Conducting a 3D Analysis Using the Model Deliberationocess Using the model deliberation process outlined in Chapter 1, an analyst can systematically consider the facts of this NSA case. 1. Gather facts and form initial opinions and ideas. This chapter includes many details of the unfolding story of NSA domestic surveillance.' Rich facts, details, and observations are the primary data that an analyst needs to build a solid analysis. The analyst builds initial opinions based on these data and on his or her prior experiences and knowledge. 2. Analyze facts through the lens of public management's dimensions--structure, culture, and craft. The three-dimensional framework provides a structure for interpreting the primary data. Some facts are relevant to multiple dimensions. The three-dimensional framework provides a way to gain traction on the mass of information: . Information about the structure dimension is provided in details about reporting relationships, organizational structures, laws, executive orders, FISC operations, contracting out and contractors, the technology and processing of data collected from it, accountability requirements between and within branches of government, and more. Information about the culture dimension is provided in details about interactions between branches, within branches across IC actors, within the Obama administration, and about interactions with the public and with news outlets. Information about the craft dimension is provided in details about DNI Clapper's management style, his operating paradigm, his response to reporters' questions, and his adaptation to changing circum- stances and information revelations. Information about the craft of other actors, such as President Obama, is evident as well. 3. Develop and synthesize insights from the three-dimensional analysis, drawing on specific theories and frameworks. Use counterfactual analysis to identify potential causal mechanisms. This step aims to engage in an analytical process and produce The three-dimensional framework an "informed diagnosis" with respect to a particular question or provides a structure for interpreting problem. Relevant ideas and frameworks presented in Chapters 1 the primary data. Some facts are and 2 can be used to analyze the facts of the case. These include relevant to multiple dimensions. The market failures, the politics of bureaucratic structure, "finding the three-dimensional framework provides law," and types of accountability systems. a way to gain traction on the mass of Parts II, III, and IV of the book discuss additional theories and information. frameworks that can illuminate issues raised in this case. For example, consideration of "inherently governmental activities," principal-agent relationships, transaction costs, and incomplete contracts (Chapter 6) provide frameworks for analyzing the NSA's reliance on contractors. Consideration of ethics, neutral competence, and "high-reliability" organizations (Chapter 8 and 9) provide frameworks for analyzing the NSA'S culture. Consideration of leadership theories, strategy, and learning styles (Chapters 10 and 11) provide frameworks for analyzing DNI Clapper's managerial craft