Analysis, War, and Decision: Why Intelligence Failures Are Inevitable

Abstract

Strategic intelligence failures cannot be prevented by organizational solutions to problems of analysis and communication. Analytic certainty is precluded by ambiguity of evidence, ambivalence of judgment, and atrophy of institutional reforms designed to avert failures. Many sources of error are unresolvable paradoxes and dilemmas rather than curable pathologies. Major failures in attack warning, operational evaluation, and intelligence for strategic planning are due primarily to leaders’ psychological attributes rather than to analysts’ failures to detect relevant data. Since analysis and decision are interactive rather than sequential processes, and authorities often hear but dismiss correct estimates, intelligence failure is inseparable from policy failure. Solutions most often proposed—worst-case analysis, multiple advocacy, devil's advocacy, organizational consolidation, sanctions and incentives for analysts, and cognitive rehabilitation—are either impractical because of constraints on the leaders’ time, or they are mixed blessings because they create new problems in the course of solving old ones.