text: Cavalry Organizations and
  the Operational Environment
  integrated capabilities to understand the cultural implications of conducting military operations among
  indigenous populations and institutions. The BCT or brigade civil affairs operations staff officer (S-9)
  develops plans, policies, and programs to further the relationship between the BCT and the civil component
  in the assigned area of operations. The S-9 provides a mechanism for civil-military coordination,
  collaboration, and communication within the BCT area of operations. Chemical, biological, radiological, and
  nuclear (CBRN) staff elements work with the brigade intelligence staff officer (S-2) to analyze the CBRN
  threat in the operational environment. The BCT may meet gaps in understanding the CBRN threat with
  taskings to the CBRN reconnaissance and surveillance platoon.
  1-28. Commanders and staffs consider culture and pillar organizations that influence the civil considerations
  of the operational environment. 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 culture
  provides insight to the motivations and interests of people and organizations. Consideration of culture is
  imperative to successful shaping operations that set conditions for future success. A thorough understanding
  of group and individual interests allow for informed and viable courses of action that seek to shape the
  environment favorably and contribute to positive outcomes and objectives within the brigade’s area of operations.
  1-29. Host-nation security organizations and political partners provide invaluable insight into values, beliefs,
  and interests. These organizations are composed of the people they secure and govern; their native fluency
  in the customs, courtesies, cultures, beliefs, interests, and ideals provide the partnering BCT with cultural
  perspective and intelligence that develops their understanding of the operational environment. Close, positive
  relationships with host-nation partners breed trust, which lead to an understanding of the operational environment.
  SECTION III – SHAPE THE OPERATIONAL ENVIRONMENT
  1-30. Commanders and staffs consider the competitive environment of their area of operations in order to
  seize, retain, and exploit the initiative and set conditions for future success. Different political entities and
  personalities, tribal dynamics, religious interests, economic motivations, sources of security, and potential
  havens of refuge for adversaries contribute to the competitive nature of the operational environment.
  Furthermore, not all interests are parallel and mutually supportive of the objectives and end state for a
  particular region. Shaping the environment requires BCTs to develop situational understanding and influence
  personalities and organizations through engagement to achieve specific objectives. BCTs also persuade and
  empower other personalities and organizations to modify behaviors and actions consistent with friendly
  forces’ intent and objectives, and conduct limited offensive operations to maintain initiative. Shaping is an
  enduring process throughout all operations and is not separated by phases.
  1-31. Commanders actively seek to understand the competitive interests within their area of operations and
  to understand how local interests influence desired outcomes and objectives. Some interests and motivations
  support the BCT’s objectives and others conflict, counter, and disrupt supportive efforts to the desired end
  state. BCTs must have a thorough understanding of the threat to identify conflicting interests and information
  collection requirements developed through reconnaissance and security operations. BCTs actively seek
  answers to information gaps through the development of information requirements that are satisfied through
  active reconnaissance operations within a given area. Through information collection and analysis, staffs
  develop options for the commander to inform the population, influence various actors, seize opportunities,
  and maintain initiative.
  1-32. Analysis of the motivations and interests of personalities and organizations provide insight to future
  psychological operations activities seeking to modify behaviors counter to friendly force objectives.
  Supporting efforts empower key influencers and organizations and persuade neutral audiences to bolster
  legitimacy and secure vital interests and objectives. BCTs use coercive efforts to counter adversary and
  enemy information activities and isolate adversaries from their support base to begin the psychological
  breakdown of enemy organizations. BCTs shape conditions for objectives that are in line with host-nation
  government interests.
  1-33. The BCT’s shaping activities derive success from how effectively they persuade the populace and
  empower the host-nation government. All efforts focus on bolstering the legitimacy of the rule of law and
  the host nation’s ability to provide for effective governance. Persuasion and empowerment demand