| Summary: | Law enforcement decision-makers rely on intelligence analysts to produce intelligence products that are clear. Yet, intelligence analysts live in a world characterised by ambiguity and information overload. This paper examines the intellectual journey that leads to clarity of thought, and the effect of the dark side of clarity on producing knowledge for decision-making. The paper asked, how does the dark side of clarity manifest itself to analyst and decision-maker? The result is counterintuitive; while the bright side of clarity is expected, and demanded because of its benefit to decision-making, the dark side of clarity co-exists in the shadows of certainty and makes it difficult to think critically. Neither analyst nor decision-maker is likely aware of this negative effect. To make this dark side of clarity visible, recommendations are made that begin with raising analyst awareness by augmenting existing training. Then, decision-maker awareness can be approached through training and facilitated coaching.
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