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NORWEGIAN
DEFENCE
INFORMATION
STRATEGY
NORWEGIAN DEFENCE
INFORMATION STRATEGY
1
TABLE OF
TABLE OF CO NTENTS
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
CONTENTS
Description of the current situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Part I: The foundation for the information strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
1. Information policies of the government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2. Visions, key objectives and priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.1 A vision for the Norwegian Defence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
2.2 Key objectives and priorities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
3 Key principles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Part II: The information strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1. The armed forces’ information strategy as a guidance tool . . . . . . . . . . . . . . . . . . 6
2. Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.1 Primary information objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.2 Internal secondary objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.3 External secondary objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
3 Relations and target groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.1 Internal target groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.1.1 Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.1.2 Conscripts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.1.3 Inactive reserve personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
3.2 Guidelines for internal information and communication. . . . . . . . . . . . . . . . . 8
3.3 External target groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.1 Decision makers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.2 Journalists and editors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.3 Next of kin. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.4 Personnel unions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.5 Local communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.6 Volunteer organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
3.3.7 Allies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.3.8 The recruitment pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.3.9 The Business community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3.4 Guidelines for external information and communication . . . . . . . . . . . . . . . . 9
4 Channels of information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
5 Implementation and distribution of responsibility . . . . . . . . . . . . . . . . . . . . . . . . . 10
6 A dynamic strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
7 Crisis and war. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
8 Framework for the armed forces’ information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2
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egian De
respons fence is
ibility for a part of
The key continuo the Norw
objective us inform egian so
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nd that a be poss and com ing part
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been the velopme ation be of issues d.
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rces, be nly throu ster and e public
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vinced th nderstan the
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n will the tion is sp . Providin n
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ilitary org should b ty. society in
tral level. anisation e seen a
It is also . It will b s a high
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level. t that gu d up by ument to
idelines partial s include th
and plan trategies e entire
s are de and dire armed
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risvold natural c co-opera rmed forc
General orrelatio tion in ord es
n within er to put
society.
Chief of
Defence
3
INTRODUCTION
"A strategy defines the process required to
achieve set goals. Strategic information planning
is therefore to plan how information can con-
tribute to achieve the key goals of an enterprise."
DESCRIPTION OF THE CURRENT SITUATION
In order to define guidelines for the armed
forces’ information activity it is important to
base activities on the situation and challenges
of today.
Following is a short description of the armed
forces’ main challenges in the field of informa-
tion.
• The lack of a debate: • Internal information:
A debate in the field of security politics Internal information as a field is, today, far
within society is as good as non-existent, from sufficiently prioritised.
and debates about the armed forces include • Ad hoc informational work:
by far too small a portion of the population. In regard to the improvement potential
• Fractioned and lacking co-ordination: when it comes to handling the media and
There is a lack of systematic co-ordination other types of information work, it can be
INTRODUCTION
of informational activity on the different
levels, central, regional and local.
claimed that this field in far too large a
degree is based on ad hoc actions and "put-
ting out fires".
• Underrated tool:
Information is today in too little extent con-
sidered a tool for achieving the key goals of
the armed forces, and should in the future
be put on an equal footing with other stra-
tegic means for achieving goals.
4
PART I: THE FOUNDATION 3 KEY PRINCIPLES
FOR THE INFORMATION The Norwegian Defence information policy is
STRATEGY a set of key principles, which along with the
government’s information policy form the
1 GOVERNMENTAL INFORMATION POLICIES foundation of the armed forces’ informational
The Norwegian Defence uses the information activities. Based on this the goal is for the
policies of the government as the foundation Norwegian Defence to be seen as:
for its own information strategy. • Credible: We are to appear as credible and
The main goals of the Government’s infor- truthful so that the Norwegian Defence is
mation policies are to: trusted.
• Ensure that individual citizens and enter- • Unified: The leaders of the armed forces
prises have broad access to information should be seen to be united and in agree-
on public activities. ment towards the public, based on a joint
THE F OUNDATI ON
• Ensure that the individual citizen can platform of communication.
acquire information about his rights, • Clear: The messages that are communica-
duties and opportunities. ted should be easily understandable and
• Ensure equal and public access to take recognisable.
active part in the democratic process. • Values: By placing focus on human values
the armed forces will be seen to retain inte-
2 VISIONS , KEY OBJECTIVES AND PRIORITIES grity.
• Responsible: The Norwegian Defence is to
2.1 A Vision for the Norwegian Defence: be seen to be a serious institution solving
"A modern defence force for national important tasks for the country, and using
security and international commitment." its resources to the best of society.
2.2 Primary objectives and priorities: The general opinion opinions set down for
The information strategy is to be based on the Norwegian Defence require the following
the Norwegian Defence’s superior strategy actions to be taken:
as shown by the current production plan. • Proactive: The Norwegian Defence’s infor-
The present armed forces will change into a mation service needs to actively counter
de-escalated force, and adjust to a internal and external needs for information.
different and more limited In cases where the armed forces retain
threat than the traditional knowledge of matters pertaining to public
invasion scenario and with interest the armed forces should be the first
an additional capacity for to circulate this information, and retain the
taking part in ope- control of the stories’ flow through the vari-
rations abroad. ous steps of the ongoing processes.
• Relation-building: The Norwegian Defence
is to build good relations with all affected
groups and organisations.
• Open: The starting point is for all informati-
on to be available internally as well as exter-
nally, unless special considerations dictate
security classifications or withdrawal of
information from public access.
5
Pa r t II: 2.2 Internal secondary objectives
Th e I nfor m a ti o n s t r a te g y The focus for internal information should be
on professional information, guidance infor-
1 THE NORWEGIAN DEFENCE’S mation and social information.
INFORMATION STRATEGY AS AN Guidance information is all types of infor-
ADMINISTRATIVE GUIDELINE . mation pertaining to regulations and guide-
A central information strategy gives the lines within the Norwegian Defence.
armed forces’ organisation a necessary admi-
nistrative guideline that enables it to work in a 1. All employees are to have access to
clearer manner and with easier attainability of sufficiently good information about goals
goals in the future. Information is one of and strategies in order for them to be able
numerous means the armed forces can use in to understand their place in the greater
order to attain its larger goals, among the picture.
others being financial, physical, legal and orga- 2. Internal information within and between
nisational means. Information is most effective different units is to contribute to efficient
when combined with one or more of these and purposeful performance of set tasks,
other means, and is usually a necessity for the along with complete and co-ordinated
other means to be effective. The information external information.
THE
strategy must therefore be seen as part of all 3. Internal information is to ensure increased
efforts undertaken by the Norwegian Defence. openness within the Armed Forces.
4. Internal information is to contribute to a
2 OBJECTIVES better basis for decisions as well as a quali-
INFORMATION
2.1 Primary information objectives
Information is to:
• Contribute to the recognition of the
Norwegian Defence as democracy’s
tative development of the Norwegian
Defence.
2.3 External secondary objectives
STRATEGY
defender of human worth and security,
both domestically and internationally.
• Contribute to realising the Norwegian
Defence’s key goals and priorities, as well
Focus on external information must lay on
duties- and rights information, facts- and
issues information related to the Norwegian
Defence’s tasks and activities.
as the plans of activity. 1. The Norwegian Defence will, through its
• Create understanding – internally and communication with the rest of society,
externally – of the need for changes predict upcoming needs for information as
within the peace structure in order to well as ensure that individual citizens and
realise the suggested wartime structure. enterprises have sufficient and relevant
• Contribute to well being, involvement information about the armed forces.
and motivation among armed forces 2. The Norwegian Defence is to ensure that
personnel. each and every citizen and enterprise has
• Fulfil documented informational needs relevant information in regards to his or her
among the target groups. rights, duties and possibilities within the
armed forces’ area of authority.
3. Through planned informational activities
we will facilitate open communication
between the Norwegian Defence and the
general population.
6
3 RELATIONS AND TARGET GROUPS
The Norwegian Defence interacts with a large
number of different groups of people, inter-
nally as well as externally. The different groups
play different roles and fulfil different functi-
ons, and thus have different informational
needs.
Time and resources do not allow for the
Norwegian Defence to prioritise all of these
groups in its informational efforts.
In prioritised order follows a systematisation
of the target groups in main categories, inter-
nally as well as externally, along with a formu-
lated level og ambition for each group.
3.1 Internal target groups:
Internal target groups include all personnel on
permanent or temporary service, as well as
personnel of inactive reserve status. Modern
leadership principles focus on involving all
employees in various processes.
3.1.1 EMPLOYEES
Good information flow along the lines of
communication between leaders as well as
between leaders and employees is a precondi-
tion for achieving the goals of the Norwegian 3.1.2 CONSCRIPTS
THE
Defence.
Ambition: To the extent that it is possible, the
Norwegian Defence will prioritise informing its
own employees before informing external tar-
Conscripts represent a huge group of potenti-
al ambassadors for the Norwegian Defence.
Ambition: Conscripted personnel are to be
given broad information about their tasks, the
INFORMATION
get groups. All personnel will, to as large an
extent as possible, have equal access to infor-
mation. The Norwegian Defence is to choose
channels that ensure quick distribution of
purposes of the ongoing activities, and their
own situation.
3.1.3 INACTIVE RESERVES PERSONNEL
STRATEGY
information, and are adjusted to modern
demands for presentation.
This group forms an essential source of con-
tact with the civilian part of society.
Ambition: Personnel of the inactive reserves
are to be informed on their role within the
mobilisation-system. This includes, among
other things, good information on the back-
ground and times for being summoned for
repetition training.
7
3.2 Guidelines for internal information and 3.3.2 JOURNALISTS/EDITORS
communication. The media is both an important channel for
Good internal communication is a pre- information and a target group in itself.
requisite for good external communication. It Ambition: The long-term knowledge and
is difficult to sell something if the producers understanding of the armed forces can be
themselves have no knowledge of or faith in strengthened in the general population by
what is being sold! actively informing the media on activities and
• Good routines have to be established in current problems faced by the Norwegian
regards to communication between leaders Defence. All contact by the media is to be
and employees. Dialogue is also the key- handled in a professional and efficient manner.
word for internal information.
• Good routines have to be established so 3.3.3 NEXT OF KIN
that the individual employee is given access The Norwegian Defence has an information
to essential information. responsibility towards the next of kin of all
• Internal information has to be adjusted to employees.
the employees’ informational needs at any Ambition: By actively informing the next of
given time. kin, we create understanding and safety in
• Internal information has to express beyond regards to the Norwegian Defence as a work-
a doubt why the demands to loyalty in place, and the participation of personnel in
some sensitive information matters are operations abroad.
essential for external information to become
THE clear.
3.3 External target groups
External target groups include individuals and
3.3.4 PERSONNEL UNIONS
An efficient and direct communication bet-
ween the Norwegian Defence and employee
representatives is essential in ensuring that all
INFORMATION
organisations not directly under control by
the Chief of Defence.
The key goal of the Norwegian Defence’s
external communication is to reach the
parties can get through with their messages.
Ambition: Personnel unions are to be briefed
before decisions are made. They are also to be
informed as to which consequences decisions
STRATEGY
Norwegian population as an entity. However,
since this is difficult to achieve in practice, it is
necessary to select which target groups the
efforts are to be focused on.
might have on personnel.
3.3.5 LOCAL COMMUNITIES
On the local level the Norwegian Defence and
the general population will greatly benefit
3.3.1 DECISIONMAKERS from maintaining a strong relationship.
Decisionmakers in the Norwegian society Ambition: An active dialogue and close co-
establish the framework for the Norwegian operation with authorities and the population
Defence’s activities by both legal and financial of local communities can contribute to a de-
decisions. mystification, as well as an understanding, of
Ambition: Decisionmakers on all levels are to the activities of the Norwegian Defence.
retain sufficient knowledge to ensure a proper
foundation for them to make decisions in 3.3.6 VOLUNTEER ORGANISATIONS
matters of defence. Volunteer defence information organisations
are important communication channels to
the rest of society.
Ambition: For the Norwegian Defence to be
8
visibly committed to the rest of society gives a
strong signal effect that can greatly contribute standing in connection with procurement
to the successful achievement of the projects.
Norwegian Defence’s vision.
3.4 Guidelines for external information
3.3.7 ALLIES and communication
International operations are a prioritised area The information activity directed at external
THE
for the Norwegian Defence for the upcoming
years, and it is important to inform of the fact
that Norway is capable of, and willing to, con-
target groups is to contribute to strengthen
the view of the Norwegian Defence as a cre-
dible institution capable of completing its
INFORMATION
tribute to a more stable world. tasks in a professional and credible manner.
Ambition: Maintain and, if possible, additio- • Units have to set up information plans
nally strengthen the good reputation enjoyed where routines are established for identify-
by Norwegian Defence personnel abroad. ing informational needs and planning infor-
STRATEGY
Human resources and good democratic values mational actions at the same time as plans
are important Norwegian ‘export articles’. are made to use other means within the
standard planning framework.
3.3.8 THE RECRUITMENT POOL • Individual units are to systematically seek
The recruitment pool of the Norwegian knowledge of and communicate with target
Defence is vast; and includes among other groups, evaluate informational action and be
things improving the interest in conscript ser- active in the dialogue between the Norwegian
vice in order to recruit highly qualified profes- Defence and the various target groups.
sionals from fields like technology, finance etc. • We must actively use the correct channels
Ambition: Through goal-guided efforts of in order to reach target groups and affected
information the Norwegian Defence is to be groups, as well as planning the use of new
presented as a more attractive workplace and information- and communications technology.
educational arena. • We must formulate messages in accordance
with the Norwegian Defence’s information
3.3.9 THE BUSINESS COMMUNITY policy.
As the supplier of both products and services
to the Norwegian Defence, the business
community is an important partner
both locally, regionally, national-
ly and internationally.
Ambition: Through goal-
guided information-
and marketing efforts
aimed at the busi-
ness community
the Norwegian
Defence can impro-
ve its reputation as
a professional market
organisation. This will
lead to increased under-
4 CHANNELS OF INFORMATION 5 IMPLEMENTATION AND DISTRIBUTION OF
The Norwegian Defence’s choice of channels RESPONSIBILITY
for spreading information is to be justifiable The central informational strategy of the
both efficiency- and purpose wise, as well as Norwegian Defence sets the framework for
being supported by regular target group ana- the informational planning on a regional and
lyses. Complicated messages ought to be pas- local level.
sed on in numerous different forms, and Headquarters Defence Command Norway is
through a combination of various channels to retain the superior responsibility for follo-
THE
that can ensure synergy effects and reinforce wing up and evaluating informational work
one another. Modern informational techno- within the Norwegian Defence. As a further
logy is to be used offensively both in regards development of this superior document,
to public institutions, our own employees, HQDEFCOMNOR is to produce
INFORMATION
and other external target groups in general. directives/instructions for, among other
The choice and prioritising of informational things, use of the Internet, the Intranet,
channels has to be based on target group media-contacts, graphic profile, crisis manage-
analysis. ment and mobilisation. Directives/instructions
STRATEGY are necessary to systemise the work in these
fields over time. In regards to the reorganisati-
on of the Norwegian Defence, an information
plan has been worked out by project ARGUS.
It is taken for granted that larger units of the
Norwegian Defence will work out their own
informational strategies, while smaller units
develop informational plans. Such plans/stra-
tegies must be based on the guidelines and
10
directions of the central informational strate- 6 A DYNAMIC STRATEGY
gy, as well as other centrally registered docu- The Norwegian Defence and the demands of
ments. Local information strategies and plans society evolve and change constantly. As a
are at the same time to be adapted to the result of this our own professional develop-
goals and needs of the individual unit. ment, as well as the goals and means used to
THE
achieve our objectives, must be adjusted. This
Local information strategies should, among means that the Norwegian Defence’s informa-
other things, contain the following: tion strategy cannot be considered a ‘finished
- A thorough analysis of the situation where product’. However, parts of the foundation
INFORMATION
problems, threats and opportunities as they
relate to defined organisational goals are
identified.
- A more concrete evaluation of superior
will remain reasonably stable, for example the
governmental informational principles.
Analysis of users and their different informati-
onal needs is an important part of the deve-
STRATEGY
messages and informational goals.
- Identification of different target groups and
the strategic value of each group.
- Prioritisation of information channels.
lopment of a strategy. That the informational
activity should, to as large an extent as pos-
sible, take into consideration the needs of the
sender as well as the receiver is a central part
of the communication principle of the
Plans for individual actions should include: governmental information policy. The
After the strategy –the main path to attain Norwegian Defence is to develop routines for
selected goals- is decided upon, tactical plan- systematic and coherent evaluation of the
ning is required to put it into practice. This users’ needs in the field of information.
leaves us on the action level where informati-
on plans are formed. For each action we need 7 CRISIS AND WAR
to define target groups, time-limitations, This document is to be seen as a guideline for
costs, and identify those responsible for put- handling the Norwegian Defence’s informati-
ting it into practice. on- and communicational needs in time of
peace. As a lengthening of the superior infor-
mational strategy HQDEFCOMNOR develop a
partial strategy for efficient informational
readiness for times of crisis of greater or smal-
ler character. It is also presumed that larger
units of the Norwegian Defence develop their
own informational plans for crisis and war.
11
Design: FRM/Alexander Chan Foto: FRM og NorskTelemuseum
Headquarters Defence Command Norway
Press & Information
Oslo Mil/Huseby
N-0016 Oslo
Norway
Telephone: +47 23 09 82 36
Telefax: +47 23 09 84 83
E-mail: forsvarsnett@fo.mil.no
Norwegian edition: April 2001 English translation: April 2003
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