- We can generally treat Groups of Interest like characters — with their own motivations and goals. However, the collective comprises of individuals, and there are additional considerations.
- Some Notes
- Organizations on a large scale operate with a large number of people, more than what can be seen on-screen. This includes things like logistics, recruitment, equipment maintenance, and others.
- Consider the details about the organization:
- What does the organization do?
- How does it operate?
- What materiel does it use? How much? To where?
- How does it acquire its materiel?
- What kinds of personnel are employed? Does the organization use volunteers?
- What is the organization’s facade. For example, for dealing with public or legal matters?
- How large is the organization? How many branches are there? Who governs these branches?
- What is the leadership like for the organization?
- Where is the organization based? Keep in mind, large organizations are harder to destroy.
- How does the organization maintain operations — logistics, supply, funding, maintenance?
- Keep in mind how ranking works. Management principles apply here.
- Knowledge of organization secrets are usually given on a need-to-know basis rather than based on rank.
- The 48 Laws of Power apply, especially with regards to internal power struggles.
- Covert operations should be covert. They should not be flaunting their operations around in public.
- Organizations rarely try to conscript the unwilling — this risks desertion.
- Organizations are likely to have schisms and disagreements internally.
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