STRATCOM Leeds PRESENT

R o b e r t H a s ti n g sA c ti n g A s s i s t a n t S e c r e t a r y o f D e f e n s e ( P u b l i c A ff a i r s )

2 0 0 8 - 2 0 0 9

Principles of

STRATEGIC COMMUNICATION

Strategic CommunicationThe Information Environment is Changing…… Every Day• Traditional channels are less trusted than new media• Media coverage is a fact of life• There is no longer a news cycle – reporting is instantaneous• Thru news reporting, tactical actions can have immediate

strategic consequences• We are competing with many voices• Technology equalizes big and small voices• New media and new journalism are here NOW• Information operations are continuous – there is no end for

information engagements

Report of the Defense Science Board Task Force on Strategic Communication; 2004

QDR Strategic Communication Execution Roadmap; 2006U.S. National Strategy for Public Diplomacy and Strategic

Communication; 2007DoD Principles of Strategic Communication; 2008DoD Strategic Communication Joint Integrating Concept; 2009DoD Report on Strategic Communication; 2009USG National Framework for Strategic Communication; 2010

US Strategic Communication Roadmap

Strategic Communication

“To succeed, we must understand the United States is engaged in a generational and global struggle about ideas, not a war between the West and Islam. It is more than a war against the tactics of terrorism. We must think in terms of global networks, both government and non-government. If we continue to concentrate primarily on states ([i.e.,] 'getting it right' in Iraq, managing the next state conflict better), we will fail.

Strategic communications require sophisticated methods that map perceptions and influence networks, identify priorities, formulate objectives, develop themes and messages, leverage new strategic and tactical dynamics and, ultimately, monitor success.”

Dr. William SchneiderChairman, Defense Science Board

US Government DefinitionThe synchronization of words and deeds with active consideration of how they will be perceived by selected audiences;Programs and activities deliberately aimed at communicating and engaging with intended audiences, including those implemented by public affairs, public diplomacy, and information operations professionals.

National Framework for Strategic Communication March 2010


A key lesson from previous DoD efforts to conceptualize and organize for effective strategic communication is that processes intended to develop separate and distinct strategic communication priorities, plans, or organizations are ineffective when divorced from other planning processes.

Some in DoD are increasingly using the term "strategic engagement and communication" instead of the term "strategic communication," as the latter term is often misinterpreted to imply a narrower concern with media, messaging, and traditional "communications" activities.

Department of DefenseReport on Strategic Communication

December 2009


The strategic communication process is designed to synchronize - and thus maximize the impact of - efforts to achieve one or more of the following:

Improve U.S. credibility and legitimacy;Weaken an adversary's credibility and legitimacy;Convince selected audiences to take specific actions

that support U.S. or international objectives;Cause a competitor or adversary to take (or refrain

from taking) specific actions.

Strategic Communication Joint Integrating Concept; 2009


Four instruments used to deliver Strategic Communication:Public diplomacy; activities that seek through the exchange of

people and ideas to build lasting relationships and receptivity to a nation’s culture, values, and policies.

Public affairs; communication activities intended primarily to inform and influence audiences through news media and public information.

International broadcasting services: funded government programs to transmit news, information, public affairs programs, and entertainment to global audiences via a variety of means.

Information operations; associated military activities which include computer network operations, electronic warfare, operational security, military deception, and PSYOP.5

Strategic Communication Joint Integrating Concept; 2009


Gentle/Indirect Forceful/Direct

Inform Educate Influence/Advocate Induce/Coerce

PSYOPS

The Information Spectrum

MILDEC

Info OperationsPSYOPS

Public Diplomacy Public DiplomacyPublic Affairs


“Strategic communication should be an enabling function that guides and informs our decisions and not an organization unto itself. Rather than trying to capture all communication activity underneath it, we should use it to describe the process by which we integrate and coordinate.

To put it simply, we need to worry a lot less about how to communicate our actions and much more about what our actions communicate. I also hope we learn to be more humble, to listen more. Because what we are after in the end—or should be after—are actions that speak for themselves, that speak for us. What we need more than anything is credibility.

And we can’t get that in a talking point.”

Admiral Mike MullenChairman, Joint Chiefs of Staff

DoD Principles of Strategic Communication

Principles of Strategic Communication

Strategic Communication….

The synchronization of actions, images, and words to achieve a desired effect.


Leadership-Driven. Leaders must decisively engage and drive the Strategic Communication process.

Credible. Perception of truthfulness and respect between all parties.


Understanding. Deep comprehension of attitudes, cultures, identities, behavior, history, perspectives and social systems.

Dialogue. Multi-faceted exchange of ideas to promote understanding and build relationships.


Pervasive. Every action, image, and word sends a message.

Unity of Effort. Integrated and coordinated, vertically and horizontally.

Results-Based. Actions to achieve specific outcomes in pursuit of a well-articulated endstate.


Responsive. Right audience, right message, right time, and right place.

Continuous. Diligent ongoing research, analysis, planning, execution, and assessment that feeds planning and action.


A New Breed of Communicator………must• Exert influence at the front end• Work every channel• Listen, understand, know audiences• Shape environment• Act first and communicate first• Research, assess and measure• Work as part of the leadership team• Embrace technology• Ride the wave of change• Be resilient, agile and fast• Deliver results



Robert [email protected].

“The newest computer can merely compound, at speed, the oldest problem in the relations between human beings, and in the end the communicator will be confronted with the old problem, of what to say and how to say it.”

Edward R. Murrow

Documents

STRATCOM Leeds PRESENT