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16.1 Principles of Strategic CommunicationBy the Department of Defense, Office of the PDAS for Public AffairsOBJECTIVES:1. Define the term “strategic communication” and explain its relevance to leaders.2. List and describe the nine principles of strategic communication.Principle: A fundamental tenet; a determining characteristic;an essential quality; an enduring attribute.Strategic Communication (SC) has been described as theorchestration and/or synchronization of actions, images,and words to achieve a desired effect, yet there is more tounderstanding the concept.As the joint forces and agencies of the U.S. Governmenthave begun executing Strategic Communication processes,common fundamentals have emerged. Through the collaborativeefforts of DoD, State Department, civilian educators,and Strategic Communication practitioners, thosecommon fundamentals have been consolidated and refinedinto nine principles of SC, described below. These principlesare provided to assist dialogue and instruction promotingunderstanding of Strategic Communication.Shown below are nine principles of SC, with a shortdescription of each. A more detailed explanation of eachprinciple follows. The principles are not listed in anyorder of precedence.Leadership-DrivenLeaders must lead communication processCrediblePerception of truthfulness and respectDialogueMulti-faceted exchange of ideasUnity of EffortIntegrated and coordinatedResponsiveRight audience, message, time, and placeUnderstandingDeep comprehension of othersPervasiveEvery action sends a messageResults-BasedTied to desired end stateContinuousAnalysis, Planning, Execution, AssessmentLEADERSHIP-DRIVEN. Leaders must decisivelyengage and drive the Strategic Communication process.To ensure integration of communication efforts, leadersshould place communication at the core of everythingthey do. Successful Strategic Communication – integratingactions, words, and images – begins with clear leadershipintent and guidance. Desired objectives andoutcomes are then closely tied to major lines of operationoutlined in the organization, command or join campaignplan. The results are actions and words linked to the plan.Leaders also need to properly resource strategic communicationat a priority comparable to other important areassuch as logistics and intelligence.CREDIBLE. Perception of truthfulness and respectbetween all parties. Credibility and consistency are thefoundation of effective communication; they build andrely on perceptions of accuracy, truthfulness, and respect.Actions, images, and words must be integrated and coordinatedinternally and externally with no perceivedinconsistencies between words and deeds or betweenpolicy and deeds. Strategic Communication also requiresa professional force of properly trained, educated, andattentive communicators. Credibility also often entailscommunicating through others who may be viewed asmore credible.UNDERSTANDING. Deep comprehension of attitudes,cultures, identities, behavior, history, perspectivesand social systems. What we say, do, or show may not bewhat others hear or see. An individual’s experience, culture,and knowledge provide the context shaping their perceptionsand therefore their judgment of actions. We mustunderstand that concepts of moral values are not absolute,but are relative to the individual’s societal and culturalnarrative. Audiences determine meaning by interpretationof our communication with them; thus what we say,do, or show may not be what they hear or see. Actingwithout understanding our audiences can lead to criticalmisunderstandings with serious consequences.Understanding subjective impacts of culture, language,history, religion, environment, and other factors is criticalwhen crafting communication strategy for a relevant population.Building relationship and collaboration with the136