USAF commanders are looking for better ways to use the global information environment to win the hearts and minds of Muslim populations and retain the goodwill of traditional allies. Their efforts occur against a backdrop of individuals who advocate the integration of public affairs and information operations and those who argue for their separation. As the public face of our joint forces, public affairs cannot thrive unless it is integrated with all core operational capabilities, including information operations.

The US military has an obligation to communicate with the American public, and it is in the national interest to communicate with the international public. Through the responsive release of accurate information and imagery to domestic and international audiences, public affairs (PA) puts operational actions in context, facilitates the development of informed perceptions about military operations, helps undermine adversarial propaganda efforts, and contributes to the achievement of national, strategic, and operational objectives. Information relating to the military and its operations is available to the public from the Department of Defense (DOD) as well as national unofficial sources (e.g., information disseminated by the members, distributed by the public, the media, or by groups hostile to US interests). Regardless of the source, intention, or method of distribution, information in the public domain either contributes to or undermines the achievement of operational objectives. Official information can help create, strengthen, or preserve conditions favorable for the advancement of national interests and policies and mitigate any adverse effects from unofficial, misinformed, or hostile sources. Official communication with internal and external audiences may have a significant effect on the operational environment. Good planning and message development can have a positive impact on operations. Poor planning and message development can turn operational success into strategic failure. It is the responsibility of DOD to make available timely and accurate information so that the public, Congress, and the news media may assess and understand facts about national security and defense strategy. PA activities are divided into public information, command information, and community engagement supported by planning and analysis and assessment throughout the course of operations. This publication provides fundamental principles and guidance for PA support to joint operations. It also addresses PA operations and the role of PA in strategic communication. It adds a discussion of joint PA in domestic operations.

Organizing for and conducting effective public affairs (PA), public diplomacy (PD), and psychological operations (PSYOPS) in support of national security objectives is a complex endeavor. In many instances, the desired psychological "effects" are contingent on the efficiency of the organizational structure conducting the programs themselves along with the development and dissemination of appropriate messages and themes. At the present, the USG's ability to influence on a global scale is deficient due to fragmented organizational structure and underdeveloped doctrine relating to strategic influence. Duplication of efforts, inconsistent themes, and the lack of a long-term, strategically focused, integrated information strategy have been inhibiting factors to American foreign policy success. This thesis will examine public diplomacy, public affairs and psychological operations, and look at how the U.S. Government (USG) has organized for and conducted strategic influence as it relates to Operation Iraqi Freedom.

"The worst outcome would be to lose this war [Iraq] by default. If the smart folks in the psy-op and civil affairs tents can cast a truthful, persuasive message that resonates with the average Iraqi, why not use the public affairs vehicles to transmit it?" This proposal throws those familiar with both organizations into a mental tizzy. Military deception (MILDEC) as an element of information operations (IO) is an integral part of maneuver warfare, as is psychological operations (PSYOP). Because MILDEC and PSYOP have negative connotations, it is blindly assumed that both create a false perspective for an opposing force, therefore causing the media and public to become rightfully suspicious when public affairs (PA) and information operations collaborate. Truth is necessary for public affairs to build credibility for success. The question is how can the military use information operations and public affairs as an effective team when their missions appear to be contradictory. The war necessitates a well-defined relationship between IO and PA; built on integrity, they must be able to constructively join forces.

The US military has an obligation to communicate with the American public, and it is in the national interest to communicate with the international public. Through the responsive release of accurate information and imagery to domestic and international audiences, public affairs (PA) puts operational actions in context, facilitates the development of informed perceptions about military operations, helps undermine adversarial propaganda efforts, and contributes to the achievement of national, strategic, and operational objectives. Information relating to the military and its operations is available to the public from the Department of Defense (DOD) as well as national unofficial sources (e.g., information disseminated by the members, distributed by the public, the media, or by groups hostile to US interests). Regardless of the source, intention or method of distribution, information in the public domain either contributes to or undermines the achievement of operational objectives. Official information can help create, strengthen, or preserve conditions favorable for the advancement of national interests and policies and mitigate any adverse effects from unofficial, misinformed, or hostile sources.

′When the next generation of public affairs practitioners look back to the beginning of the 21st century they will recognise the Handbook of Public Affairs as the cornerstone text on which global practice came to be based′ - Tom Spencer, Executive Director, European Centre for Public Affairs ′Excelling in the practice of corporate public affairs in the 21st century will necessitate bringing together two competencies: possessing a solid professional foundation base don time-tested principles, and having the ability to reach beyond the basics by adapting the best current thinking, practices, and models available. Professionals can enhance both competencies by reading the Handbook of Public Affairs′ - Brian Hawkinson, Director Center for Public Affairs Management/Public Affairs Council Washington ′Understanding the imperatives of stakeholders and special interest groups in the public domain is of increasing importance to leaders in both business and politics. However, knowing how to influence these imperatives, and design communications to proactively affect change, is a well sought-after commodity. Public affairs professionals not only understand these dynamics, but constantly strive to ensure continuous improvement in the counsel they provide and in the results they deliver. As more and more people in business, government, NGO and not-for-profit sectors are seeking out the services of public affairs practitioners, this Handbook will help readers gain a better appreciation for strategies and tactics that comprise successful public affairs campaigns′ - Chris Benedetti, President, Public Affairs Association of Canada ′The Handbook is a landmark development in the field of Public Affairs, bringing together in a single volume contributions from key academics and practitioners in the field. It offers a comprehensive overview of the field for the first time and is an essential reference book to underpin practice, teaching and research in the discipline′ - Professor Andrew Lock, Leeds University Business School ′The Handbook of Public Affairs is a comprehensive guide to best knowledge and practices in the field. Everyone – from business school deans to chief executive officers to seasoned public affairs executives – can find information in the Handbook of Public Affairs to help them achieve their reputation- and public policy-related goals′ - Douglas G. Pinkham, President, Public Affairs Council ′For years, there has been a glaring lack of substantive academic literature to underpin the development of the public affairs profession. Throughout his distinguished career, Craig Fleisher has made a vast contribution to filling that void. In the Handbook of Public Affairs, Craig and his co-editor Phil Harris, have brought together the best minds in the field from around the globe to create a text that will surely support the development of new programs and new careers for the public affairs practitioners of tomorrow′ - Randall Pearce, General Manager Ipsos Mackay Public Affairs, Sydney ′The Handbook of Public Affairs will be a valuable resource for the growing number of public affairs practitioners who seek to balance an appreciation of the global evolution of their profession with the ′hands-on′ reality of applying core concepts and theories to their organisation′s management practices′ - Alexis Lindsay, Director, The Centre for Corporate Public Affairs (Australia) Public Affairs and particularly government relations/lobbying, have evolved in recent years from a tactic adopted by organizations to amend occasional legislation to become a managerial strategy to achieve competitive advantage. At the fore-front of research and practice in Public Affairs, this Handbook draws upon the expertise of leading figures in the field to provide a comprehensive overview of a huge growth area in organisations′ strategic thinking. Articles evoke pan-national experience and are organised into four sections to help readers navigate issues and draw comparisons. Sections cover: - investigation into the development and meaning of Public Affairs - the management and practice of Public Affairs within organisations - global case studies - an overview of scholarly developments.

Today's complex, cyber-powered global information environment presents formidable challenges for the military. Facing the certainty of intrusive media and an overload of information, the military has elevated the importance of two related battlefield functions: public affairs (PA) and information operations (IO). PA serves as the military-media interface, tasked with the role of facilitating media coverage of military operations. In doing so, PA fulfills the obligation to keep the American people informed, and helps to establish the conditions that lead to confidence in America's military. 10 has a different purpose. It encompasses a wide range of offensive and defensive capabilities aimed at achieving information dominance over an adversary. Department of Defense joint doctrine identifies PA as a key related I0 activity. But the relationship between the two is problematic. On the one hand, PA deals with the public release of factual information. On the other hand, I0 may deal with false intentions, as an element of military deception or black propaganda activities. By association alone, actual or perceived I0 to manipulate public information could jeopardize the credibility of concurrent PA media relations, and potentially damage the credibility of the overall military mission. It will be the purpose of this study to further examine this 10-PA relationship under fire in Bosnia, as the initial I campaign there confronted multiple non-cooperative and IO-capable adversaries. Through this examination, the study will make a determination as to whether PA and I0 are integral or incompatible military functions. Additionally, the study will look at initial feedback on I0 and PA in more recent operations involving Kosovo. Based on these sets of experiences in the Balkans, the study will conclude with recommendations for a future direction for joint and service I0 and PA doctrine.