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Analyzing Intelligence, now in a revised and extensively updated
second edition, assesses the state of the profession of
intelligence analysis from the practitioners point of view. The
contributors-most of whom have held senior positions in the US
intelligence community-review the evolution of the field, the rise
of new challenges, pitfalls in analysis, and the lessons from new
training and techniques designed to deal with 21st century national
security problems. This second edition updates this indispensable
book with new chapters that highlight advances in applying more
analytic rigor to analysis, along with expertise-building,
training, and professional development. New chapters by
practitioners broaden the original volume's discussion of the
analyst-policymaker relationship by addressing analytic support to
the military customer as well as by demonstrating how structured
analysis can benefit military commanders on the battlefield.
Analyzing Intelligence is written for national security
practitioners such as producers and users of intelligence, as well
as for scholars and students seeking to understand the nature and
role of intelligence analysis, its strengths and weaknesses, and
steps that can improve it and lead it to a more recognizable
profession. The most comprehensive and up-to-date volume on
professional intelligence analysis as practiced in the US
Government, Analyzing Intelligence is essential reading for
practitioners and users of intelligence analysis, as well as for
students and scholars in security studies and related fields.
Die 'Leader to Leader Guides' basieren auf der preisgekroenten
'Leader to Leader'-Zeitschrift der Drucker Foundation. Sie widmen
sich Themen von allgemeinem Interesse und vermitteln dem Leser eine
Vielfalt von Meinungen und Ansichten zu einzelnen Themen. Dieses
handliche, pragnante 4-bandige Set bietet wertvolle Informationen
und Einsichten in Form praktischer und attraktiver
Zusammenstellungen relevanter Artikel. Die ideale Lekture fur
vielbeschaftigte Fuhrungskrafte. "On Mission and Leadership"
enthalt die besten aktuellen Tipps, Ideen und Meinungen von
Spitzenexperten zum Thema 'Inspired Leadership', Vision und
zielorientiertes Management. Mit Beitragen von hochkaratigen
Experten, wie z.B. Warren Bennis, Patrick Lencioni, Anita Roddick
und Daniel Goleman, die brisante Themen pragnant auf den Punkt
bringen. Die ideale Lekture fur vielbeschaftigte Fuhrungskrafte,
denen wenig Zeit zum Lesen bleibt.
On Creativity, Innovation, and Renewal features the best thinking from top experts on strategic innovation, sparking creativity, and transforming organizations. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On Creativity, Innovation, and Renewal is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.
On High-Performance Organizations features the best thinking from top experts on organizational effectiveness, sustaining growth, and strategy. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On High-Performance Organizations is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.
It is a rare season when the intelligence story in the news
concerns intelligence analysis, not secret operations abroad. The
United States is having such a season as it debates whether
intelligence failed in the run-up to both September 11 and the
second Iraq war, and so Rob Johnston's wonderful book is perfectly
timed to provide the back-story to those headlines. The CIA's
Center for the Study of Intelligence is to be commended for having
the good sense to find Johnston and the courage to support his
work, even though his conclusions are not what many in the world of
intelligence analysis would like to hear. He reaches those
conclusions through the careful procedures of an
anthro-pologist-conducting literally hundreds of interviews and
observing and participating in dozens of work groups in
intelligence analysis-and so they cannot easily be dismissed as
mere opinion, still less as the bitter mutterings of those who have
lost out in the bureaucratic wars. His findings constitute not just
a strong indictment of the way American intelligence performs
analysis, but also, and happily, a guide for how to do better.
Johnston finds no baseline standard analytic method. Instead, the
most com-mon practice is to conduct limited brainstorming on the
basis of previous analy-sis, thus producing a bias toward
confirming earlier views. The validating of data is
questionable-for instance, the Directorate of Operation's (DO)
"clean-ing" of spy reports doesn't permit testing of their
validity-reinforcing the tendency to look for data that confirms,
not refutes, prevailing hypotheses. The process is risk averse,
with considerable managerial conservatism. There is much more
emphasis on avoiding error than on imagining surprises. The
analytic process is driven by current intelligence, especially the
CIA's crown jewel analytic product, the President's Daily Brief
(PDB), which might be caricatured as "CNN plus secrets." Johnston
doesn't put it quite that way, but the Intelligence Community does
more reporting than in-depth analysis. None of the analytic
agencies knows much about the analytic techniques of the others. In
all, there tends to be much more emphasis on writing and
communication skills than on analytic methods. Training is driven
more by the druthers of individual analysts than by any strategic
view of the agencies and what they need. Most training is
on-the-job. Johnston identifies the needs for analysis of at least
three different types of consumers-cops, spies, and soldiers. The
needs of those consumers produce at least three distinct types of
intelligence-investigative or operational, stra tegic, and
tactical. The research suggests the need for serious study of
analytic methods across all three, guided by professional
methodologists. Analysts should have many more opportunities to do
fieldwork abroad. They should also move much more often across the
agency "stovepipes" they now inhabit. These movements would give
them a richer sense for how other agencies do analysis. Together,
the analytic agencies should aim to create "communities of
practice," with mentoring, analytic practice groups, and various
kinds of on-line resources, including forums on methods and problem
solving. These communities would be linked to a central repository
of lessons learned, based on after-action post-mortems and more
formal reviews of strategic intelligence products. These reviews
should derive lessons for individuals and for teams and should look
at roots of errors and failures. Oral and written histories would
serve as other sources of wherewithal for lessons. These
communities could also begin to reshape organizations, by
rethinking organizational designs, developing more formal
socialization programs, testing group configurations for
effectiveness, and doing the same for management and leadership
practices. Center for the Study of Intelligence, Central
Intelligence Agency.
On Leading Change features the best thinking from top experts on strategies for change, sustaining growth, and leading transition. Written in a concise style that is ideal for the busy executive with little time to read, the book highlights a stellar panel of contributors including Peter Drucker, Peter Senge, William Bridges, and Rosabeth Moss Kanter. On Leading Change is one title in The Leader to Leader Guides four-volume set that draws from the most compelling articles that have appeared in the Drucker Foundation's award-winning journal Leader to Leader.
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