Workforce Development and Intelligence Analysis for National Security Purposes Proceedings of a Workshop (2018) / Chapter Skim
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1 Introduction
1 Introduction
Pages 1-8
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THE DECADAL SURVEY OF SOCIAL AND BEHAVIORAL SCIENCES FOR APPLICATIONS TO NATIONAL SECURITY A decadal survey is a method for engaging members of a research community to identify lines of research with the greatest potential utility in the pursuit of a particular goal. The National Academies pioneered this type of survey with a study of ground-based astronomy in 1964.1 Since then, committees appointed by the National Academies have conducted more than 15 decadal surveys.
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This Proceedings of a Workshop, prepared by the workshop rapporteur, summarizes the presentations and discussions at the fifth workshop, on workforce development and intelligence analysis.3 This workshop was planned by the Steering Committee on Workforce Development for Intelligence Analysis: A Workshop, whose charge is presented in Box 1-1. The workshop's purpose was to explore the current state of research on workforce development that has relevance to national security.
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A Proceedings of the Workshop will be prepared by a designated rapporteur in accordance with institutional guidelines. the workshop, and that the views contained in this proceedings are those of individual workshop participants and do not necessarily represent the views of all workshop participants, the steering committee, or the National Academies.
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INTRODUCTION TO THE WORKSHOP ON WORKFORCE DEVELOPMENT AND INTELLIGENCE ANALYSIS FOR NATIONAL SECURITY PURPOSES Steering committee chair Noshir Contractor, Northwestern University, opened the workshop with an overview of how the three different presentation panels were structured. He noted that developments in the 21st century are creating a number of challenges for all kinds of jobs, including those in the IC, and that employers are having to rethink how they build and train their workforce and integrate tools into their operations effectively.
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To further explain some tasks and demands of an intelligence analyst, Clark described a fictional workday for "Sarah," a relatively junior analyst, who had served as a Russian military analyst at the CIA for the past 3 years. According to Clark, an analyst like Sarah would be in the office early and begin her day by reading electronic mail and messages, or what the CIA calls traffic, which consists of classified and unclassified material tailored to the analyst's role -- in Sarah's case, following Russian military developments in Syria.
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Clark emphasized that to succeed as an IC analyst, Sarah must become a master of substance, navigate and mobilize a complex intelligence bureaucracy, and understand policy makers' needs. Sarah's day might be extended, Clark suggested, if she were required to present her memo to PDB briefers responsible for assembling intelligence briefings for senior leaders the following morning.
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In their first year, analysts focus on their primary team and on learning the intelligence bureaucracy and how to write memos and brief policy makers; by the third year, they rely less on their primary team and have identified other important resources in the IC. Clark emphasized that analysts benefit from knowing members of these ad hoc teams, which deepens their expertise and helps with coordination on memos.
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The presentations and discussion summarized in Chapter 3 examined the state of the science regarding current challenges facing the analytic workforce, such as the increased use of technology (and the need for human–systems integration) and three challenges faced when working in teams -- team building, collaborative knowledge building, and communication.
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