Sensemaking: A Structure For An Intelligence Revolution (2012)

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What is needed now is a discussion of how intelligence can be adjusted to deal with its “traditional” issues as well as new and evolving ones. This book begins that discussion by challenging the standard view of how intelligence professionals do their work. First, as will become clear, intelligence professionals ought not be characterized as “analysts.” The term is imprecise and inaccurate. If real improvement in intelligence practice is to occur, precision and accuracy in terminology, and thereby in how we think about what we do, are essential first steps.

Intelligence issues are not the same as the issues framed separately by policymakers. To partner successfully with policymakers, intelligence professionals must consider issues from multiple perspectives. This is the role of sensemaking. Yes, the sensemaking process includes “analysis” or attacking issues by “taking them apart.”

Furthermore, the author, along with collaborators in chapters 5 and 7, demonstrate how sensemaking can be accomplished as a collaborative enterprise.

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