Assessing the Tradecraft of Intelligence Analysis (Technical by Gregory F. Treverton

By Gregory F. Treverton

This document assesses intelligence research around the major U.S. intelligence enterprises and makes a couple of ideas, a few of which parallel projects that experience all started within the wake of the December 2004 laws, for example, create a Deputy Director of nationwide Intelligence as a focus for research, identify a countrywide Intelligence college, construct a protracted time period research Unit on the nationwide Intelligence Council, and shape an Open resource middle for making extra artistic use of open-source fabrics.

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Novel intelligence was defined as actionable information not previously known to the analyst or policymaker. It may give the analyst new insight into a previously unappreciated or misunderstood threat. Massive data may be “massive” because of the sheer quantity of similar items. Or a smaller volume of data may nonetheless be considered “massive” because it consists numerous types and formats of data from separate sources—structured text in various formats, unstructured text, spoken text, audio, video, tables, graphs, diagrams, images, maps, equations, chemical formulas, and so on.

Director of Central Intelligence in 1976, George Bush commissioned outsiders, a “Team A,” to report on Soviet strategic objectives, missile accuracy, and air defense. The first set of issues became a major political controversy. See Freedman (1986); and Prados (1982). 16 Assessing the Tradecraft of Intelligence Analysis cal skills to do this analysis will have difficulty staying current, since they are not routinely immersed in it. Parallel examples exist in areas where unique cultural, sociological, econometric, scientific, or other knowledge skills exist.

Tools have their highest value when they free up the analysts’ time to think. There does seem to be agreement that tools can help in only certain kinds of analysis, that the more technically complex they are and the more they require sophisticated inputs, the more difficult they are to integrate into the analysts’ environment and to use. 1 illustrates the range of tools and skills supporting intelligence analyses. The most obvious problem is that there is no good, Community-wide mechanism to solicit analytic tool “needs” or to establish requirements.

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