Information Operations - Military Deception (MILDEC)

Military Deception (MILDEC)

Main article: Military_deception See also: Category:World_War_II_deception_operations

• MILDEC is described as being those actions executed to deliberately mislead adversary decision makers as to friendly military capabilities, intentions, and operations, thereby causing the adversary to take specific actions (or inactions) that will contribute to the accomplishment of the friendly forces’ mission. MILDEC and OPSEC are complementary activities — MILDEC seeks to encourage incorrect analysis, causing the adversary to arrive at specific false deductions, while OPSEC seeks to deny real information to an adversary, and prevent correct deduction of friendly plans. To be effective, a MILDEC operation must be susceptible to adversary collection systems and “seen” as credible to the enemy commander and staff. A plausible approach to MILDEC planning is to employ a friendly course of action (COA) that can be executed by friendly forces and that adversary intelligence can verify. However, MILDEC planners must not fall into the trap of ascribing to the adversary particular attitudes, values, and reactions that “mirror image” likely friendly actions in the same situation, i.e., assuming that the adversary will respond or act in a particular manner based on how we would respond. There are always competing priorities for the resources required for deception and the resources required for the real operation. For this reason, the deception plan should be developed concurrently with the real plan, starting with the commander’s and staff’s initial estimate, to ensure proper resourcing of both. To encourage incorrect analysis by the adversary, it is usually more efficient and effective to provide a false purpose for real activity than to create false activity. OPSEC of the deception plan is at least as important as OPSEC of the real plan, since compromise of the deception may expose the real plan. This requirement for close hold planning while ensuring detailed coordination is the greatest challenge to MILDEC planners. On joint staffs, MILDEC planning and oversight responsibility is normally organized as a staff deception element in the operations directorate of a joint staff (J-3).

• MILDEC as an IO Core Capability. MILDEC is fundamental to successful IO. It exploits the adversary’s information systems, processes, and capabilities. MILDEC relies upon understanding how the adversary commander and supporting staff think and plan and how both use information management to support their efforts. This requires a high degree of coordination with all elements of friendly forces’ activities in the information environment as well as with physical activities. Each of the core, supporting, and related capabilities has a part to play in the development of successful MILDEC and in maintaining its credibility over time. While PA should not be involved in the provision of false information, it must be aware of the intent and purpose of MILDEC in order not to inadvertently compromise it.

• A message targeted to exploit a fissure between a key member of the adversary’s leadership who has a contentious relationship with another key decision maker is an example. That message could cause internal strife resulting in the adversary foregoing an intended course of action and adopting a position more favorable to our interests.
• http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA470825&Location=U2&doc=GetTRDoc.pdf