22 • Transformation Through Training • Issue No: 11 • November 2018 Introduction The main idea behind all conflicts consists of a struggle related to the will projected by adversaries. It is often described as ‘negative co-operation’ characterized by striving for achievement of contrary objectives. Success of such efforts depends on achieving superiority over the other party of the conflict. There are numerous ways to gain superiority which itself may be defined differently. It happens to be called ‘the gist of the art of war principles’1 . Allied publications on Information and Knowledge Management determine information superiority as the ultimate element conditioning success of the conducted operations. The publications define information superiority as ‘the state of relative advantage in the information domain achieved by getting the right information to the right people at the right time in the right form whilst denying an adversary the ability to do the same”2 . One of the means to achieve the information superiority is the application of procedures defined and described in the frames of the Information Process. The process has been the subject of a number of publications including ones presenting outcomes of research efforts undertaken, among others, by the academia of the Polish National Defence University3 . Information Process described in allied doctrinal documents Characteristics of the Information Process can also be found in the allied doctrinal documents on Psychological Operations (PSYOPS)4 . It refers basically to the PSYOPS planning process following the principles of NATO operational planning. The NATO decision-making process is a very good example of close relations established between military and political factors. Therefore, PSYOPS are reflected in all the undertakings carried out by entities involved in development of information strategy for the purpose of the operations planned and conducted by NATO. According to the views expressed in the allied documents5 , there are two types of planning: Operations Planning Process (conducted by NATO Strategic Commands: Allied Command Transformation - ACT and Allied Command Operations - ACO) and Operational-Level Planning Process (conducted by Joint Force Commands - JFCs). Although the processes are described differently, they are tightly connected. Strategic planning commences with thorough studies and analyses of a potential crisis and its causes. Considering potential participants and systems constituted or only used by them in a given area, their motivations, weaknesses, strengths, relations and interactions enable determination of the best options available at the strategic level. The outcome of this process includes a number of solutions being an alternative for the crisis situation and forming the THE INFORMATION PROCESS Towards a Holistic Approach LTC Tomasz Kacała, JFTC Training Division, former Information and Knowledge Management Branch Head ■