MILITARY INTELLIGENCE PB 34-04-4 Volume 30 Number 4 October-December 2004 STAFF: FEATURES Commanding General Major General Barbara G. Fast 8 Tactical Intelligence Shortcomings in Iraq: Restructuring Deputy Commanding General Battalion Intelligence to Win Brigadier General Brian A. Keller by Major Bill Benson and Captain Sean Nowlan Deputy Commandant for Futures Jerry V. Proctor Director of Training Development 16 Measuring Anti-U.S. Sentiment and Conducting Media and Support Analysis in The Republic of Korea (ROK) Colonel Eileen M. Ahearn by Major Daniel S. Burgess Deputy Director/Dean of Training Development and Support 24 Army’s MI School Faces TRADOC Accreditation Russell W. Watson, Ph.D. by John J. Craig Chief, Doctrine Division Stephen B. Leeder 25 USAIC&FH Observations, Insights, and Lessons Learned Managing Editor (OIL) Process Sterilla A. Smith by Dee K. Barnett, Command Sergeant Major (Retired) Editor Elizabeth A. McGovern 27 Brigade Combat Team (BCT) Intelligence Operations Design Director SSG Sharon K. Nieto by Michael A. Brake Associate Design Director and Administration 29 North Korean Special Operations Forces: 1996 Kangnung Specialist Angiene L. Myers Submarine Infiltration Cover Photographs: by Major Harry P. Dies, Jr. Courtesy of the U.S. Army Cover Design: 35 Deconstructing The Theory of 4th Generation Warfare Specialist Angiene L. Myers by Del Stewart, Chief Warrant Officer Three (Retired) Purpose: The U.S. Army Intelli- gence Center and Fort Huachuca (USAIC&FH) publishes the Military DEPARTMENTS Intelligence Professional Bulle- tin quarterly under provisions of AR 2 Always Out Front 58 Language Action 25-30. MIPB disseminates mate- rial designed to enhance individu- 3 CSM Forum 60 Professional Reader als’ knowledge of past, current, and emerging concepts, doctrine, materi- 4 Technical Perspective 62 MIPB 2004 Index al, training, and professional develop- ments in the MI Corps. 39 Proponent Notes 64 Contact Information Subscription: Subscription rates are 43 CSA’s Focus Area 16: Inside Back Cover $21.00 (Domestic, APO, and FPO) Actionable Intelligence and $29.40 (Foreign). For information 203d MI Battalion (Operations) on subscriptions, see page 7. 49 Training the Corps (Corps) Disclaimer: This publication presents professional information, but the views expressed herein are those of the authors, not the Department of Defense or its elements. The content By order of the Secretary of the Army: does not necessarily reflect the official Official: U.S. Army position and does not change or supersede any information in other U.S. Army publications. We reserve the right to edit any submitted material. Contact Information for MIPB is on SANDRA R. RILEY PETER J. SCHOOMAKER page 64. Administrative Assistant to the General, United States Army Secretary of the Army Chief of Staff 0430703 October-December 2004 1 Always Out Front by Major General Barbara G. Fast Commanding General, U.S. Army Intelligence Center and Fort Huachuca In the last issue of MIPB, BG Sumpter While we are finding many issues to discussed the solid foundation of what aggressively tackle with our lessons makes the Military Intelligence (MI) learned effort, all of our observations Corps great. Continuing operations reinforce the fact that intelligence is ab- around the world as a part of the Glob- solutely crucial to the fight. al War on Terrorism (GWOT) reinforce The skills we as MI professionals car- my assessment that our Corps is on the ry to the battlefield across full spectrum right track. Intelligence is critical and operations are critical. Often we over- will be even more critical as the Army look how much we actually know and transforms. We must always keep that how skilled we actually are. Warriors fact forefront in our minds. For this is- need us at their sides ready to under- sue, I want to focus on the U.S. Army stand their requirements, to work with Intelligence Center and Fort Huachu- the J3/G3/S3 and the rest of the staff ca (USAIC&FH) lessons learned effort, to fight for intelligence, to conduct intel- the importance of our MI skills to the ligence operations, and to provide the warfighter, the emerging growth of our intelligence needed to successfully ac- branch, and how the Intelligence Center complish the mission. is dealing with that growth. One of the most fundamental truths coming from oper- In order to have an aggressive and synchronized ations in Iraq and Afghanistan is that intelligence warriors means of focusing and adjusting the many functions must deploy ready to operate in the environment, make we perform here at Fort Huachuca, we have created the intelligence cycle work (by overcoming obstacles an aggressive lessons learned program. The program to effective intelligence operations), and provide what objectives include– the commander needs when and how the commander Creating an effective mechanism to assign respon- needs it. Legal, ethical, and disciplined intelligence op- sibilities for collection, analysis, and dissemination erations are synonymous with effective intelligence op- of observations and other critical lessons learned erations ... our fundamental doctrine works. Many of the information. tools are there, we just have to figure out how to adapt Providing lessons learned to commanders to help those tools to the many variable missions, threats, situa- units train and prepare for operations. tions, and environments. The real challenge is in apply- Identifying lessons learned issues and solution ing techniques to each complex and unique situation we strategies to the Intelligence Center leadership for encounter. approval and implementation of doctrine, organi- As a result of these operations, the Army has recog- zation, training, materiel, leadership, personnel nized the requirement for more and better intelligence and facilities (DOTMLPF) actions. capabilities in the form of technologies, systems, per- To assist in this effort we have developed requirements sonnel, and organizations. This recognition is initially to better focus the collection of observations from you. It manifested in the tremendous growth in three MI Military is your observations that help us train the MI force, de- Occupational Specialties (MOSs): 96B (Intelligence Ana- velop our doctrine, organize ourselves on the battlefield, lyst), 97B (Counterintelligence [CI] Agent), 97E (Human and shape our future. I hope all of you will take a mo- Intelligence [HUMINT] Collector). At Fort Huachuca, ment to reflect on the importance of your participation we are “ramping up” to handle a significant increase in and make the extra effort to provide our lessons learned throughput for these MOSs. There are many details we team your observations as appropriate. are quickly handling in order to effectively put the train- (Continued on page 6) 2 Military Intelligence CSM Forum by Command Sergeant Major Lawrence J. Haubrich U.S. Army Military Intelligence Corps NCOES: The Way Ahead “The whole object of education is...to ory that a three-tier system “syncs” develop the mind. The mind should be a better with the BCT life cycle. thing that works.” As proposed, Tier 1 will train all se- —Sherwood Anderson nior Specialists (SPCs) with promo- The whole focus of the Noncommis- tion potential on how to be a Sergeant sioned Officer Education System (SGT) in a team, crew, and squad. (NCOES) is to produce competent Tier 2 will teach Staff Sergeants tactically and technically proficient (SSGs) with promotion potential how warfighters for our Nation’s defense. to become effective Sergeants First Our current operational tempo is as Class (SFCs) in a platoon and com- high as it has ever been for our Army pany environment. Tier 3 will prepare and we will sustain that tempo into Army Master Sergeants (MSGs) and the foreseeable future. Because we sister Service equivalents to oper- are an Army at war, concentrated on ate as Sergeants Major (SGMs) and a fast-paced contemporary operating Command Sergeants Major (CSMs) environment, the ways that we train soldiers will con- in battalions and above. tinually evolve, producing tougher and smarter non- What we as the Proponent propose is advanced commissioned officers (NCOs) to fight and win our leader training (ALT), which will train all MI Tier 1 country’s wars. graduates and all reclassified NCOs technical mil- itary occupational specialty (MOS)-related func- NCOES will potentially have a different “look” by tions to prepare them to be competent MI team fiscal year 2007 (FY07). The current NCOES is a chiefs, crew chiefs, and squad leaders. The train- four-tier system: ing will be MOS-focused and we will train a some- Primary Leadership Development Course what younger soldier than our current BNCOC (PLDC). does. Course lengths will vary by MOS—those de- Basic Noncommissioned Officers Course tails have yet to be determined, but the ranges you (BNCOC). could expect will likely be along the lines of current Advanced Noncommissioned Officers Course BNCOC courses. Look for a few more skill level 20 (ANCOC). tasks and a few less skill level 30 tasks, because U.S. Army Sergeants Major Academy (USASMA). we will be teaching younger soldiers. Senior leader A three-tier NCOES may replace it. Although a three- training (SLT) will be the last time we will formally tier NCOES has not been approved for implementa- train our MI NCOs at the Intelligence Center. We tion, it has approval for further study and a three-tier will train all MI Tier 2 graduates in a four- to six- pilot is still on line for FY06. There are two primary rea- week resident course focused on MI senior NCO sons for the hard look at the current four-tier NCOES. leadership roles. First is the total amount of time soldiers spend away Thus, our ALT soldiers will develop and refine from their units (high operational tempo brigade com- their 20- and 30-level skill sets in a resident, bat teams [BCTs] in particular), and second is the the- proponent-driven technical training course.