REMARKS OF ALLEN W. DULLES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00161R000100150001-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 6
• Document Creation Date: December 12, 2016
• Document Release Date: May 31, 2002
• Sequence Number: 1
• Publication Date: March 31, 1953
• Content Type: BULL

Historical Staff File: D
ABSTRACT
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CI - Drafts of Speeches by
In these5folders are copies of 38 speeches prepared by
for DCI'and others. These speeches were made at Agency train ng .
. courses, at academic institutions and before fraternal and
civic associations.
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DATEi
1951-1959
CLASS., S
NO. I,
LOCATION,
HS/HC-163
-164
25X1A
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TRAINING BULLETIN
NUMBER 5
31 March 1953
SUBJECT: Remarks of Allen W. Dulles
1. Mr. Allen W. Dulles, at the Ninth Agency Orientation Course,
on 13 February 1953, spoke to Agency personnel for the first time as
the Director of Central Intelligence.
2. It is believed that Mr. Dulles" remarks will be of general
interest throughout the Agency and are attached hereto for the infor-
mation and guidance of all concerned.
3. Branch Chiefs are requested to circulate this document, as
appropriate, and ensure its return for retenti,~+n and security control
in their respective Offices.
Attachment: 1
Distribution No. 4
This document has been
approved for release through
the HISTORICAL REVIEW PROGRXM of
the Central Intelligence Agency.
Date 3 d 9
HRP ~--
MATTHEW BAIRD
Director of Training
This is a TEMPORARY DOCUMENT
only, for the use of DCI/HS.
The record copy has been
released tp National Archives
L REVIEW PROGRAM.
un=HFIP-l
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REMARKS OF
MR. ALLEN W. DULLES
AT THE
NINTH ORIENTATION COURSE
13 February 1953
I had a rather pragmatic introduction to intelligence in World
War I, and from then on I have had a taste for it that I never have
r..r*m c to loo able to get out of nay sy.otorn; and it looks o. s though now
:I have i [.:Sa:r my :r qcm for good and all.. I look upoll "I'll , as far a.s
T am concerned, as a continuing job. That, of course, is subject to
the pleasure of the President, and reasonably good behavior and some
performance on my part.
Some years ago, Bill Jackson and I sat down and spent a good
bit of a year, with such experience as we had behind us, in outlin-
ing the kind of organization that we felt should produce intelligence,
provided you could get the key thing you need, trained personnel.
That general blueprint is, I believe, sound. General Smith and Bill
Jackson, and to some extent myself, during the past two years, with
the able help of many others, have been trying to put that blueprint
into effect. Naturally we have changed it here and there, but by
and large, we have today, I believe, a working organization. We
have a pattern which can produce intelligence. That is why the work
that Matt Baird in the Office of Training and those that work with
him is so important, because no blueprint of this kind is of any
value whatsoever unless we have trained people to carry it out.
What I think has been accomplished over the past few years, as
far as this Agency is concerned, is the gaining of the cooperation
and confidence of other intelligence agencies throughout this govern-
ment. We are now a team. We are working as a team. When we find
there are problems, we have the machinery to work them out. We can
start from today with that, I believe, as an assured and solid basis.
I think, too, we have a workable organization, dividing our own func-
tions up as they reasonably should be divided, between the covert and
the overt, between the production of intelligence, ending up in the
finished product of the National Estimates, and what is done on the
covert side on the collection of intelligence.
Very largely thanks to General Smith, we have, I believe, a se-
cure position--no, secure is too strong a word--we have a respectable
position insofar as public opinion is concerned. But we can never
rest on that. It is only by performance that we can maintain our
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position. We are going to make mistakes, and those mistakes will
find their ways into editorials and columns of the press. That we
can take, if we have a solid performance to counter-balance it. I
wouldn't want to believe in an organization or be a part of an or-
ganization of this kind that was afraid to make mistakes, because
if you're afraid of that, you're afraid of doing things. And we are
in a dangerous game. The only thing that we have to do is to put
our best judgment into each thing that we attempt.
And further, I think we have reached a point where intelligence
is no longer a stepchild. .Intelligence has really now found stature
throughout this government. One of the most encouraging evidences
of this is the willingness and desire of General Cabell, whom I con-
sider one of our most outstanding officers in intelligence, to come
with us and make intelligence a career.
Now, that is where we stand today. It is a very, very fine
heritage and we must carry it on. We can only do that if we de-
velop the highest professional standards. I'm not interested in
numbers. I hope we can cut down on numbers, and maybe that is not
only a hope, maybe we'll be forced to; the pressure in government
now is to out down, and I think it is a proper pressure. I hope
this Agency will be known as the hardest agency of government to
get into. And I hope that we will be able to build up the reputa-
tion that we have one of the lowest twrnovers in government.
We want to build this-as a career service. You know our plans
for that. We don't want people here that only come for a few years
of training and experience, because they think it may be a glamorous
occupation. It is, I think, the most exciting occupation and the
most exciting career that one can have. But it is a career, and
you must face it very frankly, in which anonymity is important. The
satisfaction has largely got to be in the fact that you are accomp-
lishing something vital for the government and that in doing that
you will have also some of the most interesting types of work that
any people can have. It's rather against American traits, you know,
not to tell what you're doing, not to be able to boast of accomplish-
ments, and for that reason, I think, in'some ways it is harder in
this country, because of our background and training, to build an in-
telligence service than in some of the countries in Europe. But we
are learning and must learn, and I am gratified by the extent to
which so many of you throughout the Agency are devoting yourselves
to this, selflessly, knowing what the work entails.
I think I can say that I haven't in my head at the moment any
great new plans of reorganization. Don't worry about that. Letts
go ahead on the blueprint that we have and only as time proves that
changes are wise put them into effect.
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It is an unwritten rule that one does not quote the President but
I think I'd be justified in breaking that rule on this point. Presi-
dent Eisenhower said to General Cabell and me the other day, very earn-
estly: "Your agency has the largest amount of unvouchered funds of any
agency in government. I 'realize that it is necessary that you have them.
But those'-unvouchered. funds must be. a.. sacred... trust; and..y.ou must see to
it that there is no abuse of the confidence and privilege which is re-
posed in you and in the Agency in handling those funds." I want that
word to go right through this Agency. I'm going to watch the use of
unvouchered funds with the greatest care and see that they can be jus-
tified in their expenditure just as much as other funds, even though
we have the privilege of not advertising how we spend them.
In our work, anybody can make mistakes, that I realize. But the
one unpardonable sin and where we have gotten into difficulty sometimes
in the past is to try to cover up as among ourselves mistakes that are
,made. And that is one thing I want to impress on you. If you make a
mistake, that will probably be forgiven. If you try to hide mistakes,
so that proper and prompt action cannot be taken to correct them, there
is no real excuse for that. And anyone in this Agency, too, has the
right to be heard. General Smith, as you know, has established the
Office of the Inspector General. While frivolous appeals over the
heads of one's immediate superiors are a bad practice, there is there
an appeal open to anyone in the Agency, if he has suggestions to make,
or if.he feels.that injustices are being done.
I hope, personally, to try to establish personal relations with
as many as possible in the'Agency. One of the first things I want to
do is to go around and travel among our far-flung buildings, much too
far-flung and much too numerous, and get to know everyone as far as I
can personally. Among the first things I'm going to work on is the im-
provement of the conditions undey which we work and the provision of a
new building so that we can add greatly to our efficiency and to the
security of the Agency as it whole.
We have today, in the field of intelligence, the greatest chal-
lenge that intelligence has ever faced. I've often talked to you
about some of my experiences in World War II when I was in Switzer.
land, working into the enemy countries, Germany and Italy. That was
child's play in comparison with the task of getting intelligence with
respect to our present main target, Soviet Russia. We've got to be a
lot better than we were. We've got to be a lot wiser. We've got to
develop new techniques. That is one of the reasons why training is so
essential. 'It is one of the parts of the Agency that I will back to
the hilt. The Iron Curtain is a real curtain against intelligence and
it's being increased and improved every day.- Berlin is really being
cut in half. Satellite countries are being protected from contact with
the west by every means, mechanical and technical and otherwise. That
is the challenge, and it's up to us to make the response. We have in
this country the men and women with the ability and courage to do14,
and I consider it a great privilege to be-with you in trying to.'see
that it is done. Thank.you very much.
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