Asus Pirated software and dissemination of confidential data


Intelligence dissemination management - Assumptions about Opposing Decisionmaking



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Intelligence dissemination management - Assumptions about Opposing Decisionmaking

  • Robert S. McNamara, US Secretary of Defense during most of the Vietnam War, came from a background of quantitative analysis both in conventional warfare and industry, but appeared to assume that the North Vietnamese leadership would use logic similar to his own

Intelligence dissemination management - Assumptions about Opposing Decisionmaking

  • Lyndon B. Johnson, however, personalized conflict, seeing Ho Chi Minh as someone to dominate. Both assumptions were severely flawed

Intelligence dissemination management - Assumptions about Opposing Decisionmaking

  • . Intelligence analysts need to estimate on what is known about the opposition, not what one's own leadership would like them to be. Unfortunately, as McMaster points out, Johnson and McNamara tended to ignore intelligence that contradicted their preconceptions.

Intelligence dissemination management - Assumptions about Doctrine and Capabilities

  • It can be dangerous to assume wartime capabilities of an opponent, based on their published doctrines, known training exercises, deployments, and news reporting

Intelligence dissemination management - Performing Strategic Assumptions

  • What goes into strategic assessment? A RAND Corporation study starts with assessing national power, based on resources, the nation's ability to use those resources, and the capabilities of both its standing military and how that military could be multiplied by national mobilization.

Intelligence dissemination management - Performing Strategic Assumptions

  • This study, however, was focused on conventional warfare, and did not consider the much more common Military operations other than war|national military and nonmilitary options other than war. The latter, variously known as nation-building, peace operations, or stability operations

Intelligence dissemination management - Performing Strategic Assumptions

  • While many of his ideas are controversial, Thomas P.M

Intelligence dissemination management - Performing Strategic Assumptions

  • Show me where globalization is thick with network connectivity, financial transactions, liberal media flows, and collective security, and I will show you regions featuring stable governments, rising standards of living, and more deaths by suicide than murder

Intelligence dissemination management - Performing Strategic Assumptions

  • The system administrator force focuses on connecting nations to the Core

Intelligence dissemination management - US Contemporary

  • In the broadest definition, strategic assessment implies a forecast of peacetime and wartime competition between two nations or two alliances that includes the identification of enemy vulnerabilities and weaknesses in comparison to the strengths and advantages of one's own side

Intelligence dissemination management - US Contemporary

  • . US strategies, therefore, were less risk-taking. When the senior commanders and the intelligence community eventually found out the effects of the disconnect, it led to some reexamination of the tradeoffs between having absolutely secure intelligence versus intelligence that could actually affect policy.

Intelligence dissemination management - US Contemporary

  • The practice of strategic assessment by the U.S. Department of Defense in the past 25 years has been divided into six categories of studies and analysis:

Intelligence dissemination management - National/Multinational Military Balance

  • Measure and forecast trends in various military balances, such as the maritime balance, the Northeast Asian balance, the power-projection balance, the strategic nuclear balance, the Sino-Soviet military balance, and the European military balance between NATO and the former Warsaw Pact. Some of these studies look 20 or 30 years into the future to examine trends and discontinuities in technology, economic indicators, and other factors.

Intelligence dissemination management - Weapons and Force Comparisons

  • Weapons and force comparisons, with efforts to produce judgments about military effectiveness that sometimes revealed U.S. and Soviet differences in measuring combat effectiveness and often showed the contrast between what each side considered important in combat.

Intelligence dissemination management - Validation

  • 'validation' examines lessons of the past using historical evaluations as well as gathering data on past performance of weapons used in the context of specific conflicts.

Intelligence dissemination management - Red Team

  • 'Red Team' perceptions of foreign decision makers and even the process by which foreign institutions make strategic assessments

Intelligence dissemination management - Tool Research

  • :*search for new analytical tools, such as developing higher firepower scores than may be used for the Air Force and Navy as well as the initial inventor, the ground forces. In the early 1980s, a multiyear effort was funded at The RAND Corporation to develop a Strategy Assessment System (RSAS) as a flexible analytic device for examining combat outcomes of alternative scenarios.

Intelligence dissemination management - Assessing Alternatives

  • :*professional analyses of particular issues of concern to the Secretary of Defense that may involve identifying competitive advantages and distinctive competencies of each size military force posture; highlighting important trends that may change a long-term balance; identifying future opportunities and risks in the military competition; and appraising the strengths and weaknesses of U.S

Intelligence dissemination management - Russian Contemporary

  • The most relevant comparison for China may be the Soviet Union, but this is also the most secret. As Professor Earl Ziemke put it, after three decades of research on Soviet military affairs, even when he tried to use historical data to look back from 1990 to 1940:


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