THE PSYCHOLOGY OF ESPIONAGE

• Collection: FOIA Collection
• Collection: Declassified Articles from Studies in Intelligence: The IC’s Journal for the Intelligence Professional
• Document Number (FOIA) /ESDN (CREST): 0001407031
• Document Page Count: 23
• Document Release Date: July 30, 2014
• Case Number: F-2013-02322
• Publication Date: February 8, 2007

The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)--steRET(b)(3)(n)Why Spy?The Psychology of Espionage (U)(b)(1)(b)(3)(n)I said once that the men that I betrayed had taken or made similar choicesand taken similar chances. Any reasonable person hearing me say that isgoing to say "what arrogance." But that was not an arrogant statement.What I did to those men?the situation of their families and others?and thekind of shame and the kind of remorse I feel?this is, and I think will alwaysbe, intensely personal.? CIA mole Aldrich "Rick" Ames (U)(b)(1)(b)(3)(n)People who commit espionage sustain a double life. When a person passes classified informationto an enemy, he or she initiates a clandestine second identity. From that time on, a separation mustbe maintained between the person's secret "spy" identity, with its clandestine activities and the"non-spy" public self. The covert activities inescapably exert a powerful influence on the person'sovert life. They necessitate ongoing efforts at concealment, compartmentation, and deception ofthose not witting of the espionage, which includes almost everyone in the spy's life. For somepeople, sustaining such a double identity is exciting and desirable; for others, it is draining andstressful. For a few heroic people, spying is a moral imperative that they would prefer to avoid butfeel compelled to act on. (b)(3)(n)This article focuses on spies whose espionage appears to be primarily self-interested, rather thanaltruistic or self-sacrificing. Within this criminal or treasonous type, specific psychological factors1 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)commonly occur, providing a guide to understanding the motives, behavior, and experiences ofthis type of spy. The risk of espionage can be reduced through understanding these psychologicalpatterns and tailoring countermeasures. (U)Elements of Espionage (U)Three essential elements set the conditions for espionage: dysfunctions in the personality, a stateof crisis, and ease of opportunity. The converse is true as well: Safeguards or strengths in theseareas mitigate the risk of espionage. (U)Any consideration of motivation in espionage must closely examine personality pathology.Personality is the mix of traits, attitudes, and values that characterizes a person. Spies frequentlyhave pathological personality features that pave the way to espionage, such as thrill seeking, asense of entitlement, or a desire for power and control. In addition, healthy countervailingtraits?such as a 1? *-- ment or strong sense of responsibility?may be either weak or3)(n)entirely absent.4 (b)(A second essential motivator is the spy's experience of an acute personal crisis resulting in intensedistress. Though the spy may have regrets in hindsight, at the time he or she initiates theespionage, it appears a logical decision to solve a problem or the only option available to escape adesperate or painful situation(b)(3)(n)Finally, ease of opportunity is a prerequisite for espionage. The potential spy must have access notonly to classified information but also to an interested "customer." The manipulations by such"customers," who are often professionally trained to present themselves to potential spies asrewarding and safe patrons, can be a major determinant in motivating a vulnerable person to takethe step into committing espionage. (b)(3)(n)The factors of "personality," "crisis," and "opportunity" do not operate independently.Vulnerabilities in one area generate vulnerabilities in the others. A person with a problematic mixof personality features will tend to have more than the average number of life crises, including jobterminations, relationship or family problems, and financial troubles. Such personal crises will, inturn, further stress and magnify problematic traits and behaviors just when the person needs mostto function with stability and maturity. Unscrupulous agents "spotting" a vulnerable person mayinsinuate themselves into the situation and find ways to exacerbate the personal crisis, "ripening"the targeted person's vulnerability to recruitment. Handlers will then continue to manipulate arecruited asset's vulnerabilities to maintain the person's long-term commitment to espionage. -(b)(3)(n)The descriptive categories that follow are useful as a map of what to expect on the psychologicalterrain of espionage. As with all maps, however, they oversimplify. No typology can encompassthe full complexity of the psyche of any individual spy. Moreover, a proportion of people caughtin criminally oriented or self-serving espionage will not fit the predicted patterns. Therefore, thetypology must be applied with caution. Trained professionals can apply these concepts to mitigaterisk in contexts such as applicant screenings and evaluations for clearances. Managers and othermembers of the Intelligence Community may use this information to sharpen their awareness ofpotentially risky behavior patterns. They should bear in mind, however, that these psychologicalpatterns do not always lead to trouble. . . and that many troubled people do not exhibit thesepatterns. (U)2 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Psychopathy (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)(b)(1)(b)(3)(n)My initial intention had been to stop. Having done the scam, having gotten the $50,000, then Iwould stop. My intent had been to stop, and leave it at that. What brought me to do it . . . to passall that information, was partly a matter of self-preservation. Two of the names 1 gave were KGBofficers serving in the Washington Residency.?CIA mole Rick Ames (U)(U)Psychopaths are predators, approaching life with remorselessness, manipulation, pursuit of riskand excitement, and sharp, short-term tactical abilities alongside poor long-term/strategicplanning. They frequently leave people with a positive first impression. Over time and withextended exposure, the initial impression wears away as people become aware of, or are directlyvictimized by, the psychopath. Before they are unmasked, psychopaths can cause severe damageto individuals and institutions. (U)Psychopaths cannot consistently follow laws, rules, and customs, and do not understand the socialnecessity of doing so. They have limited capacity to experience the feelings of guilt, shame, andremorse that are the building blocks of mature conscience and moral functioning. They are facileliars. In fact, many psychopaths take inordinate pleasure in lying because perpetrating an effective"con" gives them a sense of power and control over the person lied to, an emotional charge9sometimes termed "duping delight." ? Their glee in manipulating others may be so acute that itoverrides their judgment and good sense, causing them to take foolish risks simply for the pleasureof temporarily "conning" others. (U)Psychopaths are interpersonally exploitative. The condition is not infrequently associated withacute cruelty and the enjoyment of inflicting pain on others. Harming or alarming others is, topsychopaths, its own reward. They pursue these pleasures with relish irrespective of the risksinvolved or the limited potential for gain. (U)3 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)(b)(1)(b)(3)(n)Finally, psychopaths rarely learn from mistakes and have difficulty seeing beyond the present.Consequently, they have deficient long-term planning and their judgment is weak. In contrast totheir problems in strategic planning, however, psychopaths can be supremely skilled tacticians andexceptionally quick on their feet. Absent the usual prohibition against violating rules or socialcustoms, psychopaths are tactically unbound and remarkably uninhibited. (U)(b)(3)(n)Snakes in Suits (U)In the workplace, psychopaths are noteworthy for their central role in frequent, enduring, and bitterconflicts. Psychopaths exert themselves to charm select superiors, whereas their immediateworkplace peers experience their abuse and quickly come to view them with mistrust. Peers seethem as possessing a guilt-free lack of integrity, as remorseless in pursuit of their own agendas,and as ruthlessly eliminating critics or obstacles?even legitimate competitors?who present athreat. Subordinates of psychopaths most often fear them. A great deal of resolve and courage isrequired to publicly take on psychopaths, because of their ruthlessness, manipulative acumen, andthe thrill and excitement they experience at generating stress and conflict. (U)Those in the bureaucracy responsible for oversight or disciplinary functions?such as security orfinance officers--will frequently be the first targets of psychopathic manipulations. Theseinstitutional disciplinarians are often in a position to collect hard data against the psychopath, suchas fraudulent accountings or inaccurate time-and-attendance records; therefore, they present anespecially acute threat to a psychopath's freedom to maneuver undetected within a bureaucracy.They often are subjected to vicious attacks instigated by the psychopath, which may take personalrather than professional form. These pre-emptive strikes serve to obstruct or obscure legitimateefforts to bring to light concerns about the psychopath's integrity and behavior. In addition, if apsychopath's immediate supervisor, peers, or subordinates try to feed some of their concernsupward to management, they often find that the psychopath has been there before them andpreventatively "groomed" key managers to expect such criticism. The warnings, therefore, fall ondeaf ears or result inblowback to the messengers. (U)Because psychopaths thrive in an atmosphere of turbulence and instability, corporate cultures thattolerate risk-taking and controversial or even abusive behaviors will provide congenial ground forthem. Organizations where the usual institutional systems of control or supervision areweak?such as those with inadequate personnel measurement and tracking systems or withvulnerable information systems?will be particularly unprotected against psychopathicmanipulations. (U)4 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)The Intelligence Community has both more protection from and also more vulnerability todeliberate manipulation by insiders. The institutional safeguards are greater than in mostworkplaces because of rigorous medical and security screenings of applicants, regular securityreviews of the workforce, and programs for medical and lifestyle support for troubled employees.These unique institutional controls are essential because the Intelligence Community'scompartmentation of information, secrecy regarding programs and activities, and constant mobilityof personnel make it relatively easy for unscrupulous employees to maneuver undetected and tomanipulate the system. In  the national security environment, such behaviors have the potential todo especially grave harm.(b)(3)(n)(b)(3)(n)Narcissism (U)(b)(1)(b)(3)(n)Yes, and there were Kapos, too, during the concentration camps.?Navy civilian analystJay Pollard 11(U)Narcissistic personalities are characterized by exaggerated self-love and self-centeredness.Alongside an all-encompassing grandiosity runs a subtle but equally pervasive insecurity, intowhich narcissists have limited insight. Their internal world typically is built around fantasiesabout their remarkable personal abilities, charisma, beauty, and prospects. They are compelled toexhibit their presumed stellar attributes and constantly seek affirmation from others. Though theirimaginings distort common sense or everyday reality, narcissists nevertheless believe in theaccuracy of their daydreams and act accordingly. Others, therefore, often experience them aslacking common sense and twisting reality. When facts or other people contradict or interfere withtheir fantasies, narcissists become combative and vengeful. Their defensive hostility tocriticism?even mild feedback?is often well out of proportion to whatever provocation sparkedit. (b)(3)(n)Narcissists possess a careless disregard for personal integrity and can be very unscrupulous andmanipulative in pursuing their own ends. They are, on the whole, indifferent to the needs of othersand are frequently experienced by others as having flawed social consciences. They feel entitled tospecial?even extraordinary--favors and status that they do not believe they have to reciprocate.They heedlessly exploit others emotionally and financially, or in other ways that suit their ends.They are deeply antagonistic to sharing decisionmaking with others, irrespective of the legitimacyof the claims of others for some degree of control. Convinced of their own inherent superiority,they blame others for their problems or for negative events that happen to them, including social5 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)0-Approved for Release: 2014/07/29 001407031 (b)(3)(c)rejection. Because they do not consider themselves at fault for any troubles or setbacks, narcissistsfeel at liberty to take whatever steps they deem necessary to redress wrongs or regain a sense ofmastery and superiority. (U)Narcissistic self-absorption should not be confused with an inability to grasp the perspective ofothers. Their hunger for affirmation produces acute awareness of the reactions they are provokingfrom the people around them. This deep hunger for affirmation also makes them vulnerable tomanipulation, particularly by people whose admiration or approval they desire. Narcissists areparticularly sensitive to authorities or to otherwise socially prominent or powerful people.Conversely, they can be inordinately indifferent to or contemptuous of the feelings or needs ofpeople whom they believe to be insignificant or social inferiors. (U)Narcissists in the Workplace (U)Narcissists are often magnetic because their supreme self-confidence wedded to their urgent driveto impress enables them to project the appearance of talent and charm effectively. Over time, thecharisma wears thin as it becomes evident that this appearance is not built on substance, but ratheron fantasies and fabrications. Furthermore, narcissists' pervasive tendency to see others as inferiorcauses them to be needlessly sarcastic, belittling, or supercilious. People around them may note astark contrast in the narcissist's conduct towards different classes of people depending on theirsocial rank and usefulness. Furthermore, the hostile and vindictive attacks meted out by narcissistswhen others challenge their grandiosity tend to provoke angry responses in return. The result isthat narcissists frequently find themselves the recipients of antagonistic feelings at distinct oddswith their view of themselves as infinitely superior and admirable. They have limited insight intotheir role in these dynamics and tend to blame others for their own lack of social success, in theworkplace as elsewhere. Their managers will frequently have to intervene in the interpersonalconflicts they habitually generate. (U)In addition, narcissists often show a pattern of organizational rule violations and disregard forinstitutional or managerial authority. They trivialize inconvenient regulations or hold themselvessuperior and exempt from policies, directives, and laws. They feel entitled to favorable workplacetreatment?whether this comes in the form of forgiveness for transgressions, early or frequentpromotions, attractive work assignments, or other advantages such as having their requestsexpedited by support staff. They are acutely sensitive to the advancement of others and becomesuspicious and angry if they experience themselves as being left behind. They perceive workplacecompetitors who get ahead of them as "stealing" advantages or rewards that are rightfully theirown. Finally, narcissists will lie, fabricate information or events, willfully exaggerateaccomplishments, and often believe their own fabrications, all in the interest of appearingsuccessful or important. (U)Many of these characteristics, properly contained, can be very useful in certain types of workrequiring flexibility, charisma, and persuasion?for example, in sales, politics, and operationsofficer work. It can be very difficult for managers to know where to draw the line between atolerable or useful level of narcissism and more dangerous self-absorption andself-aggrandizement. One way to make this determination is to look for positive counterbalancingfeatures in the personality that control the narcissism. (U)Immaturity (U)6 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)(b)(1)(b)(3)(n)Observers frequently compare immature adults to adolescents. Attitudes and behaviors that areexpected and even endearing in normal adolescents or children, however, are unsettling,disruptive, and potentially hazardous in adults. (U)The most salient characteristic of immaturity is the ascendancy of fantasy over reality.14Immature adults spend an inordinate amount of time daydreaming, deliberately calling to mindideas that stimulate pleasant or exciting emotions. In contrast to mature adults, immature adults donot readily distinguish their private world from objective external reality and, in fact, may expectreality to conform to their self-serving and stimulating fantasies. Their fantasies about theirspecial powers, talents, status, prospects, and future actions can be so seductive that they becomeresentful of conflicting real-world truth. (U)Immature persons generally expect others to embrace what to them is the self-evident legitimacy oftheir personal ideas and longings. They often cannot understand why others do not share theirperspective and fail to see that reality itself works against the validity of their fantasies. Theyfrequently will act on their fantasies with little anticipation of consequences that to most peoplewould be completely predictable. They are often genuinely shocked when reality intrudes on theirplans and interferes with anticipated outcomes. Because they are persistently egocentric, immaturepeople see themselves as the epicenter of any crowd or event. They believe others are paying closeattention to them personally in most contexts, and as a result they are acutely self-aware. When itbecomes clear that they are not the center of attention, and that others might, in fact, be indifferentto them, they often react negatively and take steps to bring attention to themselves. (U)Immature people have difficulty moderating their feelings. Rather than appropriately discipliningand channeling feelings, they are subject to them. As a result, they are given to dramatic displaysof emotion when stressed or excited, and while these displays may be congruent to whateverstimulated the feelings?for example, they will become very angry at perceived injustices ordelighted at successes?observers will sense that the emotions lack proper proportion andmoderation. (U)7 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)A significant consequence of poor emotional control is impulsivity. Immature people havedifficulty restraining their immediate wishes in the interest of anticipating long-termconsequences. When prompted by sudden feelings or urgent desires, they take precipitous action.They tend to have limited attention spans and need to be emotionally engaged with a task or aperson to retain focus. They are easily bored with routine and can be quite fickle and distractible.(U)Finally, like psychopaths and narcissists, immature persons have defective consciences, but theyare capable of feeling real guilt and often have well-developed moral codes. Their egocentricismand impulsivity limit their capacity for foresight, but in hindsight they often deeply regret theirimpetuous actions. Though they may want to behave in an ethical manner and feel guilt andshame when they behave badly or hurt other people, their capacity to apply their moralunderstanding and desires consistently is compromised. (U)An occasional feature of immaturity is dependency, which is highly relevant to espionage becausedependency makes a person particularly susceptible to manipulation and control. Dependentpersons experience relationships to be so crucial to their well-being that they will do almostanything to sustain them. Dependent people may function quite adequately and seem well adjustedas long as they are not required to be on their own and are able to rely on a relationship as apsychological crutch. If the relationship is threatened, or there is even the possibility of separation,they become anxious and less able to cope. Their hunger to both please and cling to the person orpeople on whom they are dependent necessarily affects their judgment, and they will willinglycompromise their own and others' well being?including their personal ethics?to sustain therelationship on which they depend. (U)(b)(3)(n)Children at Play (U)In the workplace, immature people are often spontaneous and imaginative and can be quiteappealing. In optimal conditions, they can be productive and inventive people who are eager toform attachments with others and to please and impress them. (U)When such employees are stressed, however, these characteristics can take distinctly negativeturns. Spontaneity can translate into erratic and impulsive behavior, and active imaginations cancause problems with decisiomnaking and judgment. If stress is not reduced, immature workersrapidly lose their ability to cope and can become inordinately needy and demanding. Co-workerswho discern these patterns become alarmed, and immature persons are often considered by othersto be somewhat unbalanced and a risk for hazardous behavior and bad judgment. (U)In general, immature persons are na? about normal expectations regarding adult workplaceattitudes and conduct. They are too susceptible to environmental distractions and internalpressures to be consistent performers. They do not readily distinguish between personal andprofessional spheres. They are easily bored with routine and heedlessly seek stimulation frompeople and things around them. They can be either too dependent on, or reactive against, controlmechanisms. They tend to be very demanding of positive attention from authorities, while at thesame time overly hostile or sensitive to negative feedback. Their seeking after attention or8 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)9 of 23Approved for Release: 2014/07/29 001407031(b)(3)(c)stimulation often becomes a drain on supervisors, who must engage in constant oversight, and candeplete peers, who get pressed into fixing problems caused by their immature colleague'sinattention and poor judgment. (U)Mixed Personality Disorder (U)(b)(1)(b)(3)(n)While the traits and behaviors of many spies match the features specific to psychopathy,narcissism, or immaturity and dependency, in some cases the personalities do not readily fit anyone of these types. What may be most notable in such cases is a lack of positive personalityfeatures to counterbalance negative ones. In addition, some spies show a mix of characteristicsfrom all three dominant typos. Some may also show other psychopathologies such as paranoid orcompulsive symptoms.(b)(1)(b)(3)(n)(b)(3)(n)Healthy Personalities (U)In healthy personalities, positive characteristics counterbalance negative ones. Positive featuresmight include the ability to accept criticism; feel remorse and make reparations for mistakes; showgenuine empathy for at least sonic people; exhibit reasonable stability of mood over time and indifferent contexts; experience, express, and also contain, a wide range of emotions; showtactical adaptability alongside good long-range planning and self-discipline; and demonstrateethical behavior across various situations. (U)In contrast to exhibiting a mix of positive features to temper problem characteristics, pathologicalpersonalities tend to be structured around a few dominant, relatively uninhibited characteristics.The complexity of healthy personalities enables them to deploy an array of coping strategiesdepending on the nature of the challenges they have to address. In contrast, pathologicalpersonalities posses a limited range of coping techniques. People with personality pathology tendto adhere stubbornly to a few approaches to problem-solving and have difficulty adjusting,changing, and growing despite repeated evidence that their strategies for dealing with life are notworking adequately. (U)Precipitating Crises (U)(b)(1)(b)(3)(n)Approved for Release: 2014/07/29 0014070312/8/2007 1:09 PMThe Psychology of Espionage (U)10 of 23Approved for Release: 2014/07/29 001407031(b)(3)(c)My own decision in June [1986] to give them?to basically to volunteer to them the mass ofgenuine information that I had?is one that I still have trouble reconstructing. What I wasthinking? How I was thinking? It was a very busy and stressful period both professionally andpersonally and it was like a leap in the dark.--CIA mole Rick Ames 17(U)(b)(1)(b)(3)(n)While problematic personality features are essential, they are not sufficient to provoke espionage.The majority of people who have some, or even many, of the personality features described abovewill never engage in criminal conduct. Espionage must be triggered by a crisis and the person'sassessment that illicit criminal conduct offers the solution to or an escape from the crisis. Theprecipitating crisis may be self-evident to observers?for example, the breakup of a marriage, theloss of a job, or bankruptcy. But it can also be private and invisible. Such psychological crises asfeeling intensely frustrated and humiliated at being consistently outperformed at work by peers canbe just as acute and painful as externally evident problems.  (b)(3)(n)  (b)(1)(b)(3)(n)Approved for Release: 2014/07/29 0014070312/8/2007 1:09 PMThe Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)States of crisis often result in patterns of thinking that degrade judgment and behavior. A personin crisis typically experiences a sense of threat alongside a severe loss of control. The combinedresult frequently is a feeling of paralysis or helplessness, a desire to either fight the situation or tofind a way to escape it at all costs. Most significant in regards to motivation for espionage, aperson in this state of mind can acquire "tunnel vision," in which the person's attention becomesriveted on the current crisis. This fixation on the present can degrade long-term planning and thecapacity to anticipate lasting consequences. Such mental conditions make a person vulnerable totaking badly judged actions. (b)(3)(n)  While life crises are ubiquitous, criminal responses remain rare. Personality flaws that weakenmoral reasoning, judgment, and control over impulsive behavior are aggravated by the sense ofimmediate threat, urgent need to escape, and tunnel vision common to crises. A person withpersonality problems is therefore doubly vulnerable to misjudgments and misconduct in a crisis.Conversely, people who as a rule have strong judgment, good self-control, and healthy conscienceshave more insulation against tendencies to impulsive action or misconduct when under thepressures of crisis. (Ti) (b)(3)(n)  Special Handling (U)I have a lot of respect-16r [my handlers] and gratitude. Gratitude because they worked real hardand they did everything they could from their point of view to take good care of me.?CIA mole Rick Ames 21(U)(b)(1)(b)(3)(n)(b)(1)(b)(3)(n)11 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)  (b)(3)(n)A well-trained espionage recruiter will search for vulnerable targets. Professional intelligenceofficers are trained to "spot" outward signs of trouble in a person's history or behavior?such astumultuous relationships or frequent job changes?and to evaluate the deeper, more enduringpsychological dysfunctions that may be at the root of the problems. These professional recruitersare trained to deploy sophisticated psychological control techniques matched to the vulnerabilitiesthey have detected in order to manipulate, apply pressure, or induce a person to commitespionage. (b)(3)(n)Some intelligence services do not limit themselves to exploiting pre-existing problems, but mayactively foster crises to enhance the target's susceptibility to recruitment. Common forms of suchaggressive pursuit and manipulation of targets include emotional or sexual entrapment andfinancial manipulation through increasing the target's level of debt. A psychologically vulnerabletarget's grandiosity, sense of being above the rules, or vengeful impulses can all be manipulated inthe service of recruitment. (b)(3)(n)The role of such manipulations by a potential customer and the prospective spy's own sense of theease and safety of espionage are often underestimated as key factors in increasing or decreasingmotivation. Adept professional handlers depict themselves not only as willing to rewardespionage but also as capable of safeguarding their agent. Good professional "handling" isdesigned not only to collect classified information but also to stabilize and reassure the spy in theinterest of sustaining his or her capacity to commit espionage for as long as possible. As a result,the relationship between an agent and a handler is frequently highly personal, intense, andemotional, at least from the perspective of the spy, and the nature of this relationship is often apowerful force behind an individual's choice to spy.(b)(3)(n)Remedies and Risk Management (U)(b)(3)(n)How people who have the potential to spy gain clearances and secure entry into the IntelligenceCommunity; how they progress and function once inside; and how the risk they pose might bemitigated are questions of critical interest to security and counterintelligence personnel as well asto medical and management professionals. The risk of spying can be mitigated through programsdesigned to spot and address warning signs at each stage of an employee's career, and by providingsupport services to troubled employees once they have been identified or by disciplining themappropriately.(b)(3)(n)The entry points into an organization can be safeguarded through rigorous security andpsychological evaluations of applicants designed to spot and weed out chronically dysfunctionalpeople unsuitable for clearances. Patterns of personality deficiencies that can result in trouble atboth work and in personal lives not only attract the attention of trained observers of humanbehavior--such as psychologists and case officers?but also can be registered by more incidentalobservers, such as co-workers and neighbors. For this reason, background checks in the securityclearances process are designed to tap into this informal reservoir of observations to identifymaladaptive patterns that would put an intelligence organization at risk._(b)(3)(n)  12 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031? I  (b)(3)(c)While such medical and security screenings of applicants are the first line of defense, ongoingsecurity reviews of the employee population are the second line, with the intent of detectingpersonnel who demonstrate patterns of troubling attitudes or behaviors and intervening beforeserious misconduct occurs. The typology of psychological factors in espionage presented here hasbeen helpful in organizing observations regarding the personalities, behavior, and lifecircumstances of captured spies, with an eye to developing countermeasures and risk mitigationstrategies applicable to the workplace.  (b)(3)(n)Routine security and Cl reviews of applicants? and staff should not be the only lines of defense,however, because while such reviews can pinpoint problems they do not necessarily ameliorate orfix them. Programs of education and support for the cleared workforce must supplement thesafeguards provided by regular reviews. Educational programs regarding danger signs can assistemployees and managers in spotting emotional or behavioral problems in colleagues orsubordinates, or even occasionally in themselves, before they evolve into serious CI or securityproblems. Effective follow-through once problems have been spotted is imperative in the form ofactive and well-staffed medical support for troubled employees. It is especially important to makesuch services available to employees who identify their own problems and come forward to seeksupport voluntarily.(b)(3)(n)(b)(3)(n)The Intelligence Community recoils every time a spy is caught. Laws have been broken, nationalsecurity has been breached, and the bond among patriotic professionals has been violated. Itwould be consoling if the capture of major spies in recent years and the end of the Cold Warsignaled a downward trend in espionage. But the impetus to spy grows out of the human psyche,and personality dysfuncion;, personal crises, and opportunities to serve other masters will nevervanish. Under-standing the elements of espionage is critical to remaining vigilant andsafeguarding the vital mission of US intelligence. (U)Understanding Case Studies: Every person is complex, and most personalities includecontradictory features. A good psychological case summary is based on information and carefuljudgments regarding what constitutes the dominant, rather than incidental, features of thepersonality under study. Hitler, fbr example, was known to be very kind to children and animals,but his lack of remorse?even pride?in murdering countless millions of people dramaticallyovershadowed other aspects of his personality. The case studies presented in this article focus onthe patterns of behavior that illustrate the essence of the personalities of the various spies. Suchsynopses do not imply that there were no other interesting or even redeeming features in theirpersonalities or conduct, merely that the latter were secondary to the primary patterns that drovethem. (U)13 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)14 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)c)(b)(1)(b)(3)(n)15 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release:' 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)16 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)17 of 23Approved for Release: ,2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)(b)(3)(c)Approved for Release: 2014/07/29 0014070312/8/2007 1:09 PMThe Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031 (b)(3)(c)(b)(1)(b)(3)(n)18 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)19 of 23Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)Approved for Release: 2014/07/29 0014070312/8/2007 1:09 PMThe Psychology of Espionage (U)20 of 23Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)Approved for Release: 2014/07/29 0014070312/8/2007 1:09 PMThe Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)(b)(3)(c)21 of 23BackFootnotes(b)(1)(b)(3)(n)2 "Ames on the Inside," CNN Interview, with Wolf Blitzer and Bob Franken, 27 December 1994.In this interview from prison, Ames talked about the 11 Russian agents he identified to the KGB,10 of whom were executed. A career CIA case officer, Ames was arrested in 1994 for spying forboth the KGB and its successor, the Ministry of Security for the Russian Federation, over anine-year period. He received over $2 million from his handlers. Ames is serving a sentence oflife imprisonment without parole. (U)(b)(1)(b)(3)(n)4 "Why People Spy,  Project Slammer Report, December 1992; "Personality Characteristics ofConvicted Espionage Offenders," Slammer Psychology Team Technical Report, May 1992; and"Managing At Risk Employees," Project Slammer Report, February 1993. Project Slammer is anIntelligence Community research effort, initiated in 1983, to understand espionage throughconducting in-depth interviews and psychological evaluations of incarcerated spies. To date, over40 spies have be;sn interviewed. (U)(b)(3)(n)Approved for Release: 2014/07/29 0014070312/8/2007 1:09 PMThe Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)(b)(1)(b)(3)(n)8 Ames explaining his calculated decision to volunteer to the Russians the names of Americanpenetrations who were in a position to alert their American handlers--and therefore the FBI?thatthere was a mole [Ames himself] in the CIA. All but one were executed. "Ames on the Inside,"CNN Interview, with Wolf Blitzer and Bob Franken, 27 December 1994. (U)9 Robert Hare, Without Conscience: The Disturbing World of the Psychopaths Among Us (NewYork, NY: Guilford Press, 1993); Carl B. Gacono, The Clinical and Forensic Assessment ofPsychopathy (Mahwah, NJ: Lawrence Erlbaum Associates:, 2000). (U)(b)(1)(b)(3)(n)11 Comment reflects Pollard's indictment of Jewish-American officials, including a Federal judge,involved in his prosecution, trial, and life sentence for spying for Israel, after his arrest in 1985."60 Minutes: The Pollards," interview with Mike Wallace, CBS, 20 November 1988. (U)(b)(1)(b)(3)(n)(b)(1)(b)(3)(n)22 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031The Psychology of Espionage (U)Approved for Release: 2014/07/29 001407031(b)(3)(c)14 All three types of personalities described in this article are distinguished by active fantasy lives,but the fantasies tend to differ in both content and degree. Psychopaths tend to fantasize mostlyabout power, pain, and control, while narcissists focus on their personal superiority and thehostility provoked by those who do not notice it. The fantasy life of immature persons is frequentlymuch less well defined. Because their reasoning, judgment, and self-control are underdeveloped,they are less tied to factual reality and more dependent on fantasy to cope with events and maintainstability than are mature adults. (U)(b)(1)(b)(3)(n)17 "Ames on the Inside," CNN Interview, with Wolf Blitzer and Bob Franken, 27 December 1994.(U)(b)(1)(b)(3)(n)21 "Ames on the Inside," CNN Interview, with Wolf Blitzer and Bob Franken, 27 December 1994.(U)(b)(1)(b)(3)(n)(b)(3)(c)is a clinical psychologist in the CIA Counterintelligence Center. (U)(b)(3)(c)23 of 23 2/8/2007 1:09 PMApproved for Release: 2014/07/29 001407031