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Informationen zum Autor Bruce E. Pease is a consultant on national security issues and the application of artificial intelligence; and he teaches leadership, ethics, and analysis. For 17 years, he led CIA's front-burner components, specializing in threats to US security and developing expertise in today's most pressing security issues. In the late 1990s, he led CIA's Office of Near Eastern, South Asian, and African Analysis, providing key policy support during multiple crises in the Middle East. After the 9/11 attacks, he established and led CIA's new Office of Terrorism Analysis and then became Deputy Director of the Counter Terrorism Center. In 2004 he became Director of CIA's Weapons Intelligence, Nonproliferation, and Arms Control Center, analyzing the threat posed by weapons of mass destruction and emerging military technologies. His service also includes work as part of the White House staff, when he was Director of Intelligence Programs on the National Security Council, as well as eight years of active duty in the US Navy. Klappentext This book draws on the author’s perspective from decades of leading intelligence analysts on critical issues, including war in the Middle East, terrorism after 9/11, and nuclear threats. Zusammenfassung Written by an experienced professional who has led Navy Intelligence and CIA analysts in high-stakes intelligence situations, Leading Intelligence Analysis introduces the fundamental managerial skills needed to lead analysis projects conducted by individuals and teams. Inhaltsverzeichnis Foreword Acknowledgments About the Author Chapter 1: Leading Analysis is Different from Doing Analysis The Leader of Analysis or the Uberanalyst Which Substantive Analyst Responsibilities Carry Over? No Lazy Thinking Setting Standards for the First Time Analyze Everything Chapter 2: Understanding Analysts Some Classic Traps Ten Things Analysts Hate Chapter 3: Shaping the Environment Nurturing Trust is Job 1 Taking the Pulse Seven Critical Balances Stress in the Environment Chapter 4: Choosing the Best Approach and Techniques Evolving Approaches: Three Paradigms Picking your paradigm Blending Approaches The Expanding Menu of Analytic Techniques Keep Your Eye Out for New Choices Chapter 5: Nurturing the New Idea: Creativity, Insight, and Innovation in Analysis Creative Analysis? Stifling Creativity and Innovation in Analysis And What of Insight? Promoting Creativity, Innovation, and Insight Chapter 6: Asking the Right Question Toxic Questioning The Right Question The Wrong Question Chapter 7: The Hardest Question: What Is Going to Happen? Prediction and Warning in Analysis Analyzing Predictability When History Pivots Humility, an Open Mind, and Practice Required Prediction is Always a Gamble Prediction is the Leader's Responsibility What's the Worst that Could Happen? Leading Warning What Is Reasonable in an Unreasonable World? Chapter 8: Ethics in Analysis What am I doing in this business? Leading a Dialogue on Values Climbing Down off the Analyst's High Horse Driving Collection Resisting Politicization Are We Responsible for Consequences? Impact of Covert Action In Closing Chapter 9: Analysis as a Business The Business Part of the Business Ensuring Brand Loyalty (Getting Your Customers Hooked on Your Service) Prioritize Your Customers Tend Your Organization's Reputation with the Front Office Align Your Enterprise Business Is Too Good-I'm Swamped! Change is Reality It Doesn't Take an MBA Chapter 10: The Tools of Twenty-First-Century Analysis Judging Tools For Analysis First- and Second-Level IT Tools to Help All Analysts Third-level...
