text: _________________________________________________________________________________Chapter 5
  5-9. In an information-based world, the boundaries between nations, individu-
  als, and private-sector organizations can be undefined and nebulous. The tradi-
  tional distinction between enemy and friendly forces becomes harder to observe,
  define, and ultimately defend against. The OPFOR is keenly aware of this devel-
  opment and can use it to its advantage when conducting IW actions. For exam-
  ple, the OPFOR could employ third-party individuals or organizations (either
  domestic or international) to conduct IW activities, making traceability difficult.
  5-10. There may also be an inherent difficulty in isolating a specific OPFOR
  IW activity. For example, the distinction between OPFOR-sponsored IW at-
  tacks and other types of activities and events (such as espionage, accidents,
  system failures, disgruntled employee actions, and hacker pranks) are hard
  to distinguish. This period of confusion, and time spent trying to identify the
  attacker, can benefit and be manipulated by the OPFOR.
  5-11. The interaction of the GII, NIIs, and DIIs compresses and blurs the dis-
  tinction among tactics, operations, and strategy. For example, images of
  tactical military actions, disseminated by the media, are likely to influence
  strategic decision makers or the populace.
  EXPANDED ROLE FOR PERCEPTION MANAGEMENT
  5-12. Thus, perception management is a critical piece of IW. The OPFOR
  constantly attempts to “spin” any conflict or situation to its advantage. IW
  planning and implementation emphasizes increased use of psychological
  warfare (PSYWAR) and deception designed to manipulate public opinion,
  coupled with attacks against an opponent’s centers of gravity.
  5-13. New information-based techniques and tools can dramatically increase
  the ability to conduct perception management and supporting deception op-
  erations. Modern technologies allow the OPFOR to target a global audience
  for support and sympathy. The OPFOR stresses the importance of perception
  management from the strategic to the tactical level. (See the Perception
  Management section of this chapter for further detail.)
  ROLE OF TECHNOLOGY
  5-14. Rapid advances in technology have produced an incredibly complex
  global information environment. Information and communications technolo-
  gies have grown exponentially in recent years. Satellite and cellular commu-
  nications, direct-broadcast television (expanding the awareness of events, is-
  sues, and military activities), personal computers, global positioning system
  (GPS) technologies, wireless communication capabilities, and the Internet are
  a few examples of the capabilities widely available to nations, as well as in-
  dependent organizations and individuals. Given such advances, the capabili-
  ties of both the OPFOR and its potential adversaries are increasing in both
  sophistication and lethality. The OPFOR tries to exploit such technologies to
  gain the operational advantage.
  INVESTMENT IN TECHNOLOGY
  5-15. The State is committed to creating an IT research and development
  base. However, until such a capability is developed, the State actively seeks