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CHAPTER IX

PSYOP EFFECTIVENESS

In the evaluation of psychological operations the analyst can now employ tools and methodologies unavailable before the computer age. Moreover, specialists have conceptualized the process of communications in ways more amenable to social science and related research research in sociology and psychology, for example-which has led to new understanding of "hows" and "whys" in the study of persuasive communications.

Perhaps the most common approach to the communications process is the question framed by Harold D. Lasswell:

Although weaknesses in the formula have been cited by many scholars, the Lasswell model has not been replaced by one that approaches it in adherents. For that reason, the functional categories of the Lasswell model have been used, in slightly rearranged format, in this chapter: Source, Content, Audience, Media, and Effects-or SCAME.*

Apart from the enthusiasm demonstrated by the proponents of particular theories or procedures, dissatisfaction with the analysis of PSYOP is widespread. Theoretical models and concepts are in dispute, and basic questions of definition are also subject to debate. Even in the face of methodological progress, "there are," as David Robinson points out, "few, if any, technically acceptable criteria for the evaluation of psychological warfare programs. . . ." 3

The dissatisfaction with the state of the analytical art in PSYOP is especially pronounced in evaluation of effectiveness. The many studies of source, message, channel, and receiver factors in attitude change are inconclusive or have led to inconsistent conclusions.

To understand the effects on persuasion of manipulations such as communicator credibility or distraction, a number of stages in the persuasion process must be considered. . . .Needless to say, a large body of conflicting findings must result from... accumulation of confounding factors: different types of messages, different dependent variables, different assumptions linking the supportive message to the dependent measure of persuasion, and failure to measure acceptance of supportive beliefs or indirect effects of the message.1

These shortcomings must be judged against the methodological and conceptual advances adverted to previously, advances which have enabled analysts to better understand attitude change processes. Further progress in these areas of advance is prerequisite to the development of adequate evaluative programs for PSYOP.

*This approach has also been employed in the Army field manual, FM 33-5, Psychological Operations-Techniques and Procedures, Chapter 9.

recognize individuals. As the aircraft made a final circle, the bull horn sent his amplified voice down with these parting words: "Thank you, our friend in your squadron, for all the information." Then he flew away chuckling over his final broadcast. The BCT found out later that the mention of a mysterious "friend" in their ranks had aroused the Huk's darkest suspicions of one another. Three of them were singled out and executed on the spot. The words had inflicted as many casualties on the enemy as troops could have done in a running fight.

The name of this technique, "the eye of God," reminded me of the ancient Egyptian practice of painting watchful guardian eyes over the tombs of the pharaohs. The painting was stylized to give the eye a baleful glare to scare away grave robbers. Recalling its appearance, I made some sketches until I recaptured the essence of its forbidding look, and I handed over the final drawing to the Philippine Army with suggestions for its use. It was mainly useful in towns where some of the inhabitants were known to be helping the Huks secretly. The army would warn these people that they were under suspicion. At night, when the town was asleep, a psywar team would creep into town and paint an eye on a wall facing the house of each suspect. The mysterious presence of these malevolent eyes the next morning had a sharply sobering effect.

INTRA-GROUP COMMUNICATION AND INDUCED CHANGE*

BY ARTHUR H. NIEHOFF

The establishment of efficient information flow between the communicator and the target audience can assist the communicatior in two ways: it can be used as a communication feedback mechanism for warding off rumormongering; it can be used as potentially routine gossip for spreading ideas.

The one absolutely essential technique [in helping to produce adoption of new ideas or practices in developing areas] is the establishment of effective communication, for it is the means by which knowledge of the new idea or practice is transferred. . . . We believe there are, basically, three types of relevant communication: input, the movement of information from the change agent to the potential adopters; feedback, the response from the potential adopters back to the change agent; and gossip, or intra-group communication, among the potential adopters regarding the innovation. . . .

Although a change agent may establish channels of communication to transfer his ideas to potential adopters (input), as well as channels for feedback, the interaction process does not stop at this point. When any significant event occurs in a local community, the members of that community invariably begin a process of communication about it among

*Excerpts from "Intra-Group Communication and Induced Change," Professional Paper 25-67, Human Resources Research Office, The George Washington University, Washington, D.C., June 1967, AD 654124, pp. 1–9.