Page:United States Army Field Manual 3-13 Information Operations.djvu/28

lksign ut Army lntumiatian Opnratiuns 1-82, lnibrmation in the social and infnnuational target sets shape e0m— manders` thinking about the AO, The military target set iiicuses operational planning and preparation, Commanders conduct IO to develop the situation and reEnn their situational understanding. Some IO elementslrclated activities are more suited for this than others. For example, PA shape the inthrmaiion environment by keeping the US public informed. Coumerdeceprion may reveal adversary intentions. Ceunterpmpnganda may be able to stabilize a crisis. CND can ensure that timely and accurate information is transmitted within the command so a common operational picture is available for deci sionmakers (see FM 6—O). The objective during a crisis is to move the potcn— tial coniliut hack towards peace. The more subtle KO elements can lwlp an complish this. 1-B3. During crises, mrnmanders may be authorized to conduct more focused XSR operations against possible adversaries to prepare for opemtrions. This means devoting additional resources ui the collection effort (oflbusive IO). Etiectivu wntiugeney planning! helps commanders determine what informa- tion requirements must he met to execute an operation, Commanders obtain approval Ihr IO tasks and products developed dining: contingency planning and preparation. They also execute operations with objectives that require a long time to achieve. As figure 173, page 1722, shows, IO elements have dil`7 femnt approval chains, aud. many IO activities may require :1 long time to WAR 1—84. During: war, commanders conduct IO to synchronize the information element of combat power with the other elements of combat power. Well~syn7 chmnizod otiensive IO can cripple not only adversary military power but also adversary dvilinn decisionmaking capability. Commanders and staffs follow the military decisionmaking process to plan IO that aoeomplishes the wm- u.iauder`s intent and eonwpt of operations. Part Two describes how they do this. Appendix B provides an example scenario. THE G-7 SECTION AND THE INFORMATION OPERATIONS CELL 1785. The G77 has coordinating stat? responsibility for IO. He does this by means of the G77 section and I0 cell. The G77 section has assigned olliceis and NCOs responsible for IO current operations, IO planning and I0 targeting (see appendix F). The G·7 coordinates l0 ielated activities of other staff oiliceis through the IO cell. 1-86. The IO cell. located in the main eommand post, brings together representatives of organizations responsible for all IO elements and related ac- tivities. Related activities include any organizations able tc contribute to achieving IO objectives, PA and CMO are always related activities; command- ers may designate others. The IO cell also includes representatives of special and coordinating staff sections, as the mission requires. All battlefield operating systems me represented. The primary limction of an IO eel! is to synchronize IO throughout the opemtions process. ln corps and divisions, the G-7 section tiirms its nucleus. ln Army service component commands (ASCCs), the plans, current operations, and otfocts control divisi<ms·un<ler the deputy chief of staff tiir opei·ati1>ns»<x¤>1dinate· IO. The ASCC ensures Army IO I·21