"There are two main components with regard to the ability of an intelligence system to influence decision-makers. First, it is important that the intelligence units are able to actually identify the influential decision-makers in the criminal justice system. Secondly, it is useful to examine the relationship between decision-makers and their intelligence staff."
Jerry Ratcliffe in The Effectiveness of Police Intelligence Management: A New Zealand Case Study
Certainly Jerry is very correct in the thatthe "relationship" between the decision-makers and the analysts is very important but I would not say it is "first." I think first, the analysts must create a product that the commanders can see they can use to make decisions. Too often analysts produce products that simply state the obvious. I think they also tend to focus too much on exactly what the decision-maker thinks he wants when he reality he has no idea because he doesn't know what analysts can do. The analyst has to take the leap off the cliff, put decision-impacting products out there and then see if a relationship can develop. That's what I think!
ReplyDeleteYes - but, in an ideal world, the decision-maker would know what an analyst can do and what he or she wants... In the current state of affairs, the analyst is really the leader of the process.
ReplyDeleteAnd what is wrong with the analyst as "really the leader of the process"? Just as IT people are brought in because they have specific skills, so do analysts. I have had brief and euphoric visits to that ideal world where a Chief knows what analysis can do but that scenario still seems to be very rare. I think if an analyst first produces some actionable products, the decision-makers will then invite the analysts to be part of the decision-making team.
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