Structured Analytic Techniques for Intelligence Analysis
2nd Edition
Published on 2. July 2014
Book
Spiral bound
384 pages
978-1-4522-4151-7 (ISBN)
Description
This book showcases fifty-five structured analytic techniques-five new to this edition-that represent the most current best practices in intelligence, law enforcement, homeland security, and business analysis. With much more depth, detail, and utility than existing handbooks, each technique is clearly and systematically explained. Logically organized and richly illustrated, and with spiral binding and tabs that separate techniques into categories, this book is an easy-to-use, comprehensive reference.
More details
Edition
2nd Revised edition
Language
English
Place of publication
Washington
United States
Publishing group
SAGE Publications Inc
Target group
College/higher education
Edition type
Revised edition
Dimensions
Height: 203 mm
Width: 152 mm
Weight
631 gr
ISBN-13
978-1-4522-4151-7 (9781452241517)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions
Randolph H. Pherson | Richards J. Heuer
Structured Analytic Techniques for Intelligence Analysis
Book
05/2020
3rd Edition
CQ Press
€182.50
Available immediately
Persons
Richards J. Heuer Jr. is best known for his book Psychology of Intelligence Analysis and for developing and then guiding automation of the Analysis of Competing Hypotheses (ACH) technique. Both are being used to teach and train intelligence analysts throughout the Intelligence Community and in a growing number of academic programs on intelligence or national security. After retiring from the Central Intelligence Agency (CIA), Mr. Heuer was associated with the Intelligence Community in various roles for more than five decades until his death in August 2018. He has written extensively on personnel security, counterintelligence, deception, and intelligence analysis. Mr. Heuer has a B.A. in philosophy from Williams College and an M.A. in international relations from the University of Southern California. He also pursued graduate studies at the University of California at Berkeley and the University of Michigan.
Randolph H. Pherson is president of Pherson Associates, LLC; CEO of Globalytica, LLC; and a founding director of the nonprofit Forum Foundation for Analytic Excellence. He teaches advanced analytic techniques and critical thinking skills to analysts in the government and private sector. Mr. Pherson collaborated with Richards Heuer Jr. in developing and launching use of Analysis of Competing Hypotheses, and he developed several analytic techniques for the CIA's Sherman Kent School, many of which were incorporated in his Handbook of Analytic Tools and Techniques. He coauthored Critical Thinking for Strategic Intelligence with Katherine Hibbs Pherson, Cases in Intelligence Analysis: Structured Analytic Techniques in Action with Sarah Miller Beebe, and several other guides for analysts on writing, briefing, indicators, and managing the production process. Mr. Pherson completed a twenty-eight-year career in the Intelligence Community in 2000, last serving as National Intelligence Officer (NIO) for Latin America. Previously at the CIA, Mr. Pherson managed the production of intelligence analysis on topics ranging from global instability to Latin America, served on the Inspector General's staff, and was chief of the CIA's Strategic Planning and Management Staff. He is the recipient of the Distinguished Intelligence Medal for his service as NIO and the Distinguished Career Intelligence Medal. Mr. Pherson received his B.A. from Dartmouth College and an M.A. in international relations from Yale University.
Randolph H. Pherson is president of Pherson Associates, LLC; CEO of Globalytica, LLC; and a founding director of the nonprofit Forum Foundation for Analytic Excellence. He teaches advanced analytic techniques and critical thinking skills to analysts in the government and private sector. Mr. Pherson collaborated with Richards Heuer Jr. in developing and launching use of Analysis of Competing Hypotheses, and he developed several analytic techniques for the CIA's Sherman Kent School, many of which were incorporated in his Handbook of Analytic Tools and Techniques. He coauthored Critical Thinking for Strategic Intelligence with Katherine Hibbs Pherson, Cases in Intelligence Analysis: Structured Analytic Techniques in Action with Sarah Miller Beebe, and several other guides for analysts on writing, briefing, indicators, and managing the production process. Mr. Pherson completed a twenty-eight-year career in the Intelligence Community in 2000, last serving as National Intelligence Officer (NIO) for Latin America. Previously at the CIA, Mr. Pherson managed the production of intelligence analysis on topics ranging from global instability to Latin America, served on the Inspector General's staff, and was chief of the CIA's Strategic Planning and Management Staff. He is the recipient of the Distinguished Intelligence Medal for his service as NIO and the Distinguished Career Intelligence Medal. Mr. Pherson received his B.A. from Dartmouth College and an M.A. in international relations from Yale University.
Content
Chapter 1: Introduction and Overview
1.1 Our Vision
1.2 Two Types of Thinking
1.3 Dealing with Bias
1.4 The Role of Structured Analytic Techniques
1.5 The Value of Team Analysis
1.6 The History of Structured Analytic Techniques
1.7 Selection of Techniques for This Book
1.8 Quick Summary of Chapters
Chapter 2: Building a System 2 Taxonomy
2.1 Taxonomy of System 2 Methods
2.2 Taxonomy of Structured Analytic Techniques
Chapter 3: Choosing the Right Technique
3.1 Core Techniques
3.2 Five Habits Every Analyst Should Master
3.3 One Project, Multiple Techniques
3.4 Common Errors in Selecting Techniques
3.5 Structured Technique Selection Guide
Chapter 4: Decomposition and Visualization
4.1 Getting Started Checklist
4.2 AIMS (Audience, Issue, Message, Storyline)
4.3 Customer Checklist
4.4 Issue Redefinition
4.5 Chronologies and Timelines
4.6 Sorting
4.7 Ranking, Scoring, Prioritizing
4.8 Matrices
4.9 Venn Analysis
4.10 Network Analysis
4.11 Mind Maps and Concept Maps
4.12 Process Maps and Gantt Charts
Chapter 5: Idea Generation
5.1 Structured Brainstorming
5.2 Virtual Brainstorming
5.3 Nominal Group Technique
5.4 Starbursting
5.5 Cross-Impact Matrix
5.6 Morphological Analysis
5.7 Quadrant Crunching (TM)
Chapter 6: Scenarios and Indicators
6.1 Scenarios Analysis
6.2 Indicators
6.3 Indicators Validation
Chapter 7: Hypothesis Generation and Testing
7.1 Hypothesis Generation
7.2 Diagnostic Reasoning
7.3 Analysis of Competing Hypotheses
7.4 Argument Mapping
7.5 Deception Detection
Chapter 8: Assessment of Cause and Effect
8.1 Key Assumptions Check
8.2 Structured Analogies
8.3 Role Playing
8.4 Red Hat Analysis
8.5 Outside-In Thinking
Chapter 9: Challenge Analysis
9.1 Premortem Analysis
9.2 Structured Self-Critique
9.3 What If? Analysis
9.4 High Impact/Low Probability Analysis
9.5 Devil's Advocacy
9.6 Red Team Analysis
9.7 Delphi Method
Chapter 10: Conflict Management
10.1 Adversarial Collaboration
10.2 Structured Debate
Chapter 11: Decision Support
11.1 Decision Trees
11.2 Decision Matrix
11.3 Pros-Cons-Faults-and-Fixes
11.4 Force Field Analysis
11.5 SWOT Analysis
11.6 Impact Matrix
11.7 Complexity Manager
Chapter 12: Practitioner's Guide to Collaboration
12.1 Social Networks and Analytic Teams
12.2 Dividing the Work
12.3 Common Pitfalls with Small Groups
12.4 Benefiting from Diversity
12.5 Advocacy vs. Objective Inquiry
12.6 Leadership and Training
Chapter 13: Validation of Structured Analytic Techniques
13.1 Limits of Empirical Analysis
13.2 Establishing Face Validity
13.3 A Program for Empirical Validation
13.4 Recommended Research Program
Chapter 14: The Future of Structured Analytic Techniques
14.1 Structuring the Data
14.2 Key Drivers
14.3 Imagining the Future: 2020
1.1 Our Vision
1.2 Two Types of Thinking
1.3 Dealing with Bias
1.4 The Role of Structured Analytic Techniques
1.5 The Value of Team Analysis
1.6 The History of Structured Analytic Techniques
1.7 Selection of Techniques for This Book
1.8 Quick Summary of Chapters
Chapter 2: Building a System 2 Taxonomy
2.1 Taxonomy of System 2 Methods
2.2 Taxonomy of Structured Analytic Techniques
Chapter 3: Choosing the Right Technique
3.1 Core Techniques
3.2 Five Habits Every Analyst Should Master
3.3 One Project, Multiple Techniques
3.4 Common Errors in Selecting Techniques
3.5 Structured Technique Selection Guide
Chapter 4: Decomposition and Visualization
4.1 Getting Started Checklist
4.2 AIMS (Audience, Issue, Message, Storyline)
4.3 Customer Checklist
4.4 Issue Redefinition
4.5 Chronologies and Timelines
4.6 Sorting
4.7 Ranking, Scoring, Prioritizing
4.8 Matrices
4.9 Venn Analysis
4.10 Network Analysis
4.11 Mind Maps and Concept Maps
4.12 Process Maps and Gantt Charts
Chapter 5: Idea Generation
5.1 Structured Brainstorming
5.2 Virtual Brainstorming
5.3 Nominal Group Technique
5.4 Starbursting
5.5 Cross-Impact Matrix
5.6 Morphological Analysis
5.7 Quadrant Crunching (TM)
Chapter 6: Scenarios and Indicators
6.1 Scenarios Analysis
6.2 Indicators
6.3 Indicators Validation
Chapter 7: Hypothesis Generation and Testing
7.1 Hypothesis Generation
7.2 Diagnostic Reasoning
7.3 Analysis of Competing Hypotheses
7.4 Argument Mapping
7.5 Deception Detection
Chapter 8: Assessment of Cause and Effect
8.1 Key Assumptions Check
8.2 Structured Analogies
8.3 Role Playing
8.4 Red Hat Analysis
8.5 Outside-In Thinking
Chapter 9: Challenge Analysis
9.1 Premortem Analysis
9.2 Structured Self-Critique
9.3 What If? Analysis
9.4 High Impact/Low Probability Analysis
9.5 Devil's Advocacy
9.6 Red Team Analysis
9.7 Delphi Method
Chapter 10: Conflict Management
10.1 Adversarial Collaboration
10.2 Structured Debate
Chapter 11: Decision Support
11.1 Decision Trees
11.2 Decision Matrix
11.3 Pros-Cons-Faults-and-Fixes
11.4 Force Field Analysis
11.5 SWOT Analysis
11.6 Impact Matrix
11.7 Complexity Manager
Chapter 12: Practitioner's Guide to Collaboration
12.1 Social Networks and Analytic Teams
12.2 Dividing the Work
12.3 Common Pitfalls with Small Groups
12.4 Benefiting from Diversity
12.5 Advocacy vs. Objective Inquiry
12.6 Leadership and Training
Chapter 13: Validation of Structured Analytic Techniques
13.1 Limits of Empirical Analysis
13.2 Establishing Face Validity
13.3 A Program for Empirical Validation
13.4 Recommended Research Program
Chapter 14: The Future of Structured Analytic Techniques
14.1 Structuring the Data
14.2 Key Drivers
14.3 Imagining the Future: 2020