Tips for Consuming Intelligence

Speaker: Gibson, K. (Retired)

Date: 12 March 2020

Speaker Session Preview

SMA hosted a speaker session presented by LTG Karen Gibson (Retired) as a part of its SMA General Speaker Series. LTG(R) Gibson discussed how decision makers (and civilians) can be wise consumers of intelligence and shape the intelligence environment. She first stated that using intelligence strategically requires strategy to begin with. Once one has a strategy, they can then use intelligence to inform it. LTG(R) Gibson stated that there are three primary things that one must consider when developing a strategy: 1) where they are right now, 2) where they need to be, and 3) the environment in which they need to operate. She elaborated that a plan or strategy should be multi-domain, multi-faceted, and involve multiple lines of effort. Next, LTG(R) Gibson stated that one must communicate their strategy consistently to everyone on their team through multiple means. Without this, one’s intel team cannot provide the appropriate intel to guide one’s strategy. Moreover, one must determine what the conditions of the environment that they need to monitor are. This will help an individual ask the right questions and determine the scope and scale of their environment. LTG(R) Gibson then stated that commanders and decision makers must open their inner circles and involve some key members of the intelligence team to gain a sense of what the commander or decision maker is trying to accomplish. By hearing this individual think out loud and discuss their strategy, the intelligence team can help identify the right information to inform that strategy. This will also enable the commander or decision maker to be proactive rather than reactive, as the precise information provided will ideally lead to action. LTG(R) Gibson then advised that commanders and decision makers demand quality intelligence by: 1) focusing on multiple sources and voices, 2) recognizing that they underutilize information from partners and allies, 3) accepting and using unclassified documents, and 4) refraining from accepting unevaluated intelligence. Engaging in dialogue is also important, as are challenging intelligence in a productive way and remaining cautious of how one processes, politicizes, and receives information that is unfavorable. LTG(R) Gibson also emphasized transparency and candidness when communicating information to commanders and decision makers, as the truth is vital for developing strategy. To conclude, LTG(R) Gibson stated that one must keep an open mind and ensure that their team does the same. Otherwise, one may fail to gain multiple perspectives and/or recognize opportunities that they could have taken advantage of.

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