Leaders and IntelligenceMichael I. Handel From a systematic point of view, all intelligence work can be studied on three levels: Acquisition, analysis, and acceptance. The author focuses on the third of these levels, studying the attitudes and behavioural patterns developed by leaders during their political careers, their willingness to consider information and ideas contrary to their own, their ability to admit mistakes and change course in the implementation of a failing policy and their capacity to cooperate. |
Contents
1 | |
3 | |
The Jena Campaign of 1806 | 40 |
Adolf Hitler and the Concept of Military Surprise | 55 |
Was Intelligence Corrupted by Policy Demands? | 118 |
Churchill and Intelligence | 181 |
Commanding Generals and the Uses of Intelligence | 194 |
Intelligence Estimates and the Decisionmaker | 261 |
Intelligence and Command | 288 |
Notes on Contributors | 299 |
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Adams Adler Allied American Ardennes armored Army attack based on Brewin believed Blitzkrieg Bradley Brewin and Shaw British campaign Carver Chief of Staff Churchill Churchill's Clausewitz Colonel commanders Communist concerned conspiracy count course Crile Davidson deception decision decision-maker defensive divisions Eisenhower enemy strength enemy's fact fighting forces German guerrilla-militia Haider Diaries Hawkins headquarters Helms Hitler Ibid intelligence adviser intelligence community intelligence estimate intelligence officer invasion J-2 MACV Komer later London major Manstein McChristian military intelligence military surprise Montgomery Monty Napoleon Nazi Nazi leader never Notes numbers operational order of battle paragraphs recounting Patton Phillip Davidson political Press Prime Minister problems R.V. Jones Rauschning Renata Adler Rommel Rostow Russian Saigon Second World Secret Conversations Sigint situation South Vietnam Soviet Speer strategic tactical testified testimony Tet offensive tion told troops Ultra victory Viet Cong Vietnam Cover-up warfare Wavell Wehrmacht Westmoreland York