The testimony of Ontario Lieutenant-Governor James Bartleman at the Air-India inquiry this week clearly illustrates one of the biggest challenges facing the deployment of raw intelligence: Selling intelligence internally requires overcoming the resistance of decision-makers to work with the unknown or unproven! Once proven the intelligence has little or no strategic value.

In his capacity as Chief of Intelligence for Foreign Affairs in the 80’s Bartleman approached a high ranking RCMP official with the raw/unproven intelligence that an Air India flight would in all probability be attacked. Of the official’s reaction Bartleman said:  “He flushed…and told me: ‘I do not need anyone to tell me how to do my job’…”

After the fact, especially in a case such as this, the tragic consequences are undisputable, yet this same trend plays out everyday in the workplace. Good ideas and important intelligence are rejected for the simple reason that they are new or represent a departure from the tried and tested. Similarly, as in the case of the Air India tip-off, the intelligence is often unwelcome as it is received from an external source. Acceptance of value would create a supposed perception/admission of inefficiency. How much better to sweep it under the carpet?

The fear of being wrong is very human…for both the seller of intelligence and the decision-maker. The sooner decision-makers and importantly those selling information to them recognize this inevitability, the sooner we can deal more effectively with human behaviour that is unlikely to change. To my mind the seller of intelligence should persevere. Bartleman is now telling all…How much better would it have been if he had come forward at the time…hounding every avenue possible including the media? The price might have been professional suicide if he was wrong. As is only human, how many of us are prepared to pay this sort of price?

In overcoming inherent resistance to intelligence, an organizational awareness of the importance of intelligence awareness is critical. This is not accomplished overnight. Neither will regulations nor the purchase of intelligence technology alone solve the problem. Real meaning must be given to the imperfection of human concepts of Vision, Creativity, Risk, Change & Innovation. None of these concepts have any many meaning without a preparedness to work with the unknown and the possibility of error.

Of necessity negotiation, communication and courageous leadership competencies are prerequisites if intelligence is to be efficiently deployed.

Intelligence awareness then is a culture that accommodates and even welcomes the unknown.

·          Information + Context + Interpretation + Perceived Relevance = Intelligence/Foreknowledge

Good intelligence is the lifeblood of organizational dynamism. The organization that fosters this awareness will remain viable and competitive:

·          Uncertainty Demystified + Conscious Thinking + Leadership/Risk + Ripple Effect = Corporate Intelligence Awareness (CIA)

·          A Current Organization (Updated) + CIA + Innovation = Competitive Edge

The best intelligence gathering system and the best possible intelligence gathered is useless if it is not understood, accepted and acted upon (in good time) by decision-makers.