text: Planning
  to conduct adequate coordination with a parallel planning process during deception planning against the need
  to maintain the secrecy required for effective deception operations. MDOs establish and use strict need to
  know criteria to determine which specific staff members will participate in deception planning. The criteria
  may specify separate levels of access to facilitate coordination, thus allowing more individuals access to the
  less sensitive aspects of the deception plan.
  DECEPTION PLANNING METHODOLOGY
  2-24. MDOs use the see-think-do planning methodology to guide deception planning, execution, and
  assessment. Successful deception operations are those that do more than make the target believe or think the
  deception is true. The deception target must make a decision to act or not act in a way that favors friendly
  operations.
  Enemy Cognitive or Action Process (See-Think-Do)
  2-25. Deception focuses on the decision making of an enemy. Deception must end in a decision to act or not
  act in a way that supports an operation. MDOs emulate the cognitive process by identifying what they want
  the enemy to do, determining what the enemy must think in order to act as desired, and then establishing
  what the deception target must see to encourage thinking that way. The enemy cognitive or action process
  occurs in the see-think-do order:
  * See: What significant indicators of something does the enemy see, sense, or detect?
  * Think: Do these indicators lead the enemy to believe what it sees, senses, or detects?
  * Do: Has the enemy decided on an action or inaction based on what it believes?
  Deception Planning Process (Do-Think-See)
  2-26. The deception planning process follows the reverse of the enemy cognitive process. This reverse
  planning uses do-think-see:
  * Do: What action or inaction do friendly forces want the enemy to take?
  * Think: What must the deception target believe to take the desired action or inaction?
  * See: What deception must friendly forces show to or hide from the deception target that will cause
  the target to develop the desired perception?
  STEPS OF THE ARMY TACTICAL DECEPTION PLANNING PROCESS
  2-27. Planning for deception follows the reverse planning sequence of activities; it determines how to cause
  sequential events that lead to success but in the reverse order of their occurrence. The goal and its objectives
  of the deception operation start this process by specifying the operational effects of the deception and the
  decision of the target that provide the desired operational effect.
  2-28. Deception planning comes together during COA development, analysis, war gaming, and comparison.
  Planners produce a deception plan to support each COA as they develop each COA. The level of analysis
  and detail for a deception plan needs to suffice for an MDO to effectively portray a viable concept to the
  commander. The planner must present a high level of confidence that friendly forces can successfully execute
  the deception plan with available assets, continued planning, and detailed coordination. As with the overall
  COA, the doctrinal evaluation criteria is that a COA must be adequate, feasible, acceptable, distinguishable,
  and complete. Planners brief each deception plan as a subset of the overall COA.
  2-29. Each COA briefing contains the following information:
  * Previously developed deception goal and objectives.
  * Identification of deception target (position, relation to enemy capabilities to affect, goals, decision
  process, potential vulnerabilities to deception, and accessibility).
  * Desired perceptions.
  * Narrative statement describing concept or deception story (may include deception type,
  techniques, and tactics).
  * Identification of tentative means or capabilities, conduits, and feedback.