The 4th Military Information Support Group (MISG) is the only active military information support group in the Department of Defense and operates across the full spectrum of military operations. In 2006, then Secretary of Defense Donald Rumsfeld designated the 4th MISG as a special operations unit. In practice and by doctrine, special operations units possess highly specialized skills that they use in the routine execution of high-risk, politically sensitive missions. Prior to 2006, the 4th MISG primarily supported general-purpose forces and its mission profile was random, broad, and unremarkable. As a result, implementing and sustaining the elements that facilitate organizational change within the 4th MISG, so as to bring its capabilities into line with SOF, will demand an extraordinary shift in how the special operations community employs this unique MISO capability. In essence, the 4th MISG's metamorphosis will necessitate not only a complete organizational transformation, but also a matching cognitive revolution within the special operations community. The shape of this shift requires consideration of what the 4th MISG's optimal organization would be, as well as the kinds of missions it should execute. This paper discusses how the special operations community should transform and employ its influence forces and why a rapid transformation is essential. To enable this transformation, the author also proposes specific, innovative changes to the 4th MISG's organizational structure, target audience analysis, and tactics designed to ensure its full and effective migration into the unique special operations paradigm.