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-RDP80B01495R000900030026-5
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 10
• Document Creation Date: December 19, 2016
• Document Release Date: October 17, 2005
• Sequence Number: 26
• Content Type: MF

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MEMORANDUM 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.
Both production office and service and staff personnel
generally acknowledge that analysts make insufficient use of
the support available to them,witin D
.D/I and elsewhere.. In
? .u.u~>.,~a.~`,~K~~.
the current era- with a renewed emphasis on fewer publica-
tions, 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 som?ete_ feei,,
that the cualit of tie service roduct and the handling of
nistraveor proceh.ural maers which. are service
s ecial a
not sufficient, 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 together and share
responsibility for the final intelligence product.
To ensure that the best possible relationship develops
between production and service units, MAGID makes the fol-
lowing principal recommendations. 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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SUBJECT: Study of the Relationship Between Production and
Service Units in the DD/I
B. Principal Recommendations
1. The DD/I and ADD/I, in meetings and discussions
with management and operating personnel, should stress that
everyone's contribution to the DD/I product is important.
Specs is reference to service and staff support will bolster
service unit morale and prompt reconsideration of condescend-
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. Responsibility: DD/I
Administrative Staff and DDI supervisors
3. The DD/I quarterly schedules of production and
research, prepared in the ODD/I Executive Staff, could be a
more 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 opportunities to offer
assistance to offices/analysts.** Responsibility: ADD/I
and Executive Staff, management of services and staffs.
4. Division and branch chiefs in both production
and service units should discuss regularly the problems and
progress of their substantive relationships. Such conferences
could provide the opportunity for discussing production office
plans which might entail service support, as well as service
organization plans that could offer new opportunities for
production office use. The two should plan together or at
least with the full knowledge of the plans and developments
of each other. Responsibility: Office chiefs should ensure
that regular contact is maintained.
provides that every
I employee be provided written notice of all duties and.
responsibilities.
** The Strategic Research Production Schedule serves well in
this regard for one Office. Service components receiving
the Review respond with suggestions about how they
might help with scheduled projects.
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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 contact.) 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 encouraged to take appropriate measures to attack 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 picture of the opportunities
available within DD/I.
3. Candid information about such 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/I
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 MAGID.
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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-classcitizens,
but that they believe others perceive them that way. Most
service people quer e -y
~-MAG D preer heir 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 bea ambitious, or have as much
potential as someone from a production office ,. .u
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 per2etuation
of such stereotyped thinking is reflected in the bse
rvations
. . D nsx ageme.nt .an , even in ix Eli
ose o # e b/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
recognizes the central importance of the production offices
to the DDoduct but emhai.zes tthat this sou a not be_
stressed to the deradation of service and staff its.
All w "o participate in some fashion in the final intel-
ligence product should be fully recognized and made to feel
that their contributions are significant.
2. Grade Structures
Statistical material prepared for MAGID by the
DD/I Planning Staff shows that the r,ade structure of serv-
ices and staffs is somewhat lower than Mthata of 2roduction
offices,. After a careful analysis, however, the MAGID Task
Team concluded that the differential is not excessive and
is explicable. Moreover, there are other, more striking,
differentials that have nothing to do with the "class"
relationship between productionand service units. "Money"
issues need not be a significant factor affecting morale.
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3. Fringe Benefits
Regarding Sob locations space.:allocation, parking
revile es tr
amen opportunities, etc ,1, the services and
s.taffe ~preated no better-and-n6' worse than other DD/I
., ", ...L Gf ISM &{3hfX8T4 ?}xv19WY,ion.naA'.4:;n1tr;.EG.Wi'GW9R[untliwNiMXiau inn]rzeatiw+s+ds:.ze..mnea..u.?wwxs>fex ....>n4.........~L ..
componQnts. The one exception, however, seemJ'to be that STAT
Rxoq ucteon office emDloyeeshave historical) been iven
wur v g
pr.ef.er,e,p,ce for. h- resti a ass,i nme
schools
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 MAGID 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.
xo~:t z f es o tena c ten read or ima fined
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 a?3udment, sometimes true, that the
services and staffs are not adequately equipped to provide
real hel ) Iniany 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 d ex-
pert i9
soieip rue cure