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Communicating Intelligence to Decision Makers

dc.contributor.advisor Rogerson, Ken
dc.date.accessioned 2021-05-06T17:41:51Z
dc.date.available 2021-05-06T17:41:51Z
dc.date.issued 2021-05-05
dc.identifier.uri https://hdl.handle.net/10161/22849
dc.description.abstract Mid-career intelligence analysts selected to brief senior individuals outside their organizations face a daunting task. The skillset and training that make them strong intelligence analysts are markedly different than those needed to professionally communicate intelligence. Poor communication can result in ineffective engagements with senior leaders and lead to decision makers acting upon misused, misunderstood, or neglected intelligence. In this report, we answer the following question: before and during initial or early-stage interactions with unfamiliar principals, how can intelligence professionals best communicate complex information to decision makers to enhance their understanding of intelligence? Through interviews with 19 industry professionals with military, executive, legislative, and non-governmental experience, we identify several characteristics, considerations, and conventions that increase the likelihood of successful engagements. Characteristics of effective communicators include preparedness, credibility, flexibility, and confidence. Considerations for effective engagements include context, time, modality, and organizational perspective. Conventions for effective engagements include ensuring message clarity, delivering a penetrating message, earning trust, tailoring the communication strategy, and identifying the anchor. These findings inform a communication strategy model and workflow upon which future research can build.
dc.language.iso en_US
dc.title Communicating Intelligence to Decision Makers
dc.type Master's project
dc.department The Sanford School of Public Policy
duke.embargo.months 0


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