When the incoming staff arrived, they’d gather around, while each section—Intelligence, Weather, Plans, Operations, BCE, Naval Liaison, and Marine Liaison—covered anything they wanted everyone to hear. Though the briefing was directed at me and the other senior leaders of the national air forces, it also allowed the staff coming on duty to get up to speed and to talk about the coming period and beyond. Anyone could ask questions (though few did). Then, at the end, I would make brief remarks designed to keep the staff focused on what I believed important. Most of the time I kept these remarks general, but on a few occasions I outlined specific tasks for the next twelve to twenty-four hours.

After this briefing, I would turn my chair around and face the back of the room, and the senior leaders from the U.S. Navy, Army, Marines, and the Coalition air forces, along with my senior staff—Tom Olsen, Randy Witt, Buster Glosson, John Corder, Bill Rider, Pat Caruana, Ed Tonoso, Glenn Profitt, and especially the four colonels, Crigger, Doman, Reavy, and Harr (two coming on and two going off duty)—would receive a purely speculative intelligence briefing from Chris Christon. (The briefing was not exclusive; anyone could stand around and listen; but as a rule, the duty officers had to get to work, now that the previous person manning their workstation had left for food and rest.)

Here Chris would let his imagination roam and give a far more hypothetical assessment of what we were about to face than was appropriate during the changeover briefing. I wanted him to really guess. Why? Because I had to think ahead. I had to make decisions. And if I used the usual intelligence data, I didn’t have much to go on.

Our peacetime-trained intelligence organizations are taught never to be wrong. They like numbers, and don’t like to talk about what the other guy is thinking. They don’t predict, they just give you the rundown, like TV news anchors. Yet, as a commander, I had to think about what the other guy was thinking. I needed to get inside the other guy in order to find ways to spoil his plans and make his worst fears come true. That meant Chris had to speculate, stimulate our thinking, and provoke the questions we needed to ask. Sure, he might be way off base, but that was expected. And of course, having reviewed all the intelligence derived from our own operations (pilot reports and intelligence reports published by his staff) and from other organizations, he always explained the reasons for his projections.