text: Planning
  Step 8—Develop Feedback Criteria
  2-68. Identifying (or in some cases, establishing) channels for feedback is a continuous and integral part of
  deception planning. Feedback is information that reveals how the target or information systems respond to
  the deception. The essence of feedback planning is expressed in three steps. The MDO first envisions the
  target’s response to each desired perception or observable. Then the MDO analyzes the target’s actions
  associated with the response (response indicators) that friendly resources can detect. Lastly, the MDO
  coordinates with or tasks appropriate friendly resources for reports on those indicators within a given period.
  2-69. Although a high level of feedback is a desirable planning goal, staffs do not need dedicated feedback
  mechanisms for every perception or observable. Carefully designed feedback at key times during the
  deception can often provide information on the enemy’s reaction to multiple observables. Additionally,
  friendly intelligence, surveillance, and reconnaissance efforts often collects response indicators related to
  enemy operations as a part of unit intelligence collection. Where feedback relies on such information, early
  coordination with the intelligence officer’s collection plan can help eliminate redundant feedback
  mechanisms and reduce unnecessary tasking.
  2-70. Feedback demonstrates that the deception story is being assembled by the targeted decision maker in
  the desired manner. An effective MDO plans and incorporates these feedback mechanisms into the deception
  event schedule to gather necessary information at critical times in the deception story’s development.
  Feedback enables the commander to determine whether to continue the deception story, adjust the deception
  events, or terminate the deception. These determinations depend on the target’s reaction to the deception
  events conducted by friendly forces. Feedback-related tasks and activities are also noted in the deception
  event schedule. Chapter 4 discusses feedback in detail.
  Step 9—Develop a Termination Plan
  2-71. Deception does not just simply end. A commander-approved termination plan guides a coherent,
  structured, and implementable exit strategy. This is important because the commander terminates a deception
  after it meets its termination criteria, which may include success, failure, compromise, or a combination of
  the three. Like the deception story, the deception target must also believe the exit strategy and friendly
  operational profiles. Additionally, the termination plan keeps the target unaware of the deception means,
  techniques, and events. Otherwise, the next deception operation may not have the desired effect if the enemy
  gained insights into friendly tactics, techniques, and procedures. Various circumstances might create a
  requirement to terminate the deception completely or in part.
  2-72. Termination planning ensures the controlled, orderly cessation of planned deception events, protects
  means and resources, and sets the parameters for any release of information relating to the deception.
  Planning the termination of a deception operation requires the same care and attention to details that went
  into planning the deception’s execution. Ideally, termination planning includes contingencies for unforeseen
  events such as the deception’s premature compromise. In the event of compromise, termination planning for
  deception includes a notification to rapidly inform forces that may be affected. The termination concept
  provides initial planning considerations to implement and should include the following:
  * A brief description of each termination scenario circumstance included in the plan.
  * Steps for initiating termination operations in each scenario circumstance included in the plan.
  * The identification of the first commander who has termination authority.
  2-73. The MDO anticipates that, as the plan proceeds in execution, circumstances of termination will change.
  A termination concept entirely suited to the initial set of conditions often differs from what is required as the
  deception matures. The termination concept identifies the timing to release information about the deception.
  It may provide a cover story should questions arise about the role of deception in a particular operation.
  Controlling the exposure of the existence of a deception operation or of elements of a deception may be
  difficult because of the nature of the operation. A termination concept should also include classification and
  dissemination instructions for deception-related information.
  2-74. Potential termination scenarios are illustrated in table 2-2 on page 2-14.