Defence, Uncertainty, Now Media (D.U.N): Mapping Social Media in Strategic Communications

The world is increasingly interconnected and complex. One response to this within the defence sector is 'Strategic Communications' which, in short, is the means through which the Ministry of Defence (MoD) and the British Military attempt to enhance their defence capabilities and manage conflict through communication, particularly media communication. From legitimizing war operations to influencing the attitudes of behaviors of people in a conflict zone (particularly adversaries and civilians), media, and social media are at the forefront of these strategic communication initiatives because they offer the MoD and the military distinct opportunities to engage and influence others (see Maltby & Thornham, 2012; Maltby, 2010). More recently, social media has been considered particularly effective in this regard by virtue of its immediacy, mobility, and networked capabilities: Facebook and Twitter have become as important to the attainment of strategic objectives as Shura meetings and mainstream media coverage (DCDC, 2012). Yet, simultaneously the effect of media (and media engagement) - termed 'Now Media' in Strategic Communications doctrine (DCDC 2012: 2-7) - is unpredictable, uncontrollable and often immediate. Social media is especially volatile because it cannot be understood in the same way as mainstream media. This generates real uncertainty and risk for not only Strategic Communication initiatives but also for wider defence practice. This is articulated in a number of ways. Firstly, the unpredictability and speed of information emerging through and in social media can reconfigure (in a continuous manner) political and public perceptions of defence activities in a manner that is detrimental to strategic objectives. This level of risk is further compounded when information about the actions of internal military personnel may present the greatest risk; for example human rights abuses by soldiers (see also Gowing, 2009). Secondly, despite efforts to understand 'audiences' and 'users', particularly those related to defence operations (ie. Afghan civilians, families of serving personnel), recipients and authors of social media remain unpredictable (and essentially unknowable). In short, if the MoD and military do not know who, why or when users are 'connected' the viability, success and safety of both the communication and social media engagement can be seriously undermined. Thirdly, and related, social media is considered to pose significant risk to the security of defence operations, particularly in terms of operational security and the lives of military personnel (DMC, 2009). Overall then, within the understanding and use of social media by members of MoD and British Military lie the inherent contradictions of opportunity and risk that characterize the ambiguity of social media within (and beyond) the defence sector. It is within this context that the D.U.N Project interrogates the use of social media in Strategic Communication initiatives to better understand how risk is understood and responded to within the strategic environment. To this end, we ask what the MoD and British military are attempting to achieve through - and with - social media, how are they doing it, how do they conceive risk and how might they be generating risk? We also ask how users (particularly serving soldiers, their families and veterans) are using social media to examine the extent to which this may impact upon strategic initiatives emanating from the MoD. Lastly, we map the realities of social media use by tracking who, what and when people engage and how this relates to strategic communications objectives? In so doing, the D.U.N Project investigates and elucidates the real tensions between what defence actors think they are doing, and what they are actually doing to better understand notions of risk and uncertainty in defence strategy.

The D.U.N project will impact onto policy, strategy, defence actors involved in strategic communication including those from the MoD and British Military, the wider public, media and education as well as the actors and communities we engage with through the research itself including charity organizations (such as veteran support groups), small, local, national and global industries related to this research, the public sector and wider cultural, media, political institutions.

The impact strategy for the D.U.N Project is embedded into the research itself through each distinct approach but also in the combination of the three approaches (industry, content, users) that offers reflective critique, frameworks and comparisons. Consequently, the impact increases as the project develops. As each activity engages a specific community - MoD and British Military, social media communities and communities of users such as veterans and families, we aim to produce impact in the form of dialogue, discussions and ongoing consultation throughout the project. We understand impact in both tangible and intangible terms, so that as we report back to each community with our findings, we expect those discussions to spiral outwards, beyond the remit of the project, impacting more widely and meaningfully. The activities themselves will produce innovative responses to specific and needs, and lines of inquiry, directly benefitting the communities and cultures each activity works with. We work with the institutions in terms of the design of the project, and feed back into those institutions at various stages.

We also have a range of targeted outputs that aim to impact into specific areas. The conference at Cranfield aims to directly engage the military and MoD to whom we speak, whilst the academic conference targets key research interests, and a broader academic sweep. The written outputs offer depth of approach a cross a breadth of topics, while the academic retreat is designed to utilise and engage specific expertise in a targeted way. These events are underpinned by a virtual presence that will consolidate and disseminate the findings, grow and develop an interested community from an informed position, develop agendas and share expertise. This multi-tiered approach is both targeted and broad, and, along with the design of the project as a whole, will facilitate rapid responses to policy reports, think tanks, and specific actor, industry and community needs.