READY FOR TODAY – EVOLVING FOR TOMORROW is critical to assisting the deception team. Understanding enemy vulnerabilities, collection assets, preconceptions, and the information environment is necessary to first determine if deception is even plausible. If it is determined that deception can successfully contribute to achieving objectives, then the commander’ s planning guidance – an output of mission analysis – will contain deception objectives and sufficient information to initiate deception planning.
After mission analysis, a deception plan is produced to support each course of action( COA). The deception plan will outline four elements for each COA: objective, target, story and the plan itself. The‘ objective’ is a concise statement of what the deception will cause the enemy to do or not do. For example, the deception objective for AF 17 was to delay the enemy’ s commitment of its Corps reserve and the commitment of one of its divisions against ARRC’ s flank. The‘ target’ is the enemy decision maker with the authority to make the decision that will achieve the deception objective. The target is the key individual on whom the entire deception operation will be focused. Again, G2 is essential to understanding the target’ s perceptions and the potential or existing information conduits to the target. The‘ story’ is the cornerstone of the deception operation. It is the scenario that outlines the friendly actions that will be portrayed to cause the deception target to adopt the desired perception. It narrates exactly what the deception planner wants the target to believe to be true, and then decide to act on that basis.
Each COA should be analysed for strengths and weaknesses with the deception element considered alongside the actual plan. The analysis should identify the enemy’ s expected reaction to allow the commander to validate the benefit gained from deception against the costs and resources diverted away from the main effort. After COA selection, the deception‘ plan’ will be developed. The plan will detail the deception actions that need to be conducted and the resources required to execute and monitor the enemy’ s reaction to them. It should include the timeline required to deliver the actions, for it to be evaluated and acted upon by the target, and how long it must last for.
In addition to the deception planner and the G2 branch, several other elements of the staff contribute directly to deception planning. JFIB is responsible for planning how to shape the information environment in a way that supports the deception plan. PSYOPS is an important capability that can influence the key decision maker through its conduits. Public Affairs, though strictly prohibited from deceiving or influencing, plays a role by reporting on specifically selected areas. STRATCOM and Information Operations interpret the enemy narrative and determine the best way to counter it.
ARRCADE FUSION( AF17) – The Crawl Stage
For AF 17, ARRC leaders used CRP to begin informing the staff of the value and uses of deception. Very few staff members had previous training in deception, so the headquarters began at square one. As such, deception planning deviated in several ways from how it would normally be conducted. For one, deception planning was discussed openly instead of centralised in a separate planning cell to be discretely developed. While this deviation in realworld planning could breach OPSEC, confuse friendly forces and would likely fail, the leadership was focused on maximising awareness for the sake of training.
As COA development got underway, the designated deception team helped identify the target, the objective and develop the deception story. Members of the deception team then worked alongside COA development teams to tailor the deception plan to each COA and identify activities that would support the deception plan. These deception elements were briefed as part of each COA during the COA decision brief. In real world planning, the deception team would develop the deception plan discreetly, but in close collaboration with the COA development team. Further, the deception team would likely brief the Commander privately on the deception elements of each COA so he would be aware of its costs and benefits prior to the staff delivering the COA decision brief.
After a COA was selected, the deception team worked openly with staff subject matter experts to further refine the deception plan and develop activities to support deception. The deception plan was then included as an unrestricted annex in the operation order, available for all to read. A final deviation from the norm involved tasks and missions to subordinate formations. Throughout AF 17 planning and execution, subordinate formations were aware of the deception plan and their role in the deception. In real world scenarios, units rarely know their operations are part of a deception operation. This is necessary for OPSEC and to ensure the enemy perceives a believable scenario.
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In summary, deception has historically been an important element of warfare with clear benefits when conducted successfully. Continued staff training and exercising of deception will enable HQ ARRC to develop effective deception plans when required. Although deception planning for AF 17 largely aligned with the doctrinal approach, deviations from that approach – primarily involving how openly deception was discussed – maximized staff training and awareness of deception planning and its benefits. Moving forward, the ARRC should further institute the roles each branch plays in support of deception. Determining which disciplines are required to be informed of the deception plan will help determine future deception planning teams, and ensure we“ read on” the proper personnel with the appropriate amount of detail required for their support in the deception plan.
ABOUT THE AUTHORS
Lt Col Rachelle Hathaway is a Strategy, Plans and Policy officer at HQ Allied Rapid Reaction Corps. She currently serves as DACOS G5.
SFC Laurens Maliepaard is a SR PSYOPS Plans NCO at HQ Allied rapid Reaction Corps. He currently serves as the Joint Fires and Influence Branch SNCO PSYOPS.
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