Managing IntelligenceThe Art of Influence

Now Available From

Federation Press
Routledge (International)
Amazon (US)
Book Depository (UK)
Co-op Bookshop (Australia)
Additional Resources


It turns out that we wrote so much for Managing Intelligence: The Art of Influence that we had to pare it back significantly during editing.  Below are three sections that Neil wrote, they were originally intended as appendices. These documents may be used for any non-commercial, non-profit purpose.     


Influencing decision-makers 
In this article, Dr Jerry Ratcliffe details the theory and reality of intelligence efforts to influence decision-makers in the context of law enforcement. He defines the role and describes the difficulties of identifying decision-makers for analysts. Ratcliffe outlines the importance of understanding intelligence issues from the decision-maker's point of view, also for analysts to understand the reality that intelligence is just one of many voices in the broader decision-making context.
Source Ratcliffe, JH. (2008). Chapter 7 in Intelligence-led Policing (pp. 141-164). Sydney: Federation Press.
At arm's length or at the elbow?: Explaining the distance between analysts & decision-makers 
Noted intelligence scholar, Dr Stephen Marrin, uses the national security setting to compare how intelligence contributes to the decision-making process in the United States and the United Kingdom. In the UK, raw intelligence material if often provided direct to (or obtained by) decision-makers. In the US, analysis is undertaken by analytical staff who do not make decisions. Marrin observes that the 'perfect' arrangement is illusory and underscores the need for integration of analysis and decision-making.
Source Marrin, S. (2007). Article in International Journal of Intelligence and CounterIntelligence, 20(3), pp. 401-414. 
Intelligence management: Innovation & implications for management
This chapter argues that in order to respond to the changing operating environment, the intelligence leader and manager need to equip themselves with a range of general and specialised management skills. Largely absent in the growing literature on intelligence theory and practice in the policing context (see for example Ratcliffe, 2004; Maguire & John, 2006) is a discussion of the specialised skills and attributes required to deal with leading or managing an intelligence function.
Source Walsh, PF. (2007). Chapter 5 in M Mitchell and J Casey (eds) Police Leadership & Management (pp. 61-74). Sydney: Federation Press.
Effectiveness of police intelligence management: A New Zealand case study
One of the only research-based commentaries on intelligence management, this article is the result of interviews with 50 decision-makers and intelligence staff working with New Zealand Police. Ratcliffe notes the absence of clear decision-making structures and a number of likely reasons for the mixed perceptions regarding the value of the intelligence function. The resulting themes of this research are common to law enforcement and other sectors alike.
Source Ratcliffe, JH (2005). Article in Police Practice & Research, 6(5), 435-451.
Intelligence Management Model for Europe
This paper, produced following collaboration between representatives of Member States. Experienced in the fields of intelligence and analysis, specifically identifies the area of analysis for your consideration. It makes clear that this is merely the first stage in the process of developing an integrated intelligence management model for Europe.
Source Association of European Police Colleges (2001)


Intelligence manager workshops
Run by the inimitable Don McDowell, the Intelligence Study Centre has designed special workshop-length programs for intelligence unit supervisors, as well as for line managers and executives who are clients and users of intelligence services. The objective of these workshops is to familiarise participants with the process of intelligence, focusing on how to task, manage and monitor the activity and assess performance. 
Source Intelligence Study Centre