5-1. Interests are motivations that provide insight to perceived rights, influences, responsibilities, and power. Interests influence how populations perceive complexity, physical security, political systems, economic influence, tribal and religious identity, self-serving, or a combination of two or more. The BCT commander and staff develop an understanding of operational variables—political, military, economic, social, information, infrastructure, physical environment, and time (commonly referred to as PMESII-PT) and mission variables—mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT-TC) through information collection to enhance situational awareness and understanding of competing interests. (At the tactical level, intelligence operations, reconnaissance, security operations, and surveillance are the four primary means conducted as part of information collection.) The commander and staff can frame a problem if they understand competing interests within the area of operation. The BCT seeks to understand the motivations and recognize that each interest has multiple perspectives. The BCT considers political interests from multiple perspectives to operate effectively under conditions of complexity and in close contact with enemies and populations. Understanding interests assist the commander and staff to synchronize information-related capabilities that shape the information environment and to modify behaviors to further sustainable objectives.
5-2. Understanding interests requires analysis of operational variables and mission variables within a particular region. Understanding requires an appreciation of the operational environment’s complex, humanistic, and political environs within the context of war as a contest of wills. The BCT commander and staff must develop an understanding of the local audience’s cultural communication techniques to communicate with them effectively. The BCT also must understand that the most important aspect of cultural communication is how the population receives the information rather than how the unit transmits the information. Determination of valued interests within an area provides options for the BCT to establish programs that incentivize cooperation leading to mission accomplishment. Comprehension of interests allows understanding to implement disincentives that seek to coerce and persuade adversaries, enemies, and neutral parties with interests counter to the objectives the BCT and higher have established. The understanding and acknowledgement of interests help to frame information-related capabilities in future operations.
5-3. Efforts to understand interests begin before deployment. Country studies, analysis of the social demographics, constructs of local, sub-national and national governance, and understanding of key personalities and organizations within the BCT’s future area of operation provide baseline knowledge to increase situational awareness and identify potential areas of friction before deployment. The BCT considers
operational variables and mission variables within their area of operations to gain an understanding of the interests and motivations particular to different groups and individuals to enhance situational awareness. Unified action partners and Army special operations forces are key resources that the BCT uses to develop situational understanding to shape efforts that lead to a sustainable, secure environment. Analysis of these resources allows informed leaders to identify information gaps and develop courses of action that increase their situational understanding within their area of operation.
5-4. The BCT conducts information collection through intelligence operations, reconnaissance, security operations, and surveillance means that focus on intelligence requirements to bridge information gaps. Gaps identified during intelligence preparation of the battlefield develop into information requirements through aggressive and continuous operations to acquire information. The BCT staff considers operational variables and mission variables, with emphasis on civil considerations, to understand the interests within their area of operation. Information requirements that develop situational understanding of the interests within an area are defined and collected by focusing civil considerations within the construct of area, structures, capabilities, organizations, people, and events, (commonly known as ASCOPE). BCTs use human terrain system teams, the processes by which these teams function, and other enablers (civil affairs operations, military information support operations) to understand the nuances and particulars of organizations and people within the area of operation.
5-5. The commander and staff consider culture and pillar organizations that influence the operational environment’s civil considerations. Culture is the shared beliefs, values, customs, behaviors, and artifacts members of a society use to cope with the world and each other. Pillar organizations are organizations or systems on which the populace depends for support, security, strength, and direction. Examination of a culture gives insight to the motivations and interests of people and organizations. Consideration of a culture is imperative to successful shaping operations that set conditions for future successes. Thorough understanding of the interests of groups and individuals allow for informed and viable courses of action that seek to favorably shape the environment and contribute to positive outcomes and objectives within the BCT’s area of operations.
5-6. Host-nation security organizations and political partners provide invaluable insight into values, beliefs, and interests. As organizations are comprised of the people, they secure and govern, their native fluency in the customs, courtesies, cultures, beliefs, interests, and ideals provide the partnering BCT cultural perspective and intelligence that develop understanding of the operational environment. Close positive relationships (as addressed in the vignette below) with host-nation partners breed trust, which leads to an enhanced understanding of the operational environment.
UNDERSTAND, SHAPE, AND INFLUENCE
When 1st Brigade, 1st Armored Division (the Ready First Combat Team) arrived in Ramadi, Iraq in June 2006, the situation was dire. Attacks averaged over thirty per day, spiking on some days to over fifty. Less than 100 police out of an authorized 4000 were present for duty each day. The police that were present each day were forced to stay bunkered in their stations. Attacks bombarded the garrison at the government center several times daily with mortars, rocket propelled grenades, and small arms fire. The population of this provincial capital was terrified of the anticipated full-scale assault on the city to remove the insurgents.
The armored brigade combat team of 6000 United States Soldiers and Marines and 3000 Iraqi Army troops employed a far different strategy. Instead of launching a massive assault to clear the city house by house, the brigade isolated the insurgents. Disregarding the theater emphasis to withdraw to large bases, the brigade pushed out, placing company -sized combat outposts in the worst insurgent areas. These outposts restricted insurgent movement and demonstrated willingness to confront Al Qaeda in his sanctuary. Using the outposts as an example of their commitment to free the city from insurgent control, the BCT and Iraqi partners reached out to the remaining local tribal leaders, offering protection and economic development in exchange for police recruits to clear the
city. Frustrated by Al Qaeda's excesses and abuse, the tribal leaders provided over 4000 recruits over the following six months to fill the dwindling police ranks.
In the meantime, the BCT continued to execute a clear, hold, build strategy in the city, emplacing more combat outposts to reduce insurgent control over the city's center. A linked information operations effort began to discredit Al Qaeda in the eyes of the people. Allied tribes provided intelligence that enabled raids; thus, demoralizing the Al Qaeda force. The Iraqi Army and United States’ forces liberated the city's large hospital, freeing access to medical care. Micro- and macro -economic development projects began in cooperative areas, providing much -needed local jobs. Sensing diminishing support and legitimacy among the population, Al Qaeda attempted to retaliate against cooperating tribes through a murder and intimidation campaign. The Ready First stood by the tribes, providing air, artillery, and troop support to defend against insurgent attacks when required. This demonstration of solidarity solidified the tribal rebellion, which expanded exponentially. Returning police recruits provided security in cleared areas, and provided the flexibility to expand and clear the remaining sanctuaries. In addition to sending troops to far away police and army schools, the Ready First Combat Team provided a leadership academy to develop local forces’ ability to conduct counterinsurgency operations. Soldiers and local security forces inhabited joint security stations throughout the city, working together to provide security. The tribal councils selected mayors and local leaders to rebuild the human infrastructure of the city. Violence decreased by nearly 70 percent by February 2007, and by summer 2007, attacks practically ceased in Ramadi. The Awakening spread quickly from Ramadi to the rest of Anbar, changing the course of the Iraq war.