How To Sell a War

The Rendon Group deploys ‘perception management’ in the war on Iraq

By Sheldon Rampton and John Stauber

“I am not a national security strategist or a military tactician,” Rendon said. “I am a politician, and a person who uses communication to meet public policy or corporate policy objectives. In fact, I am an information warrior and a perception manager.” He reminded the Air Force cadets that when victorious troops rolled into Kuwait City at the end of the first war in the Persian Gulf, they were greeted by hundreds of Kuwaitis waving small American flags. The scene, flashed around the world on television screens, sent the message that U.S. Marines were being welcomed in Kuwait as liberating heroes.

“Did you ever stop to wonder,” Rendon asked, “how the people of Kuwait City, after being held hostage for seven long and painful months, were able to get hand-held American, and for that matter, the flags of other coalition countries?” He paused for effect. “Well, you now know the answer. That was one of my jobs then.”

Of course, we have no way of knowing whether Rendon or any other PR specialist helped influence the toppling of Saddam’s statue or other specific images that the public saw during the war in Iraq. Public relations firms often do their work behind the scenes, and Rendon—with whom the Pentagon signed a new agreement in February 2002—is usually reticent about his work. But his description of himself as a “perception manager” echoes the language of Pentagon planners, who define “perception management” as “actions to convey and (or) deny selected information and indicators to foreign audiences to influence their emotions, motives, and objective reasoning. … In various ways, perception management combines truth projection, operations security, cover, and deception, and psyops [psychological operations].”"
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