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1. REPORT DATE 3. DATES COVERED
JAN 2008 2. REPORT TYPE 00-00-2008 to 00-00-2008
4. TITLE AND SUBTITLE 5a. CONTRACT NUMBER
Task Force on Strategic Communication
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Office of the Under Secretary of Defense for ,Acquisition, Technology and REPORT NUMBER
Logistics,Defense Scince Board,Washington,DC,20301-3140
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a. REPORT b. ABSTRACT c. THIS PAGE Same as 158
unclassified unclassified unclassified Report (SAR)
Standard Form 298 (Rev. 8-98)
Prescribed by ANSI Std Z39-18
This report is a product of the Defense Science Board (DSB).
The DSB is a Federal Advisory Committee established to provide independent advice to
the Secretary of Defense. Statements, opinions, conclusions, and recommendations in this
report do not necessarily represent the official position of the Department of Defense.
The DSB Task Force on Strategic Communication in the 21st Century completed its
information gathering in August 2007.
This report is unclassified and cleared for public release.
Cover photos courtesy of the Department of Defense and U.S. Agency for
International Development
OFFICE OF THE SECRETARY OF DEFENSE
314 0 DEFENSE PENTAGON
WASHINGTON. DC 2030 1-31 40
December 17 ,2007
DEFENSE SCIENCE
BOARD
MEMORANDUM TO THE CHAIRMAN, DEFENSE SCIENCE BOARD
SUBJECT: Final Report of the Defense Science Board Task Force on Strategic
Communication
Strategic communication, coordinated and executed in association with all
aspects of national power, can help prevent and limit conflicts as well as enhance
responses to global challenges that threaten America's interests and values. This
view of the Defense Science Board remains unchanged in this, its third study on
the topic of strategic communication. But as the world has changed, the board has
refined its views on matters of implementation and relationship building, which
are reflected in this report.
Strategic communication is a dynamic process with responsibility held by
those at the highest levels of government-the President and senior government
leaders. It must be executed with shared knowledge and strong, adaptive networks
within government and between government and civil society. But to do so
requires a commitment not yet seen, though some steps have been taken to
improve the nation's capability. What is needed is a transformation supported by
resources and strength of purpose that matches the nation's commitment to
defense, intelligence, law enforcement, and homeland security.
The task force has identified a number of actions that would enable such a
transformation:
Create an independent, non-profit, and non-partisan Center for Global
Engagement as a focal point for strategic communication activities,
bringing together government and non-government leaders and
expertise.
Create a permanent strategic communication structure within the White
House, one element of which would be a Deputy National Security
Advisor and Assistant to the President for Strategic Communication.
Make greater use in the Department of Defense of existing tools and
technologies to support strategic communication-tools such as
network analysis, machine translation, and innovative evaluation and
measurement technologies.
Enhance the policy, budget and personnel authorities for the Under
Secretary of State for Public Diplomacy and Public Affairs.
Conduct a review of the mission, structure, funding, and performance
of the Broadcasting Board of Governors, as an integral element of the
overall U.S. strategic communication capability.
Create, within the Department of Defense, a permanent Deputy Under
Secretary of Defense for Strategic Communication, reporting to the
Under Secretary of Defense for Policy.
Each of these recommendations, and others that support them, are discussed in
detail in this report. Important to understand, and highlighted throughout this
report, is that a transformation in strategic communication can begin immediately,
as many of these recommendations can be acted on today. Taking such action can
improve the nation's capability to use this increasingly powerful, multi-
dimensional instrument that is critical to America's interests and to achieving the
nation's strategic goals.
Vincent Vitto
Chairman
TABLE OF CONTENTS I vii
Table of Contents
Executive Summary.......................................................................................ix
Chapter 1. Introduction.................................................................................1
Effective Strategic Communication is Vital to Achieve U.S.
Strategic Objectives............................................................................3
Positive Changes Implemented: Department of State........................4
Positive Changes Implemented: Department of Defense..................7
Chapter 2. What is Strategic Communication and
Why Does it Matter?.........................................................................10
Strategic Communication is an Interactive Process..........................11
Strategic Communication Depends on Cultural Context.................13
Strategic Communication Must Be Agile............................................15
Historic Strategic Communication Successes.....................................17
Strategic Communication Challenges..................................................18
Transforming Strategic Communication.............................................19
Chapter 3. The World is Changing.............................................................21
Multiple Dimensions of Change..........................................................21
Positive Trends: Opportunities............................................................26
Negative Trends: Threats......................................................................27
Anti-Americanism on the Rise.............................................................29
Implications for Strategic Communication.........................................37
Chapter 4. Technology is Changing...........................................................40
Media Transformation...........................................................................40
Technology Transformation.................................................................52
Chapter 5. Engaging National Capability..................................................63
Strategic Communication Originating in the United States
has Many Sources.............................................................................64
Community-Building through Information Affluence.....................72
Personal Interactions as Compelling Messages..................................76
Organizing the U.S. Government for Integrated Strategic
Communication.................................................................................81
Chapter 6. Conclusions and Recommendations.......................................88
Center for Global Engagement............................................................89
Strategic Communication Leadership..................................................94
