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Intelligence analysis is the process of taking known information about situations and entities of strategic, operational, or tactical importance, characterizing the known, and, with appropriate statements of probability, the future actions in those situations and by those entities. The descriptions are drawn from what may only be available in the form of deliberately deceptive information; the analyst must correlate the similarities among deceptions and extract a common truth. Although its practice is found in its purest form inside national intelligence agencies, its methods are also applicable in fields such as business intelligence or competitive intelligence. ==Overview== Intelligence analysis is a way of reducing the ambiguity of highly ambiguous situations, with the ambiguity often very deliberately created by highly intelligent people with mindsets very different from the analyst's. Many analysts prefer the middle-of-the-road explanation, rejecting high or low probability explanations. Analysts may use their own standard of proportionality as to the risk acceptance of the opponent, rejecting that the opponent may take an extreme risk to achieve what the analyst regards as a minor gain. Above all, the analyst must avoid the special cognitive traps for intelligence analysis projecting what she or he wants the opponent to think, and using available information to justify that conclusion. Albert Einstein said "God is subtle, but he is not malicious", but the opponents of intelligence agencies may have very different value systems. To assume that one's enemies try to confuse is not being paranoid but realistic, especially in the areas of intelligence cycle security and its subdiscipline counterintelligence. During World War II the German word for counterintelligence art was ''Funkspiel'', or radio game—not a game in the sense of playing fields, but something that draws from game theory and seeks to confuse one's opponents. Obviously, a set of problem-solving talents are essential for analysts. Since the other side may be hiding their intention, the analyst must be tolerant of ambiguity, of false leads, and of partial information far more fragmentary than faces the experimental scientist. According to Dick Heuer, in an experiment in which analyst behavior was studied, the process is one of incremental refinement: "with test subjects in the experiment demonstrating that initial exposure to blurred stimuli interferes with accurate perception even after more and better information becomes available...the experiment suggests that an analyst who starts observing a potential problem situation at an early and unclear stage is at a disadvantage as compared with others, such as policymakers, whose first exposure may come at a later stage when more and better information is available." "The receipt of information in small increments over time also facilitates assimilation of this information into the analyst's existing views. No one item of information may be sufficient to prompt the analyst to change a previous view. The cumulative message inherent in many pieces of information may be significant but is attenuated when this information is not examined as a whole. The Intelligence Community's review of its performance before the 1973 Arab-Israeli War noted (the only declassified paragraph ).〔 :"The problem of incremental analysis--especially as it applies to the current intelligence process--was also at work in the period preceding hostilities. Analysts, according to their own accounts, were often proceeding on the basis of the day's take, hastily comparing it with material received the previous day. They then produced in 'assembly line fashion' items which may have reflected perceptive intuition but which (not ) accrue from a systematic consideration of an accumulated body of integrated evidence." Writers on analysis have suggested reasons why analysts come to incorrect conclusions, by falling into Cognitive traps for intelligence analysis.〔Alfred Rolington. "Strategic Intelligence for the 21st Century: The Mosaic Method," Oxford University Press, 2013.〕 Without falling into the trap of avoiding decisions by wanting more information, analysts also need to recognize that they always can learn more about the opponent. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Intelligence analysis」の詳細全文を読む スポンサード リンク
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