THE 'YOUTH STUDY'

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83B00823R000600260024-8
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 20
• Document Creation Date: December 9, 2016
• Document Release Date: March 14, 2000
• Sequence Number: 24
• Publication Date: March 14, 1972
• Content Type: MF

0 "Ic r'i "'1AI~
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MEMORANDUM FOR: Deputy Director for Support
SUBJECT The "Youth Study"
REFERENCE A REPORT ON AGENCY YOUNG PROFESSIONALS
PREPARED BY A WORKING COMMITTEE OF THE
HUMAN RESOURCES STUDY GROUP, February
1972
1. In accordance with our earlier discussions, the
Human Resources Study Group met on 8 March to consider the
referenced report. It is the consensus of this Group that
the report, which has not yet been officially released,
does indeed merit further study and consideration of pos-
sible action implications. The Study Group has taken on
this task and hopes to generate some recommendations in the
near future.
2. The problems to which the study points are scarcely
unique. They are already receiving intensive review by
many Agency components and the search for solutions is being
made at many levels. Whether or not the Study Group can
offer unique proposals to deal with them remains to be seen.
3. Meanwhile, however, the report. does offer unique
and definitive evidence on one point, namely, the question
of whether or not a "youth issue" exists in the Agency. For
this reason, I feel that the report as it stands makes a
timely and useful data input to management. i urge that it
be brought to the attention of the Executive Director -
Comptroller at this time, with, the understanding that the
Human Resources Study Group is continuing its deliberations
and hopes to forward action recommendations at a later date.
Chairman,)Human Resources. Study Group
Enclosure
Referenced Report
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A REPORT ON AGENCY YOUNG PROFESSIONALS
PREPARED BY A. WORKING COMMITTEE OF
THE HUMAN RESOURCES STUDY GROUP
Chairman
- DDS&T
- DDP
DDI
- DDS
February 1972
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Over the past year we have witnessed unprecedented specu-
lation in the Agency, particularly at senior levels, over the
possibility of a "youth" or "generation" problem. In response
to this concern, an ad hoc committee of the Human Resources
Study Group* undertook, at the request of the Executive Director-
Comptroller, a study of young professionals in the Agency. This
report summarizes and discusses the basic findings of the com-
mittee and draws some conclusions on. the question, "Is there,a
youth problem?" The Study Group intends to review the findings
further and consider specific research'and action implications.
PROCEDURE
For purposes of the study, "youth" were defined as employ-
ees in Grades 9 through 1.2, between ages 25 and 35, and.with at
least two years of Agency service. These criteria were chosen
because they seemed to encompass junior officers most closely
identified with a "new and different" point of view. From this
population a representative sample of 40 officers, 10 per
Directorate representing 31 different offices and divisions,
was interviewed. The interviews lasted approximately 1.5
hours and followed a semi-structured format ;see Appendices
*
Human Resources Study Group
- organized by D/MS at the direction of the DDS in October 1970
- charged with the task of studying needs and recommending re-
search in the human resources area. Composed of representa-
tives of OMS, OP, OS, O`.I'R, chaired by C/PSS/OMS, and aug-
mented for purposes of this study by a representative of
each Deputy Director.
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for actual format used). Interviewees were given the rationale
for the survey and the Human Resources Study Group's role in it.
To provide additional perspective, a sample of 18 managers,
average grade GS-14 and average tenure 15 years, was interviewed
with the same format. While specific views of the managers'are
not described in this report, they were weighed in our assess-
ment of the views of the young officers. Respondents were most
cooperative and showed considerable interest in the survey.
CONCLUSIONS
Our survey of young officers has led us to the general con-
clusion that this segment of Acrency personnel does not hold
views which set-it apart from older and higher graded officers.
Moreover, most of the managers interviewed did not perceive a
generation gap between themselves and young officers. In fact,
one is impressed with the similarity in both the priority and
strength of the specific concerns articulated by the present
sample and those articulated by 550 middle-level officers sur-
veyed two years ago in the IG.A.ttitude Study (A Survey of Job-
Related Attitudes of Five- and Ten-Year Agency Employees,
January, 1970).
We found little evidence for an erosion in professional
and career achievement motivation among young officers. To the
extent that greater drives toward self-actualization and greater
'commitment to alleviating domestic ills exist among this group,
they do not appear to conflict with Agency employment. The young
officers typically had no doubts about the meaning and relevance
of their Agency employment and did not question the value of the
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Agency's contribution to American society. Most liked their
jobs, and while finding much to criticize in'their immediate
situations, most gave the Agency high marks for the way it is
run. The issues most frequently raised were far more person-
alized and may he expressed by such phrases as lack of career
planning, headroom, promotions, desirable headquarters and over-
seas assignments, being kept informed, and getting someone to
take an interest in their futures.
In the view of the above, additional Agency-wide surveying
restricted to the age/grade grouping interviewed here appears
to be unnecessary.
RESULTS AND DISCUSSION
The concerns of youth popularized in the media did not
surface in the present survey. What concerned these officers
most in the job environment is discussed in the following
paragraphs. Appendices A through D, prepared by the four
Directorate representatives, are summaries of the interviews
held within each Directorate. They bring into focus the dif-
ferent emphases across Directorates.
Career Development and Personnel Management
The present survey found career development and personnel
management responsible for the greatest amount of dissatisfaction
within the Agency, a finding also obtained in the IG survey
referenced above. Young.officers faulted the Agency for its
lack of an effective career development program. Prevailing
sentiments included: you have to :foster your own career; there
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is no one watching out for you; azic1, there is no one to whom
you can turn for counseling and. guidance on such basics as how
to pursue careers, how to locate good jobs, what constitutes a
normal career progression pattern and where you fit. At the
very least, these young officers advocated more candor from
management concerning career and promotion matters.
Other suggestions in the career development area in-
cluded a desire for programmed rotational assignments, wide
dissemination of job vacancy information, creation of the role
of ombudsman for personnel management matters with access to
the highest levels, and a system for changing jobs within the
Agency without jeopardizing job security.
Communication
Respondents frequently criticized communication in the
Agency. They pointed not so much to a lack of substantive
communication required to get their job done as to a lack of
communication of developments, thanking, and events at
organizational levels above and parallel to their own. Being in
the "know", having a feel for what's going on upstairs, and
where things are moving, apparently has considerable value for
fostering and sustaining a sense of belonging and commitment
in these young officers. Most felt that the -informal communica-
tions network is what really counts and that one's personal
contacts and force of personality are the major determinants of
success. No doubt the less aggressive and more bureaucratically
naive officers, when criticizing the inadquacy of communications,
were responding to the difficulty experienced in establishing
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the all-important set of informal personal contacts.
Promotion Policy and Prospects
Most respondents were satisfied with their own promotions
to date but viewed the prospects of future advancement with
pessimism. For some the theme of promotion was the most
salient issue of all, and underlied.~nearly all expressions of
concern over career development, supervision, and long range
job commitment. The feeling was expressed that promotion policy
was a matter of "mystery". Others thought that it consisted of
unfair restraints and hurdles, such as fixed,time in-grade, a
set pattern of job experiences matching those of incumbents,
academic degrees rather than demonstrated ability, and non-
competitive promotions within career services.
Supervision
A consistent although by no means unanimous picture emerged
on the issue of supervision. Respondents tended to be particularly
critical of their immediate supervision. Their criticism very
often indicted the system by which managers are initially selected
rather than the manager per se. The respondents strongly criti-
cized the practice. of making good analysts, technicians, case
officers and specialists into supervisors without evaluating
their supervisory talents and potential.' The interviewees
asserted that the good supervisor should possess human relations
skills and that these were not necessarily correlated with sub-
stantive ability. Respondents stressed the need for greater
exposure of managers to management training courses. A sizeable
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CON:v:LDI~NTIA1.,
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minority either did not comment on the quality of their super-
vision or commented favorably on it.
Agency Mission and Public Ima ^
Interviewees were asked for their views regarding the
Agency's public image. They generally responded that the
Agency appeared to have an unfavorable image but did not re-
gard this as a problem. Some young officers even felt that
the Agency was overly sensitive to the question of image and
indicated they would consider any large scale.public relations
dfforts to be inappropriate. These respondents did not appear
to be inhibited either on or off the job by the Agency's image.
On the question of the Agency's mission, goals, and ob-
jectives, a clear consensus emerged. The interviewees, almost
without exception, regarded the goals and objectives of the
Agency reasonable in the context of U.S..national security
needs. Even where the interviewee claimed limited knowledge
of the scope of the Agency's activities and mission or where
he assumed the worst he had heard about the Agency to be true
("CIA uses torture and assassination") the issue was not a
matter of particular concern. Many indicated that they would
welcome enlightenment on the Agency generally since their out-
look now did not extend beyond their immediate office.
Additional Themes
Themes receiving less mention than those presented above,
but ones which were judged to be of potential significance
are listed below:
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1) Very rarely did the interviewees complain of excessive
workload, but some did claim chronic under-employment.
A few complained that components sought over-qualified,
over-educated employees primarily for prestige reasons.
2) Some junior officers expressed strong concern over the
lack of policy statements from the White House and the
State Department to guide their operational activities.
In the absense of such guidance they found themselves
and their seniors filling the policy vacuum, while
questioning the appropriateness of this.
3) Discrimination against women in matters of career
development and promotion was cited by some of the young
women interviewed.
4) A source of disillusionment of some young professionals
was the incongruity between what they had been led to
expect.on the job from both training and personnel
officers and what they actually found. They faulted
those who portrayed the work and work setting in an
overly idealized manner.
5) In two instances analysts felt pressured to produce
intelligence consonant with a pre-determined point of
view. This compromise of professional integrity was
severely resented.
6) Some analysts claimed that they often received no feed-
back on the value of their efforts either to the
Intelligence CommunJA-y or to the policy--makers. However,
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.the majority felt that they had received adequate
recognition for their efforts.
7) A few interviewees criticized the inadequacy of channels
for handling grievances and complaints discreetly.
ISSUES AND IMPLICATIONS
Any additional investigation of the issues identified in
this study should be conducted at the Directorate level and if
possible at lower organizational levels as well. There the re-
suits could be dealt with more constructively and directly.
Such systematic surveying should not be restricted to any one
age or grade range but should include entire work groups and
involve line-management directly. As indicated earlier, the
Human Resources Study Group will be considering other research
needs and implications for possible action suggested by the
findings
Some of the respondents (ages 25-35) did not consider them-
selves "youth" and believed that there were significant differences
in both values and outlook between themselves and Agency employees
in their early 20's. We have no information on whether the
youngest professional segment of the Agency population'does in-
deed represent a different point of view. A study similar to
the present one might well be undertaken to provide further
information about this group.
The respondents were not routinely asked whether they planned
to leave the Agency for other employment. A few, however, did
indicate a desire for different: employment. When specifically
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asked, a few more confided that they would probably leave when
the job market improved. Overall, it does not appear that there
will be significant personnel :Losses from this segment of the
Agency population when outside prospects brighten. There re-
mains, however, the important question of the quality of those
who are leaving. We would like to see research undertaken to
determine the validity of the frequent claim that we are losing
our best people. Follow-up'interviews with those who have left
the Agency might provide valuable new perspectives on why people
leave.
.:.9.-
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MEMORANDUM FOR: John W. Coffey, DDS
SUBJECT : Youth Survey -- DDS
7 April 1972
1. I have delayed providing my observations as the DDS repre-
sentative on the Youth Study Group until a determination had been made
on the significance and utilization of our collected findings. While
I was at FBI's Foreign Affairs Executive Seminar, events moved with
surprising alacrity. Therefore I consider the time appropriate to pass
along my own findings and reactions.
2. My findings are based on a small sample -- interviews with
ten professionals and two "semi-professionals" (communicators in OC),
plus five supervisors. All Offices of the DDS are represented. I have
also considered attitudes of DDS professionals drawn from informal con-
tacts during training courses, and my tour as a program officer in CTP
(1966-67).
3. Our understanding is that Mr. Colby intends to discuss the
initial Working Committee Report with the Deputy Directors. Meanwhile
our Committee is preparing recommendations based on our collective find-
ings.
1i. The enclosure "DDS Composite Interview Results" is a summary
of the interviews on the questionnaire form we used for guidance. This
is Appendix C in the Report submitted to Mr. Colby. The second enclosure
is my narrative summation, based on explicit responses to the question-
naire and additional interview discussions.
5. I do hope our Committee is able to provide some positive in-
puts for careful consideration. The project has been a very valuable
contribution to increasing my own qualifications as a member of the
Management Advisory Group.
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Based on interviews with 10 DDS professionals,
average age, 30, average grade, GS-1J.
1. Invite interviewee to comment on his job, his career, and the
AAgenc- -' generally. Record key points made in the spaces pro-
vided under II.
II. Secure a response to the following topical areas if they have
not been adequately covered as a result of I above.
1. PRESENT JOB
-Interesting, Meaningful?
- Recognition received
Majority of interviewees were "specialists" - technically skilled
in fields that narrow flexibility of career development. All
seem pleased with specialty of choice -- although in two instances,
present job lacked challenge (too little work, poor supervision).
Thus overall, sample suggests interesting jobs with adequate
recognition.
AGENCY MISSION
- Ability to identify with-
and be committed to Agency
goals and objectives
In no instance was this a problem. Interviewer in each case
raised issue from both vantage points - own identity, and that
of friends knowing what you do. But neither issue of mission
nor image seemed. to arouse reaction from anyone queried. Re-
spondents not critically concerned with U.S. Foreign Policy
formulation and execution or with world affairs in general.
"Mission" often understood in the parochial sense of one's
office mission.
3. AGENCY IMAGE
No problems whatsoever. See answer to question 2.
4. PROMOTION POLICY & PROSPECTS;
GRADE, SALARY, BENEFITS
Half of interviewees had progressed more rapidly up promotion
ladder than even they had anticipated. All were content to date,
but most anticipated problems a grade or two distant. Variety
of concerns -- "office hump" (policy of requiring period in grade
regardless of slotting), top heavy grade structure of Agency
overall, lack of career development schemes, artificial barrier
of :Lack of college degree. But this.fact did not seem to pro---
duce noticeable frustration or dissatisfaction with present status
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Working conditions not deemed major area of concern. None saw
theirs as insufferable, and most interviewees had rotated enough
to take good and.bad situations in stri?.Ic.
6. SUPERVISION (IMMEDIATE)
- Treatment by and.
Competence of Supervisor
In all but one instance, supervisor considered professionally
competent. But competence as supervisor varied - from three who
said their present supervisor was "best ever" to two describing
supervisor as hard worker but unwilling or unable to delegate
real responsibility. Some raise more philosophical question of
whether Agency may miss boat by insisting often that promotions
eventually depend upon supervisory/administrative positions when
individuals with special skills would be much more.effective
sticking to exploiting these skills. (Does raise questions about
developing more effective management training - although issue
may be founded on other bases, such as supervisor's concern for
own job security.) I
7. COMMUNICATIONS
- Up-Down-Lateral
- Substantive - Non-Substantive
Most interviewees felt need for better communications. This was
true both of these whose concept of "communications" was purely
office-oriented (despite my proddings) and those considering
broader intra-Agency comma. Concessions made to "need-to--know",
and some cited that informal channels (via friends) gave effective
overview. But - more common was concern over lack of management/
professional comma and no staff meetings. Lack of overview summed
up best by one who commented what an eye-opener the "Trends and
Highlights" course had been.
8. CAREER DEVELOPMENT/Personnel Mgmt.
- Job Mobility
- Quality & Relevance of Trng.
- Performance Evaluation
Those who had had more than one job generally were pleased with
their progression of jobs - each offering either more responsibilit;
or more variety and new skills. But in no case was there the
suggestion of planned career development - similarly, good train-
ing or poor, the provision of training did not seem to follow
a tailored program of career development. Appraisal of training
itself real mixed hag. There was general accord that performance
evaluation had been fair -- reflecting positive view of immediate
supervisors.
9. WAY AC1.,;NCY IS RUN -- BE, SPECIFIC
In"t 1"e otl 111 Of Tl " " "bureaucraticr
pproveWC ~or elease 1r %/ tIA-R HBO F66tN2"6 4-8
 prsy tJcr e 84 ? A-83 O8S3. ?~a2418o "growi.nc
more responsive to the individual and less concentrated on
'mission.'" Those with most diverse experience in Agency seemed
less bothered by "bureaucracy" - did note a paternalism that
results in Agency keeping incompetents in responsible posts. Non
commented critically on compartmentation. Positive note was how
many felt that Agency truly becoming more "people-conscious".
10. MISCELLANEOUS
General comments were usually amplifications on specific categori
One interesting suggestion - more precise retirement policy (by
inference, at earlier age than present) would result in better
career development with supervisors more willing to train those
destined to succeed them. Too often, older professionals afraid
to delegate responsibility or train juniors for fear that the
junior might prove more competent. Rather loose retirement
scheme puts little pressure on supervisors -- many have job securi
reinforced by aforementioned paternalism.
III. Concluding Questions:
What do you see as the major concerns, problems, and issues
facing young officers in the Agency today.
First qualification should be note that few in "youth sample"
saw selves as youth. Consequently several reflected on "today's
youth" as being too spoiled and idealistic - thus problem for
virtually any employer: From standpoint of what Agency should do
comments focused on communications. Young officer should be bets:
oriented towards realistic i.mage'Of Agency mission and his career
expectations within that fra-mewor_k..' i_n other words, bring young
officer down to earth as quickly as possible. Then-maintain 2-w..a,,
channels of communication between management and young profession-
als-a part of this should be efforts at meaningful career develop-
ment'planning.
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27 January 1972
2? t-J0ft11DULi Z'011 Tilt; RECORD
StBXECT: Youth Survey DDS
1. Interview Sa'.jzale -_ 11, 1? .~)re entative?
At least one professional from each IMS office (except the
Office of the DDS himself) vas intervie?,ed. I believe there as a
sufficient ;pattern in the views of the young professionals end mane ers
to Consider this sample representative of n.+n CT ~roun brofessiona.ls in
the Directorate . (The CT factor is discussed in section four, Career
))evclormcnt.) I say "representative", but then must qualify foe
obv:iot~: rc ason that the -u-an].e is such a small one. Therefore the con-
clusions am submitted timidly and tentatively.
Two {;eneralizoations provide the context for my conclusions.
First, the sample is not representative of "youth," a per-
ceived by the intervievees themselves and as c!. nsic?erect in L.ereral
usa cr , (For the sake of comparison) I';'1 de-Pining "youth" am 'Tl,f,,' P..Gc?ncy
p7'ofesr iono is as under 25, possessinf# at least the baccalaureate C.e ree,
en probably c'?LUrting tit 'ir first full-timo J--b. A:y "youth" impressions
are (In.-CA,n from informal diE-cussions with recent E01is Burin? orientation
t7.?L~ining.) light of the ten interviei,ces were 30 or over, end sever:
had five or more years in the .Agency. I contrast the attitua.es of
youi;li" (as I defined them) and these young professionals as conceptual-
ly comp arable to the "first-tour" army man vs. the soldier who has re-
enlisted, arid in so doing Dsycholoi;ically reinforced his sense of com-
mitment to organization and occupation.
Tllc; second generalization is the "specialist" factor -- all
are cc:r:M itt d to their p,?esent type of work and, faith one exception, to
the it career servicee . The e,_ce'oticn is a . rccords management officer
who felt that this sll:;u].cl be a separate career Service, as records man-
a/;enmcnt 1.i :..U ore utilited. by all cr_)inponents. He stated that he now
fai:Ls: l)eti-;cen the trr,o career charuzels in his office -- administrator and
technical specialist.
2. J1?eilcy J'll ].'~n U11C~ 7 age
1.o Iterv-icuce lied difficulty ic3ent;:i.a~ in ; With Agency rais ion
or had a 1.j.i,sited view of the ::coka4 of our mission and
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octiviti.es. One y'7un" prof csr;ionsl rind one manai,er corrimicnted on their
omozcr;ient in this re' ;arcl the former triol: the DD "TTrends and
cour::c un(l the la t i.c?r the ficl--C4. reer Executive
course (after 11 year: in the Lrency).' Pablic criticism of the Agency
as en orConiza.tion or for its, role in Ind-)-China, Cuba, etc. aid not
bother any intervic,.rce. xndccci, the rcucti.. an of two acs that ve were
too responsive to public opinion, rind .,hould be more active opcrational-
l.y. I conclude that the DD,a sample is not critically concerned with
U.S. foreign policy for;aulation and execution, or with world affairs
in general.
3. Present Jrbr and Sun,2rvision
Seven intcrvi.eve,es rere enthusiastic about their present jobs
and recognition received. `No More dissatisfied for lace of challenge,
the third. for heavy cork load. All are content with their job specialty
dissatisfaction reflects more upon poor supervision and distribution of
work. The some generalization can be macs of the management sample, with
one changing career service to advance himself an.his job specialty (data
processing). Those critical of their supervisors acknowledged the latter's
competence in their specialty -- criticism ras directed at their managerial
effectiveness. The warm conclusion can be dram from the many event
sample. These observations underscore my characterization of the DOS as
a directorate of technical specialists . The one e:: ce iption mould be OTil,
which drams so heavily on roetatees from other directorates for instruc-
tion and staff functions.
1i.. Career Development and Promotions
I noted in the first section that the interviezrees viewed
career development in terns of their present office, and in terms of
continued improvement in application of their present skills . half of
my sample either lacks a. baccalaureate or eaained theirs after beginning
Agency ernplo~n cnt. T o others have specialties (scientific linguist,
electronic engineer) v1.1-1h li::rited application. I contrast this sample
~?rith the "general.:: u" concert er:poundecd. for CTs in the mid--1960s. The
generalist concept n_-,ver reached the dimensions hoped for, either numeric-
-ally or in a clevclo ;rsicntol ?sence. But :C mould hypothe ine that the
significant influ.: of CTs into the DDS beg inning in the l95os ---- CTs
with a broader educational esc and expanded vista of the Agency throu?.~-i
their training program will generate pi'otisures for careers spanning
several directorate offices.. - Three _MS rmnar.ors commented that even
those coming into the: it office via dircct hi. c were bet ter educa tecl than
)".ODs of their Generation and "later" (i:Ll -dcfi.nccl) .
These comments, are to introduce the concept of "career develop-
ment" ?--? a. non?-eXi.r-_tent phenoricnon in the DEC,. ISs:ncet;cmcnt and young rho have held tirr> or mare partition:, dicacriucd
their rototi.oils ~.: usuall~r treJ.c:ai rc but proposition . DOS
offices c1o encourage rototi.ran, but no ands could identify a pattern of
tlaci.~ rr7vcr.rcrat; .
scarcer coveio}~ru:rit in
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Mont of my sample haQ been protnotcc] rapidly and vpprcciatccl
this fact. ui.tnilai.'ly, t77si; anticiraL'c d a "h1v:tl)'t in the nc sr future
1rhicll they wsecsed as resulting one of the falloz~in ;:
U* " t~d~aoad" ill :;lots. This. ~ra cttributcc). to senior
Agency officials' potcrna1i4:n in rctaininr; older. officers 11,1o tirere no
longer competent. rl`'llio criticism S): ; implicit in the comments of those
describing; the Agency as 'ttap-llcavy" in grade structure.
b. Promotions based on 'tpaper requirements , " not on n ability.
This could mean required time in grade, set patterns of job experience
matching those Of mana-crs , requirement of baccalaureate diegree regard-
less of professional camp fence; or non-competitive promotion policies
within career services.
C .. Reluctance of rlanagers to give responsibility or on-job-
training to young professionals because of their oun job insecurity.
Several concluded that a basic problem as the. imprecision
r
of ?gency retirement programs. If senior pio_C?s..,.sx'all&ls z?.ere obligated
to retire at reaching a set service--cue figure (assumption that retire-
ilient age 'ould be lo'ered), they 'would be more prepared to encourage
and train the more competent young profcssionc1 .
The role of training in career develoument got a mixed response.
Differing office philosophies are apparent -.. moot?enc_ourog-e external
trailing (e .g., college courses), 1)u-IL; often do not program for Agency
training. One manager from O/L said lie has ha.d. more training in the
past two years than in his first 16 r c.,, ars in ?
tug Agency. As an ST
careerist, I believe this reflects a fundamental 1',gencyr problem of re--
lcting OTR capabilities to component needs a communi cot ions a
Performance evaluation, and particularly fitness reports, 'were
considered fair by intervi.c'ees. l:arcagers vicue(l them as necessary, g opd
in concept, but too often compromises' by the evaluator taking the line
of least resistance by ?aC ing "doz:n tllc~;r!idC;'.c . t' The fitness report
as the basic device for Performance evaluation :,as accepted as concep-
tua)ly the :lost effective tool to keep manager and professional 'aware of
their relationship.
5. Cotnl'111n1Cat:Lo11^
?lost intex'vic1;: es sp:)?cc of the natural. ba.rr.:ie rs of 'tneccl-to-
l I1C)Sl`t and C7-n1;a., t?;;e1"ltati?")tl ]i.Cliti.ng the forms and content of CC7rly..lun:lca.-
tioll;; mi,thi.n the 11"c11cy. l;ut the coll?cllsus 'hat ther..e aline 'were
not, :t1ti_ factory t:i.on.. for tl}c p:c'?a] a'c;; ~:t:ion of channels and their
otirn i.fn_~xance of rlucll of the Agency'aa fr111cti.oll'.1ng and rli .c, :ion. Those
in the Agency five -C C;i r,)]mare i1i;'_'eed that i.i1:l ?J.'. ] COt..:".Tllti? CJtion
friend in other
I1 lii rC the 117.^.? ( ?1; `;.'tflllt t C anti 1'Jr Keep
ill[; in touch often for finding; shortcuts ':)r action aIftci/or information
Approved For Release 2002/05/01 CIA-RDP83B00823R000600260024-8
 Approved For Releas C(2/bkO ~: CIA-RDP83BOO823R000 60024-8
tee All-fill th( :i.r own z?c:::1~~lisiUili.t t.