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By Gregory F. Treverton
In a daring and penetrating examine, Gregory Treverton, former Vice Chair of the nationwide Intelligence Council and Senate investigator, deals his insider's perspectives on how intelligence collecting and research needs to switch. Treverton indicates why intelligence has to be contrarian and conscious of the long run. Believing that it is very important faucet services outdoor executive to unravel intelligence difficulties, he argues that regarding colleagues within the academy, imagine tanks, and Wall highway befits the replaced function of presidency from doer to convener, mediator, and coalition-builder. Hb ISBN (2001): 0-521-58096-X
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Extra resources for Reshaping National Intelligence for an Age of Information (RAND Studies in Policy Analysis)
Example text
Francis Fukuyama argued that with the end of the Cold War, history’s long dialectic of alternating ideologies had come to an end. 14 He did not mean that history had stopped, only that there had proved to be no rival, in principle, to liberal democracy as the way to organize national political life. Yet it is sure that pretenders to the 13 14 See Washington Post, November 16, 1998, p. A1. See his The End of History and the Last Man, New York: The Free Press, 1992. 32 Reshaping national intelligence for an age of information throne will arise, perhaps especially among groups of people that feel dispossessed by states or are left behind as state power wanes.
30 Reshaping national intelligence for an age of information mental organizations (NGOs) in touch with the guerrillas were “virtual” events, not real ones. 12 The information revolution also contributes to the segmenting of populations, both within and across states. Earlier communications technologies — radio, telephone, and television — were easy to use and thus diffused rather rapidly from the more educated through the rest of society. In contrast, computers and their associated technologies are harder to use.
So do sheer size and the inertia of a settled bureaucracy. It can be so time-consuming for a CIA analyst to get an assessment cleared through the internal bureaucratic daisy chain that the ultimate point of the exercise, affecting the mind-set of someone downtown in the executive branch or on Capitol Hill, is almost lost. Moreover, because the CIA in principle works for everyone in the government, there is the risk that it will wind up working for no one. ” It is little wonder, given that bias, that intelligence is so often not very relevant to the making of policy.