STUDY OF THE RELATIONSHIP BETWEEN PRODUCTION AND SERVICE UNITS IN THE DD/I

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000900020008-6
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 7
• Document Creation Date: December 19, 2016
• Document Release Date: September 21, 2005
• Sequence Number: 8
• Content Type: MF

Approved For Rele- 2005/tU23L IA ,A1495R00 00020008-6
INTERNAL USE ONLY
I11-7"O- NTDUI'1 FOR: Deputy Director for Intelligence
SUBJECT _ Study of the Relationship Between Production
and Service Units in the DD/I
A. Introduction
MAGID has examined the relationships between DD/I pro-
duction and service units, including their present working
relations, comparative grade structures and other statistical
data, morale, interchange and operations, and responsibilities
to and for each other. Discussions within MAGID; with the
DD/I, ADD/I, and other ODD/I officials; and with a sampling
of employees from all components in the DD/I confirmed the
need for improvement in the current user/service relation-
ship?
Bath production office
d
an
service and staff personnel
generally acknowledge that. analysts make insufficient use.of
the support available to them within DD/I and elsewhere. In
the current era--with a renewed emphasis on fewer publica
ti8 s, higher quality analysis, and in-depth research--
service organizations more than ever should.have the. ability
to provide useful support to analysts, and great care should
be taken to ensure; that such helps are fully-exploited. On
the other hand, production office personnel sometimes feel
that the quality of the service product and the handling of
administrative or procedural-matters which are service
specialties are inadequate or not sufficiently responsive,
Service units must ensure that their activities are relevant
to current production office needs, and service personnel
who-do not adequately serve should be replaced by those who
can-and will. All-offices and staffs in the.intelligence
Directorate must increasingly work to
~
ge
fo h
- -a
e L t na L intelligence product.
e b
es ~- Yossjble relationship r evelops
between '"`
production and service units, MAGIDmakes the fol-
lowing principal recommend
ti
a
ons. The group'hopes you will
assign responsibility for their immediate implementation.
A list of other suggestions is included, as well as a short
summary of the rationale underlying the recommendations and
suggestions. MAGID is prepared to speak in support'of its
memorandum, and statistical and additional background material
are also available,
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INTERNAL USE ONLY
ADMINISTRATIVR
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SUBJECT: Study of the Relationship Between Production and
Service Units in the DD/I
I3.. Principal ReCOITffliel-Idat ions
1- The DD/I and ADD/I in meet;
with management and operating ngs and discussions
everyoneas contribution to tgePDDslnnel, should stress that
Specs -1creference to service and/staffdsut product is important.
service unit morale and prompt reconsideratipontof lcondescend-
ing attitudes in the production offices. Responsibility:
ODD/I
2. Letters of instruction* to production analysts
should clearly specify their responsibility to support staff
projects and to use fully the available assistance from
service units. Similarly, service unit personnel should be
rated against clearly'stated responsiblities to provide
timely-and responsive service.
Administrative Staff and DDI superviisorsb~lity: DD/T
3. The DD/I quarterly schedules of production and
research, prepared in the ODD/I Executive Staff, could be a
metre useful tool in promoting cooperation between production
offices and service units. More frequent issuance and wider
dissemination would be helpful. Services should be encouraged
to use these schedules to search for opportuntities to offer
assistance to offices/analysts.** ._ Res: ADD/I.
and Executive Staff, management of servvicesbandtstaffs.
4. Division and branch chiefs in both production
.and service units should discuss regularly the problems and
progress of their substantive relationships. Such conference
could provide the opportunity for discussin s
plans which might entail service support,
g wwroductell se office
-rv
-organization plans that could offer Pnewtopportunities sforgCe
production office use. The two should-plan together or at
least with the full knowledge of the plans and develpopments
of each other... esponsibil.ity: Office chiefs should ensure 25X1
that regular contact is maintained.
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EP.NAL USE ONLY
ADANIN ISTIZATIVE
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SUBJECT: Study of the Relationship Between Production and
Service Units in the DD/I
5. Substantial contributions by service units to
Directorate production should be acknowledged. Commendations
should be encouraged. Credit lines could be included at the
front of publications to acknowledge exceptional service and
staff support. Responsibility: Production offices.
6. Services and "staffs must do a better job of ad-
vertising their.wares. One-page contact directories, such
as that soon to be issued by FBIS, should be compiled, widely
disseminated and regularly revised by IAS, CRS, IRS, and
OBGI.. (Production offices should also consider such a
directory to facilitate contacts) Consideration should be
given to the issuance of'a brief handbook outlining avail-
able Agency services.. Responsibility: Management of
services and staffs.
C. Further Suggestions
1. DD/I supervisors at all levels and in all components
must be made- aware of the problems and consequences of stereo-
typed thinking about service personnel--that such people are
less ambitious or not as well-trained, for example--and should
be encoura
ed t
t
k
g
o
a
e appropriate measures toyattack the
problem in their own offices.
2.. A sanitized version of the Planning Staff statistics
on comparative slots, grade structures, educational levels,
supervisor characteristics, etc., provided to the MAGID Task
Team should be made more generally available to all DD/I
supervisors. This data would help to dispel false assumptions
about the.relative standing of DD/I offices and could be
used, with discretion, to give new employees and those
considering job changes a clear pi
t
c
ure of the opportunities
available with; r _ nn /T
3. Candid information about s
h
uc
matters as job
location, space allocation, parking privileges;. and training
-opportunities should be disseminated throughout DD/I to counter
the notion that service units are short-changed on fringe
benefits. A possible vehicle would be a revised and more
frequently issued DD/I newsletter.
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SUBJECT; Study of the Relationship Between Production and
Service Units in the DD/Q:
4. At least once every five years, each analyst should
be required to participate in a one-day refamiliarization
course regarding available Agency services.
5. Given new production guidelines and the redistribu-
tion of-tasks within production offices, there may be need
for new partnership arrangements between specialists in serv-
ice organizations and analysts if certain areas of the world
(e.g., Sub--Sahara Africa) are to be monitored effectively and
an adequate information base maintained.. The DD/I Planning
Staff should be asked to examine this question and provide
its conclusions to ODD/I and to MZ GID.
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Attachment
Summary Statement of MAGID Rationale
1. Attitudes and Morale
A key problem for service and staff personnel is
not that they themselves feel like second-class citizens,
but that they believe others perceive them that way. Most
.service people queried by k .GID prefer their jobs to being
production analysts; they like their work and feel it is
important. But morale is adversely affected by their
perception of how they and their work are viewed by DDI
management and production offices. Too many in the Intel-
ligence Directorate seem to assume that anyone working on
a staff or in a service unit -is -not as likely to be as
highly qualified, or be'as ambitious, or have as much
potential as someone from a production office. And too
many assume that trained and qualified people who somehow
got lodged in a service or staff will try to get'to a
production office as soon as possible. The perpetuation
of.,,,such stereotyped thinking is reflected in the observations
of DDI management and even in those of the ODD/I. There is
a general attitude that the production analyst is the key.
person--the most important DDI resource--and-that the -
contributions of other components are secondary. MAGID
i
i
recogn
zes the cetl it o
nramporancef the production offices
to the DDI product but emphasizes that this should not be
stressed to the degradation of'service and staff units.
.All who participate in some fashion in the final Intel-
that their contributions are significant. - - -
2. Grade Structures
Statistical.material prepared for MAGTD b
the
y
-
? DD/I Planning Staff. shows that the grade structure of serv
ices and staffs,-is somewhat lower than that of production
offices. After a careful analysis
however
the MAGID T
k
,
,
as
Team concluded that the-differential-is not excessive. and
is explicable. Moreover, there are other, more striking,.
differentials that havenothing to do with the "class"
relationship between production and service units. "Money"
issues.need not be a significant factor affecting morale.
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3. Fringe 'Benefits
Regarding job location, space allocation, parking
privileges, training opportunities, etc., the services and
staffs are treated no better and no worse than other DD/I
components, The one exception, however, seem to be that
production office employees have historically been given
preference for high-prestige assignments, such as senior
4. Planning, Communications-, Orientation, and Training
Short of a marked change in the attitudes of
production office analysts, the best prospects for improving
cooperation between services and analysts seems to lie in
.increasing their understanding of each other through certain
-institutionalized arrangements. A program of orientation
(on which AZA.GID is currently working) should help, as should
the wider dissemination of the DDI quarterly production
schedules and regular contact between middle-managers in
production and service units.
5.. Rotation
While some increase in rotational opportunities may
be warranted, rotation of job assignments can.-never be more
than a peripheral and selective training exercise, affecting
relatively few persons.
6... Tradeoffs
.Production offices often cite real or imagined
time pressures as the reason for not exploiting service
opportunities or supporting staff projects more thoroughly,
To a considerable extent, claimed time pressures mask real
problems (laziness; insufficient knowledge of the services
and staffs or of how to,use them; too heavy a reliance on
materials at hand; or ajudgment, sometimes true, tat the
services and staffs are not adequately equipped to provide,
real help.). In any case, analysts give. priority to tasks
their supervisors consider important. As increasing pres-
sures for greater quality in production and for more effec-
tive resourse use prompt reexaminiation of the analyst's
responsibilities, a memorandum of instruction defining his
tasks presumably will reflect (a) the need to take advantage
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of service helps available and (b) the need to provide ex-
pertise to help guide current collection activities and to
ensure that resources for future collection facilities are
well spent. The current (and visible) analyst effort must
be weighed against the future (and largely invisible to the.
contributor) benefits. TheO/DDI should ensure that this
is done.
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