The relationship between the intelligence community (IC) and policymakers has been a complex one. Good intelligence is arguably the backbone of good and proper policymaking. The bureaucratic politics and organizational dynamics of the policymaker play a major role in how decisions are made and thus, how intelligence is used to support those decisions. However, a thorough investigation of this relationship may provide that the true failure is not one of poor intelligence but one of policymaker bias, bureaucratic politics, organizational structures, and information processing errors. For the purpose of this research paper the author will zero in one specific event, the 2012 Benghazi attacks, and seek to the answer the following research question: What were the biases present in the policy making community before and immediately after the 2012 Benghazi terrorist attacks and how did they affect the intelligence process?