Structured Analytic Techniques Primer

Introduction

• Analysists have an obligation to policymakers to understand where their own analytic judgments might be weak and open to future challenge.
• This primer is designed to provide analysists with structured analytic techniques that will improve their intelligence analysis
• Structured analytic techniques can help challenge judgements, identify mental mindsets, stimulate creativity, and manage uncertainty.
• These techniques can enable analysists to structure thinking for wrestling with difficult questions.

How to Use These Techniques

• The primer highlights structured analytic techniques that can be incorporated into regular analytic routines.
• These techniques can be used individually or collectively.
• The techniques are divided into four categories:
  • Diagnostic Techniques
  • Contrarian Techniques
  • Imaginative Thinking Techniques
  • Strategies for Structured Analytic Techniques

Diagnostic Techniques

• Diagnostic techniques are designed to help analysists identify and understand the potential sources of bias and error in their own analysis.
• Key Assumptions Check:
  • Aims at explicitly challenging key assumptions to see if they will not hold up under some circumstances
  • Should be used when developing an analytic judgment
  • Analysists need to select assumptions that appear the most susceptible to challenge.
  • Review information used to determine whether any is of questionable validity, deception is possibly indicated, or whether major gaps exist
• Quality of Information Check:
  • Determines whether information is of questionable validity, deception is possibly indicated, or whether major gaps exist.
  • It forces analysists to review, refine, and revise their thinking.
  • It encourages critical thinking and skepticism, helping analysists to develop more robust judgments.
• Indicators or Signposts of Change:
  • Helps identify and track subtle developments that may signal emerging trends or future events.
  • Helps to understand the potential impact of these changes on future developments.
  • Analysists should identify indicators of change by focusing on "what has changed recently or what patterns of change are emerging?"
• Analysis of Competing Hypotheses ACH:
  • Helps develop a structured approach to assessing multiple possible explanations for a given event or trend.
  • Encourages analysists to challenge their own assumptions and to consider alternative viewpoints.
  • By rigorously testing each hypothesis against the available evidence, analysts can reduce the risk of making incorrect judgments and improve the quality of their analysis.

Contrarian Techniques

• Contrarian techniques are designed to challenge conventional wisdom and to encourage analysts to consider alternative perspectives.
• Devil’s Advocacy:
  • Explicitly challenges key assumptions to see if they will not hold up under some circumstances.
  • Can be used to highlight weaknesses in a current analytic judgment or alternatively help reassure one’s confidence in the prevailing judgments.
  • Should be used when developing an analytic judgment
  • Can highlight weaknesses in a current analytic judgment, alternatively help to reaffirm one’s confidence in the prevailing judgments.
• Team A/Team B:
  • Involves the use of separate analytic teams to contrast two (or more) strongly held views or competing hypotheses.
  • Can help opposing experts see the merit in the other group’s perspective.
  • The process of conducting such an exercise can reduce friction and even narrow the differences.
  • Particularly useful when there are strong opposing viewpoints within an organization, as it can help to surface and address these disagreements and provide a more balanced analysis.
• High-Impact/Low-Probability Analysis:
  • Analyzes events that are considered unlikely to occur but which, if they did occur, would have a significant impact.
  • It focuses on identifying and assessing potential "black swan" events.
  • This technique is particularly useful for assessing potential threats and risks.
• “What If?” Analysis:
  • Explores the potential consequences of an event that is considered unlikely to occur.
  • This technique is similar to High-Impact/Low-Probability analysis, but it does not dwell on the consequences of the event as much as it accepts the significance and moves directly to explaining how it might come about.
  • It can help analysists to identify potential vulnerabilities or weaknesses in their own thinking.

Imaginative Thinking Techniques

• Imaginative thinking techniques are designed to help analysists to think creatively and to generate new ideas.
• Brainstorming:
  • A technique for generating a large number of ideas in a short period of time.
  • It can be used for a variety of purposes, such as identifying problem solutions, developing new products, or developing marketing campaigns.
  • It can help overcome groupthink and stimulate creative thinking among the participants.
• Outside-In Thinking:
  • Analysists should take a step back and try to understand the overall context of the problem.
  • It helps to see the big picture and to identify potential trends or developments that might be overlooked.
  • Analysts may focus on the "inside" of the issue, overlooking the broader context, particularly when working on a specific issue.
• Red Team Analysis:
  • A technique for simulating the actions of an adversary or a competitor.
  • The goal of this technique is to understand the perspectives of the adversary or competitor.
  • Can help identify potential vulnerabilities and weaknesses in their own plans or strategies.
• Alternative Futures Analysis:
  • Systematic exploration of multiple ways a situation can develop when there is high complexity and uncertainty.
  • Scenarios are most useful when viewed as too complex or the outcomes are too uncertain to trust a single outcome assessment.
  • It forces analysts to consider a wide range of factors that might bear on the situation.
  • It helps to prepare for the unexpected and to engage in a more free-wheeling exchange of views than typically occurs.

Strategies for Using Structured Analytic Techniques

• The analytical techniques presented in the primer are not meant to be used in isolation.
• The techniques should be used selectively and in a way that is appropriate to the specific situation.
• Any structured analytic technique is only as good as the information on which it is based.
• Analysists should avoid relying on a single technique.
• Analysists should be willing to experiment with different techniques to find the ones that work best for them.
• The techniques are also designed to be used in conjunction with other analytic tools and techniques.
• The key to effective intelligence analysis is to use a combination of structured and unstructured analytic techniques.
• The primer is meant to be a starting point for understanding and using structured analytic techniques in intelligence analysis.
• Analysists are encouraged to read other materials on structured analytic techniques and to develop their own techniques.

This quiz provides an overview of structured analytic techniques designed to enhance intelligence analysis. It introduces various categories of techniques that help analysts better understand their judgments and manage uncertainty. Participants will learn how to incorporate these techniques into their analytic routines effectively.