OPINION — Not way back, I used to be speaking to an outdated good friend and China analyst in regards to the want for Intelligence Group (IC) analysts to spend considerably extra time taking a look at themselves and their very own businesses, processes, procedures, habits, biases, and so forth.—in different phrases, to be extra introspective. I assumed this an uncontroversial assertion because it has been properly established in administration literature that wholesome organizations have sturdy introspective proclivities. However his response proved me fallacious: “Do you have got any thought what my learn pile seems to be like? I’ve no time for navel-gazing.”
The above remark superbly captures not solely the IC’s aversion to introspection but additionally what might be the principle motive for that aversion—our “mission focus.” In reality, for many of us “mission, mission, mission” turns into a mantra from the day we take our oaths. However that admirable mission focus additionally comes with a really actual draw back: we are likely to see introspection as a distraction from the mission somewhat than as a prerequisite to mission success. Add to that one other compelling motive for our aversion—our historic and cultural wariness about taking a look at “blue” (U.S.-related) points—and the roots of our introspective deficiencies shortly develop into evident.
That mentioned, our aversion to introspection would possibly properly be disputed by some observers. In spite of everything, most of us take a number of character assessments (e.g., Myers Briggs, DISC, and so forth.) through the course of our service. Moreover, we do have most of the trappings of an introspective neighborhood: organizations (e.g., Nationwide Intelligence College, Heart for the Research of Intelligence, and so forth.), personnel (e.g., methodologists, tradecraft specialists, historians, and so forth.), and publications (e.g., NIU’s Analysis Notes, Shorts and Monographs; CIA’s Research in Intelligence, and so forth.) which can be particularly devoted to fascinated about the apply of intelligence. Why, then, do I posit that we aren’t sufficiently introspective?
Properly, relative to the IC’s dimension, the aforementioned trappings are, by any measure, tiny. Furthermore, though a sub-community of terribly introspective officers exists, nearly all of them are at their most introspective when—and since—they aren’t engaged on the road. As a part of my analysis, I discuss to many intelligence officers, particularly line analysts. And in doing so I by no means fail to be amazed at how few appear to view routine introspective actions as very important to excessive efficiency. Positive, they see worth within the occasional class, tradecraft-focused article, or ticking off the bins on an Intelligence Group Directive 203 (Analytic Requirements) guidelines. However as a scientific, thorough, and routine exercise? Not a lot.
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Given this, the IC must basically reassess its complete conception of introspection. Now not can or not it’s enough to anticipate introspective initiatives to be carried out largely by non-line or assist entities, though their foundational introspective efforts will stay very important helps to mission. Fairly, on high of that foundational work, the IC should begin constructing introspective exercise into the common routines of officers actively and immediately engaged on the mission. Simply as training medical doctors and legal professionals are required (not less than on paper) to interact in self-assessment—”reflective apply”—whilst they confront ever-increasing numbers of sufferers and caseloads, intelligence practitioners too should consciously make investments time and thought in often reflecting on how we conduct our work and methods through which we may higher obtain our mission.
There is no such thing as a set type this reflective apply should take. It may very well be carried out in a gaggle, particular person and/or hybrid format. The one facets which can be non-negotiable are that or not it’s common, resourced (significantly with regard to time), and required.
In the end, and as talked about on the outset, wholesome organizations have sturdy introspective tendencies. It’s essential then, that the IC reconceives and incentivizes introspection as a elementary prerequisite to mission success and never the distraction or “navel gazing” it too typically is deemed to be.
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