| Summary/Abstract |
Strategic intelligence is a critical input to national security decision-making. Research indicates decision-making is negatively affected when strategic intelligence creates cognitive problems. In this qualitative study, the opposite was found to be true. Twenty-one very senior landpower generals with command experience in Iraq and Afghanistan were interviewed. Their problems with strategic intelligence – resulting from their perceptions of contradictions – had a positive affect on decision-making. The generals resolved problems using a three-prong, socially embedded, hierarchically diverse, problem solving strategy consisting of self-learning, learning from others, and mentoring others. Such a strategy could be incorporated into professional military education throughout an officer’s career.
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