text: Chapter 3
  Roles, Responsibilities, Relationships, and Organizations
  3-1. Every member of a unit—from the commander, to the staff, to the IO officer or representative, to
  individual Soldiers and Army civilians—contributes to IO. Also essential to mission success are the IRCs
  supporting the unit’s IO efforts, as well as any augmenting IO units. Each has a specific role and important
  responsibilities to fulfill or undertake, as well as vital relationships to forge and sustain, in order to achieve
  advantage in and through the information environment.
  THE COMMANDER
  3-2. Commanders, at all levels, are responsible for knowing what threats their units face and how to exploit
  or defeat them. They are their unit’s chief influencers and engage relevant audiences and actors, as necessary,
  to shape the information environment to their advantage. Commanders rely on their staff and IO officer, in
  particular, to assist in planning, preparing, executing, and assessing IO. They also personally direct and
  review analysis of the information environment, issue guidance on the employment and synchronization of
  IRCs, and direct adjustments based on assessment results.
  3-3. Cognizant of the pervasive impact of the information environment on operations and the need to affect
  this environment to their advantage, commanders are mindful of the following:
  * Every operation has, to some degree, an effect on the information environment.
  * IO planning is integral to operations from the start.
  * Effects in and through the information environment, if essential to success, are part of the
  commander’s intent.
  * Combat power cannot be optimized without IO.
  * The warfighting functions (particularly movement and maneuver and fires) produce effects in the
  information environment, whether intentional or not.
  * IO is essential to operational success at all levels, whether or not the unit has an assigned IO
  officer.
  * All communication can quickly become global and have strategic consequences.
  * IRCs can have lengthy lead times to coordinate and employ, as well as lengthy lag times before
  their effects are realized.
  * The alignment of words, deeds, and images is essential to building trust and confidence with
  relevant audiences in the area of operations.
  * IO requires prioritized intelligence support.
  * Effects in the information environment are not always caused as expected; assessment is difficult
  and benefits from commanders’ interest, prioritization and support.
  * U.S. IO can be constrained by policy and law, while the threat is often unconstrained in its use of
  information.
  THE STAFF
  3-4. Each staff section collaborates routinely, but to varying degrees, with the IO officer to plan,
  synchronize, support, and assess IO. Representatives from the G-2 (S-2), G-3 (S-3), assistant chief of staff,
  plans G-5 (S-5), assistant chief of staff, signal G-6 (S-6) and assistant chief of staff, civil affairs operations
  (G-9/S-9), in particular, serve as core members of the IO working group.