Intelligence Analyst - Policy Maker Relations
Policymakers & Analysts
To paraphrase Sherman Kent, the relationship between analysts and policymakers "does not fall naturally in place, but requires careful thought to set right and constant efforts to keep effective" (Strategic Intelligence for National World Policy, 1949, sited in Davis). It is the nature of that careful thought and constant effort that is the subject of this paper.
Policymakers and analysts agree that "the quality and policy utility of analysis" must improve if intelligence is to help policymakers do their jobs[footnoteRef:1]. The desired improvements are unlikely to happen unless analysts can simultaneously achieve two important objectives: protection of the professional tradecraft and closer connections with policy action[footnoteRef:2]. The disconnection between the charge of policymakers and the deliverables of analysts has been an enduring one, and since the 1990s, a number of tactics have been implemented to address this matter. For example, analysts have experienced rotational assignments that take them into policymaker units, they have been assigned as personal briefing officers, and they have served as liaison officers for executive branch departments....
Identify the analysts and the policymakers It is not possible for one individual to collate and possess all necessary information required to make good decisions regarding national security and foreign policy issues. Indeed, the higher up one goes up the hierarchy of policy making ladder, the more complicated it becomes. Therefore, senior policy officials rely on their juniors and others for information and proper processing of the same[footnoteRef:1]. In effect, in
Were it not for the rarity of books on this subject, it is unlikely it would have found a publisher. One can only wish that Breen had a more scrupulous use of words and analysis to make up for what he lacks in facts. His challenging thesis and advocacy of negotiation is thought-provoking, but more evidence and research is required to take it seriously from a policy maker's viewpoint. One
9/11 and the IRTPA Under the National Security Act of 1947, the Director of Central Intelligence (DCI) was charged with the task of coordinating all national intelligence activities within the U.S. government. One major reason for this change was the failure of coordination and analysis across the intelligence agencies in predicting the attack on Pearl Harbor in 1941. Indeed, so glaring were the failures to 'connect the dots' in determining the
66). Furthermore, social software will only increase in importance in helping organizations maintain and manage their domains of knowledge and information. When networks are enabled and flourish, their value to all users and to the organization increases as well. That increase in value is typically nonlinear, where some additions yield more than proportionate values to the organization (McCluskey and Korobow, 2009). Some of the key characteristics of social software applications
Iran-Contra Affair Historical Background of the Iran-Contra Affair Events Surrounding the Decision. Nicaraguan context. In the 1970s, dissatisfaction with a manipulative and corrupt government was escalating. All socio-economic classes were impacted and by 1978 the situation deteriorated into a short-lived civil war. Through violent opposition, the Marxist Sandinista guerillas achieved power in 1979. By September of 1980, the Sandinistas had suspended elections and taken control of the media. Leftist rebels in El Salvador
Decision Making Strategies Within any organization or process, there is the cognitive and purposeful role of decision making that is the result of taking in stimuli, choosing from alternatives, and making a final choice of an action, in action, or choice of action. This is true in the small business world, multinational corporations, individual life, and even with governments. It impacts Foreign Policy, trade, economics, and most certainly the idea of
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