PART I Teams in Intelligence
WHAT MAKES FOR A GREAT INTELLIGENCE TEAM? The three chapters that follow set the stage for answering that question. We will see how intelligence teams actually deal with hard problems, the different ways members can collaborate with one another, and what it means to say that an intelligence team has been “effective.” The first chapter (“Teams That Work and Those That Don’t”) opens with an extended example of two teams—one planning a terrorist act, the other trying to head it off. Among the reasons one team succeeded and the other failed are the inherent advantages of playing offense vs. defense; team dynamics that inhibit the full use of members’ resources; and the ways that stereotypes of other groups (including ...
Get Collaborative Intelligence now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
