text: Chapter 19
  detrimental to their objectives. Tactical deception operations are designed to support the commander’s plan
  by enhancing the probability of mission success. It allows units to create windows of opportunity by causing
  the target to react or falsely interpret friendly operations. The purpose of TAC-D is to—
  * Gain the initiative.
  * Reduce overall operational risk.
  * Preserve combat power.
  19-7. Properly planned and executed deception operations will make it possible for units to “hide the real”
  and “display the false.” Units use all available types, means, and variations of tactical deception to conceal
  friendly locations, capability, or intent until a time and place of the friendly commander’s choosing.
  19-8. TAC-D by itself is never decisive, although it may be a main effort at some point during the operation.
  This distinguishes TAC-D from offensive, defensive, or stability operations and solidifies it as an enabling
  operation. As with all enabling operations, units use TAC-D operations to complement current operations;
  transition between phases; transition between offense, defense, or stability; or set conditions for future
  operations.
  19-9. Tactical deception is an effective way to cause the enemy to squander time and resources on irrelevant
  objectives. Leaders conduct TAC-D at every echelon with either the resources they have or with assistance
  from their higher echelon. Integrating deception between echelons can be a useful tool in altering how the
  enemy views, analyzes, decides, and acts in response to friendly operations.
  19-10. If the deception effect would affect the friendly force scheme of maneuver outside the echelon’s
  assigned area, it needs to be approved by the commander two echelons above the executing unit. For example,
  by using decoys in the defense to make friendly forces look three times bigger than it is and cause the enemy
  to attack elsewhere needs to be coordinated and approved by higher echelon commanders. If a unit is directly
  told to execute a deception action by their higher headquarters, the assumption is the higher headquarters has
  already received approval for that order.
  19-11. TAC-D is a commander driven activity that is structured around principles, types, means, and
  variations used to set favorable conditions to achieve friendly objectives. Commanders decide the location
  and time to employ deception in support of operations. The principles of tactical deception provide
  subordinates fundamental guidance during the planning of all tactical deception operations. The desired effect
  describes the level of uncertainty that the friendly commander wants to achieve against an enemy decision
  maker. The means are the tools that friendly commanders use to accomplish tactical deception. Typically,
  the means are found in either the coordinating instructions of an order or through commander’s guidance.
  Variations of tactical deception are missions that a higher headquarters can assign to a subordinate unit. Vital
  to the unit’s ability to execute tactical deception is through maintaining operational security and ensuring the
  realism.
  PRINCIPLES OF TACTICAL DECEPTION
  19-12. Just as the principles of war provide general guidance for the conduct of military operations, the six
  principles of tactical deception provide guidance to planning deception. The principles of deception are—
  * Centralized planning and control.
  * Focus.
  * Integration.
  * Objective.
  * Security.
  * Timing.
  CENTRALIZED PLANNING AND CONTROL
  19-13. A centralized approach is necessary to provide clarity and to ensure various elements portray the
  same story and do not conflict with other objectives or evolving conditions in an operational environment.
  Execution of tactical deception may be decentralized as long as all participating organizations adhere to a
  single plan. Once the commander approves the deception plan, the designated operational element monitors