Information is of greatest value when it contributes to or shapes
the commander's decision-making process by providing reasoned
insight into future conditions or situations. This may occur as a
result of its association with other information already received
or when it is considered in the light of experience already
possessed by the recipient of the information. Information on its
own is a fact or a series of facts that may be of utility to the
commander, but when related to other information already known
about the operational environment and considered in the light of
past experience regarding an adversary, it gives rise to a new set
of facts "intelligence." The relating of one set of information to
another or the comparing of information against a database of
knowledge already held and the drawing of conclusions by an
intelligence analyst, is the foundation of the process by which
intelligence is produced. Ultimately, intelligence has two critical
features that make it different from information. Intelligence
allows anticipation or prediction of future situations and
circumstances, and it informs decisions by illuminating the
differences in available courses of action (COAs).The purposes of
joint intelligence that guide the intelligence directorate of a
joint staff (J-2) staff and those of supporting organizations are:
inform the commander; identify, define, andnominate objectives;
support the planning and execution of operations; counter adversary
deception and surprise; support friendly deception efforts; and
assess the effects of operationson the adversary. Intelligence
operations are wide-ranging activities conducted by intelligence
staffs and organizations for the purpose of providing commanders
and national-level decision makers with relevant, accurate, and
timely intelligence. The six categories of intelligence operations
are: planning and direction; collection; processing and
exploitation; analysis and production; dissemination and
integration; and evaluation and feedback.
General
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