SENIOR MANAGEMENT SEMINAR ANALYSIS OF CRITIQUES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A000500050015-7
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 7
• Document Creation Date: November 11, 2016
• Document Release Date: December 9, 1998
• Sequence Number: 15
• Content Type: MISC

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Analysis of Critiques
Question 1
Should the conference be conducted again for another group?
Explain, please.
General response: Unanimously affirmative.
Explanations:
1. Reasons related to the idea that little impact can be
expected until as many senior people as possible have
been exposed to the experience -
2. Reasons related to the value of intellectual stimulation,
learning, and development of insights - 8
3. Reasons relating to the value of cross-fertilization
of ideas - 4
4. Responses not related to the question - 5
5. No specific explanation - 3
(Question 2
Should the composition of another group be changed? In
what specific ways?
Negative responses
Total - 26
Those emphasizing the value of participation by
all supergrades -
Those emphasizing the value of equitable balance,
maximum interchange of ideas, personal contacts,
and understanding -
Miscellaneous explanations or no explanation - 7
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Qualified affirmative responses
Total - 3
1. Change lower grade level to GS-12 (with significant
administrative responsibility)
2.' Change lower grade level to GS-14 to accommodate
the grade-responsibility structure of the operations
segment
Try an operations group (if the right persons and
right number can be drawn together at one time)
Additional suggestions
1. Avoid having a boss and his immediate subordinate
in same seminar.
2. Make the seminar a prerequisite to promotion to
supergrade level.
3? Eventually, try including counterpart officers from
other departments.
Question 3
Should the substance and/or method be changed? In what
specific ways?
General response
Absolute negative -
Limited affirmative -
Classificatio n of suggestions
1. Those pertaining to the cases -
a. Do not add Agency cases/problems -
23
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b. Add agency cases/problems -
c. Add general government cases -
d. Add cases emphasizing problems of headquarters-field
relationships
Use more "people" cases and fewer "manufacturing
process" cases
f. Make only such changes as Joe sees fit as a result
of experience with Alphas.
2. Those pertaining to Joe's role -
a. More pointed summarization of each case
b. More emphasis on role-playing
c. More meetings, formal and informal, with participants
d. More general participation; less volunteering and
more "fingering."
3. Those pertaining to the non-case reading material -
a. Provide a bibliography prior to the seminar
b. Include more reading
Question 4
What specific improvements would you suggest in the administrative
handling of the conference?
General reaction
Unanimously laudatory
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Specific suggestions
1. Those pertaining to the Can Groups -
a. Change more frequently
b. Change less frequently
c. Ensure complete change of membership
d. Hand out first two cases at headquarters so that the
groups can get started quickly on Monday
2. Those pertaining to housing - 3
a. Provide more shower facilities in 3-15
b. Keep the quarters approximately equal in "status";
avoid the plush facility
c. Ensure approximately equal representations of each
Directorate in each billet
3. Those pertaining to class hours -
a. Adhere to firm starting times, particularly in the
afternoon -
b. Leave the late afternoon hours for exercise
4. Miscellaneous -
a. Don't change the location of the seminar
b. Avoid the mass meeting with the Director
c. Discourage leaving during the mid-course weekend
d. Make more use of the library
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Question 5
Can you cite any concrete, specific, short-range advantages or
values accruing to you as a result of the conference?
Response categories
1. Greater awareness of and attention to specific concepts.
(Theories x and y, motivation, training, communication
morale, leadership, objectives, facts and values, etc.) - 16
2. Improved approach to problem solving. (Recognition,
definition, analysis, alternative actions, human factor, etc.) - 16
3. Post-seminar actions based on ideas generated during
seminar -
a. More articulate instructions to subordinates
b. Ihrployee participation in specific problem solving - 2
c. Set aside time daily for gazing at back of own-neck
d. Use of non-directive interviewing
e. Encouraged employee to try to see himself as others
see him
f. Attempted to get others to focus on the real problem
g. Study of material on general semantics
h. Convened small groups for discussion of ideas and
problems
i. Attempted to apply the general concepts to my own
organization
3. Recognized and corrected a poor communications situation
4. Establishment of new and useful personal contacts - a
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5. Appreciation of managerial role in general (Understanding,
confidence, focus of attention, reinforcement of ideas/ 6
attitudes, etc.) -
6. Back-of-the-neck implications for self and others - 7
Don't expect any specific advantages in my type of work - 7-
Question 6
At this point in time, what benefits, if any, of long-range value
do you feel you gained from the conference?
Response categories
1.
Awareness of and attention to specific concepts - 6
2.
Improved approach to problem solving - 5
3.
Appreciation of managerial role in general - 5
4.
Understanding of human factors - 5
5.
Education in general (knowledge, insight, etc.) 5
6.
Personal contacts - 4
7.
Couldn't or didntt distinguish between short and long range - 4
8.
Too soon to tell - 4
Question
In what ways can QTR (and specifically the Management Training
25X1A5a1 Faculty) further the effort commenced by
Respnse categories
1. Repetition of the answer to Question 1 (Repeat the seminar
for others and keep Joe on 'the Job) -
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2.
Periodically reconvene the group -
15
a.
Business only -
6
b.
Social only -
3
c.
Business and social -
1
d.
Unspecified -
5
25X1A9a
3? Suggestions related to present internal management courses - 11
a. Incorporate/keep the _ substance/technique in
courses - 8
b. Make internal courses compulsory for all supervisors and
managers - 2
c. Continue present courses - 1
4. Keep the group abreast of selected current literature - 4
5. Miscellaneous -
a. Use Joe as an advisor on Management Training
b. Publish roster of subsequent chapters of BOTN Club
c. Convene a top-echelon seminar on Agency purpose, role, etc.
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