text: Introduction
  Over the past two decades, Army information operations (IO) has gone through a number of doctrinal
  evolutions, explained, in part, by the rapidly changing nature of information, its flow, processing,
  dissemination, impact and, in particular, its military employment. At the same time, a decade and a half of
  persistent conflict and global engagement have taught us a lot about the nature of the information
  environment, especially that in any given area of operations, this environment runs the gamut from the most
  technologically-advanced to the least. Army units employ IO to create effects in and through the information
  environment that provide commanders a decisive advantage over adversaries, threats, and enemies in order
  to defeat the opponent’s will. Simultaneously, Army units engage with and influence other relevant foreign
  audiences to gain their support for friendly objectives. Commanders’ IO contributes directly to tactical and
  operational success and supports objectives at the strategic level.
  This latest version of FM 3-13 returns to the joint definition of IO, although it clarifies that land forces must
  do more than affect threat decision making if they are to accomplish their mission. They must also protect
  their own decision making and the information that feeds it; align their actions, messages and images; and
  engage and influence relevant targets and audiences in the area of operations. While the term inform and
  influence activities has been rescinded, many of the principles espoused in the last version of FM 3-13 carry
  forward, especially the synchronization of information-related capabilities (IRCs).
  IRCs are those capabilities that generate effects in and through the information environment, but these effects
  are almost always accomplished in combination with other information-related capabilities. Only through
  their effective synchronization can commanders gain a decisive advantage over adversaries, threats, and
  enemies in the information environment. While capabilities such as military information support operations,
  combat camera, military deception, operations security and cyberspace operations are readily considered
  information-related, commanders consider any capability an IRC that is employed to create effects and
  operationally-desirable conditions within a dimension of the information environment.
  FM 3-13 contains nine chapters:
  Chapter 1 provides an overview of information operations. This overview includes an understanding of the
  operational and information environments; the definition of IO and the definition’s component parts; IO’s
  purpose; and how IO contributes to combat power.
  Chapter 2 discusses how IO supports decisive action through three weighted efforts: attack, defend, and
  stabilize. It also discusses three enabling activities that units must perform to ensure IO supports decisive
  action effectively.
  Chapter 3 overviews the roles, responsibilities, relationships, and organizations that lead, plan, support, and
  conduct IO. It involves the commander down to the individual Soldier.
  Chapters 4-7 examine IO’s integration into the operations process. Chapter 4 discusses Planning; Chapter
  5, Preparation; Chapter 6, Execution; and Chapter 7, Targeting Integration.
  Chapter 8 examines the assessment of IO. While IO does not employ a separate assessment methodology,
  it does have unique considerations for which units must account.
  Chapter 9 discusses IO at brigade and below. It provides insights for units to consider when planning,
  preparing, executing, and assessing IO at these levels.