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Attempts to mislead enemy forces during warfare

Military deception (MILDEC) is an attempt by a military unit to gain an advantage during warfare by misleading adversary decision makers into taking action or inaction that creates favorable conditions for the deceiving force. This is usually achieved by creating or amplifying an artificial fog of war via psychological operations, information warfare, visual deception, or other methods. As a form of disinformation, it overlaps with psychological warfare. Military deception is also closely connected to operations security (OPSEC) in that OPSEC attempts to conceal from the adversary critical information about an organization's capabilities, activities, limitations, and intentions, or provide a plausible alternate explanation for the details the adversary can observe, while deception reveals false information in an effort to mislead the adversary. Deception in warfare dates back to early history. The Art of War, an ancient Chinese military treatise, emphasizes the importance of deception as a way for outnumbered forces to defeat larger adversaries. Examples of deception in warfare can be found in ancient Egypt, Greece, and Rome, the Medieval Age, the Renaissance, and the European Colonial Era. Deception was employed during World War I and came into even greater prominence during World War II. In modern times, the militaries of several nations have evolved deception tactics, techniques and procedures into fully fledged doctrine.

Many standard military activities can be considered deceptive, but not deception. For example, a unit may move into an assembly area to complete organizing and rehearsing prior to a mission. It is a standard deceptive tactic to camouflage the vehicles, equipment and personnel in the assembly area with the intent of confusing the enemy. Military deception is more complex than simple deceptive activities, with a unit deliberately planning and carrying out an elaborate effort that will cause a targeted adversary decision maker to take an action that is detrimental to the adversary and beneficial to the side employing deception.

Deception can be accomplished through either increasing or decreasing an adversary's understanding of the operating environment. Ambiguity increasing deception is intended to sow confusion in the mind of the enemy decision maker by presenting multiple possible friendly courses of action. Because the adversary does not know which is true, his reactions are delayed or paralyzed, which gives the friendly side an advantage. With ambiguity decreasing deception, the friendly side intends to make the adversary certain of the friendly course of action — certain, but wrong. As a result, the adversary will misallocate time, personnel, or resources, which enables the friendly side to obtain an advantage. The Operation Bodyguard deception in World War II can be viewed as an ambiguity increasing deception that over time became ambiguity decreasing. Initially, the aim was to increase confusion among German planners and leaders by presenting the possibilities of Allied invasions at the Pas de Calais and Normandy in France, as well as the Balkans, southern France, and Norway. Eventually, the deception increased certainty on the German side by causing them to conclude that Calais was the real invasion site. When the Allies attacked at Normandy, they did so with the advantage of surprise.

Adherents to Protocol I (1977) of the Geneva Conventions agree not to engage in acts of perfidy during the conduct of warfare. Perfidious conduct is a deceitful action in which one side promises to act in good faith with the intention of breaking that promise to gain an advantage. Examples include one side raising a flag of truce to entice an enemy to come into the open and take them as prisoners of war, then opening fire on the uncovered adversary. Additional examples include misusing protected signs and symbols, such as the red cross, crescent, and crystal, to conceal weapons and ammunition by making them appear to be a medical facility.

The development of modern military deception doctrine has led to the codification of several rules and maxims. In U. S. doctrine, three of the most important are expressed as Magruder's Principle, the Jones' Dilemma, and Care in the Placement of Deceptive Material (Avoid Windfalls).

Named for Confederate general John B. Magruder, the principle asserts that it is easier to convince a target into holding on to a pre existing belief than it is to convince a target of something it does not believe. Examples include the Allies of World War II making use in the Operation Mincemeat deception of the pre existing German belief that Greece and the Balkans would be their next invasion target after North Africa, when the Allies actually intended to invade Sicily.

Named for British scientist Reginald Victor Jones, who played an important role in the Allied effort during World War II, the Jones dilemma indicates that the greater the number of intelligence and information gathering and transmitting resources available to the deception target, the more difficult it is to deceive the target. Conversely, the more of the target's intelligence and information systems that are manipulated in a deception plan or denied to the target, the more likely the target is to believe the deception. One reason the World War II Operation Bodyguard deception was accepted as true on the German side is that Germany's ability to acquire information about activities in England was limited, enabling the Allies to manipulate the few German intelligence gathering resources that were available.

If a deception target obtains deceptive information too easily ("too good to be true"), the target is unlikely to act on it and the deception will fail. This requires deception planners to take care in placing deceptive information so that it will appear to have been acquired in a seemingly natural manner. The deception target is then able to assemble details from multiple sources into a coherent, believable, but untrue story. The best deception plans co opt the enemy's skepticism through requiring enemy participation, either by expending time and resources in obtaining the deceptive information, or by devoting significant effort to interpreting it. In an example of valid information being dismissed as a windfall, early in World War II a plane carrying German officers to Cologne became lost in bad weather and landed in Belgium. Before being arrested by Belgian authorities, the Germans attempted to burn the papers they were carrying, which included copies of the actual invasion plans for Belgium and the Netherlands. Belgian authorities discounted this true information as false because of the ease with which they obtained it.

Friendly events about which an adversary can be deceived are described in the mnemonic SALUTE IS, which stands for Size, Activity, Location, Unit, Time, Equipment, Intent, and Style. The maxim indicates that the more of these categories the friendly side can deceive the adversary about, the more likely the adversary is to believe the deception. In the U. S. military, this doctrine begins with understanding the deception target's cognitive process. Expressed as "See Think Do", this understanding of the adversary considers what information has to be conveyed to the target through what medium for the target to develop the perception of the situation that will cause the enemy to take an action beneficial to the friendly side. In the planning process, "See Think Do" is considered in reverse order—what does the friendly side want the enemy to do as a result of the deception, what perceptions will the target have to form to take the action, and what information needs to be transmitted to the target through which medium so that the target will develop the desired perception. As an example, the intent for Operation Bodyguard was for Germany to allocate forces away from Normandy ("Do"). The perception the Allies wanted to create in the mind of the deception target (Hitler) was that the Allies were planning to invade at Calais ("Think").