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Critical Thinking and Intelligence Analysis

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although “analysts can change an opinion based on new information<br />

or by revisiting old information with a new hypothesis,” they perceive<br />

a loss of trust <strong>and</strong> respect <strong>and</strong> a subsequent loss of “social capital,<br />

or power, within [their] group.” 170<br />

Yet, a case can be made that analysts, <strong>and</strong> especially experienced<br />

analysts, will benefit the most from enhanced critical thinking skills<br />

training. These are the analysts who are in positions of technical<br />

leadership, who work the most difficult aspects of complex targets.<br />

There may be significant consequences if they fail to notice <strong>and</strong><br />

make sense of an issue. On the other h<strong>and</strong>, the fact that many of<br />

these senior personnel will soon be eligible for retirement raises an<br />

important question: Does the corporation get added value from<br />

teaching analysts who will soon retire to think more critically in their<br />

analysis if they are predisposed not to do so Maybe so. Heuer,<br />

while the head of CIA’s Methods <strong>and</strong> Forecasting Division found<br />

that analysts, once persuaded to use new analytic methods, found<br />

them “interesting <strong>and</strong> well worth doing.” 171<br />

Other intelligence analysts have adopted new analytic methods<br />

that add value to their analyses. In one example, NSA personnel<br />

involved in research <strong>and</strong> development adopted a means of matching<br />

target characteristics <strong>and</strong> their vulnerabilities with exploitation<br />

capabilities <strong>and</strong> their costs. 172<br />

Such analyses helped ensure that<br />

appropriate resources were dedicated to collection <strong>and</strong> that such<br />

collection was better tailored to production analysts’ needs. However,<br />

some research analysts initially refused to employ the model, claiming<br />

it took too much time even as it reduced the volumes of information<br />

170 Johnston, Analytic Culture, 22.<br />

171 Richards J. Heuer, Jr., Adapting Academic Methods <strong>and</strong> Models to Governmental<br />

Needs: The CIA Experience (Carlisle, PA: Strategic Studies Institute, U.S. Army War<br />

College, 31 July 1978), 5. Referenced in Marrin, “Homel<strong>and</strong> Security,” 9.<br />

172 In this context, a “target” refers to an entity – geographical, individual,<br />

or topical – in which the <strong>Intelligence</strong> Community has an interest.<br />

– 72 –

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