text: Introduction
  When properly resourced and integrated, deception has the potential to deter or induce actions that are
  favorable to the force and can increase the success of friendly activity. In the same way that operations
  transition from one phase to the next, deception plans integrated into each phase and through each transition
  will strengthen the ability of commanders to retain initiative throughout the operation. Successfully planned
  deceptions give commanders the ability to act faster than the enemy can make decisions, creating positions
  of relative advantage.
  Deception, as part of a broader strategy, is present in military case studies. While deception has its roots in
  the earliest military strategies, the modern day practical study of deception relies largely on case studies from
  World War I to present day. The availability of actual participants for interviews combined with detailed
  after action review reporting provides an in-depth understanding of deception tactics and techniques.
  Deception can play a pivotal role in achieving the commander’s objectives and significantly reduce risk.
  Deception can conceal, protect, reinforce, amplify, minimize, distort, or otherwise misrepresent friendly
  technical and operational capabilities, intentions, operations, and associated activities. Deception can be a
  critical enabler to achieving operational surprise and maintaining the initiative during large-scale combat
  operations in highly contested, lethal environments.
  This publication is the proponent for the new Army term, tactical deception.