# Presentation: 295190

## Information Warfare Psychological Operations Implications for 21st Century Organizational Leadership

- Federal Information Systems Security Educator’s Association
- University of Maryland   College Park, Maryland

- Richard K. Smith, Pepperdine Univ., GSEP Ed D O L, 6100 Center Drive, Los Angeles, CA 90045    11MAR04

**Notes:**
Information dominance is control of data.  Dr. Peter F. Drucker (1999, pg 126), in Management Challenges in the 21st Century, writes “Unless organized, information is still data. To be meaningful it has to be organized.”
Whether that data originates at sensor, server or systems level, individual human knowledge determines its use and value.  A diplomat or battle space commander educated in offensive and defensive information operations may avoid (or mitigate) risks by initiating pre-operational “virtual, cyber weapons” that contribute to mission success.  
Organizational leaders are responsible to identify, prioritize, assess, develop remediation and protection for their infrastructures and critical key resources.  They need to qualify risks and quantify values to budget for appropriate active protection. [protect, defend, operate, sustain, and maintain] 

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- “There are but two powers in the world, the sword and the mind. In the long run the sword is always beaten by the mind.”
** *****Napoleon Bonaparte***
- Leadership causes people to follow their superiors willingly; therefore, following them in death and life, the people will not betray them.
***	******	******	******	******	******          ******Sun-tzu***

- Richard K. Smith, 11 Mar 04

**Notes:**
Our minds reflect on new information to integrate with and add to existing knowledge, skills and abilities.  
  To achieve maximum concentration/power the mind needs to attain and sustain focus.  Our experiences determine how sharply our mind’s focus resolves new information.  
  To accurately adjust our mental focus requires us to understand the origin, source and cultural context that develops any new information.  However, we may be deceived if hostile intent masquerades as incorrect data in an otherwise accurate flow of information.  Continuing errors in data at first disrupt the individual concentration and decision making processes, then contribute to a growing loss of trust, and unless caught and corrected, begins destroying social capital, coherence, cohesion and unit integrity. 
An organizational leader’s vision, mission and core values is supported through trust networks with their followers. 

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Psychological Operations****:**
- Planned operations to convey selected information and indicators to foreign audiences to influence their emotions, motives, objective reasoning, and ultimately the behavior of foreign governments, organizations, groups and individuals.                           Joint Publication 1-02** **

- Richard K. Smith, 11 Mar 04

**Notes:**
Example:  Selecting the information and indicators to influence another’s behavior depends on a clear, accurate understanding of their culture and experience.  Achieving lasting affects on behavior requires a clarity of focus approaching cultural understanding and shared values.  

Dr. Francis Fukuyama (1995, page 36), writes in Trust, “...systems create moral communities because their shared languages of good and evil give their members a common moral life.”  The criticality of under-standing and sharing values is increasingly important as the number of individuals, size of groups and organizations grow.

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Information Warfare:**

- Richard K. Smith, 11 Mar 04

**Notes:**
Information warfare’s meaning depends on cultural context, focus and perspective.  
In an internet news article the Russian government was quoted as stating that an information warfare attack would be responded to as if bombs were destroying their buildings of bricks and mortar.  In another internet entry from a less technologically advanced African nation education programs, financed by the World Bank, were identified as forms of information warfare because they violated tribal customs, learning protocols, established content and taboos. 
The American analogy, “beauty is in the eye of the beholder” has an explicit corollary in that definitions for information warfare are as varied as the users. Textual  interpretations can be culturally and technologically dependent. [dependent (or independent) variables?]  

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**“****Information Warfare is**
** ****about control of**
** ****information.”**
**Winn Schwartau (1994)**
***Information Warfare****** ***

- Richard K. Smith, 11 Mar 04

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Civil Affairs:**
- The activities of a commander that establish, maintain, influence or exploit relations between military forces and civil authorities, both governmental and nongovernmental, and the civilian populace in a friendly, neutral, or hostile area of operations in order to facilitate military operations and consolidate operational objectives.**                                          **Joint Publication 1- 02** **

- Richard K. Smith, 11 Mar 04

**Notes:**
Example:  Applying influence or exploiting relations with civil authorities is currently an element of Joint military field operations.  Where military commanders carefully target and manage using friendly local civilian populace cultural values, activities have often shown success.  
  Organizational leaders who expand their focus to establish, maintain, influence, exploit cultural values gain opportunities to invest in social capital.  Clarity of organizational vision, mission and core values yield opportunities to build cultural understanding and as Sun Tzu stressed gain follower’s trust. 
  This illuminates one of the essential 21st century elements of leadership; e.g. achieving a balance between the values based servant leader and clearer path-goal processes focused on over coming follower’ obstacles from the beginning of an operation.  The power of this paradigm expands with recognition of the leader’s need to master “paradox management”.

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Perspectives:**
**Diplomat**
**to**
**Battle-Space Commander**
**to**
**[Organizational leaders?]**
** **

- Richard K. Smith, 11 Mar 04

**Notes:**
Both diplomats and military commanders perspectives encompass the control of relations to accomplish assigned goals.  Part of the professional nature of both activities is their broad latitude to interpret the large flow of data and information received from their staffs [constrained asset value is assigned to data from specific sources]. 
   Conflicting data (enter paradox) often is created when new information does not align with (old) prior knowledge.  This requires developing a ability pause and later to re-examine the new data, without (total disregard or assuming  correlations) jumping to a unsupported conclusion.  
   When critical suppositions are challenged in a short period of time paradox management becomes an essential skill; avoiding confusion & frustration may stop amygdala hijack and a “flashing over” to anger or a loss of judgment.  

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Overt Peacetime Psy-Ops Programs****:**
- Those programs developed by combatant commands, in coordination with the chiefs of US diplomatic missions, that plan, support, and provide for the conduct during military operations other than war, of psychological operations in support of US regional objectives, policies, interests, and theater military mission.
- Joint Publication 1-02 (draft)

- Richard K. Smith, 11 Mar 04

**Notes:**
Example: When information is developed in support of US regional objectives it may be implemented following both the “civil affairs” and peacetime program models to include local cultural values.  
Through these two unique lens leaders may gain a focus that can show where organization and local cultural values are misaligned when developing information for external dissemination [internal and external data consistency].

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Knowledge Determines**
**Use**
** **
**Value**** **
**Risk**

- Richard K. Smith, 11 Mar 04

**Notes:**
Every organization has a community of interest and specialized knowledge base developed to serve that community.  A frequent source of paradox experienced by organizational leaders is the continuing dynamic of change between internal and external community cultures. Solving paradox requires expenditures on education, data mining & knowledge management for experiential lessons learned.  [learning organizations sponsor intellectual capital growth]
  For organizational leader’s decision making the value of information often is how current as-well-as how correct.  
  Old or bad data is often nearly useless where age and rate-of-change may actually change it’s characteristics to become detrimental to time-critical decisions. 
Example:  As winds change in compass direction and magnitude between Time 0 & Time N  chemical-biological-nuclear foot prints and exposure level consequences vary.       

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- Knowledge Determines
**Use**
**SENSORS  -  SERVERS  -  SYSTEMS **
- Value** **
- Risk

- Richard K. Smith, 11 Mar 04

**Notes:**
The optimum use of information must be determined in conjunction with specific applications. Organizational leaders have different experiences and knowledge that determines their use of available information. 
Examples:  
  to monitor (transactions) status, 
  measuring organizational health,  
  success of individuals day-to-day operations
  report on organizational I.T. security & project results  
  A primary use that is needed is to facilitate leader’s comprehension of data/information value, risk and magnitude of harm associated with internal critical infrastructure and key resources; e.g. identification, prioritization and commensurate protection.  

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- Knowledge Determines
- Use
** **
**Value **
- Risk

- Richard K. Smith, 11 Mar 04

**Notes:**
Establishing explicit critical infrastructure value becomes essential to determine commensurate protection. Consider your organization as the overlapping center point of a Venn diagram of customers.  Customers are impacted by loss, interruption or reduction of your services.  The longer your services are interrupted the more severe the impacts and the higher the costs of mitigating customer communities losses or costs of each action to compensate others/return to your organizational services. 
Example: A temporary port closure: lost local community citrus export, farmer/migrant income, health insurance, kids schools, pay for/plant new trees (reduced next crop), fuel/power increases; lost dock worker & teamster income, imported vegetables in ships with loss to insurance companies/stocks/dividends [loss >$1.3B/day]. 
  Value based organizational leaders “attend to the community’s goals and purpose.” (Northouse, 2001, pg 264) and  transformational leaders and followers reach to establish higher and broader moral purposes (Burns, 1978). 

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- Knowledge Determines
**VALUE** is determined by your organization, plus your customers, suppliers, and users which determine their mission success based on your infrastructures’ support.
- Your user’s expanding circle of customers, suppliers and their users product or service VALUE may also be dependent on your organization’s infrastructure service.

- Richard K. Smith, 11 Mar 04

**Notes:**
Establishing explicit critical infrastructure value becomes essential to determine commensurate protection. Consider your organization as the overlapping center point of a Venn diagram of customers.  Customers are impacted by loss, interruption or reduction of your services.  The longer your services are interrupted the more severe the impacts and the higher the costs of mitigating customer communities losses or costs of each action to compensate others/return to your organizational services. 
Example: A temporary port closure: lost local community citrus export, farmer/migrant income, health insurance, kids schools, pay for/plant new trees (reduced next crop), fuel/power increases; lost dock worker & teamster income, imported vegetables in ships with loss to insurance companies/stocks/dividends [loss >$1.3B/day]. 
  Value based organizational leaders “attend to the community’s goals and purpose.” (Northouse, 2001, pg 264) and  transformational leaders and followers reach to establish higher and broader moral purposes (Burns, 1978). 

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- Sensors/ Shooters
- Servers
- Systems

- Use
- Offensive
- Defensive
- Win      s & ?
- Offensive
- Defensive
- Win      s & ?
- Offensive
- Defensive
- Win	 s & ?

- Richard K. Smith, 11 Mar 04

-     Value

-    **ISR           C4           GIS**
**Org. Policy   IA     Virtual Sys.**
**Sharing    Sharing    Dual Use**

**High          Medium      Low**

**Notes:**
From your perspective, to what extent does the value of a sensor to Intelligence, Surveillance and Reconnaissance systems exceed the value of a sensor to the computationally intensive functions of servers or systems associated with Command, Control, Computer and Communications?

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Knowledge* Determines**Use
** **
- Value** **
**Risk**
**“****How might our current and future capacity to execute the major elements of our national strategy be compromised or even defeated by new information warfare threats against key elements of the national information infrastructure?”           **
**Risk = f (uncertainty, damage), then** **Risk = f (hazard, safeguard*).**

- Richard K. Smith, 11 Mar 04

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- Richard K. Smith, 11 Mar 04

- Risk can be defined as a function of uncertainty and damage i.e.
**Risk = f (uncertainty, damage)**
- Uncertainty** **is measured as a probability.  Consequences are measured as damage.
- As uncertainty or damage increases, so does risk.

- Another element of risk is the cause or source of danger; e.g. hazard.
**Risk = f (hazard, safeguard)**
- Risk increases with hazards but decreases when safe- guards are known.
- Equations depend on _*courses*_ being structured to identify counters to hazards providing the safeguards.

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

- Sensor(s)
- Server(s)
- System(s)

- Use
- Offensive
- Defensive
- Win      s & ?
- Offensive
- Defensive
- Win      s & ?
- Offensive
- Defensive
- Win	 s & ?

- Richard K. Smith, 11 Mar 04

-      Risk

-    **ISR           C4           GIS**
**Org. Policy   IA     Virtual Sys.**
**Sharing    Sharing    Dual Use**

** ****High        Medium       Low**

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Risk Analyses:**
**Sensor**
**Server**
**System**

- Richard K. Smith, 11 Mar 04

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Course Development Criteria: **
**1.   Risk Analysis**
**2.   Needs Assessment**
**3.   Cost Benefit Analysis**

- Richard K. Smith, 11 Mar 04

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Step-by-Step Needs Assessments:**
**[What Is +/- What Should Be = Gap]**
- Sensor
- Server
- System

- Richard K. Smith, 11 Mar 04

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Cost - Benefit Analyses:**
- Sensor
- Server
- System

- Richard K. Smith, 11 Mar 04

## Information Warfare – Psychological Operations Implications for 21st Century Organizational Leadership

**Information Dominance **
**is **
**Control of Data**

- Richard K. Smith, 11 Mar 04