Problem
Information has little value when people cannot use it to understand or act.
Action
Collect, interpret, share, and protect information according to a clear purpose.
Outcome
People can make sound decisions from relevant information.
Chapter: Nature of Information - Information Explained
Problem
Ignoring information can surrender influence and decision space to an opponent.
Action
Consider information effects when planning every military activity.
Outcome
Military actions produce stronger effects on decisions and behavior.
Chapter: Nature of Information - How Important is Information?
Problem
Information moves through connected people, systems, and physical conditions.
Action
Identify key audiences, networks, sources, and influences before acting.
Outcome
Plans account for how information will move and affect people.
Chapter: Nature of Information - Characteristics of the Information Environment
Problem
Competitors use information continuously to gain influence without direct conflict.
Action
Track competitor messages, actions, audiences, methods, and desired effects.
Outcome
The force can recognize and counter hostile influence sooner.
Chapter: Nature of Information - How Competitors Approach Information
Problem
Every military action creates information that others can interpret.
Action
Assess the likely meaning of each action before execution.
Outcome
Actions communicate the intended message more consistently.
Chapter: Nature of Information - Conclusion
Problem
Information cannot create power unless it changes understanding or behavior.
Action
Combine credible information with actions that support its meaning.
Outcome
Target audiences are more likely to respond as intended.
Chapter: Theory of Information - Informational Power
Problem
Friction and uncertainty make military decisions slower and less reliable.
Action
Improve friendly understanding while increasing uncertainty for the opponent.
Outcome
Friendly forces act with greater confidence than opposing forces.
Chapter: Theory of Information - Information and the Attributes of War
Problem
More information does not automatically produce a better decision.
Action
Give decision makers the right information before the opponent can respond.
Outcome
Friendly forces can make and execute important decisions first.
Chapter: Theory of Information - What is an Information Advantage?
Problem
Information efforts become scattered when their purpose is unclear.
Action
Use information to generate, preserve, deny, and project relevant knowledge.
Outcome
Each information activity supports a defined operational need.
Chapter: Theory of Information - Functions of Information
Problem
A target may continue to resist even when only its physical capabilities change.
Action
Define the required changes to both the target behavior and the target function.
Outcome
Objectives address what the target can do and chooses to do.
Chapter: Theory of Information - The Cognitive and Functional Components of Military Objectives
Problem
Deception fails when the false picture does not guide a useful target response.
Action
Present believable information that leads the target toward a chosen wrong decision.
Outcome
The target acts in a way that creates an operational opportunity.
Chapter: Theory of Information - Information and Deception
Problem
Information activities waste effort when they are separated from operational goals.
Action
Connect each information effect to a specific objective and target decision.
Outcome
Information contributes directly to mission success.
Chapter: Theory of Information - Conclusion
Problem
Isolated information activities cannot fully shape a contested environment.
Action
Coordinate information capabilities with physical actions and operational timing.
Outcome
Different actions reinforce the same intended effect.
Chapter: Effective Use of Information - Principles of the Information Warfighting Function
Problem
Broad information superiority is difficult to achieve and maintain.
Action
Focus resources on the information needed for the most important decisions.
Outcome
The force gains useful advantages where they matter most.
Chapter: Effective Use of Information - Achieving Information Advantages
Problem
The same information approach will not fit cooperation, competition, and conflict.
Action
Adjust messages, capabilities, and risk to the current level of competition.
Outcome
Information activities remain effective as conditions change.
Chapter: Effective Use of Information - Information Advantages across the Competition Continuum
Problem
An information advantage can disappear when audiences or conditions change.
Action
Measure target responses and continuously adjust information activities.
Outcome
Information efforts stay aligned with the changing environment.
Chapter: Effective Use of Information - Conclusion
Problem
Information effects receive uneven attention when no function is responsible for their integration.
Action
Assign clear responsibility for planning and coordinating information activities.
Outcome
Information receives consistent command attention and resources.
Chapter: Institutionalizing Information - Distinguishing the Information Warfighting Function
Problem
Information plans lose their impact when developed in isolation from other operations.
Action
Include information requirements and effects in every warfighting function.
Outcome
All functions support a shared operational purpose.
Chapter: Institutionalizing Information - Information and the Other Warfighting Functions
Problem
Late information planning cannot shape major operational choices.
Action
Include information on objectives, audiences, effects, and measures throughout planning.
Outcome
Information influences the design and execution of the operation.
Chapter: Institutionalizing Information - Information in the Planning Process
Problem
Limited people, time, and capabilities cannot support every information need equally.
Action
Rank information efforts by their expected contribution to the mission.
Outcome
Critical information needs receive support first.
Chapter: Institutionalizing Information - Prioritizing Information
Problem
A single force rarely has enough access or credibility to reach every audience.
Action
Coordinate capabilities and information sharing with allies and partners.
Outcome
The combined network gains wider access and greater influence.
Chapter: Institutionalizing Information - Leveraging all Capabilities, and Ally and Partner Networks
Problem
Training exercises send observable signals to competitors and partners.
Action
Plan exercise activities to deliberately affect real audiences.
Outcome
Exercises shape outside perceptions while meeting training goals.
Chapter: Institutionalizing Information - Using Training Exercises for Real-World Effect
Problem
Careless words and actions can reveal intentions or weaken credibility.
Action
Protect sensitive details and follow release rules in every setting.
Outcome
Adversaries gain fewer useful clues from friendly behavior.
Chapter: Institutionalizing Information - Practicing Discipline in the Information Environment
Problem
Conflicting words and actions weaken trust in the organization.
Action
Use a consistent narrative that matches command decisions and service behavior.
Outcome
Audiences receive a credible and coherent explanation of events.
Chapter: Institutionalizing Information - Command and Service Narrative
Problem
Information cannot become routine when personnel lack shared knowledge and practice.
Action
Teach and rehearse information concepts through doctrine, training, and education.
Outcome
Personnel apply information principles consistently in operations.
Chapter: Institutionalizing Information - Doctrine, Training, and Education
Problem
A force built without information needs may lack the required people and capabilities.
Action
Include information on roles, systems, and skills in force development decisions.
Outcome
The future force can operate effectively in contested information environments.
Chapter: Institutionalizing Information - Force Development and Design
Problem
Information efforts fade when they depend on temporary attention or separate specialists.
Action
Embed responsibility for information in command, planning, training, and force design.
Outcome
The force uses information as a normal part of every mission.
Chapter: Institutionalizing Information - Conclusion