligence from various sources in the target analysisprocess to evaluate the effectiveness of PSYOP products and programs. Ideally,the product is tested on a limited audience. Before full-state dissemination anduse, the results of the test are analyzed to determine whether to modify the productor, if necessary, eliminate it completely.

To assess the success of prod ucts and program s, PSYOP personn el use two typ es of indicators—direct and indirect. Direct indicators are the desired resultsthemselves. For example, if the desired result of a product is the defection of

several key people to the HN cause, the direct indicator is their actual defection.Indirect indicators are used when the desired behavior cannot be readily observeddu e to either terrain or the type beha vior itself. The success of a PSYOP p rogram tolower motivation and morale would be difficult to quantify. PSYOP personnel cancollect and use indirect indicators of motivation and morale such as the recruitingsuccess or failure of an opponent force.

Summary

In many ways, the intelligence gathering process for PSYOP is the same as for anyGP un it, but PSYOP intelligence requirements are very d ifferent. Informationabout human motivations, behaviors, actions, and perceptions are critical to thesuccess of the PSYOP program or product. PSYOP requirements are driven by theneed to understand the cultural, social, economic, and political environment of theparticular target country or region, and the need to identify effective targetaudiences. PSYOP intelligence requires information on the target audience’sidentity, location, conditions, vulnerabilities, susceptibilities, and effectiveness.Accessing the proper intelligence assets and sources is the role of PSYOPintelligence officer and personnel involved in product development.

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CHAPTER 6

Target Audience

Analysis

Target aud ience analysis is a detailed, systematic examin ation of PSYOP in telligence to

select target audiences that may be effective in accomplishing the PSYOP mission. Targetaudien ce analysis is the p rocess by w hich potential target audien ces are Identified an danalyzed for power (their ability or capacity to perform effectively), for accessibility (by U.S.PSYOP med ia), and for susceptibility (the d egree to which they may b e man ipulated).

Process

The key in the target audience analysis process is identifying target audiences withpower—ones whose changed behavior will affect the outcome of the supportedcommander’s mission. The quality of empathy is vital to an effective targetaudience anal analysis. Empathy is putting oneself in the other person’s shoes-theability to und erstand other hum an beings, to know how they feel and how andwhen to talk to them. To achieve success, PSYOP personnel must have this qualityabove all others. Empathy is so basic it may underlie everything said about how todevelop an effective PSYOP message.

The message, in whatever form it is packaged, is not subject to a set of rigid rules,such as, “Printed products will not be written above a seventh grade reading level,”or “PSYOP m ust ad here to the ru les of advertising.” The goal of PSYOP is to

motivate a desired behavior change. The test is whether th e message w ill get thedesired response. PSYOP personnel must gain the attention of the audience. Theymust get their meaning across and identify information necessary to understandthe target aud ience’s perception. They know wh at response they w ant to cause inthe target audience (PSYOP objective) and something about how that is done. Thespecifics of this process include the integration of the results of target audienceanalysis, the ap prop riate theme, and p roper comm un ication strategy. Thesespecifics require from PSYOP personnel the greatest possible empathy with theaudience they are trying to reach.

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Target Audience Analysis Work Sheet

Target audience analysts work in the target audience analysis section of the PDC.They use a tool called th e TAAWS to cond uct targ et aud ience analysis. (See

Chapter 4, Figure 4-3, page 4-6.) The TAAWS consists of header data (blocks 1through 4) and target audience analysis data (blocks 5 through 12). After the targetaudience analyst completes the TAAWS, the PDC chief or company commandercompares the information on th e TAAWS with any existing w ork sheets on thesame target audience and ensures that all pertinent information has beenconsidered . All previous TAAWSs on the same target aud ience should besegregated at this time.

Header Data

Blocks 1 through 4 of the TAAWS contains the header data. This data includes thenational objective, the supp orted un it’s mission, the PSYOP mission, and thetarget au dience. This data h elps form a fram e of reference for the analyst. Allinformation placed on the TAAWS is linked to these blocks to ensure the targetanalyst is focused on the current campaign.

National O bjective. The national objective comes from U.S. policy statements anddocuments that provide PSYOP guidance in and toward a country. Thesedocuments cover specific goals in military, political, economic, and psychologicalareas. Sources for U.S. objectives relevant to Army PSYOP include—

Unified command military plans.

USIA country memorandums.

DOD and DOS policy statements.

Other related command and PSYOP guidan ce.Supp orted Unit’s Mission. The supp orted u nit’s mission m ay come from theOPLAN or OPORD of the supported unit or from the comman der or op erationsofficer of the supported unit. The PSYOP planner must have a clear understandingof what the supported commander is expected to accomplish. Therefore, this blockmu st be sufficient y detailed to explain th e mission fully to PSYOP per sonnelsupporting the mission.

PSYOP Mission. The PSYOP mission derives from the supported unit’s missionand indicates actions to be accomplished by th e PSYOP un it in the sup ported unit’sarea of interest. If sup por ting echelons above corp s, the PSYOP mission might bedirected by a higher headquarters or, for planning purposes, might be deducedfrom operational objectives. For example, in May 1945, the United States was atwar with Japan. The U.S. national objective was to get the Japanese government tosurrender unconditionally. The mission of the supported unit was to defeat theJapanese military. The PSYOP objective was to in fluence the Japan ese military tosurrender unconditionally.

Target Audience. The initial step in conducting PSYOP target audience analysis isthe identification of target audiences. A target audience is a collection of people

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who have common characteristics and vulnerabilities that may make themsusceptible to the effects of a PSYOP program. A TAAWS is prepared for eachtarget audience-PSYOP objective combination. If a great deal of information isavailable for target audiences, the target analyst may set up a workbook, making

each section of the workbook equivalent to a section on the TAAWS. In this case,the TAAWS functions as an executive summary.

Classifications of Target A udiences. Aud ience analysis is a stud y of the totalaudience the message reaches. It may include people who were not a part of theintended target audience. Audiences may range from a broad general category,such as th e Soviet peop le, to a sp ecific category, such a s a rifle comp any.Audiences also may be defined as specific groups based on income, nationality,geography, ethn icity, p olitical p references, religion, race, social class, economiclevel, caste, and other factors. Aud iences are classified as shown below

Apparent audiences are the au diences that app ear to be the target of themessage. They may or may not be the real, intended, or final targets of

the message.Ultimate audiences are the real, intended, or final targets of the message.

Intermediate audiences are used by the PSYOP planner to transmit hismessage to the ultimate audience. Intermediate audiences may or may notbe part of the ultimate audience.

Unintended aud iences are audiences the planner had not intended to reachbut the ones that received a message directed at another audience.

Types of Target Audiences. The three types of target audiences are groups,categories, and aggregates. When examining the available target audiences, thePSYOP planner must ensure that his selected audience is one that can help achieve

the PSYOP mission.

Groups are collections of people bound together by common activities and goals.They are the p referred PSYOP target au diences. Within group s, there are twoadditional designations—primary and secondary. An example of a primary groupis a family or a small military unit such as a squad or platoon that has end uredsevere hardships. A primary group is extremely protective of its members fromoutside interference. An example of a secondary group is a parliament-united inits goals of serving the electorate and country, but perhaps divergent in individualviews for accomplishing its mission. Since it usually has a specific reason forexisting, a group can be studied more precisely than other collections of people.More valid and definitive statements can be made concerning group conditions

and attitudes. It is generally easier to p ersuade a secondary grou p than a primaryone to behave in a desired manner because of the high level of cohesiveness in aprimary group. One place to begin selecting possible target audiences is the BPSfor the country in question.

Categories, the second most desirable type of target audience, are collections of people who share specific demographics such as race, sex, or age. These sharedcharacteristics are usually not enough to cause category members to act in concert,thus limiting their effectiveness.

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Aggregates are collections of people identified by a common geographic area.They are the least desirable type of target audience. Examples of aggregates areEuropeans, Asians, Midwesterners, and Egyptians. People in these largegroupings may have diverse values and little in common with each other. PSYOP

personnel should a nalyze categories and aggregates to identify primary an dsecondary groups.

Key Communicators. Key communication are also a kind of target audience. Theyare individuals to whom members of a target audience turn for information, opinion,or interpretation of information. Key communicators are an intermediate targetaudience useful in conveying the PSYOP message to the ultimate target audience.They may not be physically collocated with the ultimate target audience, but theirpow er enables them to generate the desired effect in the target area.

Interpersonal communication often employs one or more key communicators. Keycommunicator influence factors include credibility, appeal, and power and control.

Credibility is the willingness of the target aud ience to accept w hat the com mu nicatorsays as truth . Appeal is the combination of attractiveness (pleasing to the senses) andprestige (prominence) based upon success, renown, or wealth. Power and control isinfluence (ability to per suad e) and a ccess (ease and d egree of contact.)

The relative imp ortance of these influen ce factors will vary, but all of them mu stbe present. Note that a prestigious p erson is not always a key commu nicator. Hemay occupy a position of authority and responsibility but uses someone else orothers to communicate for him.

The two-step model of communication attempts to influence the keycommunicator. By properly targeting the key communicator (step 1), the PSYOPplanner enlists the key communicator’s support, which enhances communication

with the ultimate target audience (step 2). The initial targets of the PSYOP plannermay be key communicators or opinion formers who have the potential andcapability to persuade the ultimate target audience.

Some of the sources of influence of key communicators in different culturesinclude age, birth, education, physical strength, political authority, religion,wealth, exceptional talent, and leadership in professional or social organizations.

At times, key communicators may not fully accept the PSYOP message. However,their acceptance is unimportant as long as they still carry the message. Thefollowing COAs—in order of desirability-may be applied to keycommunicators hostile toward U.S. PSYOP

Use interpersonal persuasion to obtain their support.

Reduce or eliminate their influence.

Look for other key communicators.

Alter the entire line of persuasion.

Media. Media can a lso serve as an interm ediate target a ud ience. U.S. military PSYOPdo not target domestic media as intermediate target audiences. There are, however,practitioners of PSYOP who do. Terrorists, for example, know that the best way to put

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their message before their intended audiences (governments) is to use graphicviolence and the media’s fascination with it as an attention-getting device. The cameraitself is not th e target of such campaigns-the camera crew, reporter, prod ucer, andpublisher are. They ensure the terrorists’ message is transmitted.

U.S. military PSYOP personnel must operate within the Geneva Conventions, theLaw of Land Warfare, and the Uniform Code of Military Justice. To advise thesupp orted command er on how not to become the target —or the tool-of thesecampaigns, PSYOP personnel must be aware that the employment of mass mediaby others is not so constrained.

Target Audience Analysis Data

Blocks 5 through 12 of TAAWSs are used for recoding data obtained during the targetaud ience analysis. These blocks correspond to the following steps of the analysis

Set the PSYOP objective for the target audience being analyzed (block 5).

List conditions affecting the target audience (block 6).

List media that will provide accessibility y to the target audience (block 11 ).

Analyze vulnerabilities of the target audience (block 8).

Determine the th emes and symbols (block 9).

Determine the susceptibility of the target audience (block 10).

Determine the target audience effectiveness (block 7).

List the impact indicators (block 12).

The target analyst gets the information needed to complete each of these stepsfrom PSYOP p rod ucts such as th e BPSs, SPSs, and SPAS and from cur rentintelligence and inform ation requ ests. As information is gathered , the target

analyst records it in the proper column of the TAAWS.PSYOP O bjective. PSYOP objective is the measurable response expected of a targetaudience as a result of PSYOP? It is based on specific and implied tasks derived fromthe PSYOP mission. It must accurately define the specific desired behavior response,which in turn must support the PSYOP objective. Target analysts may change thespecific and imp lied tasks after cond itions, vulnerabilities, susceptibility, andeffectiveness of the target audience have been considered.

A PSYOP objective may be a single step or a series of intermediate steps designedto lead the target audience toward the desired behavior or attitud e to accomplishthe PSYOP m ission. Should it be necessary to have a series of intermed iate steps,each one must accurately define the specific behavior response desired. Target

analysts must complete each intermediate step in logical order.

The desired behavior respon se mu st be iden tified in measu rable terms. Inestablishing m easurab le activities for the target aud ience du ring a PSYOPprogram, present activity levels must be analyzed to determine if behaviorchanges can occur . Attitud e chan ges are mu ch more d ifficult to measure andfrequently are overlooked wh en the results of a particular program are beingdetermined. Furthermore, attitude changes cannot, in themselves, contributedirectly to the m ilitary m ission; behavior changes can.

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PSYOP ob jectives are classified as cohesive or d ivisive. Cohesive ob jectives,whose successful achievement would strengthen or more closely unite the totalsociety or a particular target group, encourage the individuals of the targetaudience to place the collective good above the individual good. Goodwill,

encouragem ent, compliance, and coopertion are examp les of cohesiveobjectives. Divisive objectives are designed to separate individuals from theirgroup, a target group from other groups, or a target group from the society or todisorganize a group or society. Divisive objectives encourage the individuals inthe target au dience to place their self-interest above the interest of the group .Examp les of divisive objectives are as follows:

Discouragement.

Defeatism.

Apathy.

Hostility.

Noncooperation.

Discord.

Panic.

Active and passive resistance.

Surrender.

Defection.

Desertion.

Conditions. Conditions are any environmental situations over which the targetaudience has virtually no control but may have an effect on the target audience.These situations may be man-made, such as wars, taxes, and forced relocations, or

natu ral, such as floods, earthqu akes, or famines. Target aud ience analysts shouldlist these conditions under the following categories:

Economic.

Political.

Environmental.

Social.

Psychological.

Communications.

Military.

PSYOP personnel and the mass media usually provide information concerningthese conditions. Target audience analysts should list conditions having both apositive and negative influence on the target audience to avoid creating a biasedimage of the target audience. They should consider each condition selected as it isperceived by the target audience. They should avoid ethnocentrism and, above all,be empathic.

Audience Effectiveness. Aud ience effectiveness is the actual ability of the targetaudience to carry out the behavior response indicated in the PSYOP objective. If

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the target audience is susceptible to persuasion, the target analyst must assess therelative capability of the target audience to perform the desired behavior. The mostimportan t factors in ma king this determ ination are restrictions and influence.Restrictions are the physical, sociological, political, emotional, and economic

constraints that keep the target audience from performing some action. Forinstance, Japanese culture considers surrender to an enemy dishonorable. For thatreason, du ring World War II, it was extremely d ifficult for the Allies to convinceJapanese soldiers to surrender. Even toward the end of the war when all hope forvictory was gone and noth ing could be gained by further resistance, the Japanesecontinued to resist surrender.

The target analyst mu st also consider the influence of the target aud ience. Whenassessing effectiveness, PSYOP personn el study the power stru cture of a countryand the positions of target audiences within those structures. Who influences thistarget audience? Who is influenced by this target audience? Any circumstancesthat may alter the standard relationships between the target audience and othergroups in the target area should also be determined.

Vulnerabilities. Vulnerabilities generally correspond to the conditions previouslylisted. For example, lack of food creates a vulnerability of hunger. Target audienceanalysts evaluate the four interrelated psychological factors -perception,motivation, stress, and attitudes–as they pertain to the target audience anddetermine what, if any, vulnerabilities exist because of the conditions listed.

Perception is the interpretation of sensory input from seeing, hearing, smelling,tasting, or touching. Perception is also influenced by physiological capacities,frames of reference, learning, past experiences, and cultural an d socialenvironments. To be effective, PSYOP products must be perceived and interpretedby the au dience as the PSYOP personn el intended. For example, dur ing the

Vietnamese conflict, the Un ited States disseminated leaflets with an overp rintedace of spades (to be interpreted as an omen of death). This symbol was supposed tocause fear in Communist soldiers. However, the intended reaction never occurredbecause the ace of spades is not included in the Vietnamese deck of cards and isunfamiliar to that culture.

Motivation is the desire of all living organisms to survive and fulfill their potentialin life. These desires operate both biologically and psychologically in humans andinclud e safety and physical and emotional needs. Hu mans constantly renewthemselves through rest and nourishment. Prolonged interference with these needscan make them vulnerable to special stresses.

Common needs exist despite wide individual and cultural differences in people.This common core includes a need for order, predictability, understanding, andsecurity. Individuals also have feelings of adequacy and competency that helpthem adjust and cope with internal and external demands. Especially in times of severe stress and crisis, individuals have a need for a feeling of belonging. Theyalso need the approval of others in their work and recreation to gain and retain asense of adequacy and competence. Values, meaning, and hope assist instimulating people, promoting achievement or causing defeat, and attaining or notattaining personal goals.

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Motivation not only gives direction to actions but also activates behavior in pu rsuitof a goal. Individuals have behavior patterns th at are centered on p articularmotivations and goals, some conscious and others subconscious. For example,biological needs, such as h unger and thirst, generally operate on an unconsciouslevel as long as food and water are available. An individual becomes aware of them when the need interferes with bodily functions. Psychological needs, such assecurity, social approval, and self-esteem, may also operate on an unconsciouslevel. Thu s, soldiers may criticize their p eers, join elite units, or volu nteer fordangerous assignments for reasons not consciously recognized. Later they may

justify the ir behav ior . Frequ en tly th eir justificat ion d iffer s from what actuallycaused them to act the way they did.

Social factors can aid or inhibit specific needs, making some goals more feasiblethan others. A society uses a system of values coupled with rewards andpu nishments to en courage specific behavior. Individu als and social groups sharesimilar basic needs. Survival depends on the maintenance of orderly social

relationships accomplished through custom and law. When group functions ororganization is disrup ted, as when a company comm ander is killed in battle, thegroup tries to reorganize to return the group to its normal operating mode. Forexample, the executive officer or next in authority assumes command. PSYOPpersonnel must recognize that the needs of groups and of society are importantdeterminants of an individual’s behavior. When an individual meets the needs of his group, he u sually promotes his own welfare. The needs of a group or societymay, however, conflict with the needs of an individual, which creates stress. Thissituation may occur when soldiers are forced to risk their lives for a cau se in wh ichthey do not believe.

Stress is mental, emotional, or ph ysical tension or strain. A p erson’s life could be

less stressful if his biological and psychological needs were automaticallygratified, but many obstacles exist that interfere with the ability to reach a desiredgoal, and these obstacles place stress on an individual. PSYOP personnel mustlearn to recognize stress-causing factors or situations and exploit them to thefullest when planning and conducting PSYOP.

Attitudes are consistent, learned, emotionalized predispositions to respond in aparticular way to a given object, person, or situation. Opinions and beliefs areclosely related to attitud es, but they d iffer in that an opinion or belief refers to w hatone knows or assumes to be true, whereas an attitude is how a person feels aboutsomething. Since opinions have their basis in assumptions, it is easier to change aperson’s opinions and beliefs than his attitudes.

Attitudes affect behavior, especially when the attitudes are important to a person.Strong attitudes are not always a guarantee that an individual will behaveaccordingly, however, as he may possess other attitudes or beliefs that affect hisbehavior more strongly. For instance, a soldier may feel strongly about theimmorality of war, but this attitude may not necessarily cause him to desert ordefect to the enemy because his sense of loyalty will not let him accept the stigmaof being a deserter or traitor.

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Themes and Symbols.Themes and symbols sup port th e PSYOP objective of thePSYOP program. When used in a PSYOP product, they address or “play on” thevulnerabilities and susceptibilities of the target audience. Some themes andsymbols are universal, while other are target specific. When selecting themes and

symbols, the target analyst must conduct a detailed analysis of the relevance ofthose themes and symbols to the target audience.

Susceptibility. Susceptibility is the degree to which the target audience can beinfluenced to resp ond in a mann er that w ill help accomplish the PSYOP m ission.Simply p ut, how well can a vulnerability be m anipu lated? For examp le, if acondition is a food shortage that creates a hunger, the last time a target audience atea healthy meal might very well determine how susceptible the target audience is tothis need. The degree of susceptibility will be rated not susceptible, moderatelysusceptible, or highly susceptible.

Accessibility. The availability of an aud ience for tar geting by PSYOP is term edaccessibility. Having PSYOP dissemination means within range of the targetaud ience does n ot always gu arantee that th e aud ience can receive the PSYOPmessage or th at military PSYOP can be u sed on that au dience. For examp le, onerule of engagem ent m ay forbid U .S. military PSYOP from targeting allied forceswell within range of a U.S. military PSYOP-operated radio transmitter. In thiscase. allied forces would be inaccessible to the United States.

Impact Indicators.Impact indicators are those changes or events that will help measurethe effectiveness of th e PSYOP efforts. Impact ind icators are u sually subjective, butwhen thoroughly analyzed, can provide reliable judgments. If possible, impactindicators are expressed as a percentage of increase or decrease in a specified activity.The target analyst places a small + or - in front of each indicator on the TAAWS toindicate whether it is a positive or negative impact indicator.

Positive Impact Indicator. A positive impact indicator correlates directly with thePSYOP effort. For examp le, if a PSYOP p rogram is attemp ting to conv inceopp onent forces to surrend er, an increase in the nu mber of opp onent soldiersgiving themselves up would be a positive indicator. PSYOP personnel would haveto be aware, however, that the defectors might be surrendering because of factorsother than the PSYOP program.

Negat iv e Impa ct In di cat or. A negative impact indicator is an event or a changeopp osite that desired by the PSYOP u nit. One example might be few er defectorsdespite a massive program to convince them of the benefits and advantages ofdefecting. PSYOP personnel would have to examine this case to determine whythe program was having the opposite effect or if PSYOP had anything to do with it.

Summary

Target audience analysis is the process used to select target audiences that may beuseful in accomp lishing the PSYOP m ission. The PSYOP analyst u ses TAAWS toensure a complete analysis of target audiences and for recording the resultant data.

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After noting the national objective, supported unit’s mission, PSYOP mission, andtarget aud ience on a TAAWS, the target analyst pr oceeds w ith the au dienceanalysis. He examines PSYOP intelligence and evalu ates the information on aTAAWS IAW the following step s:

Set the PSYOP objective for th e target au dience selected.List conditions affecting the target audience.

Determine th e accessibility of the target aud ience.

Analyze vulnerabilities of the target audience.

Determine the susceptibility of the target audience.

Determine the effectiveness of the target audience.

Determine themes and symbols.

List the impact indicators.

The TAAWS is the basis for PSYOP p rogram planning. It also serves as a su mm ary

for selecting th emes, symbols, actions, and med ia for future PSYOP p rograms.

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CHAPTER 7

Product Development

The processes of mission analysis, intelligence gathering, target selection, theme andsymbol selection, media selection, and prod uct design come together in the PDC. The PDC

uses the product development process to develop prototypes of products and actions thatwill help accomplish th e PSYOP m ission. The goal In prod uct d evelopment Is to get theright message or action (theme and symbols) said or d one in the right w ay (persuasivepresentation) through the right channel (media selection) at the right time (intensity andtiming) to the right audience (target analysis).

Process

The product development process is an interactive system used to develop modelsof PSYOP products and psychological actions that become aspects of PSYOP

program s. Although the p rocess is numbered sequentially, the steps listed inFigure 7-1, page 7-2, interact with each other and can occur simultaneously.

Developing products is a three-phase process that takes all available PSYOP targetinformation, knowledge, and material and expresses them as artwork, words,symbols, sounds, texts, manuscripts, and actions.

Integration

The first phase requires the integration of target analysis with the appropriatemedia. The PSYOP personnel must ensure that this process addresses six majorquestions. If these questions cannot be answ ered, the d evelopm ent pr ocess mu st berepeated u ntil the information is obtained. These questions are—

Who is the target audience?

What is the PSYOP message (or action)?

When will it have the most effect?

Where is the target audience located?

What is the purpose of the PSYOP message or action?

How should the message be said or the action performed?

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ConceptualizationThe second phase is conceptualization, which occurs when all the questions areanswered. Conceptualization transforms target analysis and media selection into aworkable plan.

Development

The third phase is the development and pretesting of prototypes. It includes—

Planning and developing face-to-face communication programs.

Developing radio an d television scripts, speeches, pam phlets, rumorprograms, tape appeals, leaflets, handbills, posters, and similar materials,as well as psychological actions.

Planning their place in the program sequence.

Once prototypes have passed this phase, they are delivered to media personnel forrefinement and prod uction. See App endix J for guida nce on developmen t of specific prototypes.

Programs of Psychological Actions

Developing an d coordinating p rograms of psychological actions in su pp ort of military operations follow the same general sequence as product development.

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But m uch of the time, the assets required to execute these programs ar e not organicto PSYOP units, and orchestrating these actions requires that the supportedcomman der give a great deal of freedom to the PSYOP p lanner. A closelycoordinated and timed series of psychological actions, however, can yield results

that thoroughly justify the investment in time, equipment, and personnel.Although of little tactical importance, raids conducted in an opponent’s rear areacan cause him to dedicate assets to rear area security missions he might otherwiseuse in offensive operations. For example, raids conducted against truck convoysmay gain little tactical value but could cause an opponent to dedicate valuableresour ces to the p rotection of these convoys. These actions, of course, w ill beamp lified by dissemination of prod ucts designed to red uce the opp onent’sconfidence in his ability to condu ct operations successfully when h is own lines of communication arc threatened. Similarly, the actions of insurgents attackingtargets of no military importance are designed to demonstrate a government’sinability to provide security, thus undermining the confidence of the governed.These actions are again am plified by d issemination of ap prop riate PSYOPproducts. The PDC is responsible for developing such programs.

Elements of Effective PSYOP Products

The rest of this chapter covers the elements of an effective product. PSYOPmessages come in many forms. Some straight news, for example, will have lessneed for sp ecial devices than will a persu asive leaflet or an app eal to an op ponent’sun it by radio. Whatever the kind of messages, how ever, they have a comm oncharacteristic-they ultimately have the same kind of purpose and the same needto be attended, understood, accepted, and acted upon.

Another shad characteristic is that, in one proportion or other, each message is acombination of entertainment, information, and persuasion. Entertainment in itswidest sense includes shock, surp rise, and the aesthetic pleasure to be d erived fromappearance and sound, m ore so than the entertainment come-on familiar to, forexample, the U.S. radio listener. The function of entertainment in PSYOP is usually tobait the hock and attract attention and interest for the message itself. For example,Tokyo Rose used this technique by playing popular tunes as a bribe to get U.S. soldiersto listen to her p ropagand a. Entertainment may, how ever, also be used indirectly forpersuasion. Tokyo Rose's music was calculated to make U.S. soldiers homesick andweary of war. Information may be u sed indirectly for persu asion-news, for example.And sometimes persuasion becomes merely instruction how to do something thelistener is assumed to have decided upon already.

Product Development Techniqu es or Devices

Appendix J lists specific techniques for tailoring the PSYOP message to aparticular audience or goal. The following general techniques or devices,however, apply to any PSYOP product.

Getting Attention. Devices to attract attention include luring the audience to payheed to a message by indexing it with a picture of a beautiful woman introducing

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an item in a rad io broadcast with word s like “Bulletin just in” or “ FLASH”, or astriking headline in a newsp aper or magazine. Those devices index a message byclassifying it under the needs it might meet. Thus, PSYOP personnel will use aheadline or picture or cue phrase to stimulate interest by pointing out a need to

which the message relates, thereby attracting attention to it. In addition, theactions of mobile training teams, deep strike operations, and ship visits areattention-getting devices and should be incorporated into program planning.

Building Credibility. PSYOP personnel should manipulate symbols within theproduct in a way that will lead the recipient to accept its contents. They shouldestablish an atmosphere of authenticity and authority by using prestigious people,naming names, and citing figures, if appropriate. PSYOP personnel should includein the message some item by which the audience can easily check its veracity.They should u se pictures that will be recognized. Above all, they should find ou tthe sour ces and evidence the tar get regard s as credible. PSYOP personn el shouldestablish an atmosph ere of consistency, avoiding real or seeming contradictions.

Making Memories. PSYOP personnel should manipulate the words of a product sopeople will remember them. They should use hard-hitting, easily rememberedslogans (Make the world safe for democracy) and labels (Huns). They should buildthe opponent and opponent leaders (recall U.S. pictures of the Japanese and of Hitler in World War II) into symbols of hate and rejection. They should not h esitateto wr ite in term s of the tw o-valued or ientation-that is, to describe the choicesbefore the target audience as bad (the opp onent’s program) and good (America’sprogram) and black and white rather than shades of gray.

Displacing Aggression. When p ossible, PSYOP person nel should tr y to p rovidetargets for aggression. They should identify frustrations in the target audience andtry to heighten them, for example, tantalizing opposing troops w ith reminders of the pleasures and comforts they are missing. They should try to direct the resultantaggression against targets within the opponent’s structure rather than against theopposite side.

Arousing Emotion.PSYOP personn el should ar ouse emotion w here it will be totheir benefit. They should ap peal to emotional and ego-involved attitud es. Theyshould use rich symbols and stimulate the kind of emotionalism under whichPSYOP m essages seem to w ork the fastest change. Intellectual app eals can beresolved by logic; emotional appeals–to the gut or the heart-are not so easilyresolved. This difference accounts for the durability of glasnost human rights,prochoice, and p rolife as p sychological appeals.

Repeating the M essage. PSYOP p ersonnel should Repeat the message, varying it asappropriate and ensuring it does not contradict the previous ones.

Packaging the Message

The most important moment in PSYOP occurs when the message is released to itstarget audience. Once a product is released, PSYOP personnel can do no moreabout it. At this point, everything that happens will have to happen between the

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message and its recipients. Thus, all PSYOP decisions lead up to the crucisecond at wh ich the prod uct is released. Examples of decisions include the—

Specification of p urp ose.

Selection of target.Choice of actions and m edia.

Timing and relation of one transmission to others.

Creation of the message and the product itself.

A product is expected to attract the attention of the audience and get the meaniacross as intended. It is also expected to start a response in that target audience the direction that accomplishes the psychological objective and the PSYOmission. The product may bean action, event, or the use of media (audio, visual,aud iovisual). Whatever form it takes, it still mu st be devised so it goes out by itsand accomplishes its tasks.

Summary

The PDC is the focal point of activity within a PSYOP unit. It develops the prototypof prod ucts and p sychological actions that allow the u nit to perform its mission.

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CHAPTER 8

Themes and Symbols

Themes an d sym bols are used in the p ersuasive PSYOP m essages. The d istinctivecharacteristics (theme) of the product are represented through the setting, slogan, and

symbols. PSYOP personnel determine—through target audience analysis—how thesethemes shou ld b e represented so the scenario (audio, visual, or audiovisual) is familiar andmeaningful to th e target audience.

Themes

A theme is a subject, topic, or line of persuasion used to achieve a psychologicaobjective. Themes are used to persuade target audiences to follow a particula

COA or to ad opt a sp ecific behavior. An exam ple of a theme comm only usedduring military conflicts is the theme “You will be safe.” This theme, printed onsafe conduct passes, makes soldiers possessing the pass feel secure insurrend ering. Surren der of the troop s is the desired COA. PSYOP personn el usthis theme to exploit the d oubts of opp osing soldiers—dou bts about safety. Thfact that a soldier has doubts is his vulnerability. PSYOP personnel can get thiinformation from testimonies of captured prisoners. EPW interrogations, foexample, might reveal that safe conduct passes would have been used had theybeen accessible to the prisoners. PSYOP personnel use current intelligence andup dated TAAWSs to select or develop themes and symbols based on currenvulnerabilities and susceptibilities of a target audience.

Basic ConceptThe concept of a PSYOP th eme is similar to the concep t of commerciaadvertising. In U.S. advertising, for example, a TV commercial for soft drinks idirected not only to those who ar e presently thirsty but also to those who m ay bthirsty in the future. Comm ercial advertisers do not stop a t attacking obviouvulnerabilities. They also help create perceived needs and, therefore, morvulnerabilities. Once a vulnerability is known, the advertiser can play upon it, buonly if the target audience is susceptible to influence. The same reasoning applie

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to PSYOP efforts. PSYOP personnel should not attack a vulnerability unless thetarget au dience is susceptible. A target au dience ma y not be susceptible for anumber of reasons. The persuasive message may have no credibility with thataud ience. For examp le, childr en w ho do n ot know Santa Claus w ill not be

susceptible to a man in a red suit telling them to behave. A thorough targetaud ience analysis and complete use of the produ ct developm ent process are,therefore, important in PSYOP.

Theme Categories

PSYOP themes fall into three basic categories: ingroup- outgroup, inevitability,and legitimacy. Selection of a theme that enhances the PSYOP message is criticalto the success of the PSYOP mission. Selection of the best theme must be based ona thorough target audience analysis.

lngroup-Outgroup Themes. These themes emphasize differences within orbetween target groups. PSYOP personnel use these themes when the group can bebroken dow n into tw o or m ore factions. By pitting one group against anothergroup, PSYOP personnel can emphasize their differences and create a rift betweenthe group s. As a result, the group s develop a “w e-they” situation. Loss of groupcohesion weakens the resolve of the target audience.

Inevitability Themes. These themes stress that the opp onent w ill inevitably lose andthe friendly side will inevitably win. They capitalize on the successful programs ormilitary actions of friendly forces. They also exploit the failure and defeats of theopp osing forces (OPFOR). PSYOP p ersonnel u se the inevitability them e toconvince the target audience that it is futile to support OPFOR but advantageous tosupp ort friendly program s and p olicies. This type of theme is particularly usefulwhen a victory by the friendly forces is inevitable.

Legitimacy Themes. These themes ad vocate the legitimacy of the friendly cause.They use law , tradition, historical continuity, or supp ort of the people as aprecedent to induce the target audience to recognize that friendly programs andactions are justified and desired by the target audience.

Theme Selection

Theme selection is based on target audience analysis, policy, timeliness,consistency, credibility, and simplicity. A thorough target audience analysisensures that selected themes are appropriate for the vulnerabilities of the targetaudience. Themes must support national PSYOP policy and objectives. Currentintelligence must be integrated into the PSYOP pr ogram on a continuou s basis toensure that themes are appropriate. Themes identified as inappropriate should not

be used. Themes capitalizing on actions or words must be disseminated quickly totake advantage of varying vulnerabilities of the target audience. For example,themes and persuasive messages centering on a recent natural d isaster lose theirapp eal as people become less susceptible. The horror of the event w ears off, andpeop le forget their initial impr essions. How ever, certain disasters may beinappropriate for use in a PSYOP program until the event is almost forgotten.

Themes must be consistent throughout the PSYOP program. Consistency preventsdissemination of contradictory messages. In a strategic program, the actual

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wording of the persuasive message can change as long as the theme stays the same.For example, U.S. consumers see many versions of Coke commercials; however,the a ctual them e is the same—’’Buy Coke.” Because th e United States Air Force(USAF) and the Un ited States Navy (USN) also ha ve PSYOP assets, a target

audience may be the joint target of U.S. PSYOP; therefore, the services shouldcoordinate the use of themes.

Maintaining credibility is of paramount importance. Target audiences will believethemes that relate to their needs and aspirations. They will also believe themes thatare within their frames of reference and that originate from credible sources. Lossof credibility amounts to a loss of trust that may never be repaired.

PSYOP them es should be as simple as p ossible. Unkn owing ly, PSYOP person nelmay inaccurately portray complex themes, thereby misrepresenting the PSYOPmessage. Misrepresentation may also occur when dealing with foreign languages.

Symbols

A symbol is something that stands for or suggests something else by reason ofassociation. A symbol is a means of conveying a th eme. Symbo ls are signs tha t over aperiod of time have accumulated emotional meaning in a culture. They may be visual,such as printed words, statues, pictures, actions, gestures, and personalities, or theymay be aur al, such as mu sic. The U.S. national anthem , “The Star-Span gled Banner,”for example, stands not only for the nation’s flag but also for the wars successfullyfought by U.S. soldiers. “America the Beautiful,” another song, symbolizes the beautyand peace that can be found throughout America.

Symbol Selection

PSYOP personnel use the same criteria for symbol selection as for theme selection.PSYOP personnel should pay close attention to detail when reproducing symbols.What seems like a minor d etail may be of great consequ ence for the target aud ience.The color, size, placement and medium chosen are considerations in symbolselection. A color, for examp le, does not h old u niversal connotation; therefore a redheart may not always have a positive meaning. Americans may immediately associateit with Valentine’s Day, but other cultures may see it in a negative way or as having nomean ing at all. For this reason, PSYOP person nel should u se indigenou s personn el topretest PSYOP pr odu cts for cultural p rejud ices.

Use of Themes and Symbols

Themes and symbols used together m ust be clear and compatible. If a symbol is

used for visual stimu lation and the meaning d etracts or add s too mu ch to thetheme, then the symbol is not useful. The target audience should easily realize theaction PSYOP units want them to take.

Selection Versus Development

PSYOP p ersonnel u se current intelligence to select or d evelop th emes. Theyresearch and record information from a particular geographic area. PSYOP

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personnel should identify the target au diences already formed in their particulararea. They also need to kn ow w hat au diences might form in response to differentworld events, such as wars, natural disasters, political struggles, and anniversariesof past events. PSYOP personnel should know the past an d current themes and

symbols used w ithin various target aud iences.A PSYOP unit m ust ad apt to changing target aud iences and to changing needs of target audiences; therefore, themes and symbols may need to be developed.Desecrating a symbol m ay insult the target au dience. A symbol m ay be too emotion-or meaning-laden for PSYOP purposes; therefore, a new symbol may need to beinvented. Pretesting all symbols and themes should prevent improper use.

Before final selection or develop men t of a theme or a sym bol, the typ es of med iaavailable should be considered. For example, if the national anthem is chosen as atheme for a particular audience yet the only medium available is print, then PSYOPpersonnel must consider how effective a song is when written on paper. Likewise,choosing a visual sym bol wh en only au dio m edia are available is ineffective.

Summary

Selecting themes and symbols is an important step when developing PSYOPproducts. During this step, PSYOP personnel select or develop themes andsymbols based up on curr ent intelligence, target au dience analysis, policy,timeliness, consistency, credibility, and simplicity. Using the theme categories(ingroup -outgrou p, inevitability, and legitimacy), PSYOP person nel can dev elopthem es and symbols that exp loit the vu lnerabilities and su sceptibilities of thetarget audience. Themes and symbols should be consistent, credible, and simple to

prevent misrepresentation of the PSYOP message. Attention to detail is important.If PSYOP personnel do not kn ow the p ast and current themes and symbols usedwithin the target audience, they may develop an ineffective product. Therefore,PSYOP personnel should use indigenous personnel to pretest all developed orselected themes and symbols.

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CHAPTER 9

Media Selection

On ce the them es and symbols for the PSYOP p rogram have been chosen, the PSYOP

comman der mu st decide h ow to convey them to the target audience in the m ost effectiveway. This step is the m edia selection. Before picking a med ium or media m ix for themessage, the command er mu st consider the ad vantages and d isadvantages of eachmediu m as well as th e general criteria for media selection.

Definitions and Descriptions

The three most common categories of media are audiovisual, visual, and audio. Inproper media selection, the PSYOP planner must ensure that his selection not only hasthe capability to disseminate the message but will also reach the target audience.

Audiovisual Media

Aud iovisual m edia combine the imp acts of sight and sound . Face-to-facecommunication is an au diovisual medium and so are television, movies withsoundtrack, and slides with tapes.

Face-to-Face Communication. Face-to-face communication is the conveyance of amessage by the sender in the sight or presence of the receiver. Communicationmay be by one individu al to another or one speaker add ressing a large group. Theseindividuals are known as agents of action. As a medium for PSYOP, face-to-face

communication includes rallies, rumor programs, group discussions, lectures,show-and-tell dem onstrations, theater, speeches, and talks with individuals.Choosing the most appropriate face-to-face communication technique dependsentirely upon the opportunities PSYOP personnel can discover and the amount ofcontrol they believe they will have in using messages in those situations.

Guerrilla theater, which may feature live actors or puppets, is a special type offace-to-face communication. In it, members of the audience can be influenced byagents of action w ho are p art of the aud ience’s own group . The message can be the

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main thrust of the drama, or it can be subtly woven into the presentation. The livetheater performance can be carried out in a range of settings. Props and sets may beelaborate or simple, depend ing on presentation requirements and tim e and m aterialsavailable. Historically, live drama has been a teaching medium in many cultures.

Sometimes the PSYOP personnel must create a situation to use face-to-facecommunication, for example, organizing a rally. Since groups are usually drawntogether by a common interest, messages can be directed at differentsocioeconomic levels sharing that common interest. Consider whether there isalready a type of social activity, such as a dance, banquet, or movie at a time whenyou need to influence the target aud ience. Fiestas, festivals, and religiousactivities bring people together, giving PSYOP personnel an excellent opportunityto app eal to them. Small and tightly organized group s can be appealed to veryspecifically. A highly desirable small group wou ld be comp osed of the keycommunicators within a local community.

Television.Television, flexible and immediate, can be broadcast live and presentevents such as news, sports, and entertainment or u se prerecorded programs on

videotape. The advent of the videocassette recorder and home video camera havemade it possible to create and show a presentation on television without usingoutside production facilities.

Motion Pictures. Motion pictures take the form of feature films, documentaries,cartoons, and newsreels. They can include special effects such as slow motion andtime lapse.

Slides. Slides are photographic transparencies on a small plate or film used forprojection. They can be used when face-to-face comments are needed duringthe showing.

Visual Media

Visual media include all items effective only by being seen. Newspapers andmagazines are visual and so are leaflets, posters, pamphlets, books, and graffiti.Visual media also include such art as drawing, painting, and sculpture.

Audio Media

Aud io media dep end on sound alone for their effectiveness. Audio m edia areuseful for brief, simple messages, and they gain effectiveness through the personalqua lities of the hum an voice. They require little or no effort on th e part of theaudience. Audio messages overcome the barrier of illiteracy more easily than mostvisual methods. The key to the success of audio media is repetition. The commonaudio media used in PSYOP are radio and loudspeakers.

Radio. Radio can broadcast prerecorded and live drama, news programs, sportingevents, and m usic. Even if the target au dience does not have radio receivers in theirhomes, radio messages may still be used. For example, villagers without radios inremote areas in Vietnam were influenced by messages from radios floated downriver to reach them.

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Loudspeakers.Loudspeakers are a limited extension of face-to-faccommunication. Loudspeakers can convey speeches, music, and sound effects tothe au dience. They can also use records, tapes, and comp act disks to augm ent oreplace live performers. Messages can be rehearsed and prerecorded. Loud

speakers can be placed on the ground or mounted on trucks or aircraft. Generallymessages must be short. A long message cannot be conveyed by movingloudspeakers. Even a sp eaker on the grou nd can be silenced by enemy fire afteonly a short broadcast time. A speaker can use loudspeakers to communicate witassembled grou ps. He can d irect loudsp eaker broadcasts at opponent forces whhave been cut off, urging them to surrender or to cease resistance. The speaker canuse loud speakers to issue instructions to p ersons in towns an d fortified locationholding u p the ad vance of friendly forces. He can also u se loudsp eakers effectivelduring limited visibility for deception operations by broadcasting sounds ovehicles or other equipment.

Advantages and Disadvantages

The commander must consider specific advantages and disadvantages of eachmedium before making a selection. Some of these advan tages and disadvantageare discussed in the paragraphs below.

Audiovisual Media

When selecting a form of au diovisual media, the PSYOP plann er mu st weigh alfactors prior to making a decision. In some cases, more than one type of media may bdesired to ensure full dissemination of the message. In addition, product disseminationdepends not only on the type of media selected but also on the availability of thamed ia to provide coverage and the accessibility of the target au dience.

Face-to-Face Commu nication . In general, face-to-face communication is the moseffective medium. The communicator should never underestimate the effect pow erful speaker can have on a crowd (for example, Adolf Hitler, Martin LutheKing, and Winston Chu rchill). Each of these key commun icator had anenormously significant impact on his audience.

One advantage of face-to-face communication is that the speaker and the audienccan evaluate each other immediately through body language and vocal cues as well athe word s of the message. The speaker can a djust his message accordingly. Anotheadvantage of face-to-face communication is that the speaker can convey complexinformation by repeating and am plifying ideas. Other advantages include—

Detailed audience selection.

Use in isolated areas not reached by m ass media.

Added credibility through source recognition.

Speed in disseminating the PSYOP message.

One major disadvantage of face-to-face communication is the decentralizedcontrol, that is, each communicator must control his own situation. Anothe

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disadvantage is the possibility that the speaker’s actions and spoken words may bemisunderstood. Also, the PSYOP communicator must often rely on indigenouspersonn el for translating the m essage and know ledge of local custom s. Otherdisad vanta ges of face-to-face commu nication include its—

Ineffectiveness in most conven tional opera tions.Limited geographical area reached.

Skilled personnel requirements.

The time needed to develop rapport with the target audience.

The chance of personal harm to the communicator.

Television. Television is highly effective for persuading. It can elicit a high degreeof recall. Credibility is further increased when the communicator is known andrespected by the target audience. Television can also reach a vast audience. It giveseach viewer a sense of participating in a distant event without ever leaving home.Television programs can be edited and segments added or deleted to app eal to the

special needs of the au dience. Music in the ba ckground can contribute to theemotional impact of the message.

Another advantage of television is the opportunity to use videocassettes.Videocassettes can be studied in private or in small groups and can be kept secret.They are a p owerful m eans of influencing p eople directly and indirectly. Thedirect influence is, of course, in the main theme. An indirect influence can alsotake p lace. For examp le, a secure life-style being dem onstrated by a VCRrecording may have a significant effect on an insecure target audience.

A disadv antage of television is that in many p arts of the world television sets arerare or unevenly distributed; however, a broad audience can be reached bytelevision receivers set up in public places. Most television receivers require anoutside sou rce of electrical pow er, which is not alway s available in some par ts of the w orld. Unlike radio, television w aves do n ot travel far. Rough terrain,atmospheric elements, and geography affect the range and strength of a televisionsignal. Television signals may be boosted by relay stations, airborne transmitters,or relay satellites to reach long ranges. However, people outside the broadcastingrange may still be influenced by messages on videocassettes.

A television station, even w hen o perating on a lim ited schedu le, creates atremendous deman d for p rogram m aterial. Each day’s operation requires a largeamount of film, videotape, and live programming to sustain a program schedule.Developing a new program requires even m ore time and specialized personnel.Another disadvantage of television is that its equipment and parts are delicate and

extremely vulnerable to accidental or deliberate damage. Television stations canbe easily identified and targeted by an enemy. At the receiving level, televisionsets are difficult to hide, particularly if an antenna is required.

Motion Pictures and Slides. Motion pictures have the advantage of bypassingaudience illiteracy. Movies also have an inherent quality of drama and the abilityto elicit a high degree of recall. They may include cartoons or special effects. Theymay gain added credibility by including news events and local settings familiar to

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the target audience. A producer may rehearse scenes before filming and make thefinal performance seem high ly realistic. In man y cultures, the actor in a m ovie isconsidered to be like the part he has played. An actor can be useful because of thecredibility he has gained. Movies may present a larger-than-life situation, which

has great popular appeal. Background music can add to the emotional impact. Thetheater presentation can create group cohesiveness and can be enhanced bydiscussions with the audience afterward. Many people accept as factual theinformation presented in films.

Disadvantages of motion pictures include time necessary to produce them,possible restrictions placed on local populations to prohibit viewing, andsusceptibility of film to damage from temperature changes and moisture. Anotherdisad vantage of movies is that they m ay be outd ated by clothing, vehicles, orequipment show n. In urban areas, motion pictures have a more limited aud iencethan television because they are presented in theaters.

Slides have the advantages of economy, ease of use, and the opportunity for

face-to-face comments during the showing. The drawback is the relative lack of interest in pictures that have no motion.

Visual Media

Visual med ia are good for transm itting comp lex and lengthy ma terial. Generally, theprinted word has greater credibility than the spoken word. Printed material can be keptand reread for reinforcement; however, the opponent might punish anyone possessingit. Newspapers and leaflets require the audience’s willingness and ability to read andstudy the material. The material must also be physically delivered to the audience.Opponent action, inclement weather, or lack of delivery support could preventdelivery. Posters can be eye-catching but, like other forms of printed material, caneasily be destroyed or overprinted by the opponent. Books have the potential for a

great influence on small intellectual groups, but they are expensive to produce. Inaddition, facilities for the production of visual media may be limited and require longlead times for production and dissemination. Appendix F provides some guidelines onfield-expedient printing techniques, and Appendix G provides guidelines on timeconsiderations for leaflet production and dissemination.

Audio Media

Aud io media have the adv antage of both long ran ge (radio) and mobility(loudspeaker). Since the message depends solely on the spoken word, PSYOPpersonnel must ensure the message is easily understood and the actions they desireare evident to the listener.

Radio. Radio can transmit information over great distances quickly, even while an

event is happening. Improvements in transmission capabilities have increased theability of PSYOP units to capitalize on the effect of radio. (See Appendix H.)How ever, the opponent and the weath er can still interfere with transm ission. Smalltransistor radios can be air-dropped into the target area, or an ally may p rovide apublic listening place. Radio can influence listeners through the voice quality of the announcer as well as through the words themselves.

Loudspeakers.Loudspeakers are particularly appropriate for tactical operationsbecause they can deliver messages on the spot in fast-moving situations.

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Other Criteria in Media

Loudspeaker can be used as a PSYOP weapon to exploit targets of opportunity.The mobility of the loud speaker allows PSYOP personn el to move to wh erever atarget audience may be found. For greater mobility, loudspeakers can be mountedon wheeled or armored vehicles or in aircraft. They can also be backpacked for

access to areas inaccessible to vehicles. Loudsp eakers enable the operator topinpoint his target to a greater degree than most other media; therefore, he canpersonalize the message.

Loudspeaker operations are limited by broadcast range, vulnerability to smallarms fire, and terra in- and w eather-induced acoustical effects. Anotherdisadvantage of loudspeaker operations is that they may be perceived as obviousPSYOP. Append ix I prov ides more informa tion on the use of loudspea ker.

Selection

The PSYOP commander must always keep in mind certain general criteria for

media. To select the most effective media mix, the commander may use the mediaselection matrix. (See Figure 9-1.) The selection criteria questions cover five mainfactors the commander must consider.

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Reception

Can the target audience receive the medium?By studying intelligenceinformation about the target audience, the commander can determine whethergeograph y, opp onent countermeasur es, weather, facilities, or the p olitical

situation will eliminate or limit the use of a certain medium. For example, thetarget audience may be located in a mountainous region with faulty television andradio reception. Strong winds may blow air-dropped leaflets into the wrong area.The opponent may be able to jam radio and television broadcasts or prevent leafletdrops with its air defenses. The target aud ience may not have television or radioreceivers, or its system may be incompatible with U.S. equipment. If targetaud iences are pu nished by th e governm ent for possession of leaflets, the use of thatmedium may be unwise.

Appropriateness

Is the medium appropriate for the target audience? The two main elements in thisfactor are relevance and credibility. Leaflets and newspapers are not relevant to anilliterate target au dience. These people would rely on rad io or television for theirinformation. On the other hand, an elite group of intellectuals (who may be agentsof action) may put more credibility in what they read rather than in what they seeon television. Credibility is gained through consideration of the audience’sculture. For example, if the target au dience thinks of the United States as the GreatSatan, then using messages that include materialism and sex would be ill-advised.

Availability

I S the medium available to the PSYOP u nit? This question covers the availabilityof personnel as well as equipment. For a radio broadcast, the unit needslanguage-qualified individuals with good speaking voices and access to radio

transmission equipment.Timeliness

Does the medium meet t ime requirement s?The unit may be unable to produceleaflets (See App endix G) and other p rinted m aterial quickly enough for afast-moving situation but may have time to use live loudspeaker, radio, ortelevision broadcasts instead. The p reparation of contingency materials-such asprerecorded tapes and safe conduct passes printed ahead of time—gives thecommander a greater range of options when time is limited.

Stage of Operational Continuu m

Is t he medium appropriate for the stage of t he operational contin uu m inv olved?

Because of the proximity of the target audience, tactical PSYOP may be limited toface-to-face communication, loudspeakers, leaflets, posters, motion pictures,tapes, slide shows, and performances. Strategic PSYOP may use speeches, radio,television, books, magazines, and newspapers because of the broader applicabilityof the message.

The objectives of messages vary in strategic, operational, and tactical situations.For example, radio programs might be the best medium in a strategic situation in

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which the objective is to diminish th e will of a large group to resist. Such p rogram scould also sustain or destroy morale, depending on the target, and could direct actsof dissidents in opposing territory. Such broad casts could p repare a large targetaudience for postwar policies. Operational objectives for radio broadcasts wouldinvolve relatively small groups that could be encouraged to surrrender or performsome other immediate action. The main objective in radio broadcasts on thetactical level is to urge cooperation of a group in a n earby area an d th ereforesupport immediate military operations.

Television is par ticularly effective in foreign int ernal d efense (FID) and str ategicoperations because of its potential for influencing large numbers of people. Thatpotential offsets the cost and difficulties of television pr odu ction an d transm ission.In conventional war, face-to-face communication is largely limited to rumor. Inmilitary operations short of war, rumor may still be used for divisive purposes incounterguerrilla and unconventional warfare (UW) operations, but othertechniques of face-to-face communication should be used to develop cohesive

behavior. Themes can be planned ahead of time, while the actual phraseology maybe spontaneous.

Generally, the commander of a PSYOP unit may use his own judgment for takingad vantag e of the imm ediate situation. Some m edia w ill be selected by higherauthority, though. In Grenada, the PSYOP team knew ahead of time that they wereto use the rad io as one of their media, and they had leaflets and safe-condu ct passesalready printed.

Purpose and Use of Media Mix

Looking at the completed med ia selection m atrix, the command er may see thatmore than one med ium can be used effectively. The purp ose of selecting a m ediamix is to increase the impact of the message. Two main guidelines for using mediamix are reinforcement and avoidance of oversaturation.

To the maximum extent possible, all media selected should reinforce each other.Radio dissemination can augment leaflet distribution by repeating the same themeor by commenting on the leaflets. Newspaper circulation can be reinforced withrum ors. Newspapers can also announ ce speeches or reprint them. Loud speakerbroadcasts can complement tactical leaflet drops by explaining how to use thesafe-conduct passes. Pupp et shows can supp lement rumor by repeating the

message as p art of the show . The visual deception of showing tire tracks to suggestmasses of vehicles that do not actually exist might require sounds of vehicles andperha ps the sm ell of oil and g asoline. When m ovies are used, an excellentopportunity exists to combine them with face-to-face communication such as livetalks and an noun cements. The limitation of media m ix is the d anger of oversaturation. Too man y loud speaker broadcasts or leaflet drop s may influencethe target aud ience the wrong way. They may become bored by the message, orworse, they may become annoyed to the point they r eact against it.

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Special Media

A special word needs to be added on the concept of merchandising. Merchandisingis the use of gifts as a means of conveying a message. The PSYOP commandermight be in a situation in which he should compose his own medium. The best wayof disseminating a message might be to p rint it on a matchbox, a toy, a novelty, or atrinket. A soccer ball marked ”Gift of the United States“ and given to a schoolboymight get the message of American friendship across more effectively than anyconventional medium. Merchandising involving food is extremely effective.Letting a hu ngry person know he is being given food from an American is directevidence of American friendship. The food can be identified through posters at thefood site or by signs on the food cartons. A message could be easily printed onutensils. In merchandising, the main gu idelines are a kn owledge of the targetaud ience’s culture and one’s own imagination. The main limitations are the costsinvolved and the difficulty of associating the message with the items.

Summary

To select the most effective medium, the commander must be aware of theadvantages and disadvantages of each medium. He must also consider certaingeneral criteria, which can be sum marized in these qu estions: Can the targetaudience receive the medium? Is the medium appropriate for the target audience?Is the medium available to the PSYOP un it? Does the med ium m eet timerequirements? Is the medium appropriate for the level and method of warfareinvolved? More than one medium in a media mix can reinforce the PSYOPmessage in a different way.

Many of the guidelines for selection of media are not absolute. The PSYOPpersonnel must often rely upon their imagination and resourcefulness. Selection ofmedia is a challenge. They should look for opportunities, choose a conventionalmedium, or invent an unconventional one. Each medium may have the capabilityin some situation to contribute to the overall success of the mission.

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CHAPTER 10

Media Production and

Product Pretesting

After the objective, target audience, theme, and media have b een selected, the PDC beginsdeveloping a package or prototype to d eliver to the prod uction facility. If the p rogramincludes p sychological actions, the PSYOP u nit is also respon sible for prep aring a briefin gfor the selected agents of action. The PSYOP u nit m ust also jud ge the effectiveness andcredibility of prototype PSYOP products by conducting pretests.

Media Produ ction

The prod uction process is rather simp le for some m edia-for examp le, a dep loye

loudspeaker team prepares a voice message for a target of opportunity. Preparing field video production to support a PSYOP program, however, requires significancoordination betw een the requesting PSYOP u nit and the p rodu ction facilityPSYOP personnel need formal training, experience, and outside reading beforthey can produce video products with quality. This section presents productioconsiderations and methods associated with face-to-face communicationloud speakers, videotapes, novelties and gifts, printed material, and rad iprogram ming as well as guidelines for briefing those agents that carry oupsychological actions.

Language in printed, audio, and audiovisual media is the primary form ocommu nication. Messages wr itten or presented by th ose lacking native-langu agskills may have an adverse effect on the ability of the target audience to understanor treat the message as credible. Those with native-language proficiency of thtarget aud ience are critical not only to med ia prod uction but also to propepretesting and posttesting.

Prior to any operation, language requirements approp riate to the AO should banalyzed. Shortages in qualified linguists must be identified and add ressedQua lified personn el in the DOD ou tside PSYOP un its may have to be detailed tsupp ort the operation. The HN may have to contract or p rovide linguists.

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Face-to-Face Communication

A keen awareness of the target audience’s culture coupled with skillfulface-to-face communication can lead to successful PSYOP. PSYOP personnel canuse face-to-face communication to present persuasive appeals and complexmaterial in detail. They can repeat portions of the communication as required anduse slight variations to influence a specific target audience.

Communication through the skillful use of gestures that the target aud ience mayassociate with sincerity enhances the verbal content of the message. Theimportance of appropriate gestures and physical posture in the communicationprocess must not be overlooked. What may be an app ropriate gesture in oneculture may be viewed quite differently in another.

If the PSYOP p rogra m calls for extensive face-to-face comm un ication, themessage should be pr etested carefully. PSYOP p ersonnel need to rehearseface-to-face commu nication to p ractice favorable body languag e w hile

eliminating unfavorable gestures and posture. Body language is as important asthe verbal message and shou ld app ear natural, not labored or u ncomfortable.

To learn more about gestures, posture, and other man nerisms used w hencommunicating face-to-face, PSYOP personnel should consult individual whohave lived in the HN and are aware of these customs. Another excellent source of additional information is the Culturgram series published by Brigham YoungUniversity about many countries. Each Culturgram lists the latest informationabout greetings, eating, gestures, and travel under the “Customs and Courtesies”heading and also includ es the headings “The People; “Lifestyle,” “The Nation,”and “Health.” The book Do’s and Taboos by Parker Pen Company containschapters on hand gestures and body language, giving and receiving gifts, a quick

guide to the ways of the world, and information about the importance of colors, jarg on , slang , an d hu mor .

PSYOP personnel must und erstand that w omen have not attained equality in manyareas of the world. For instance, a woman is forbidden to hand an item to aBuddhist priest except through a male intermediary. In Japan, certain mountainsare considered too sacred for w omen to climb. Machismo is a firmly rootedcharacteristic of Latin-American males who view aggressive women unfavorably.Strict religious guidelines forbid social mixing of the sexes in both the Muslim andBuddhist traditions.

The ethnic composition of a working PSYOP team should be as diverse as

possible. This practice will prevent hostile propaganda about the use of a specificethnic group to achieve certain goals. A diverse ethnic composition demonstratesthe U.S. Army is willing to work with all races.

Loudspeakers

Of the man y m edia emp loyed to commu nicate PSYOP m essages to targetaudiences during combat operations, only the loudspeaker affords immed iate anddirect contact. It achieves, in effect, face-to-face communication with theOPFOR. During the loudspeaker broadcast, these forces become a captive

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audience that cannot escape the message. If the message is well-conceived andproperly tailored to the situation, the receiver cannot escape the psychologicalimp act of the m essage either. This fact is imp ortant to PSYOP per sonnel since itenables them to evaluate their output in terms of its effectiveness upon the

audience. If the message leads to obtaining EPWs, interrogation may reveal whatmade the prisoner heed the message and what facts or circumstances can beexploited in subsequent broadcasts to remaining opponents. Other reactions, suchas opponent’s fire directed against the loudspeaker equipment or noises made bythe opponent to drown out the message, are also valuable information. Suchreactions m ay ind icate that op pon ent leaders fear the effects of the broad cast.Likewise, a lack of reaction may in dicate the need for a different ap proa ch.

The loudspeaker is readily transportable to wherever an exploitable PSYOPopportunity is found and can follow the target audience when it moves. Althoughcommonly mounted on a tactical wheeled vehicle, it can be carried by a largertruck, a tan k, a boat, or an aircraft. PSYOP per sonnel can broad cast from all these

platforms w ithout dismounting the equipment. When p roximity to opponentpositions prevents the close approach of vehicular moun ts, they may hand -carrythe components of the set to within hearing range of the target. Helicopters canquickly transport loud speaker teams w ith all their equipm ent to formerlyinaccessible broadcast sites or act as a broad cast vehicle.

Like a conventional weapon, the loudspeaker is aimed at the target, and itsmessage is tailored to a particular target audience. Loudspeakers can be used toexploit any PSYOP opportunity that suddenly arises and can reach the target morequickly than other m edia. See Figure 10-1, page 10-4, for information on types of systems and tactical employment of loudspeakers in support of PSYOP.

Considerations.PSYOP personnel must consider several factors when planning

the u se of loud speakers in su pp ort of tactical operations. Weather, terrain,equipment limitations, opponent counteraction, personnel, and coordination areimportant considerations for the successful use of loudspeakers.

Weather. Weather conditions and types of terrain have a considerable effect onhow the loudspeaker soun ds to the target aud ience. Since dry air carries soundbetter than humid air and cold air better than warm air, cold and dry weathercreates the greatest audibility range. The exception to this rule occurs when snowis on the ground because snow absorbs and m uffles sound . Wind is anotherimportant factor. When the w ind is blowing from behind th e broadcast site andtoward the target, audibility ranges increase several hundred meters. Broadcastinginto the wind reduces the range. When coming from the side, wind d eflects the

sound in the same m anner as it d oes a rifle bullet; therefore, the loudspeaker horn smust be aimed to the right or left of the target, just as windage is taken on a riflesight. Winds w ith velocities exceeding 15 knots m ake all except v ery short-ran gebroadcasts impractical. Likewise, a heavy rain or thunderstorm destroys audibilityat normal ranges.

Terrain. Terrain also has important effects on loudspeaker broadcasts. In hilly ormountainous country, emplace the loudspeaker on the forward slope facingthe opponent.

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In built-up areas, position the loudspeakers so structures do not come betweenthem and the target. Trees and brush, like snow, absorb and muffle sound. Echoesreduce or destroy the intelligibility of the message, but the sound of the broadcastremains aud ible to the opp onent. Using loud speakers near water or flat landmaximizes audibility.

Equipment Limit ations. Current loudspeaker sets are a compromise between p ower

output, transportability, and ruggedness. A more powerful set would require thesacrifice of one or b oth of the other q ua lities. While it is possible und er idealconditions to achieve a range of 3,200 meters, a single set under average battleconditions cannot be expected to be effective beyond 1,400 meters. Loud speakerteams pr efer to operate at a range u nd er 1,000 meters whenever possible.

Opponent Counteraction. Opponent commanders often try to prevent their troopsfrom listening to loud speaker broad casts. They sometimes open fire to destroy ordrown out the loudspeaker.

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Personnel. The human factor in loudspeaker operations is extremely important. Inadd ition to p ersonnel with highly developed and widely varied skills needed forloudspeaker operations, the team also needs soldiers who are effective withweapons and trained in tactical movements.

Coordination. Close coordination by the loudsp eaker team with p ersonnel of thesupported unit and with other supporting elements is essential but difficult.Command ers within aud ibility range of the broadcasts mu st be informed aboutsupport for loudspeaker operations. Commanders must ensure that troops arebriefed on the opponent’s possible reaction to the broadcast. Examples includeenemy soldiers attempting to surrender or enemy fire directed at the loudspeakers.Troops must also be briefed on what procedures to follow in the event of thesereactions. If the loudspeaker message is an ultimatum-threatening artillery fireor air attacks —arrangemen ts mu st be made so one or the other w ill take place asannounced. Artillery forward observers at company headquarters help obtain thissupport for preplanned loudspeaker missions, but the team chief must obtain theapproval of the unit commander when unexpected opportunities arise on the frontlines. Disapprov al or indifference on th e part o f local comm and ers or lack of priority for artillery or air support reduces the effectiveness of the appeal. Lack of follow-through contributes to deceased credibility.

Support Operations. The key to a successful loudspeaker operation lies in correctemp loyment of PSYOP m essages in a given situation. A card inal rule in a ll tacticalloudspeaker operations is that any loudspeaker broadcast, to be effective, must becarefully tailored to fit the situation. Loud speakers are p articularly useful intactical support of exploitation, retrograde movement, and static situations, aswell as in support of consolidation and counterinsurgency operations.

Exploitation. When friendly forces are exploiting the breakthrough of opponent

lines, the loudspeaker can achieve its most spectacular results. Opponent units that aresurrounded, isolated, or bypassed become ideal targets for surrender broadcasts.Roadblocks, towns containing opp onent troops, and other points of opponentresistance also provid e excellent targets. The primar y m ission of the loudspeaker inexploitation is to persuade th e oppon ent to surren der. It may also be used to d eliverultimatums or to bring about “white flag” missions in which the op ponent command eror his rep resentative is requested to d iscuss capitu lation. Successful loud speakermissions speed the advan ce of friendly forces and red uce casualties.

Ret rograde M ov ement . During a w ithdrawal, the loudspeaker supports m ilitaryoperations by assisting in clearing roads for military traffic, controlling refugeemovements, and warning the civilian populace against acts of sabotage.

Static Situations. When lines are stabilized or when a truce situation exists (suchas du ring the Korean conflict w hen p eace negotiations were in p rogress),loudspeakers are used for the long-range mission. The objective is to underminethe op ponen t’s m orale and redu ce combat efficiency by exploiting hisweaknesses—tactical, economic, psychological, and other. Loudspeakermessages play on tensions known to exist among opponent troops and exploitnostalgic them es with mu sic and female voices to make the opp onent soldier

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discontented and worried abou t affairs at home. News is broadcast regularly,particularly items opponent leaders are likely to withhold from their troops anditems the target audience can verify. These broadcasts build credibility y for theentire PSYOP effort and , in par ticular, build audience acceptance of loudsp eakerbroadcasts. Such broad casts may be the only source of news for the opp onentfront-line soldier. In this situation, primary objectives are not to obtain surrendersbut to lower th e opp onent’s morale and , consequently, reducing his fightingeffectiveness by en couraging d issatisfaction, malingering, and individu aldesertions. Loud speakers m ay also be used in a static situation to supp ortcounterguerrilla operations.

Consolidation Operations. In newly occupied or liberated territory, PSYOPpersonnel can effectively use the loudspeaker to broadcast instructions andproclamations to civilians and to help CA p ersonnel control the popu lation.Loudspeaker ar e also used for traffic control, particularly to prevent refugeesfrom clogging roads and hindering military movement, and in mob control.

Counterinsurgency Operations. PSYOP personnel can support tacticaloperations using loudspeakers to broadcast a wide variety of PSYOP messagesto the civilian population or the insurgents. They can greatly extend the rangeby mou nting the cones on aircraft and b road casting over areas believed tocontain guerrillas or their supporters.

Planning. Without thorough and continuing coordination of activity, the mostcarefully mad e plans for PSYOP sup port cannot achieve maximum effectiveness.Coordination is required in several directions. Command and staffs at higher,lower, and adjacent echelons must know about the PSYOP program and its results.If artillery and air support are required for loudspeaker operations, the PSYOPplanner mu st make pr ecise and d etailed coordination w ith the sup ported u nit’soperations staff. Coordination may involve the fire support coordinator(FSCORD), tactical airlift liaison officer (LO), tactical air control party, and themaneuver element commander. PSYOP personnel must ensure that requirementsare clearly spelled out in the unit’s concept of the operation and execution portionof the operation order so that all involved und erstand wh at is to happen. Withoutcoordination, the many hours of planning and preparation that precede aloudspeaker mission are wasted or counterproductive.

As organized military PSYOP developed in World War II, the Korean conflict,Vietnam, Grenada, Panama, and Operation Desert Storm, the loudspeaker hasaccounted for an ever-increasing percentage of output for combat PSYOP. Sincethis trend is likely to continue in future conflicts, and loudspeakers are widely usedin counterinsurgency operations, loudspeaker messages must be based on sound

PSYOP principles.

Like the leaflet w riter and rad io scriptw riter, PSYOP p ersonnel using theloudspeaker must follow established doctrine, use relevant themes, make effectiveuse of PSYOP intelligence, and deliver the message in understandable, persuasivelanguage. In fluid situations, plans must be flexible to meet changing conditions.

Planning effective loudspeaker messages requires the availability of current andappropriate PSYOP intelligence. The loudspeaker scriptwriter should know how

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opponent soldiers are recruited, what percentage are volunteers, how many serveunwillingly and why, and what their civilian backgrounds were. To answer theseand other questions, current tactical intelligence is needed. Current tacticalintelligence may be gathered by close liaison with local S2s, from front-linesoldiers, and from EPWs. Information on the opponent’s order of battle, on target

audience’s morale, and on matters that are currently troubling or worrying theopponent soldier is of great value to the scriptw riter in the formu lation of theloudspeaker message. Other requirements that are basic to planning effectiveloudspeaker messages include the following:

The prior establishment and the continuous maintenance of credibility.

An experienced scriptwriter who understands the mission at hand.

Consistency in the content of loudspeaker messages, tempered withadaptability to frequently changing opponent situations.

Coordination with friendly forces concerned with the loudspeaker mission.

Linguistic capabilities of the operator.Script Preparation. Ideally, the text of each loudspeaker message should bespecifically tailored for a given situation. However, peacetime contingencyrequirements often demand that PSYOP messages be prepared in advance as partof a specific OPLAN. Nevertheless, experience has established the principles of script preparation for all loudspeaker messages. The following paragraphs discussthese principles.

Openings That Gain Attention. In any typ e of loudspeaker message, the writershould use an opening that will immediately attract the attention of the opponentsoldiers. The first sentence of a broadcast may not be heard or understood because

the opponent soldier is not expecting it and has not set his mind to listening to it.For this reason, there mu st be some opening expression or phrase to alert thelistener and draw his attention to what is to follow. The opening can contain theformal designation or the nickname of the unit addressed, or it can identify wherethe troops are located. Again, it might annou nce the source of, or authority for, thebroadcast such as, “This is a message from the United Nations Command!” If acooperative EPW delivers the message, he may identify himself by name or hemay u se the nam es of former comra des in ad dressing his unit. This personalizationis likely to gain the interest and attention of the target audience.

Brev it y . In exploitation or similar fast-moving situations, each individualbroadcast should be kept as short as possible, 90 seconds at the most. This limit

does not apply to static, retrograde, or consolidation situations in which messagesof somewhat greater lengths may be emp loyed, but loud speaker teams mustalways take care to keep th e broadcast short enough so the au dience does notlose interest.

Appl icab ili t y . The message must apply directly to the listener’s situation. It mustbe in the form of a clear and concise statement of the military situation or of othercircumstances surrounding or difficulties confronting the opponent.

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Coming to the Point. Loudspeaker messages should make their principal point orargument early in the text. Because of possible opponent countermeasures or timelimits, important points should be stated quickly and explained later.

Simplicity. The team mu st phrase the m essage in simple, readily und erstandable

terms and tailor it to the target audience. The team may have only one opportunityto deliver the broad cast, so it mu st be kept simple enough to be un derstood withoutrepetition. The writer should refrain from involved or argumentative messages.These messages have little power to convince the opponent and, if not heard intheir entirety, lose effect.

Repet it ion. The loudspeaker team should repeat important phrases or punch linesin its message to ensure they are understood by the target audience and to increasethe emphasis and force of the message. Repetition also minimizes interruptions inthe broadcast’s intelligibility caused by battle noises or other sounds. Not onlymay individual phrases or sentences within the text be repeated, but the entiremessage should also be rebroadcast if the situation permits.

Aut horit at iv eness. Every loudspeaker message should have an authoritative tone.If it is a message demanding positive action on the part of its audience, then itshould be delivered in an authoritative voice. Statements such as, “I am speakingfor the American armored force commander," or “General Jones sends you thismessage,” will impress the target audience with their power and authority. Suchexpressions are particularly effective in surrender appeals.

In st ruct iv eness . Loudspeaker m essages that ask the au dience to perform, orrefrain from performing, some specific action must include precise instructions asto how individuals or groups are expected to act. For example, detailed assurancesand instructions must be included in the surrender m essage when the op ponentsoldier is asked to leave the relative security of his foxhole and possibly expose

himself to U.S. fire and , in some cases, to fire from h is own troops. He should havevalid promises that he will not be fired upon by U.S. forces and a workable plan forescaping from his own lines. Failure of a surrender attempt by a man who followsinstructions can lead to loss of credibility.

Personalization. The loudspeaker’s capability of pinpointing its target enablesPSYOP personnel to personalize the message and increase its psychologicalimp act. The scriptw riter may p ersonalize the message with ord er of battleintelligence from the supported S2. The message may include the designations andlocations of units and the names of unit leaders or other personnel. Indexes of unitmorale are invaluable in preparing a personalized message for a particular unit,and to a lesser extent, civilian line-crossers prov ide ad ditional sources of

information. The height of personalization occurs wh en a captured opp onentsoldier broadcasts to his former comrades in arms. In his message, he identifiessome by name, describes his good treatment and his ease of escape through thelines, and finally advises them to follow his example.

Avoi dance of Script s That Ant ago ni ze. The writer of the loudspeaker script ormessage is ostensibly the friend of his listeners, seeking to benefit them by soundadvice. A message that angers the opponent is worse than useless, since it willinduce him to fight harder and d elay surrender.

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Credibility. Credibility is faith on the pa rt of the target a ud ience in the reliability of the loudspeaker message. Credibility must be established and carefully guarded,for once an op pon ent loses belief in a message, all other broad casts becomesuspect. For example, a surrender appeal in the Korean conflict stated thatprisoners already in enemy prisoner of war/ civilian internee (EPW/ CI) campsreceived eggs and w hite bread for breakfast. Although this fact wa s true,subsequent intelligence revealed that opponent soldiers could not believe that theUnited Nations (U.N.) forces had enou gh eggs or, if they had, wou ld waste them onprisoners. As a result, credibility for the entire appeal was lost.

Script Applications. The scriptw riter designs th e finished text of a successfulloudspeaker message to carry conviction and to induce the target audience to react to aparticular situation in a way favorable to the sponsor. While adhering to the principlesoutlined above, the scriptwriter may employ any technique or device as long as theinformation in the message is credible and does not violate established policy.

The Offensive Situation. Loudspeaker messages delivered in support of offensive

operations fall into two classifications: the before-battle or preattack broadcastand the exploitation broadcast that is employed against withdrawing, bypassed, ordisorganized opponent soldiers following a breakthrough of their lines.

Before-battle broadcasts. Loudspeaker m essages broadcast before a battle should behighly personalized, naming units and individuals of the OPFOR. The messageshould allude to the unit’s record if it is known and has PSYOP value. It shouldstress opponent reverses-facts probably unknown by the target audience. Itshould describe and emphasize the critical tactical situation of the target unit.Outline known opponent weaknesses, such as lack of ammunition, food, medicalfacilities, and communications. The message should stress the sacrificial nature of the mission of a holding or delaying force. The purpose of such broadcasts is to

reduce the opponent’s combat efficiency by lowering his morale and undermininghis will to resist. These m essages also help psychologically condition th e opp onentsoldier so surren der m essages delivered after the breakth rough will receive afavorable response. Preattack broadcasts should carefully avoid derogatory orinsulting words and statements since these may strengthen the opponent’s hostilityand intensify the determination to resist. The loudspeaker team should abstainfrom premature surrender instructions since these messages also may increase theopponent’s will to fight. All broadcasts during the before-battle phase should bebrief and repeated for clarity and emphasis.

Exploitation broadcasts.Following the breakthrough of opponent lines and during thepursu it and exploitation p hase of the attack, isolated and demoralized opponent

groups provide the best of all loudspeaker targets. Cut off in bypassed towns,bunkers, and roadblocks, opponent troops are likely to be at, or to be approaching,a psychological cond ition (feelings of isolation and desp air) that will cause themto respond favorably to surrender broadcasts. Here, the loudspeaker messageshould be especially forceful and auth oritative. It should give a concise andaccurate statement of the target’s tactical situation and emphasize the futility of further r esistance. The scriptwr iter still carefully avoids word s imp lyingdishonorable action, such as “surrender,” “desert,” or “capitulate.” The COAs

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offered mu st appear app ropriate and hon orable to the oppon ent troops. Theyshould be told that th ey have fought honorably and well, but in their presenthopeless situation, it is no disgrace for them to lay down their arms. They should betold that further resistance is useless and will result only in their death and that the

alternative of returning alive to their homes and families is open to them. Finally,loudspeaker broadcasts mu st contain p recise instructions on how to surrender.Friendly command ers and troops in the vicinity of the operations mu st know abou tthe app eal so they won’t fire at opponent troops r esponding to it.

The Static Defensive Situat ion. Loudspeaker scripts written for broadcast whenboth sides are in the static defense need not be as brief as those used in an offensivesituation. However, they should not be so lengthy the target audience loses interestin the message. PSYOP personnel now seek to build rapport with the listeners andto develop an a ttitude th at will make them m ore receptive to future PSYOPbroadcasts by—

Presenting timely and accurate news reports.

Broadcasting commentaries.

Employing techniques similar to those of radio broadcasting.

Loudsp eaker operators in a static situation employ their equipm ent to loweropponent morale. They stress the weaknesses in the target audience’s situation,both strategic and tactical. They also broadcast music and messages designed toarouse n ostalgic feelings in th e opp onent soldier’s mind . They sometimes u sefemale voices to increase the effect. Because the military situa tion is stable, theycan use messages written and taped by experts at field army or theater level. Stillanother type of loudspeaker message employed in a static situation is one thatencourages defection, desertion, and malingering among opponent troops. Even

when these broadcasts do not appear to be getting large-scale results, they plant theseeds for such actions in the op ponent’s mind a nd elevate the concern of theopponent commanders.

Ret rograde Mov ement . When friendly faces are withdrawing for tactical reasons inthe face of an opponent’s advance, tactical loudspeaker operations are usuallyineffective because opponent morale is high and vulnerability is low. Loudspeakerscan, however, give valuable support to military operations with broadcast requests tocivilians to keep the routes of withdrawal open. Messages can encourage friendly orallied civilians and instruct them on the requirements of military commanders. Inhostile territory, broadcasts may issue stem warnings against committing acts of sabotage or otherw ise interfering with military operations. Such ad mon itions shou ld

be authoritative and forceful and may set forth punitive measures to be taken if instructions are unheeded. Loudspeaker teams usually end instruction broadcasts witha statement that they come by order of the commanding general, giving his name, toenhance the authority of the broadcast.

Consolidation Operations. When friendly areas have been liberated or opponentterritory occupied, loudspeaker operators often help CA personnel restore orderand control. They broadcast proclamations and instructions in small centers of popu lation or w here listeners may congregate in larger pop ulated areas.

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Loudspeakers may also broadcast news and other information un til normal masscommunication media are restored. In occupied areas, loudspeaker consolidationmissions often include orders to turn in weapons and opponent military personnel.In consolidation situations, the scriptwriter can work at a slower pace and developa m ore detailed broad cast. Loud speaker teams may continue to function in aconsolidation role until CA personnel have the community under firm control.

Contingency Scripts. Contingency loudspeaker scripts are messages prepared inadvance to be used by loudspeaker teams in likely situations. They can be usedexactly as written or with minor changes to fit them to a specific situation.Although most contingencies occur in combat, some may n ever have taken p lacebut can b e expected to occur sometime. Contingency scripts h ave great value forthe loudspeaker team chiefs who have difficulty phrasing messages and forindigenous personnel wh o are skilled as announ cers but cannot prepare scriptsthemselves because they have n o know ledge of PSYOP.

Videotapes

The portable videotape camera has m ade the expensive and time-consum ingprocess of making films nearly obsolete in PSYOP. Before the 1970s, film was themedium used to reproduce events with movement, but now videotape has almosttotally rep laced film. Video technology h as become m ore sop histicated. The costand size of video equ ipm ent have d ecreased, wh ile the quality and var iety of applications have greatly increased. In addition to low operating costs, videotape’sstrongest selling points ar e the instant p layback and m onitoring capabilities thatbenefit both the novice and professional. Directors of motion pictures are usingmore videotape in their productions because of these benefits and the introductionof high-density videotape equipment, which produces an image whose qualityapp roaches that of film. Video technology is available to a m ajority of countries

and people. The most powerful communications system in history has becomehighly accessible.

The term “video” in this manual refers to the technical process of producing magnetictapes that have both visual and sound effects. Because of its complexity, videoproduction could not be covered completely in a few short pages, so PSYOP personnelshould also review books and trade publications that cover video production if they aretasked w ith creating a video pr odu ct. The PSYOP dissemination compan y should bethe first stop when gathering information on video production. However, the mostcost-effective prod uction method may be to use—

A civilian in-country facility.

The assets at a government installation nearer the target audience.Units belonging to the other DOD services.

While the mechanics of producing a video are important, PSYOP personnelshould not forget the p sychology of the m essage. Without id eas, creativity, and theability to apply them, the machines are nothing but plastic, metal, and glass.

Production Considerations. As professionals, PSYOP personnel must place equalattention on both the art and science of video production. Watching a video

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requires very little interaction. Viewers often sit still and silent with their eyesfixed on the screen. In th is relaxing atmosph ere, dull program ming results indrowsiness or boredom.

Although keeping the visual stimulus fast-paced and interesting might seem to bethe answer, the mind has a limit to its rate of assimilating information. Readers canstop and consider a point or read a passage again. Since the readers’ eyes move andtheir hands turn pages, they participate in the process of absorbing the information.But video viewers m ust cope with a mor e rapid rate of information transm ission.Their minds tend to divert the information directly into the subconscious. Whenthe production ends, other stimuli will replace the video message, which continuesto work on the subconscious thought process. To help viewers handle this rapidtransmission rate, video training programs often incorporate stopping points toreview and reinforce ideas and information.

The viewer constitutes m ore than half of the video comm un ication process.Making pretty p ictures with clear aud io means noth ing if the content doesn’tachieve the desired results with the audience. The reverse is also true: Goodcontent presented poorly can lose its imp act. A sloppy or p oorly researchedproduction will turn off most viewers unless the content is so interesting that theycan overlook technical and aesthetic quality. Even the production format shouldmeet audience expectations.

Production Plann ing, Planning precedes any effective video design andprod uction. Knowing wh at to accomp lish and thinking it through saves time,money, and frustration. Here are some considerations:

Why produce the video? What are the objectives? How will the video helpachieve those objectives?

Who is the audience? Is it certain groups, such as students or priests; acategory based on sh ared qua lities, such as sex, race, or age; or anaggregate defined by a geographic location?

NOTE: On ce the audience is identified, target analysis must be doneby assessing conditions, vulnerabilities, and other factors. PSYOP

personnel should not forget the unintended audience.

What does the aud ience need to know? What d oes it already know aboutthis particular top ic? What are its biases and how will these biases affectits viewing of the video?

What style and ap proach wou ld best suit this group? How shou ld theinformation be presented?

How big is the audience? Will it be viewing the vid eo in small or large group s?

Will the video be shown in an auditorium, classroom, conference room, orsmall screening room?

What are the style and content requirements of the decision makers on thisvideo p roject? Do they specify black-and-wh ite or color tapes?

Will more than one camera , special effects, mobile equipm ent, or p reciseaudio quality be needed?

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Where w ill the vid eo be pr odu ced? Will prod uction facilities be availableon the days of taping?

Will production require written permission from HN officials or U.S.Government agencies?

Will the editing entail simple changes to stru ctured material or involved

sound and image edits?Will a fast editing system be needed to meet a tight deadline? What are thecapabilities of the editing equipment?

Are there resources, expertise, and financial supp ort to p rodu ce thevideo in the desired format? If not, are there alternatives or a backupplan for the design?

Will equipment have to be rented or bought? How will expenditures be just ified ?

Is there a bud get prop osal for negotiation or a set budget? How willfinancial limitations be overcome?

Staff Requirements. Video produ ction crews may ran ge from 1 person to 50 peop le,

depending on the size and difficulty of the project. Video managers may save timeand money by assigning two or more roles to each staff member. The followingparagraphs describe the basic production functions.

Producer. Producers organize and manage the video project. They are responsiblefor all pr od uction elem ents, includin g script, location, logistics, coordin ation,music, and performers. They determine quality levels for both creative andtechnical work. They also—

Monitor individual performances.

Negotiate and control the budget.

Produ ce a quality video IAW mission specifications and content

requirements. Director. Directors are involved with every facet of prod uction and editing. Theydetermine camera shots, angles, and composition. They translate the script into visualterms and coordinate the wor k of camera, lighting, and soun d technicians. They alsocoax effective perform ances from p rofessional or nonp rofessional p erformers.

Ass is tan t Director. Assistant directors are responsible for set and prop details andwork off-camera as liaison between directors and performers. They get performersready and cue everyone to camera changes during taping. Assistant directors alsoensure continuity by checking that all video segments have been taped and are theright length. In small crews, they strike the set and store props and graphics.

Camera Operator. Operators document scenes and shots according to artistic and

technical requirements. Before the shoot, they set up planned camera shots and angles.They w ear a headset to receive specific instructions from the d irector. Sometimes, thecues are visual. New operators can rely on video camera monitors and immediateplayback features to help th em learn v isual skills like focusing and framing.

Technical Director. Techn ical d irectors are engineers for all prod uctionequipment. They operate switchers and m onitor the video image d uringproduction to catch glitches and dropouts. The technical director assists thedirector and takes instructions from him.

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Light ing Tech nician. Lighting technicians, or gaffers, set up the lights according tothe technical requirements of the camera and the artistic requirements of the script.

Audio Technician. Aud io technicians set up and operate sound recordingequipment and continuously monitor sound and volume levels during production.

Video Technician. Video technicians set up cameras, electronically m atchingthem to house bars (basic colors the camera should reproduce accurately) and toother cameras. They may also operate the videotape or videocassette recorder.

Writer or Researcher. Writers or researchers are responsible for the content of thescript and the production. They coordinate the text and visuals to meet productionobjectives and to hold the viewer’s attention.

Designer and Artist . Scene designers and graphic artists help the producer anddirector create scenery, prop s, and gr aph ics that comm unicate, reinforce, andillustrate information effectively.

Production Procedures.Deciding on a location comes first in the prod uction

process. Studios, though expensive to rent, offer a quiet, controlled atmosphere.The procedures described in the checklist in Figure 10-2, page 10-15, will helpprod uction go smoothly.

Program Formats. Program formats may vary depending on the type of message,the aud ience, and the media. Some w ays of presenting video p rograms include theformats described in the following paragraphs.

Dram a. Vignettes or scripted stories in which actors play var ious roles allowviewers to identify with the characters’ behavior. The target audience can thenrelate the characters’ behavior to their own experiences.

Talking Head. This format uses little or no action and involves taping a prsenterdelivering information. It often includes visual materials ranging from simplegraphics to remote video displays.

Docum entary . A report on real-world events or actions through the eyes of thenarrator or central character. The documentary can be an informational deviceshowing, for example, actual bilateral training exercises or disaster relief efforts.

New scast . Patterned after network television news shows, this format is useful forlocal, national, or international events that have an impact on the daily life of thetarget audience. This format is one way to get information across accurately and tobypass disinformation campaigns.

Variety Show. Like network variety shows, this method can entertain whilepresenting information. For examp le, aud iences can learn about governm entprograms by seeing each one featured in a skit or song.

Game Show . Another n etwork examp le, this format also entertains w hileeducating the audience. A question-and-answer program with prize incentiveswill encourage au dience participation an d enthusiasm.

In terv iew . Similar to network talk shows, this format is an attractive alternative tothe talking head because it involves more action. Interviewed can control the paceof the show and relate content and information to specific audience’s interests.

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Animat ion. Animation is a good attention-getting device for adu lts and children.It entertains and instructs by establishing an open, informal learning atmosphere.

Novelties and Gifts

Nov elties and g ifts are a uniqu e PSYOP med ium th at can consist of anythingpresenting a PSYOP message or sym bol. The messages mu st be short and catchyand general in content. Specific messages may be outdated by time, making theentire stock of novelties or gifts useless. A message-carrying gift may be any itemof practical use su ch as m atches, lighters, soap, nail clippers, n otebooks,calendars, and T-shirts. PSYOP personnel should mark supplies and materialsassociated w ith hu man itarian assistance to identify the p roviding agency ornation. Novelties, such as p laying cards, balloons, puzzles, buttons, stickers, andother items of no great practical use, can also carry short messages or symbols.Many of the gift items and novelties mu st be commercially prod uced, but th ePSYOP u nit can prod uce the following item s:

Wall calendars with graphic representations of PSYOP themes and writtenPSYOP messages.

Notebooks for schoolchildren with a short message or symbol on the coverand each page.

T-shirts with commercially produced press-on messages or symbols.

Print

Printed media have the advantage of combining both printed instructions and picturesdep icting the actions to be taken. If only using p rinted langu age, the PSYOP plann ermust have a clear understanding of the literacy rate of his target audience.

Photo-Offset Reproduction.Photo-offset reproduction is a quick, low-cost printingmethod for text, illustrations, photographs, and multicolor illustrations (when theextra colors provide a specific functional value to the document). This method,which can reproduce items in small amounts or by the thousands, is a primarymeans for producing PSYOP printed material.

To prepare material effectively for the photographic process, PSYOP personnelneed to have some idea of what happens to it after it has been prepared. Figure10-3, page 10-17, illustrates this process. The material is photographed, producinga negative. The negative, after layout, masking, and opaquing, is then exposed to asensitized aluminum master that is used on the offset press to make copies.

This illustration is a simp lification of the entire pr ocess, but it does sh ow how an

image presented to the camera is captured on a negative and then transferred to amaster for subsequent reproduction. The photographic process can accuratelyreprod uce type, text, photograp hs, and previously printed material—in fact,almost anything that can be put on paper.

Copy and the Camera. Material to be reproduced by the photographic process iscalled copy. Copy includes not only text, but also illustrations, artwork,photographs, and anything else that is to appear on the finished piece.

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The copy camera that makes negatives for photo-offset reproduction is similar to a35-mm camer a. Preparing copy for it is not unlike posing th e family for a formalportrait and should be done w ith as much care.

Photographic copy should be clean and free of wrinkles, creases, or smudges. Eachletter and line should be sharp and unbroken. PSYOP personnel should keep inmind that the copy camera h as no imagination. It will not ignore extraneousimages or fill in missing parts.

Photographic enlargements should be avoided, since they enlarge flaws in thecopy. All original copy shou ld be as large as or larger th an it is to appear on thefinished piece.

Preparation. The more print production personnel know about the product, the morethey will be able to help the PSYOP unit. State the project’s purpose, background, anddeadline in the print request. Good photographs and illustrations can increase

credibility and impr ess the au dience, but poor ones can lose it; therefore, PSYOPpersonn el should be critical in selecting them . They should p rovide the bestphotographs available, preferably in sharp, glossy prints. As a general rule, the largerthe original p icture, the better the r eprod uction. For this reason, 10- by 12-cm colorprints are p referred to 35-mm slides. But since 35-mm p hotograp hs are the on es mostoften available in the field, PSYOP personnel should scrutinize them carefully under amagnifying glass for correct exposure, sharpness, scratches, and dirt. The PDC shouldcheck to see if the PSYOP d issemination comp any ha s the equipm ent to do colorseparation for color reproductions of prints. If the PSYOP dissemination company

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doesn’t have th is equipment, the separation w ork w ill have to be contractedcommercially, adding to the production time and cost. Black-and-white or colorpictures clipped from magazines or books (except line draw ings) should not be used .Reproducing them again will result in a wavy pattern that robs them of sharpness andcontrast, lessening credibility. To permit the layout artist to make minor changes to the

design, an extra 125 to 250 mm should be left on all sides of the print, and the artworkshould be extended 2.5 cm or so beyond the boundaries. Prints can often be improved,so negatives should be provided . All artwork must be packed carefully to avoidbending and ether damage.

Illustrators should graphically illustrate the appearance of the product by making adiagram. Making a page du mmy and rough layout will help d etermine copy lengthand the number and size of illustrations. Illustrators should key illustrations to thelayout by putting them in envelopes marked with their page numbers or bymarking them with a grease pencil. Illustrations should never be marked with a penor other hard-tipped object. Artwork and photograp hs often require redu ction orenlargement to fit the space designed for them.

Other Printing Processes. The organizational print section will have equipment totypeset copy, but it may not have the foreign language type-font capability needed.In that case, PSYOP personnel have to find commercially available equipment todo the job. Indigenous assistants can help tran slate and deal w ith local printers.During the translation into an other language, the English m ode of expression ororganization may have to be changed. To minimize errors, the translator mustcorrectly interpret the nuan ces and intended meaning of the message anothertranslator can verify the accuracy of the translation. When using organic print forforeign copy, the translator should provide English translations of the text andcaptions and ensure each caption relates to its appropriate illustration.

If work h as to be done on an ordinary typ ewriter, the keys must be clean. The typistshould use a ribbon that is dry enough not to smudge. If a typewriter of executivequality is not available, the typist should consider removing the ribbon and typingdirectly on a clean sheet of carbon to make a clean impression. The typist shouldslip-sheet all typed sheets to avoid smud ging. Carbon copies should not be mad ewhen doing master copies. When sophisticated means of printing are unavailable,PSYOP personnel may need to use the field-expedient printing techniquesdescribed in Appendix F.

Print Production.Figure 10-4, page 10-19, shows the steps taken to put ideas into print.Many different jobs are in some stage of production at all times. Keeping track of, andmoving forward at the right time, all the bits and pieces that eventually combine to

become a publication is an exacting and interesting process. Many things can slowdown the production routine, such as a delay in the availability of any material or aneed for more accurate information at the last moment. Careful preparation and easilyunderstood directions will lead to a more effective product that will be available to theuser in th e field in m uch less time. PSYOP personn el must carefully review the p rintrequest, especially if it is being sent to another location. A name, address, andtelephone number of a point of contact must be supplied. (See Appendix G for timeconsiderations in producing leaflets.)

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Radio

Radio can provide entertainment, news, and instructions along with the desiredPSYOP message. As with all other m edia, selecting rad io will depen d gr eatly onthe accessibility of the target audience to radios and the ability of the signal to

reach the target.Programming Principles. Radio programming consists of planning the schedule,content, and production of radio programs during a given period. The objective of radio p rogram ming in PSYOP is to gain and hold the attention of the selected targetaud ience. Truthful, credible, and accurate n ews rep orting is one of the better ways togain and hold atten tion. The following pr inciples apply to radio program ming

Regulari t y . Regularity is an essential element of programming. The broadcastday, once established, remains relatively unchanged, with specific programstransmitted at the same hour each day. The content, style, and format of theseprograms should follow an established pattern.

Repet it ion. Repetition is essential for oral learning. H ence, key th emes, phrases,or slogans must be repeated to ensure a large segment of a target audience has theopportunity to receive them on many occasions.

Suitabilit y for Target Audience. Programs should suit the tastes and needs of theintended audience. Their content and style of presentation should follow thepatterns to which the intended audience is accustomed. U.S.-sponsored programsmu st be better than t hose offered by an opp onent if U.S. PSYOP person nel are towin a large audience.

Credibility. Material must be factual, credible, and accurate. Failure to portraymaterial in a credible mann er w ill seriously jeopard ize furth er attemp ts toinfluence a target audience.

Exploitation of Censorship. Discussion or presentation of banned books, plays,mu sic, and political topics often finds a ready reception by the target aud ience. Thesame holds true for censored news.

Voice. Successful radio operations require the selection and training of announcerswith proper voice qualities. PSYOP personnel should keep in mind these facts:

The emotional tone conv eyed by the voice often influences the listenermore than the logic of arguments presented.

Announcers whose accents are similar to those of unpopular groups withinthe target audience should not be used.

Female voices are used in PSYOP pr ogram s to exploit nostalgia or sexualfrustration or to attract female audiences.

NOTE: In many parts of the world, women’s voices may be resented because of the status of women in these societies.

Program Classification. Radio programs may be classified by content, intent, andorigin. The PSYOP plan ner shou ld choose the type of prog ram that w ill bestemphasize the message he desires to send.

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Content. The most common and useful method of program classification iscontent. News reporting, commentaries, announcements, educational orinformative documentaries, music, interviews, discussions, religious programs,drama, and women’s programs are examples of content classification.

Intent . Classification by intent is u seful for PSYOP p ersonnel in p lanning th eresponse they wish to obtain in broadcasting. Programs are p roduced to inducesuch emotional reactions as hope, hate, fear, nostalgia, and frustration.

Origin. Classification by origin pertains to the source of the broadcast: official,unofficial, or authoritative. No one type of classification is better than another. Theplanner mu st choose the type of origin that has th e best chance of being followedby the target audience.

Program Formats. Format refers to the content of a program. Through a familiarman ner of presentation, the rad io station tries to establish the id entity of itsprograms in the minds of its listeners with the goal of building a regular audience.The format for a series of programs is usually established before the first programis broadcast. When establishing the format for a series of program s, radio stationpersonnel should remember that they m ust adh ere to the highest standard s of radioscriptw riting if they are to be su ccessful. The uniformity of the script is veryimportant. Just as uniformity in a military organization makes things easier foreverybody concerned, uniformity in radio scriptwriting makes the job easier forradio broadcasters.

Producing programs of several kinds requires putting words, music, and sound effectstogether in various ways. Some of the different types of radio programming are—

Straight news reporting (without commentary).

Selective news reporting.

Commentary (an analysis of the news in which opinions are expressed).

Music programs (instrumental or song).

Dramatic programs.

Speeches and talks.

Discussions and roundtables.

Sports (reports or play-by-play).

Interviews.

Special events (for examp le, on-the-sp ot coverage of an election or the

arrival of an important visitor).Religious programs.

Variety p rograms (a combination includ ing mu sic, dram atic skits, or comedy).

Announcements.

Scriptwriting. The scriptwriter should remember that he must place himself in theshoes of the listener to write a message that is credible and understandable. Hemust consider the basic factors discussed below when writing radio scripts.

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Conversational Sty le. The scriptwriter should w rite news in a contempor ary,informal, relaxed style, but w ithout su perficiality. The listener shou ld beconscious only of the news, not the reading of the news.

Simplicity. The scriptwriter should use simple sentence structure and words usedby the target audience. To avoid a singsong effect, sentence length should vary.

Ini t ial A t tent ion . The listener may be running the risk of severe punishment forlistening to a forbidd en broad cast; therefore, the annou ncer mu st gain instantattention. The initial part of the script must convince the listener the program willbe of interest to him. The essential facts mu st be in the first few sentences to gaininitial interest and to ensur e, if the script is cut, nothing im porta nt w ill be lost fromthe content.

Speech Speed. The normal rate of speech varies among announcers. Thescriptwriter should time the rate of speech of each announcer in the language usedand tailor the script to gain maximum impact in the time allotted.

Tongue Twist ers and A lliteration. The scriptwriter should avoid w ords thatsuccessively begin with the same sounds, such as, “In providing properprovisional procedures . ...” Also avoid word s ending in ch, sh, and th. Dependingon the speaker’s ability and the language used, these sounds at the end of wordsmay p roduce a hissing noise through the m icrophone.

Num bers. The scriptwriter should u se round num bers as substitutes for exactfigures unless the precise num ber is important. Large numbers m ay be w ritten inthe reamer easiest to read, such as “one billion 200 million 50 thousand," in placeof “1,200,050,000.”

Unfamiliar Names. The scriptwriter should avoid beginning a news item with anunfamiliar name, such as, “John Jones announced this morning that . ...” Theannouncer introduces unfamiliar names as shown in this example “The AustralianMinister of Edu cation, John Jones, annou nced th is morning that....”

Quotation Marks. The listener cannot see quotation marks. By voice inflection,the announcer can make it clear when a quotation begins and ends. The followingmethods may also be used to indicate a quotation:

In Smith’s own words . . . “The council is sure to r eject the proposal.”

To quote Smith . . . “The council is sure to reject the p roposal.”

As Smith states . . . “The council is sure to r eject the proposal.”

Punctuation Marks. Scriptwr iting ignores ordinar y marks of pun ctuation. They maybe used, how ever, as a guide for the annou ncer. For example, the scriptw riter shoulduse parentheses to set off a phrase, capitalize key words for emphasis, and spell wordsphonetically to help the announcer with the pronunciation of difficult words.

Profanity and Horror. PSYOP personnel speaking as representatives of the U.S.Government will not use profanity in broadcasts. They will not ordinarily usehorrible descriptions of battles, bombing, ship sinkings, and human suffering,

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although objective reports on these subjects have a legitimate place in radio andloudspeaker operations.

Abbrev ia t ions. Conventional abbreviations are seldom used. For example,

“Mister” is used in place of “Mr.” and “Doctor” in place of “Dr.” in scriptwriting.“CIA” and “FBI” are familiar to U.S. audiences but may have little or no meaningelsewhere. “U. N.” has meaning for many people, but it may not be understood byeveryone.

Aural Sense. The special character of radio stems from the fact that it is entirely anaural medium. Since radio depends entirely on the ear, it must inspire the listener’simagination with the sound waves coming from the receiver. The sound of a man’svoice in a radio presentation creates a particular image in the listener’s mind of what he says. Radio writing must make the scene, idea, or thought clear to thelistener as soon as it is heard.

Rapid Takeoff . Radio programs must capture the audience within the first fewmoments of presentation or they will lose it. Programs must present a challenge,promise, or conflict to arouse attention within the first few moments of their start.Valuable time cannot be wasted on elaborate introductions.

Pow er of Suggestion. A vast storehou se of imagery is in th e listener’s mind . Theradio scriptwriter, through use of speech, sounds, or music, suggests to theaudience what the scene should be by enabling the listeners to use theirimaginations to visualize each scene.

Pacing and Timing. The radio scriptwriter controls pacing in the program. Pacing isthe change in quality, emotion, thought, or feeling written into the program. Timing is

controlled by the director and is represented by a shift of speed in delivery.Freedom of Movement. Radio scriptwriters can change scenes as frequently asdesired. They can take listeners from one point on earth to another or even intoouter space with words, sound effects, or appropriate music.

Conflict. Conflict is the backbone of interest in a radio script. It is used to gain theattention and increase the interest of the radio audience. Conflict is the agelessformula of hero against villain, good versus evil, the fight for survival, and thesolution of difficult problems.

Techniques. The imaginative app lication of techn ique is the rad io writer’s key tosuccess. The radio scriptwriter mu st be constantly alert for new ideas and techniques

and should be willing to experiment with variations on old, established techniques.

Program Building. Radio scriptwiters must be familiar with the principles,mechanics, and techniques of radio broadcast writing. Once they have masteredthese skills, they can turn their attention to the steps of constructing the program.

Purpose. The first concern of writers is their purpose-what they are trying to do.Careful thought in the statement of purpose will help listeners recognize the valueof the program and, perhaps, induce them to listen again.

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Research. Frequently, only research can uncover d etailed inform ational material.To round out a subject or a personality, the research mu st be comp rehen sive.Thorough research gives a note of authority to the message the listener hears.

Writing Technique. Writing techniqu e can be learned and mu st be practiced. Thescript is not complete when the last page is written. It must be put asidetemporarily, then read again. This step cannot be omitted. Finally, it must be readaloud. The test of a radio script is how it sounds, not how it looks.

Briefings for Agen ts of Action

When the su pp orted u nit’s operations officer app roves a coordinated program of psychological produ cts and actions, he makes his PSYOP plan ner available tobrief discretionary agents of action. Discretionary ag ents execute m ilitaryoperations p rimarily for their psychological imp act. Their actions are d irected bythe command for which the PSYOP planner develops programs of psychologicalactions. The PSYOP p lanner inform s the agen ts how their actions fit into the

PSYOP program for the military operation, the information the agent may andmay not impart to the target audience, and the support the agent will receive fromPSYOP assets. In th is briefing, the PSYOP p lanner m ust p repar e the agen t tocondu ct the military operation pr operly, so that its impact on the target aud ienceamplifies the rest of the PSYOP program. Likewise, the agent should be briefed tosolicit feedback, to observe reactions to the military operation, and to brief thePSYOP plan ner on the feedback and reactions, either in person or by m essage.

Timeliness is a key consideration. If it appears a PSYOP program should bemodified based on target audience feedback, the PSYOP planner must know aboutthe feedback as soon as possible.

The planner should provide consistent, timely input to the PDC and the supported

un it on the prog ress of program s of psychological actions. If progra ms of actionsare not produ ctive, they should be mod ified or drop ped.

Product Pretesting

Once PSYOP per sonnel comp lete and review the technical quality of a prototypePSYOP product, they then pretest the product. Pretesting helps make importantdecisions about PSYOP m aterials: Should th is theme be u sed? Is the materialadd ressing the right target au dience? Is there a mor e effective way to present th emessage? By pretesting the products, PSYOP personnel can reasonably predict theeffects of those produ cts on the target aud ience. Pretesting determ ines thepotential effectiveness of prototype PSYOP products. This section describes themethod s PSYOP person nel can use to pred ict prod uct effectiveness on the target.These methods include the survey sample, the panel of representatives, and thepanel of experts.

Survey Sample

The survey sample is the preferred method of evaluating PSYOP products becauseit is the method that addresses the target audience directly. These surveys help

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PSYOP personnel determine the potential and actual effects of developed anddisseminated PSYOP products on a target audience. PSYOP personnel alsodetermine the effects of hostile products on a target audience or acquiredemograp hic data on the occupied p opulation.

PSYOP u nits use the survey samp le to collect subjective rep orts or resp onses from aset of respond ents about their opinions, attitud es, or behavior toward developedPSYOP products (pretesting) and disseminated PSYOP products (posttesting). Theunit uses the survey to make predictions and generalizations about the target audience.

Choosing the Sample.Choosing the sample is the first step in conducting a survey.The larger the samp le, the greater the v alidity of the survey results. The sampleshould also be random. To obtain a representative sample, the unit conducting thesurvey randomly selects a sample large enough to represent the entire populationadequately. Two types of samples conducted by PSYOP personnel are probabilitysamples and nonprobability samp les.

Probability Samples. These samples include simple random samples, stratifiedrandom samples, and cluster samples. These categories are explained below.

In the simple random sample, each person in the target audience has an equalchance of being includ ed in the samp le. All the samp ler needs to condu ct thissample is an alphabetical list of the target audience’s members. The sample worksas follows:

The sampler starts with an alphabetical listing of 1,000 villagers. He wantsto draw a samp le of 100.

The sampler then places pieces of paper numbered from one to ten in acontainer.

He d raws one slip of paper out to d etermine the starting point.

The starting point would be any of the first ten names on the list. Forexample, if the selected n um ber was five, the samp le begins with the fifthname on the list.

After selecting th e starting p oint, every tenth n ame on th e list is selectedfor the sample.

The samp ler goes throu gh h is entire list, selecting 100 names for the sam ple.

In the stratified ran dom sample, members of the target audience have an u nequalchance of being included in the sam ple. Using two or m ore characteristics of thetarget audience as a basis, the sampler divides the target audience into layers orstrata. The sampler then draws a simple random sample from each stratum. Thecombination of these subsamples form the total sample group. All the sampler

needs to conduct this sample is an alphabetical list of the members of the targetaudience and a list of the characteristics that form the layer.

The sampler wants to find the relationship between w ealth and certain attitudes.The sampler knows the total population is 1,000. He also knows the population of the target audience consists of 200 wealthy, 600 average, and 200 poor people.

If the sampler just draws a simple random sample, the wealthy or poor may berepresented unequally in the sample. The sampler, therefore, divides the targetaudience into three groups based on wealth: upper class, middle class, and lower class.

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Using the alphabetical list for each group , the sampler draw s a simple rand omsample from each group. Each sample includes the same number of people. If thesamp ler wan ts a sam ple of 150, he selects 50 nam es from each grou p. Bycombining the samples from each group, the sampler forms the total sample groupwith equal representation for each group.

The sampler uses the stratified rand om samp le when he kn ows in advan ce that asegment of the target audience lacks sufficient numbers to be included in a simplerandom sample. For example, one class greatly outnumbers another.

In the cluster sample, the sampler divides the target audience into largegeograph ical areas. Next, he performs the same sam pling process as w hensampling individuals, but th e sample begins w ith a large region. After samp lingthe region, the sampler then draws samples from the next smaller division. Thesample works as described below.

Using the procedures for rand om samp ling, the sampler draw s a sample from alarge region or country. The sample might include the provinces or states within

that region or country-for example, the samp ler knows he w ants to draw asample from the Commonwealth of Independent States. The sample he drawscomes from the Baltic States.

The sampler now draw s a sam ple using the next smaller ad ministrativedivision—the Republic of Estonia. The samp ler follows this pattern with thesamples becoming smaller until they become individuals within the cities. Aftersamp ling the region, the sampler continues with a sam ple from the coun trieswithin the region followed by the districts within the country. He continues thispattern until he draws a sample of individuals within the cities.

Nonprobabili t y Samples. These samp les include accidental samp les and quota

samples. Examples are man on the street interviews an d produ ct surveys of customers in stores.

In the accidental sample, the sampler interviews people at a specific location. Thissample is the easiest to select; however, it does not accurately represent the targetaud ience. For example, the samp ler chooses a street comer in a city or village. Hethen interviews the people who walk by. This sample is inaccurate because it onlyrepresents the part of the target audience that happened to walk by the street comerwhen the sample took place. The street comer chosen for the sample may onlyattract a certain type of person; therefore, it would not truly represent the wholetarget audience. A street comer near a factory would attract different people than astreet comer near an exclusive department store.

In the quota sample, the sampler interviews a specific type and number of peoplefrom the target audience. This sample is more desirable than the accidental samplebecause it designates the type and number of people to be interviewed. Onedraw back to this method is that the sampler interviews the p eople who are m ostavailable or willing to be interviewed. An individual within a specific categorymay also represent a special segment of that category. Once the sampler fills hisquota from one group , he moves to another category. The samp le works asdescribed below.

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The sampler is tasked to interview the different groups within the target audience, forexample, farmers, stud ents, laborers, and m erchants. The sam pler m ust interview 50people from each category. The samp ler begins the survey w ith the farmers.

Once the sampler interviews 50 farmers, he moves to the students. The sampler

continues this process until he interviews the remaining groups.

Preparing the Questionnaire. Preparing the questionnaire is the second step incondu cting a su rvey. A qu estionnaire is a list of objective qu estions carefullydesigned to obtain information about the attitudes, opinions, behavior, anddemographic characteristics of the target audience. Each questionnaire developedby PSYOP personnel has a definite purpose-to obtain information that willcontribute to the success of the PSYOP p rogram .

Questionnaire Format . The format of a questionnaire generally includes threebasic sections: the administrative section, the identification section, and theproblem section.

The administrative section is always the first part of the questionnaire. Thepurpose of the administrative section is twofold—to explain the purpose of thequestionnaire and to establish rapport with the individuals being questioned.

The identification section gathers information that will help identify subgroupswithin the target au dience. Subgr oup identification is necessary for thedevelopment of PSYOP themes. Because not all groups have the same attitudesand opinions, a PSYOP unit may have to develop a different theme to suit eachdistinct subgroup . Some of the qu estions asked in this section will pertain to therespond ent’s sex, age, birthplace, family size, occupation, ed ucation, and ethnicgroup. The identification section may follow the administrative section, or it mayappear at the end of the questionnaire.

The problem section obtains objective information abou t the behavior, attitudes,and opinion s of the target au dience. Objective information of interest in thissection includes such information as—

Familiarity with mass media.

Knowledge of PSYOP output.

Behavior relevant to an estimate of the psychological situation.

Knowledge of events.

Economic conditions.

Perceptions, aspirations, and preferences of the target au dience.

Question Guidelines. PSYOP personnel should ask all members identicalquestions. They should state questions clearly and simply in a vocabulary suitablefor all respondents. A person who does not understand a question may give aresponse that d oes not represent h is real opinion. Sequencing of the questions isalso imp ortant. PSYOP person nel should consider th e following guid elines wh endeveloping questionnaires:

Begin the questionnaire with warm-up questions. (These questions helpmaintain the rapport established in the administrative section. Warm-up

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questions should be easy to answer, they should be factual, and they shouldarouse the respondent’s interest in filling out the questionnaire. Warm-upquestions should set the respondent at ease and make him feel comfortableanswering. They should not ask intensely personal questions. They shouldnot make the respondent feel threatened.)

Place sensitive questions between neutral ones. (Because PSYOP attitudesurveys frequently deal with key issues—ones that arouse the target audienceemotionally-PSYOP personnel must often ask questions sensitive to thetarget audience. In many cases, the respondent may not answer suchquestions. He may not respond honestly and directly because he feels violated.Placing sensitive questions between neutra l ones, how ever, normally redu cesthe emotional impact of the sensitive questions upon the respondent. It alsoprom otes his receptivity and objectivity to the questions.)

Avoid leading questions-ones that lead the despondent to a particular choice.(Stating half the questions in a positive way and the others in the negativehelps to avoid leading the respondent. Avoid phrasing questions in a way that

causes the respondent to think he shou ld answer in a certain mann er. Forexample, “Your cou ntry’s leader should resign, shouldn’t he?”)

Types of Questions. There are three basic types of questions used in aquestionnaire. They include the open-ended questions, the closed-endedquestions, and the scaled-response questions.

Open-ended qu estions require the respondent to pu t his answers in his own w ords.Open-ended questions allow the respondent to include more information aboutcomplex issues. Measuring and an alyzing the responses to open-ended questionsprove difficult because the answers are so individualistic. In addition, open-endedquestions require more time and effort to analyze than closed-ended questions.This draw back makes open -ended questions a bad choice for tactical oroperational situations. Figure 10-5, page 10-29, illustrates open-ended questions.

Closed-ended questions let the despondent choose between given answers: true orfalse, yes or no, or multiple choice items. PSYOP personnel can quickly and easilyevaluate closed-ended questions because respondents must use the choicescontained in the questionnaire. Normally, a PSYOP company can only prepareshort, closed-ended questionnaires because of time limitations. A PSYOP grou p,which has m ore time available, can pr epare elaborate open-ended questionnairesand conduct surveys that may take several weeks. Closed-ended questions areideal for tactical and operational situations. Figure 10-6, page 10-30, illustrates

closed-ended questions.

Scaled-response questions are actually statements, rath er than questions. Figure10-7, page 10-31, illustrates scaled-response questions.

Scaled-response questions requ ire the respon dent to indicate the intensity of hisfeelings regarding a particular item. He records his answers on a scale rangingfrom positive to negative or from strongly agree to strongly disagree.

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The scaled-response question weighs the choices on a numerical scale rangingfrom th e lowest limit of intensity to the h ighest. In a series of scaled-respon sequestions, PSYOP p ersonnel alternate th e limits of the scale by presenting th elowest limit first par t of the time and the highest limit first the rest of the tim e. Thisprocedure will help prevent the respondent from simply checking choices at oneend of the scale rather than carefully thinking through each selection.

Questionnaires containing scaled-response questions should provide clear instructionsexplaining how the scale works an d how the respond ent is to mar k his selection.

Because no stand ard formats exist for PSYOP p retest questionn aires, PSYOPpersonnel must prepare each questionnaire to fit the situation and the echelon levelof the unit. Personnel designing the questionnaire get the basic information fordeveloping the questionnaire from the P/ AWS. After designing the questionnaire,they should test it for clarity. Once they have completed testing the questionnaire,

they can use it to conduct the interview.

Conducting the interview. Conducting the personal interview is the third step incondu cting a survey. The interview is a series of questions devised to getinformation about the target audience. It may be structured or informal. PSYOPpersonnel conduct structured interviews by reading questions from a printedquestionnaire. The interviewer then records the respondent’s answers on thequestionn aire. PSYOP p ersonnel base informa l interviews on a detailed list osubjects to be covered. This method allows the interviewer to vary the wording and

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order of the questions to get the most information. In either type of interview,PSYOP personnel must not only pay attention to what is being said, but also to howit is being said.

Before conducting an interview, particularly an interview with someone from adifferent cultural background, PSYOP personnel should consider the motivationof the respondent. The interviewer must remember that the person he willinterview w ill have his own motivation for wh atever he says and does. Therespondent’s age, cultural background, experience, and training may influence hismotivation. These same factors influence the interviewer, so the interviewershould try to understand how his prejudices and experiences color his responses towhat the subject of the interview is saying. During an interview, the interviewermust interpret communication on two levels: verbal and nonverbal.

Verbal Comm unication. This communication includ es words and the way theyare spoken. The interviewer must rem ember that every w ord h as a d enotation (itsliteral, dictionary meaning) and a connotation (its suggested meaning). The waypeop le say wor ds influences their meaning . The interviewer need s to look forvocal cues. These cues include emp hasis, volume, temp o, pitch, enun ciation, andbreaks in speech.

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Nonverbal Com municat ion. This communication, or body language, is the

second part of communication. The interviewer must properly interpret the bodylanguage-facial expressions, territory, body position, gestures, visual behaviorand appearance-of the person he is interviewing to understand fully what isbeing said. During an interview, the interviewer should look for body languagthat indicates negative emotions. Examples include—

Facial expressions, which include lowered brows, narrowed eyes, and atightened mouth or frown.

Territory, which involves violating space relationships by standing too close.

Body position, which includes “closing-up” positions, such as clenchedfists, tightly crossed arms or legs, or shifting of body weight from one footto the other.

Gestures, which include shaking the head, covering the mouth with thehand, or ru bbing the ear.

Visual behavior, which includes staring or not maintaining eye contact.

Appearance, which includes dress and behavior inappropriate fothe situation.

Interpreting Emotions.Adding both verbal and nonverbal communication, theinterviewer should follow these general guidelines when interpreting emotionduring an interview:

Look for cooperation, respect and courtesy. This behavior ma y indicate trust

Look for embarrassment, crying, or a withdrawn attitude. This behaviormay indicate hurt.

Look for aggression; hostile, sarcastic, loud , or abu sive language; lack ocooperation; or a stiff, strong face. This behavior may ind icate anger.

Look for sweating, sickness, running away, freezing in place, nervousnessphysical or mental inability to cooperate, excessive cooperativeness, osubmissiveness. This behavior may indicate fear.

Look for the offering of aid and comfort through word or deed, by listeningor by nodding agreement. This behavior may indicate concern.

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Listening H abits. To interpret human behavior accurately, the interviewer must payclose attention to the subject’s expressions and movements an d develop thefollowing good listening habits:

Concentrate on the message content. (The interviewer should ignoreemotion-laden words or phrases that may upset and disrupt the train of thought. He should n ot become up set over something said and miss the restof the message.)

Listen first, then evaluate. (The interviewer should not decide in advancethat a subject is uninteresting.)

Listen for concepts and main ideas, not just for facts. (A good listener isan idea listener.)

Adapt note-taking to the particular interview. (The interviewer should notwrite notes during the interview if it makes the person nervous. He shouldwrite notes immediately after the interview if he cannot take them while

the subject is talking.)Pay attention. (The interviewer should indicate that the information hereceives is important and significant.)

Tune out distractions and interruptions. (The interviewer should move theinterview site to a quieter place, if necessary.)

Use thought rate to the fullest advantage. (Most people speak at a rate of 100 words p er minu te wh ile they listen at 400 words per m inute. Theinterviewer should use the timing difference to absorb the ideas beingpresented and to form questions.)

Controling the Interview. The interviewer should control the interview at all times.

If the subject of the interview is hostile or disrup tive, the interviewer shouldmaintain his composure. Often an angry person simply needs to vent his strongfeelings. The interviewer should develop and maintain courtesy, empathy, respect,and a concerned but calm attitude during an interview by—

Explaining the reasons for the interview.

Putting the respondent at ease.

Informing the respond ent that his identity will remain anonymous if heso desires.

Convincing the respondent to answer according to his convictions. Theinterviewer should explain that the pretest interview will be used toidentify weak and strong points in the PSYOP material.

Allowing the subject to vent his feelings. Doing so may uncover apsychological vulnerability to exploit.

Letting th e subject know the interviewer recognizes and accepts his feelings.

Responding to concern with appreciation and calm.

Responding to fear with concern and assurance. The interviewer must useinterperson al commun ication skills to keep fear from tu rning into defiance.

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Responding to trust with courtesy and respect.

Responding to hu rt with empathy and concern.

Conducting an interview is an important part of taking a survey. When conductin

an interview, the interviewer should observe the following guidelines:Assemble material.

Research background information.

Direct flow of interview.

Review questionnaire for essential information.

Transcribe notes.

An interview is the best method for gauging what the target audience is thinkingSurveys, however, take time and access to the target audience—luxuries thtypical PSYOP un it seldom has.

Panel of Rep resentatives

The second best method for pretesting PSYOP p rodu cts is the p anel orepresentatives. A panel of representatives is a group of people who have beemembers of the target audience but are not anymore. The panel might includEPWs, refugees, defectors, and civilian detainees. PSYOP personnel should maksure the panel closely represents the target audience. Although the representativeno longer belong to the target aud ience, they have mu ch in common with it anwill answer questions in much the same way. Pretests conducted with such groupindicate what appeals will be effective, what to emphasize, and what to avoid.

The composition of the panel can vary from as few as five representatives to amany as a hundred. The panel of representatives method may take the form ogroup consultations or individual interviews.

Group consultations call for representatives (5 to 15) to observe, study, andexchange views on PSYOP material. The PSYOP u nit cond ucting the test d irecthe discussion along prearranged lines and excludes irrelevant comments.

Individual interviews allow a respondent to observe and study a PSYOP productAn interviewer then qu estions the respondent on the imp ortant facets of thproposed product. When interviewing indigenous personnel and EPWs fopretesting, PSYOP personnel just brief them on the importance of responding athey personally feel about the subject matter.

Panel of Experts

The third m ethod for p retesting PSYOP p rodu cts is the p anel of experts. A panel oexperts is a group of people who have studied the target audience and who arthoroughly acquainted with its culture. The panelists should have lived in thtarget coun try recently. General sup port (GS) PSYOP battalions can u sually formpanels of experts. Direct support (DS) PSYOP battalions and companies rely ontheir own experts and HN military liaisons.

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The pur pose of the pan el is to read or listen to the PSYOP m aterial developed forthe potential target audience and to predict its effect. The panel may answer thefollowing qu estions about the PSYOP m aterial:

Will it attract atten tion?Will it be understood?

What reaction will it produce?

Will it be accepted and believed?

Will it change any attitudes or lead anyone to take the action desired?

How can it be made more effective?

Final Pretest Data

After completing the pretest of a prototype product, PSYOP personnel make requiredchanges to the produ ct. The unit then prod uces a limited quan tity of the prototype

prod uct, usually no more th an thr ee to five copies. The unit forwar ds one copy of theprototype PSYOP produ ct along with the P/ AWS to higher headqua rters for approval.It does not produce or disseminate additional copies of the prototype PSYOP productuntil it receives final program approval from higher headquarters.

Summary

This chapter briefly covers some aspects of media production, but a single chaptercannot cover all its aspects. PSYOP p ersonnel m ust kn ow the technical aspects of their production assets. They should continually strive to become familiar withorganic and commercial production equipment as well as the production methods

associated with them . The sam e is true for briefings for agents of action. Thechapter includes guidelines for developing such briefings, but their content willvary according to the situation and the mission.

Pretests using samples can determine the effects of PSYOP products on a targetaudience or acquire demographic data on the occupied population. Pretests conductedwith EPWs, refugees, defectors, or civilian detainees indicate what appeals will beeffective, what to emphasize, and what to avoid. After pretesting, PSYOP personnelmake the required changes to the product and forward a copy of the prototype PSYOPprod uct along with the P/ AWS, to higher headqu arters for approval.

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CHAPTER 11

Dissemination,

Impact Assessment,

and Posttesting

PSYOP un its disseminate PSYOP produ cts to selected target audiences using

audiovisual, audio, and visual med ia. Programs of p sychological actions condu cted b ySOF and GP forces can am plify and enhan ce the overall PSYOP p rogram. To determine theeffectiveness of the PSYOP program, PSYOP personnel must assess the Impact of PSYOPprodu cts on th e target audience. They mu st determine wh ether specific behavior occurredbecause of the PSYOP products or because of other actions. Through posttesting, PSYOPpersonnel can discover wh y the target audience responded in a certain w ay.

Techniques for Audiovisual Dissemination

Selecting dissemination techniques is influenced by a combination of severfactors, includ ing p olitical, military, and geograph ic considerationcountermeasure; weather; and availability of dissemination devices. By carefulconsidering the potential effects of these factors and using the unique delivetechniqu es of each m ediu m to th eir full extent, PSYOP un its can successfuldisseminate PSYOP products to the target audience.

The audiovisual media used to disseminate PSYOP products fall into threcategories face-to-face comm un ication, television broad casting (includinvideotape presentations), and movies. Audiovisual media have a great appebecause they ad d motion to the perceptions of sight and sound.

Face-to-Face Commun ication

Face-to-face communication plays a significant role in PSYOP. PSYOP personnel uit when preparing for other types of dissemination. The activities described in tfollowing p aragra phs provid e excellent settings for face-to-face commu nication.

Rallies and Demonstrations. Rallies are large groups of people who gather

proclaim pu blic sup port for an issue. Such activities may involve violent nonviolent behavior. Demonstrations are similar to rallies, but th eir pu rpose is

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protest. People are ind uced by several psychological factors to attend rallies anddem onstrations. Examp les include—

An honest desire to support or protest an issue.

The opportunity to participate in what is viewed as a novel experience.Curiosity.

The social attraction of the issue.

The opportunity to interact with others.

Antisocial motivation —for example, the desire to cause violence orcivil disturbance.

The belief that large numbers of people can obtain results.

The feeling of righteousness.

A rally or demonstration can be a very useful means for disseminating PSYOPmessages. How ever, due to the p otential for civil disturban ce, PSYOP p ersonnelmust exercise care when planning a rally or a demonstration.

Encouraging or instigating violent behavior at rallies or demonstrations is not U.S.policy. Violent ra llies or d emonstrations frequ ently fail because of the inherent law of control once violence has started. They may also cause counterproductive responsesin which the target audience hardens its position, thus leading to polarization.

Some groups may exist within the HN that favor violence and the creation of civildistur bance. The goals of these group s may include d esires to dam age thegovernment’s image, to provoke a “newsworthy” overreaction by authorities, todemonstrate the government’s inability to protect its citizens, and to implywidespread dissatisfaction with the government. These same groups may also use

violence to recruit additional adherents.

The crowd is the basic ingredient of any rally, demonstration, or civil disturbance.N ot all crowd s are aggressive, and not all crow ds w ill erup t into violence.Suggestibility is a crowd quality used by individuals or groups to transform apassive crowd into an aggressive crowd. For planning purposes, PSYOP personnelshould und erstand the following classifications of crowd s: casual, conventional,expressive, and mobilized.

The casual crowd is a temporary collection of people who happen to be present at agiven location. An example is individu als in a village mar ket square w aiting formerchants to open for business.

A conventional crowd is a collection of people w ho assemble at a d esignated sitefor a planned occasion. An example is a sporting event.

An expressive crowd is a collection of people who congregate to expressthemselves by singing, dancing, or participating in other similar activities.Examp les includ e chur ch choirs, school plays, and festivals.

The mobilized crowd is a collection of people who gather because of hostilebeliefs. Mobilized crow ds m ay form sp ontaneously u pon h earing of some real or

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fabricated incident or throu gh a p lanned railly or demonstration. Manipulating amobilized crowd is a principal aim of ind ividu als or groups advocating cividisturbance, including violence.

PSYOP person nel plann ing a rally or demon stration shou ld review FM 19-15They should also consider the—

Program activity.

Physical setting.

Emotional setting.

Appearance of spontaneity.

Prevention of violence.

Program activity includes publicity and the purpose of the rally or demonstration.It also includes the natue and order of speakers, the sequence of events, andinclement weather options.

Physical setting includes site p reparation, p articipant conveniencestransp ortation, routes of march, and ph ysical security. It also includescoordination with legal authorities, selection of appropriate communicationsarrangements for media coverage, and hostile group counteractions.

Emotional setting includes preparing and disseminating products before the rallyor demonstration and selecting appropriate situational factors for exploitation. Italso includes the use of the most effective “medium of expression’’ —for examplebanners or placards, creating effective slogans, and using prepared “incidents” tomaintain fervor.

PSYOP personnel must carefully plan, control, and organize rallies anddem onstrations. How ever, to be really effective, they should ap pear to bespontaneous. "Piggybacking," or scheduling a rally or demonstration inconjunction with an event already scheduled by a particular target audience, isa method of reducing the planning and organizational requirements of a rallyor demonstration.

Though the prevention of violence in a planned rally or demonstration is primarilya responsibility of security forces, PSYOP personnel can be proactive inpreventing violence. Subversive elements will be active before the planned rallyor demonstration, and PSYOP personnel, through intelligence from HN sources,can help identify key personnel active in these movements. FM 19-15 provides

specific guidance on information planning and threat analysis. Normally, anefficient civil disturbance plan enforced by well-trained security forces willcontain violence.

Rumors. The primary means of disseminating rumors is face-to-facecommunication. Lack of information about matters important to a targetaud ience creates a need for relief from am biguity. The need for relief causestension: the target audience looks for release from the tension. A rumorsatisfies both needs by providing relief when the target audience accepts the

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rumor and release when the target audience spreads the rumor. PSYOPpersonnel should n ot sell short the u se of rum ors. Rum ors are very potentweapons, but they must be well-planned and controlled.

Rumors provide additional benefits to individuals or groups, such as justificationand explanation for events. There are three elements of rumor dissemination:

The source. The source must be appealing and, above all, credible tothe audience.

The rumor. Rumor content must also be credible.

The receiver-repeater. The receiver of a rumor becomes a repeater whenhe passes the rumor.

PSYOP p ersonnel mu st rem ember th ree transm ission characteristics w hendisseminating a rumor. First, the story must be reduced to the memory capacity of thereceiver-repeater (R2). The term for this characteristic is “leveling.” Leveling tailors

rumors into accounts that are brief and progressively simple. The R2 reduces theelements of a story to the ones he can best retain or person ally iden tify with.

The second characteristic is “sharpening.” Sharpening is the selective perception,retention, and repetition of a limited number of details from a larger story content.Information that is not leveled is sharpened an d becomes important. What issharpened by one group maybe leveled by another.

The third characteristic is “assimilation,” an involuntary mental act the R2performs. The R2 adjusts a story to fit his viewpoint, based on his personality,habits, interests, and sentiments. Assimilation carries much of the R2’s

emotion-based ethnocentrism, stereotyping, and prejudice. PSYOP p ersonnelshould not be intimidated by these facets of the R2’s emotions, as they are fairly

easily identified. Identifying and understanding the R2’s emotions help inselecting the story.

Rumors have three common themes: hate, fear, and hope. Hate rumors exploitdislikes and prejudices. Fear rumors normally involve a threat and are based on thetarget audience’s fears about future events built on a natural tendency to believethe worst. Hope rumors are based on wishes for a favorable turn of events. Peoplegenerally hope for the best while believing the worst. Hope rumors may cause atarget audience to letdown its guard.

Another type of rumor, the “d iving rumor," depends on a subject. This rum orresurfaces each time similar events or circumstances occur. PSYOP personnel

should uncover diving rumors to determine their usefulness and to be ready tocounter them by recognizing the similar events or circumstances that spur them.For example, PSYOP personnel must aggressively seek superstitions of the targetaudience in hostile environments. Superstitions allow for effective use of rumors.Major General Edward Lansdale, USAF (Retired), relates in his book In the Midst

of Wars the use of a fear rumor in the Philippines. The target audience was fearfulof vampires. The rumor was p lanted that an area held by Hukballahap, or Hu k,guerrillas was inhabited by a vampire. The rumor was given time to spread andgiven irrefutable credibility by planting the corpse of a Huk guerrilla which had

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been drained of blood and displayed tw o small holes in the neck. The remaininHuk guerrillas left the area in question.

If face-to-face communication for rumor dissemination is not feasible, anoth

med ium m ust be selected. Regardless of the med ium chosen, credibility must bone of its strong points. The information contained in the rumor must be of intereto the target au dience and the source of the rum or m ust be believable. Thcredibility factor is ind ispensable. The ru mor conten t mu st be reasonable anconsistent with the prevailing mood of the selected target aud ience. A rumoperation should be reinforced by a related event. If an event is created to reinfora rumor, it must be of sufficient substance to create a lasting impression.

The potential obviously exists for hostile rum ors to sur face. There are th e techniqusuitable for countering a ru mor. The first technique is eliminating the m otivatinsituation or interest in that situation. This technique may prove to be difficult in mocases. The second technique is publicizing the facts about the existing situatio

PSYOP personnel should provide complete information to satisfy the targaud ience’s lack of information. This technique should not be ignored even if thinformation prov es to be painful. The third technique involves creating rumor-conscious attitude in the target audience. The target audience must feel that ileaders will tell the truth about rumors. Honest effort on the part of the targaud ience’s leaders to check the facts surr ound ing rum ors against what the targaudience is hearing reduces information distortion and rumor transmission.

Key Communicators.A key commu nicator is one who h as access to, stature in, ancredibility with, a target au dience. When selecting a key comm unicator, PSYOpersonnel should examine his degree of influence, his ability to disperse thPSYOP message, and the characteristics of his prestige.

Civic Action Program s (CAPs).The nature of PSYOP and CAPs requireface-to-face communication in many cases. Often, a target audience may havphysical needs that require attention before a successful PSYOP appeal can bmade. CAPs help meet these needs.

The intended target audience may require medical assistance-medical civiaction p rogram s (MEDCAPs) or dental civic action p rogram s (DENTCAPs)—osome form of education. The CA liaison officer can p rovide valu able informatioin the form of an area analysis. PSYOP person nel should never u nder take a CAwithout CA support or advice. PSYOP and CA are mutually supporting, but eachas its own specific goals.

Although PSYOP person nel should n ot attemp t to accomp lish CA m issions, themay use CAPs as opportunities to disseminate PSYOP messages. Often, the Cliaison officer can prov ide assistance in plann ing a PSYOP p rogram that w iencompass actions similar to CA.

PSYOP personnel should begin using medical personnel to provide care to a targeaud ience only after ensuring th is care is consistent with th e CA mission. Thiprecau tion will avoid p otential trouble and excessive expen se. Dup lication effort by separate organizations only diminishes intended goals.

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Some segments of the target audience may be vulnerable to hostile propagandapurporting that U.S. involvement is only self-serving. For this reason, any CAPthat brings imp rovement to any group within the target audience should beexploited for PSYOP purposes. PSYOP personnel should document the CAP for

television play or ensure the United States gets recognition through other forms of media. In a FID situation, the HN will get the recognition.

CAPs also provide the opportunity to assemble a large group of people forexposure to a PSYOP m essage, allowing for effective use of loud speaker,dissemination of printed m aterial, or face-to-face comm un ication. PSYOPpersonnel should follow the steps listed below in preparing for a CAP:

Identify the CAP to be used.

Ensure the CAP meets a legitimate need.

Seek the CA liaison officer’s assistance in p lanning a nd in ensu ringconsistency with any ongoing CA operations.Pretest the CAP.

Involve members of the target audience in the CAP as much as possible whenit will serve to reinforce or establish pride in benefits derived from CA.

Ensure the CAP is documented.

Disseminate any PSYOP message intended for the target audience duringthe CAP.

Posttest the CAP.

Consider, when selecting CAPs and MEDCAPs, that the recipients mustbe able to maintain the completed projector that there will be aftercare andmedications for the patients.

By provid ing live comm entary on p olicies or program s or by d ocumenting assistanceto a group of people for later dissemination, PSYOP person nel who u se CAPs are

more likely to gain the targ et aud ience’s acceptance of U.S. and HN goals.

Face-to-face commu nication obviously is of gr eat value in the condu ct of PSYOP.Probably th e most overlooked du e to its complexity, face-to-face comm un icationis affected by culture, language, and events.

PSYOP personnel should take every opportunity to enhance their ability toconduct effective face-to-face communication. PSYOP personnel can hone theirface-to-face communication skills through civilian education, a study of interpersonal communication references from libraries or seminars, improvementof language skills, and contact with members of the target audience.

Und erstanding the culture of the target audiences is preeminent in p lanning

PSYOP-oriented face-to-face communication. To prevent tainting of PSYOPefforts, all U.S. Army personnel should be aware of the basic culture of the HN.PSYOP units should be proactive in this effort and help the supported commanderdevelop awareness programs.

Television Broadcasting

Television is a vital asset in PSYOP dissemination, since it is a proven means of persuasion worldwide. Television appeals to a number of senses, making it theclosest med ium to face-to-face commu nication.

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Considerations. One less obvious ad vantage o f television for PSYOP p urp osesits ability to create media even ts. It can be u sed to significantly heighten timportance of a specific event that may otherwise be relatively insignificant.

The creation of captive aud iences occurs w hen th e same or similar line persu asion is broadcast over all available networks. One examp le is a nationalbroadcast speech of the head of state.

Relatively minor app eals to a target audience should be broa dcast as commercibreaks during or immediately before and after news broadcasts. An example this type of appeal is encouraging the rep orting of subversive group m embers drug traffickers.

To take full advantage o f television as a med ium, PSYOP p ersonnel mu st realithat television has always been primarily a means of entertainment. Even newprograms and documentaries contain an element of entertainment. Television often called th e “entertainment med ium.” How ever, the vast majority of viewe

accept events seen on television as fact. The implied actions of the characters wsee on the television screen manipulate our understanding of what we see. Thimpact is what sets television apart from all other media forms.

Manipu lation is n ot limited to r ecorded broad casts. Television gives its vieweonly as much visual information as its cameras obtain, and the cameras ardirected by individuals who know exactly what they want to portray.

Television has been respon sible for swaying the op inions of entire nations. thorou ghly p repared PSYOP television p rodu ct can be extremely effective PSYOP planners fully understand the unique properties of television and do nolimit their imagination in its u se.

Systems of Broadcasting. Before selecting television as a PSYOP mediumPSYOP personnel must determine the degree of credibility television holds for thtarget au dience and its degr ee of access. The credibility factor ogovernment-owned or government-operated television is affected by the targaudience’s faith in that government. The target audience’s accessibility ttelevision may be limited. In remote areas, videotape may be the propealternative to television.

An a nalysis of television in th e area of intended PSYOP p rovides valuablinformation abou t its specific regional characteristics. Popular progr ams p rovidmodels for PSYOP television products and help to keep the message subtle.

Throughout the world, three systems of television broadcasting can be found. country’s broadcast system reflects its basic philosophy about the relationshibetween th e governm ent an d its citizens. The U.S. citizen’s desire for a w ide ran gof ideas and entertainm ent is reflected in the U.S. broadcast system. The U.Sbroadcast system is a government-licensed free enterprise system witcommercial stations supported by advertising fees.

The most common broadcast system in the world is the government-owned angovernm ent-operated system. The broad cast facilities arc state-owned, and the

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employees implement government p olicy. Systems ow ned and operated by thegovernment are the result of a belief that the government is best suited to broadcastand control content.

A broad cast system un ique to Great Britain is a governm ent-chartered mon opolyconsisting of the British Broadcasting Corporation (BBC) and the IndependentBroadcasting Authority (IBA). The BBC is a public body serving a 10-year termoperating radio and television broadcasting in Great Britain. It does not broadcastcommercials; it is funded by a tax on the receivers.

As a sup plemen t to th e BBC, the IBA leases tran smission facilities to p rivatecompan ies seeking specific blocks of time on specific transmitters. These pr ivatecompa nies obtain revenu e from adv ertisers. How ever, unlike the U.S. systemwhere advertise heavily influence programming, the British system seeks torestrict advertiser influence.

The government-chartered monopoly is an in-between broadcast system. Though

not free enterprise in concept, it allows more latitude in programming than thesystem owned and operated by the government.

Some regions of the world now have a combination of broadcast systems, but thissituation is changing as each nation chooses one of the traditional systems. Nationsare becoming more nationalistic in policies and tend to restrict or limit foreigninfluence in broadcasting.

PSYOP person nel mu st consider the typ e of broadcasting system u sed in the AOwhen planning PSYOP products for television.

Information about a nation’s popular television programs provides answers towh at is credible there. In un iversities and libraries, PSYOP p ersonnel can find agreat deal of information about literacy, viewing habits, opinions, attitudes,behavior p atterns, distribution of television sets, preferences, and political views.U.S. agencies such as the Voice of America and the USIS conduct audienceresearch. This information is of great value and can be augmented withinformation from military and civilian intelligence agencies that interviewtourists, EPWs, refugees, dissiden ts, and informers. PSYOP p ersonnel shou ld n otoverlook basic backgrou nd da ta covering p olitics, sociology, economics, themilitary, and foreign relations. Area studies produced by universities are valuableas is information from religious organizations with missionaries in the host ortarget nation.

Dissemination. Television broad casts can be disseminated from a fixed station or amobile van, and v ideotapes can be released to new s agencies. Ad ditionaldissemination platforms for television are COMMANDO SOLO, an airbornetelevision broad casting system contained in sp ecially equ ipped EC-130E aircraftoperated by the 193d Special Operations Group from the Pennsylvania AirNational Guard. This aircraft may also broadcast amplitude modulated (AM) andfrequency mod ulated (FM) radio p rogram s, collect hostile broad casts, andperform EW tasks. The Army operates the Psychological Operations AirmobileDissemination System (PAMDIS). It can u se PAMDIS for AM a nd FM radio an d

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television dissemination on the ground or from the air. Appendix H lists the othcharacteristics and capabilities of PAMDIS.

Television is a PSYOP medium that offers great potential. The future of televisidissemination keeps expanding with the development of new technology.

Movies

Movies, or motion pictures, have the advantage of great popularity with theaudiences. They can reproduce an event or scene with lifelike fidelity, explainingprocess or action through the simultaneous use of words, pictures, and movemenThey are ordinarily shown to groups and, therefore, have the power to aroucrowd reactions and to stimulate discussion. They lend themselves almoexclusively to friendly PSYOP. Movies as PSYOP tools are most effective durinconsolidation, FID, and UW operations. Movies com bine ma ny asp ects television and face-to-face commu nication by creating a visual and aur al impaon the target aud ience. Most children a nd a h igh percentage of adults accepwithout question, the presumably factual information presented in films.

Techniques for Audio Dissemination

The audio media used to disseminate PSYOP products fall into two categorieradio broadcasting and loudspeaker operations. Radio broadcasts reach local anworldw ide target audiences quickly and simu ltaneously by p roviding broacoverage and th e speed to capitalize on opportu nities. Radio reaches beyonborders and into denied areas to help shape the attitudes, opinions, beliefs, anbehavior of the target audience.

Radio Broadcasting

Whenever possible, PSYOP personnel should broadcast on HN radio equipment a FID situation. In hostile situations, they should use captured radio facilities. TPSYOP staff officer assigned to the sup ported un it mu st ensure m aneu vcommanders are informed about the need to limit or prevent damage to radifacilities in their AO.

PSYOP personnel do have an organic means of radio dissemination in PAMDIS, well as in the AN/ TRT-22 transp ortable radio transmitter and th e AN/ TRR-transportable radio receiver. Appendix K provides more information about thcapabilities of this radio equip men t. Also, most comm un ications jam minequip ment th at the services use (AN/ MLQ-34, TACJAM, AN/ TLQ-17, QUICFIX) can tran smit p rerecorded m essages as part of their jam ming missioespecially if the enemy threat to emitters is low.

Loudspeaker Operations

Loudsp eaker effectively tran smit PSYOP m essages over sh ort d istances. Carrieby troops or mounted on wheeled vehicles, aircraft, and watercraft, loudspeakeallow a great deal of versatility for PSYOP au diovisual (AV) teams. Chapter describes the different loud speaker system s. By evaluating the reaction of thtarget audience to its loudspeaker messages, the PSYOP AV team can judgmessage effectiveness immediately.

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A loudspeaker script, regardless of how well-written and carefully tailored to aspecific situation, needs proper delivery to produce optimum results. Appendix Iprovides more information on the techniques and procedure of patrolling withloudspeakers to deliver the PSYOP message. Proper delivery of the broadcast also

depend s on the personality of the announcer and the prop er use of the soundsource—in this case, the microph one or tap e player.

Annou ncer Qu alifications. Several qualities are recognized as virtuallyindispensable for good loudsp eaker annou ncers. They should p ossess a clear andcommanding voice, preferably of higher-than-average pitch, and be capable of varying inflections to convey many emotions.

Loudspeaker announcers should also have a good command of the language of thetarget aud ience. They mu st be able to speak vigorously without d isplaying hatred of the target audience and without bringing, by manner of expression or choice of words,some stereotype hatred to the surface in the mind of the typical target individual.

Announcers must know the customs, folklore, and manner of speech of the target

aud ience and be able to adap t the script and presenta tion to conform to theirconcepts an d idiosyncrasies. Inm ost cases, they will have stud ied exhaustively orspent many years in the target area. If an otherwise qualified announcer lacks thisbackground, opponent nationals or EPWs of unquestionable trustworthiness maybe used. Cooperative EPWs are frequently used, regardless of the qualifications of the ann oun cer, since they hav e been in close touch with th e current top ics of discussion, slang expressions, and grievances of the opp osing force soldier. If dou bts exist concerning the reliability of an oppon ent national wh o is used as anannou ncer, the message should be tap e-recorded an d carefully checked todeterm ine if irony or sarcasm in the annou ncer’s expression has distorted theintended meaning of the message.

Announcers should have flexible and alert minds. How a particular target audiencewill react to the themes in loud speaker m essages and w hether the resu lts of aloudsp eaker broad cast will be wor th the effort are hard to pred ict. Therefore,loudspeaker teams need a discerning announcer who can alter his script to meetunexpected developments. In the early stages of a conflict, all loudspeakeroperations are experimental, so the teams need scriptwriters or announcerscapable of observing the target au dience’s reaction to various them es andtechniques to determine what to use later. They must not permit themselves to duelwith hostile propagandists. They must keep their focus on their true audience.

Announcers should have a perceptive understanding of the many varying militarysituations in which they must operate, particularly in regard to their implicationsfor the oppon ent. Otherwise, they will be un able to make op timum use of the

military intelligence and background information they may possess.Techn iqu es of Message Recording. To achieve the maximum effect in thebroad cast, well-qualified ann oun cers observe certain ru les governing speechdelivery for recording. Briefly su mm arized, these rules are as follows:

Speak loudly, but do not shout.

Take time for message delivery. Speak deliberately.

Maintain a constant voice volume with an even rate of delivery.

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Never slur over or drop words.

Avoid a singsong delivery.

Sound each syllable of each word.

Sound the final consonant of each word.

Think of each word as it is spoken.

Speak into the microphone.

Techniques for Visual Media Dissemination

Visual m edia exist in m any form s. Examp les of visual med ia includ e leafletsbanners, posters, signs, magazines, newspapers, pamphlets, books, graffiti, andbumper stickers. Novelties, trinkets, and gifts with a message printed on them arealso considered visual media. Visual media can transmit messages of any length orcomplexity. For a well-reasoned analysis of a topic, the best forms of visual media

are books, magazines, pamphlets, or newspapers. Most visual media can be passedfrom person to person without d istortion.

Leaflets are written or pictorial messages directed at the ind ividual soldier orcivilian within the target audience. The leaflet may have a message printed on oneor both sides of a single sheet of paper. It has no stand ard size, shape, w eight, orformat. When prep aring for leaflet/ poster dissemination, PSYOP personn elshould examine th e following item s for their effect on the m ission:

Political or military denial to target audience.

Opponent countermeasure capabilities.

Seriousness of punishment inflicted upon target audience members caught

in possession of the produ ct.Target audience population density and population patterns.

Geographical denial.

Number and size of printed material.

Availability of d issemination d evices.

Availability of air sorties.

Weather.

Multiple dissemination.

Production time.

Mixed media requirements.

Product priority.

NOTE: Many of these items overlap with different priorities,depending on the program.

Surface Delivery

Leaflets are disseminated in many ways. Surface delivery uses personnel, artillery,or waterproof containers.

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Personnel. A ground patrol can disseminate leaflets, such as safe conduct passes,as part of patrolling if security requirements allow. However, leaflet disseminationwould never be the sole purpose of a patrol. Leaflet dissemination should presentno problem to patrols conducting reconnaissance or combat missions.

Infiltrators, line crossers, partisans, and other personnel involved in operationsacross borders can disseminat e leaflets. They shou ld receive specific instructionsfor covert dissemination or be capable of deriving their own methods.

In military operations short of war, all agencies of the sup ported government candisseminate visual media. Additional outlets or distribution points include civilianpublic service organizations, as well as those within the religious community.

Artillery. The leaflet artillery roun d (LAR) is one m eans of delivering PSYOPleaflets to an opposing force on the battlefield. This means is accurate, timely, andof low risk to friendly forces. The LAR has been used successfully in manyconflicts, includin g World Wa r II and th e Korean conflict.

Adv antag es of using the LAR are the p recision accuracy of the field ar tillery andthe low risk associated with its proper application. The user is not as exposed tohostile fire as with other methods of leaflet distribution.

H ostile forces are the tar gets of the LAR since som e risk of casu alties fromdownrange debris does exist. LARs are an excellent means of dissemination tosoldiers in a defensive postu re. While targeting sold iers in an offensive operat ionmay be difficult, soldiers engaged in patrols provide good targets of opportunityfor PSYOP.

LARs should be fired at a tim e and location that w ill expose a maximu mnumber of soldiers to the leaflets. They should never be fired into areas wherecivilians are located.

PSYOP units preparing to use LARs coordinate with an artillery unit forpreparation of the required number of rounds. Qualified personnel within thePSYOP unit roll the leaflets and load the LARs for delivery to the artillery unit.When th e artillery u nit fires the LAR, the ejection of the base of the round in flightand the effect of an air-burst time fuze combine to disperse the leaflets effectively.

PSYOP units may use either of two types of LARs—the 155-mm LAR (XM951)or th e 105-mm LAR. The 155-mm LAR is preferred for PSYOP u se because it isspecifically designed to d eliver leaflets, whereas the 105-mm LAR is a m odifiedsmoke round . Append ix G provides more specific information on the u se of bothtypes of LARs.

Waterproof Containers. Waterborne dissemination techniques are simple andinexpensive. Accurate hydrographic data are required for waterbornedissemina tion over large bod ies of water, such as oceans, seas, or large lakes.Waterborne operations over sma ll bodies of water or d own r ivers are best suited fortimes when other means of dissemination prove unsuccessful.

The most reasonable use of waterborne dissemination is offshore delivery of largeamounts of visual media to agents on shore. Any container that is waterproof andwill float is acceptable for waterborne dissemination.

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When planning for waterborne dissemination, PSYOP personnel should gathinformation about currents and tide changes. Waterborne items will float to shorwith the incoming tide. Wind moves a w aterborne object over still bodies of wate

Plastic bags, such as freezer bags or sandwich bags, are suitable for disseminatioof visual media to a target audience expected along a coastline or down river.

Air-to-Ground Delivery

PSYOP personnel use several methods of air-to-ground delivery. These methodinclude air-drop-by-hand, leaflet bundles or boxes, leaflet bombs, and balloons.

Air-Drop-By-Hand. This method involves dropp ing leaflets through d oors or chuteof an aircraft p assing over th e target area at low altitud e. Relatively smaquantities of leaflets are dropped at very close intervals with prevailing windaffecting the even distribution of leaflets carried to the target area.

Rotary-wing aircraft are capa ble of flying at a slower speed a nd m uch lower ove

the target area than fixed-wing aircraft. Because air-drop-by-hand is done at suchlow altitude, it should be limited to areas with little or no air defense threat.

PSYOP personnel may place leaflets in pillowcases or similar sacks and, allowinfor the effects of wind, shake the contents out of the sacks when appropriate. Thipar ticular mean s is most efficient for a large nu mber of leaflets.

Leaflet Bund les or Boxes. Leaflet bundles or boxes are another means of air-drodissemination. They are assembled to be opened by a static line attached to aaircraft. Any number of boxes can be assembled and pushed out of aircraft rapidlyAppendix G describes how to construct a static-line box.

Leaflet Bomb. The leaflet bomb provid es an efficient mean s for the USAF tdeliver a large number of leaflets from its aircraft. Known as the M129 or M129Eleaflet bomb b ody w ith a tail section known as the M148, the leaflet bomb can bobtained from USAF ord nan ce. PSYOP person nel will load the leaflet bomb w itrolls of leaflets and affix a copy of the leaflet to the bomb. USAF personnel w ifuze the bom b to open at the correct height above groun d level. The USAF iresponsible for delivering the bomb over the target area. Coordination for thieffort is throu gh the sup port ed G3/ J3. App end ix G includ es the chara cteristics othe leaflet bomb as w ell as a list of the aircraft used to deliver the bom b and description of methods of delivery.

Curr ently, the USAF has an extremely sma ll num ber of M129 or M129E1 leaflebombs av ailable, so PSYOP person nel should be p repared to use an alternatdissemination means.

Balloons. Balloons have been u sed to d isseminate leaflets and oth er PSYOPprod ucts at least since 1854. That yea r, a Russian exile named Vladimir Engelsowrote to th e French minister of war suggesting that balloons be used to disseminatmessages inciting the Russian people against participation in the Crimean warFurther use continued d uring the American an d French civil wars, World War IWorld War II, and the Korean conflict.

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The balloon has been slow in proving itself as an effective means of productdissemination because most products can be better disseminated in other ways.How ever, balloons can be used for leaflet dissemination to long- and short-rangetargets in denied areas. Appendix G contains more specific information about the

use of balloon delivery systems in PSYOP. Balloon delivery system s areadvantageous because they—

Do not require high-technology techniques.

Cost less than other d elivery systems.

Have fewer risks than other delivery systems.

Have a potential for high yield.

Are hard to detect.

Have a longer range, depending on weather conditions, than other deliverysystems such as artillery.

Leaflet Density. The basic objective of air-to-ground delivery is to place sufficientleaflets on the grou nd to ensure that each member of the target aud ience, during thecourse of his activities, chances upon a leaflet. Each member of the target audiencemay not have a personal copy of the leaflet, but each target m ember should havethe opportunity to see one.

To determine the leaflet density required to ensure that target members chanceup on th e leaflets, consider the location an d activities of the target au dience. Targetaud ience mobility has a great bearing on the nu mber of leaflets to be used . Acombat soldier well dug in has less mobility and less opportunity to chance upon aleaflet than a support soldier. This type of target audience obviously requires moreleaflets than a rear area soldier who has greater mobility. In mountainous or jungle

areas, drop more leaflets on roads, paths, and trails to increase the probability thatthe target audience will chance upon them. A target audience located in a cityrequires more leaflets than a population living in level, open terrain because manyleaflets land on rooftops.

Depending on the individual target aud ience, leaflet density may range from6 leaflets (for low-population density or low-building density) to as many as30 leaflets (for high-population density or high-building density) per 1,000 squaremeters. It could range from 6 leaflets (for open, level terrain with low-troopdensity) to as much as 22 leaflets (for mountainous terrain with high-troop density)per 1,000 square meters, depending on the target audience. The definition of low-population density ranges from 0 to 2,000 people per square kilometer (0 to

5,180 peop le per squ are m ile). High-pop ulation d ensity ranges from 8,000 to10,000 people per square kilometer (20,720 to 25,900) people per square mile). Thelow-density figure of 2,000 people per square kilometer (5,180 per square mile)warrants th e use of no more than 6,000 leaflets per squ are kilometer (15,360 persquare m ile). Data ind icates that 6,000 leaflets per squ are kilometer is more thanenough to ensure widespread receipt of the PSYOP message.

In an insurgent situation, un less cities are specifically targeted, PSYOP personnelwill generally target audiences that fall into the low-density category (6,000

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leaflets per square kilometer). Operations in Southeast Asia indicated that the6,000 leaflets per square kilometer density is effective against targets located intriple-canopy jungle and, therefore, can be considered an upper limit in thelow-density category. A reduction in this leaflet density to about 3,000 leaflets per

square kilometer would be justified based on terrain and the activity of the targetaud ience. For example, when r ice is being harvested or planted, man y peop le areworking in the paddies. This situation warrants a density of 4,000 to 5,000 leafletsper squ are kilometer. But w hen them is little activity in the rice padd ies, a figure oabout 3,000 would be adequate. Leaflet density in excess of 6,000 leaflets persquare kilometer can be justified on occasion such a s in warn ing a local populationto evacuate prior to a flood or air strike.

Leaflet density also depen ds on the d ispersal rate of a pa rticular leaflet, which is, inturn, influenced by the leaflet’s size and weight, the altitude of the drop, and windconditions. Appendix G provides more detailed information on leaflet dispersal rates.

As a rule of thumb, PSYOP personnel should trade lower densities for greater areacoverage. Drop leaflets not only in the v illage wh ere the p eople live, but also in thefields and paddies where they work. Target suspected base camps, including trailsin and out of the area.

In a wartime or insurgent situation, members of the target audience may not holdonto a leaflet long, but they will probably read it. After one person has read it, hemay keep it, destroy it, discard it, or pass it on. Another target m ember m ay chanceupon a discarded leaflet or even reconstruct a tom leaflet to read the message.Therefore, the durability of the leaflets is important. High quality paper retains itslegibility for a long time, even under adverse weather conditions.

Dissemination of Other Visual Media

Other forms of visual media require additional means of dissemination. Visual mediaforms such as newspapers, pamphlets, magazines, and books are unsuitable for leafletdissemination methods. PSYOP personnel can disseminate these visual media byplacing th em in locations frequented by mem bers of the target aud ience (such asstorefronts and street corners) or by using door-to-door delivery or the mail.

Rallies or d emonstrations are excellent opp ortun ities to place visual media in th ehand s of the target au dience. The d istribution of m aterial will often create discussionamong members of the target audience. Members of the target audience should beselected for this manner of dissemination to reinforce “grass roots” development.

Anytime mem bers of the target audience gather in one place, more than onemedium should be used. However, PSYOP products must contain the same ormu tually supp orting themes. A visual medium in the form of a pam phlet ornewsletter will reinforce what is said during a speech at a rally.

Nov elties, trinkets, or gifts should be items mem bers of the target au dience canuse. Toothbrushes, soap, bandages, and notebooks or p encils for children are just afew useful items PSYOP personn el should d isseminate w hen they enter an a rea. Asvisual media, these items must have a printed symbol or short theme on them. The

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symbol used in conjunction with the PSYOP theme is the obvious choice and willrequire prior planning.

Planning for dissemination begins as soon as a decision to develop visual media is

made. PSYOP personnel should recognize that limitations in disseminationmethods may preclude the use of certain visual media. Likewise, visual mediaselection may also elimina te some dissemina tion meth ods. Disseminationmethods available may influence the size or type of paper to be used.

Comparison of dissemination methods and possible visual media choices willenable PSYOP p ersonnel to make a selection.

Planning for dissemination requires a determ ination of wh ether the targetaudience is a denied audience. A target audience may be denied geographicallybecause it is land-locked, for example. A target audience may also be denied due topolitical constraints. Two bordering countries may have denied target audiencesbecause of war. When determ ining if a target aud ience is den ied, PSYOPpersonnel should define why it is denied.

After considering delivery means available, PSYOP personnel should choose botha primary and alternate method. This step will allow dissemination if one methodshould be canceled. Weather is the most comm on reason for cancellation of adissemination operation. Bad weather can groun d aircraft or blow ar tillery orair-released leaflets away from the intended target.

PSYOP personnel should be realistic when considering production capability. Thecomplexity of visual media and the number required can adversely affect

dissemination if not planned for well in ad vance. PSYOP p ersonnel shouldconsider problems that will slow production, such as paper shortages, poor qualityink, or mechanical breakdowns. Mission urgency may preclude the use of dissemination methods that take lengthy preparation. Static-line boxes can beassembled more quickly than leaflets can be rolled and packed in a leaflet bomb.

Graffiti is a unique visual medium for PSYOP purposes with its own disseminationmethods. The most effective use of graffiti is in military operations other than war.Graffiti is suitable for only short themes, messages, or symbols and is mostcommonly used by individuals who lack other means to express themselves. Itmay proclaim sup port for existing p olicies, cond itions, or pen ding events orexpress dissatisfaction with current events, policies, or perceived injustice.

Graffiti is often used by opposing factions or adversaries to claim territory orcontrol in specific areas. It is also used by groups opposed to established forces oragencies as a prop aganda tool to emp hasize popular sup port. Its advantage lieswith the perception that it is an act of “the people.” This perception can swingundecided members of the target audience to support U.S. or HN PSYOP goals.Another use of graffiti is to disseminate symbols associated with PSYOP themes inspecific areas, implying support of or agreement with the theme. In selected areas,it can reinforce other visual media effectively. PSYOP personnel should avoid theuse of graffiti where it is considered vandalism.

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Obvious places to put graffiti include fences, sides of buildings, and opponenvisual med ia. PSYOP p ersonnel shou ld d iscourag e graffiti on historic, religiousor private structures, unless the private owner is not opposed to the idea.

Graffiti requires no plann ing beyond that of any other visual media. Some commoways to disseminate graffiti are with paint, large felt-tip markers, or any othepermanent marking method. PSYOP personnel who support graffiti operations caneasily pr ovide the n ecessary items to indigenou s personnel. They can also encouragthese wh o d isseminate gr affiti that su pp orts existing, ongoing PSYOP.

Programs of Psychological Actions

Psychological actions are operations, conducted by SOF and GP forces or otheagents of action, to amp lify an d enhan ce the overall psychological objectives othe main PSYOP campaign. The PDC or PSYOP staff officer conceives anddevelops p rogram s of psychological actions as a p art of the overall psychologicaprogram. He submits the fully developed concept for psychological actions to thesupported commander for approval and initiation. The supported command’operation section coordinates psychological actions separately, but the PSYOPstaff officer w orks closely w ith the section to en sure th e overall progr amcapitalizes on them.

Types of Psychological Actions

Only the limitations of the sup ported u nit in planning an d accomp lishing thaction (and the imagination of the psychological program planners) restrict thevariety of op erations in prog rams of psychological actions. Psychological actioninclude the following operations:

Raids.Strikes.

Shows of force.

Demonstrations.

MEDCAPs.

Insurgency operations.

CAPs.

Regardless of the type of action selected, the PSYOP staff officer must maintainclose coordination with other services and agencies to ensure proper timingcoherence, and economy of force.

Units conducting programs of psychological actions provide an extra dimension tothe overall psychological program. Psychological actions that are properlyplanned, coordinated, and included as a part of the main psychological programallow PSYOP personnel to capitalize on the success of the actions and use thasuccess in the conditioning or behavior modification of the target audience.

Psychological Agents of Action

Psychological agents of action are those persons, units, and agencies who performprograms of psychological actions that enhance and amplify the psychological

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objectives of the overall psychological program. While these agents are notPSYOP p ersonnel, the m issions they p erform, w hen p roperly planned andcoordinated, may have a p rofound p sychological impact on a target group oraud ience. These agents of action includ e, but are not limited to, the following

types of units:Conventional combat units.

SOF (excluding PSYOP units).

Units of other DOD services.

Other government agencies.

There are two types of agents of action-incidental and discretionary. Incidentalagents are those whose activities have a psychological effect secondary to theiroperations. Discretionary agents conduct their activities primarily for theirpsychological effect and must be briefed by the PSYOP staff officer so they do notinadvertently release sensitive information.

Although these agents are not u nd er the control of PSYOP p ersonnel, theresponsible commander should state their mission with specific psychologicalobjectives in mind and direct their coordination to ensure timing and mission goalscoincide with other psychological actions planned or in progress.

When p roperly coordinated and used, psychological agents of action p rovideadd itional man pow er and force to sup port and accomp lish psychologicalobjectives. The best use of these forces depends great ly on the am ount of missionplanning and coordination between unit operations and the PSYOP staff officer.

Impact Assessment and Posttesting

One means of determining PSYOP effectiveness is to evaluate intelligence andother sou rces for indicators of behavior or a ttitud es relative to PSYOP objectives.Another means is to give a p osttest of the prod ucts, using such m ethods as thesurvey sample, the panel of representatives, and the panel of experts.

Factors in Message Effectiveness

Many factors influence the effect a PSYOP message has on the target audience.These factors include the following:

Type and location of the target audience.

Nu mber and variety of commun ication channels open to the target aud ience.Degree of program saturation.

Degree to which the PSYOP message conforms to group standards.

Collection Techniq ues

The data collection techniques for pretesting are also useful in determiningwhether the product stimulated behavior and caused the restructuring of attitudes.Indicators of effectiveness may be direct or indirect. Impact assessment allows

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PSYOP un its to determ ine the effectiveness of a PSYOP pr ogram by stud yingthese indicators. They may be any behavior, action, event, medium, or feedbackthat displays the behavior desired by the PSYOP objective or that appears to be theresult of PSYOP.

Direct Indicators. Direct indicators are the most reliable determinants for assessingeffectiveness. Here, the target au dience displays the behav ior desired by thePSYOP objective. The first direct indicator is responsive action. For example, if aspecific action such as writing letters, refusing to obey orders, defecting, or votingis called for and actually takes place, then the PSYOP product was probably thedirect cause of the action. However, PSYOP p ersonnel mu st be able todemonstrate that the action was motivated by the message and not by some otherfactor. Often, the message serves as a catalyst for action, particularly whensurrender appeals and safe conduct passes are disseminated in conjunction withmilitary actions.

PSYOP personnel may also determine effectiveness through participant reports

collected from survey sampling. These reports are highly subjective. Respondentsmay develop their responses based on their own opinions, values, attitudes, ordesires. Well-constructed questionnaires and the development of key attitudeindicators can p rovide insight into the effectiveness of the PSYOP produ ct.

PSYOP personnel can gather observer commentaries from uninvolved but ofteninterested foreign individuals who live in or near th e target area. The accuracy ofthese reports depends on the expertise of the observer and the type of evidencegathered , such as letters, diaries, and official documents. PSYOP personnel mu stcautiously evaluate reports from these sources to eliminate bias. If a source’sbiases are known, they can be taken into account, and the reports can be evaluatedwith a reasonable assurance of accuracy.

Indirect In dicators. Indirect indicators involve the assessment of events in thetarget area that appear to be the result of PSYOP activities but cannot beconclusively tied to the product. Any independent external factors that may haveinfluenced events in the target area must be identified and evaluated before anyfirm conclusions can be drawn. Indirect indicators may be developed from thefollowing types of evidence:

Physical actions barring reception of the PSYOP p rodu ct by th etarget audience.

Psychological conditioning of the target audience.

Events occurring in the target area that are apparently related to the issuescovered in the PSYOP produ cts.

Once dissemination has begun, the opponent force may try to prevent PSYOPmaterial from reaching the tar get aud ience. Some typ ical techniques used to stopreception include bar ring entry of p rinted m aterial, organizing takeovers orattacks on television and radio stations, forbidding newspapers to be printed,banning social gatherings, and jamming radio broadcasts.

A hostile government or other power group can initiate nonphysical actions thatcause the target audience to avoid PSYOP products. These actions are carried out

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after the initial messages are transmitted. They include attempts to convince thetarget audience that the source of the material cannot be believed or that themessage is untrue. The hostile government may penalize target audiencepersonn el who possess PSYOP m aterials, listen to PSYOP r adio tran smissions, orwatch PSYOP television broadcasts.

These related events occur when the target audience takes an action notspecifically called for in the appeals. These events are usually beneficial to thePSYOP p rogram and national objectives.

Sources of indirect indicators include radio communications, newspapers, andother publications. They also include captured documents, opponent propaganda,in-depth interviews, and other intelligence reports.

Posttesting

Posttesting is a process that evaluates PSYOP products after the products havebeen disseminated . PSYOP person nel use the same p osttesting method s as inpretesting. These methods include the survey sample, the panel of representatives,and the panel of experts. See Chapter 10 for an explanation of how these methodsare used to assess the impact of PSYOP products.

Factors impeding the effectiveness of a PSYOP program include the complexity of language and the inaccurate assessment of the vulnerabilities, susceptibilities, andeffectiveness of the target audience. Posttesting may be difficult to conductbecause the target audience may not be easily accessible.

Summary

PSYOP per sonnel need n ot adh ere strictly to this chapter alone w hen it comes to

dissemination. Each target audience requires innovative means to influence itsbehavior. Common sense applies to all dissemination decisions, whether theyinvolve PSYOP m edia or progr ams of psychological actions.

Army PSYOP personnel must become familiar with audio, visual, and audiovisualprod uction and dissemination abilities of the USN, USAF, United States MarineCorps (USMC), and the HN. The limitations of airlift and sealift, as well as theimportance of timeliness, demand that PSYOP personnel use available theaterassets. Service and H N liaison personn el can h elp identify and fill requirem ents.One medium should reinforce another, allowing an overlap of PSYOP products.PSYOP dissemination planning may involve attaining support or cooperation of HN civilians, often at ad ded expense. Face-to-face comm un ication shou ld be

emp hasized in a ll PSYOP. It is the most basic form of persu asion, and its u se isessential in preparing for other types of dissemination.

Impact assessment and posttesting allow PSYOP units to determine theeffectiveness of PSYOP p rodu cts by using a d eliberate and systematic evaluationprocess. Posttesting may u ncover why the target aud ience respond ed in a certainway. For this r eason, PSYOP u nits should posttest all PSYOP p rodu cts after theprod ucts have been d isseminated . The d ata collection techniqu es used forpretesting also apply to posttesting.

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CHAPTER 12

Propaganda Analysis

and Counterpropaganda

Effective PSYOP are based on the collection of intelligence relating to the conditionsand attitudes of a target area and au dience. An imp ortant source of current in formationis available in opponent propaganda. PSYOP p ersonnel ob tain this information throughpropaganda an alysis. Propaganda analysis should be an ongoing mission because

there will never be ab sence of propaganda. PSYOP p ersonnel can use the inform ationgained from prop agand a analysis to produ ce U.S. PSYOP p rodu cts or to developcoun terpropagand a programs. Five major tasks are associated with prop agand aanalysis and coun terpropagand a: collecting, processing, propagand a an alysis, advis-ing, and counterpropaganda m easures.

Collection

The collection task focuses on collection of information and intelligence relatingto opponent propaganda. The PSYOP intelligence element is always collecting

intelligence to determine potential target audiences, existing conditions, attitudes,and vulnerabilities. One asp ect of this collection effort is th e m onitoring ofcommunications. This monitoring aids in determining the psychological situationin the AO. Another aspect is the collection of opponent propaganda. For moreinformation on collection, refer to Chap ter 5.

Processing

The PSYOP intelligence un it pr ocesses information r eceived relating to op ponentpropaganda. The intelligence unit and the propaganda analyst must maintain

continuou s coord ination. Upon requ est, the intelligence un it gives neededintelligence and opponent propaganda to the analyst. For more information onprocessing, refer to Cha pter 5.

Propaganda Analysis

The requirements for propaganda analysis depend on the level of opponentpropaganda and are not limited to circumstances in which PSYOP units are

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actively committed. Consequently, a continuing n eed exists for pr opagand aanalysis in peacetime and in all regions where U.S. interests are being challenged.

Information G athered Through Propaganda Analysis

While propaganda analysis is primarily done to gather information to help developPSYOP programs, it can also uncover intelligence for other uses. Examples of PSYOP intelligence include—

Conditions affecting the target audience and attitudes resulting from them.

Issues about which the opponent displays exceptional sensitivity.

Weaknesses in the opponent’s knowledge and understanding of thetarget audience.

Successful oppon ent prop aganda th emes that require propagand acounteraction.

Opponent material that displays clumsiness, insensitivity, or inhumanityand might be used as the basis of a propaganda counteraction program.

Besides PSYOP-specific intelligence, analysis may reveal other intelligence.Examples include—

Indications the opponent is attempting to prepare public opinion for aparticular eventuality.

Errors of fact that su ggest a weakness in the op pon ent’sintelligence-gathering organizations.

New people used in the propagan da, suggesting a shift in personnel in theopponent’s structure.

The SCAME App roach

Although a variety of approaches maybe used in the analysis of propagand a, the

source, content, audience, media, and effects (SCAME) approach describes aconvenient and very efficient system. Information revealed by the SCAMEapp roach helps PSYOP personnel develop counterpropagand a program s.Adh erence to this approach ensur es a comp lete and th orough examination of opponent propagand a and largely removes the p ossibility of error due to omission.

An analysis of propaganda using the SCAME approach determines the source of thepropagamda, the message content, the total audience the message reached, and thespecifics of the medium used to send the message. The SCAME approach leads to aconclusion concerning the effect or desired effect the propaganda has had on the targetaudience. PSYOP personnel record their findings on a propaganda analysis form IAWthe five SCAME categories (Figure 12-1, pages 12-3 and 12-4).

Source Analysis. A source is the individual, organization, or government thatsponsors and disseminates the propaganda. Source analysis examines not onlyprop aganda but also the organization responsible for its development anddissemination. Analyzing the source may help determine credibility, accuracy,and connection to a government, military command, organization, or individual.

To analyze a source, PSYOP personnel must identify the source and determine itsstatus in the opponent’s hierarchy. The source may be classified as an actor, anauthor, or an au thority.

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The actor is the p erson or entity pr esenting the message. The author is the p erson orentity who wrote the message. The authority is the person or entity in whose namethe statement is made. PSYOP analysts attempt to assess the credibility of theauthor in the eyes of the target audience. With the information about the source, the

analyst can classify propaganda as white, gray, or black.White propaganda is disseminated and acknowledged by the sponsor or byan accredited agency.

Gray propaganda is not specifically identified with any source.

Black propaganda is identified with a source other than the true one tomislead the target audience.

Content Analysis. Content analysis evaluates what the propaganda message says. Italso determines the source’s motive an d goals. Content an alysis reveals themeaning of the message, the reason the message was disseminated, the intendedpurpose of the message, and the way the appeal was presented. Many techniques

used by the source can be identified. These overlapping and difficult-to-isolatetechniques can be found in Figure 12-1, pages 12-3 and 12-4.

Content Methods. There are two major methods of content analyses, objective andsubjective. A combined use of both methods is ideal to interpret the full meaningand intent of the propaganda message.

With the objective method, the PSYOP analyst systematically analyzes contentusing classification systems and statistical data bases. Objective analysis hasadvantages and disadvantages. A variety of up-to-date information is availablefrom computers. PSYOP analysts can analyze large quan tities of data effectivelyand depict the information on charts, graphs, and other easily understood forms.Accuracy and continuity are ensured. The disadvantages include the need forcomputers an d th e training to operate the compu ters. Also, if the comp uter isinoperative, the information is inaccessible.

With the su bjective m ethod , the PSYOP ana lyst relies on his backgrou nd ,experience, and judgment. Subjective analysis has the advantage of flexibility andmobility. Support requirements are limited, and the analyst does not need trainingon computers. He can rely on his mind. The disadvantages are that it istime-consuming, it allows the analyst to inject his bias, and it loses institutionalmemory if the analyst departs.

In content analysis, PSYOP personn el evaluate morale, involuntary information,biographic information, economic data, propaganda inconsistencies, geographic

information, and intentions. This analysis may provide both PSYOP-specific andother intelligence.

PSYOP personnel analyze morale by studying propaganda messages. Forexample, a message quietly and unemotionally delivered may reflect high morale,while silence, bluster, or strident communications may suggest low morale.

PSYOP personnel glean involuntary information from propaganda containingnews, opinions, and entertainment. Analysis of this information may reveal useful

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intelligence. For example, the coverage given leaders in opponent propagandamay indicate their power within the opponent hierarchy. The leader given thegreatest coverage probably wields the most power in that area

PSYOP personnel study propagan da or events that may p rovide biographical

information on particular individuals. For example, the appearance of a newpersonality at a pu blicized ceremony m ay indicate a promotion or demotion h asoccurred within the government or military power structure. Movements andvisits of highly placed officials may su ggest imm inent p olitical or military actionin the areas visited.

PSYOP personnel find economic information in propaganda that reports statistics;however, these statistics may be false. Comparing verified statistics may revealvaluable clues about industrial or agricultural output, labor shortages, or othereconomic conditions. PSYOP p ersonnel m aintain a chart of kn own statistical datato compare incoming economic data and to evaluate future economic trend s.Productivity charts can show past, current, and future anticipated levels of

productivity. One example is a reduction in weapons and manpower of the formerSoviet m ilitary to ease dom estic econom ic failings.

PSYOP p ersonnel look for inconsistencies in p ropagan da because th esediscrepancies may provide insights into conditions within the target area. Thisinformation could includ e reports concerning the read iness of combat forces andplans for op erational activities. An examp le is the massing of combat forces andequipment near a border as a “training exercise.” PSYOP personnel establish anindicator accuracy checklist to help them analyze and recognize prop agand ainconsistencies. This checklist has questions about the feasibility or accuracy of the propaganda being presented. For instance, opponent mechanized forces are ina C1 combat readiness posture as stated by the sponsor, however, intelligence

indicates a m ajor shorta ge of petroleum , oils, and lubricants (POL). Thisintelligence points out that the opponent is not combat ready, since he lacks POL.

PSYOP personnel get important geographic information from sources claimingvictories and identifying p laces and individu als. Such inform ation can beconfirmed through other intelligence sources and assets.

PSYOP personnel look for propaganda that may conceal the real intentions of acountry. A typical example is a country attempting to convey the impression thatfuture hostile outbreaks are the fault of another nation while the country ispreparing for an attack. For instance, a country increases the strength of its armedforces or gets adv anced weap ons systems with the stated intention of “defendingitself from a hostile neighboring country.”

Content Categories. Content categories are classifications of the prop agan dabeing ana lyzed. Content categories are used in both objective and subjectiveanalyses. PSYOP personnel can add new categories as needed and change thedefinition of old categories to fit circumstances. The general content categoriesare subject matter, direction, values, and method.

Subject matter. This category is the most genera l in nature and answ ers theelementary question, “What is the subject of the communication?” This

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category is used to d etermine the relative emp hasis the oppo nent gives todifferent topics in a sample of propaganda.

Direction. This category determines the “slant” of the propaganda byfind ing the ratio of favorable to un favorable, or pro to con, or cohesive to

divisive. Using this category, the analyst can determine the attitude of asource toward a given topic.

Values. This category is concerned with the aims or desires of people. Itinclud es such things as m oney, love, social position, career advan cement,health, and education. From these categories, comparative attitudes ormoral questions can be determined.

Method. This category is concerned with the techniques or “tricks of thetrad e” used by the sou rce. These techn iques are d iscussed in Figure 12-1,pag es 12-3 and 12-4.

Conclusions to Content Analysis. The final step in content a nalysis is to come to aconclusion. The conclusion includ es such matters as compa rative attitud es orpredictions of future actions.

Audien ce Analysis. Aud ience analysis involves studying the total aud iencereached by the p ropagand a. It determines the reasons a p articular aud ience wasselected and the rationale for a particular line of persuasion.

Purpose of Audience Analysis. By hypothesizing the attitudes and conditions ofthe target audience as viewed by the propaganda source, the analyst determines thetarget of the message and examines its characteristics. The purpose of audienceanalysis is to determine—

Conditions and attitudes affecting the target audience.

The strategy used by the propaganda source.

Specific target au diences selected by th e sou rce.

Vulnerabilities that can be exploited.

Aud ience A naly si s Groups. An essential part of audience analysis is identifyingthe sou rce’s target. These targets range from b road categories, such as a nation ofpeople, to specific categories, such as a rifle platoon. Audiences can also beclassified ba sed on income, nationality, geograph y, ethnicity, politicalpreferences, religion, race, social class, caste, and other factors. Audience analysisidentifies four major classifications of audiences: apparent, ultimate,intermediate, and unintended. Refer to Chapter 6 for classification and descriptionof audiences.

Conclusions t o A udience Analy sis. The target aud ience is analyzed by

description, location, size, backgrou nd (political, religious, econom ic, ethn ic)and social class. The analyst should identify as many types of audiences aspossible. He should find out why and how each target audience is being used. Heshould also list the conditions and attitud es of each au dience involved in thecommu nication p rocess. Once the an alyst p ositively d etermines his ultimateaudience, he must justify his conclusions.

Media Analysis. Media analysis determines why a dissemination method waschosen, what media capabilities the opponent has, and how consistent the message

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content w as. Source, content, and a ud ience all affect the choice of med ia to sendpropaganda. Source analysis may show that the choice of media was based on theavailability of a particular medium. Content analysis may reveal that certaincharacteristics of the medium would further propaganda objectives; therefore, that

medium is selected. Audience analysis m ay show that a p articular m edium wasselected because of the estimate of conditions and attitudes of the ultimateaudience. PSYOP personnel may find the information needed to conduct mediaanalysis in the records of previous propaganda efforts directed at a specificaudience within the target area. This knowledge may enable the analyst toreinforce or reject his original conclusions on the target audience the opponent wastrying to influence.

Factors in Media Analy sis. Messages can be received through aud io, visual, andaud iovisual means. In ad dition, the following factors should be considered w henconducting media analysis:

Frequency refers to how often a m edium is disseminated. Newsp apers or

magaz ines may be d aily, weekly, or mon thly. Radio or television m ay bedaily, weekly, hourly, morning, or evening broadcasts.

Placement is the position of the prop agand a within a m edium . Someexamples are lead stories, feature articles, or placement in the economicor commun ity section of a new spaper.

Place of origin can be openly acknow ledged or inferred. The origin of electronic media may be pinpointed by direction finding. The origin of other media may be h arder to find.

Technical char acteristics can be classified a ccording to frequen cies orchannels, modulation, signal strength, or retransmission identification.Printed material is characterized by number of pages, quality of paper, andprint quality. Another classification of visual and audiovisual media is

color or black and white.Method of dissemination determines how media are classified.Loudspeakers can be stationary, vehicle-mounted, or backpacked.Leaflets may be delivered by ha nd , aircraft, balloons, artillery bom bs, orsea floats.

Types of Transmission Modes. PSYOP p ersonnel shou ld also considertransmission modes when conducting media analysis. Transmission modes maybe overt or covert. Overt transmissions include openly delivered posters, leaflets,or broad casts originating from op enly acknowledged transmission stations.Covert transmissions include broadcasts originating from clandestinetransmission stations and printed media surreptitiously delivered.

Conclusions to Media Analy sis. Disseminated propagand a can also show enemyweaknesses. Propaganda printed on inferior grades of paper may indicate supplyshortages. Weak broad casting signals, interrup ted p rograms, poor programproduction, or too few operating stations may suggest a lack of communicationsequipment, facilities, supplies, and trained personnel.

Effects Analysis. PSYOP p ersonn el cond uct effects analysis to deter mine th eoverall results of opponent prop agand a. For instance, results may include the

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specific effects of the propaganda on the target audience and the reasons it waseffective, p artia lly effective, or to tally ineffective. (See Figu re 12-1, pag es 12-3and 12-4). PSYOP p ersonnel mu st un derstan d th ese effects so they may d evelopPSYOP th emes to counter th em. In effects analysis, PSYOP p ersonnel d etermine

propaganda effectiveness by studying four general types of evidence responsiveactions, participant reports, observer commentaries, and indirect indicators.These types of evidence are discussed in Chapter 11.

Advising

PSYOP person nel advise the suppor ted comm and er and coordinating staff of thecurrent situation regarding the use or anticipated use of opponent propaganda inthe AO. This task also includ es advice on ava ilable options for u secounterpropaganda based on—

Propaganda analysis.

Current intelligence.Planning considerations listed in the section on counterpropaganda.

of

Counterpropaganda Measures

Part of the challenge of counterpropaganda is to decide when to conduct acounterpropaganda program, if at all. Specific measures used to prevent or counteropponent propaganda depend on a variety of conditions and indicators. Analystsget some indications through propaganda analysis. Based on the PSYOP unit’sadvice, the supported command er will decide when to use counterpropagandameasures. Counterpropaganda includes preventive action, counteraction, and

rumor control.

Preventive Action

Preventive action takes the form of propaganda awareness programs that informand expose military (U.S. and friendly troops) and friendly populations to thenature of opponent propaganda. Generally, analysts develop informationprograms for military and civilian populations. Exposure programs are developedfor military personn el. The program s help them und erstand th eir vulnerability toprop agand a. As part of these program s, military personnel see magazine articles,receive training at service schools, and hear briefings abou t the p ropagan dathem es most likely to be used ag ainst them . Friendly civilian pop ulations seePSYOP pr oducts designed to inform them of opponent propagand a themes thatmay be used against them.

Preventive Action Comp onents. Preventive action has several components. Thesecomponen ts includ e comm and information, information articles, institution,exposure, and civilian information.

Command Information Component. This com pon ent consists of a series of briefings covering m ajor p ropaga nd a them es. These briefings are self-containedpackages designed to be given as part of a unit’s regular training program.

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In format ion Art icles Com po nen t . This component consists of approved articleswritten for military magazines. The component provides information that willincrease the sold iers’ surv ivability on th e battlefield. These ar ticles genera teinterest in PSYOP and encourage input from the field.

In st it ut ion Com po nen t . This component contains exportable training materials,such as outlines and other training aids. The content of this component will expandthe material contained in the information articles component.

Exposure Component This comp onent includes scenarios to be used d uring fieldand command post exercises. The component introduces units to realistic PSYOP.Scenarios include leaflets, posters, and radio and loudspeaker broadcasts. Radioand loudspeaker broadcast material includes scripts of the messages to be useddu ring exercises. The scenarios use oppon ent’s probable prop agand a them es.They are designed to be used by personnel with little or no PSYOP training.

Civilian Information Component. This component consists of PSYOP products

developed by the sup porting PSYOP un it. It covers information on opp onentpropagand a themes pu t out to the civilian pop ulace.

Opp onent Propaganda Themes.Five specific themes are outlined in awarenessprograms. These themes are used to exploit the psychological soft spots created by anindividual’s needs, goals, fears, and worries. These themes include officer-enlistedrelationship, fear of nuclear, biological, and chemical (NBC) warfare, fear of deathand mutilation, racial differences, and noncombatant evacuation.

Officer-Enlisted Relationship. This them e attemp ts to cause an imosity ordissension among members of the armed forces based on inequality of pay andbenefits. It also focuses on maltreatment of lower-ranking service members by the

officer corps. This theme, when effective, greatly reduces unit effectiveness andreadiness by damaging morale, discipline, and esprit de corps.

Fear of NBC W arfare. This theme focuses on the h orrible aspects of NBC w arfareand attempts to promote a feeling of hopelessness and doom. Graphic photos,films, and written materials heighten this awareness and generate fear and panic.

Fear of Death and Mutilation. This theme continues to be used frequentlythroughout the world because it creates or promotes fear and panic in the targetaudience. It may lead civilians to believe they will be tortured or killed if they supportthe opposition.

Raci al Di fferences . This theme attempts to create mistrust and suspicion amongthe different races within the target audience. A major point addressed is the unfairtreatment of the target audience in the pastor present, such as slavery or genocide.It attemp ts to focus on ma jor d ifferences and p rejud ices (real or fabricated) toweaken cohesiveness and cause animosity and fear. For example, Vietnamesecaptors often used this theme against American black captives. They wanted thecaptives to feel that they wer e suffering for the w hite man just as their ancestorshad as slaves. This technique w as used in the attempt to w eaken or destroycohesion and solidarity with white captives.

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Noncom bat ant Evacuat ion. This theme is used to persuade audiences they shouldmove to a safe area where they can be protected by an armed force. A governmentoften uses this technique to separate an insurgent force from the civilian populaceand to deny the insurgents logistical and intelligence support.

Counteraction

Counteraction is any measure that PSYOP units use to reduce or neutralize theeffects of opp onent p ropa gand a. It mainta ins the psychological initiative andkeeps the opponent reacting. Often, especially in combat, the most effectivecounteraction is to ignore certain opponent propaganda activities and continuewith other active PSYOP camp aigns.

Counteraction Measures. PSYOP units may counter opponent propagand a in man yways. The most important way is for friendly forces to establish clear politicalgoals and to ensure they are understood by the public. The specific measures takenunder counteraction depend on the intensity and the effectiveness of opponentpropaganda in the AO.

An intense level of opp onent pr opagan da often characterizes operations in a militaryoperation short of war. The authority to access and employ mass communicationsmedia limits the ability to effectively counter opponent propaganda. PSYOPpersonnel must remember that besides mission limitations, the resources availablewill impact on the d ecision of how to emp loy counteraction.

During war, counteraction requirements may be initially high. These requirementsare based on anticipated opponent propaganda at the strategic, operational, andtactical levels targeting both U.S. soldiers and foreign p opu lation gr oup s. As theconflict lengthens, requirements for counteraction at the tactical level generallydecrease in relation to exploitation missions, while remaining constan t at the

military strategic level.Counteraction Planning Considerations. During counteraction planning, analystsmu st study the p lanning considerations before conducting the p rogram. Theprogram should be employed only after all the following considerations have beenthoroughly studied:

What type of useful intelligence was gathered during propagandaanalysis? Can this intelligence be used to d etermine the typ e of counteraction program?

What is the current and potential impact of the opponent p ropaganda?

What target vulnerabilities, susceptibilities, and counteraction objectiveswere identified by target audience analysis?

Are sufficient time, personnel, and r esources available to pu t together aneffective, timely counteraction program?

Will a specific counteraction pr ogram help or hind er ongoingPSYOP programs?

Will the counteraction program bring unwanted publicity to the opponentPSYOP campaign?

What is the m ost app ropriate coun teraction technique for theparticular situation?

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Is the counteraction program going to be carried out quickly to prevent thetarget audience from forming op inions based on the content of opp onentPSYOP materials?

What is the probability of counteraction program success?

Counteraction Techniqu es.PSYOP personnel should use counteraction techniquesonly after all factors have been th orou ghly stud ied. These techniques includ edirect refutation, indirect refutation, diversion, silence, restrictive measures,imitative deception, conditioning, forestalling, and minimization.

Direct Refu tat ion. This techn ique is a point-for-point rebu ttal of opp onentpropaganda charges. PSYOP personnel use it when they know the opponent’smessage can be proved completely wrong. The refutation should be credible to thetarget audience. It should be circulated as widely and quickly as possible whilegetting the true information to the target audience before the original message hasa chance to do an y lasting d amage. One dr awback PSYOP u nits encounter w henthey use this method is that it may give added publicity, strength, and possible

credibility to opponent messages by repeating them. This aggressive techniquealso attracts attention.

Indirect Refut at ion. This technique involves the introduction of a new set of relevant them es that refute op ponent p ropagand a by ind irect mean s. Theseindirect means include implication and insinuation. Indirect refutation challengesthe credibility of opp onent p ropa gand a. The adv antage of this technique is that itdoes not reinforce or spread oppon ent prop aganda as readily as d irect refutation.An example of this method wou ld be to d iscredit the integrity of the sponsor or aprom inent member of the opp osition by d amaging his credibility. This methodserves to weaken the sponsor’s message.

Div ersion. In this technique, PSYOP units try to overshadow the content of theopponent message by presenting a theme that draws more attention or createsgreater concern from the au dience. This diverts the au dience’s attention from theopponent message and focuses its attention on the friendly message.

Silence. This technique implies that no response is necessary to counter thepropaganda. It denies feedback since the opponent message is net futher publicized.This technique should be used wh en counteraction is d angerous or the effectuncertain. Before selecting this method, the effect of silence on the target audiencemust be analyzed. This technique is often used in counteraction because it avoidsgiving the opponent message publicity and supplying the opponent with feedback.

A statement made when using this technique is, “The charges are so absurd theydon’t warrant a response.” The effects of this technique are measured throughintelligence feedback.

Rest rict iv e Measures. This technique uses measures that deny the target audienceaccess to propaganda. These actions may call attention to the propaganda andencourage the target audience to obtain, read, or listen to the information covertly.Restrictive m easures are n ever comp letely effective because enforced isolation of the target audience is impossible. Restrictive measures are not normally

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recommend ed. This technique ha s been used extensively in repressivegovernments restricting the flow of news and information to the populace.

Im it at iv e Decep t ion. This technique involves changing propaganda to decrease itsedibility and effect. Imitative deception is closely associated with black

prop agand a and covert and deception operations. Because this technique cancause the user to lose credibility, it is exploited infrequently. The technique usuallyinvolves physically altering the propaganda product, such as physically altering aleaflet or radio broadcast.

Conditioning. This technique sets up education and information programs thatcondition the target audience and reduce its susceptibility to influence by opponentpropaganda. It prepares the audience for events that are occuring or will occur—forexamp le, the introdu ction of arm ed forces into an area to establish order.

Forestalling. This technique anticipates potential opponent propaganda. It keepsthe opponent from using situations by bringing them before the audience first. Touse this technique effectively, PSYOP personnel must know how the opponent willreact when he becomes aware of the situation. Using this technique alsocounteracts subjects potentially exploitable by opponent propaganda before theopponent seizes them for his own purposes. This technique allows PSYOPpersonnel to conduct preemptive measures to reduce the effects of the anticipatedopponent propaganda.

M inim iz at io n. This technique involves acknowledging propaganda butreemphasizing the content of the material. It is used whenever PSYOP personnelcannot refute, discredit, or remain silent on a matter or when they want to preservetheir credibility. When using minimization, PSYOP personnel must rememberthat acknowledging opponent propaganda without effective y reemphasizing thecontent can give the appearance the United States accepts the propaganda as true.

Minimization can be applied in three w ays:It can emp hasize aspects of the propaganda material that are favorable tothe target audience.

It can insinuate that the whole story cannot be told now, suggesting that thefull facts will prove the propaganda false or at least inaccurate.

It can give brief attention to the subject to maintain credibility in its mostvital aspects and then drop the subject.

Rumor Control

PSYOP personnel can counter damaging rumors by educating the populace toregard all rum ors as contemptible, untrustworthy, and inspired by the opp osition.Rumors may also be countered by furnishing the audience with factualinformation about all matters of public concern. This technique is related to thecivilian information component of preventive action. The difference is that thistechnique is used after opponent propaganda has been disseminated.

Summary

Propaganda analysis and counterpropaganda involve five major tasks: collection,processing, propaganda analysis, advising, and counterpropaganda. A continuous

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need exists for propaganda analysis in peacetime and in all regions where U.S.interests are challenged. Propaganda analysis is used to obtain intelligence fromopp onent prop agand a that can be used to p rodu ce U.S. PSYOP prod ucts or indeveloping counterpropagand a p rograms. Once propaganda analysis is completed

and counterpropagand a has been considered, the PSYOP u nit can advise thesupp orted comman der of the op tions available to pr event success or to counteropponent propaganda.

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CHAPTER 13

En em y Prisoner of War/

Civilian In ternee PSYOP

This chapter covers PSYOP techniq ues, procedu res, and considerations in supp ort of EPW/CI PSYOP. EPW/CI PSYOP can p rovid e sup po rt to SO and joint-level m ilitaryoperations. This chapter also in cludes recent examples of how EPW/CI PSYOP su pported

operation Desert Storm. Civilian In ternees in EPW/CI camps are subject to laws, rules, andregulations that must be closely coordinated between the MP camp commander and legaladvisors. PSYOP sup port techniq ues to civilian internees vary little from EPW sup port andwill receive guidance from th e EPW/CI camp commander.

Mission

The mission of EPW/ CI PSYOP team s is to help th e Military Police Prisoner of War Comm and (MPPWCOM) in the adm inistration and processing of EPWs/ CIs.

To work effectively in this context, EPW/ CI PSYOP p ersonnel shou ld be includ edin the initial operational planning process and deployed to the combat area as soonas possible.

Mission-Essential Tasks

During EPW/ CI operations, the ability of PSYOP teams to provid e supp ort is directlyprop ortional to the scope of the EPW/ CI problem. To ensure sufficient force structu re,the POTF and/ or POTG command er should receive daily briefings on the number of EPW/ CI personnel and any OPLANs that could significantly increase that num ber of personnel. Other mission-essential tasks include the following:

Condu ct pretesting and posttesting of PSYOP prod ucts using EPW/ CIvolunteers as directed by the POTF or the POTG. No physical or mentaltorture or any other form of coercion m ay be inflicted on EPWs/ CIs tosecure information of any kind.

Collect from EPW/ CI pop ulations PSYOP-relevant information thatsupp orts the POTF or POTG.

Provide d irect PSYOP sup port to theater-level EPW/ CI camp s andcorps/ joint task force (JTF)-level EPW/ CI collection facilities d ur ingregional and military operations short of war.

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Coordinate for and provide PSYOP pr odu cts in su pp ort of POTF orPOTG operations.

Provide and verify demographic information about target audiences. Assist indetermining g the effectiveness of opponent’s internal propaganda campaigns.

Op erational Concepts and Procedu res

Upon dep loyment, the EPW/ CI PSYOP sup port battalion (RC) of the PSYOPtactical support group (RC) is operational control (OPCON) to the POTF or POTGand provides elements in direct support of the MPPWCOM. Figure 13-1, containsa wiring diagram showing OPCON and DS relationships. Figure 13-2, page 13-3,shows a wiring diagram of an EPW/ CI PSYOP support company that containsassets for supporting both theater-level EPW/ CI camps (four camp teams) andcorps/ JTF-level EPW/ CI collection facilities (four collection facility team s).Figure 13-3, page 13-3, and Figure 13-4, page 13-4, show wiring diagrams of an

EPW/ CI PSYOP theater-level camp supp ort team and an EPW/ CI PSYOPcorps/ JTF-level collection facility supp ort team. These teams have been taskorganized from elements organic to the EPW/ CI PSYOP supp ort company.

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The EPW/ CI PSYOP sup port battalion comm and section (Figure 13-5), with itsEPW/ CI headqu arters and sup port comp any (Figure 13-6, page 13-5), locates withthe MPPWCOM headquarters.

The EPW/ CI PSYOP supp ort teams live at the MP personn el sup port site and wor kin the processing area. The MP un it provides life supp ort such as m ess, medical,ma il, security, and fuel. The EPW/ CI PSYOP sup por t team interroga tion cellinterviews new ly arriving EPWs/ CIs for PSYOP-relevant information andcond ucts pretests/ posttests. Figure 13-7, page 13-6, is an examp le of a typ icaltheater EPW/ CI camp layout. The EPW/ CI PSYOP sup port team segregatesEPWs and civilian internees into separate enclosures.

The EPW/ CI PSYOP supp ort team leader ad vises the EPW/ CI camp MPcommand ers of the p sychological imp acts of their actions. This supp ort is criticalin preventing misunderstanding and subsequent d isturbances by the EPWs/ CIs.

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The differences in culture, custom, language, religious practices, and dietaryhabits can be of such m agnitude that m isunderstandings are not always completelyavoidable. However, these misunderstandings can be minimized by investigation,information briefings, and proper handling.

Upon attachment to the EPW/ CI camp, the EPW/ CI PSYOP supp ort team leaderpresents a complete briefing to the MP camp commander and subordinateenclosure commanders. He explains in detail the team’s mission and how it willhelp them as a force multiplier. He (or his designated representative) attends allEPW/ CI camp command and staff meetings. He u ses these meetings as the mosteffective means to communicate on a daily basis with the various MPcommanders, their staffs, and attached support units.

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Prior to the arrival of EPWs/ CIs at the camp , the PSYOP sup port team leader briefsthe MP guard s who will be working directly with EPWs/ CIs. He instructs them to—

Look for leaders. (Leaders ar e those w ho are tr eated as leaders.) Look forrespect being paid to a private.

Watch for the person who is the center of attention in a group.

Watch for loners. This person could be m entally ill or is hiding h istrue identity.

Observe unusual groups. Is someone organizing?

Note th e passing of one item to an other (EPW to EPW or civilian interneeto civilian internee).

Watch for new soil in the compound. Is someone tunneling?

Notice lookouts. Does this person w arn oth ers so there is a scattering of agroup at the approach of a guard or other authoritative person?

Watch for codes. Are EPWs/ CIs tapp ing out messages, waving rags, usinghand signals? The use of codes is comm on in EPW/ CI camp s and usu allyindicates that something that requires secrecy is going on.

Watch for individuals wh o move from group to group and w hose presenceforces the topic of conversation to change. This person could be a politicalor intelligence officer.

Look for key leaders who speak for a group but always m aintain eyecontact with an individual in that group. This person will probably be afront man for the real leader.

Look for individuals who immediately make friends with the MP guardsand are autom atically accepted back into the EPW/ CI population. This isprobably an EPW/ CI key commun icator.

Be aware of EPWs/ CIs who talk about camp construction or materials andequipm ent used in camp construction. These EPWs/ CIs could be planningan escape or w eapons manufacture.

Discovering false iden tity of EPWs/ CIs is an impor tant security measur e that canreduce the potential problems and smooth EPW/ CI operations. The MPs andPSYOP sup port team mem bers can discover false iden tities du ring the initialprocessing an d interview. They look for—

Documents that do not match or agree. The responses at one interview donot match responses given at another.

Identification (ID) that does not agree with an initial document. Or,information may come from the Red Cross, for instance, that indicates adifferent ID.

Verbal response that is slow on simple interview items such as d ate of birth.Is the EPW/ CI making up responses or covering up?

EPWs/ CIs without any docum entation. This situation requires carefulinvestigation. Did EPW/ CI throw aw ay ID?

Interviewee who fails to cooperate at any point during processing.

EPW/ CI names that ap pear in the “black book.” This book is a list of sought-after persons. (Immigration and customs officers use a similar book.)

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Information is critical to the effective manag emen t of an EPW/ CI PSYOPprogram . MPs must be alert to notice EPWs/ CIs who a re trying discreetly tocontact them and must pass such information to intelligence personnel. PSYOPpersonnel must be able to identify EPWs/ CIs who can be useful in operating the

camp or w ho are w illing to inform on other EPWs/ CIs or camp happ enings. Suchwillingness is manifested in the following manner:

EPW/ CI hails the guard asking for asylum or befriends the guard as anintroduction to volunteering information.

EPW/ CI feigns illness to make contact with intelligence personnel toprovide information.

EPW/ CI indicates in an interview that he is willing to help intelligencepersonnel gather information and to spy inside the EPW/ CI camp.

MPs mu st watch for missing items. EPWs/ CIs can u se dining facility items such asspoons, forks, knives, and other common kitchen items as weapons and diggingtools. Most EPW/ CI camps have construction of one kind or another going on.

Construction materials and tools must be accounted for daily. All other items thatEPWs/ CIs can use in escape, such as ropes, ladder s, un iform items, and camer as,must also be accounted for.

All EPW/ CI PSYOP personn el must be thorough ly familiar with the general rulesfor the treatmen t of EPWs/ CIs. Observing these ru les validates th eir credibility toboth EPWs/ CIs and MPs. In ad dition, it preven ts PSYOP personn el from causinginternationally embarrassing incidents that the International Committee of theRed Cross (ICRC) could label as misconduct. Although a state of war may notexist between the contending powers, the rules still apply. Rules governingcivilians differ in many areas. Procedures for handling civilian internees should beclosely coordinated with the MP camp commander and the Judge Advocate

General or legal advisor.

The United States may take prisoners and turn them over to another power.Examples of this would be ou r transfer of EPWs/ CIs to South Korea during theKorean conflict and to Saudi Arabia during Operation Desert Storm.

The Geneva Conven tions call for the app ointment, by each of the pa rties to a conflict,of a “protecting power.” The protecting power is a neutral country chosen to look afterthe interest of the prisoners. The Conventions provide that representatives of theprotecting pow er are to make periodic inspections to the EPW/ CI camp s. Prisonershave the right to appeal to these officials for help in correcting violations to theConventions. The ICRC may serve as the protecting pow er.

An EPW/ CI may not be requested, induced, or forced to give up any of his rights.EPW/ CI treatment will be accorded all prisoners, irrespective of their suspectedstatus, until such time as their actual status is determined by a competent tribunal(an example would be a suspected spy).

EPWs/ CIs must be disarmed, thoroughly searched, and carefully guarded in ahumane manner r egardless of race, color, sex, or religious belief. EPWs/ CIs maynot be mu rdered, mu tilated, tortured, humiliated, or degraded in any w ay. They are

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to be p rotected against a ll acts of violence, insults, public curiosity, and reprisals oany kind. Women must be protected from rape or other sexual assault.

The Geneva Conventions require an EPW to give his full name, rank, date obirth, and service number. That is all. He is obligated to give that information

failure to do so may render h im liable to a loss of privileges du e him by reason ohis rank and status.

All EPWs/ CIs must be questioned in a language they und erstand. No mental orphysical torture, or any other form of coercion, maybe inflicted on EPWs/ CIs toforce them to answer questions, and no unpleasant or disadvantageous treatmentmay be m eted out for a refusal to answer.

An EPW/ CI should h ave an identity card issued by his state. He mu st show thiscard on demand , but it must not be taken away from him.

All effects and articles of personal use, except arms, horses, military equipment

and m ilitary documents, shall remain in the possession of the EPW/ CI. He mayalso keep articles issued for his personal p rotection, such as gas masks, metalhelmets, and like articles.

EPW’s/ CI’s clothing and mess gear, his insignia of rank and nationality, and h isdecorations, as well as any other article of sentimental value may not be takenfrom him. Only officers may ord er the rem oval of money or valuables fromEPWs/ CIs, and r eceipts mu st be given for the removed items.

EPWs/ CIs mu st be evacuated from the battle area as swiftly, safely, and hu man elyas possible. While they await movem ent out of the fighting zone, EPWs/ CIs mustnot be unnecessarily exposed to danger. They must be supplied with necessarywater, food, clothing, and medical attention during the movement. All transit or

screening camps of a permanent kind must meet the same general requirements asthose for a permanent EPW/ CI camp.

No EPW/ CI may be kept in areas where he may be exposed to the fire of thecombat zone, nor may his presence be used to rend er certain points or areasimmune from military operations. The detaining power must let the other sideknow th e location of EPW/ CI camp s. They are to be mar ked, when militaryconsiderations permit, with letters large enough to be seen clearly from the air.

EPWs/ CIs are to be assembled in EPW/ CI camps and compoun ds according tolanguage, nationality, and customs. EPWs are not to be separ ated from otherEPWs from th e armed forces with w hich they are serving at th e time of their

capture, except by their consent.In no case may EPW/ CI camp cond itions be dangerous to EPWs’/ CIs’ health.EPWs/ CIs shall be quartered u nder cond itions as favorable as those for the forcesof the detaining power who are billeted in the same area.

Food mu st be sufficient in quan tity, quality, and variety to keep the EPWs/ CIs ingood health w ithout loss of weight. The detaining p ower mu st consider thehabitual d iet of the EPWs/ CIs. Adequate dining facilities and kitchens mu st be

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provided w here EPWs/ CIs can help p repare the food. Restrictions on food mustnot be used as a form of mass punishment. Sufficient and safe drinking water mustbe provided. EPWs/ CIs may use tobacco.

Every EPW/ CI camp mu st setup a “canteen” for EPWs/ CIs. In them, EPWs/ CIs

may buy food items, soap, tobacco, and ordinary articles in daily use at the pricesno higher than those charged civilians in the area. Any profits are to be used for thebenefit of the EPWs/ CIs.

EPW/ CI camp s must pr ovide adequa te latrines, showers, and laun dry facilities.The captors are charged with providing all sanitary measures to prevent epidemicsand to ensure the cleanliness and healthfulness of the camp. The captors mustconduct periodic inspections for detection of contagious disease.

Every EPW/ CI camp mu st have an adequate infirmary where ailing EPWs/ CIsmay be treated, preferably by captured medical personnel of their own forces. Theinfirmar y means regu lar “sick call” so the EPWs/ CIs can get treatment wh eneverthey need it.

EPWs/ CIs are to enjoy the right to practice their own religion includ ing attenda nceat services of their own faith. Provisions must be made for taking physicalexercise, including outdoor sports and games. The Geneva Conventions alsorequire the encouragement of intellectual and educational activities. Classroomattendance may not be required (forced).

Captured medics and chaplains, who are referred to in the Geneva Conventions as"retained p ersonnel,” are not considered EPWs/ CIs, and are to be allowed to carryon their norm al work for the benefit of the EPWs/ CIs. They are supp osed to be freeto visit EPWs/ CIs inside and o utsid e enclosures and ar e to receive the samebenefits as corresponding personnel in the captor’s army. Medics and chaplains

cannot be required to do work outside their professions.As soon as possible after his capture, an EPW/ CI must be allowed to send at least astand ard “cap ture card” inform ing his family of his whereabou ts and his state of health. In no case should this be later than a week after he reaches the EPW/ CIcamp. A copy of this card is also sent to the Central Prisoner of War Inform ationAgency in Geneva that the Red Cross operates.

EPWs/ CIs are entitled to th e free exchange of mail. They are to be p ermitted towr ite letters as often as th eir captor’s censorship and postal facilities w ill allowand to receive letters and relief packages as often as they are forwarded throughneutral agencies.

Every EPW, except officers, mu st salute and show every officer of the d etainingpower the same external marks of respect provided by the regulations of their ownforces. Officers w ho are EPWs m ust salute a ll officers of the d etaining pow er of higher rank and the camp commander, regardless of his rank. EPWs are allowed towear their military insignia and decorations.

Every EPW/ CI camp is required to have a copy of the Geneva Conventions posted inthe EPW’s/ CI’s own langu ages in places where the EPWs/ CIs may read it. All campnotices and ru les and regulations must be posted in the EPW's/ CI's language(s).

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EPWs/ CIs are subject to the laws, regulations, and orders of the d etaining powerand may be pu nished for violations thereof. If an offense calls for a tr ial, it mu st beheld in the same court an d IAW the same p rocedures as are requ ired for trial of amember of the armed forces of the detaining pow er. EPWs/ CIs have the right to

counsel and of a competent interpreter.

The Geneva Conventions specify that an EPW who escapes and rejoins his forces,or at least succeeds in getting out of the territory held by h is enemy, must not bepu nished for having don e so if he is later recaptur ed. If an EPW/ CI comm its someact during his escape attempt in which he endangers anyone’s life or limb, he maybe subject to punishment.

Under the Geneva Conventions, no one except the EPW/ CI camp commander or adesignated officer can sentence an EPW/ CI to disciplinary pun ishment. Medicalattention may not be withheld from an EPW/ CI who is being punished. EPWs/ CIswho are being punished must be allowed 2 hours of open-air exercise each day and

time to read and write, if they wish.

Officers and “persons of equ ivalent status” are not required to work. All enlistedpersonnel are required to work except the NCOs who will be used to supervise.Officers and NCOs may work if they wish. Work must be paid. Work cannot haveany m ilitary character or p urp ose, be injurious to EPW health, be hum iliating, orinvolve the removal of mines or booby traps. EPWs do not have to work if ill, andwork is limited to 6 days a week with a 1-hour break at noon.

An EPW’s pay continues while he is an EPW, although he may see little of it untilhe is released. The detaining power is required to grant him, as a “military monthlyadvance of pay,” a stated sum that varies IAW his rank.

EPWs have the right to elect a “rep resentative.” He is elected by secret ballot every 6months. If the case arises where officers and enlisted ar e mixed, though this is ram, thehighest ran king officer mu st be recognized as the r epresentative. The senior officer inan officers EPW camp is likewise the representative. The representative has animpor tant function, which is spelled out in the Geneva Conv entions.

As EPWs/ CIs begin to arrive at the camp s, the PSYOP sup port interrogation cellsconduct interviews to identify malcontents, rabble rousers, trained agitators, andpolitical officers who may attempt to organize resistance or create disturbanceswithin the EPW/ CI camp . Normally, MPs confine these EPWs/ CIs in isolatedspecial compou nds to deny them access to the general EPW/ CI population.

The interrogation cell also interviews EPWs/ CIs to determine if they willcooperate in setting up informant networks for assisting in pacification andcondu cting pretest (Figure 13-8, pag e 13-12) and posttest (Figure 13-9, pages13-14 and 13-15, and Figure 13-10, page 13-16) surveys of PSYOP productsprod uced by other PSYOP u nits. PSYOP-relevant information is collected fromthe EPWs/ CIs at this time as well. After the EPW/ CI sup port compan y researchand analysis team and the battalion S3 section evaluate the information, theyprovid e feedback on the effectiveness of these pr odu cts to the POTF or POTG.

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Continuous liaison, coupled w ith reliable, secure comm unications and the timelytransp ort of classified d ocum ents (PSYOP p rodu ct prototyp es) is essentialbetween the EPW/ CI PSYOP supp ort unit and the POTP and/ or POTG. Afterdevelopment in the theater-level PDC, copies of PSYOP product prototypesshould be pretested using survey methods with cooperative EPWs/ CIs prior tomass reprod uction an d dissemination.

Limitations on resources available to the MPs for camp construction, combinedwith initial large surges of EPWs/ CIs being received at the camp s, can resu lt intemporary overcrowded conditions. The potential for disturbances increasesdram atically w hen EPW/ CI camp s experience overcrowd ed cond itions. The

PSYOP support team leader should ensure the MP enclosure commanders includePSYOP loudsp eaker sup port in actions concerning mass EPW/ CI transfersbetween compou nds (searches of compou nd s). EPW/ CI pacification, condu ctedby the PSYOP su pp ort team, acts as an MP force multiplier in this situation.

An EPW/ CI PSYOP pa cification program is executed using a variety of media.Music and news from app roved radio stations, EPW/ CI camp rules, andin-processing station instructions are broadcast using loudspeaker systems.Without exception, all of the information p resented to the EPWs/ CIs must be in

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their language. Light print sections produce signs, posters, information sheets, andcamp n ewspa pers in th is program . The MSQ-85B (mobile audiovisual shelter) isused for behavior modification by projecting big-screen videos and gainingleverage on the EPWs/ CIs by providing them w ith entertainment they do not w ant

to lose through misconduct.Translators and interp reters mu st be totally integrated into the EPW/ CI PSYOPsup port team . The effectiveness of the EPW/ CI PSYOP sup port team can bedirectly attributed to how well this integration takes place. These personnelprovide the team with the capability to add ress the EPWs/ CIs in their nativelangua ge and are able to screen all inform ational and PSYOP p rodu cts forlanguage accuracy and content.

As successfully demonstrated du ring Opera tion Desert Storm, the EPW/ CI PSYOPsup port team s performed a vital role in joint operations to confine EPWs/ CIs at theMarine Corp s collection facility. A stand ard EPW/ CI PSYOP sup port team isdeployed in support of confinement operations conducted by the USMC in which the

team mem bers and th eir mission are incorporated directly into the overall operation.Du e to the U.S. Arm y’s responsibility for overall semiperm anent EPW/ CIconfinement operations and the USMC MP training emphasis on supporting groundcombat operations (not EPW/ CI confinement), the sup port prov ided by ArmyEPW/ CI PSYOP takes on a n even greater significance.

EPW/ CI PSYOP sup port to a counterinsu rgency operation is to define the targetaudience for PSYOP campaigns and provide PSYOP information. Duringoperations in military operations short of war, EPW/ CI PSYOP sup port teamsaccomp lish the tasks described below to supp ort the overall PSYOP m ission.

During Phase I of an insurgency, EPW/ CI PSYOP sup port teams p retest andposttest PSYOP products (generated by U.S. and HN sources) on captured

insurgents and civilian internees to determine probable success rates in pacifyingthe target audience. Observation, interviews, and interrogations providedem ographic profiles of the insurgents. As a minimu m, the EPW/ CI PSYOPsupport teams address—

Race.

Sex.

Political affiliation.

Religious affiliation.

Geographic origin.

Education levels.Length, depth, and type of involvement.

Previous or current occupation.

Standard of living and personal finances.

Previous military training.

Insurgent political and military indoctrination and PSYOP vulnerabilitiesand susceptibilities.

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During Pha se II of an insurgency, the EPW/ CI PSYOP supp ort teams will provideinformation on active insurgents within the HN population and field locations. Inadd ition, these teams w ill—

Continue pretest and posttest of PSYOP products as previously stated.

Continue defining and analyzing demographic profiles as previously stated.

Cooperate with counterintelligence personnel to identify potential internedinsurgents to be used as informants. Informants provide information aboutinsurgent activities within the EPW/ CI camp for control pu rposes.

During Ph ase III of an insurgen cy, the EPW/ CI PSYOP supp ort teams continue toprovide support as outlined above in Phases I and II. During Phase III, the type andamount of support provided will increase to levels normally found in support of conventional or regional contingency operations.

The EPW/ CI PSYOP supp ort teams assist the camp command er in preparingEPWs/ CIs for transfer to an HN , back to the enemy pow er in a prisoner exchange, orin repatriation at the cessation of hostilities. When requested and authorized, they alsoprovide training to HN personnel regarding EPW/ CI PSYOP supp ort tasks.

The EPW/ CI PSYOP sup port teams can provid e assistance during peacetime CDprogram s for pretesting and p osttesting pr odu cts to determ ine their effectivenesswithin the HN. In addition, the teams can provide demographic profileinformation to app ropriate U.S. agencies and other PSYOP u nits or personn el.

Summary

EPW/ CI PSYOP not only provid e a force mu ltiplier to the MPPWCOM but arecritical in developing PSYOP-related intelligence and in pretesting an d/ or posttestingprodu cts. In add ition, the attitud es and behavior of former EPWs/ CIs toward s theUnited States can have along-range impact on relations with that nation in the future.A positive or at least neutral attitude may preclude future armed conflict. Carefuladh erence to all provisions of the Geneva Conventions in regard to EPW/ CIoperations must be kept in mind. Legal consultation may preclude incidents that couldbe used against the United States in opponent propaganda.

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APPENDIX A

Deception Operations

This ap pend ix covers deception concepts, operations, and measures, as well asPSYOP considerations in sup port of d eception activities. Deception can sup portmilitary operations across the op erational continu um . Historical examples illustratehow deception has in fluenced various participants d uring p eace, conflict, and war.

Deception Concepts

Deception is the deliberate misrepresentation of reality to gain a competitiveadvantage. Political deception is achieved through diplomatic or internationalrelations; military d eception, throu gh the acts of military forces.

The offensive is the better position from which to succeed at deception. Theinitiators of action define the nature of the encounter and thereby have the greaterdegree of control over it. A major advantage the initiative confers for successfuldeception is time. Although the target au dience may u ltimately choose not to actup on the d eceptive theme, the additional time it spend s evaluating deceptivescenarios or searching for further information benefits the initiator.

Deception (military or political) includes manipulating, distorting, withholding,or falsifying evidence available to an opponent. History has shown that it is fareasier to deceive by reinforcing an opponent’s existing preconceptions than it is topersuade him to change his mind. PSYOP personnel should encourage theopp onent tha t the most likely way of achieving the objective w ill in fact be ad opted(thereby diverting his attention from an alternative plan). Given two options, oneof which reinforces our existing point of view, people are more likely to believewhat they already suspect. Psychologically, they are gratified by evidence thatconfirms their p reconceptions. People generally attach u ndu e importance toevidence supporting their point of view and reject that which does not. PSYOPpersonnel should avoid deception that requires persuading a target audience ofsomething it is not already predisposed to believe. In World War II, the Alliesexploited Hitler’s (the target audience with the power) conviction that because of

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the problems of air cover and the need for a major port, any Allied invasion of Europe would occur at Calais.

Deception Types

Deception may be strategic, operational, or tactical. Deception, regardless of type,may be active (designed for the target audience to discover) or passive (designed towithhold selected items from the target audience for operations security[OPSEC]).

Strategic deception refers to instances during war or peace when countries attemptto mask th eir diplomatic and military strategy either by confusing or m isleadingtheir opponents. This level of deception involves a nation’s highest decisionmakers using diplomacy, economics, intelligence, and virtually every conceivabledimension of modem conflict to mislead or confuse opponents.

Strategic deception may extend political deception by using military activities. Itmay also be large-scale, long-term projections of false intelligence to aid theaterobjectives. Although the objectives may be military, strategic deception supportsnational policies and plans and may be supported by nonmilitary agencies. Thevarious participants from across the operational continuum can be illustrated inthe following example.

As part of Operation Barbarossa, Hitler told the Soviets that a large-scale Germanbuildup along the Soviet border w as an exercise linked to the invasion of Britain.Op eration Sea Lion (a seaborne invasion of Britain) was a d eliberate Germ anexploitation of the war with Britain as a deception for the beginning of Barbarossa.Also, the German operations in the Balkans, although involving the occupation of Yugoslavia and Greece, were directed against the British while supporting the

military buildup for the u pcoming invasion of Soviet Union. This deception alsobuilt upon Stalin’s expectation that Germany, based on precedent, would neverattack without an ultimatum. The Soviet Union was still hoping to stay out of thewar while Britain and France fought. Thus, Germany deceived its wartimeoppon ent (Britain) while, at the same time, deceiving its futur e opp onent (SovietUnion), who was trying hard to avoid the conflict.

Operational deception is within the purview of theater Army component, Armygroup, field Army, and in some cases, corps commanders. The objective of deception operations at the operational level of war is to influence the decisions of opponent commanders before battle occurs. This type of deception is done so thatthe tactical outcome of battles and engagements is favorable and , subsequently,

operationally exploitable. The goal is to maintain operational fluidity. For thisreason, operational deception has a much larger potential payoff than deception atthe tactical level.

During p eacetime, a u nit’s tru e and deceptive efforts concerning h ow th e force isorganized, equipped, trained, and maintained directly contribute to the—

Strategic aim of deterring war.

Operational requirement to win campaigns and major operations if deterrence fails.

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During peacetime and wartime transition periods, the unit’s true and deceptive effortconcerning how the force is allocated an d su stained d irectly contribute to—

Delaying final op ponen t w ar-waging d ecisions so th at p oliticaintervention or war-avoidance processes can be engaged.

The operational requirement to ind uce the oppon ent to reexamine ialready-made force allocation and sustainment decisions if politicaintervention fails.

The core of opera tional decep tion is the iden tification of the opp onent’s center ogravity and th e design of campaigns that expose the opponent to attack andestruction. Opponent operational centers of gravity-political, economicmilitary, sociological, ideological, or psychological (or combination s thereofhave been characterized as—

The mass of the opponent force.

The boundaries between tw o major opponent combat formations.

Vital command and control centers.Vital logistic bases.

Cohesion am ong op ponent alliances.

Mental or psychological balance of a key commander.

A center of gravity is a fundam ental source of oppon ent pow er and strength. Imost cases, it will have to be attacked in phases over time.

A campaign plan’s ultimate objective should be the d estruction of thopponent’s center of gravity. Deceptions supp orting the camp aign plan shoulbe consciously designed to expose the opponent’s center of gravity tincreasingly higher levels of risk.

Deceptions that are developed around branches and sequels to campaigns anmajor operations plans weaken the strength with which the opponent can preservits center of gravity.

Lines of operation define the direction of a force in relation to the opponentMultiple lines of operation in a campaign are not uncommon, although often theris usually only one per campaign or major operation. This line, or lines, connecthe friend ly operational base or bases geograp hically with the op erationaobjective. By manipu lating these lines, it is possible to mislead the opp onent intadopting inappropriate COAs.

All offensive operations reach a point —the culminating point-when the strengt

of the attacker no longer decisively exceeds that of the defender. Continuing toperate beyond that point risks overextension, counterattack, and defeat. The aimof attack is to achieve decisive objectives before reaching the culminating poinWhile on the attack, deception operations make it easier to move supplies forwardand to p reserve—

Available stocks.

Numerical advantage of the attacking force.

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Reserve forces.

Local air superiority.

Offensive deception op erations can take the form of d isplays, feints, ordemonstrations (which reduce opponent maneuver or fire-induced force attrition),or a combination of displays, feints, and dem onstrations. All forms contribu te todelaying premature achievement of friendly culminating points.

Operational commanders who are attacking can manipulate the indicators theopp onent comm ander uses to p erceive friend ly culminating points. Thismanipulation can induce the opponent to—

Miscalculate which major operation is the main effort (where the d ecisivebattle is sought).

Miscalculate which branch of the major operation is then assuming maineffort emphasis.

Miscalculate postbattle disposition, objectives, and missions.

Shift to the offensive prematurely.

Commit reserves prematurely.

Hold forces in reserve too long.

Adopt hasty defensive p ostures.

Be logistically underprepared for the impending battle.

Inappropriately over-weight a sector logistically, or with fire support,where a decision is not sought.

Inapp ropr iately exhaust or w ithhold close air supp ort or battlefieldinterdiction sorties.

Defense hastens culmination of the op ponent attack and then exploits itoffensively. While on the d efensive, deception operations are em ployed to—

Indu ce the a llocation of nu merically inferior forces to the offensive (feignor demonstrate weakness).

Dilute th e opp onent’s ability to concentrate its main effort with fries andmaneuver (notionally threaten its flanks and rear areas).

Canalize opponent movement into special or conventional (air andground) weapon kill zones through notional means.

Tactical deception is deliberate action to achieve surprise on the battlefield.Tactical deception actions may support a strategic or operational effort. Althoughthe line between tactical, operational, and strategic deception is n ot always clear,tactical deception here refers to the short term actions of corp s or lower u nitswithin the battle area. Militarily, preconceived ideas seem to flourish at theoperational level. Perhaps the reason is because planners and decision makers atthis level do not have access to the same amount of information as planners anddecision makers at the strategic level.

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Common Elements in Successful Deception

Experienced deceivers on either side of the conflict during World War II arrived

similar conclusions on how to succeed at deception. The comm oelements were—

Secrecy, organization, and coordination.

Plausibility and confirmation.

Adaptability.

Predispositions of the target.

Factors in the strategic situation.

Deception is controlled by th e highest-level headqu arters condu cting th e tacticoperation. Each subord inate comman d, however, may play apart or be responsibfor its own d eception within the overall projection of the deception story. When

commander elects to use deception, he directs subordinate units to carry out one omore deception tasks. A deception staff should have access to, and direction fromthe supreme commander of the operation it supports. Only by avoiding beinabsorbed within large operational staffs can deception planners incorporate thcurrent information and intentions they need to keep their deception real. Thcommander should be as closely and as constantly informed about his deceptiooperations as he is about his real ones.

A deception operation requires the most careful centralized control ancoordination. The timing of a deception plan is crucial. All deception hasrelatively short life span before it is exposed. The target must be given enough timto react to the false inform ation but not enou gh time to an alyze it so that the tru

purpose of the deception operation becomes apparent.

The comm ander mu st know the target aud ience and the intelligence syste(provided by friendly intelligence agencies). He must also know the status anefficiency (technological state) of the nation’s military machine. For example, iAugust 1990, after international uproar over the Iraqi invasion of Kuwait, SaddaHussein assured the world that Iraqi forces were withdrawing from Kuwait. Iraprodu ced a videotape showing convoys of troops supposedly moving out of thcountry. However, the sophisticated U.S. and allied electronic surveillanccorrectly indicated that no such troop movements had taken place. Thtechnological capabilities of the opponent and opponent alliance exceeded thattempt of the deceiver.

The commander must determine the deception objective. For example, he mudetermine what he, the deceiver, wants the target to do or not do.

The deception operation must have a believable deception story. The targeaudience is provided evidence of false intentions or capabilities, therebconcealing the TRUE tactical intent. (Deception measures are recommended bbriefing intelligence agencies, approved by comman d au thority, and achieved ball concerned.) The deception must be reasonable. False indicators must b

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presented to the target audience through as many intelligence and surveillancesources as possible. However, confirmation from multiple sources must notproduce too complete a picture as to arouse suspicion. Deception must never seemincompatible or illogical with events that opponents have reason to expect.

The true dispositions and intentions m ust be denied to the target aud ience(s).Everyone participating in deception must be proficient in information denial tomaintain OPSEC. There mu st be no simp le way of checking w hat the facts in thecase really are. Even though deception involves the release of information to thetarget audience, it must be released in such a way that a supposed lapse of securityprecautions does not arouse suspicion.

The use of deception should not discredit a source who may have valuable futurepotential. In World War II, the "black" Allied station, Operation Annie, was onceused to direct a Nazi column into Allied hands. The deception was excellent, but itcompletely destroyed the future of the station. It is usually unwise to use anewspaper, radio, or television with a large established audience as media for

deception operations.

Deception Target Audien ce

The target audience of the deception effort is the opponent or participant with theauthority to make the decision that will achieve the deception objective. To besuccessful, deception mu st achieve a desired imp act on the thinking of—

The deception target aud ience.

Either a national or m ilitary d ecision maker.

The intelligence analyst working for the decision maker.

Deception Tasks

Four types of deception tasks may be used in deception feints, demonstrations,ruses, and d isplays. A combination of some or all of these tasks maybe used .

Feints are limited objective offensive actions that require contact with opposingmilitary forces to give the realistic appearance of a main attack. To be term ed a"supporting" attack, feints should have some valid offensive objective.

Demonstrations are "shows of force" on the battlefield where a decision is not sought.It is similar to a feint w ith one exception no contact with the opp onent is intended .

Ruses are tricks of war. They are generally single actions-planned orimp rom ptu -that may be part of a tactical deception supp orting political orstrategic efforts. The ruse is characterized by the deliberate placing of falseinformation into the hands of the target audience.

Ruses range from simple tactical tricks employed by soldiers to strategic actionsemp loyed by nations. Tactical tricks by soldiers are ap plicable und er anycondition of warfare w here combat forces are in contact.

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A ruse may lull an opponent into a false sense of security. The mind has a tendencto be lulled by regularity and routine. It tends to pay less attention to events thaoccur again and again and is not good at spotting marginal or gradual changesHistorical examples include Joshua at Jericho and the successful crossing of th

Suez Can al by the Egyptians in the Yom Kippu r wa r of 1973. Dur ing the yeapreceding the attack, the Egyptians conducted 40 major water-crossing exerciseto set the stage for the actual offensive. During W orld War II, Japan ese in thPacific Islands used propped up dead or wounded British and American soldiers tlure comrades into rescue attempts, thus inflicting greater casualties on the Allie

Displays may be condu cted to pr oject the deception story. Displays may includone or m ore of the following:

Simulations are projections of objects or systems that do not actually exis

Disguises are altered objects made to look like something else.

Portrayals are p resentations of u nits or a ctivities to rep resent nonexisten

un its or activities. Althou gh considered acts in them selves, portra yalusually include disguises and simulations.

Deception Measures in Sup port of Deception Tasks

Deception m easures may be used to p rovide false "indicators" to an opp onent isupp ort of deception tasks. Information passes back and forth between op posinforces on a battlefield by what is seen, heard, smelled, and picked up bycommunications-electronics (CE). Types of deception measures are, thereforeclassed as visu al, sonic, olfactory, and electron ic.

Visual D eception

Much of an opponent’s intelligence is based on what is observed. Hence, effectivvisual deception is critical to the projection of the deception story.

Two items commonly used in visual deception are dummies and decoys. A dummis an imitation of something on the battlefield. A decoy is used to draw thattention of hostile military forces away from a more important area.

Camouflage is an importan t element in deception actions. If visual evidence of deception story is going to be projected, the opp onent m ust not observe evidencof the true operation. Visual deception must present realism and completeness. Irequires realistic progression to give the opponent what he expects to see—foexample, vehicle "tracks" where vehicles supposedly have traveled.

Sonic Deception

Sonic deception is the projection of sound to produce battlefield noise. It idirected against the target’s sound ranging sets and the human ear. Sonic measureconvey to th e target au dience the id entifiable soun ds of a sp ecific activity iaccordance with the deception story.

Because the target aud ience will seek to confirm w hat ha s been seen by othemeans, sonic measures mu st often accomp any visual d eception. For example, a

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photographs maybe confirmed by reconnaissance patrol and vice versa. If a unit isbeing displayed to opponent surveillance, vehicle sounds and equipment noisesshould match those the opponent knows are used by the unit being projected. Inadd ition, the soun ds shou ld originate from logical places the target aud ience can

accept as occupied by the unit.

Whether the source of noise is real or simulated, the purpose is the same-topro ject the son ic characteristics of sp ecific activity or m aterial to th e target.Several pr inciples are alw ays ap plicable to the use of sonic deception:

Confuse and mislead.

Blend the real with the false.

Use logic.

Reduce opponent observation.

Consider the environment.

Maintain OPSEC.Although an individual w ith normal hearing can recognize several separate sounds(vehicle engines, weapon s firing, voices) that ar rive simultaneou sly, his estimateof the distance from the source is unreliable. He deduces that a sound rising infrequency is coming toward him, one lowering is receding. Specially preparedrecordings can mislead or confuse him, although the sound is emanating from afixed location.

A false sound by itself will seldom be successful on the battlefield. It is necessaryto blend true sounds with those reproduced artificially. For example, the sound of firing projected electronically should be accompanied by some real fires;otherwise, the lack of trajectory overhead may reveal the deception.

Sounds must be compatible with their purported origins. For example, theopponent w ill doubt the sound of tanks in a d ense swamp. Sounds should alsocoincide with visual measures being presented. In projecting the sounds of indirectfire support, for example, the sound must seem to come from a defilade position.

Obviously, the less effective the target’s visual observation, the more effective theprojection of sonic deception measures. Therefore, sonic effectiveness isincreased at night or when the point of origin is obscured by artificial means suchas smoke.

The range of sound signals depends on such factors as climatic conditions,vegetation, topography, temperate, and humidity. Although distances cannot be

predicted, a cool, humid, still atmosphere and water surfaces carry sound best.Since each area must be evaluated when devices are employed, sonic measuresshould be tested in surrou ndings similar to the d eception area.

Deception must also provide for the prevention of sounds that will give away thetrue operation. At n ight, strict enforcement of basic light and noise discipline isnecessary. "Padding" can also be used w hen the p rimary interest is concealment.The operations area can be saturated w ith indicators to obscure soun ds of preparation or movement associated with the true tactical intent.

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Olfactory Deception

Simulated battlefield odors maybe used to deceive. Pending the development andstandardization of olfactory agents, munitions, and devices, commanders in th

field must apply ingenuity and resourcefulness to improvise means for simulatinbattlefield odors.

Factors that must be considered w hen p lanning the use of olfactorydeceptions include—

Consistency.

Distance.

Environment.

OPSEC.

Olfactory measures must be consistent with other deception measures or activitie

portrayed. Olfactory measures depend on the proximity of the target. Olfactoryeffectiveness depends on climatic conditions (wind, humidity, light, dark). Theactivity odors should be masked or eliminated.

Electronic D eception

Electronic deception is the deliberate rad iation, reradiation, alterationabsorption, or reflection of electromagnetic rad iations. The intent is to m islead anopponent in interpreting d ata received by his electronic equipment and to presenfalse indications to electronic systems.

Careful integration of electronic deception with visual, sonic, and olfactoryactions is critical to the successful projection of a deception story. What th

opp onent intercepts and locates electronically mu st agree with w hat he ha s seenwhat he has heard, and what he has smelled.

Electronic deception falls into tw o broad categories: man ipu lative electronideception and initiative electronic deception.

Manipu lative electronic deception occurs w hen a friendly force passes false databetween its own stations or emits it from non comm un ications devices to takadv antage of th e target SIGINT capability. It can be d escribed as the u se of friend lelectromagnetic radiations to falsify information the target audience can obtainfrom electromagnetic radiation analysis.

Imitative electronic deception occurs w hen a friendly force enters the opp onent’

system posing as one of his stations or devices. It can be described as intrusion intthe opp onent’s channels and introd uction of m atter in imitation of his ownelectromagnetic radiation to deceive or confuse him.

Du ring electronic deception, all PSYOP p ersonnel m ust r eview electroniactivities (those in su pp ort of ongoing activities as well as those th at w ill sup porthe deception operation). All activities must be integrated and mutuallynoninterfering. CE officers exercise principal responsibility for integration andcoordination of electronic deception.

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Notional Activities in Deception

The adjective "notional" is combined with other military terms-for example,

notional plans, notional weapons, and notional order of battle (OB)—to indicatefalse objects or p lans the friend ly force wishes the opp onent to accept as r eal.

Notional describes a false activity conducted to project the deception story to theopponent analyst. Thus, tasking a company to perform as a “notional battalion” directsit to organize, or geographically deploy, and using deception measures, display thecharacteristic signature of a battalion to opponent surveillance. The purpose is to placea friendly battalion in th e opp onent’s estimate of the friendly forces’ OB at the tim eand place called for in the deception story. The notional unit or activity is an economyof force measure to sup port th e deception, causing the op ponent to obtain a falseappreciation of friendly strength, composition, and intentions.

To avoid confusion, a notional OB is constructed when a deception is planned. It

explains how the opponent should conceive the friendly forces’ task organizationif he is to accept th e deception story an d r eact IAW the deception ob jective. Anotional OB provides guidance on which units, according to the story, arc attachedfor the main effort. Some units must project attachments to the opponent, whileothers must conceal attachments of units. To be credible, notional units must—

Occupy the right amount of terrain.

Conduct the appropriate activities.

Have the right indicators: visual, sonic, olfactory, and electronic.

Follow accepted operational patterns.

PSYOP Considerations in Support of Deception Activities

PSYOP are effective only as long as they are credible. They may actively orpassively sup port deception stories by—

Providing information (actively) for opponent analysis.

Withholding information (passively) from opponent analysis.

PSYOP sup port of deception stories mu st be limited to p roviding credibleinformation in support of the deception story-via audio, visual, or audiovisualmeans-to selected target audiences.

PSYOP personnel must not be the principal planners of deception operations. The

planning an d condu cting deception operations are the responsibility of the J3/ G3/ S3.U.S. Army PSYOP personnel will be concerned primarily with tacticaldeception stories, although they m ay be used to extend the pr ojection of astrategic deception story.

PSYOP can support all tactical deception stories by developing and disseminatingcredible information in support of deception tasks or by identifying andwithholding actual information inconsistent with deception tasks. Figure A-1,page A-11, gives examp les of PSYOP d eception tasks.

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PSYOP u nits can supp ort tactical deception measur es through use of their videau dio, and aud iovisual assets. See Figure A-2, page A-12, for examp les of PSYOdeception measures.

Countering Deception

According to a stud y of surp rise military attacks, the incidence of surp rise mighbe reduced if estimates of impending attack accorded greater weight to tacticaindicators as opposed to strategic assumptions. The following five cases representhe failure of ap prop riate personnel to foresee a surpr ise attack: Pearl Harbor, thGerman attack on the Soviet Union in 1941, the Chinese intervention in thKorean conflict, the Chinese attack on India in 1962, and the Arab attack on Israin 1973. In each case, tactical indicators of impend ing attack w ere pr esent but werdiscounted because they conflicted with analyst’s and decision makerpreconceptions. Strategic assump tions were not revised in the p resence of thincreasing flow of contrary tactical information. Whenever strategic assum ption

of intent to attack and tactical ind icators of imp ending attack converge, aimmediate threat is perceived, and appropriate measrues are taken. When there isdivergence between strategic assumptions and tactical indicators, the strategiassumptions prevail. Such assumptions reinforce the fact that people err brejecting informa tion that d oes not conform to their p reconceptions.

A stu d y of 93 cases of Wester n stra tegic military ba ttles from 1914 to 197indicates that there was a high probability that the deception target audiencreceived one or mor e war nings of impend ing attack (78 percent), yet the surpr isachieved rem ained h igh (93 percent). Because deception w as present in m ocases cited, the study suggests that warnings do little to help expose deceptiooperations. To counter deception, analysts must constantly qu estion th eir side

expectations, for these are their greatest vulnerabilities.

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Countering deception is difficult, and certain factors must be considered. Somecultures, through rhetoric and actions, are more predisposed to deception thanothers-for example, Arabic and Chinese. Experience with successful deceptiongenerally prom otes the use of deception am ong competitors. The type of politicalsystem in which competitors operate is important. The availability of doctrine andapparatu s for performing deception is important.

PSYOP Equipment Support in Deception Operations

For loudspeaker operations, experience shows that projection of sound fromfixed-wing or helicopter aircraft is feasible up to 3,200 meters slant range withconditions of good au dibility. A successful method is to circle the target with th eloudspeakers pointing a beam 20 degrees below horizontal. Also, warm groundgenerally bends sound up away from the surface, causing it to miss the target area.See Figure A-3, page A-13, for equipm ent PSYOP u nits can pr ovide in su pp ort of tactical deception operations.

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APPENDIX B

Format for PSYOP Estimate

The p urpose of a PSYOP estimate is to p rovide information on the PSYOP aspects of military operations to aid the command er in accomplishin g his m ission. The estimate isusually prep ared by th e PSYOP staff in th e G3 section in close coordination with thesupp orting PSYOP comman der an d other coordinating staff sections. In any case, thesupp orted G3 is responsible for its preparation. Once completed, the PSYOP estimate

becomes an an nex to the operations officer’s estimate of the situ ation.

The estimate shou ld be as thorough and detailed as time will perm it. When timeallows, a detailed written estimate maybe made. When time is pressing, the formatalone serves as a mental checklist to ensure all elements of the PSYOP situationare considered. The detail varies with the level and type of command. The formatwith explanations, for a PSYOP estimate is shown in Figure B-1, pages B-1through B-6.

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APPENDIX C

Format for PSYOP Annex

A PSYOP an nex expresses th e comman der’s decision an d concept of the op eration as itpertains to PSYOP. The su pp orted J3/G3/S3 is respon sible for the prep aration of thePSYOP an nex to the OPLAN or OPORD . It is usually p repared b y the PSYOP staff element in the G 3 section in close coordination w ith the su pp orting PSYOP u nitcomman der and other coordin ating staff sections.

Annexes provide information and direction to subordinate and supporting u nits ofthe command. An ann ex to an OPORD should not be an ord er from supporting unitcommanders to their troops, unless it is an annex to their own orders. Annexesshould not include matters covered in standing operating procedures (SOPS), butwh ere app ropr iate, reference would be m ade to an SOP. Some of the informationand direction given in the body of the OPORD may be repeated in the annex. Theformat for a joint operations PSYOP ap pend ix is outlined in the Joint Op erationPlanning System, Volume 1.

The format for a PSYOP annex most frequently used at corps and division levels isshow n in Figure C-1, pages C-1 through C-4. At EAC, the PSYOP p ortion of anOPLAN or OPORD will be written as the PSYOP appendix to the operations annexof the OPLAN or OPORD. Any enclosures to the PSYOP appendix will be listed astabs (for example, Tab 1: JPOTG Organization).

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APPENDIX D

Format for PSYOP Studies

PSYOP stud ies provide the an alyst and th e PSYOP p lann er a starting poin t to begintheir camp aign plan nin g process. These studies are produ ced either to add resslong-term general background information or to address imm ediate short-term needs.PSYOP stu dies are curren tly categorized as th e BPS, the SPS, and the SPA.

Basic PSYOP Study

A BPS is a document that succinctly describes the most PSYOP-pertinentcharacteristics of a count ry, geograp hical area, or region. (See Figure D-1,pages D-2 through D-11, for the format of a BPS and an explanation of itscontents.) The BPS serves as an immediate reference for the planning andconduct of PSYOP p rograms.

Special PSYOP Study

An SPS is a similar document, but it focuses either on a single topic (perhaps theDutch peop le throughout the world) or a specific aspect of a BPS (a township orprecinct, for example). The SPS format is the same as the BPS format.

Special PSYOP Assessment

An SPA is a PSYOP evaluation of the operational area conducted by PSYOP unitswith supporting intelligence-gathering activities. It is required when conditions orsituations significant to PSYOP contingency planning or operations of a

politico-military nature reach the crisis or near-crisis stage. The SPA must becompleted as soon as such conditions are recognized. Since the SPA may influencedecisions pertaining to the situation or operation, it should concentrate on thoseareas directly affecting the situation.

The SPA updates existing portions of a BPS or SPS and should be used inconjunction with these documents for military contingency planning. The SPA hasno set format. It can follow the format of the BPS or, if it is to be electronicallytransmitted, a format prescribed by the unified or joint command.

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APPENDIX E

Priority Intelligence Requirements

The followin g is a list of priority intelligence requ iremen ts (PIR) that m ay be usefulwh en plann ing in telligence requ irements or tasking for PSYOP-relevantinform ation. See Figure E-1. The list is n ot inten ded to be an outlin e, as some top icsmay or m ay not be issues in a p articular country and other topics maybe pertinentyet not appear on the list.

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APPENDIX F

Field-Expedient PrintingTechniques

PSYOP un its and the foreign Ind igenous groups w ith wh ich they w ork often requireprinted material to supp ort training, information d issemination, and psychologicalwarfare requirements within the AO . In certain situations, the production of printedmaterial is of prim ary imp ortance to the success of the mission. Because the occupyingpow er usually imposes strict controls on p rinting material and equ ipm ent theproduction of printed m aterial often requires that field-expedient p rinting techniques beused . The field-exped ient prin ting techn iqu es described in th is chap ter can be used to

meet operational requirements.

Making and Using a Silk Screen

A field pr inter must either carry or make the tools needed for printing m atteranytime, anywhere. Luckily, even in the m ost und erdeveloped part of the w orld,materials are readily available.

Tools for the Job

A silk screen, a stencil, ink, a stylus, p aper, an d a squeegee are n ecessary forprinting in the field. The printer can carry them along whenever he expects to doprinting in th e field; but he can find a good workable substitute for ail of these toolsin any forest, swamp, or desert.

Silk Screen. A silk screen (see Figure F-1, page F-2) consists of a frame over whicha piece of fabric is stretched. This fram e is attached t o a base to p rovide a flatworking space. The cover is not necessary for printing but simply makes the silkscreen easy to carry from one place to another.

Stencil. A stencil is a device that allows the ink to pass through the screen and ontothe paper where it is needed and blocks out the ink where it is not needed.

Ink. The ink used in silk screen printing should be thick and have an oil base. Manykinds of ink can be used for printing in the field.

Stylus. A stylus is a device used to etch the stencil. A pointed piece of wood ormetal can be used for this purpose.

Paper. Paper or a good substitute is an essential item for p rinting in the field. Manygood substitutes for paper have been found, but it is best to have a good supply of

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paper whenever possible. Often, paper that has been used can be reused by theprinter for anew m ission.

Squeegee, or Ink Roller. A squeegee, or ink roller, is stool used to sp read ink evenly

and to force the ink through the stencil and onto the paper.

Silk Screen Printing Base and Cover Construction

The printer constructs a silk screen printing base by following th e instructions inFigures F-2 through F-5, pages F-3 through F-5. The silk screen and all of the otheritems m entioned can be mad e by using m aterials found in the field. A goodserviceable silk screen can be made by using wooden pegs instead of nails, a rockinstead of a hammer, a knife instead of a saw, and bamboo instead of pieces of wood for the frame. Nails must be very th in so they will not split the wood. It is bestto use soft wood for the frame.

Many kinds of fabric can be used to make the screen. However, silk fabric gives thebest results. It is strong and can be cleaned and used many times. Parachute nylonor a cotton handkerchief can serve in an emergency. Even an undershirt can beused; however, only finely woven fabrics will allow fine lines to be printed.

The Ink To Be Used

Many different kinds of ink can be used for printing with the silk screen. Ink withan oil base, such as mim eograp h ink, is best. Paint w ith an oil base is the bestsubstitute, or printer’s ink can also be used. Ink that is used for silk screen printingshould be thick; oil base p aints are almost the right thickness. By experimentingwith m any kinds of ink, the printer will learn what to look for in a good p rinting

ink. In an emergency, he can crush berries or any stain-producing material andmake an ink substitute.

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How to Use the Stencil and Silk Screen

The printer places the words, picture, or symbols on the stencil. If using thestandard printing stencil, he scratches the words onto the stencil with the pointed

stylus. If using the cutou t stencil, he removes th e par ts with a knife or sharp objectHe lifts the silk screen frame up from the base (as in Figure F-1, page F-2) andplaces the stencil on the bottom of the screen. Tacks, tape, or glue can be u sed tohold the stencil in place.

He places a piece of paper on the base under the stencil. This piece of paper serveto protect the base from ink while preparing to print.

The printer lowers the silk screen onto the base an d p laces enough ink on the silk tocover the screen. He uses the squeegee to spread the ink evenly and to force the inkthrough the openings in the stencil. The squeegee must have a straight edge. Anothetool that will do the same job is a roller. A roller made of hard rubber is best fospread ing the ink on the silk screen. A stiff brush is another tool that can be used .

To print, the first step is to ensure that all tools are clean and in good w orking ord eand that there is enough paper to finish the job. The printer places the piece opaper to be p rinted on the base and lowers the silk screen on top of the paper. Heslides the squeegee firmly over th e silk, forcing th e ink thr ough the stencil. He liftthe screen, removes the paper, and allows the p aper to d ry. If the printing is not darkenough, he ad ds m ore ink to the screen. When the printing job is finished, heremoves the stencil and cleans the screen and all other tools.

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Makin g and Using a Rocker-type Mim eograph Machin e

The printer covers any smooth, curved surface with a heavy (thick), porous fabric.He saturates the fabric with mimeograph ink. He covers the ink pad with thedesired stencil and applies it to appropriate paper with a rocker-type movement of the apparatus.

By u sing many ordinary items, an inking base for rocker-type m imeographmachine can be made with crude tools or, in some cases, the item may be used as itis. Any smooth surface, such as a tin can or glass bottle can used as a base. A largerframe can be hollowed out to carry ink, styli, and an extra supply of stencil paper.Size can be increased by fastening a piece of sheet metal to th e block.

An inking pad can be made by using thick, porous materials, such as a coat, ablanket, felt, or burlap . A pad can also be made of many layers of thin fabric. Theprinter wraps the pad around the smooth, curved surface of the base and holds it in

position with tape, string, thumb tacks, or glue. He then saturates the pad withmimeograph ink.

This ink can be a composite of almost any grease and carbon scraped from afireplace or grating. Color can be achieved by mixing pigm ents of color to thegrease instead of carbon. Commercial grade mimeograph ink is a universal itemand is available in many countries. Shoe polish, thinned with kerosene or othersolvent, is generally available and usable.

Stencils can be made from thin, tough tissue or thin airmail paper by applying acoat of wax (paraffin) to one side. This wax can be rubbed on, then gently warmedto ensure u niformity of thickness and penetration of the pap er. Only partial

penetration is desirable, not saturation.

For a stylus, the printer can use a ballpoint pen, a slender stick of hardwood, oreven a heavy piece of wire with the ends rounded and smoothed enough to etch thewax withou t tearing the pap er. He uses the stylus to inscribe the d esired message orto sketch on th e wax coating of the stencil. Then h e app lies the stencil to the ink p adwith the wax next to the ink. Some of the ink will penetrate through the lines madeby the stylus, thus inking the stencil. The undisturbed wax prevents the ink frompenetrating the paper in unwanted places. The printer lays the stencil on the sheetof paper with the inked surface next to the paper. He rubs the back of the stencil totransfer the ink to the blank paper.

If no mimeograph paper is available, substitute paper should be of quality equal tonewsprint, but almost any paper will suffice.

Making and Using a Gelatin Printing Device

The reproduction method is more commonly known as the hectograph technique,a comm ercial technique used worldw ide. All necessary materials arecommercially know n by the nam e hectograph and are available in several

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variations from gelatin plates to prepared plates which are fiberbacked,wraparound models for machine use (ditto). The ditto machines are similar inapp earance to mimeograp h m achines. Emergency or field conditions willprobably dictate the use of a simple gelatin plate.

Gelatin, which is the base for this technique, can be purchased as a hectographproduct, made from gelatin powder produced by food concerns (Knox gelatin), ormade by boiling the bones and skins of animals. (Pulverizing the bones will speed theboiling down process.) The printer can ad d enou gh gelatin powd er to make asemisolid plate by pouring the warm liquid gelatin into a shallow, wide container or ona tabletop and allowing it to cool and set. When properly prepared, it becomes aglass-smooth p late that feels like sponge ru bber to the touch. This plate will be softenough to absorb the ink but firm enough not to bleed the ink on the master copy.Add ing a little animal glue w ill toughen the plate, and add ing a little glycerine willkeep it from drying out too quickly. The effects of these additions are in direct

prop ortion to the quan tity used; both are desirable but not absolutely necessary. The

printer should add them and mix well during the liquid stage of the gelatin.

The printer makes the master copy using a good grade of smooth, tough,hard-finish paper. Using hectograph or ditto carbon paper, ribbon, ink, or pencil(all are commercially available), he types or writes the material to be reproduced.Trial and error testing will unveil numerous ink pencils (indelible), writing inks,and stamp pad inks that will reproduce. He does not blot after applying the ink tothe master copy. If using a pencil, he ensures that the copy is strong and uniform.

When the gelatin plate is set and ready for work, the printer sponges the platethoroughly with cold water an d allows it to set for an ad ditional minute or two.Using a sponge, he removes all excess moisture and applies the master copy, face

down, on the gelatin plate. He carefully smooths the copy to ensure complete anduniform contact with the prep ared p late. He d oes not remove it for at least 2minutes. He lifts one comer of the master for a gr ipping point and smoothly andcarefully lifts the m aster copy from the gelatin plate. The gelatin p late now bears anegative copy of the desired material and is ready to reproduce the copy.

The printer begins reprodu ction immed iately after the master copy h as beenremoved from the gelatin plate. He places a blank sheet of smooth surface paper onthe gelatin plate. Using one hand (or a ru bber roller, if available), he smooths it intototal contact. Then he lifts the sheet from the gelatin surface. This process is donerapidly to obtain a s man y copies as possible from one inking of the plate. One goodinking of the plate may produce from 100 to 200 copies using this method, while a

commercial ditto machine may produce as many as 700 copies. To speed thisprocess, the printer leaves one small comer of the sheet of reproduction paper freefor gripping by sticking a small piece of paper to the place on the gelatin platewhere a comer of the reprodu ction pap er would fall. This piece of paper acts as aguide and a buffer to keep that one comer of the reproduction paper from sticking.When removing the reproduction paper, the printer lifts the sheet by the loosecorner; he does not attempt to roll it away. The rolling action will cause thereproduction paper to curl as it dries.

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After comp leting th e reprod uction job, the printer sp onges the gelatin platethorou ghly with cold water an d allows it to set for 48 hour s or until the ink has beenassimilated by the gelatin. The plate is now ready to be used on a new and different

job. The only way th e p rinter can sh orten th e w aitin g tim e between jobs is to

dissolve the gelatin plate in hot water, boil off the excess water u ntil the liquid isthickened to the desired consistency, and pour a new gelatin plate. Of course, twoor more gelatin plates may be prepared to increase production capabilities.

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APPENDIX G

Leaflet Produ ction and

Dissemination

The ability to influence a target audience with appropriate themes an d m essages will bedetermined , at times, by the capacity of the PSYOP u nit to prod uce and disseminateleaflets. This appendix includes production and dissemination considerations forleaflet operations.

Production

As soon as p ossible in the PSYOP plan ning p rocess, PSYOP per sonnel sh oulddecide on the best means of dissemination. When deciding on leaflets as theprimary means of PSYOP dissemination, the PSYOP planner must ensure enoughquantities can be p rodu ced to accomplish the m ission. Inherent in th is planningprocess is an examination of available HN printing support. Should the need ariseto produce leaflets at CONUS locations and forward them to the mission area,planning time must include production and shipment time delays. Figure G-1,pages G-2 and G-3, illustra tes leaflet mission p lanning factors.

Leaflet Printing Capabilities

Presses used in the medium and modular printing system (print company) can onlyprint a p rinted image m aximum size of 13 3/ 8 by 19 3/ 4 inches. The pa per size is 14by 20 inches. Table G- 1, page G-3, list leaflet sizes and the number of leaflets thatmay be obtained based on paper sizes.

NOTE: All estimates are based on present support provided by the

print company. T imes can be shortened with additional personnelassisting with packing. In this case, all estimates use 6- by 3-inch,20-pound paper.

Production Time Requiremen ts

Table G-2, page G-4, depicts the amount of time required for production ofcamera-ready art work. Add itional time is required for illustrators to prepar ecamera-ready copy and color separations.

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These estimates are based on the assum ption that the printing p ress is set and read ya camera-ready copy is available, and 100 copies of a single page are beingprod uced. To obtain a rough estimate of time required to prod uce a printedproduct, you must also determine the following:

Number of colors in the product.

Number of sides.

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Quantity requested.

Size and weight of paper.

Type of bindery work needed, if any.

Type of package needed for dissemination.

The time listed in Table G-2, page G-4, is for the first 100 copies. The press canproduce 5,000 two-color copies per hour after the initial run is completed. Binderyoperations and d rying time dep end on p roduct requested.

Product Production Cost An alysis

Cost estimates for production are based on man-hours, print supplies, and equipmenttime. Table G-3, page G-5, illustrates the estimates of cost of leaflet p rodu ction.

Dissemination

Effective dissemination of leaflets is critical to the success of the PSYOP mission.The following par agrap hs d escribe points to consider w hen p lanning for PSYOPleaflet dissemination operations.

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Leaflet Dispersal

If a leaflet or piece of pap er is drop ped from a ba lloon or aircraft, the leaflet will bblown or moved along at about the same speed and in the same direction of thwind. The leaflet offers little or no wind resistance. If there are updrafts odow ndr afts, the leaflet still follows th e general d irection of the w ind. The pu ll ogravity acting upon the leaflet causes it to fall at a fairly stable, constant rate aillustrated in Table G-4, page G-7.

Wind Effects

If the falling rate of the leaflet is known and the wind’s speed and direction arknown, then the distance the leaflet travels before coming to the ground can bcomputed with reasonable accuracy. For example, if a leaflet is dropped from10,000 feet and falls at a rate that takes it 1 hour to strike the ground in a 10-kno

wind , the leaflet w ill travel in the d irection of the wind for 10 nautical miles. If thwind is blowing twice as fast, or 20-knots, the leaftet will travel twice as far or 2nautical miles. Figure G-2, page G-8, illustrates an example of how prevailingwinds affect flight paths for leaflet dissemination.

Dimensions

The rule of thumb for leaflet dispersal is that actual impact may vary from thpred icted im pact by as m uch as 10 percent of the d istance the leaflets travel. Fo

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examp le, for specific target s 100 miles away, the center of imp act could be asmuch as 10 miles away from the predicted center of impact. However, this attemptis not necessarily a failure because the d imensions of the leaflet pattern itself willbe large enough to assure substan tial coverage of the chosen target, provided

proper leaflet selection has been made. Figure G-3, page G-9, illustrates typicalleaflet dispersal patterns. Doubling the number of leaflets released at one timedoes not increase the area covered by these leaflets. It doubles only the density of the leaflets on the ground. To increase the area covered on the ground, increase thesize of the ma jor an d minor axis as in squar e D of Figure G-3. Table G-5, page G-9,is a guid e for leaflet dr ops th at cover certain d imensions. Figure G-4, page G- 10, isa leaflet work sheet that allows PSYOP personnel to compute leaflet mission datain the field.

Other Variables

Dispersal area can be changed by variations in leaflet size and paper weight used.Table G-6, page G-11, illustrates how these variables affect dispersal.

Leaflet Artillery Roun ds

PSYOP units may use either of two types of leaflet artillery rounds (LARs)—the155-mm LAR (XM951) or the 105-mm LAR (M84). The 155-mm LAR ispreferred for use in PSYOP because it was specifically designed to deliver leaflets.Figure G-5, page G-12, provides a detailed view of the 155-mm LAR (XM951).The 105-mm LAR, actually a mod ified M84 smoke rou nd , is not pr eferred for

PSYOP use because it must be modified and is not as safe as the 155-mm LAR.However, it may be used if the 155-mm LAR is unavailable. The 105-mm LAR is 6to 8 pounds lighter than a standard smoke shell. Maximum range is 11,500 meters,and the d esired bur st height is 27 to 46 meters. Its Departm ent of DefenseAmmunition Code is C450. LARs may have extremely limited availability. Theiruse is further restricted by their long lead time to fill and deliver to the firing unitversus timeliness of the message. The LARs may pr odu ce casualties and arelimited to war scenarios.

Capacity

The number of leaflets inserted in either round depends on the weight of the paperand the size of the leaflet. The following d imension s are based o n leaflet rollsprepared with a leaflet rolling machine.

Stand ard dimensions for the 155-mm LAR leaflet roll are 4 to 5 inches in height,with a 1-inch inner and a 4-inch outer diameter.

Standard dimensions for the 105-mm LAR leaflet roll are 10 1/ 2 inches in height,with an outer diameter of 3 inches.

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When a leaflet rolling machine is not available leaflets may need to be rolled byhand for use in 155-mm rounds. Table G-7, page G-11, provides formulas for handrolling leaflets for these rounds.

Restrictions

The use of LARs is restricted to hostile audiences. This use is limited because of the risk of casualties associated with downrange debris.

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Coordination

Coordination w ith a field artillery unit for su pp ort is the r esponsibility of thePSYOP officer in charge of th e plan s of execution .

Logistics

PSYOP units using LARs must address the following logistic concerns:

Requirement for pre-positioning.Need for trained personnel to load leaflets by hand.

Specific requ irements for storage of LARs.

Preparation Procedures

Both types of artillery rounds used for leaflet dissemination require specializedpreparation. PSYOP planners must ensure sufficient time during the planningcycle to prepare these rounds for use.

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155-mm LAR. Once the target audience has been selected and the leaflets designedand printed to standards, the leaflets are machine-rolled to the standarddimensions for the 155-mm LAR by trained PSYOP personnel. All leaflet rollmust be of uniform w eight and d iameter to ensure against adverse effects on

ballistics. Figure G-6, page G-14, illustrates a leaflet roll properly encased in theleaflet sleeve assembly. Pallets of LARs are then requisitioned from the storagesite for the loading of the leaflets. Figure G-7, page G-14, illustrates the rearviewof a pallet loaded with LARs. The same trained personnel load the leaflet rolls inthe rounds to preclude such dangers as early base separation or a “short round.”Each leaflet loading team should follow the cur rent accepted p rocedures focomputing ranges, proper propulsion charge for the LAR, and fuze timing forproper area coverage of the target audience.

105-mm LAR. The preparation procedures for the 105-mm LAR are very similar tothe ones for 155-mm LAR, with one important difference. The 105-mm LAR is asmoke round that must be modified for PSYOP use. To avoid confusion with

normal smoke shells, PSYOP personnel remove all old markings from the shelcases and projectiles. A large “P” for PSYOP is stenciled on the shell. If a numberof different leaflets are used or if the loaded shells are stored for futu re u se, PSYOPpersonnel stencil the serial number of the leaflet on the shell and attach one copy ofthe leaflet and its English translation to the LAR.

Leaflet Artillery Round Plannin g

Table G-8, page G-15, is designed to aid planners in planning LAR disseminationmissions. The chart provides information on dispersion patterns of LARs. Thechart is based on three altitudes, five wind speeds, and an average of 2,200 leafletsper roun d. To determine the dispersion p atterns of other altitudes and wind speedsthe user will have to extrapolate from the chart.

To use the chart, PSYOP personnel select a release or detonation altitude for theround. Based on current wind data for the targeted area, they read across the chartto the approp riate wind speed. They then read d own for the resulting d ata on leafledispersion. Wind speed, length, and release data are expressed in nautical miles.

The release figure ind icates how far from the target ar ea the roun d shou ld bedetonated in relation to wind speed and altitude. The LARs should always bedelivered to d etonate upwind of the target area.

Density indicates leaflets per 100 square meters. The length and width are the areaon the ground of the leaflet dispersion pattern.

Leaflet Bomb (M129E1/M129E2)

The Ml29E1/ M129E2 leaflet bomb is the app roved method of disseminatingleaflets from high-speed aircraft. To ensure correct, on-target dissemination ofproducts, special planning factors must be taken into effect. Figure G-8, pageG-15, and the following paragraphs provide the characteristics and considerationsfor the use of this bomb.

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Loading Meth od

To load 13.3- by 20.3-centimeter (5 1/ 4- by 8-inch) leaflets, use si36.1-centimeter (14 l/ 2-inch) diam eter rolls and one 31.7-centimeter (1l/ 2-inch) diameter roll. Formu las for rolling leaflets by hand are found in TabG-9, page G-16. Place the detonating cord in the seam between the two halves othe bomb before placing the leaflets inside. (See Figure G-9, page G-16.)

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Dissemination

The M129E1/ M129E2 can be u sed on ly on aircraft not r equiring forced ejection forrelease from a bom b sha ckle. Figure G-10, page G-17, illustrates leaflet disseminationaircraft and the n um ber of Ml29E1s/ M29E2s bombs they can carry.

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Static-Line Box

At high altitud es, the use of leaflet bun dles or boxes opened by a static line haproved effective. Through use of rollers on the deck of the aircraft, boxes weighinup to 49.90 kilograms can be ejected with minimum exertion. The box is rolled ouof the aircraft, and as the container comes to th e end of the static line, the sides othe box split (Figure G-11, page G-18). In effect, the box is turned inside out, andthe leaflets fall away from the emp ty box.

The steps required to prepare boxes for high-altitude, static-line dissemination areshown in Figure G-12, page G-19.

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Balloon Delivery Systems

Balloons can be used for communication, intelligence collection, and equipmentdrops for support missions. However, their primary purposes in PSYOP are todeliver leaflets or novelties and gifts and to support deception operations.

PSYOP Prod uct Delivery

In add ition to leaflets, balloons can drop food, toys, household goods, and dailycommodities to the selected target audience. Drops for harassment can includenational flags and passp ort-like safe cond uct passes that perm it wou ld-be

defectors to cross over to opp osing forces. This type of pass w as sent by balloonfrom the Republic of China to the People’s Republic of China and aided in thedefection of former Communist airmen, journalists, and Red Guards.

Deception Support

PSYOP units supporting deception operations can use balloons to drop equipmentsuch as p arachutes or other evidence, such as food or am mu nition, behindopp onent lines to indicate the p resence of strike or reconnaissance forces.Balloons may be made of paper, rubber, or polyethylene. The chart in Table G-10,page G-20, lists the balloon specifications, nomenclatures, and capabilities.

Planning Considerations

Just as special planning considerations are requ ired for bom b or artillery leafletdissemination, the d issemination of leaflets by balloon requ ires special planning.Since special considerations may add time to the planning process, the PSYOPstaff planner mu st ensure th at sufficient time is available for this type of operation.

Climatological Information. Before beginning any balloon op eration, the PSYOPunit shou ld get a climatology summ ary from division, corps, a m ilitary satelliteforecasting system, or the International Civil Aviation Organization.

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The climatology summary includes mean winds and any special or unusualweather conditions. The u nit can then m ake map overlays ind icating net driftvector and major drop axes for the area under study to assist in planning rou tes,

altitudes, and the scope of the proposed op eration.

Flight Patterns. Flight patterns are determined by the weather, winds, air currents,and gas pr essure. The slightest leak in the balloon w ill alter the flight pa ttern.Balloons can be tracked by radar for about 40 kilometers by adding a conventionalreflector or a radio wind sonde. This distance is sufficient to establish windpatterns and trajectory. Flight patterns are easily constructed showing altitude,time, distance, and payload.

Other Data and Equipment Temperature changes effect equipment capabilities,including ballast systems used to counteract the effects of altitude and temperatureon fluids and gases used. Considerations concerning the following data andequipment are essential for balloon operations:

One-degree grid overlay for AO planning.

Release poin ts.

Mechanical and electrical timers.

Standard tables of inflation.

Key factors of air density and viscosity.

Ascension rates.

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Inflation Procedures

Balloons should be inflated in a protected area or inside a shelter. Windspeeds n

greater than 5 to 7 knots during inflation and launching are desirable. Balloons aeasily inflated. For safety, helium is preferred, although hydrogen, a highlinflammable gas, or coal gas may also be used. Extreme care is required whehydrogen is used. The crew must wear protective cotton clothing and goggles. No silkfur, nylon, or ether potentially spark-producing clothing may be worn. All inflatioequipment must be electrically grounded. Smoking in the area is prohibited.

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APPENDIX H

PSYOP Airmob ile

Dissemination System

The PAMDIS can be used in an airborne or a ground setup. The ground setup componen tis mou nted in an S-280 shelter on the back of a 2 1/2-ton truck. The airborn e setupcompon ent is u sed to p erform radio, television, loudsp eaker, and leaflet dissemination.These comp onen ts are interchangeable.

Capabilities

The PAMDIS has AM, FM, continuous wave (CW), single sideband (SSB), VHFUH F, permission action link (PAL), and sequ ential color w ith mem ory (SECAMreception capabilities. Each comp onent consists of three transm itters witpersonnel to maintain them, transportation, and equipment requirements as showin Figure H- 1.

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APPENDIX I

Tactical Operations

Tactical PSYOP battalions and companies normally provide PSYOP support at corps leveland below. Support elements are tailored to provide PSYOP staff plannin g supp ort to thesup ported h eadq uarters se well as to conduct tactical PSYOP in sup port of combatoperation s. All tactical PSYOP h owever, mu st conf orm to the PSYOP gu idelin esdetermined by the operational-level commander and national policy and strategy. TacticalPSYOP personn el can cond uct PSYOP w ith all types of med ia-aud io, visual, and

audiovisual. However, du ring combat operations, the loud speaker is the PSYOP med iumthat can achieve the most Imm ediate and direct contact with the opp onent.

Tactical PSYOP

Tactical PSYOP are those psychological activities associated with “face-to-facoperations in sup port of m aneuver units w ithin the theater. Tactical PSYOP aconducted by the corps psychological support element (CPSE), divisiopsychological support element (DPSE), brigade psychological support eleme

(BPSE), and tactical PSYOP teams (TPTs). These elements enable the tacticmaneu ver command ers to comm unicate directly with op ponent and foreicivilians. Tactical PSYOP elements disseminate products normally developed operational level assets, such as regional battalions or the POTF.

Tactical PSYOP elements have proven highly effective in supportinmaneuver as well as special operations commanders. In addition to theprim ary m ission of d irecting PSYOP against an opp onent, tactical PSYOelements can effectively supp ort—

Humanitarian assistance.

NEO.

Crowd control.

CD operations.

Mobile training team s (MTTs) in FID/ UW.

In tactical operations, the CPSE, DPSE, and BPSE are tasked to sup port the groucommand er. Tactical-level PSYOP su pp ort is d ivided into time types: rear, close, adeep as illustrated in Figure I-1, page I-2. In su pp orting the tactical comma nder, tPSYOP element is limited only by its own creativity and ingenuity.

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Tactical PSYOP personnel can be layered throughout the tactical commandstructure. How ever, to be effective, they m ust be incorporated early in the

planning process. Early planning permits well designed and coordinatedPSYOP campaigns, deployment w ith the supp orted unit, and imm ediateoperations upon arrival. When PSYOP are incorporated early and operationsare coordinated at all levels, tactical PSYOP provide an effective weaponssystem for the maneuver commander.

The corps commander’s OPLAN provides guidance to subordinate elements. Itprovides the division, brigade, and battalion commanders with specified PSYOPtasks and the assets to accomplish those tasks. The detailed PSYOP annex to theOPLAN is the key to a coordinated PSYOP camp aign. PSYOP gu idance isreceived from the PSYOP annex and PSYOP reports. This guidance is thentransmitted through the supported unit’s operations and intelligence channels.

Ongoing d irect coordination also occurs between PSYOP elements.

Organization

The tactical PSYOP battalion is responsible for PSYOP staff planning andtactical PSYOP at corps and below. Its organization is shown in Figure I-2, pageI-3. The tactical battalion has a limited audiovisual product development andproduction capability.

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Tactical PSYOP elements develop products to support unusual or transient situatioin the corps or division area. However, dissemination requires POTF approval.

PSYOP Task Force or Grou p

During small contingencies or tactical operations, a regional battalion normaforms a POTF. For larger contingencies sup ported by tw o or m ore regional PSYbattalions, the PSYOP group commander forms a POTG. If other service ass(such as EC-130E COMMANDO SOLO aircraft of the Pen nsylvania Air N ation

Guard ) are included within th e task organization, the POTF or POTG is designaa joint PSYOP ta sk force or gr ou p (JPOTF or JPO TG). The PSYOP P OTFPTOG work s directly for the theater or JTF comm and er. The POTF or POTfollowing the g uid elines p rovided by Joint Chiefs of Staff (JCS), develop s toverall PSYOP campaign to support the operation. The development, productiand dissemination of radio, television, and printed p rodu cts are n ormacentralized at the POTF or POTG level.

The POTF has primary responsibility for leaflet production and disseminatioThe POTF prov ides the leaflet d issemination plan to tactical PSYOP eleme

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throu gh G3 or S3 chann els. Tactical PSYOP elemen ts mon itor the p lan. If additional leaflet drops are needed within the AO, they ask the POTF for approval,production, and dissemination through G3 or S3 channels. Tactical PSYOPelements must also ensure the units they support are swam of procedures outlined

in surrender leaflets so that surrendering opponents are not fired upon.

Corps PSYOP Su pp ort Element

As stated, the tactical PSYOP battalion p rovides PSYOP sup port at corps level andbelow. Tactical PSYOP support is normally attached to the supported unit. Thetactical PSYOP battalion commander, with elements of his staff, forms the CPSE.The CPSE consists of 12 to 15 personnel who conduct PSYOP staff planning forthe corps. It also coordinates with the POTF or POTG and subordinate companieswh en the corps is in sup port of a JTF. When th e corps is the JTF, the POTF providesto the corps tactical PSYOP planning support with selected CPSE personnel.

The CPSE cell includes the PSYOP battalion commander (except when the corpsis the JTF, in which case the POTF is at corps and the POTF battalion commanderis the senior PSYOP officer), the battalion S2 and S3 and selected personnel fromthe S2 and S3 sections. Because tactical PSYOP is centrally planned anddecentrally executed, priority for CPSE staff support is corps G3 plans, corps G3operations, and the corps tactical operations center (TOC) or assault commandpost (CP). The S2 and h is section supp ort the corps TOC sup port element, corps G3plans, corps G3 operations, and assault CP. A tactical planning cell supports thePOTF or POTG at JTF headquarters with personnel from the battalion S2 and S3sections. The HHC commander, tactical PSYOP battalion, operates a battalion CPand ad ministrative/ logistics TOC in the corps rear.

Division PSYOP Su pp ort Element

Within the division, the DPSE provides PSYOP sup port. The DPSE is comprisedof individuals and equipment from a tactical PSYOP company. The DPSEexercises C

2overall PSYOP assets attached to, or in direct support of, the division.

It also provides PSYOP-uniqu e service sup port , with help from the CPSE andPOTF, to PSYOP elements under its control.

The DPSE is a seven- to nine-man staff planning section that works d irectly for theG3 of the supported division. Its primary task is to ensure that PSYOP is fullyintegrated into the division’s staff planning process. It accomplishes this task byfully participating in the division’s mission analysis, COA development,

wargaming, and OPORD development. The DPSE writes the PSYOP annex to alldivision OPLANs or OPORDs. It also coordinates the PSYOP annex with otherdivision staff sections to ensu re comp lete integration of PSYOP into the op eration.

The DPSE advises the commander and G3 on the employment and capabilities of PSYOP assets controlled by the POTF or POTG as well as those or ganic to thetactical company. The DPSE provides assistance, as required, to the BPSE. It alsoensures that the brigade PSYOP OPLAN conforms with the guidance from boththe division and the higher PSYOP headquarters.

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The DPSE has limited PSYOP product development capability. It develops onlproducts that have immediate tactical application in the supported unit’s AORProduction of all products is normally the responsibility of the POTF. The DPScoordinates with the POTF for the development and production of PSYO

products to meet the division commander’s requirements. Because the divisiocommander normally does not have release authority of PSYOP products, anproducts developed by the DPSE must be submitted to the POTF or POTG foCINC or JTF command er’s app roval.

Depen ding on the d ivision’s PSYOP OPLAN , the DPSE may retain control osome of the TPTs assigned to the BPSEs. These teams may be used for a specifiPSYOP mission under division control, or they may be held for use in generasupport of the division.

Brigade PSYOP Su pp ort Elemen t

The BPSE consists of a three- to four-man headquarters and three to five TPTeach containing three personnel. The BPSE augments the brigade S3 section anperforms many of the same tasks as the DPSE. The BPSE integrates PSYOP intthe brigade’s operations by advising the brigade commander and S3 on the use oPSYOP an d th e psychological imp act of their plan ned operations. The BPSofficer in charge (OIC) must have direct access to the brigade S3 to ensure thaPSYOP is considered during the brigade’s COAs development.

The BPSE analyzes the d ivision O PORD and PSYOP an nex to d eterminspecified and implied PSYOP tasks for the br igade. These tasks are incorporateinto the brigade PSYOP OPLAN , which is pu blished as the PSYOP ann ex to thbrigade OPORD. At brigade level, the PSYOP annex must focus specifically onthe PSYOP tasks to be accomplished and how these tasks will support the schemof maneuver. The BPSE coordinates with the rest of the brigade staff to ensure thPSYOP O PLAN is executed smoothly and correctly.

Based on the PSYOP OPLAN, the BPSE recommends to the S3 either retention othe TPTs under brigade control or allocation to subordinate battalions. The BPSEexercises staff supervision over TPTs allocated to b attalions. It m onitors theistatus and provides assistance in PSYOP p lanning as n eeded. The BPSE providePSYOP-unique service support to the TPTs. It also evacuates PSYOP equipmento the DPSE if necessary.

Unlike the DPSE, the BPSE does n ot have a ny PSYOP p rodu ct developm encapability. The focus of brigade-level PSYOP planning is on the integration an

dissemination of previously developed and approved products to support thman euver comm ander. Should the BPSE identify a need for a prod uct that is nocurrently in the PSYOP program, it can submit a request for product developmenthrough the DPSE to the POTF or POTG.

In addition to conventional operations, a DPSE or BPSE may be tasked to suppora Special Forces group or Ranger regim ent in u nconventional operationsAlthough a BPSE would n ormally supp ort a group or regiment, the mission marequite additional PSYOP assets.

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Tactical PSYOP Teams

TPTs can work either for the DPSE, the BPSE, or directly for a maneuver battalioncommander. When attached to a maneuver battalion, the TPT chief acts as the

PSYOP staff advisor to the battalion S3. As such, he must be fully prepared toexplain the capabilities of his team and how it can contribute to the battalionmission. To perform his mission properly, he must have direct access to thebattalion S3.

The TPT condu cts loud speaker operations using themes and scripts app roved by thePOTF or POTG. TFTs may m odify scripts to fit a sp ecific situa tion, but th ey mu stensure the modifications remain within the guidelines provided by the parent unit.

In addition to loudspeaker operations, the TPT can conduct other types of PSYOP.They can disseminate approved printed materials and conduct face-to-facePSYOP. As the PSYOP p ersonnel at the front lines, they can—

Gather and assess the effectiveness of h ostile PSYOP.

Gather PSYOP-relevant information from an d on th e local popu lace.

Make an initial assessment of the effectiveness of U.S. and / or alliedPSYOP efforts in their area.

PSYOP Command and Control

Tactical PSYOP su pp ort at each level, from corps d own to the TPTs, mustintegrate the needs of the man euver comm and er with the CINC/ JTF PSYOPcampaign p lan implemented by the higher PSYOP head quarters. This

integration ensures a PSYOP OPLAN that supports the maneuver commanderat each level. It also ensures consistent PSYOP themes and objectives at alllevels. When the desires of the maneuver commander conflict with the PSYOPguidance from higher PSYOP headquarters, the PSYOP guidance takespriority. Should a conflict remain, the PSYOP staff planner must refer thematter up the chain to higher headquarters for resolution.

PSYOP elements must also be incorporated into, and be active participants in, theplanning process. A consistent, structured PSYOP camp aign requ ires bothregional analysis and coordination at all levels. Figure I-3, page I-8, illustratesPSYOP C

2.

Loudspeaker Operations

Tactical PSYOP p ersonnel can condu ct PSYOP w ith all typ es of med ia. Throu ghdirect, face-to-face contact, tactical PSYOP elemen ts can also evalua te th e imp actof the overall PSYOP campaign. They can—

Distribute products.

Gather PSYOP intelligence.

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Assess the PSYOP implications of all operations.

Provide input and assist in the management of leaflets.

How ever, during combat operations, the loud speaker is the PSYOP med ium thcan achieve the most immediate and direct contact with the opponent. For threason, the focus of this appendix is on tactical loudspeaker operations.

When a loudspeaker broadcasts, the opponent becomes a captive audience thcannot escape the m essage. As a resu lt, tactical PSYOP rely heavily oloudspeaker operations at the CPSE, DPSE, and BPSE levels. The advantages anlimitations of loudsp eaker systems ar e show n in Figure I-4, page I-9.

The operating range of tactical loud speakers is affected prim arily by externfactors. Terrain and environmental conditions have a great impact on the effectivoperating range of a system. Figure I-5, page I-9, illustrates conditions that permoperation at maximum range.

The key to a su ccessful loud speaker op eration lies in tailoring each message to the situation. Loudspeakers are particularly useful in tactical support of thexploitation, the retrograde m ovemen t, and th e static situation. They are alvaluable in support of consolidation and counterinsurgency operations.

When friendly forces exploit the breakthrough of opponent lines, loudspeakoperations can accomp lish spectacular results. Surrend er ap peals anultimatums are particularly effective when opponent units have beesurrounded, isolated, or bypassed.

In the retrograd e movem ent, loudspeakers can be esp ecially useful in controllinfleeing civilians and keeping the roads open to facilitate the operation.

When lines are stabilized, loudspeakers can broadcast news of successes to thopp onent, bu ild on his tensions, or pro mote nostalgic themes about affairs home. Pr imary objectives in th e static situation are to encourage dissatisfactiomalingering, individual distractions among the opponents, and desertion.

During consolidation operations in newly occupied terrain, loudspeakers can bused to help in civilian, traffic, or mob control.

During counterinsurgency operations, loudspeakers can be used to broadcast a wivariety of programs and propaganda messages to civilian populations and insurgen

When conducting loudspeaker operations, C2elements are r esponsible f

coordination with the supported unit. They must ensure that messages acarefully w orded , short, and if possible, shocking. In general, if operations are be successful, they must be well planned, coordinated, and in compliance with ahigher-headquarters objectives and policies.

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Major Systems

The DPSE in its normal configuration deploys with one MSQ-85B audiovissystem. This system is vehicle-moun ted S-250 shelter and prov ides the D Plimited audio, visual, and audiovisual capability.

For aud io missions, the system n orm ally contains a 350-watt backpackloudspeaker, a multiband receiver, and a mobile editor/ du bbing un it. For visproduction and presentation, the system contains a wide-screen video projectiunit, video camera, 35-mm still camera, and a Polaroid camera. The system acontains a Canon 660 paper copier for limited, immediate leaflet production.

Overall, the MSQ-85B system can p resent aud io and/ or video presentatiophotograp hic slides, and loud speaker broadcasts. It can also prod uce smquantities of leaflets. It can receive television, amplitude modulated, frequenmod ulated, and short wave p rograms for recording and editing. It is rapideployable and can be airlifted by a C-130 or larger aircraft.

Mounted Loudspeaker Systems

The loud speaker moun ted on a h igh mobility mu ltipu rpose wheeled vehi(HMMWV) is the p rimary system an d the w orkhorse of tactical loudspea

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operations. It can also be used in deception op erations. It has an ou tpu t of 450 or900 watts and a normal broadcast range of 1,000 to 1,800 meters. The system isnormally operated by a three-man team and employed in the mounted mode.However, due to increased range and maneuverability requirements, the mission

may require the team to operate dismounted u sing the backup manpacked units.

In add ition to th e HMMWV-mou nted systems, limited n um bers of helicopter-mounted systems are available in the active component. The airbornesystems can outp ut 2,100 or 2,700 watts. They can operate in either th e UH-lH orUH-60 aircraft. Vehicle-mounted systems may also be used in rotary-wingaircraft, but ran ge is limited d ue to d ifficulty in overcoming th e sound of theaircraft. These systems can also be mounted in boats for waterborne operations.Vehicle- and helicopter-mou nted loud speaker system d ata is shown in Table I-1,page I-10.

Dismounted Loudspeaker Systems

Dismounted (backpacked) systems add diversity to the growing PSYOPequipment inventory. Missions may dictate dismounted operations. Dismountedsystems can also be u sed for op erations using vehicles and watercraft. Table I-2,page I-11 provides dismounted loudspeaker system data.

Dismounted systems ou tput 250 or 350 watts, depending on the system used.Maximum range varies between 700 and 1500 meters, depending on the systemused , terrain, and atmosp heric cond itions. All systems operate w ith rechargeablebatteries and nonrechargeable lithium batteries (BA-5590). A dismounted TPTconsists of one system and three personnel. Although a team can operate light,with two personnel, this configuration greatly reduces the team’s ability toconduct continuous, sustained operations.

When p lanning dismounted operations, PSYOP p lanners mu st consider teamextraction. Since loudspeaker operations sometimes draw opponent fire, theteam’s lack of mobility, coupled with its proximity to the opponent force, requires

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APPENDIX J

Development of PSYOP

Products

Printed m aterial is a major mediu m for dissemin ating the PSYOP message. It includ esall produ cts dissemin ated in printed form: leaflets, posters, magazines, pamp hlets,books, and such items as n ovelties, trinkets, and gifts with a printed message. Printedm aterial, in contrast with other m edia, can transm it messages of any length orcomplexity. It can b e passed from p erson to person with out d istortion, an importantfactor in PSYOP p rodu ct effectiveness. It genera lly has a high degree of credib ility,

acceptance, and prestige.

Preparation of Printed M aterial

As with other m edia, printed material mu st gain and h old attention, be credibland persuad e the target aud ience. Audio and au diovisual materials are effectivfor short, simple messages, but for a well-reasoned analysis, they are no substitufor printed material. It should offer the solution that guides the audience to a CO

the PSYOP planner desires.

Common Characteristics

The elements of layout in almost all p rinted m aterials are format, display lineillustrations, copy text, and w hite spa ce. All of these elements ar e critical successfully communicating the message.

Format. The printed material must be in a format familiar to the target audience-mu st be presented in a style the target aud ience is accustomed to seeing printematerial. The w ay the m aterial is presented is an importan t factor in gaining thaud ience’s attention and interest. A format that is strange or un familiar to the tar gaud ience may detract from th e credibility and acceptance of the ma terial.

Display Lines. Display lines include headlines, subheadlines, and captions foillustrations. The purpose of display lines is to attract attention and to enhance thwritten message.

A headline must be easy to read and u nderstand and mu st be provocative. subheadline should bridge the gap between the headline and the text. It directs threader’s eye to the copy text. A subheadline is generally used only when thheadline requires elaboration. Captions explain illustrations.

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Illustrations. Illustrations support the central theme of the message. They enableboth literate and illiterate audiences to understand the general idea of the messagewithout reading the text. When preparing leaflets, developers should use a singlepredominant illustration to communicate a central theme. Graphically, the

illustration should contrast with the background so that, as a mass, it is identifiableat a d istance. Editorially, the illustration m ust be intim ately tied to the text toconvey the message to the reader. Indigenous artists and p hotographers should beused to ensure that the intended message is conveyed.

Copy Text. The copy text is the w ritten m essage, less display lines. It contains adetailed discussion of the appeal being made, supporting and justifying it. A goodtext convinces the read er that on ly by accepting the cour se of action stated orimplied in the text can his needs be fulfilled. The text must contain terms, phrases,and vernacular familiar to the target audience. For this reason, indigenouspersonnel should be used to write messages. Direct translation from English text isgenerally unclear and does not relate to the frame of reference of the audience.

White Space. White space is the area aroun d th e text or illustrat ion wh ere nothing isprinted. Although called white space, this area may be any color. When properlyused, white space cannot be effectively overprinted by the opponent force, since itcomplements the other elements.

Visualization

Once the theme and elements of layout to be used have been determined, the ideamu st be fused into a single, well-balanced p rod uct. This process is know n asvisualization, or a mental representation of the ideas. Visualization involves twoprimary principles of layout: balance and eye direction.

Balance. Balance is the distribution of weight around a central point, called theoptical center. This point is located slightly above the m athem atical center of thevisual presentation. On a sheet of paper, for example, it is approximately one-thirdthe distance to the top ed ge. Balance around this point can be formal or informal.There are four categories of balance formal balance, informal balance, informaldiagonal balance, and group ing.

Formal Balance. Formal balance is the equal distribution of weight around theoptical center. It helps portray dignity, conservatism, dependability, and stabilitybut generally lacks visual appeal and interest.

In fo rm al Balance. Informal balance is the casual spread of material across thepage. It is usually m ore dynam ic and p rovocative than formal balance and has a

better chance of arousing interest.

In fo rmal Di agona l Ba lance. Informal diagon al balance is the d istribution of weight diagonally around the optical center. One way of achieving informaldiagonal balance is to place illustrations and text opposite each other on either sideof the optical center.

Grouping. Grouping is the combining of two or more forms of balance in asingle presentation.

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Eye Direction. Eye direction is the way th e eye is led thr ough th e presentation of thematerial. It may be employed through several techniques-suggestive eyedirection, sequential eye direction, and mechanical eye direction.

Suggestiv e Eye Direction . In this method, the produ ct designer attempts to directhe eye by subtle means not obvious to the reader.

Sequential Eye Direction. In this method, the p rodu ct designer uses a logicasequence familiar to the au dience to direct the eye throu gh a series opresentations. Examples include a series of numbered frames or other naturalsequences, such as a clock-face presentation, to direct the eye in a clockwisedirection around the presentation.

Mechanical Eye Direct ion. In this method, the product designer uses arrows andguiding lines to direct the reader’s attention through the significant points of the visualpresentation. Mechanical eye direction is the m ost obvious meth od of eye d irection.

Form

Printed material is a form of visual communication. It includes all messagesdelivered in any printed form. It may or may not require written text and mayconsist of graphics only.

Physical Ch aracteristics

The major physical characteristics of printed material are permanency, color, andshape. Each characteristic may convey a message to the target audience.

Permanency Printed material is a relatively permanent d ocument. Once printed an ddelivered, it ma y rem ain in existence indefinitely-until it is phy sically destroyed.

Color. The color of the printed material alone may h ave mean ing. Using colors thahave significance to the target audience frequently enhances the impact of thematerial. For example, to an American, red generally signifies danger and yellowcaution. To a commu nist, however, red, which is his homeland’s national colorsignifies loyalty and patriotism.

Shape. Shapes may convey a message to the target audience. The product designertherefore, must have a thorough knowledge of the symbols relevant to a particularsociety when preparing a PSYOP prod uct. For example, a leaflet in the shape of a

leaf may signify death in some societies.

Audio and Audiovisual Materials

Refer to Chapter 10 for au dio and aud iovisual script prep aration techniquesGenerally, the same techniques apply for audiovisual material as for audioprod ucts. Bear in m ind, how ever, that simulation of effects and objects can be u sedto a much lesser extent in audiovisual presentations.

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Mission

APPENDIX K

PSYOP Dissemination Battalion

Operational Procedures

This app endix describes missions, organization, and procedu res for the PDB. The PDBis the primary unit responsible for the plann ing and d issemination of PSYOP prod uctsin the m ission area. The PDB provides prin ted, audio, audiovisual, and commu nicationssupp ort based u pon mission statements IAW FM 100-5.

The PDB provides television and radio production and broadcast support to the 4tPOG(A). It also provides audio support, specifically, making prepackeloudsp eaker prod ucts for the tactical and regional battalions. It installs anoperates organic AM/ FM/ SW and television broadcast systems. It operate

foreign production and broadcast facilities in support of conventional and specioperations. It also acquires, records, and disseminates U.S. and friendly nation’broadcasts transmitted into target area.

Organization

The PDB consists of the headquarters and support company and three airborncompanies that are specifically organized to support PSYOP and PSYOP unitthe broadcast comp any, the signal compan y, and th e print compan y. Thbattalion headquar ters receives administrative and logistics sup port from thbroadcast company.

Supp ort Relationship

During routine gar rison operations, the PDB receives missions from the 4tPOG(A) S3 in the form of taskings. The PDB S3 receives the missions and taskthem to th e battalion’s subord inate units. Units requiring PDB supp ort musubmit taskings or work orders through the 4th POG(A) S3.

During deployments, exercises, and contingencies, the PDB receives missionfrom the POTF S3 in the form of orders and messages with clearly defined missiostatements. The PDB S3 coordinates tailored support for PSYOP elements baseupon these mission statements.

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Role of the PDC

The PDCs within the 4th POG(A) play a significant role in ensuring the PDBproduces and disseminates products in a manner that supports the overall mission

and command er’s intent. Critical factors in th is role are—Providing a mission statement to the PDB.

Conducting pretests and posttests of developed and disseminated products.

Ensuring that adequate time for the preparation and production of PSYOPprodu cts is planned for and provided.

Broadcast Company

The broadcast company contains audio and visual dissemination assets used by thePDB to accomplish its mission. Use of assets within this unit depends on mission,target audience, and availability of the target audience to this type of medium.

Mission

The broadcast company provides television and radio prod uction and broadcastsupp ort to the 4th FOG(A). It installs and op erates organic AM/ FM/ SW andtelevision broadcast systems. It also operates foreign production and broadcastfacilities in sup port of GP and SO forces.

Organization

The broadcast company consists of radio-electronic maintenance platoons, eachperforming d iverse missions. The operational platoons (media and radio) areorganized as discussed below.

Media Platoon. The media platoon consists of 1 officer and 30 soldiers. The mediaplatoon provides radio and television production support to POTF elements insuppor t of PSYOP campaigns.

Platoon Headquarters. The platoon leader and sergeant provide C2, mission

priorities, and oversight to the production elements. The platoon leadernormally acts as the media production liaison officer to the POTF when theentire platoon is deployed.

Electronic News Gathering (ENG) Teams. Four ENG teams form the nucleus of the p latoon. Each ENG team consists of a broad cast jour nalist (military

occupational specialty [MOS] 46R), one video cameraman (MOS 25P) and atelevision technician (MOS 25R). Each ENG team is independently deployablewith its own rad io and TV editing equipment and can p rovide video camera andediting support to a deployed PDC or POTF. Due to equipment constraints, thebroadcast company can only support two simultaneous ENG missions that requireon-location ed iting capability. The ENG teams also have the capability to r eceiveand record local AM, SW, and FM radio broadcasts of foreign nation or other U.S.agency p rogramming. This programming can be incorporated into futu re POTFprogramming or can be rebroadcast over broadcast company transmitted.

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Engineering Section. The engineering section provides maintenance support tothe deployable systems and maintains the 4th POG(A) Media Reduction Center(MPC) at Fort Bragg, NC. The deployment engineering section consists of eight

television technicians.

Graphics Section. The graphics section p rovides compu ter graph ic andillustration support to television broadcast and POTF operations as required. Thissection can also deploy afield darkroom that can develop both black and white andcolor film and color slides. However, to develop color still produ cts, a clean sou rceof running water must be available, and the photographer also must be able tocontrol the water temperature. The graphic section consists of seven illustrator(MOS 25Q) and three still photogr aph ers (MOS 25S).

Radio Platoon. The radio platoon consists of 1 officer, 1 warrant officer (WO), and25 soldiers. Its mission is to broad cast the radio an d television prod ucts mad e by

the media platoon and to provide PSYOP-unique electronic maintenance for the4th PO G(A).

Platoo n Headquarters. The platoon leader and sergeant p rovide C2, establish

mission priorities, and supervise the broadcast elements. The broadcast platoonleader norm ally serves as LO to other broad cast elemen ts participating in thefriendly broadcasting effort (e.g., COMMANDO SOLO, HN, other governmentagencies [OGA]).

Electronic Ma intenance Shop (EMS). The EMS is led b y a WO and consists ofsoldiers with MOSs 29E and 25R. The EMS section provid es GS maintenan ce forloudspeaker and broadcasting systems with mobile contact teams and walk-insupp ed. EMS currently provides DS maintenance of SOF-unique

communications equipment only at Fort Bragg due to test equipment constraints.DS repair of tactical radios m ust be provided by theater, corps, or d ivisional assetsduring d eployment.

Broadcas t Teams (4 each). Each team p rovides one u nique broad cast capabilityusing commercial-band AM, FM, SW, or TV transmission systems. Each teamconsists of personnel w ith MOSs 29E and 25R.

NOTE: Operational platoons have a secondary mission to repair and operate HN and/or foreign radio or TV production or broadcast facilities.

Organic Equipment

To provide sufficient radio and television support to PSYOP mission planners, thebroadcast company contains specialized dissemination equipment. The followingparagraphs describe the equipm ent and capabilities currently found in thebroadcast company.

Media Production Center. The MPC at Fort Bragg is the stay-behind strategicproduction center with capabilities similar to commercial production facilities.The MPC has audio and video studios, video standard conversion, video graphics,comp uter p resentation grap hics systems, and a complete darkroom for

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photographic work. The MPC remains manned during broadcast companydeployments to satisfy video requirements beyond the capabilities of the deployedteams. All video prod uction is done in the U-MATIC and/ or 8-mm formats.

TVT-5 (AN/TSQ-171). This system is a television broadcasting system that consistsof three parts. The following paragraphs briefly describe each part:

ENG. This part consists of one truck-mounted M1028 with S-250 shelter housing abasic mobile video produ ction system. Its microwave transmitter p rovides areal-time television link back to the control or transmitter facility. The system ismanned by one ENG team and can be put into operation in less than 5 minutes. Thesystem is used primarily to gather video footage in the field and to accomplishbasic production. Live video can be transmitted via microwave between the ENGand the AN/ TSQ- 171 control unit. The shelter and tru ck can be transported in oneC-130 aircraft.

Control. This part consists of one S-280 shelter on a dolly set. It providessophisticated vid eo prod uction capability which ap proaches that of the MPC(minus video graphics, digital effects, and audio studio capabilities). It usesmicrowave links to the ENG and transmitter shelters. Manned by one ENG team, itcan be operational in less than 2 hours. The system requires a minimum of 15-kwpower, wh ich is provided by a towed generator. It can be transported w ithout aprime mover in one C-130 or in one C-141 with a prime mover (M9225A2 5-tontruck) that also shuttles the generator.

Transmitter. This part consists of one S-280 shelter on a dolly set with a 100-meterbroadcast tower. This 5-kw, multistandard color TV transmitter has a range of approximately 70 km and can broadcast on any channel from 7 through 13

(National Television Standa rd s Comm ittee [NTSC]) or 5 through 12(PAL/ SECAM). The broadcasts can be directional or omnid irectional. Erectingthe tow er requ ires a special team (ASIF-2 qualified) with an insta llation time of 3to 5 days. Existing towers can be used and could extend the range to more than 100km. The system is m anned by a broadcast team from the r adio platoon. Thetransmitter may be unmanned, with only periodic service visits, if existingprogramming is retransmitted using microwave (maximum 15 to 20 miles). (Thetransmitter system can be transported without prime mover (M925A2 5-ton truck)and without tow er in one C-130 or in one C-141 without a prime m over but w ith thetower system.) The complete AN/ TSQ-171 system w ith prime movers requiresone C-5 for air transport.

AN/TRT-22. This system is a rad io produ ction and broadcast system. The 50-kwAM transmitter can broadcast on any frequency from 535 Khz to 1620 Khz to arange of approximately 120 to 150 km. This range can be extended up to threetimes over salt water or other conductive terrain. Range is reduced overnonconductive terrain, such as desert. The system is manned by one 8-manbroadcast team from the radio platoon. The 256-foot antenna tower requires aspecial team (with additional skill identifier [ASI] F-2) to erect with an installationtime of 5 to 7 days. This antenna erection team, which consists of one NCOIC andfive enlisted p ersonnel from the signal/ communications sup port element at Fort

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Huachuca, AZ, must be deployed from other units; the PDB does not have organicapability to erect this antenna. Site preparation work, such as the construction oartificial groun d p lanes to compensate for non condu ctive soil or concrete pad s tsupp ort the tower or shelter on un usually loose soil, may lengthen the tim

requ ired for installation. The complete AN / TRT-22 system cons ists of nine S-28shelters with dolly sets, two 200-kw generators, a large h eliax cable spool, and prime mover (M35A2). The system requires one C-5 for air transp ort.

The AN/ TRT-22 can r etransmit u sing Racal receivers. It can d elay retransmissiousing Am pex tape decks and Racal receivers. It can also—

Originate transmission with the use of studio and audio control shelters.

Delay original broadcast using Ampex tape decks, and studio and audicontrol shelters.

Use any combinations or mixtures of the above.

AN/TRR-18. The AN/ TRR-18 is a component of the AN / TRT-22. It can receive AMFM, SSB, and CW rad io frequencies. The app roximate maximu m receiving ran ge othe receiver is 6,436 km. The AN/ TRR-18 is contained in an S-280 shelter. It consistof four Am pex tape decks, four Racal receiveers, and one PM receiver.

Mobi li ty . The AN/ TRT-22 has limited m obility in that it is designed to be d eployeto one location. Redeployments will keep the station off the air for up to a monthOverland vehicle requirements of the system include one dolly set per S-28shelter, one 2 ½-ton truck (per dolly set), and one 5-ton truck with trailer. Aircrafrequirements for air transport of the system include eight C-130s, five C-141s, anone C-5A. Material-handling equipment required to load, unload, or move thsystem includes one 10,000-pound forklift, one container mover, one K-loaderand one 10,000-pou nd crane.

Bro adcas t Po w er Requirem ent . The 50,000-watt transmitter requires two 200-kwgenerators working alternately for 24 hours of broadcast power consuming 568 t605 liters of fuel per 24 hours. A frequency converter mu st be p rovided to accesnon-U.S. commercial electrical power sources.

TAMT-10. This system is a 10-kw AM radio production and broadcast systemwh ich can broad cast on any frequency between 530 Khz an d 1630 Khz w ithrange of approximately 70 to 90 km. The system is manned by one broadcast teamfrom the radio platoon. An HF/ SW broadcast can be done simultaneously with thAM from 2 Mhz to 30 Mhz. Using a skywave, an SW broadcast can range up t1,000 km for a point target. The 37-m AM tower requ ires 6 hours (and a speciall

qualified team ) to set up. The SW transmitter (without AM) can be installed anoperational in 2 hours. The AM system can be installed and operational in 8 hoursAM frequency changes require 8 hours. The system consists of one S-280 shelteon a d olly set and on e antenna trailer. The system m inus prime m overs (twM35A2s) requires one C-141 for air tran sport. With p rime m overs, the systerequires a C-5 or two C-141s.

PAMDIS (Modular).This system combines FM radio and television transmittesystems and is man ned by four personn el. It includes two separ ate low-power

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100-w FM and a 200-w TV) transmitters that can broadcast FM radio (97.5 Mhz) 9to 15 km and television 3 to 8 km. The television system can broadcast originalprogramming or rebroadcast over any channel from 7 through 13 (NTSC) orchannel 5 (PAL/ SECAM) Text can be add ed over broad casts and retransmitted ondifferent channels. The systems are stor ed in portab le transit cases and can be setup and operational in 4 hours. Power is supp lied by an organic commercial 4-kwportable generator. The system can be transpor ted in the bed of an M1008commercial utility cargo vehicle (CUCV) or checked as baggag e on a com mercialaircraft. The modular PAMDIS is extremely mobile and flexible, making it ideallysuited for NEO operations.

PAMDIS (Mobile). This system combines AM and FM radio and televisiontransmitter systems and comes with organic transportation (Figure K-1). Itincludes tw o separate low-p ower (a 100-W FM and a 200-w TV) transm itted thatcan broadcast FM radio 97.5 Mhz with a range of 15 to 20 km and television onchannels 7 throu gh 13 (NTSC) or channel 5 (PAL/ SECAM) with a r ange of 10 to

15 km. The AM tran smitter u ses a 1-kw transm itter on 530 to 1620 Khz tobroadcast 50 km. The system is manned by four personnel, and setup time is 4hours. The PAMDIS (mobile) consists of an S-280 shelter transported on anM35A2C truck and a 15-kw generator that is mou nted on a twin 15-w generatortrailer. The shelter must be removed from the truck for air movement on C-130 andC-141 aircraft. On C-5 aircraft, the shelter d oes not n eed to b e removed .

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Planning Factors

The primary broadcast goals for combat or contingency operations are to keep thcivilian and/ or military popu lations informed and to broad cast programm ing

support of approved PSYOP or information campaigns.

To accomplish these goals, detailed planning and mission analysis by the regionPSYOP battalion forming the POTF and the PDB must determine—

Who is the target audience?

What should they hear and/ or see on the radio and TV?

What assets are currently in place to broadcast this message?

How will the message be broadcast to achieve the desired results?

The primary goal should be to keep the station the target audience is watching othe air. The goal is normally met by using indigenous broadcast facilities.

Once the tar get aud ience is specifically d efined, all rad io and television stationbroadcasting to that audience must be considered a potential PSYOP broadcaasset. Organ ic broad cast assets can complemen t fixed-station transm itters oreplace them temporarily until they can be back on the air.

Once the broadcast indigenous fixed facilities are obtained, programming must bplanned to support the anticipated or approved campaigns. This planning will ban ongoing effort to produce sufficient quality programming.

There are various levels of production and broadcast that can be achieved for angiven situation. From least to most intensive, they are—

Providing individual radio or television “spots” produced on organic ofriendly assets to HN broadcast facilities to be put on the air.

Augmenting friendly production or broadcast facilities to assist in full timproduction of daily programming.

Providing full operation of friendly and / or captured stations anrebroadcasting existing friendly programming.

Deploying and operating organic broadcast systems and retransmittinexisting programming from friendly sources.

Deploying an d operating organic broadcast systems and providinfull-time original p rogramming supp ort.

Product Produ ction

Product prod uction is the responsibility of the broadcast compan y to p rovide radiand television prod uction sup por t to the POTF. In an ideal situation, friend land/ or HN broadcasts provide the bulk of the programm ing. This production effowill normally consist of cooperation with HN broadcast personnel to producspecific spots or program s to sup port th e various campaigns. Without HNassistance, the broadcasters and personnel in the PDCs will normally be unable produce effective products for a large foreign audience due to language ancultural barriers.

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The broadcast company can provide limited radio and television programmingoperations (i.e., conducting daily extended broadcasts); however, these operationsare extremely manpower intensive and should only be done wh en daily HN orfriendly programming sources are not available.

POTF responsibilities include providing overall campaign guidance and approvedprod uct concepts. Includ ed is the comm ander ’s intent on broad cast operations. Itprovides HN or indigenous broadcast talent with cultural and language expertise.This assistance must be full time if daily programming is to be conducted. Anexperienced broad cast journalist dram atically increases the listening and / orviewing au dience. The POTF also provid es—

Realistic time frames a nd assets to accomp lish r equired missions.

Assistance with obtaining target-culture pr odu ction materials, such as mu sic.

Script ou tlines, themes, and concepts to th e med ia project d irector.

The broadcast company provides broadcast journalists for overall development of radio and/ or TV produ cts. It provides radio and / or TV engineer, studio, andcamera support.

The broadcast company provides a broadcast LO to the POTF to ensure all PSYOPbroad cast concepts are techn ically pra ctical, realistic, and achievable. It alsoprovides liaison to any H N prod uction facilities available and p rovides technicalassistance as required.

Sufficient time is always required to put together a professional video or radioprod uct. For video, a basic rule of thumb is that 1 hour of produ ction is required forevery minu te of video p rodu ced. Naturally, it is possible to condense an d cut

comers when required, but it mu st be a deliberate decision by the POTF to tradetime for quality.

There must be a clear, distinct, and limited approval process. Finished video isextremely difficult to change, once editing and mastering have occurred. The timefor changes is du ring the conceptual ph ase. The overall concept an d script p lanshould be approved by the entire chain of approval before initial production isbegun. Once production has begun, change authority during the review processshould be restricted to the smallest number of personnel possible.

Radio and television production usually require a dual approval process. Conceptapp roval is required before produ ction can begin, and final approval is requiredafter the production is complete. These approvals are required because even subtlechanges in images, sounds, and so on can lead to major differences in the way th at aproduct is received.

HN assistance is almost always required. The journalists are often expected toadopt a d ifferent cultural approach or style du ring produ ction. Language supportwill almost always be required, and trained native speaking broadcasters must beidentified and retained.

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Broadcast Operations

The broadcast company provides broadcast systems and technical expertise in thedissemination of program ming throu gh radio and television. Normally, the most

effective means to accomplish this distribution is through the use of existing fixedlocation facilities. Use of organic systems should be based on nonavailability orgaps in the fixed facility broadcast environment. Advantages of using existingfacilities are described below.

Existing facilities will have the power and range required to reach an existingtarget audience with rad ios and/ or televisions. The transportable systemsmaintained by the PDB are extremely low-powered when compared to mostcommercial broadcasting facilities. Power and broadcast ran ges are th e trad e-off for transportability.

There is no interruption of service during the transition from purely HN

programming to programming with POTF input. If a PSYOP system occupies thechannel that was used by another facility, there may be a significant loss of audience due to a drop in the transmitting power.

Programming can be introduced immediately onto the airwaves, without having towait for the installation of transportable systems.

The target audience already uses or is familiar with the frequencies or channels of existing stations, so it will be easier to get them to tune in or stay tuned.

PSYOP systems are normally used to complement the use of existing facilities.The advantages PSYOP systems have over existing facilities areas follows:

PDB technicians can quickly replace a dam aged or d estroyed indigenousfacility temporarily until the damaged facility is repaired.

Maintenance and reliability are p roven w ith the organ ic systems. Foreignfacilities are always custom en gineered systems. As a resu lt PDB engineerswill have limited familiarity other than basic conceptual understanding of thetechnology and knowledge of the systems’ individual components.

Organic systems are all frequency agile, meaning they can be tuned tonearly any channel on the comm ercial spectrum . Fixed station facilitiesnormally do not have this capacity.

Combining existing and organic systems is the best solution in most instances. Theavailability an d coverage capability of existing systems w ill norm ally determinewhich PDB assets will be used.

Several factors m ust be considered prior to th e emp loyment of PDB systems. Forexamp le, wh ere specifically is the target a ud ience located? On ce the target isidentified, the ideal broadcast location can be identified. AM and/ or FM radio andtelevision require a line of sight from the top of the tower to the target au dience.SW can u se a skyw ave. POTF will determine specific target aud ience.

The channels and/ or frequencies that should be u sed will be based u pon channelsavailable and on analysis of the target pop ulation. If the TV chann el 9 was the m ost

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popu lar channel, but is now vacant, a potential audience is already th ere. Radiofrequencies should be memorable, since they will have to be advertised byother means such as print or word of mouth. The POTF and broadcast companywill determine ideal frequencies and staff them through the theater radio

frequency manager.When frequencies have been determined, they must be added to the protectedfrequency list to prevent friendly jamming efforts that could mistake ourbroadcasts as hostile. This is a likely scenario, since most PSYOP broadcasts willbe in the opponent’s language.

The program ming sour ce will need to be determ ined. All PDB broadcast systemscan be used to retransmit signals to other broadcast platforms. All broadcastsystems have a retransmit capability. For example, the TAMT-10 can be used as astudio to broadcast the program by SW to COMMANDO SOLO. The program canthen be broadcast on FM, AM, and SW or rebroadcast to the TRT-22, which canthen broadcast the signals on AM.

For television broadcasts, the broadcast system and the color forma t mu st bedeterm ined. In any case, the PDB cannot currently broad cast television onchannels 2 through 6 or on UHF channels above channel 13 (U.S.).

The transmitters are not designed for jamming other broadcasting. Their power isnorm ally not su fficient to prod uce a significant effect on an existing signal. Inadd ition, PDB systems mu st operate on open channels and cannot compete withstrong existing signals. COMMANDO SOLO has a limited jamming capabilitywhich should be planned for accordingly. Other jamm ing resources mu st becoordinated through the POTF and its supp orted commands.

Since our broadcasts are uniquely intended to be intercepted and heard by anopp onent force, defense against opp onent jamm ing is difficult. When ever wechange to a different frequency to avoid jamming, our target audience must also betold where to tune. This action also informs the jammers to change frequency. Thebest technique is to put the maximum number of systems possible on the air, whichwill overload opponent jamming capability. This redundancy of broadcastingsystems (Voice of America, HN, COMMANDO SOLO, etc.) require acoordinated effort at the POTF level to ensure proper coverage and programmingbalance is obtained with all systems. Coordination must also occur with other U.S.broadcast elements to ensure that competing programming efforts are not beingbroadcasted simultaneously into a target area.

Deployment

The deployment of a broadcast assessment team (BAT) as part of an advancedechelon is essential. Duties of the BAT include—

Determining the ava ilability of prod uction and/ or broad cast facilities foruse by broadcast company teams.

Determining which broadcasts and programming sources are beingreceived by the target audience. This assessment determines the broadcastenvironment and develops potential open frequencies for use.

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Developing and integrating an overall broadcast plan to supp ort thePOTF campaigns.

Recording typical radio and television pr ogramming from H N an d targesources. These recordings are used to develop cultural and stylistic insigh

for production purposes, and to increase the development of local stationstock footage for use in oth er p rojects.

Employment

Often the PDB headquarters will not be deployed. Its subordinate elements maybeattached to a POTF or JPOTF. The following depicts an ideal product flow when aPDB headquarter slice is not deployed. The media platoon leader will normallyserve as the broadcast LO to the POTF to ensure integration and proper productionpriorities are assigned to each product or programming concept. HN and organicproduction and broadcast operations are coordinated at this level. Radio and TVprodu cts are produced u sing HN produ ction facilities and, if required, their own

basic organic equipment. Contingency plans must be developed with the ArmySpecial Operations Forces and / or JSOTF elements to ensur e keeping the rad io andtelevision facilities in potential target areas operational IAW POTF priorities.

Ideally, the radio platoon initially occupies and operates HN broadcast facilitiesand then positions organic systems as required for operation. Organic systems areinstalled and operated on order. Broadcast systems deploy IAW time required tobegin operations. The low-powered systems are installed first, followed by thelarger systems that require more time to install. Table K-1 reflects this incrementacapability over time.

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Once on the air, all broadcast platforms (Army, HN, COMMAN DO SOLO) mustoperate in coordination with the POTF broadcast plan. The broadcast LO at thePOTF will manage the integration of the assets. Broadcasts will normally continueuntil permanent broadcast facilities are established in the target audience AO.

Print Company

The print comp any contains th e prim ary assets available to the PSYOPcomman der to u se in accomplishing h is PSYOP m ission. The followingparagraphs describe the mission, organization, and capabilities of this unit.

Mission

The print company provides print, leaflet rolling, and leaflet disseminationsupport to the 4th POG(A). It operates organic and foreign printing systems in

sup port of GP and SO forces.Organization

The print company consists of a headquarters section and five platoons that areequipped to print a variety of products. Four platoons have a combination of lightprint systems, medium print systems, and modular print systems. These platoonsare d eployable. The fifth p latoon, the heavy print p latoon, consists of stationaryHeidelberg presses and su pp orting equipm ent. This platoon is located at FortBragg, NC, and is not deployable.

Operational Capabilities

The print company produces multi-color products ranging in size from callingcards to tabloid-type newspapers. In addition, print personnel have experience inproduct layout (newspapers) and press repair. To maximize the full capabilities of these assets, PDCs should plan to include print liaison personnel in their planning.

Light Print System. There are nine systems in the inventory. Each system contains apress shelter and an editorial shelter, each mounted on an M35A2 truck.

The press shelter contains a small 1250 du plicating press w ith T51 head an d apa per gu illotine. This press is cap able of pro du cing two cobs at one time. Themaximum paper dimensions for printing on this system are 11 by 17 inches. Onthis paper size, largest product that can be produced will be 11 by 14 inches due to

margin (border) space.

The editorial shelter contains a small darkroom with vertical camera andplatemaker. A VariTyper (graphics computer), two small light tables, a 1418 filmdryer, and a P1400 diffusion transfer processor are also included.

The light print system is powered by two 15-kw generators. Setup and recoverytake 1 hou r p er shelter. Both sh elters have climate control. The light p rint systemmay be run on commercial power (110 or 220 volts), if available.

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The light print system is transportable in one C-131 without prime movers andgenerators. With prime movers an d generators, it is transportable in one C-5B otwo C-141.

Medium Print System. There are three systems in the inventory. Each systemconsists of a 5-ton expand able van, a camera semitrailer, an ed itorial semitrailerand a finishing semitrailer. All trucks and trailers have climate control systems.

The 5-ton expand able van contains a Heidelberg GTO2P52 press. It can p rodu ce twcolors at on e time. It can also do on e color on the front an d back (which is calledperfecting). Paper storage is also available in the van. Maximum paper dimensionthat can be printed on the GTO2P52 are 14 by 20 inches. This correlates to maximumprod uct size of 13 3/ 18 by 19 3/ 4 inches excluding margins.

The camera semitrailer has a darkroom complete with a vertical camera and a flip-topplatemaker. It also comes equipped with sm all and large light tables, P1400 diffusiotransfer processor, 1418 film d ryer, and a temp erature control sink.

The editorial semitrailer has the varityper system, one large light table, and two smalllight tables. It also has a two-drawer safe for classified storage and a shredder.

The finishing semitrailer has a Champion 305 medium-sized paper guillotine, 1250 duplicating press with T-51 head capable of producing two colors at onetime, and a temperature control sink. The maximum paper dimensions that can beprinted on this press are 11 by 17 inches.

The camera, editorial, and finishing semitrailers are towed by a 5-ton tracto(M818). The entire system is powered by one 30-kw generator. Setup and recoverytimes are approximately 4.5 hours each. The air movement of this system requires

two C-5B aircraft. An Air Force waiver is required to transport the 5-tonexpandable van.

Modular Print System (MPS). There are five systems in the inventory (Figure K-2page K-14). Each system contains m odu les A, B, and C. Modu le A is a light p rinsystem. It is used as the camera-ready m odu le. It has the sam e capability as thelight print systems, although the MPS light print sections are newer.

Module B includes two expendable shelters, each containing a HeidelbergGTO2P52 press, and a tempera ture control sink. It has th e capability of pr intingtwo colors at the same time an d can do perfecting. Paper storage is also available inthe shelter. Maximum paper dimensions that can be printed on this press are 14 by

20 inches.Modu le C includes one expan dable shelter that contains a large Challenger MPCpaper guillotine with a 3800 cut memory. It can also be used to store paper. Theseshelters have been modified to add a platemaker and a small light table.

All shelters (modules B and C) have trailers (dolly sets) used for limited mobilityA 5-ton cargo tru ck (M925A2) tows each shelter; shelters and genera tors areshuttled du e to insufficient organic prime movers. For distances in excess of 80km, modules B and C should be moved with a flat-bed vehicle for each shelter.

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One 15-kw gen erator an d tw o 60-kw generat ors are organic to the MPS (modu lesA, B, C). It can, however, be powered by one 60-kw generator. All shelters areclimate controlled . A m inimu m of three C-5B aircraft are requ ired for air

movem ent of one complete MPS.Setup of the MPS requires 4 hours. The MPS also requires a large, open , hardpacked area for setup because of the extreme lack of mobility of modules B and C.

NOTE: A ll mobile systems can be powered by generators or wired intoa commercial power hookup. Commercial hookups provide morestable power and better noise discipline. If commercial power is used,the print system must be within a radius of approximately 15 m due to

power cable length.

Heavy Print Facility (Fort Bragg, NC). There is one facility in the inventory. Itcontains the following:

Two single-color Heidelberg presses.Two two-color Heidelberg presses.

Two large paper guillotines.

Two paper stichers.

One 60-page collator.

One complete camera section.

One paper folder.

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Two 1250 duplicating presses.

One VariTyper system.

Two classified-storage safes.

Two facilities equipped for large production.

Time requ ired for print prod uction on a single Heidelberg press is shown iTable K-2, pag e K-15.

PSYOP Development Workstation (PDWS). There are two systems in the inventor(Figure K-3, page K-16). The PDWS is a desktop publishing package. It consists of central processing unit (CPU), a super video graphics array (VGA) color monitor, 300 dots p er inch (DPI) color scanner, a therma l color p rinter (also 300 DPI), and aSTU III for communications.

Using organic software, a trained operator can scan in images drawn by illustrator

or illustrations from any printed sourse for use in preparation of camera-ready artThe scanned image can be used as is or as a template to make a computer graphicdrawing. Either image can be used in a page layout program to develop a prod uccombining graphics with text. Graph ic images may also be draw n d irectly on thcomputer, and clip art files can be used as is or modified.

Once the prod uct is comp leted on the comp uter, it can be printed as a color proof ocolor separations by the printer. The software can make automatic coloseparations, either in spot version or four-color version. The black on whitseparations are then ready for the camera stage of the press operation.

The output quality of the computer system and printer is limited by the quality o

the image scanned or drawn and by the 300 DPI limit of the printer. Theselimitations are most evident when a press reproduction of a photograph is desiredThe end image d oes not compare to commercial magazine quality, but it is morthan adequate for PSYOP products.

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programm ed impr ovements to the PDWS include up grading to DOS and bettersoftware that will increase functions and speed production time. The proposedupgrades of the scanner and printer will dramatically improve product quality

allowing the printing of commercial magazine typ e pr oducts.Risograph. The risograph is a direct image processing machine that produces smallto medium amounts of good-quality one- or two-colored products onmedium-sized bond paper (Figure K-4, page K-17). It has the same basic outputspeed as a small press, but it is very portable and about the size of an officeph otocopier. It is completely self-contained an d n eeds non e of the su pp ortequipment (darkroom and platemaker) that a press requires, eliminating harmfulphotochemicals and hazardous waste disposal problems. The operator simplyremoves the ink dru m and replaces it with another to print another color. With theproper cables and interface, it can be connected directly to a desktop publishingcomputer like the print development workstation for printing, eliminating the

need for a separate color printer. It is designed to provide an immediate method of producing small quantities of products for quick-reaction teams until largerpresses can arrive in theater. It requires a small generator for power and a smallpaper cutter for finishing. Currently, the PDB is in the process of establishing alease contract for several risographs.

Leaflet O perations

The print company has the capability to produce and disseminate leaflets insupport of the PSYOP mission. Such operations include all the factors involved in

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plann ing, prod ucing, and disseminating leaflets by all means av ailable. Refer toAppendix G for a detailed discussion on leaflet operations.

Deployment

The deployment of a print liaison as part of the advanced echelon is essential.Duties of the liaison include:

Determining the availability of HN, allied, or U.S. forces print facilities.

Locating local sources of print supplies (paper, ink, press repair pints, etc.)

Conducting site surveys for print company equipment includingdetermining maintenance status and availability of existing equipment.

Employment

The senior member of a deployed print company serves as the print LO to the

POTF to ensure integration and realistic production priorities are assigned to eachpro du ct. The app roval process for produ cts is similar to the pro cess described forthe broadcast company products. The LO maintains the print production status foreach job and a consolidated inventory of existing products. He also maintains ahistorical data base of all leaflets prod uced, p rinted (to includ e samp les of each),and a separate database of disseminated products.

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Signal Company

The signal company contains the primary assets for continued communicationsbetween different elements of the POG. The following paragraphs describe themission, organization, and capabilities of this company.

Mission

The signal company provides communications support for the 4th POG(A) (fivebattalions and one headquarter and headquarters company [HHC]). It alsosup por ts the 96th Civil Affairs Battalion (Airborn e).

Organization

The signal company is organized into three platoons: headquarters, informationmanagement, and tactical support.

Headquarter Platoon. The company headquarters provides the administrative andoperations control of the company. The headquarters platoon consists of anadm inistrative section, an operations/ training section, and a supp ly section.

Information Management Platoon.The information management platoon providesmessage center supp ort for all elements of the 4th POG(A). It provides ma nagementof the 4th POG(A) COMSEC accoun t control of the POADS section and technicalmana gement of automa ted d ata processing systems in the 4th POG(A).

Tactical Support Platoon. The tactical support platoon provides tacticalcommunication support to the 4th POG(A). The platoon is organized into foursquads. Each squad has a habitual supp ort relationship w ith one of the three

regional battalions and the tactical support battalion in the 4th POG(A).Task Organization. The tactical support platoon is the workhorse of the signalcompany. Task organized into signal support elements (SSEs), the platoon cansup port a POTF head qua rters, the tactical psychological opera tions battalionhead quar ters, the PDB head quar ters, the 96th CA Battalion (Airborne), and anu mber of PSYOP liaison teams. Each SSE can be tailored in both nu mber of soldiers and type of equipment to meet mission requirements.

Capabilities. The POTF SSE usu ally consists of four or five soldiers w ith anNCOIC (SGT or SSG). A POTF SSE provides single channel tactical satellite(TACSAT) and high frequency (HF) rad io commu nications to the POTF. Singlechannel TACSAT can pass secure voice, secure FAX, and secure datacomm un ications. TACSAT is an excellent resou rce but is subject to frequ entpreemption and limited transmission windows. HF radio can pass secure data overa long distance (800 + km ), although it may som etimes be interrupted byatmospheric conditions and solar activity.

The tactical PSYOP battalion SSE usually consists of four to five soldiersinclud ing an NCOIC (SGT or SSG). It p rovides single chann el TACSAT and HFrad io commu nications to the tactical PSYOP battalion. It can also p rovide secure

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voice, same tactical FAX, and secure data communications using TACSAT.Using HF rad io, it can pass secure voice and secure data communications. It alsoprovides internal wire communications for the battalion headquarters.

The PDB SSE usually consists of three to four soldiers with an NCOIC (SGT orSSG). It provides single channel TACSAT and HF radio communication to thePDB. It also can provide secure voice, secure tactical FAX, and secure datacommun ications u sing TACSAT. Using HF rad ios, this SSE can pass secure voiceand secure data communications. It also provides internal wire communicationsfor the PDB headquarters.

The PSYOP liaison SSE consists of one sold ier, usu ally an NCO (SGT or SSG).This SSE provides single channel H F rad io communications for selected PSYOPLos. It can p ass nonsecure voice and secure d ata comm un ications. It can alsocoordinate access to alternative m eans of communications for the LO.

Mission Support Tasking

Figure K-5, page K-20, describes the communications flow. Units requiringcommunications support will do the following:

The unit determ ines its requiremen ts for commu nications based onthe mission.

The unit then submits the tasking for communications support to the 4thPOG(A) or POTF S3.

The 4th POG(A) or POTF S3 tasks the PDB S3.

The PDB S3 tasks the signal company command er. The signal companycommander is the unit’s point of contact for communications support taskings.

The signal company command er meets with th e S3 of the requesting u nitto work out the details of providing a communications system to supportoperational requirements.

Priorities for mission supp ort are determ ined by 4th POG(A) or the POTFas required.

Planning Considerations

Communications should be one of the first considerations when preparing fordeployment. The signal company coordinates communications support for the

un its in 4th POG(A). The signal compan y allocates its organ ic assets IAWstated requ irements. The grou p CE officer coordinates for anycommunications support outside of the group (e.g., interface with corps, EAC,or theater communications systems).

PSYOP battalions should route mission statements or communication conceptsand requirem ents throu gh the POG S3 and PDB S3 to the signal comp any.Requesting specific equipment and number of personnel should be avoided. Thesignal company command er (based on the supported unit m ission requirements)

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will determine the best mix for communications. Answers to the followingquestions will help determine the best communications package to be deployed:

What is the location of deployment?

What is the du ration of deployment?What is the scheme of maneuver for the deployment?

Are there an y special comm un ications requirements (e.g., mu stcommunicate with airborne assets, need a relay team)?

What other comm unications requirements are there other than voice(FAX, data)?

Is there secure storage for COMSEC?

Are commercial phones available?

Who is providing secure phones?

Will wire be used in the AO?

Will the communications systems of the units (corps, theater) be near thedeployed unit and will these systems be accessible?

Power

The primary radio systems used by the signal company are push-to-talk systems.These radio systems can be powered by either vattery or power supp ly. TheBA5590/ U lithium ba ttery is used to power all pirmary rad io systems.

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The signal company has power supplies that can be used when commercial poweris available. The signal company will coordinate with the deploying unit for thespecific power requirements.

Vehicles

Signal comp any has six organ ic vehicles: two M1009s and four M1008s thatcan be used for both C

2of the signal company’s assets and for team support

during deployment.

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APPENDIX L

Sample SOC M ission Letter

The special operations comm and (SOC) mission letter provides auth oritativedirection to a SOF unit’s planning and training efforts. It extracts unit tasks and otherrelevant guidance from SOC plans an d consolidates them in p riority into oneunit-specific letter. The letter also establishes mission-essentional trainingrequiremen ts. It thu s serves to focus the SOF un it’s plann ing and training efforts.

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APPENDIX M

Samp le PSYOP Unit M ission Letter

Each PSYOP group and battalion comman der p repares mission letters for hissub ordin ate unit comman ders. These letters are similar to SOC mission letters (seeAppendix L) but contain greater detail. They area primary reference document whenprep aring the un it mission-essential task list (METL).

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APPENDIX N

Format for PSYOP SITREP

The p urp ose of a PSYOP situ ation rep ort (SITREP) (Figure N-1) is to provid e currentinformation to the sup ported un it J3/G3/S3 and other PSYOP p lanners about op ponen tpsychological warfare (PSYWAR) activities and the apparent impact of friendly PSYOP.There is no set format for a PSYOP SITREP, but it should include, as a minimum, theoppon ent PSYWAR activities, the ap parent imp act of friend ly PSYOP, and any

anticipated changes to th e ongoing PSYOP campaign . The dep icted SITREP formatmay b e changed to fit eith er a specific situation or local requ iremen ts. The SITREP isprep ared by th e PSYOP u nit. The format for a PSYOP SITREP follows.

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Part II. Definitions

accessibility - The availability of an audience for targeting by psychological

operations.

agents of action - Persons and organizations who carry out or conduct programs of psychological actions.

*Discretionary - Persons or organizations whose activities are planned primarilyfor their psychological imp act.

* Incidental - Persons or organizations wh ose activities generate a psychologicalimpact secondary to the military operation.

battlefield psychological activities - (DOD, NATO) Planned psychological activitiescondu cted as an integral part of combat operations and d esigned to bring

psychological pressure to bear on enemy forces and civilians u nder enemy control inthe battle area, to assist in the achievement of the tactical objectives. (Joint Pub 1-02)

capability - (DOD) The ability to execute a specified course of action. (Acapability may or m ay not be accomp anied by an inten tion.) (Joint Pub 1-02)

chemical warfare - (DOD) All aspects of military operations involving th eemployment of lethal and incapacitating mun itions/ agents and the warning andprotective measures associated with such offensive operations. Since riot controlagents and herbicides are not considered to be chemical warfare agents, those twoitems will be referred to separately or und er the broad er term “chemical,” w hichwill be used to include all types of chemical mu nitions/ agents collectively. The

term “chemical warfare weapons” may be used when it is desired to reflect bothlethal and incapacitating m unitions/ agents of either chemical or biological origin.(Joint Pub 1-02)

civil affairs - (DOD) Those phases of the activities of a comman der w hich embracethe relationship between the military forces and civil authorities and people in afriendly country or area or occupied country or area when military forces are present.Civil affairs include matters concerning the relationship between military forceslocatcd in a country or area and the civil authorities and people of that country or areausually involving performance by the military forces of certain functions or theexercise of certain authority normally the responsibility of the local government. Thisrelationship may occur prior to, during, or subsequent to military action in time of hostilities or other emergency and is normally covered by a treaty or other agreement,expressed or implied. (Joint Pub 1-02)

collateral special operations activities - The inherent capabilities of all militaryforces may periodically be applied to accomplish missions other than those forwh ich th e forces are pr incipally organized, trained, and equipped . Collateralactivities in which special operations forces, by virtue of inherent capabilities,may be tasked to participate include humanitarian assistance, security assistance,search and rescue, counterdrugs, antiterrorism and other security activities, andspecial activities. (Joint Pub 3-05)

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condition s - Those externalelements that affect a target aud ience but over wh ich th eris little or no control. Conditions may be m an-mad e or environmen tal in nature.

consolidation - (DOD) The combining or merging of elements to perform acommon or related function. (Joint Pub 1-02)

consolidation PSYOP - Psychological operations conducted in foreign areasinhabited by an enemy or potentially hostile populace and occupied by U.S. forcesor in which U.S. forces are based, to result ultimately in behaviors by the foreignpopulace that support U.S. objectives in the area.

counterin surgency - (DOD) Those military, par amilitary, p olitical, econom icpsychological, and civic actions taken by a government to defeat insurgency(Joint Pub 1-02)

counterpropaganda - Programs of prod ucts and actions designed to nullify

propaganda or mitigate its effects.counterterrorism - Offensive measures to prevent, deter, and respon d toterrorism, including intelligence gathering and threat analysis in support of thosemeasures. (Joint Pub 3-05)

country team - Senior members of U.S. Government agencies assigned to a U.Sdiplomatic mission overseas and subject to the direction or supervision of theChief, U.S. Mission (ambassador). Normally, such members meet regularly(weekly) to coordinate U.S. Government political, economic, and militaryactivities and p olicies in the host country . (See also U.S. country team.)

deception - Those measures designed to mislead the enemy by manipulation

distortion, or falsification of evidence to indu ce him to react in a m annerprejud icial to h is interests. (Joint Pu b 1-02)

foreign internal defense - (DOD) Participation by civilian and military agencies of agovernment in any of the action programs taken by another government to free andprotect its society from subversion, lawlessness, and insurgency. (Joint Pub 1-02)

foreign nat ion support - Civil resources identification, negotiation, andprocurement from av ailable resources within a foreign nation in sup port of theU.S. military mission during wartime, preparation for war, or peacetime.

host nation - A nation in which representatives or organizations of another state

are present because of government invitation or international agreement. The termparticularly refers to a nation receiving assistance relevant to its national security

insurgency - (DOD, NATO) An organized movement aimed at the overthrowof a constituted government th rough use of subversion and armed conflict(Joint Pub 1-02)

joint special operations area (JSOA) - A restricted area of land, sea, and airspaceassigned by a theater command er to the comm ander of joint special operationsforces to condu ct special operations activities. The SOC or JSOTF comman de

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assigns specific JSOAs (or sectors of a single JSOA) to a subordinate SOFcommander for mission execution. The scope and duration of the SOF mission,friendly and hostile situation, and politico-military considerations all influencethe number, composition, and sequencing of SOF elements deployed into a JSOA.It may be limited in size to accommod ate a d iscrete direct action mission or m ay beextensive enough to allow a continuing broad range of unconventional warfareoperations. (Joint Pub 3-05)

key communicator - An individual to whom the target audience turns most oftenfor an analysis or interpretation of information or events.

media - Transmitted of information and psychological produ cts.

military operations short of war - The range of military actions required by theNational Comman d Authorities, except those associated w ith major combat

operations conducted pursuant to a declaration of war or authorized by the WarPowers Limitations Act, in support of national security interests and objectives.These military actions can be applied to complement any combination of the otherinstruments of national power and occur before and after war. (This information iscontained in Joint Pub 3-07 [Proposed Final Pub].)

national ob jectives - (DOD) Those fundamental aims, goals, or purposes of anation-as opposed to the means for seeking these ends—toward which a policyis directed and efforts and resources of the nation are app lied. (Joint Pub 1-02)

opponent - An antagonistic force or organization that counters missionaccomplishment by military means.

peacekeeping - Operations using military forces and/ or civilian personnel at therequest of the parties to a dispute to help supervise a cease-fire agreement an d/ orseparate the parties.

peacemaking - Diplomatic process of arranging an end to disputes and solvingtheir underlying causes.

peace-build ing - Postconflict diplomatic and military action to identify andsupport structures which will tend to strengthen and solidify peace in order toavoid a relapse into conflict.

peace-enforcement - Military intervention to forcefully restore peace betweenbelligerents who may be engaged in combat.

product - Any visual, audio, or audiovisual item generated and disseminated insupport of a PSYOP program.

product development center (PDC) - That organization within the operationselement of a PSYOP battalion or company in wh ich p rograms of p rodu cts oractions are developed.

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propaganda -

* (DOD) Any form of comm unication in sup port of national objectives designedto influence the opinions, emotions, attitudes, or behavior of any group in order to

benefit the sponsor either directly or indirectly.

* (NATO) Any information, ideas, doctrines, or special appeals d isseminated toinfluence the opinion, emotions, attitudes, or behavior of any specified group inorder to benefit the sponsor either directly or indirectly.

psychological actions - Activities cond ucted for their psychological imp act.

psychological operations -

* (DOD) Planned operations to convey selected information and indicators toforeign audiences to influence their erections, motives, objective reasoning, andultamately the behavior of foreign govenment, organizations, groups, and

individuals. The purpose of psychological operations is to induce or reinforceforeign attitudes an d behavior favorable to the originator’s objectives. Alsocalled PSYOP.

* (NATO) Planned psychological activities in peace and war directed to enem y,friendly, and neutral audiences in order to influence attitudes and behavioraffecting the achievement of political and military objectives. They includestrategic psychological activities, psychological consolidation activities, andbattlefield psychological activities.

psychological w arfare - The planned use of propaganda and other psychologicalactions having the primary purpose of influencing the opinions, emotions,

attitudes, and behavior of hostile foreign groups in such a way as to support theachievement of national objectives. (Joint Pub 1-02)

PSYOP campaign - A series of PSYOP programs conducted at the theater level toachieve short- and mid-term objectives in sup port of a CINC’s goals.

PSYOP ob jective - A statement of a measurable response that reflects the desiredattitud e or behavior change of a selected foreign target au dience as a result of psychological operations.

PSYOP p rogram - A sequential, coordinated presentation of a series of actionsand / or p rod ucts to achieve a specific PSYOP objective.

* action program - A sequential, coordinated presentation of a series of actionsto achieve a specific PSYOP objective.

* product program - A sequen tial, coordinated presentation of a series of products to achieve a specific PSYOP objective.

strategic psychological activities - (DOD, NA TO) Planned psychologicalactivities in peace and w ar wh ich nor mally pur sue objectives to gain the supp ortand cooperation of friendly and neutral countries and to reduce the will and thecapacity of hostile or potentially hostile countries to wage war. (Joint Pub 1-02)

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symbol - A visual or aural means used to convey a theme.

target audience - An individual or group selected for influence or attack by meansof psychological operations.

target audience analysis - The process by which potential target audiences areidentified and analyzed for effectiveness, accessibility, and susceptibility.

theme - A them e is a subject, topic, or line of p ersuasion u sed to achieve apsychological objective.

unconventional warfare - A broad spectrum of military and pa ramilitary operationscondu cted in enem y-held, enemy-controlled, or politically sensitive territory.Unconventional warfare includes, but is not limited to, the interrelated fields of guerrilla warfare, evasion and escape, subversion, sabotage, and other operations of alow visibility, covert, or cland estine n ature. These interrelated asp ects of

unconventional warfare m ay be p rosecuted singly or collectively by p redom inantlyindigenous personnel, usually supported and directed in varying degrees by (an)external source(s) during all conditions of war or peace. (Joint Pub 142)

U.S. country team - The senior, in-country, U.S. coordinating and supervisingbody, headed by the chief of the U.S. diplomatic mission, usually an ambassador,and composed of the senior member of each represented U.S. department oragency. (See also country team.)

vulnerability - Manifestation of an unsatisfied or perceived need in an individualor a target audience.

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References

Sources Used

These sources are quoted or paraphrased in this publication.

Army Publications

AR 12-1. Security Assistance-Policy, Objectives, and Responsibilities. 7 October 1988

AR 12-15. Joint Security Assistance Training (JSAT) Regulation. 28 February 1990

AR 190-52. Countering Terrorism and Other Major Disruptions on M ilitar Installations. 15 July 1983.

AR 310-25. Dictionary of United States Army Terms. 21 May 1986.

AR 381-10. U.S. Army Intelligence Activities. 1 July 1984.

FM 12-50. U.S. A rmy Bands. 6 September 1991.

FM 19-15. Civil Disturbances. 25 Novem ber 1985.

FM 27-1. Legal Guide for Comm anders. 13 January 1992.

FM 27-10. The Law of Land Warfare. 18 July 1956.

FM 31-20. Doctrin e for Special Forces Operations. 20 April 1990.

FM 34-1. Int elligence and Electronic W arfare Operations. 2 July 1987.

FM 34-3. Int elligence Analysis. 15 March 1990.

FM 34-36. Special Operations Forces Intelligence and Electronic WarfarOperations. 30 September 1991.

FM 34-130. Int elligence Preparation of the Battlefield. 23 May 1989.

FM 90-2. Battlefield Deception. 3 October 1988.

FM 100-5. Operations. 5 May 1986.

References-

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FM 100-10. Combat Service Support. 18 February 1988.

FM 100-15. Corps Operations. 13 September 1989.

FM 100-15-1. Corps Operations Techniques and Procedures. (Final Draft),September 1992.

FM 100-25. Doctrine for Army Special Operations Forces (SF Rangers, PSYOP, ARSOA ). 12 December 1991.

FM 101-5. Staff Organization and Operations. 25 May 1984.

HQ , 4th PSYOP Grou p. Low, M edium , and H igh A ltit ude Leaflet D issemin ationGuide. 27 September 1978.

Department of Defense (DOD) Directives

DOD S3321.1(D). Overt Peacetime Psychological Operations Conducted by theMilitary Services in Peacetime and in Contingencies Short of Declared War.26 July 1984.

DOD 5100.77(D). Law of War Program. 10 July 1979.

DOD 5105.38-M. Security Assistance Management Manual. October 1988.

DOD 5240. I(D). DOD Intelligence Activit ies. 25 April 1988.

Executive Order

Execut ive Order 12333. U.S. Intelligence Activities.

Joint an d Mu ltiservice Publications

FM 33-1/ FMFM 3-53. Psychological Operations. 18 February 1993.

FM 100-20/ AFP 3-20. Military Operations In Low Intensity Conflict. 5 December 1990.

Joint Pub 0-2. Unified Action Armed Forces (UNAAF). 1 December 1986.

Joint Pu b 1-02. Department of the D efense D ictionary of M ilitary and A ssociated Terms. 1 December 1989.

Joint Pub 3-0 (Test). Doctrine for Joint Operations. 1 Janu ary 1990.

Joint Pub 3-05. Joint Special Operations. 1 January 1986.

Joint Pub 3-07 (Test). Joint Doctrine for M ilitary Operations Short of War (FD).

Joint Pub 3-53. Joint Psychological Operations Doctrine (FD).July 1992.

Joint Pub 5.0. Doctrine for Planning Joint Operations. July 1991 (Test).

Joint Pub 5-03.2. Joint Operation Planning and Execut ion System V olume II (Planning and Execution Formats and Guidance).10 March 1992.

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Joint Pu b 5-03.21. Joint Operation Plann ing and Execution Sy stem Volume II (Planningand Execution Formats and Guidance) Secret Su pplement . 10 March 1992.

ST 3-53. Joint PSYOP A nt hology. Au gu st 1989. USAJFKSWCS Acad em ic Facility,ATTN AOJK-GP-D-C-S, Fort Bragg, NC 28307-5000.

Standardization Agreements (STANAGs) are available, upon request, from the NavalPublications and Forms Center , 5801 Tabor Avenu e, Philadelph ia, PA 19120.

STAN AG 2033. Int errogation of Enemy Prisoners of W ar. 29 August 1986.

STAN AG 2044. Procedures for Dealing with Prisoners of War. 14 December 1977.

Pub lic Laws

1973 War Pow ers Resolution

Title V, 1980 Amend men t to N ational Security Act

Arm s Export Con trol Act of 1986

Foreign Assistance Act of 1983

10 U.S. Code 176

International Law and Military Policy

Hague Conventions

Geneva Conventions

Treaty Law in NATO

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