After 9/11 the American DIA has tested new Knowledge Management strategies to improve knowledge sharing and internal communication processes. The application of network theory concepts led to the introduction of mentoring and further instruments that help overcome hierarchical barriers in the information flow.

Below you can find the first paragraphs of Patti Anklam’s and Adrian Wolfberg’s paper, to continue reading click here qui.

 

Creating Networks at the Defence Intelligence Agency

Increasingly, many nations’ security agencies are discovering that traditional approaches to intelligence gathering and analysis are constrained by structures and cultures that evolved in the cold war era. As these agencies struggle to more rapidly collect, process and act on key bits of intelligence – a capability many

describe as being able to surge to a problem – they are finding a need to organize and assess work differently. In this article we describe a series of efforts undertaken to help transform the Defense Intelligence Agency (DIA) and pay particular attention to the new and growing role of organizational network analysis (ONA) in creating a more adaptive culture. By making seemingly invisible interactions visible, change agents have an entirely different means of driving targeted and more effective change programs.

Creating Networks at the Defence Intelligence Agency