BRIEFING FOR EXECUTIVE INTERCHANGE PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R005000020044-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 22
• Document Creation Date: December 19, 2016
• Document Release Date: May 16, 2006
• Sequence Number: 44
• Publication Date: February 22, 1972
• Content Type: FORM

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., i -WiLLASSilt Ir.x?
ROU71NG AND RECOR
D
22 FE ID 15,72
Briefing for Executive Interchange Progra
ADTR
1026, C of C
TO: (Officer designation, room number, and
buiIcling)
ADDS
7D-18, Hqrs.
Executive Director -Comptr
7E-12 Hqs,
Assistant Deputy Director
for Support
- o
4' Acting Director of Training
1026 C of C Bldg.
ORI/CDF Pages .1 thru
1lnnrnvari Fnr RaI p 2'AnAIU-/1N ? (IA-Rf)PR
USE PREVIOUS
EDITIONS
3245
OFFICER'S
INITIALS
SECRET ~; l?~"~~?r7~r'ktLL
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
1 to 2
Bill:
This is OTR's suggestion for the
Executive Interchange Program. The
panel-type presentation is usually
very effective with this kind of audi-
ence. Therefore, I recommend your
approval.
Robert S. Wattles
Assistant Deputy Director
for Support
25X1
n Yr i bo ooo0 44-9
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22 February 1972
MEMORANDUM FOR: Assistant Deputy Director for Support
SUBJECT : Briefing for Executive Interchange Program
REFERENCE : Memo dtd 3 Feb 72 to DD/S fm ExDIr-Compt, same
subject; memo dtd 16 Feb 72 to BxDir-Compt fin
ADDS, same subject; memo dtd 16 Feb 72 to
ADTR fin ADDS, same subject
1. Herewith are a suggested schedule and a few other ideas on
procedures for the visit of the young officers of the Executive Interchange
Program.
2. The general Brookings format probably would be quite suit-
able for this group, e.g. a 30-40 minute presentation by Mr. Colby,
followed by a panel-type question and answer period. The panelists
should be senior enough so they could answer a broad range of questions
about their operations and activities. Although this Is a junior executive
group, their questions are likely to be just as incisive and penetrating
as they sometimes are at the Brookings affairs. The office head or
special assistant level would seem most appropriate. For example:
DDS Jack Blake
DDI Dick Lehman
D
DDS &T Dave Bt*ndwein
A good choice for a fifth panelist would be Chuck Briggs,
who could discuss planning, programming, management, computers,
etc. As soon as Mr. Colby approves the suggested schedule, we shall
contact the speakers and begin making the necessary administrative
arrangements.
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3. Using this format a late afternoon schedule might look
something like this:
1445 - Arrival and Coffee in USIB
Conference Room
1500-1530 - opening Briefing by Mr. Colby
1530-1645 - Question and Answer Period
This would allow the visitors to leave a little ahead of the
1700 rush.
4. As to dates, the latter part of March would be most suit-
able in terms of OTR's other commitments. Subject to the approval 25X1
and availability of Mr. Colby, of course, we should like to suggest Tues-
day, 28 March.
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DD/S 72-0640
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT : Executive Interchange Program
REFERENCE : Memo dtd 3 Feb 72 to DD/S fm
ExDir-Compt, same subject
16 FF P 1972
1. I have asked OTR to develop a suggested program for your considera-
tion and to be prepared to administer it at an appropriate time during March.
We will have the specifics from OTR next week.
2. If you have no objection, I plan to have the Acting Director of Training
contact Mr. McCullen's office to arrange a definite date and to settle any other
administrative matters connected with the visit. We will need names and some
biographic data to facilitate security approvals.
3. We will have some further thoughts on the actual interchange aspects
following the group's March visit.
Robert S. Wattles
Assistant Deputy Director
for Support
cc: Acting Director of Training
8 d d ii QL_
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DD/S 72-0640
F L 80 1JII
MEMORANDUM FOR: Executive Director-Comptroller
SUBJECT : Executive Interchange Program
REFERENCE : Memo dtd 3 Feb 72 to DD/S fun
ExDir-Compt, same subject
Bill:
1. I have asked OTR to develop a suggested program for your considera-
tion and to be prepared to administer it at an appropriate time during March.
We will have the specifics from OTR next week.
2. If you have no objection, I plan to have the Acting Director of Training
contact Mr. McCullen's office to arrange a definite date and to settle any other
administrative matters connected with the visit. We will need names and some
biographic data to facilitate security approvals.
3. We will have some further thoughts on the actual interchange aspects
following the group's March visit.
Robert S. Wattles
Assistant Deputy Director
ftr Support
cc: Acting Director of Training
EO-DD/S:LDP:es (16 Feb 72)
Distribution:
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1- ER
1 - A-D/TR
DD/S subject w/background & ref (DD/S 72-0485)
1 - DD/S chrono
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DD/S 72-0641
16FEB1972
MEMORANDUM FOR: Acting Director of Training
SUBJECT : Executive Interchange Program
REFERENCE : Memo dtd 3 Feb 72 to DD/S fm
ExDir-Compt, same subject
1. As you will note in referent memorandum, the Executive Director-
Comptroller considers it worthwhile for the Agency to brief this group.
2. Because of the tight time frame (sometime in March), would you ask
your staff quickly to develop a suggested schedule and handling procedures.
In responding to Mr. Colby, I want to propose a suitable program that OTR
will administer.
3. Attached Is all of the available material about the program. Mr.
Colby may later want some of it returned, but OTR should retain it for now.
4. Suspense: 23 February 1972.
/s% Robert S.
Robert S. Wattles
Assistant Deputy Director
for Support
2Atta
Att 1: Ref memo (DD/S 72-0485)
Att 2: Ltr dtd 3 Feb 72 to ExDlr-Compt
fm- Joseph T. McCullen, ExDir,
President's Commission on Personnel
Interchange, re same subject
EO-DD/S:LDP:es (16 Feb 72)
Distribution:
Orig & 1 - Adse w/orig of eaott
YDD/S subject w/cy of ea att & w/background (DD/S 72-0549)
1 - DD/S chrono
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MEMORANDUM FOR: Deputy Director for Support
SUBJECT : Executive Interchange Program
1. Mr. Joseph T. McCuilen, Jr., Executive Director of the
President's Commission on Personnel Interchange, came out to see
me on 1 February to explain the Executive Interchange Program.
Thereafter I discussed it in general terms with the Director. He
was not enthused with the prospect of sending any of our good, your
officers off into industry, as he thought we might lose them. He '1
agreed with me that it would be very difficult to include industry pe.ile
within the Agency on a one-year visitation. (Nonetheless, I think is
well worth looking at, as there might be certain limited jobs wherg,:
the security exposure would not be unreasonable. j
2. The Director reacted very favorably to the idea of havinne
the current class of these industry representatives out to the Agenef
for a Brookings-type meeting and briefing. I am not sure we need to
involve the four Deputy Directors, but we could perhaps gat a level of
representation closer to the age and grade of the visitors. It would
also be a good experience for some of our middle officers to deal with
such individuals. Mr. McCullen said they would be most interested in
such a visit and suggested sometime in March. I think something on
the order of a two-hour visit from 1500-1700 would be appropriate,
with an opening organizational briefing by me followed by a question-
and-answer period with various other Agency representatives.
3. Could you review this and give me your thoughts, after which
we can get in touch with Mr. McCuilen to make the necessary arrange-
ments.
W. E. Colby
Executive Director-Comptroller
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ADVISORY TO NEWS CORRESPONDENTS December 2, 1971
PRESIDENT NIXON IS UNFOLDING A PROGRAM WHICH ULTIMATELY WILL
BRING ABOUT A MORE EFFECTIVE WORKING RELATIONSHIP
BETWEEN BUSINESS AND GOVERNMENT - - - - AND TODAY
MEANS BETTER MANAGEMENT IN THE BUREAUCRACY
The caption above does not refer to "Phase II" or the office of Manage-
ment and Budget. It is about the President's Commission on Personnel
Interchange. Among, the many beliefs that President Nixon brought to
office in 1969 was that business and Government should work more effec-
tively together for the good of the Nation. He knew, too, that getting
programs planned and implemented did not require a larger bureaucracy.
intended to upgrade management in Government.
One of his actions has gone virtually unnoticed during its concept test-
ing stage. In September 1969, he appointeda group of well-known busi-
nessmen including Willard F. Rockwell of Nor h~American Rockwell, Robert
Anderson of Atlantic Richfield, Herman Weiss of General Electric, W. P.
Gullander of NAM, and David Mahoney of Norton Simon, Inc., and several
of his high-level appointees such as David Packard, William Rehnquist
and Robert Hampton to a Commission to develop a management exchange pro-
gram between business and the Federal government.
In 1970, a handful of company Presidents were invited to nominate one .of
their young very high-potential managers for a challenging one year to
eighteen months work assignment in Federal government. Cabinet Secre-
taries were asked to nominate a very high-potential career Government
manager who would go into industry for the same amount of time.
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n August 1970, nineteen future business leaders and eleven of their
counterparts in Government took leaves from their organizations and
assumed tough work assignments in the opposite'sector. The company men
were from organizations known for their modern management techniques and
executive development planning. They included General Electric, IBM,
Mobil Oil, AT&T, American Airlines, Owens-Illinois, TRW, Cummins Engine,
Motorola, Humble Oil and McKinsey and Company. The young executives
took assignments in various departments - with the greatest number going
into arenas which interested them - working on domestic programs in HUD,
Most of these executives have recently returned to their sponsoring orga-
nizations. There are numerous examples of those from industry bringing
to the Government their drive, management know-how, and objectivity.
Many made outstanding contributions to Government and proved themselves
so capable that they undoubtedly will be called upon later in their
careers for high appointive posts and advisory boards. The high-potential
Government managers also performed well in business in such diverse areas
as operations research, purchasing, social responsibility accounting, and
even new product planning.
During the course of the year, the Presidential Interchange Executives
.
met privately and in groups with Governmeht leaders for off the record
briefings. They learned and they contributed.
Without. exception the young managers (average age 33) believe they now
possess a better understanding of how business and Government can plan,
cooperate and work together in the future. They bring these ideas and
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experiences back to their organizations. As they assume larger leadership
roles; effective dialogue and action between their organization and Gov
ernment will also grow. They return as more fully developed executives
better able to cope with demands that face our nation.
Several weeks ago, a second group of 24 future Corporate officials arrived
n Washington for their assignments and eight joined the business world
from Government.
President Nixon has shown that the Management Interchange concept can work.
He plans more executive interchange. The "!Pilot Phase" is over. The
White House recently appointed 36-year old Joseph T. McCullen, Jr., a part-
in a leading New York-based consulting firm and an expert in the fields
of organization planning and manager development, as Executive Director of
the Commission. The Commission will at least double the number of execu-
tive participants in 1972, bringing the three-year total to about 130.
The days of business and Government working separately are over. What
this as yet little-known Commission has done is a drop in the ocean. But
who knows, if the interchange process had started years ago, perhaps we
would not have had to have a "Phase II".
Mr. Joseph T. McCullen, Jr.
Executive Director
President's Commission on Personnel Interchange
1900 E Street, N. W.
Washington, D. C. 20415
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? PRESIDENT'S COMMISSION ON PERSONNEL INTERCHANGE
1900E STREET NW.
WASHINGTON, D.C. 20415
February 3, 1972
Honorable William Colby
Executive Director-Comptroller
Central Intelligence Agency
Washington, D. C. 20505
Exucutiva
Dear Bill:
I enjoyed our little visit yesterday.
As promised, you will find enclosed the Operating Manual for
the Commission.
I do hope that your organization will be able to participate
in the President's Exchange Program. If I can be of any assist-
ance to you, please let me know.
The Presidential Interchange Executives would look forward to
a visit to CIA Headquarters. At this point, the only dates
that would not fit there schedule would be March 2, 7, 8, 15
and 22.
Looking forward to seeing you again soon.
Sincerely,.
Joseph T. McCullen, Jr.
Executive Director
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9FEB
MEMORANDUM FOR: Assistant Deputy Director for Support
SUBJECT : Executive Interchange Program
It is not entirely clear to me if Mr. Colby is just asking
for your thoughts on the visit to the Agency by the current class
of industry representatives. I must assume from his parenthetical
statement in paragraph 1 that he also believes we might consider a
one-year visitation for an individual from industry.
I am definitely for the two-hour visit by the group as I am
sure you are and, in fact, I would like to be present--although I
am definitely not in their age group.
On the individual tour of duty, I see a strong possibility in
the personnel field. I certainly would, welcome the assignment of
a young man from an organization known for its modern management
techniques who could, work with us on executive development planning.
Another possibility might be an assignment of an individual skilled,
in operations research to OPPB or NIPE, although the security
problem would. be much greater in these areas than in the Office of
Personnel.
CONFIDENTIAL
Exclut:d from nutamat1c
ac manta tad
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iN T L91NAL USE ONLY
MEMCRANDUM. FOR: Executive Director-Comptroller
7a
SUBJECT : Senior Seminar in General Maanageeme
i. Heretofore we have not received announcements of
the Seminar described in the attached papers. Nor are we
familiar with any of the staff of the Seminar. The subject
matter appears to be essentially the same as that offered by
a number of well-regarded institutions. The teaching methods
reflect no innovations. The students; comments are typical
of a training activity which relies heavily on involving the
participants in the learning process and emphasizing inter-
personal relationships.
2. We have prepared for your signatur
hereto a reply to Dr. Planty.
Mugu T. (;uUnInatkam.
Director of Training
Distribution:
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1-ER
-'2 - DD/S
2 - DTR
IN LF NAL USE ONLY
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JDD/S
Dr. Earl Plante, Director
Senior Seminar in General Management
3602 N. W. ?34th Avenue
Coral Springs, Florida 33065
Dear Dr. Planty:
Thank you for your letter and the brochure aescnibin ;
the Senior Seminar in General Managomeat. The l rrgrarn
appears quite interesting. Although we will be unable tL
enroll any of our officers in the forthcoming Seminar, our
Director of Training, Dr. Hugh T. Cunningham, would be
an interested recik;ieat of information on other management
training acti.ities which you may be conducting.
Sincerely,
W. E. Colby
Ezecuti,e Director
ORIGINATOR:
AP''9'?
Idugh T. Cunningham
Director of Training
CONCUR:
Distribution:
O - Adee
John W. Coffey
Deputy Director
for Support
i - ER (w/orig basic)
1 - Signing Official
612 - DD/S (w/cy 2-DTR(iw/h)
11 AFR J97Z
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Q
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SENIOR SEMINAR
' in GENERAL MANAGEMENT
3602 N. W. 84th Avenue, Coral Springs, Florida 33065
Telephone [phone]
LARL PLANTY
Director
March 24, 1972
Richard Helms, Director
CIA
Washington, D. C.
Dear Mr Helms:
I am writing to invite you or some of your senior officers and policy-making
civilians to attend the Senior Seminar in General Management. The Senior Seminar
is a two-week development program designed for busy executives not able to be
away for the four, five, or more weeks required for other programs. It is offered
for'the 18th annual session this year from June 9 through June 24 at the Hershey
Hotel, Hershey, Pennsylvania.
It is particularly useful for government agencies and for the military services.
We do not teach manufacturing, accounting, marketing, sales, engineering, nor
typical business functions that might be of little use to government managers. We
concentrate on two aspects of general management--STRUCTURE AND ACTIVATING FORCES,
broken down into teaching sessions like this:
STRUCTURE ACTIVATING FORCES
Planing, setting objectives, Breathing life into the structure:
organizing and reorganizing, motivating, communicating, counselling,
making policy, controlling, understanding, resolving conflicts,
directing, measuring, discip- managing groups, insight and sensitiv-
lining, systems development, ities, leadership styles, training and
and procedures. (The intellectual, developing, implementing change. (The
management science aspects.) behavioral, psycological aspects.)
Our Seminar is different from many other schools. We believe there are no other
programs where small groups, informality, and deep involvement of the student in
his own learning so fully prevail. Our total registration is less than half the
size of the Arden House, Columbia University program, and about one-third the size
of the Harvard Advanced Management Program, which I attended. It is also about
one-fourth the size of the AMA four week programs. In addition to the small reg-
istration, we break the groups up daily into sections of five or six students for
supervised analysis and study of cases. Students work evenings for at least three
hours in these small groups. Here they have time to go beyond the surface of com-
plex problems of policy, organization, direction, planning, and motivation. In
these evening work groups, students learn how to WORK PRODUCTIVELY IN GROUPS as
well as how to LEAD THEM. Working cooperatively and productively in groups is
sometimes neglected where most of the attention of the course goes to leadership
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I
of the group. The Seminar teaches both leadership of the group and productive
performance in it.
Please read the biographies of our staff. See the center spread of the enclosed
brochure. Each has had extensive business experience. Each teacher is a national
leader, professionally, in his field. Three of the staff are Fellows in the
Academy of Management. Two are past presidents of the Academy. Together they
have written over twenty books on Management. The Staff is our greatest strength.
Please read about them and their balance between practical doing and theoretical
research..
Since I believe you are entitled to know the background of anyone to whom you en-
trust the education of your managers, I am enclosing my own personal history. It
may well be overlong, immodest, even fulsome, but as they say in politics, it is
"complete disclosure." I am a graduate of Columbia, Cornell (Ph.D.) and Harvard
Business School. I have worked for government myself--two years in Ethiopia, four
summers in Chile, two years with the Air Forces in the USA, six months in Hawaii
and frequently in other places for short schools and courses. Thus I am familiar
with government'.s unique problems. I would personally understand and help your
candidates. Most of my staff have similar experiences.
if you wish to attend or to send a candidate or two, we would welcome the regis-
tration. Half of our attendance last year was at the level of presidents and vice-
presidents. The rest were people who reported to them. We have no objection to
taking a junior person who is highly able and looks to have an outstanding future.
WOMEN ARE PARTICULARLY WELCOME.
We would welcome you as a student or to visit the school in June if you would
like to see in action any candidates whom you send. Last week I taught in a
management development course in Winnepeg, Canada, where students from government
equalled in number those from business. It worked exceptionally well. Both
groups contributed and learned from each other.
The registration blank for you or your candidates is on the last page of the
brochure.
Sincerely yours,
Earl Planty
Director
EGP/jmb
Enclosures
P. S. IF DEVELOPMENT IS NOT YOUR PRIMARY RESPONSIBILITY, WILL YOU KINDLY
ROUTE THIS LETTER APPROPRIATELY?
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