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Critical thinking for strategic intelligence

Critical thinking for strategic intelligence

Pherson, Katherine Hibbs; Pherson, Randolph H

Accomplished instructors and intelligence practitioners Beebe and Pherson have created a set of twelve robust, class-tested cases on events in foreign intelligence, counterintelligence, terrorism, homeland security, law enforcement, and decision-making support. The case studies are designed to give analysts-intraining a hands-on opportunity to apply structured analytic techniques to tackle real-life problems. Each case delivers a compelling narrative and a set of step-by-step instructions that make teaching and learning as effective and efficient as possible. Key Features: - Questions at the start of each case challenge the student to think critically and help the students bring the case into focus; - Carefully crafted narratives provide the right amount of detail to give a realistic sense of the complexity and challenges of the case; - Recommended readings at the end of each narrative allow room for further research - Sections entitled "Structured Analytic Techniques in Action" frame the analytic tasks and provide step-by-step instructions for applying three to fi ve analytic techniques in a series of exercises for each case study; - Two hundred photos, maps, figures, tables, boxes, and technique templates support analysis and instruction; and - A matrix of the cases and techniques used in each cases augment the annotated table of contents and provide students and instructors an all-in-one view of the contents

Book. English.
Published Los Angeles : Sage/CQ Press 2013

Available at Sheppard-Worlock Library.

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Details

Statement of responsibility: Katherine Hibbs Pherson, Randolph H. Pherson
ISBN: 1452226679, 9781452226675
Note: Formerly CIP.
Note: Includes bibliographical references (p. 316-317) and index.
Physical Description: xxiii, 329 p. : ill., maps ; 23 cm.
Subject: Business analysts.; Business planning.; Critical thinking.; Strategic planning.

Contents

  1. IntroductionI.
  2. HOW DO I GET STARTED?1. Who Are the Customers?2. What Are the Key Questions?3. What Is the Broader Context For Analysis?4. How Should I Conceptualize My Product?5. What Is My Analytic Approach?6. Can Collaboration Contribute To a Better Answer?II.
  3. WHERE IS THE INFORMATION I NEED?7. How Do Models Help My Analysis?8. What Types Of Information Are Available?9. Can I Trust My Sources?10. How Should I Evaluate Sources On the Internet?III.
  4. WHAT IS MY ARGUMENT?11. Are My Key Assumptions Well-Founded?12. Can I Make My Case?13. Did I Consider Alternative Hypotheses?14. How Do I Deal With Politicization?15. How Might I Be Spectacularly Wrong?11. Are My Key Assumptions Well-Founded?12. Can I Make My Case?13. Did I Consider Alternative Hypotheses?14. How Do I Deal With Politicization?15. How Might I Be Spectacularly Wrong?IV.
  5. HOW DO I CONVEY MY MESSAGE EFFECTIVELY?16. Is My Argument Persuasive?17. How Should I Portray Probability and Levels Of Confidence?18. How Can Graphics Support My Analysis?19. How Do I Present My Message In the Most Compelling Way?20. How Do I Know When I Am Done?V. CASE STUDIES21. Countering the Iranian Nuclear Threat
  6. Stuxnet and its Broader Implications22. Puzzling Food Poisonings in Germany23. The End of the Era of Aircraft Carriers24. Financial Crisis in the United States
  7. Chronic or Avoidable?25. Yemen
  8. The Next Afghanistan?