By W. E. B. Griffin
W.E. B. Griffin returns to his Honor sure sequence set within the shadows of worldwide warfare II espionage in South America...
May 1945: simply weeks after Hitler's suicide, Cletus Frade and his colleagues within the workplace of Strategic prone are struggling with numerous new and lethal battles. the 1st is political—with each division from Treasury to battle to the FBI grabbing for OSS covert brokers and resources. the second one is military—with the OSS having smuggled Germans into Argentina for years as a result of their wisdom of Soviet KGB brokers in America's atomic bomb application. The 3rd matters what may be the following global conflict opposed to pink Joe Stalin and his voracious objectives.
To get an early virtue, Frade has been undertaking a mystery and bold operation opposed to the Communists. yet to do it undetected, he and his males needs to stroll a perilously darkish line. simply because all it takes is one slip—and everybody turns into a casualty of struggle.
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Additional resources for Victory and Honor (Honor Bound, Book 6)
Sample text
In trying to deal with such pressures, it is most often the analyst personally who has to suggest corrective action and, at the same time, try to find “acceptable” ways to inform the client of the rationale for effecting change to his original directives. The message that deserves reinforcing here is simply that the model is a useful and highly adaptable framework for tackling any strategic analysis or research project. It requires careful planning to implement properly and effectively, and yet it is flexible enough to handle strategic issues, whether they be in law enforcement or any other analytical environment.
Conversely, when it comes to more coordinated requirements for intelligence involving multiple targets and perhaps multiple jurisdictions, enforcement practice is to continue the reversal of military terminology and call it tactical (instead of operational). Even so, enforcement agencies rarely seem to take to this term tactical easily or comfortably, since it has little relevance to the way they naturally describe their activities. Instead, its use seems to be based on an acceptance that there are three tiers of intelligence, two of which—operational and strategic—have already been labeled, and thus the remaining category needs to be given a separate label: tactical.
However, when the research requirement is accompanied by any strongly directive approach—most often from clients or managers who may be acting personally or, conversely, giving voice to institutional beliefs—this will suggest answers and so inhibit real analysis in favor of justifying views already held. This sort of action-andresponse cycle will almost always pervert the capacity of intelligence to produce proper research-driven outcomes. The analyst is in an invidious position in these cases: trying to meet the genuine expectations and requirements of clients and yet being expected to ensure that balance and a sense of perspective are maintained, avoiding being led to unwarranted conclusions merely because of the client’s prejudices.