PFI Resources

Friday, October 2, 2009

Cameras keep track of all cars entering Medina

Monday, September 28, 2009

DHS technology getting more of a human touch

DHS technology getting more of a human touch is a podcast about the Community Perceptions of Technology panel, which is affiliated with DHS's Science & Technology Directorate Human Factors/Behavioral Sciences Division.

Thursday, March 12, 2009

Radical Common Sense and the Analysts as Change Agent

Listen to Greg Saville, CPTED expert and criminologist, for an interesting talk on being a change agent, which goes beyond the role of the analyst - to you!

Monday, November 3, 2008

Intellipedians

Briefing on ‘The Intellipedians’

"In this Web audio-slide presentation, Chris Rasmussen, Knowledge Management Officer, Intellipedia, National Geospatial-Intelligence Agency, Department of Defense, talks about what it’s like to work as an Intellipedian, the rules they live by, and how the new tools are helping transform the ways of the intelligence-processing for good. Rasmussen made this presentation at FCW’s recent Spring Government CIO Summit, in Ft. Myers, Fla."

Tuesday, October 21, 2008

Marc Cetron on Analysts' Corner: Terrorism is a Real Threat

What is the future of terrorism? How should we look at the problem? Join me, Deborah Osborne, and Dr. Marvin Cetron, as we discuss terrorism and the future on Analysts' Corner Blog Talk Radio show.

Dr. Marvin Cetron is the Founder and President of Forecasting International and is one of the foremost forecaster-futurists in the world. During his 20 year career in research and development planning and forecasting with the U.S. Navy, Dr. Marvin Cetron was in charge of the design, development and implementation of the most comprehensive technological forecast in the United States. Dr. Marvin Cetron has authored numerous articles, papers and publications and he has authored over three dozen books.

Monday, October 20, 2008

Reorganizing U.S. Domestic Intelligence: Assessing the Options

This RAND monograph by Gregory Treverton examines "whether the United States needs a dedicated domestic intelligence agency separate from law enforcement, on the model of many comparable democracies."

Thursday, September 11, 2008

Google Tech Talks

See Google Tech Talks for technology insights...

Interesting Books

Appreciative Inquiry: Change at the Speed of Imagination by Jane Magruder Watkins and Bernard J. Mohr
Consilience: The Unity of Knowledge by Edward O. Wilson
Leadership and the New Science: Discovering Order in a Chaotic World by Margaret J. Wheatley
Sources of Power: How People Make Decisions by Gary Klein
The Fifth Discipline: The Art and Practice of the Learning Organization by Peter M. Senge
The Pentagon’s New Map: War and Peace in the Twenty-First Century by Thomas P. M. Barnett
The Springboard: How Storytelling Ignites Action in Knowledge- Era Organizations by Stephen Denning
The Story Factor by Annette Simmons
The Transparent Society by David Brin
Theory U: Leading from the Future as It Emerges by Otto Scharmer
Working Knowledge by Thomas Davenport and Laurence Prusek

Inspirational Quote From the Book" Deep Change: Discovering the Leader Within"

"Karl Weick tells a story about a military unit that was operating under difficult circumstances in the Alps during Word War II. The commanding officer had sent a reconnaissance squad to scout out the surrounding area. A day passed, and the squad had not returned. It was feared that it was lost. Three days later, to everyone's relief, the squad returned. It had become lost and very discouraged when one of the men remembered that he had a map in his pack. This discovery brought a surge of hope and renewed energy. The squad leader took the map and led the squad safely back. The story was recounted to the relieved commanding officer, who summoned the squad leader to his tent and commended him for his fine work. It was not until later that the commanding officer noticed the map and realized that it was not a map of the Alps at all but one of the Pyrenees.

"Weick points out that a good outcome can result from a flawed map. In this case, the map was a symbol that raised hope and energy. It allowed the squad leader to organize his men and get them to believe in a common strategy of action. The fact that the squad was again moving allowed the men to begin to calculate and think about where they were going. Even though their basic assumptions were wrong, the process of acting and calculating allowed them to learn and resolve their problem.

"Deep change works in a similar way. Once we have our sense of direction, we need to get organized, pack our gear, get motivated, and move on out. This process introduces new information and allows us to make choices and progress and grow our way forward. The process also transmits signals to others, and they are attracted by courage and motivation."