Intelligence Analysis for Tomorrow Advances from the Behavioral and Social Sciences (2011) / Chapter Skim
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5 Collaboration
5 Collaboration
Pages 61-72
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From page 61... ...
One example, mentioned before, is the Analytic Resources Catalog, which helps analysts to locate relevant knowledge and skills within the IC. A second example is A-Space, which allows analysts to query the community, share information and perspectives, and collaborate on problem solving.
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From page 62... ...
The Office of Analytic Integrity and Standards in the Office of the Director of National Intelligence (ODNI) , along with units in other IC agencies, intensely evaluates analytical work done internally, but typically their pro
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From page 63... ...
Although knowledge of Yemeni culture is vital, so, too, might be knowledge of recent terrorist recruitment methods and illegal international financial transfers (if there have been
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THE RIGHT LEVEL Although there are benefits to increased collaboration, there are also costs, traditionally labeled "process losses." Figure 5-1 illustrates these benefits and costs and their net impact (subtracting costs from benefits)
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From page 65... ...
. Indeed, the greater the heterogeneity, the greater the potential benefit and potential process loss, in terms of intellectual effort and sometimes emotional turmoil.
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From page 66... ...
BARRIERS Within the IC, many barriers to collaboration fall into two main categories: the behavior of individuals, and agency divisions and specializations that isolate intelligence into "stovepipes." In assessing individual behavior, one barrier to collaboration is not recognizing the need to collaborate, because people do not recognize the extent to which their training, socialization, and professional activities have shaped their world views and mental schemas (for a review, see Tinsley, 2011) -- and not realizing the
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From page 67... ...
The analyst who requests information exposes a need, while the responding analyst divulges information. In order to create such trust, organizations need to create general conditions favorable to the success of initial requests and responses, such as instilling norms of fulfilling promises and reciprocal disclosure.
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From page 68... ...
To that end, several visible programs have been implemented, including joint agency training exercises, joint-duty job assignments, cross-functional and multiagency project teams, and promotion of superordinate goals of the IC as a whole (see Tinsley, 2011)
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From page 69... ...
A strong commitment to empirical assessment would provide definite answers to currently unresolved questions concerning the value of adversarial methods (e.g., red team versus blue team simulations) and nominal group information integration procedures (e.g., the Delphi Method, in which experts iteratively provide independent estimates, then see pooled group judgments)
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From page 70... ...
In National Research Council, Intelligence Analysis: Behavioral and Social Scientific Foun dations. Committee on Behavioral and Social Science Research to Improve Intelligence Analysis for National Security, B
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From page 71... ...
In National Research Coun cil, Intelligence Analysis: Behavioral and Social Scientific Foundations. Committee on Behavioral and Social Science Research to Improve Intelligence Analysis for National Security, B
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From page 72... ...
In National Research Council, Intelligence Analysis: Behavioral and Social Scientific Foundations. Committee on Behavioral and Social Science Research to Improve Intelligence Analysis for National Security, B
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