Category: Advanced Cyber/IO

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Graphic: Linear versus Diamond Paradigm

Advanced Cyber/IO, Analysis, Balance, Collection, Innovation, Leadership-Integrity, Multinational Plus
Linear versus Diamond Paradigm
Linear versus Diamond Paradigm

First presented in Canada in 1994, this was the first depiction of how out-of-date the existing government intelligence communities are.  They are hierarchical Weberian stove-pipes out of touch with reality and anyone who is actually steeped in reality.

The old intelligence paradigm is on the left–a very controlled hierarchical stovepipe process that is best characterized as twelve-month planning cycles followed by three-month writing cycles and eighteen-month editing cycles.  Most of what we produce is too late, not right, and not useful.

The new intelligence paradigm makes the acme of skill “knowing who knows” (with a tip of the hat to Stevan Dedijer) and the ability to put a consumer with a question in touch with a source (or multiple sources) who can create new tailored knowledge in the instant.

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Graphic: Threat Level Changes Depending on the Level of Analysis

Advanced Cyber/IO, Analysis, Strategy-Holistic Coherence, Threats
Threat Level Changes
Threat Level Changes

Hard to believe, but we are not making this up.  The U.S. Intelligence Community still does not routinely depict threats in relation to the level of analysis, only in absolute terms and generally in worst-case technical threat terms assuming idealized scenarios favoring the enemy.  And when that is not good enough, field grade officers are assigned to manipulate the data bases and fabricate threat capabilities.

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Graphic: Global Intelligence Processing Failure

Advanced Cyber/IO, Analysis, Balance, Capabilities-Force Structure, Processing, Strategy-Holistic Coherence
Processing Failure
Processing Failure

This slide, less the bulls-eye that still does not exist, was created by the Collection Requirements & Evaluation Staff (CRES) of the Directorate of Intelligence (DI) at the Central Intelligence Agency (CIA), in the mid to late 1990's.  It is still more or less on target, which should give the Director of the Defense Intelligence Agency (DIA) something to think about–MASINT is a bust, HUMINT is inept, and OSINT is underfunded.  Time for leadership.

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Graphic: Four National Reforms

Advanced Cyber/IO, Balance, Capabilities-Force Structure, Leadership-Integrity, Reform, Strategy-Holistic Coherence
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See Also:

2013 Public Governance in the 21st Century: New Rules, Hybrid Forms, One Constant – The Public [Work in Progress]

2008 Election 2008 Chapter: The Substance of Governance

2002 Robert Steele: Citizen in Search of Integrity (Full Text Online for Google Translate)

1995 GIQ 13/2 Creating a Smart Nation: Strategy, Policy, Intelligence, and Information

1992 E3i: Ethics, Ecology, Evolution, & intelligence (An Alternative Paradigm)

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Graphic: OSINT Support to Four Levels of Analysis

Advanced Cyber/IO, Analysis, Balance, Innovation, Leadership-Integrity, Multinational Plus, Reform, Strategy-Holistic Coherence
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This is the slide that grabbed General Peter Schoomaker, USA (Ret), the ONLY Army flag officer that has ever understood OSINT in detail.  General Schoomaker's intelligence and integrity are the sole reason the U.S. Government has today exactly ONE serious OSINT capability as represented by J-23 at the U.S. Special Operations Command (USSOCOM).  Everything else is fluff, lip service, and broken promises.

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Reference: Multiscale Networks for Global Environmental Governance

Advanced Cyber/IO, Articles & Chapters, Cultural Intelligence

Summary:  The rigid hierarchy that characterizes state bureaucracies has also been embedded into internaitonal institutions, and it is this architecture that can be vastly improved by restructuring it into a multiscale network.  There are both descriptive and prescriptive reasons for doing so: 1) increases in functional efficiency and robustness, and 2) improvements from a normative perspective.  As we enter the 21st century, the international system already exhibits many aspects of multiscale networks, but there are typically seen as liabilities and not assets.  By providing a richer understanding of multiscale networks, this paper proposes an alternative to Cox's “with them or against them” ultimatum.