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Afterthought:
What causes opponents to come of their own accord is the prospect of gain. What discourages opponents from coming is the prospect of harm.
—Sun Tzu, The Art of War
"Best IO-blog ever" -- You gets no bread with one meatball (pNSFW)
SZ: The end of international law? Simma: At any rate, this is a fateful hour. But you also have to see that the concern of the world public for international law has never been so pronounced as it is today! (SZ 01.02.2003)
For this reason alone it is impossible to comprehend the position of a number of politicians who interpret the serious consequences referred to in Resolution 1441 as an immediate starting gun for war. (FAZ 06.02.2003)
No, Mr. Blair, there is absolutely no justification whatsoever for an invasion of Iraq. The attempt by the US and UK governments to finesse us into support for a war that is illegal and immoral leaves us with no confidence in our leaders. (Times 12.02.2002)
Britain and the United States are on the verge of launching a ‘19th-century gunboat war’ in the Gulf which will be illegal and immoral, the former defence minister Peter Kilfoyle warned the House of Commons yesterday.’ (Guardian 19.03.2003)
In an ever-changing, incomprehensible world the masses had reached the point where they would, at the same time, believe everything and nothing, think that everything was possible and that nothing was true. ... Mass propaganda discovered that its audience was ready at all times to believe the worst, no matter how absurd, and did not particularly object to being deceived because it held every statement to be a lie anyhow. The totalitarian mass leaders based their propaganda on the correct psychological assumption that, under such conditions, one could make people believe the most fantastic statements one day, and trust that if the next day they were given irrefutable proof of their falsehood, they would take refuge in cynicism; instead of deserting the leaders who had lied to them, they would protest that they had known all along that the statement was a lie and would admire the leaders for their superior tactical cleverness.
One of the key challenges to managing the use of open source is the absence of widely accepted measurements or metrics. Intelligence Community managers seek quantifable measures for day-to-day administration. Counts are made of the occasions in which open source analyses have been included in the President’s Daily Brief, one of the Intelligence Community’s most important products. Other products are published by the Open Source Center based solely on open source information and disseminated to intelligence analysts and outside experts. Use of the website opensource.gov is also monitored.
Inasmuch as open source information is used by all-source analysts in connection with information from classified sources, it is difficult to measure how much open source information contributes to a specific intelligence product. It is anticipated that open source information will increasingly be relied upon given its greater availability, the nature of issues that today’s analysts must cover, and the heavier emphasis placed on it by senior intelligence leaders. The ultimate metric for the Intelligence Community is, however, the quality of analysis. Today’s analysts work with the awareness that products reflecting ignorance of information contained in open sources will discredit the entire intelligence effort. This will be especially the case when intelligence products are made public and are scrutinized by knowledgeable outside experts.
President Bush intends to name former Washington Post columnist James K. Glassman to lead the State Department's struggling efforts to improve the United States' image abroad, replacing longtime Bush confidante Karen Hughes.
Glassman, now chairman of the Broadcasting Board of Governors, which oversees the Voice of America, will be named the new undersecretary of state for public diplomacy and public affairs, administration officials said. The officials spoke on the condition of anonymity because the announcement has not yet been made.
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Hughes boosted the number of Arabic speakers representing the United States in Arabic media, set up three public relations centers overseas to monitor and respond to the news, and nearly doubled the public diplomacy budget, to almost $900 million annually. Despite her efforts, polls have shown no improvement in the world's view of the United States.
James Glassman and TCS [Tech Central Station, founded by Glassman] have given birth to something quite new in Washington: journo-lobbying. It's an innovation driven primarily by the influence industry. Lobbying firms that once specialized in gaining person-to-person access to key decision-makers have branched out. The new game is to dominate the entire intellectual environment in which officials make policy decisions, which means funding everything from think tanks to issue ads to phony grassroots pressure groups. But the institution that most affects the intellectual atmosphere in Washington, the media, has also proven the hardest for K Street to influence--until now.
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Most think tanks are organized under the 501(c)(3) section of the tax code and must disclose many details of how they are financed, being--at least in theory--expected to justify their non-profit status with work in the public interest. Even think tanks of an acknowledged ideological bent seek to insulate the work of their scholars and fellows from the specific policy priorities of the businesses or foundations that provide their funding. Likewise, traditional newspapers and magazines, whether for-profit or not, keep a wall between their editorial and business sides; even at magazines of opinion, the political views of writers are presumed to be offered in good faith, uninfluenced by advertisers.
Unlike traditional think tanks, Tech Central Station is organized as a limited liability corporation--that is, a for-profit business. As an LLC, there is little Tech Central Station must publicly disclose about itself save for the names and addresses of its owners, and there is no presumption, legal or otherwise, that it exists to serve the public interest. Likewise, rather than advertisers per se, TCS has what it calls "sponsors," which are thanked prominently in a section one click away from the front page of the site. (AT&T, ExxonMobil, and Microsoft were early supporters; General Motors, Intel, McDonalds, NASDAQ, National Semiconductor, and Qualcomm, as well as the drug industry trade association, PhRMA, joined during the past year.) Each firm pays a sponsorship fee--although neither Glassman nor any of the sponsors would disclose how much--and gets banner advertisements on the site. When I contacted a few of the sponsors, each described their relationship to TCS in a slightly different way. An Intel spokeswoman said that TCS was "a consultant" to the computer-chip maker. AT&T's representative said her firm was "a funder." A Microsoft representative explained that the company "is constantly looking for ways to educate on some of the critical and important issues in the technology sector."
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[T]ime and time again, TCS's coverage of particular issues has had the appearance of a well-aimed P.R. blitz. After ExxonMobil became a sponsor, for instance, the site published a flurry of content attacking both the Kyoto accord to limit greenhouse gasses and the science of global warming--which happen to be among Exxon-Mobil's chief policy concerns in Washington.
An as yet unreleased U.S. National Intelligence Estimate on Iran concludes that the evidence for a weapons program is largely circumstantial and inconclusive, while the Director of National Intelligence John Negroponte reported that Iran is five to ten years away from having a weapon even if it accelerates the process and no one interferes with its development. Negroponte was predictably fired for his unwillingness to alter the intelligence, and the NIE is unlikely to see the light of day unless it is rewritten to conclude that Iran is an immediate threat.
• Every action in COIN sends a message; the purpose of the information campaign is to characterize the message to the target population in the area of the insurgency and often to international observers as well. Messages and themes should be aimed at enhancing the legitimacy of the affected government. Messages are delivered through media operations, including public affairs and public diplomacy as well as military information operations, with the intent to counter insurgents’ ideology, undermine their motivation and popular support, and deny them sanctuary, both physical and virtual.
• An information strategy must address ideological, social, cultural, political, and religious motivations that influence or engender a sense of common interest and identity among the target population. It should be based upon efforts to understand the environment through census data, public opinion polling, and the collection of cultural and “human terrain” information in denied areas. A comprehensive information strategy involves understanding the effects of operations on the population, adversaries, and the environment.
• The information campaign must be conducted at global, regional, and local levels in order to influence every level of support to the insurgency.
• An information campaign creates a narrative that enhances the legitimacy of the affected government. It must resonate with the population and be based upon verifiable facts and measurable progress rather than promises. Deeds speak for themselves, and in COIN, actions must validate rhetoric.
• Information includes intelligence, which allows units to distinguish between insurgent and civilian. With this knowledge, security forces may penetrate insurgent cells, and apprehend the members, leading to further intelligence gains.
This paper describes how the expansion of the international threat spectrum has also lead to changes in the requirements for strategic crisis management. The author details how horizontally and vertically networked efforts of all relevant actors and institutions are required within the framework of a holistic crisis management approaches. The paper details how in conceiving such "homeland security" systems, two approaches have emerged, an institutional one and a process oriented one. The author states that in the case of Switzerland both aspects can be detected, although key questions about crisis response and leadership structures remain open.
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In shaping crisis management effectively, it is necessary to take into account transformations in the social and political environment. Special attention should be given to tendencies to mediatize and politicize crises. These two phenomena have reciprocal effects. Crisis management is an inherently political task. During a crisis, political actors are expected by citizens, organizations, and the media to supply explanations for events and to swiftly reestablish the normal state of affairs. If crisis management fails in a crisis situation characterized by danger, insecurity, and time pressure, this can undermine trust in the crisis management abilities of the political institutions as well as their legitimacy.
On the other hand, the media already play an important role in identifying and defining a situation as a crisis by moving a given critical situation into the focus of public attention through their communication of information and the mode of reporting. Since the media may have a strong influence on a critical situation and its public perception, crisis communication has become an important element of crisis management for decision-makers. The flood of images that follows every crisis outbreak must be managed proactively. This requires a professional handling of the media on the part of those bearing political responsibility.
This article introduces the term cognetic, coined by the author from the root words cognitive (relating to thought process) and kinetic (relating to, caused by, or producing motion). Currently, the term lacks a single, accepted meaning. I intend to use it in a unique way in order to define the essence of today’s fast-moving, unrestrained, nonstop global media (the Internet and transnational television) and their effect on public opinion and behavior. To be cognetic is to put thought in motion with impact. Thought takes the form of messages created by specific arrangements of images, sounds, and words. Motion signifies the global media’s unrestrained and rapid movement of messages to a target audience. Impact represents the effect on public opinion and behavior caused by perceptions generated by the message. Violent public reactions in the Muslim world to the publication of cartoons depicting Muhammad in the Danish newspaper Jyllands-Posten and to Pope Benedict XVI’s remarks about Islam epitomize the term cognetic—putting thought in motion with a global impact. Unlike bombs and bullets—the effective conventional weapons of the Industrial Age—imagery, sounds, and words serve as the effective ideological weapons of the Cognetic Age.
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Adopting shared terminologies, concepts, and principles is critical to developing a new capability for ideological warfare if the military services and various government agencies wish to avoid the misperceptions and negative baggage associated with old terminology and thinking. Many terms and concepts held over from the Industrial Age prevent us from thinking and communicating clearly about new threats we face in the Cognetic Age. For example, propaganda does not fit today’s decentralized information-communication environment because we associate it with the centralized control and management of information and communications that reflected the concentration of power during the Industrial Age. With the advent of the Internet and globalization, this concentration of power no longer exists in the hands of the few; indeed, many people now have access to it. This shift in power is the defining feature of the Cognetic Age. Moreover, considerable negative baggage has attached itself to propaganda, a word continually used to describe almost any activity having to do with influencing perceptions, whether for good or ill. This intellectual burden stifles our ability to fight ideological war by tying our minds and tongues to the dogmas of the past. By providing perceptually neutral terms and concepts, cognetics eliminates the knee-jerk reaction to propaganda, thus freeing our minds and enabling us to think differently as well as communicate more clearly about the ideological battle we face.
Cognetics is a new concept of ideological warfare, based on principles of maneuver warfare. Referred to as “blitzkrieg of the mind,” it occurs in a virtual place created by global media. Time and space, which constrain physical maneuver, are almost nonexistent here. The term cognetic effect expresses how the emotive content of messages delivered by global media influences public opinion and behavior. A force multiplier, cognetic effect empowers nonstate actors to influence public opinion and behavior on a global scale. By means of cognetics, the United States can win ideological warfare by advancing truth, dispelling rumors, correcting misinformation, and combating enemy psychological operations and perception influence. For militant Islam, the cognetic effect offers disproportionate power to drive people to action. Seen most vividly, the cognetic effect of the Jyllands-Posten’s Muhammad cartoons struck the Muslim world like a meteor, setting off shock waves of anger and sparking violent demonstrations from London to Lahore.
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The nature of warfare in the Cognetic Age is ideological—something inherently antithetical to conventional war because “an idea cannot be destroyed with a bullet or a bomb; it must be replaced by a better idea.”
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Someone possessing the quality of Fingerspitzengefuhl, literally “fingertip feeling,” has such a high level of competence that he or she can make decisions without hesitation, based on intuitive competence at all levels—from private to general. In addition to proficiency with weapons at the individual level, “intuitive competence” also applies at command level, where it refers in general to the “feel” that great commanders have for the progress of the battle and in particular to their seemingly uncanny abilities to detect and exploit openings while they still present opportunities. It comes from years of practice at ever-increasing levels of complexity.
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In terms of Fingerspitzengefuhl, al-Qaeda made the most of leveraging the Madrid train-bombing terror attacks immediately before the Spanish election by successfully focusing the weight of Spanish voter perception against the pro-American ruling party of José Maria Anzar to elect the antiwar Socialist José Zapatero. Shortly after the election, Spain pulled its troops out of Iraq. As for the British, large-scale opposition to the war jumped to new heights following the attacks of 2005. The online newspaper Telegraph reported one year after the London bombings that 80 percent of those polled believed that England should split from the United States and pursue its own course in the war on terror. Both examples highlight militant Islam’s use of cognetics to pursue its strategic goals by attacking populations directly and amplifying the psychological effect of vulnerability through the media in an already negatively charged atmosphere to undermine US foreign policy.
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We must adopt cognetic thinking to create a shared, systematic way of conceptualizing, communicating, and carrying out ideological warfare against militant Islam. The top US strategy documents all recognize that winning the war against this foe requires winning the battle of ideas. Cognetics provides the terminology, concepts, principles, and system needed to harmonize diverse government entities into a coherent and cohesive whole, thus enabling the government to mount a well-coordinated and effective ideological assault on militant Islam.
In December 2006, the U.S. Army published its new counterinsurgency (COIN) Field Manual (FM 3-24). FM 3-24 is the much-anticipated capstone doctrinal COIN guide for the U.S. Army and Marine Corps. Its intent is “to fill a doctrinal gap,” for fighting COIN by delivering “a manual that provides principles and guidelines for counterinsurgency operations.” The importance of developing a coherent, interdisciplinary approach that helps to fill the “doctrinal” and capability gaps facing the U.S. military in the asymmetrical warfare spectrum, including COIN, cannot be overstated. In light of this, how well do the new guidelines in FM 3-24 for conducting a COIN campaign align with historical and social science lessons on counterinsurgency? FM 3-24 outlines U.S. COIN doctrine in the form of strategies called Logical Lines of Operation (LLOs). With this in mind, are there cases in the Middle East where FM 3- 24’s LLOs have been applied and produced their intended effects? If they were not used and the state power’s desired “endstate” was achieved, what strategies were used to achieve the COIN campaign objectives? This thesis assesses the extent to which the field manual aligns with insights and practices from historical COIN campaigns in the Middle East as well as the new doctrine’s ability to supply the United States with a COIN strategy that incorporates insights and conclusions from academia. Our findings indicate that FM 3-24 is a necessary step in developing an effective and coherent U.S. approach to COIN. However, it fails to incorporate some more contemporary social movement theory explanations into its strategies. For example, it fails to recognize the relative importance political inclusion in counterinsurgency strategies versus other variables, such as security, as a primary means of success in counterinsurgency campaigns.
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A large body of contemporary scholarship asserts that insurgencies and other violent social events, such as revolutions and riots, are extreme examples of what Sidney Tarrow calls “contentious collective action” and that they should be studied and explained in the context of social movement theory. Likewise, Charles Tilly describes “social movements as a series of contentious performances, displays and campaigns by which ordinary people [make] collective claims on others.” While there is considerable debate among scholars as to the most significant causes of “contentious collective action” occurring outside of the accepted state institutions and with the purpose of overthrowing those institutions, it is widely accepted by many scholars that the sufficient and necessary causal factors of insurgencies must be conceptualized within SMT as part of a contentious political relationship between an authority and a group resisting authority.
We will discuss SMT and its incorporation into FM 3-24 in more detail later, but as an initial explanation for the purposes of this thesis, social movements are defined as collective, contentious and sustained actions taken by people to challenge another group of people based on a claim. Therefore, in the most basic sense, social movement theories seek to explain how, when and why people act collectively in support of or against another group of people. Therefore, SMT provides crucial explanatory power for understanding insurgencies and implications for developing effective COIN doctrine.
• We assess with high confidence that until fall 2003, Iranian military entities were working under government direction to develop nuclear weapons.
• We judge with high confidence that the halt lasted at least several years. (Because of intelligence gaps discussed elsewhere in this Estimate, however, DOE and the NIC assess with only moderate confidence that the halt to those activities represents a halt to Iran's entire nuclear weapons program.)
• We assess with moderate confidence Tehran had not restarted its nuclear weapons program as of mid-2007, but we do not know whether it currently intends to develop nuclear weapons.
• We continue to assess with moderate-to-high confidence that Iran does not currently have a nuclear weapon.
• Tehran’s decision to halt its nuclear weapons program suggests it is less determined to develop nuclear weapons than we have been judging since 2005. Our assessment that the program probably was halted primarily in response to international pressure suggests Iran may be more vulnerable to influence on the issue than we judged previously.
• We judge with moderate confidence that the earliest possible date Iran would be technically capable of producing enough HEU for a weapon is late 2009, but that this is very unlikely.
• We judge with moderate confidence Iran probably would be technically capable of producing enough HEU for a weapon sometime during the 2010-2015 time frame. (INR judges Iran is unlikely to achieve this capability before 2013 because of foreseeable technical and programmatic problems.) All agencies recognize the possibility that this capability may not be attained until after 2015.
• Our assessment that Iran halted the program in 2003 primarily in response to international pressure indicates Tehran’s decisions are guided by a cost-benefit approach rather than a rush to a weapon irrespective of the political, economic, and military costs. This, in turn, suggests that some combination of threats of intensified international scrutiny and pressures, along with opportunities for Iran to achieve its security, prestige, and goals for regional influence in other ways, might—if perceived by Iran’s leaders as credible—prompt Tehran to extend the current halt to its nuclear weapons program. It is difficult to specify what such a combination might be.
• We assess with moderate confidence that convincing the Iranian leadership to forgo the eventual development of nuclear weapons will be difficult given the linkage many within the leadership probably see between nuclear weapons development and Iran’s key national security and foreign policy objectives, and given Iran’s considerable effort from at least the late 1980s to 2003 to develop such weapons. In our judgment, only an Iranian political decision to abandon a nuclear weapons objective would plausibly keep Iran from eventually producing nuclear weapons—and such a decision is inherently reversible.