DIRECTORATE OF ADMINISTRATION GOALS, PRINCIPLES AND STANDARDS FOR THE CIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R000901040001-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 211
• Document Creation Date: December 22, 2016
• Document Release Date: December 13, 2010
• Sequence Number: 1
• Publication Date: February 1, 1984
• Content Type: REPORT

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VOLUME
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(RECTORATE
OF
ADMINISTRATION
GOALS, PRINCIPLES AND STANDARDS
FOR THE CIA
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D/OIS SUBMISSION
First, some general comments:
1. At the Agency level, our goals should be succinct, meaningful,
and understandable. I would suggest striking from the DCI's draft
the sections dealing with organization, ethics (do we have to state
that we will not violate the Constitution or break the law?),
management style, measure of results, and standards. Toward that
end, my draft, attached, deals only with purpose and people.
2. The requirement levied on all employees by the DCI has
involved a massive effort and, as a result, has created high
expectations that the DCI truly means what he. says. Hence, employees
and managers will be awaiting certain changes; such as:
--A reversal in the trend of recent years to suck up
authority far beyond what good management practices dictate and
to return decision making to the lowest, practical level;
--Elimination of bureaucratic policies, practices, and
requirements beyond those needed to provide order or to comply
with law. Managers are stifled by countless rules, regulations,
or requirements which impair their authority or otherwise create
a needless flow of paper. The DCI should order an immediate
review:of all administrative practices to determine those which
are essential and those which can be eliminated. Moreover, the
DCI, DDCI, and ExDir should set the example and take the lead by
cancelling all practices which involve them in decision making in
matters involving the management of the Directorates--excepting,
of course, those practices which cross all Agency lines and are
needed for sound organization. As an example, the Deputy .
Directors have massive authorities and manage programs involving
tens of millions of dollars. Yet, they must seek approval for
the assignment of a GS-15 to an SIS position.
3. The DCI's speech and his subsequent request to us all has caused
excitement and high expectations. At the same time, there is a degree of
skepticism. I trust he will try to understand why the skepticism exists
because expectations have been created before. He can win over the
skeptics very easily by demonstrating by his actions that he really means
what he said.
STAT
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1. PURPOSE
To serve the American people and to help preserve our freedom by
providing the President and our Nation's policy-makers with the best
possible intelligence.
(Comment not for publication: The very heart of the CIA--the
element that has formed our character, spirit, personality, and
which has sustained us for almost 37 years--is the CIA Mission.
If one really understands the seriousness of our work and how
vital we are to the nation, giving our best and total effort,
often at great personal sacrifice, becomes very easy. For me,
therefore, the statement of purpose should deal only with why we
exist and it is all said in the Scripture etched on our walls,
"And ye shall know the truth and the truth shall make you free.")
Our people are the Agency's most important resource. To each
employee, the CIA pledges to establish personal management programs that
will:
--Assert the value and importance of each employee at all levels;
--Provide maximum job satisfaction;
--Recognize and reward quality performance;
--Encourage initiative and innovation;
--Promote excellence in every aspect of performance;
--Provide opportunities for personal and professional growth and
career development.
--Assure fairness and equitable action on all matters affecting
them.
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In turn, employees pledge their support, dedication, and commitment
to the Agency's mission as well as their understanding of and compliance
with CIA's standards of security'and integrity.
(Comment not for publication: To fulfill our statutory
mission, the Agency needs the best possible workforce, of all
types and all levels. It is not only important to recruit the
best, we must retain the best. Our employees must be led to
believe that each has worth, that no matter at what level each
employee's contribution is important, and that superiors will
make every effort--through training, career development
opportunities, and recognition--for each employee to attain full
potential, and attain reasonable expectations of advancement.)
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D/OIS Comments on OIS Submissions
1. Our Divisions and Staffs were provided the basic materials. My
only guidance to them was that they should provide all of their employees
a full opportunity to participate and to contribute to the DCI's
request. They were free to interpret the DCI's request in any way they
chose, but they were required to send me composite and/or individual
responses.
2. The results were somewhat limited and not very creative. Except
in one instance, what our Staffs did was to critique, comment, and
propose suggestions solely on the DCI's Statement of Goals, Principles,
and Standards. I had hoped that some of our people might have proposed
an entirely new set of objectives or perhaps a different format or
approach. Perhaps it would have been a more challenging assignment if
they had not had the DCI's Statement in hand but, rather, were charged
with developing Agency goals de novo.
3. Notwithstanding the above, it is clear that OIS personnel not
only welcomed the opportunity given them by the DCI but were impressed
and pleased that he desired their views. They obviously enjoyed the
interaction that took place; for many, it was the first such opportunity
they have had during their entire career. Thus, if nothing more comes
out of this effort than just that, it was well worth it.
4. Most of the submissions suggested a tightening of language and a
crisper statement. Two of our senior officers commented on the obvious-
that all of this will only succeed if top management sets the example by
their own conduct.
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STATEMENT OF CIA PURPOSE AND PRINCIPLES
Purpose: To provide a timely, honest, and objective intelligence
product that is of the highest quality, relevance, and value to our
customers.
To accomplish this purpose, we will follow these principles:
--Work as one agency in a cooperative manner sharing information
and expertise while respecting the integrity and value of each
component.
--Conduct our activities in accordance with the Constitution, the
laws of the United States, and within the moral structure and fiber
of our society.
--Protect our sources and methods.
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--Respect each others' rights and contributions while ensuring the
opportunity for all of us to progress according to our ability and to
be recognized and rewarded for our growth and accomplishments.
--Provide a climate where ideas may be pursued in a creative and
initiative manner while accepting that an occasional failure is only
a step toward success.
--Delegate authority to the lowest level necessary to effectively
coordinate our activities.
We will judge our success on the:
--Efficient use of our resources in fulfilling the Agency's
purpose.
--Improvement in the quality of our product even when our
customers express satisfaction.
--Adherence by all to the standards established by CIA leaders in
attaining our purpose and involving the principles that govern our
activity.
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14 February 1984
ME ORANDLM FOR THE RECORD
FROM: Classification Review Division
SUBJECT: Statement on "In Search of Excellence"
1. The following is CRD's statement of what we believe CIA's philosophy
and values should be. It is brief and written in basic terms so that it will
be understood and remembered by all employees from clerk to DCI. It is a
positive statement, in the belief that stating what should be, will be. This
philosophy will only be successful, however, if the DCI on down put their
money where their mouths are and reward only those managers who support and
encourage these values, which already exist to a large degree in our excellent
and highly selected work force.
2. Society is in the Age of Information. CIA's business is information.
We are, therefore, on the cutting edge of where the action is in today's
world. Information and how it is obtained, processed, and used will shape
our lives--professionally and personally--for decades to come.
3. CIA is a service organization. Our customer is the American public
and our product is intelligence. We produce the best intelligence possible
to help preserve our society's way of life under the Constitution. We
achieve this because we remember that we are all one government, working
for a common good. We are honest and helpful in dealing with our consumers
and clients. And, above all, we are always truthful and objective in our
product individually and collectively.
4. The secret of our success is our people--our most important resource.
Our managers delegate authority to the lowest level, give a high degree of
freedom and autonomy to each employee to explore and develop ideas, and are
forgiving of occasional failure. CIA encourages its people to be the best
that they can be--and demands excellence and integrity from all.
S. The following are suggestions that, we believe, could move the Agency
in the proper direction:
6. All persons should be paid at the rate of the position which they
occupy so long as they perform satisfactorily. An alternative would be
to pay each employee according to a given rank and assign a stipend for
each position. This stipend would be based on the degree of responsi-
bility, difficulty, etc. of the position and would be paid to the person
occupying the position.
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SUBJECT: Statement on "In Search of Excellence"
7. There should be no RIF programs. They are unfair to many employees,
hurt morale, and create a rift between management and employees. Foresight,
proper management, and use of attrition would eliminate the need for RIF
programs.
8. More consideration should be given to rotational assignments among
directorates and between the Agency and private industry and academia.
The alternative would be to separate the collection and production elements
into completely separate departments.
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118 DEB 1984
MEMORANDUM FOR: Director of Information Services
Chief, Information and Privacy Division
SUBJECT: Goals, Principles and Standards for the CIA
REFERENCE: Memorandum from the DDA to DDA Office Director
on 25 January 1984: Same subject
1. The opportunity to participate in this exercise, as
submitted by the DDA memo of 24 January 1984, has been a very
rewarding and informative experience for the Information and
Privacy Division. On the positive side all employees
participated in one form or another, either through their
supervisor or by attending two Division meetings, and provided
? important insights and observations about the Agency and its
management and personnel practices. The impression one gets is
that the Agency is an exciting place to work and that it should
be, and is the best at what it does.
2. We did learn a great deal about IPD management styles
and expectations and find that we, as well as other Agency
managers, need to give positive feed back to employees more
frequently. Communications too often consist of instruction on
what to do and not enough on verbal and written recognition of
a job well done. Division employees agree with the thrust of
the draft "Statement of Goals, Principles and Standards For
CIA" as contained in the referenced DDA instruction package.
What we have provided (attached) are ideas and suggestions that
should be embodied in such a set of standards, primarily
focused toward people needs and concerns related to
opportunities, the bureaucratic process, and rewards that
should flow from the system.
3. In summary, this has been a most beneficial experience,
one that we can learn and grow from to the benefit of the
Agency and to its most important asset., its people.
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STAT
STAT
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is The following suggestions are offered by the personnel of
IPD, not so much as additions to the "Statement of Goals" but
rather as actions that will help us attain these goals.
Organization
1. While compartmentation is necessary, the Agency should
be viewed as one entity, with everyone--whatever his or her
assignment--contributing to the total team effort.
2. A spirit of teamwork can be generated by rotational
assignments between directorates, thus allowing people to see
how each job contributes to that total effort.
Ethics
1. The Agency should avoid politicization, giving every
administration the best, most accurate intelligence possible on
which to base policy decisions whether or not that intelligence
is what the administration wants to hear.
2. Agency employees would be more comfortable with public
scrutiny if officials would deny outright more of the
allegations that portray us as unethical.
0 People
1. The people of the Agency are our greatest resource.
They should be carefully selected, trained on a continuing
basis, and allowed more information about job opportunities.
2. There is no "elite corp" within the Agency; we all
constitute an elite corp. Mutual respect and cooperation are
essential, whatever one's grade or position.
Management
1. Employees should be encouraged to participate in
problem solving as an alternative to institutionalized decision
making, i.e., such as participating in this exercise.
2. Managers should be able to reward exceptional
performance more readily and closer to the actual performance.
3. Employees should be told when they are doing a good
job; there should be more feedback and more verbal and written
recognition of good performance.
4. A reduction in paperwork and bureaucratic exercises
would leave managers free to do more of the above.
5. Management should be able to respond in a more timely
fashion to employee needs for space, equipment, and furniture.
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14 February 1984
MEMORANDUM FOR: Director of Information Services
Chief, Records Management Division
SUBJECT: Comments on the DCI's Proposed Statement of Objectives
and Principles for CIA
1. Each of the three branches in RMD was asked to prepare comments on
the DCI'S proposed statement of objectives and principles. The three branch
chiefs approached this task in a similar manner; they allowed time for their
branch members to review the handouts and then met with them to discuss the
DCI's draft statement. These discussions led to the drafting of comments
and, in the case of the Records Systems Branch, the re-drafting of the
objectives and principles themselves. Copies of the comments or revisions
prepared by each branch are attached at Tab A. The branch chiefs indicated
that all members of the division participated in the discussions, which were
characterized as open, frank, and useful.
2. After the branches completed their discussions, I met with the
branch chiefs to solicit their comments on the DCI's statements. Their
views, which are shown at Tab B, reflect their own thoughts, as well as some
of their branch members. As you will see, the comments indicate that
division members support the idea of a statement of goals and principles,
but felt that they could be stated more succinctly and directly. The
Records Systems Branch has provided a re-draft which provides an exposition
of those goals.
Attachments
1. Tab A
2. Tab B
STAT
STAT
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10 February 1984
MEMORANDUM FOR: Chief, Records Management Division
FROM: Chief, Archives and Records Center Branch
SUBJECT: Branch Comments on the DCI's Statement of
Objectives and Principles for CIA
The Branch discussion started very slowly, but steadily
intensified to the point where everyone was involved. Attached
are our comments. (U)
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Purpose. To provide accurate, comprehensive intelligence support
to a roa range of consumers in a timely manner and in a form to be of
? greatest utility. No matter what job we have or the nature of our immediate
tasks, our independent and collective efforts are all directed towards this
purpose.
We agreed that the Agency's purpose was basically OK, however, possibly
more pressure should be applied to assure the guidelines are followed.
Organization. The CIA is made up of operating elements that are critically
depen ent on one another to support their individual and joint activities. Each
element's departmental and national responsibilities are respected and, in turn,
will undertake to contribute to and make use of the role and performance of
other relevant elements.
We felt that in some cases different elements were performing similar
activities, without the other element being aware of it. Possibly, some
office could act as a clearing house to assure that similar activities
are coordinated and still maintain the need-to-know concept.
Ethics. Our activities are conducted under the Constitution and laws of
the United -States. The nature of our work is such that every member of the
Agency must be aware of and sensitive to the letter and spirit of this legal
context, and manifest the highest degree of integrity in performance and
conduct.
We agreed with the Agency's statement of ethics, however, being
under cover you are put in situations that are not always ideal.
People. CIA's people are the root source of its capabilities. The
strength of the organization is dependent on the quality of its people, and
its future is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
We felt that every effort should be made to recruit the most qualified
and dedicated people with disregard to quotas. We also felt that whenever
possible, advancement should be from within. We also recognize that the
strength of any organization is dependent on the quality of its people, and
felt there should be some way to award its high performing people immediately,
such as cash awards, etc. We felt there should be some mechanism added
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that makes it much easier to terminate people that are just not doing
the job. We have seen cases where people have been transferred to another
? position, when we felt they should have been terminated. We also feel that
rotation for the sake of rotation should not be practiced.. Rotate only when
it is mutually helpful for the employees and the Agency.
Management. CIA's operating style is to foster initiatives and creativity
by allowing the individual great freedom of action in attaining well-defined
objectives, while requiring efficiency, accountability, and results at all
levels.
Basically, we agreed with the Agency's management concept. The idea
that we felt could possibly be added was that the Agency should assure that
all levels are consulted when decisions are made, especially the level that
is affected by the decision.
Measure of Results. Business organizations measure results in profits,
return on investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value.. This
is achieved by meeting the needs of customers more satisfactorily than
alternative sources. As a public service, this organization does not have
? profitability and capital value to measure its results. Still, its results
are in the satisfaction of its customers in the value, relevance, and
timeliness of the intelligence and operational inputs they receive. Those
results come from the qualities of its people and their creativity, dedication,
and success in utilizing technology and resources to collect, analyze,
and apply information and judgment to foster the security and prosperity of
the United States. The resources needed to achieve those results come from
the way the President and the Congress and the public assess and value
these results.
Agency employees should strive to do the best job possible and could
only be measured or compared against operations that have similar
responsibilities. We can only measure our results against how quickly,
accurately, and diplomatically we serve our customers.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and personal
resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden challenges;
-- leadership and recognition as the best intelligence service in
the world.
Agree.
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10 February 1984
MEMORANDUM FOR: Chief, Records Management Division, OIS
Chief, Records Systems Branch, RMD
REFERENCE: Memorandum from DDA to office Directors dated
25 January 1984; Subject: Package for Managers
as a Guideline for Development of Goals, Principles,
and Standards for the CIA
Each member of the Records Systems Branch has reviewed the material
provided by the DCI, and the branch has met as a group to critique and
improve the draft statement of goals. In general, we agreed with the basic
substance of the goals but felt they were too wordy and repetitious. We
also felt there should be more emphasis on individual initiative and on
leanness and clarity in management. In the attached paper we have listed
each goal as originally drafted, followed by our proposed revision.
STAT
STAT
is
Attachment:
As stated
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Purpose. To provide accurate, comprehensive intelligence support to a
broad range of consumers in a timely manner and in a form to be of greatest
utility. No matter what job we have or the nature of our immediate tasks,
our independent and collective efforts are all directed towards this purpose.
To provide timely intelligence support of the highest
quality, relevance, and value to our consumers.
Organization. The CIA is made up of operating elements that are
critically dependent on one another to support their individual and joint
activities. Each element's departmental and national responsibilities are
respected and, in turn, will undertake to contribute to and make use of the
role and performance of other relevant elements.
To work together as one Agency, with each element
supporting the activities of others while drawing upon their unique
capabilities and respecting their individual responsibilities.
Ethics. our activities are conducted under the Constitution and laws
of the United States. The nature of our work is such that every member of
the Agency must be aware of and sensitive to the letter and spirit of this
legal context, and manifest the highest degree of integrity in performance
and conduct.
To conduct our activities in compliance with the letter and
spirit of the Constitution and laws of the United States, with each person
displaying the highest degree of integrity in personal conduct and in
carrying out the special requirements and responsibilities of our work.
People. CIA's people are the root source of its capabilities. The
strength of the organization is dependent on the quality of its people, and
its future. is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
To provide a productive and rewarding work experience by
affording opportunity for professional and personal growth through
increasingly challenging assignments, travel, and training.
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Management. CIA's operating style is to foster initiatives and
creativity by allowing the individual great feeedom of action in attaining
well-defined objectives, while requiring efficiency, accountability, and
results at all levels.
To encourage individual initiative and creativity by
allowing freedom of action in developing and attaining clear objectives, by
accepting occasional failure as a necessary step toward success, and by
reducing levels of management to the absolute minimum needed to effectively
coordinate our activities.
Measure of Results. Business organizations measure results in profits,
return on investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value. This is
achieved by meeting the needs of customers more satisfactorily than
alternative sources. As a public service, this organization does not have
profitability and capital value to measure its results. Still, its results
are in the satisfaction of its customers in the value, relevance, and
timeliness of the intelligence and operational imputs they receive. Those
results come from the qualities of its people and their creativity,
dedication, and success in utilizing technology and resources to collect,
analyze, and apply information and judgment to foster the security and
prosperity of the united States. The resources needed to achieve those
results come from the way the President and the Congress and the public
assess and value these results.
To assess our performance in terms of efficient
and effective use of people, technology, and the taxpayers' dollar in
protecting the security of the United States.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and personal
resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden challenges;
-- leadership and recognition as the best intelligence service in
the world.
(With the simplified statement of goals, this restatement
is unnecessary--as reflected in the shortened overall title above.)
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RECORDS MANAGEMENT DIVISION COMMENTS
ON THE DCI's PROPOSED STATEMENT
OF GOALS, PRINCIPLES, AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence support to a
broad range of consumers in a timely manner and in a form to be of greatest
utility. No matter what job we have or the nature of our immediate tasks,
our independent and collective efforts are all directed towards this purpose.
We felt that the relevance of intelligence support, as well as its
responsiveness to specific consumer needs, should be included in this
statement. The purpose probably should also reflect the Agency's
responsibility to protect classified information from unauthorized
disclosure.
Organization. The CIA is made up of operating elements that are
critically dependent on one another to support their individual and joint
activities. Each element's departmental and national responsibilities are
respected and, in turn, will undertake to contribute to and make use of the
role and performance of other relevant elements.
While there was general agreement with this statement, we felt that it,
in some ways, stated the obvious and should be recast in the form of a
goal. It was also observed that the Agency's decentralization, while
necessary from a security viewpoint, detracted from cooperation between
components. In general, we felt that the statement should reflect the need
for Agency components to share information and expertise whenever security
considerations permitted.
Ethics. Our activities are conducted under the Constitution of laws of
the United States. The nature of our work is such that every member of the
Agency must be aware of and sensitive to the letter and spirit of this legal
context, and manifest the highest degree of integrity in performance and
conduct.
It was felt that this statement should reflect the need for Agency
employees to act in accordance with legal requirements and not simply to be
aware of them. We agree with existing Agency policy that the appearance of
our actions, as well as the actions themselves, should reflect our respect
for and compliance with the laws of the land.
People. CIA's people are the root source of its capabilities. The
strength of the organization is dependent on the quality of its people, and
its future is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
We agree with this statement, but felt that it was too long and that
the statement on management should be included under that section. We
believe that the comment on employee development should indicate the
progressive nature of assignments. There should also be a statement
reflecting that employees' skills are recognized through awards and not
simply assignments, training, etc.
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Management. CIA's operating style is to foster initiative and
creativity by allowing the individual great freedom of action in attaining
well-defined objectives, while requiring efficiency, accountability, and
results at all levels.
While agreeing with the thrust of the statement, we believe that too
many layers of management have developed, stifling initiative and
creativity. We also feel that the statement should recognize the need for
occasional failure if we are to foster creativity and initiative in our
employees. The bureaucratic structure, and the attendant requirement to
play by the rules, does not encourage risk-taking or experimentation with
new approaches.
Measure of Results. Business organizations measure results in profits,
return on investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value. This is
achieved by meeting the needs of customers more satisfactorily than
alternative sources. As a public service, this organization does not have
profitability and capital value to measure its results. Still, its results
are in the satisfaction of its customers in the value, relevance, and
timeliness of the intelligence and operational inputs they receive. Those
results come from the qualities of its people and their creativity,
dedication, and success in utilizing technology and resources to collect,
analyze, and apply information and judgment to foster the security and
prosperity of the United States. The resources needed to achieve those
results come from the way the President and the Congress and the public
assess and value these results.
It was felt that the first three sentences of this statement appeared
to be an apology and probably are not needed. We believe that the emphasis
should be on the efficient use of our resources in fulfilling the Agency's
mission. In this regard, we believe that the Agency should strive to
improve the quality of its products even when our customers express
satisfaction.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden challenges;
-- leadership and recognition as the best intelligence service in
the world.
While finding no fault with these standards, we believe them to be
repetitive of items included under other headings and probably should be
deleted or boiled down.
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?
SUBJECT: Response to DCI Requests Concerning the Draft
Statement of CIA Objectives
In accordance with the requests contained on the last page of the DCI's
24 January 1984 speech, Information Technology Branch personnel prepared a
critique of the draft statement of objectives and a summary of the most
important thoughts and recommendations that developed in the process.
Attached as two items are our critique and summary and, as requested, we
have limited our response to just over two pages.
Attachments:
As stated
STAT
STAT
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ITB CRITIQUE OF DCI'S PROPOSED STATEMENT OF GOALS, PRINCIPLES, AND STANDARDS
FOR CIA
We propose that the seven CIA category/descriptions be organized by the
respective title grouping which they address, for example:
Purpose
Organization
Ethics
Personnel
Management
Standards
?
in addition the category "Measure of Results" should be listed last at the
bullet level, because it summarizes previous definitions.
Purpose.
We have no disagreement with the statement of purpose but believe that
it should include the fact that intelligence support should be
responsive to the needs of consumers. The protection of intelligence
sources and methods should also be considered for inclusion.
Organization.
We agree with the statement on organization but it was noted that the
decentralized nature of the Agency negatively affects ideal cooperation.
Ethics.
We agree with the statement on ethics but believe it is important that
it also include words to the effect that the Agency will not operate
outside of its charter.
People.
In the first sentence several people did not like the words "root
source." " Fundamental" was suggested as an alternative word. In
addition, most people did not care for the third sentence. In
particular it was felt that the statement concerning management added
little. It was suggested that the third sentence be dropped and the
following substituted: Individuals and work units are compensated for
superior performance through personal and organizational recognition
and/or monetary rewards. CIA promotes advancement through continuing
programs of training and education to upgrade professional and personal
growth and is supportive of equal opportunity and affirmative action.
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Management.
Add to the statement on management that freedom of action is ensured by
providing each individual with well-defined authorities. Several
people also thought that this should be the place to state what the
selection criteria for managers are. A possibility: Managers are
selected for their ability to lead, plan, and inspire, as well as their
sensitivity to human relations. Each manager must promote excellence
through his or her own performance.
Measure of Results.
The fact that we are not a private institution is self evident and need
not be stated. In the sixth sentence we would add the word
"initiative," i.e.: These results come from the qualities of its
people and their creativity, dedication, initiative, and success in
utilizing technology and other resources to collect, analyze, and apply
information and judgment to foster the security and prosperity of the
United States.
Standards.
This could probably be stated as one sentence. We suggest something
similar to the following: As dedicated public servants we seek
excellence in our profession for the purpose of providing the best
intelligence support to the Nation as is possible.
?
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? ITB personnel fully support the objectives of the DCI in this exercise,
although there was some concern that in the end it would result in
nothing but "hype."
? The strength of CIA is dependent on dedicated, quality people motivated
by the knowledge that their efforts are recognized as important
contributions to the success of the Agency.
? There tends to be excessive layers of editorial and bureaucratic
management review; excessive layering is encouraged by our performance
evaluation and job grading systems.
? Consider having promotion boards review personnel talents as they apply
to potential jobs instead of ranking one individual against the other;
select best qualified person for a particular job and automatically
promote individual to the level of the job if performance is
satisfactory.
? Most individuals know their responsibilities but their authorities are
often not clear. Authorities should be clearly stated and not
infringed upon unless responsibilities are not being properly handled.
Fear of failure is real, therefore fear of risk-taking is real. Fear
of risk-taking leads to "wheel spinning' and creativity is stifled.
? Perceived lack of confidence in personnel leads to thoughts of "I can
not win".
? Individuals work best when given the greatest amount of freedom;
guidelines, reporting requirements, and completion dates are usually
all that are necessary. Excessive ad hoc reporting on the status of
projects is disruptive.
0 Policies, standards, and objectives should be well publicized and under
constant review with a view toward what is ahead.
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14 February 1984
0
FROM:
SUBJECT:
Chief, Regulations Control Division
Regulations Control Division's Recommended Changes to
Draft Statement of Objectives for CIA
REFERENCE: DDA Memorandum to Office Directors, same subject, dated
25 January 1984
As requested in the reference, the members of the Regulations Control
Division have given considerable attention to the Director's charge to
develop a statement of principles and standards for the CIA.
Accordingly, we have modified the draft statement of CIA objectives as
presented and forward the attached set of objectives which we believe are
more relevant to a dynamic organization such as CIA.
STAT
STAT
Attachment:
As stated
AT\MTATTQrmD A-TTTTV - TTTTrDTT AT TTQT; (miTV
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 STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
?
Purpose. To provide accurate, timely, and comprehensive intelligence
information and support to the President and the National Security
Council to enable them to formulate correct decisions on Foreign Policy
and National Security, thereby serving the best interests of the United
States. Further, that the CIA extend this dedicated effort to a broad
range of consumers providing them with the best intelligence possible on
a time-critical basis and in a form to be of the greatest value and
utility.
Organization. The CIA consists of operating components critically
dependent on one another to support individual and joint activities. The
integrity of each component is respected, and all are vital to the
successful accomplishment of the overall mission of the Agency.
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Regulations Control Division
14 February 1984
Ethics. Our activities are conducted in accordance with the
Constitution and laws of the United States. The nature of our work is
such that each member of the Agency is aware of and sensitive to the
letter and spirit of this legal context, and manifests the highest degree
of integrity, professionally and personally. Each person is mindful that
the Agency operates within a democratic society and its activities always
will be in harmony with the proper functioning of that society.
People. The spirit of CIA is embodied in its people who are the root
source of all its capabilities. The strength of the organization is
dependent on the quality of these people, and the Agency's future is
directly related to management's recognition of and strict adherence to
this principle. Opportunities must be afforded for their professional
and personal growth. Skills are recognized and fostered through
training, travel, and assignments. Management personnel are selected for
their leadership ability to relate to others, to generate enthusiasm to
pursue our objectives, and to promote excellence exemplified by their own
performance. Individual effort for self-improvement is always encouraged
and noted.
Management. Management solicits from all levels the individual's
views and ideas and acknowledges them. Senior managers move informally
among Agency personnel, particularly outside of Headquarters, encouraging
creativity and fostering initiatives; individual freedom of action in
attaining well-defined objectives is supported while, at the same time,
efficiency, accountability, and results are required. Management
recognizes that effective communication is the life-blood of an
organization and from it flows mutual understanding, respect, and loyalty.
Measure of Results. As a public service, this Agency's results are
measured by the degree of success and effectiveness achieved in promoting
and safeguarding vital security interests of the United States. The
utility, value, relevance, and timeliness of intelligence information and
operational support provided to the President and senior government
advisors, and their satisfaction with it, is directly proportional to the
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Regulations Control Division
14 February 1984
?
measure of success and results achieved by the Agency in carrying out its
mission. Consumer satisfaction is deemed critical in measuring
effectiveness but knowing that we have put forth the best effort and the
best product possible is crucial to the fulfillment of our goals.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- respect for the individual;
-- effective communications at and between all levels;
-- development of outstanding skills, confidence, personal
pride, and personal resources in our people;
s
-- recognition and effective utilization of all personnel;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden
challenges;
-- leadership and recognition as the best intelligence service
in the world.
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Submission of Chief, Personnel and Training Staff
People
CIA's people are the root source of its capabilities. The strength
of the organization is dependent on the quality of its people, and its
future is related to the developmental opportunities and career enhancing
training it affords for their professional and personal growth.
Management personnel are selected for their ability to inspire enthusiasm
and promote excellence based on their own demonstrated performance.
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Submission of Chief, Plans and Management Staff
The "Statement of Goals, Principles, and Standards for CIA" has all
the essential elements. More critical to the success of our organization
than minor refinements is our faithful, unaltering adherence to its
basics. IBM, for example, stresses early on that the most important
single factor in corporate success is faithful adherence to (their)
beliefs. It is no less true for the CIA. If there is no follow-on to
implement this statement of objectives, and if employees, especially the
newer ones, feel that this is just one more exercise taking time away
from the daily work, it will have negative results. Indeed, it would be
better not to attempt it.
We talk a lot about the need for employee integrity. Certainly, it
should come from within each of us, but it must be fostered and nurtured
by those occupying the positions of leadership at the very top. Every
successful corporation we have read about in In Search of Excellence
operates in this manner. After first articulating their principles, top
management must live them, promote them, and, in fact, demand their
strict adherence at the highest level all the way down to the lowest
level employee. Once employees perceive that management is serious and
is truly living and applying their principles, they not only will follow
but will catch the spirit. It is a fact that people emulate the moral
character of their leaders. Once the example, spirit, and force come
from above, in little time employee support will flow willingly.
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0
9
Submission of Budget and Finance Officer, OIS
My comments in regards to the Director's statement are basically from
a personal perspective involving experience working in several
Directorates and service organizations that deal with a wide range of
activities and employees. Over a period of time it appears that the
Agency has suffered setbacks resulting from external sources and this
will probably always be the case in a society which does and should have
the right to be informed as to what its Government and appointed
officials are doing. The nature of intelligence work necessarily limits
public knowledge of many activities and missions and I feel most people
support this as a necessary evil that in a more perfect world would not
be necessary.
During the past, present, and, hopefully, the future, the Agency has
withstood external challenge and an increasing oversight which in some
cases cross the fine line between the right of public knowledge and
accomplishment of our mission. I feel there are issues that the Agency
can and must control in order to retain public and Congressional
confidence. All levels of the Agency, but more specifically the
management levels must exercise extreme care that financial dealings be
above possible reproach. A second area that was not mentioned in the
Director's remarks is of a broad scope but I feel is vital to the basic
goals of the Agency as it deals with the real and perceived
"politicalization" of our efforts. If our singularly most important
function is to provide the executive and legislative branches with
information to formulate policy decisions, we must retain the
independence to ensure a product that is untarnished by political
considerations. If this is not the case, I believe we will lose the
confidence of the public and our own employees. It appears that this is
an area that relates to the goals, principles, and standards for CIA.
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Submission of Management Officer, OIS
PREFACE: To give myself a sense of perspective in accepting the
challenge of the Director's tasking regarding a "Statement for CIA," I
first took his statement provided and framed it within the context of
OIS--as I see it. It was a fun exercise; whether it has value, I defer.
But I am including it along with my contribution to the Director's
tasking just to permit OIS senior officers a different view.
As to the specifics of the Director's statement, I have only one area
in which I feel moved to contribute. I have, therefore, not made any
"revisions"--for revisions' sake--to the other areas of the Statement.
ETHICS: The challenging dichotomy of living in a free society while
working in a "closed" system (CIA) mandates that CIA personnel--and
activities--be subject to the greatest, ongoing scrutiny possible by
qualified and knowledgeable individuals both within and without the
Agency. While the nature of our work (collection, dissemination, and
protection of intelligence information) requires that we be particularly
sensitive to the national security of the United States, nevertheless, we
must also recognize that the laws of our free society dictate that we be
responsible and responsive to any misperception U.S. citizens may have of
us. We should exercise the highest degree of conscientiousness and
integrity in the performance of our duties bearing in mind that we too
are members of the citizenry and as such have a vested interest in
ensuring that we do not overstep the bounds of moral and ethical
obligations in any misguided intent of serving a particular person or
interest group or segment of our society.
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STATEMENT OF GOALS, PRINCIPLES, AND STANDARDS FOR OIS
Purpose: To provide accurate, comprehensive information handling
support within the Agency in a manner that will ensure proper
accountability and immediate response in producing records to
intelligence analysts, administrative personnel, and support officers in
a form of greatest utility to them. The collective effort of OIS is
directed toward the goal of providing that type of records keeping
support vital to the needs of this Agency in order to ensure that the
Agency's end product becomes an effective and useful took to key
policymakers and defense personnel in the conduct of the foreign policy
of the United States.
We will do our best to tackle any task relating to the collecting,
protecting, and disseminating of records within our charter
responsibilities.
Organization: OIS is composed of records managers and information
control officers dedicated to information handling and protection of all
Agency material--particularly classified material and to support Agency
activities on all fronts.
Ethics: Our activities are conducted under legislative enactments,
Executive orders, and Agency regulatory issuances. The nature of our
work is such that we must be particularly sensitive to the security of
material under our custodianship while at the same time recognizing that
we are responsive to the needs of the public as stated in law (FOIA and
PA). In the latter, particularly, we should manifest the highest degree
of conscientiousness and integrity in the performance of our
responsibilities bearing in mind that we too are members of this
country's electorate and as such have a vested interest in ensuring that
this Agency also functions for the good of all the citizenry and not just
a select few.
People: Dedicated personnel are the root source of OIS'
capabilities. The effectiveness of OIS is dependent on the quality of
its personnel, and future growth in efficiency and service is related to
the professional growth of our personnel and to the acquisition of
motivated individuals. Skills are recognized and enhanced skills are
fostered through proper training and the promotion of motivational
attitudes of excellence. Management personnel are selected for their
ability to inspire enthusiasm and promote the desire to excel based upon
their own example and professional performance.
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Management: OIS' operating style is to foster initiatives and
creativity by allowing and encouraging freedom of action in the pursuit
of well-defined objectives. Management efficiency, accountability, and
production is required at all levels--managerial and non-managerial.
Measure of Results: As a specialized support service to the Agency,
OIS' profitability and capital value--used as a measure of results in the
private sector--are expressed in the satisfaction of its colleagues in
the other components as they are able to obtain, store, and retrieve
vital information in the most expeditious manner. When we receive word
of "a job well done" in providing vital records and in suggesting ways in
which most effectively to store material for retrieval, that is our
measure of results. The resources in manpower and equipment needed to
achieve this measure of results comes from the response we receive from
those we serve.
Standards: (Pretty hard to add to perfect statements.')
(FOR OIS ONLY: Leadership and recognition as the best information
handling service in the Agency--the title is apparently, presently held
by
STAT
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SECRET
SECRET
DIRECTORATE
OF
ADMINISTRATION
GOALS, PRINCIPLES. AND STANDARDS
FOR THE CIA
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ODP 84-221
16 February 1984
MEMORANDUM FOR: Deputy Director for Administration
virector ot Data-Processing
SUBJECT: ODP Evaluation of Agency Goals
1. Attached are responses from within the Office of Data
Processing to the DCI's call for the establishment of Agency
goals and creed. In addition to the attached, the Office of
Data Processing is undergoing a goal-setting exercise,
previously scheduled, the results of which will be made
available to you approximately 22 February 1984.
2. There is a substantial and gratifying degree of
consensus with regard to the higher level aspects of the
Agency's reason for being. The most salient factors which
derive from a review of the attached are:
o The Agency's role is a vital one for the existence
of the nation.
o We need to constantly improve the quality of our
effort.
o We are unique.
o We must devote considerable effort to the
development of our personnel, with a major stress upon
creativity.
o We suffer from bureaucratic hardening of the
arteries and should divest ourselves of all bureaucratic
trappings.
o We must as an Agency become more comfortable with
taking risks.
o We need to push forward the frontiers of
technologies in those areas which enhance our doing our
job.
STAT
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? SUBJECT: ODP Evaluation of Agency Goals
o We must function in accordance with the standards
of ethics and morality which our society wants.
o We must recognize that people are our most
important asset.
3. The above are not in any particular order.
STAT
Attachments:
As stated
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THE CENTRAL INTELLIGENCE AGENCY'S ETHOS
The Central Intelligence Agency was created by action of
the Executive and Congressional Legislative Branches of the
Federal Government to prevent the repetition of the Pearl
Harbor experience - that is the unexpected initiation of war
against this country. This act of creation carries the basic
seeds of the Agency's reason for being - the provision of
secret intelligence within the framework of the American
Constitution, culture and societal expectation. This, in turn,
means that The Central Intelligence Agency is unique among
intelligence organizations in functioning as a secret
intelligence entity, within an open society subject to the
accountability levels of that society.
From this kernel of meaning derives the next level of
goals:
The establishment and exercise of the most capable
techniques of collecting information on a global basis at both
the micro and macro levels; the establishment of internal and
external reporting techniques which assure accountabililty and
ensure that no unethical or illegal activities exist.
At this level we begin to address the "how to" of the
execution of these idealized goals.
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We must pursue actively and aggressively all of
frontiers of knowledge with regard to collection.
We must remember the uniqueness of our existence and
use that uniqueness to attract the best and brightest people to
the service of this Agency.
We must provide our employees with the opportunities
to achieve their fullest potential.
We must avoid the hardening of the arteries that
comes with bureaucratic aging, daring to be different and
daring to take risks.
We must remember that our goal is to convert informa-
tion into intelligence to assist the policy formulation.
Our role is not to formulate policy.
We must organize in such a fashion that the structure does
not inhibit the accomplishment of the organizational goals.
STAT
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PREAMBLE
? Any United States Government organization, to survive and succeed in our
democratic free society, must have a well defined mission and a strong
set of beliefs and principles, which transcend administrations, to guide
its policies and actions.
? The most important single factor in the success of a United States
Government agency is the confidence of citizens and their elected offi-
cials that the agency is performing a necessary public service and is
faithfully adhering to guiding beliefs and standards that uphold the
principles and traditions of a democratic society.
? To meet the tough and sudden challenges to an intelligence organization
in a changing world, the CIA must be prepared to change everything about
itself excepts these fundamental beliefs.
BELIEFS
The Customer
The primary purpose and reason for existence of the CIA is to protect the
security of the United States as well as.the personal safety and freedoms of
its citizens.
STAT
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The Product
The CIA produces accurate and timely information about the capabilities,
? intentions, and activities of foreign powers, organizations, or persons and
their agents as an essential ingredient to informed decisionmaking in the
areas of national defense and foreign relations.
The Profession
Intelligence is an honorable and necessary profession to which high caliber
men and women can be proud to dedicate their lives. These excellent men and
women are the root source of CIA capabilities in its diverse and interdepen-
dent activities. The Agency supports the American tradition that all persons
should receive-fair, impartial, and equitable treatment at the hands of the
Government. At the same time, the Agency expects that, in the interest of
national security, all persons privileged to be. employed by the CIA shall-be
reliable, trustworthy, of good conduct and character, and of complete and
unswerving loyalty to the United States, as evidenced by their willingness to
accept reasonable limitations and controls on the exercise of their individual
freedoms and independence of action.
In return for their loyalty and dedication to the United States and the
mission of the CIA, the Agency provides its people with:
? Opportunities for professional and personal growth through training,
travel, and challenging assignments;
? Recognition of their contributions through awards and promotions based on
merit and performance;
? Resources and facilities necessary for a creative and productive
environment;
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is
? Personal and professional support services unequalled anywhere in civil-
ian agencies;
? High quality management personnel who are selected for their ability to
inspire enthusiasm and promote excellence, and for their concern for peo-
ple.
GOALS
? Protect the United States against hostile activities of foreign origin.
? Develop and protect the intelligence sources, methods, and analytical
techniques necessary to be the best intelligence service in the world.
? Develop the confidence of the American people in the CIA as a protector
of national security and individual freedoms.
STANDARDS
? Seek and report the truth -- even when unpleasant or unpopular.
? Excellence of performance in all activities.
? Ethics and integrity of the highest order in accord with the Constitution
and laws of the United States.
? Recruit, develop, and retain the highest caliber intelligence officers.
? Flexible and decentralized management held accountable for meeting cen-
tralized objectives.
? A balanced approach to intelligence collection using all legal means
available.
?
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?
9 February 1984
MEMORANDUM FOR: Director of Data Processing
Executive Officer, ODP
STAT
SUBJECT: Statement of Goals, Principles and Standards
1. This memorandum constitutes my contribution to the statement of
Agency goals, principles and standards...ie, the Green Book exercise.
2. At the outset, I would like to briefly state my approach to this
task, which will be different from most. I feel reasonably confident that,
with several thousand creative minds actively involved in this effort, many
suggestions concerning the importance of the individual, people in general,
management, ethical standards and a number of other important elements as
? partially outlined in the DCI's material will be received and, in varying
degrees, incorporated into our new code of principles and objectives.
Consequently, I choose to focus my contribution in two specific areas that I
believe are particularly important to the Agency as a whole. I approach it
this way in the hope that by focusing my contributions and energies in such a
manner, they will thus stand a better chance of eventual incorporation into
the overall Agency statement.
3. The two areas towards in which I focus are a) the overall purpose of
the Agency, and b) the need to become the unsurpassed world leader in
collection and analytical technologies.
4. A quick note about format. I personally prefer "bullets" and note
that certain of the DCI's sample statements such as Boeing and IBM were
bulletized. This is much easier to read and, more importantly, to remember.
Since the level of committment by Agency employees to our new statement is
critical to its success, the simpler we keep it...the simpler it is to
remember... and, thus more likely to become consciously and subconsciously
internalized thoughout our ranks. Consequently,
- I push for bullets in the final statement
?
- Not a lot of paragraphs, please
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? However, I have also included my contribution in paragraph format just in case
the bullets miss. At the. top of the page, I have provided "background"
explanatory material, followed by the specifics of what I think should. be in
the final statement.
STAT
?
Is
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? Explanatory Comments 1: --> I think the most important item to emerge from
this exercise should be a refocusing on what is, in my opinion, the "holy"
mission of the CIA. Basically, that mission is to protect and defend the
United States from foreign malice and attack by providing accurate, prompt and
concise intelligence to the national policy makers. This overall mission also
becomes one, by extension, of preserving the American constitutional system
from all varieties of foreign threats. In the immediate era, it effectively
translates in large but not exclusive measure as effective nullification of
the threat of military and political defeat by the Soviet Union, as it
currently exists in the twin form of Russian militarism and Communist
ideology. I'm sure that my wording can be improved upon, but I really think
it is most important to focus on this essential theme.
Explanatory Comments 2: --> The CIA is in reasonable shape in terms of
developing sophisticated collection technologies. By comparison, analytical
technologies are less developed. By focusing special attention on developing
our analytical technologies, we have the potential to leverage our
effectiveness as an Agency in a powerful way. Information handling
technologies will play a major role in this area as well. While many in the
Agency already appreciate the importance of this future, incorporation in our
overall statement will help focus the energies of those who do not, and
hopefully produce a greater level of effectivness throughout the Agency.
? Protect the United States from Foreign Harm
- Alert policymakers with the best available intelligence as
soon as it can possibly be done.
- Ensure that our Country is never again subjected to a surprise
military attack.
- Ensure that our constitutional system and freedoms are forever
protected from foreign threats and hostile ideologies.
- Help to preserve our world economic leadership and ensure that
American jobs are not lost to foreign technological and other
developments.
Exploit Modern Technology to the Fullest
- Become the world leader in the development and utilization of
modern collection and anlyatical technologies.
- Become the world leader in the automated handling of information,
intelligence information in particular.
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Purpose: Provide policy makers with the best and most timely intelligence
in order that the existence of the United States can never be
placed in serious danger from external threats or intrigues.
Technology: The CIA strives to become the preeminent world leader in the
development and application of the latest in modern technology
in the collection, handling, and analysis of intelligence
information.
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8 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Agency Objectives
SUBJECT: Draft of CIA Objectives
COMMENT: ISG has reviewed the question of CIA Goals and
Objectives and has the following input:
The draft of CIA objectives is good and essentially covers all
elements which we deem important. We would,however, like to
suggest the following improvements:
1. In the PEOPLE section, add "A high degree of esprit de
corps among our people must be maintained and nurtured".
2. In MANAGEMENT section, add "Employees must share in the
the Agency's successes".
3. The items in the STANDARDS section seem out-of-order
and non-cohesive. Reorder and modify the STANDARDS
as follows:
- Leadership and recognition as the best intelligence
service in the world;
- Ethics and integrity of the highest order;
- Performance at the highest productivity
levels while maintaining highest quality;
- Capability and flexibility to meet tough and
sudden challenges;
- Development of outstanding skills and self-confidence
in those skills by our people;
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- Utilization of the most effective tools and
technologies.
STAT
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Mike what follows is our raw input to the DCI exercise. I have deleted
any duplicates that I could find in my review although I may have missed
some. We are missing one Division's input but they have some other
serious husiness to enntend with ......ACTS REDIRECTION! If vnu nr Gail
? want, we can provide their input later when they return from
My observations on this excercise reflect that ODP employees have a
very narrow scope of what this Agency does...myself included. We need
to broaden our exposure especially in the DDS&T and DDO. This can be
done by courses like the DDS&T Career Course, but more rotationals are
needed hence broadening our own knowledge base. If you need anything
else along these lines, dont ask! Just kidding let me know!
3 February 1984
MEMORANDUM FOR:
? FROM:
SUBJECT:
One liners you requested:
o Provide the best and most timely intelligence data.
o Provide production and highest quality of finished
intelligence for policy makers
o Be on the cutting edge of technology (state-of-the-art)
o Continue to be the best intelligence service in the world
(second to none)
o Provide ergonomics in the collection, analysis, and
distribution of intelligence products
o Develop skill, confidence, and provide challanges for CIA
employees
o Maintain the highest degree of integrity and ethics in
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personnel
STAT
6 February 1984
0
MEMORANDUM FOR:
FROM:
SUBJECT:
DCI's Address -- Agency Goals
This response has two subject areas, What the Agency should stand for and
Goals.
What the Agency should stand for;
- That component of the government most capable of dealing effectively
with hostile governments and organizations and frustrating their
objectives.
- The source of accurate finished intelligence for the nations leaders.
Goals;
- to be the leader in intelligence, excelling in technology, reliability,
maintainability and value.
- To be the most professional and dedicated work force in the U.S.
Government.
STAT
STAT
STAT
is
DATE: February 6, 1984
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is
NOTE TO:
STAT
SUBJECT: CIA Goals and Objectives
ISD INPUT "WHAT AGENCY SHOULD STAND FOR"
Our purpose is to provide the US Government policy
makers the very best Intelligence products and support
utilizing the most integrated and comprehensive methods
available.
OBJECTIVES
1. Performance
Quality and innovative intelligence products
2. Management
Ability to change (flexibility)
Innovative Leadership
Personnel recognition
Understandable and challenging objectives
Realistic goal setting
3. Personnel
Provide creative work environment
(individual freedom)
. Continual educational opportunities
Utilize individual skills/thoughts through
creative management
. Foster pride in Organization
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UNCLASSIFIED
Recruit & develop highest quality employees
4. Image
? Promote honesty and integrity
? Insist on the highest security standards
? Disseminate high technology methodologies.
STAT
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UNCLASSIFIED
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S
8 February 1984
MEMORANDUM FOR: Director of Data Processing
Chief, Processing Services Group
SUBJECT: Agency Goals
a respo
His lack of attention to this particular activity is
informative. All three responses are indicative of a lack of
feeling for an answer to the question, 'Why am I (affiliated
with/work for) the Central Intelligence Agency?' If asked this
question, typical responses would have some content on the work
and the working environment but would move quickly to the
topics of compensation, benefits, and job security. An answer
that misses the point of the question.
2. Identification with something other than one's self
surely is based upon 'reward' but to have any 'larger' meaning
the identification must be based upon something other than
elements which are readily described as 'selfish' interests.
3. The military, as a universal institution, has
recognized the need for 'group identity'. The term 'esprit de
corps' comes to mind. Something similar is required for any
group adhesion, to form an organization. It is not
fundamentally different, for government or industrial
organizations to seek answers to questions of group identity.
4. Since I am not a sociologist, my ability to use the
method of 'analysis' to find the 'heart' of the CIA is
suspect. But, in effect, this is the task that is to be
performed.
Gail,
I have attached 'reactions' from and
I've discussed with the need for
nse him but other activities have to en priority.
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5. While the production of finished intelligence is a
fundamental activity, the lore of the Agencv is not based upon
it. The works of Sherman Kent, et al, simply do
not create the necessary aura. Rather, it is HUMINT, covert
operations, and certain technical collection programs that
provide the psychic material that create Agency identifi-
cation. We might wish it otherwise, but I feel this is an
accurate perception.
6. But this presents a dilemma. The strongest emotional
elements are not acceptable to an ostensibly mature,
sophisticated group, at least at a verbal level. A second
problem is that the morality and ethics associated with these
activities are problematical when codified. It is difficult to
hold a 'Reilly, Ace of Spies' in mind along with the section
'Ethics' as it appears in the sample 'Statement of Goals'.
7. The challenge, therefore, is to find an ethos that
incorporates the 'romance of espionage' at a subliminal level
(assuming that an overt expression of these 'ideals' is
unseemly). It is not clear as to how to resolve this. One
approach would be to identify the characteristics we admire in
our 'heroes' (courage, a call to action, intolerance of
'bureaucracy', initiative, creativity, intellectual ability -
quick witted) and associate these features in a model of our
lives in the 'modern' CIA.
8. An interesting exercise is to assess Meg Greenfield's
piece (attached) with the current exercise on the TP SOW. How
many of the 'characteristics' listed above can be found,
displayed, by senior management in their decision making.
Attachment: News Article
ODP/PSG/
(8Feb84)
Distribution:
Original - Addressee
1 - DD/ODP
1 - EXO/ODP
2 - PSG Chrono
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c:. r..
01101/e4 FROM: SUBJECT: Agency Goals (TO), I STAT
UNCLASSIFIED
NOTE TO:
SUBJECT: Agency Goals
Bernie:
My first impression was that we were to offer a succinct def--
inition of Agency and Office goals. My contribution to that effort
follows. Later, in looking at the package that you passed around, I took
some random notes about what the Agency and some sample companies said,
and those that I think are relatively apropos are summarized below as
well.
In general, I think the major problem with trying to fit this
organization's goals into the private enterprise model is the fact that,
like it or not, this is a Civil Service-like operation. Not as bad as
most, but with many of the same failings. For example; our Office re-
organization - Who else but a government organization would spend this
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aunt of time and energy on this kind of exercise':' Everyone reorganizes
but not with this amount of work involved on all levels. Proportionally,
I'll bet we are spending more time and effort than Ma Bell did. Anyway,
for better or worse, here are my thoughts.
The goal of the CIA is to provide accurate, timely and meaningful
intelligence information, and the analysis of this information, to the
Executive Branch of the Government.
The goal of ODP is to provide effective computer.-.based information
systems in support of the Agency's goals.
MICELLANEOUS COMMENTS
(1) One of Boeing's goals was respect for the individual. Although
we give some lip service to this, we really force people into
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? the PMCD and Civil Service mold and have very little flexabil.ity
in using people wisely.
(2) IBM had a goal to encourage middle management to take risks. We
are definitely weak here. My very first negative impression here
was that everyone was obsessed with not screwing up and that a
great deal of effort was expended in assigning blame. Un-
fortunately this is another Civil Service vice.
(3) Hewlett Packard had a goal of providing opportunity for people.
I'm of two minds on our rating in this respect. On the one hand,
as recently reminded me, we are crying for people
to ?ate responsibility and are having difficulty finding people
to do so. On the other hand, we are somewhat rigid and do make it
kind of difficult for people to move around.
(4) Another problem we face is our lack of proportion in regard to
Priorities and projects. In any kind of reasonable world with
rational standards, are PMCD exercise would be looked upon as a
mickey-.mouse effort to be persued only if there was nothing else
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to do. Here we are forced to consider it as a high priority
task, sacrificing even our real jobs to satisfy Personnel. The
particularly galling part is that everyone recognizes that it is
a sham, we don't really tell them what we do and why, and they
don't understand what we say and probably arrive at their de-
cisions on the basis of considerations outside our pervue.
(5) A final negative note; there is too much layered management. In
most other places I've worked, decisions were made with fewer
people reviewing them. I think the problem is poor documentation;
the story keeps getting passed.up the line with increasing dis--?
tortion and need for re-evaluation.
(6) On the positive side; (a) this place is a lot less Civil. Servicey
than some others I've seen, (b) there is a lot of technically
staisfying work to do; (c) the competence level is reasonably
high and almost everyone seems to be pretty well motivated. This
is especially true of the parts of ODP that I know best. My
impression from the gym and other places where I see a more
general mix of Agency employees is that moral is not uni-?
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03/84 FROM: SUBJECT: Goals
MCI A ;'",'TF'TI=Ti
NOTE TO:
Agency:
To reduce the number of Agecny high level. committees. To apply
such resources as they use to the line organization whose
charter applies.
To teach a sense of responsibility by allowing employees to
do the job they are assigned minus extensive oversight
and reporting requirements.
To develop managers whose interests and ABILITY lie in the
management area. To allow specialists to remain specialists.
To maintain a reasonable proportion of managers to specialists.
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? resources are being applied to the areas which need them most.
To continually assess ideas for changes to the system which
will result in decreased resource needs. Don't use increased
workload as a reason to justify increased resources unless
alternative methods of doing the same job are explored.
To reduce redundant activities. Give the right group the
resources to do the job rather thatn creating new organizations
with identical functions and applying resources to them.
Create a budgetary system that supports this kind of activity.
To create staffs designed to aid line functions rather than
to question, second-guess, or inhibit them. Draw and enforce
clear distinctions between staff and line roles.
Don't create a task force to do an existing line unit's ,job.
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? Combat the tendency to micromanage everything.
UNCLASSIFIED
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Sometimes We Have to Chose
MEG GREENFIELD
T T he Democrats say Ronald Reagan's
three years in office have seen a sharp
turn to the right in foreign and defense
policy, a newly exclusive stress on military
solutions and intervention, and on no-quar-
ter-given political combat with communists
(or approximations of communists) every-
where. The Reagan people, for their part,
see both their Democratic predecessors and
their current Democratic opposition as
weaklings of the cut-and-run left-a kind of
gang that can't shoot straight mainly be-
cause it's unwilling to shoot at all, even in
self-defense. They suggest (there was a
strong whiff of this in the State of the Union
address) that the good thing about Reagan's
three years in office is that he has brought
the country back from the precarious ledge
to which a series of feckless left-wing leaders
had allowed it to waddle.
I hate to spoil the fun, but it seems to me
that both perceptions are off. I think the
AN'ressures of our politics in general and of
. iceholding in particular have pushed
both Reagan in his time and the Democrats
in theirs to what can only be described as
intractably centrist positions-not on every
national-security choice, perhaps, but on
the main ones. Centrism has in fact become
the secular religion of the governing classes.
It has been my own political faith for years,
but I'm afraid I feel an attack of heresy
coming on. Increasingly these days I find
myself wondering what's so good about the
brand of centrism currently practiced. I
know what's not so good about it.
Position: This last was illustrated for me a
few months ago when I got into yet another
scrap with an administration friend over the
abomination that is the South African gov-
ernment. I wanted us to weigh in much
more, forcefully against its racial depreda-
tions. I don't remember now what particu-
lar step I was urging, but I do remember the
response. "But that is not a centrist posi-
tion," my friend said to me-and he said it
in a terribly saddened way, conveying both
his despair at what I had come to and his
certainty that I would receive this charge
as the argument-settling reproach it was
meant to be. I think I said something un-
helpful like, "So what?"
As a matter of fact, I still think that: "So
,at?" For the particular type of centrism
'OWMpIied in our exchange does not seem to me
to be worth defending since it has already
brought this country so much grief (of which
more in a moment), but it does seem to me to
be in the ascendant in our government these
days, just as it has been for the past several
decades. You can call it dog's-breakfast cen-
trism and I will try to define it more clearly
so you won't think I am endorsing extremes,
such as the pursuit of armed-combat solu-
tions to the world's problems or the striking
of passive, pointless, self-righteous poses.
The best analogy I can think of is with the
kind of "neutralism" that was being pro-
moted as an absolute value in Third World
countries back when John Foster Dulles
was secretary of state and that he de-
nounced at the time as "immoral." In a
The peculiar kind of
centrism that has
brought this country
so much grief is
still in the ascendant.
sense, maybe not the one he intended, he
was right. Note that these countries were
not talking about assuming "neutrality" in
a given conflict for some practical or ideo-
logical reason. No, they were talking about
an ism called "neutralism," meaning the
assiduous pursuit of a middle position in
conflicts between two sides, irrespective of
the merits of any one of those conflicts. To
do this is to become a creature, often a
casualty, of other people's choices: whoever
defines the extremes or even the sides also
determines where the middle will be-that
is, the center. Like those dogged neutralists,
philosophical centrists may be seen as peo-
ple who have committed themselves to
flocking to this place on grounds that there
is something morally virtuous and political-
ly responsible about residing there.
Well, I wonder. I wonder if it is not really
more often only to forgo analysis, abdicate
choice and/or manage to appropriate if not
the worst proposals of both sides at least an
incompatible melange of them, that dog's-
breakfast policy.
I will go further in my heresy than merely
to suggest that Reagan is no more a mad
bomber than Mondale is a pacifist and that
they are both, with variations in emphasis of
course, policy centrists. The left continues
to insist that our recent class-A foreign-
policy disasters, one in Indochina, the other
in Iran, were the result of superhawkish-
ness-unrestrained bombing in Vietnam
and Cambodia, uncritical support of the
shah and his secret police and autocratic
ways in Teheran. The right argues that the
opposite was true-we refused to fight hard
enough in Indochina and eventually cut and
ran, and we undermined the. shah's author-
ity with our pressures on him to reform,
thus eventually paving the way for his
downfall. I think the fact is that in both
places our policy under Democrats and Re-
publicans was irredeemably split-the-dif-
ference in character-some bombing, some
pushing, some backing off, etc.-a kind of
reasonable, middle-course, bow-in-every-
direction endeavor that ended, in each case,
in calamity.
Compulsion: If the hawks and doves from
those days who are still so busy trying to
vindicate their own past positions and to
indict those of their opponents would only
leave off long enough to think about it, they
might consider whether it wasn't the worst-
of-both-worlds policy that was at work-
and at fault. This is relevant to more than
those unhappy lands, Iran and Vietnam and
Cambodia and Laos. What is disturbing in
the American effort.in Lebanon and in Cen-
tral America is precisely this: one senses that
choice is driven in large part by some com-
pulsion to work within the same kind of pre-
determined range of choices, to put the
whole thing together in the best Julia Child
manner-a little this and a little that-and
that we may be confecting something un-
workable and flawed in exactly the same
way. I mean more than the administration
here. I mean, despite some obvious differ-
ences, the Democratic opposition too.
Sometimes we have to choose. Sometimes
we have to devise policies that have nothing
to do with seeking a precise midpoint be-
tween the tired old prescribed choices and
cliches. Sometimes we have to do things that
do not seem to be consistent and aren't from
the point of view of those keeping score in a
game of traditional Hawks and Doves. Free
the false center-get off it.
88 NEWSWEEK/FEBRUARY 6, 1984
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occur in infancy; we also know that these
episodes do not always give rise to patholo-
gies. We'have worked with patients where
there has been actual incest and some of
these people have not had psychopatholo-
gies. To say that such traumas are the major
cause of all pathology is simply not borne
out by clinical experience."
Clinical experience, however, is some-
thing Masson's book all but ignores. In-
stead, it is a disappointing pastiche of some
of the controversial materials Masson
amassed during his tenure at the Freud Ar-
chives. His most important-and sensation-
al-revelations are drawn from the 284 sur-.
viving letters that Freud wrote to Wilhelm
Fliess, perhaps the closest friend Freud ever
had. Fliess was a Berlin nose-and-throat
specialist with wide biological interests and
his own peculiar theories: he maintained, for
example, that a special connection existed
between the nasal and genital areas, and that
sexual problems and neuroses could be re-
lieved through nasal surgery. In Fliess,
Freud felt that he had found a kindred spirit.
The letters they exchanged between 1887
and 1902 offer a detailed and exhilarating
behind-the-scenes picture of psychoanalysis
in the making. But when the correspond-
ence was first published in 1950, only 168
letters were included and not always in com-
plete transcriptions.
Botch: The most damaging material from
the missing letters in Masson's book is nei-
ther entirely new nor directly relevant to
Freud's seduction theory. Instead, it largely
expands on material first made public in
1966 by Max Schur, an analyst who had once
been Freud's physician. Schur
received permission from Anna
Freud, who controlled the cor-
respondence, to use excerpts
from 10 of the unpublished let-
ters to reconstruct the case
of a patient named Emma Eck-
stein. When Eckstein came to
Freud with hysterical symp-
toms, Freud still gave credence
to Fliess's far-fetched theory of
a nasal-genital connection. In
1895, he arranged for Fliess to
come to Vienna to operate on
Emma's nose, but the operation
was a botch and the patient
role of hysterical partner to a paranoiac."
The censorship of the Freud-Fliess letters
indicates the lengths to which Anna Freud,
a renowned analyst in her own right, was
prepared to go to protect her father. Masson
surely is right to challenge such censorship.
But he is on shaky ground when he tries to
link this suppressed material to the seduc-
tion controversy: "It is, in my opinion, no
coincidence that once Freud had deter-
mined that Emma Eckstein's hemorrhages
were hysterical, the result of sexual fanta-
sies, he was free to abandon the seduction
hypothesis."
Half-Truths: It is typical of Masson's slip-
pery logic that sheer. conjectures like this,
one carry the brunt of his argument. After a
close reading, "The Assault on Truth" in
fact seems an ironically apt title: for Mas-
son's own study is a breathtaking edifice of
speculation, half-truths and irrelevant in-
formation. One long chapter reports that
Freud might have witnessed autopsies of
abused children in Paris; another illustrates
his well-known unease with dissident ana-
lysts. In stark contrast, Masson scarcely
pauses to examine his own key assumption
that psychoanalysis stands or falls with the
seduction theory. He never seriously dis-
putes Freud's theories of the unconscious,
infantile sexuality, dream interpretation or
the Oedipus complex-ideas that form the
real core of psychoanalytic doctrine.
Most embarrassing of all, he glosses over
the evidence that Freud, in abandoning the
seduction theory, never abandoned his be-
lief that real seductions in fact sometimes
occurred. "Seduction," wrote Freud in
1924 in a passage ignored by
Masson, "retains a certain ae-
tiological importance." In the
same year, Freud called atten-
tion to one of his earliest cases
that had involved an incident
of father-daughter incest. All
this seems a far cry from
Masson's assertion that once
Freud had publicly repudiated
the seduction theory in 1906,
"impulses of parents against
their children were forgotten,
never to surface again in his
writings."
For therapists-most of
whom are not strict Freud-
nearly bled to death. Yet, as the
letters reveal, Freud, who was eager to exon-
erate Fliess, in time convinced himself that
Emma's bleeding was "hysterical" and "oc-
casioned by longing."
In his original paper, Schur argued that
Freud's shocking response to Emma Eck-
stein's ordeal showed the extraordinary
power of his neurotic devotion-his "trans-
ference"-to Fliess. The letters also tend to
support the harsh comment of James Stra-
chey, Freud's English translator, to Ernest
Jones, his official biographer, about the na-
ture of Freud's relation to Fliess: "It's really
a complete instance of folie a deux," wrote
Strachey in a letter Masson publishes for the
first time, "with Freud in the unexpected
ians-it is, meanwhile, business as usual. "I
don't see how it's going to have any effect on
psychotherapy," says John Nemiah, psychi-
atrist at Harvard and editor of the American
Journal of Psychiatry. "It's not a black-and-
white issue. It's clear that some young kids
are indeed sexually molested. But that does
not invalidate Freud's discovery of the rich
sexual fantasy life of children during the
course of their early growth and develop-
ment. I've never known a psychiatrist who
thought that the real facts of a case weren't
important. Where reality has matched a
child's sexual fantasies, that creates a very
special problem for the therapist." .
JIM MILLER
A little girl
shouldn't have to
beg for food.
But Nita must.
Her frail mother, who spends all
day in the marketplace peddlin
straw mats, can't sell enough to fee
Nita and her two younger brothers.
For $18 a month through our
sponsorship program, you can help a
child like Nita. For a destitute child,
your generosity can mean health, an
education-even life itself.
r-----..---------,
1 Write to: Mrs. Jeanne Clarke Wood I
1 Children, Incorporated, P. 0. Box 5381, 1
1 Dept N2N4, Richmond, Va. 23220 USA I
1 ^ I wish to sponsor a boy ^ , girl ^ , in
^ Asia, ^ Latin America, ^ Middle East,
1 ^ Africa, ^ USA, ^ Greatest Need.
1 ^ I will give $18 a month ($216 a year).
I
1 Enclosed is my gift for a full year ^, the
1 first month. Please send nie the child's
1
I name, story, address and picture.
1
1 ^ 1 can't sponsor, but will help $
1
1 ^ Please send me further information.
1
1 ^ If for a group, please specify.
1
ADDRESS
1
1 CITY STATE ZIP
U.S. gifts are fully an deductible. ~i..
' Annual financial statements are available on request,
W
CHILDREN, INC. ,
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The Agency's Statement of Goals, Principles, and Standards
should be a one-page document, written in simple, clear, easy-to-
understand terminology. It should be carefully studied and all
unnecessary words eliminated, thus guaranteeing that most
employees will take the time to read it.
Management. The words creativity and communication should be a
part of the management theme. It seems to me that to attain
well-defined objectives which require efficiency, accountability,
and results at all levels leaves little room for creativity.
I believe that to have good communication with people and to
encourage creativity are the most important aspects of good mana-
gement.
Measure of Results. The results are in the satisfaction of
customers and in the value, relevance, and timeliness of the
intelligence and operational inputs they receive.
Everything else in this statement should be eliminated. Who
cares how business organizations measure results, where the
results come from, or whatever.
Standards.
Short and simple, all geared toward excellence,
I liked some of the statements in Excerpts from In Search
of Excellence: Lessons from America's Best Run Companies:
"don't try to hold everyone on so short a rein that he can't
be creative"
"Encourage practical risk taking"
"Support good tries"
"Make sure you generate a reasonable number of mistakes"
"Ask dumb questions"
"Try anything that has promise and half a chance"
"Advancement takes place only when we do something".
These statements instill a feeling for creativity and thereby good
office morale; however, I'm not sure these things and be prac-
ticed fully in this Agency.
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8 February, 1984
MEMORANDUM FOR THE RECORD
SUBJECT: Submissions for "Green-Book" Exercise
This memorandum contains the System Engineering Group submissions
for the "Green-Book" exercise. These submissions were prepared by
Deputy Chief, SEG, and each of the SEG Division Chiefs. The
points covered in these submissions include the following:
o Legislated Missions
- Advice to the President and Policy Makers
- Intelligence Collection
- Covert Action
o Improving Relationships with Intelligence Consumers
o Ethics (Avoiding improprieties)
o Measurement of Productivity and Quality
o Strategy for the Development of Large Systems
o Cost Effectiveness
o Organizational Efficiency and Conflict Avoidance
o Security Policy
o Computer Support
Specific points were raised by several of the submitters with
regard to maintaining a rewarding and challanging work
environment, with special emphasis on recruitment.
Computer support was, naturally, the target of a number of the
points. The use of an evolutionary approach, with an emphasis on
standardization, was seen as the mechanism for achieving
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automation with minimum risk and disruption.
The resolution of organizational conflict was mentioned with
regard to both improving productivity and the quality of
intelligence. A special point was made about the need to
reconcile the security constraints with the need to disseminate
information widely throughout the Agency and the Community. It is
worth adding that one of the major challanges of automation in the
Agency facing us today is the very real need to find a mechanism
for permitting officers in the DDO to share computer links with
their counterparts in the rest of the Agency without compromising
security.
I would add the following goals to those submitted:
The Agency is a world-wide organization comparable to multi-
national corporations. Like the latter, we need to develop
mechanisms to exploit the evolution in communications facilities.
This implies a fund"amentalhange in the command 'and control
strategy of the Agency, since it will be possible to provide
enough communications bandwidth, and office automation tools to
permit a high level of interaction between the field and
headquarters. This should both improve the level of
responsiveness of the field, since case officers can be in closer
? communications with those who are levying requirements; and it
should permit a reduction of the overseas manning (or an increase
in the scope of those overseas) through improved support for
administration, personel, and security. As headquarters
facilities begin to use electronic mail and other office
automation tools, it becomes increasingly obvious that this
strategy can be extended universally throughout the entire agency.
o Improved Agency Production
This Agency is primarily involved in the processing of information
which is received from sensors (human and electronic), stored,
analyzed, and disseminated. This process can be improved across
the entire spectrum of Agency activites by viewing it as a
coordinated "production line", each component of which can be
provided automated tools. The universal application of SAFE
technology (and the counterpart systems in FBIS and NPIC), are a
start in the development of a strategy of automated exploitation
which should be continued.
o Improved Tasking
The systems currently in place for the automation of the
coordination of tasking for scientific collection systems should
be extended to other collection domains. The process of
submitting, reviewing, coordinating, and effecting tasking is now
is understood to a great enough extent that it should be formalized
and streamlined through automation.
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STAT
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DATE: January 27, 1984
NOTE TO:
? FROM : DC/SEG
The number one goal of the Agency is to serve the Chief Executive
in matters relating to the Nations Security. This service takes on
many forms. First and foremost is to advise the President and the
NSC about Political, Military and Economic developments in all areas
for which the President deems important, yet not every area in the
world.
Second, is to carry out the necessary steps to collect intelligence
information in all forms from human sources and from our varied electronic
methods. Thirdly, although it is becoming increasingly more difficult
to carry out, the Agency conducts on behalf of the Chief Executive,
covert operations that support our political doctrine in countries deemed
to have "strategic importance". Finally, we continue to recruit,
educate, and train only the best intelligence professionals to
continue the legacy of the Agency In the best possible tradition.
Since I believe we are the best Intelligence Organization in the
world, our second goal should only be to continue to stay on top.
This is achieved only by continued recruitment of the best intelligence
professionals by the best possible recruitment office, and by
maintaining a secure (protected),honest, and comprehensible relationship with
Congress, and the White House.
? Our principles have only been questioned when we have had an
Executive Branch who found it necessary to promote questionable
principles. I believe we are who we serve and to the extent that we
have clear direction and policy from our policy makers, our principles
will be unquestioned. I can only hope that should policy dictate
an aberation, the Agency will stand up and do what is logically,
and morally right.
Our standards must be the highest. We are the elite, but not the
pompous. We must have the best analysts, best technical support,
best environmental office surroundings, and best security for
our personnel here and overseas. The rest falls into place.
?
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UNCLASSIFIED
DATE: February 1, 1984
NOTE TO:
? FROM : C/DBSD
SUBJECT: GOALS
?
?
THE GOAL: To be in a position to provide (the phrase
is meant to imply anticipation) U.S. policymakers
with accurate information and expert analysis
on the widest range of subjects and geographic
areas possible.
THE CHALLENGE: Defining and measuring success. Given
such a wide range of possible activity
how do we make sound judgements about
how resources should be expended? Mr.
Casey's recent address made some excellent
points about the increased quantity of
our work. What is our measuring stick
regarding what we're doing and the quality
of what we are doing?
THE GOAL: To provide "general" computer service to
the CIA. The keywords are:
general (we don't do all things for all
people, but rather those things which are
commonly needed by a large group of people)
and service (we don't do for ourselves,
we do for others).
THE CHALLENGE: Recognizing the appropriate moments for
change. We can keep pace intellectually
with our fast moving technology, but we
can't keep pace with it practically. Thus
we are challenged to select our technical
directions carefully, much as the Agency
is challenged to select its activities
carefully. We all know there are always
several ways to solve a problem in this
business. How do we make the right choices?
STAT
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SUBJECT: Goals and objectives
ODP GOALS:
1. Employ a development philosophy of evolution, not revolution.
The Office recognizes the inherent fallibility of attempting to build
large systems while at the same time achieving low development costs,
high user satisfaction, and requirements satisfaction. Thus try it and
should be the guiding principle.
We should continuously trade-off excellence versus utility. All
implementers should understand the arguments pro and con for achieving
excellence in terms of schedule, cost, and risk. The bias should be
towards short term utility.
FROM : C BSD
DATE: February, 1984
NOTE TO: STAT
2. Produce standard products.
Wherever possible, it shall be the policy of this office to bend user
requirements to either our or commercial products rather than customiz
software to unique ends. The guiding principle is that many requireme
? for information systems are not requirements at all. Rather they are
particular biases for a method of achieving some end or of a particula
way of interfacing. Absolute requirements that cannot be compromised c
from laws.of physics or Congress, not value judgements of customers.
0
3. Employ cost-effective measures for our products, services, and institut
The guiding principle in private industry is whether some activity
contributes to profit. Here it should be whether it is cost-effective
It is recognized that quantitative measures cannot always be applied
and should not always be applied. However, in the majority of our prod
and services they can be. Thus we and the customer should be required
to measure in dollars-and-cents terms the value of a product or servic
the cost to build, and the cost to maintain. This would determine
whether or not to proceed. Our customers should be required to gather
real resources to fund projects through the standard Agency budgetary
channels.
Asa corollary we should periodically assess our employees in terms of
contributing to our products in quantitative terms. The added value
of an employees contribution is the measure of his value. The same
should be applied to components since individuals cannot be productive
if the mission of their component is not directly productive.
The same should be applied to our practices and procedures. We should
be doing things for the sake of doing them, or because they once made
sense, or because its the latest craze. The added value of methodology
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? can be quantitatively measured.
4. Be competitive with private industry.
It is not enough to be cost-effective. All our products and services
must be competitive with those provided by industry. If we're not,
customers should be encouraged to go on the street and buy elsewhere.
This applies to payroll systems and time-sharing terminals alike.
This means that we must keep current with technology.
Promote from within.
Provide clearly defined career paths, both technical and managerial,
with understandable, rational requirements for progression.
Achieve pay comparability with industry.
Promote professionalism, both technical and managerial.
Promote individual growth.
?
6. Organizational:
Do not promote component autonomy (or allow arcane centers of power).
Do not layer unnecessarily. Do not put an overemphasis on one mission
at the expense of another. Remember that there is a natural hierarchy
to our products and services. Stable, powerful, computing environments
come before services which come before marketing and user support. The
base must be protected or the top will not be successful.
Near to mid-term objectives:
1. Automate the DDI and the DDO with a consistent, capable set of SAFE-lik
services.
2. Incorporate the DDA and the DDS&T into this system.
3. Build a secure information path between the DDO and the rest of the Age
particularly the DDI, that allows cables to move, querys and replies tc
processed on complementary systems, unique data bases to be built only
and electronic (memo) mail to be transferred.
4. Re-build the informal organization in lieu of the reorganization of the
formal organization.
CIA Goals:
The following two come from conflicts I have observed and seem to me to t
1. Promote (mandate?) Directorate cooperation and standardization, not
autonomy.
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UNCLASSIFIED
? The use of standard services (notably ADP), the transfer of technology,
the transfer of information, and the transfer and exploitation of peopl
among Directorates is abysmal. The Agency Architect was an attempt
to resolve this problem that was mis-focused. As of now, the only place
in the Agency where the knowledge of competing projects (both new
developments and the provision of ongoing services) comes together is i
the budgetary process. There, because of the nature of the personnel,
is not an appropriate place to deal with issues of commonality of
requirements, competing solutions, or indeed of inappropriate solutions
2. Promote a rational, open, systematic examination of the trade-offs of
security and compartmentation of information versus common information
systems and freer access to data.
I have never witnessed a thorough examination on a large scale of these
trade-offs. Discussion and more importantly criteria seem biased in fa
of restricting the flow of information. This was perhaps a good bias in
times past because there was never any offsetting advantage to the dama
done by security breaches. In todays computer era that may not be true
There are many known techniques given todays state-of-the-art technolog
of information science for extracting intelligence from data that were
not known before. All that is lacking is access to the data. There are
undoubtedly many more techniques to be applied that we don't know of to
because we have never put together creative people with access to all
(or even a lot) of the data. This is particularly true in the DDO. We
don't know yet what is possible; thus the ultimate tradeoffs cannot be
? made. What we do know suggests that a new examination be done. This is
particularly timely now as both the DDI and DDO embark on huge ADP
expansion programs.
What sometimes is forgotten in compartmentation discussions is that the
may be many intelligence victories to be won, not just security losses
to sustain.
?
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Date: February 1,1984
NOTE TO : STAT
FROM : C/CSD
SUBJECT : GOALS
The primary purpose of the Agency is to produce intelligence of the
highest possible quality in the shortest possible time.
To accomplish this purpose, the Agency must be able to attract and hold
intelligent, creative, highly motivated people.
Make the best use of resources; Allow people to do what they do
best; Provide any training necessary for career growth; Provide non-
managerial career paths that are as rewarding as managerial ones;
Reward initiative and creativity; Develop in-house expertise and reduce
dependence on contractors.
Make people part of the team; Foster an attitude of mutual trust;
Provide positive feedback rather than taking people for granted until
something goes wrong; Encourage exchange of ideas at all levels.
Avoid the tendency to micro-manage; Pass responsibility as far down
the chain as possible; Give first and second level managers control
? over organization, budgets, schedules, etc.; Avoid top-heavy
organizations, excessive reporting requirements.
Avoid being stifled by 'form', paperwork requirements; Support
staffs especially should be encouraged to think in terms of
accomplishing objectives, not of enforcing regulations (can't do
attitude); Be receptive to fresh points of view, innovative ideas.
Weed out incompents; If people are not successful in a particular
job, try to match them with other positions and/or provide training and
counseling as needed, but don't 'kick them upstairs' or move them to
other organizations to avoid facing the issue.
S
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7 February 1984
MEMORANDUM FOR: Chief, Systems Engineering Group
FROM:
SUBJECT:
Goals & Objectives
o Office Goals & Objectives
- Provide the best Computer Hardware and Software available
to the Intelligence Community.
o Agency Goals & Objectives
- Communicating Information Accurately (CIA)
STAT
STAT
IR
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is
?
6 February 1984
Chief, Special Systems Group
SUBJECT: Agency Goals
1. Encourage and increase customer interaction to be able
to better understand the requirements and to anticipate
changes.
2. Increase the flexability of the structure and format
for performing our duties, to become more responsive.
3. Gain public support by taking greater risk in
providing intelligence.
4. Increase productivity by adopting the spirit that
everyone needs to become identified with an intelligence
product to succeed.
STAT
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6 February 1984
?
STAT
Chief, Special Systems Group
FROM: STAT
CAMS Program
SUBJECT: Agency Goals
As is the case with any organization, the Agency has three
objectives:
2. provide the consumer of our product with the proper and
correct product
3. provide the product efficiently and imaginatively.
In the case of the Agency, therefore, the following specific
goals should be established to achieve the objectives above:
1. Create and maintain an active and reactive posture which
will allow us to quickly and effectively respond to the
requirements of our customer.
2. Create and maintain a world situation which will allow the
interests of the U.S. to be persued and implemented whenever and
wherever necessary.
3. Maintain total awareness of the global situation and be
prepared to immediately describe and analyze it to the degree
required including future projections of situations both
perturbed and unperturbed.
4. Acquire and keep a sufficient quantity of our most valuable
resource - intelligent, resourceful, dedicated people - and
provide this resource with effective incentives and rewards.
5. Integrate Agency activities into the fabric of the U.S.
Government in a manner which is accepted, effective, and legal.
It is believed that if these (few) goals can be achieved the
Agency can provide the services and products required by its charter.
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?
28 January 1984
Chief, Specia ystems Group
STAT
FROM: STAT
CAMS Program
SUBJECT: Agency Philosophical Goals
1. Develop and maintain a structure of corporate goals
and objectives which provide a philosophical basis
for the Agency's world-wide activities.
2. Foster and nuture independent, creative thought and
action that results in personal success and
satisfaction while contributing to the achievement of
Agency goals and objectives.
3. Recognize that people are our greatest natural
resource.
4. Maintain sufficient organizational and personal
flexibility to deal with a rapidly changing
environment.
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2 February 1984
STAT
Chief, Special Systems Group
FROM: STAT
CAMS Division
SUBJECT: Agency Philosophical Goals
1. To provide timely, accurate, comprehensive
intelligence support to a broad range of consumers.
2. The Agency shall strive to maintain the most
responsive intelligence support system in the Free
World.
3. All available energy and resources shall be focused
on the successful accomplishment of the task(s) at
hand.
?
4. Change is recognized as a tool to be used as an
advantage in the accomplishment of the mission.
5. Provide each individual the opportunity to make a
significant contribution.
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8 February 1984
MEMORANDUM FOR: Director of Data Processing
FROM: ODP Green Book Working Group
SUBJECT: Agency Mission and Goals
The attachment is a concise statement that we believe
accurately describes the mission of the CIA, the ethos of the
CIA and its people, and the actions necessary to ensure that
the CIA will be'able to meet the challenges facing it during
the remainder of this century.
STAT
STAT
Processing Systems Group
Intelligence systems Group
STAT
0
Systems Engineering Group Special Systems Group
STAT
0
Consulting and Assistance
Group
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Central Intelligence Agency
?
The Central Intelligence Agency provides intelligence and conducts intelli-
gence operations in response to national
requirements.
The Central Intelligence Agency fosters and encourages:
? dedication to getting the job done in an
efficient and responsive manner;
an atmosphere of trust based upon uncom-
promising ideals of integrity, loyalty,
security, and mutual respect;
? excellence;
? individual initiative, innovation and cre-
ativity;
? a challenging work environment conducive
to personal and professional growth'.
The Central Intelligence Agency must:
? attract and retain motivated, intelligent
and talented people;
? provide each individual with the training,
tools and resources necessary to get the
job done;
? assure competitive pay, an ideal physical
environment, and superior management.
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9 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
and on.Agency goals. The input suggests a :
Agency Goals
I have appended the input that I received from
- The Agency should strive to be the best - to reach for
excellence. We should deliver the best possible intelligence
product to the national decision makers.
To do that, we must: ?
- Maintain our highly qualified and highly motivated workforce
- Take fullest advantage of technological capability
- Remain flexible - retain the Agency's "can do" spirit -
We must operate in accordance with the value system of this nation.
Subject: Suggested Agency Goals
From:
George and Gene,
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? Here are some suggestions for Agency-wide goals, for your input to
STAT
a. Leadership By Example. To provide intelligence and intelligence
services of the greatest possible value to our national policy
makers, thereby gaining and holding America's position of leadership
within the world community. Only by offering superior intelligence
in advance of America's need to act can the Agency contribute to
national success and prosperity.
b. Blasting The Barriers. To actively identify and eliminate all
impediments which may limit or reduce our effectiveness and
creativity. The success of our Agency depends upon the
accomplishments of our people. These accomplishments should be
limited only by our ability to meet national needs.
c. Sharp New Tools. To devote a portion of our Agency's ongoing
resources to the development of new and better tools which will
improve our productivity. Information and intelligence are highly
volatile substances. We need sharp new tools to communicate
information more quickly, to link related information, to reduce the
volume of data into more useful information, to streamline
information handling and production, and to support analytical
processes.
d. Work On Our Weaknesses. Never to accept our current weaknesses as
? inherent or inevitable, but to continually challenge and improve
them. We have developed many strengths over the more than 25 years
the Agency has been in existence. We must retain these; but our
greatest potential for near-term improvement lies in overcoming our
weaknesses. We must better balance short and long term strategic
planning so that short term decisions are made under the umbrella of
long term goals. We must change or eliminate administrative and
staff review processes which do not add value to the end product.
We must restore a sense of collective unity which has been eroded by
personnel dispersion and specialization.
e. Management By Values. To manage our activities by the values and
results we expect. Our personnel must have faith in the honesty,
integrity, and importance of the Agency's values. If we stress
personal integrity, dedication, loyalty, dilligence, patience,
professionalism, and excellence then we will achieve these at the
Agency level. Our senior managers must be highly visible, and must
exhibit and elicit these qualities.
f. Growth in Rocky Soil. To grow and expand in the areas most
beneficial to our nation's goals and policies. The world is daily
more complex and always changing. Our Agency cannot continue to
fulfill its duty to national policy makers without growth. But we
must recognize the realities of our nation's political process and
its impact upon our resources. We must always seek to grow in the
. right areas, and for the right reasons, even if we must shrink in
others.
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g. Good Citizenship. To honor our obligations to our nation by being
an intellectual and social asset to each community in which we
operate. As an Agency, with buildings and equipment in many
communities, as an employer, and as a group of local citizens we
must strive to improve the community in which we live. We should
encourage our people to contribute to the solution of national
problems. We must support the equal opportunity of all our people
for growth, advancement, and personal satisfaction.
DATE: February 1, 1984
NOTE TO:
SUBJECT: CIA Goals for the Future
My goals for the Agency are probably somewhat limited in scope because of my
limited view of the organization.
The Agency must not allow itself to become an isolated organization especially
in the area of new technology. We must keep our eye on the current trends and
developments and insure that our employees from the Agent in the field to the
Clerk Typist in the office next door has the most affective tools possible to
get their job done quickly and efficiently.
This means that we as an organization can not afford to rely completely on our
own resources including people and/or equipment to accomplish this goal. We
must look for and accept the guidance and assistance of. the private sector
through contractor support where possible and close and continuing association
with private industry, our motivations may differ but our goal is the same, to
produce the best possible product at the lowest possible cost.
There have been many stated goals in the past to provide the Agency analysts
with improved systems to receive, review, store, retrieve and send data an
information quickly and efficiently. A goal to have a terminal on the desk of
every Agency employee by the 1990's and to have a central computer system that
will support the added workload that the previously stated goals imply.
All of this equates to a great deal of expense in terms of money, time and man
power and boils down to improved communications for everyone in the Agency that
needs the service not just the few who can articulate that need better than
others.
We must insure that we remain flexible and open to new ideas and that we have
postured ourselves in such a way that we can take advantage of new discoveries
and advancments in technology which are sure to come in the very near future.
The ability to change and adapt to new environments has in the past been the
reason for the success of this organization and the future will test this
STAT
STAT
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ability as never before in our history.
We must take advantage of the improvements in the computer field in the area of
Personal Computers, Word Processing, Telecommunications, Scientific Computing,
Printing, Graphics, Artificial Intelligence, Computer Assisted Instruction and
Computer Assisted Design and the list goes on and on. We must evaluate each
and match it to the Agency needs in order to ensure that we deliver goods and
services to the people who must produce the products that makes the Agency what
it is today and what it must become in the future.
DATE: February 1, 1984
SUBJECT: Agency Goals
George and Gene,
The following are my suggestions for Agency-wide goals.
1. Recruit and maintain a competent, highly-motivated workforce.
2. Provide an opportunity for the growth, development, and
acheivement of full potential of all Agency personnel.
3. Provide finished intelligence of the highest quality and the
greatest possible value to U.S. policymakers.
4. Maintain an awareness of and capitalize on state-of-the-art technological 1.
innovations in the collection and processing of raw intelligence.
5. Maintain sufficient flexibility within the organization to refocus
energies when crisis situations dictate a redirection of efforts
or a reallocation of resources.
6. Ensure the adherence of the "need to know" policy at all
levels throughout the Agency.
7. Engender a sense of pride, integrity, dedication, and
accomplishment among Agency employees..
8. Provide the best possible response to specific requests for
information from Intelligence Community members, other U.S.
Government agencies, and U.S. policymakers.
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SECRET
IA
IRE~T~RATE
F
l
GOALS, PRINCIPLES AND STANDARDS
FOR THE CIA
SECRET
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17 February 1984
MEMORANDUM FOR: Deputy Director for Administration
Acting Director ot Medical Services
STAT
SUBJECT: Search for Excellence
1. This memorandum contains three parts: (a) How the task
was accomplished within OMS; (b) An analysis of what was
accomplished; and. (c) some summary thoughts.
. 2. Everyone in OMS was given the opportunity to participate
and nearly everyone contributed. Four large groupings within
OMS divided themselves into small groups which produced 32
papers (each individual wrote a paper in some groups). The
instructions were very general. Twelve papers followed the-
format of the proposed statement with comments and suggestions
for improvement, six commented only on "personnel" aspects, two
commented on the mission of their component and twelve were
? somewhat philosophical addressing such issues as management,
creativity, cover, etc.
3. After initial bewilderment as to what was wanted, the
small groups set about this task in a serious manner. The
papers which were produced reveal a broad understanding of the
mission of the CIA; each individual's role in accomplishing this
mission at every level; and implied acceptance and commitment to
that mission. Several thoughtful suggestions, and a few rather
profound observations were submitted. Some of the suggested
changes to the proposed statement do appear to be improvements.
4. If every office in the CIA has been as successful as OMS
in this "search for excellence" then a broad examination has
taken. place. It is clear that we want to focus on the
development of our people, foster high quality performance and
results and satisfy our customers. These themes were found in
every company studied in the Search for Excellence. It is clear
that we want to encourage action, dedication, initiative,
creativity, and integrity. The real measurement of whether this
entire exercise has been worthwhile will be judged by the kinds
of things that are implemented to create the environment both
physically and psychologically that will accomplish the above
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goals. These "things" will be manifest as a broad range of
policies, procedures, philosophies, etc. Hopefully some of
these "things" will derive from an analysis of this exercise.
STAT
Acting Director of Medical Services
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Office of Director of Medical Services
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? Statement of Goals, Principles, and Standards for CIA
1. Beliefs. The world's future is at risk. The United States of America
offers the best hope that mankind will continue its development and progress
toward its potential promise of a satisfactory world for this planet and beyond.
To achieve this, the United States must be fully aware and clearly perceive the
nature of all significant developments which affect our times.
2. Purpose. The CIA should provide timely, unbiased, accurate, comprehen-
sive, and pertinent intelligence in its most useful form to the Government of
the United States. It should strive to discharge any other legitimate responsi-
bility given it in the most expeditious, effective, and conscionable manner
possible.
3. Ethics. Our best effort requires that we in CIA share and are dedicated
to the beliefs, purpose, and principles of CIA. Our activities must be conducted
under the constitution and laws of the United States. The nature of our work is
such that every member of the Agency must be aware of and sensitive to the letter
and spirit of this legal context and achieve the highest degree of integrity in
performance and conduct.
4. People. The CIA is its people. Their quality, energy, concerns,
integrity, and skill are the heart of this organization. They must be selected,
trained, supported, inspired, respected, trusted, and given the opportunity to
grow and influence the organization from the moment of their employment.
5. Organization/Management. The CIA must strive to develop the most
functional and effective organization and management style that is currently
possible. It must maintain the flexibility to meet ever-changing developments
and requirements and foster the awareness of one purpose, one organization in
order to focus the necessary competitive drive appropriately on external require-
ments rather than ineffectively within the organization. CIA's operating style
should be ever mindful of the needs of its employees and consider them a
requirement second only to the purpose of CIA itself. It should foster initiative
and creativity by allowing an individual great freedom of action in attaining well
defined objectives while requiring efficiency, accountability, and results at all
levels. Management must realistically understand that the occasional failure
which will inevitably occur is of value as an indicator of the confidence and
aggressive desires of its employees and is a most valuable learning experience.
6. Standards. We of the CIA and our organization hold the following as the
key to success in any endeavor - a clear understanding of our purpose and task;
ethics and integrity of the highest order; development of outstanding skills,
confidence, and personal resources in our people; performance of the highest
quality; finding, developing, and utilizing most effective technologies; alertness,
capability, and flexibility to meet tough and sudden changes; the recognition that
CIA's employees and organization are the best intelligence service in the world.
7. Measurement of Results. The success of the United States, the free world,
and mankind to advance civilization in peace and the acknowledgements of the con-
sumers of our intelligence and ourselves that our products are timely, superb, vital,
and excell all others.
STAT
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Deputy Director of Medical Services
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Statement of Goals., ._Pr incipl.e_s..,:and Standards for CTA
1. A novel (thus memorable) approach to articulating the
principles for the CIA is rearranging the who, what, when, why,
etc., in a mission (what, when, and why); Management (who);
Manpower (who); Machines, Mcney, and Methods (how) format.
2. Mission - To provide timely intelligence for U.S.
Government. customers under the Constitution and laws of the U.S.
in order to keep the U.S. strong and the world free.
3. Management - An organization of interdependent operating
elements with well defined objectives, freedom to carry out
those objectives, functional intercommunications, and
accountability for results.
4. Manpower..- Since the strength of the organization is
dependent on the quality of its people, management philosophy
and personnel policies are designed to select, develop, and
promote the professional and personal growth of each employee.
5. Machines - The most advanced and effective technologies
are utilized by the CIA.
6. Money - Impeccable standards of resource utilization
with efficiency and, integrity.
7. Methods - Performance of the highest quality and
integrity are expected of every employee. Initiative and
creativity are fostered. Action and dedication are highly
valued. Managers are selected on their ability to promote
excellence and enthusiasm based on their own performance.
Results are measured by the value, relevance, and timeliness of
intelligence provided to U.S. Government customers.
above is determined by experience, good judgment and ec1
8. The reasons why large organizations function better when
they maintain small company appearances and small groups seem to
accomplish more than large groups are evident by analysis of the
interplay in a family which appears to be paradoxical but
isn't. A parental approach bound on tradition, ideals, and
"shoulds" fosters adaptation, obedience and followers. A
tolerant and accepting approach fosters cleverness, risk taking,
creativity and, I might add, high morale, self-esteem, and
respect. The ability to select the right measure of each of the
STAT
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"Management is not a mere discipline but a 'culture' with
its own values, beliefs, tools and language."
I firmly believe that the CIA, in order to survive and
achieve success, must have a sound set of beliefs on which it
premises all its policies and actions.
Next, I believe that the most important factor in achieving
this success is faithful adherence to those beliefs.
And finally, I believe that if the Agency is to meet the
challenges of a changing world, it must be prepared to change
everything about itself except those beliefs as it moves through
its life.
In other words, the basic philosophy, spirit, and drive of
an organization have far more to do with its relative
? achievements than do resources, organizational structure,
innovation, and timing. All these things weigh heavily on
success. But they are transcended by how strongly people in the
Agency believe in its basic precepts and how faithfully they
carry them out.
1. Respect for the individual. Recognition of the dignity
and the rights of each person in the Agency.
2. Consumer service. To create the best consumer product
of any intelligence organization in the world.
3. Excellence. The conviction that the Agency should
pursue all tasks with the objective of accomplishing them in a
superior way.
In addition to these basic beliefs there should be a set of
fundamental principles which should guide the Agency in the
conduct of its business.
-- To give intelligent, responsible, and capable direction to the
employees.
-- To serve consumers as efficiently and as effectively as
? possible.
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-- To advance its technology, improve its products, and develop
new ones.
-- To enlarge the capabilities of the Agency's people through
job development and give them the opportunity to find satis-
faction in their tasks.
-- To provide equal opportunity to all Agency people
-- To recognize its obligation to this country and its citizens
by providing adequate return on their tax dollar and strength-
ening their faith in the CIA.
-- To establish a reasonable simple methodology to develop and
implement the above beliefs and fundamental principles.
-- Finally but most important of all is a continuing commitment
to these beliefs and principles.
Executive Officer, OMS
STAT
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14 February 19
MEMORANDUM FOR: Executive Officer, Officer,
Office of Medical Services
Environmental Health and Preventive
Medicine Officer, OMS
SUBJECT: Statement of Goals, Principles, and Standards
for CIA
I would offer the following statement as an addition to the
"People" section of the subject material:
Provide a safe and healthful work environment and a
health program that continually strives to attain a high
? level of employee well being to assist in attaining an
optimal level of production from each employee.
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STAT
STAT
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
? Purpose. The first objective of the CIA has to be to produce timely, accurate,
reliable intelligence on which decisions of the nation's leaders can be based.
Organization. All functions should be evaluated to determine whether or not they
contribute to the goals decided upon. Some of the layers and duplication within
the organization need to be eliminated.
Ethics. Agree with this statement.
People. People at all levels need to be recognized and treated as individuals and
encouraged to be their very best, whatever their jobs. Supervisors need to learn
how to bring out the best in the people under their supervision.
Management. First level and middle managers need more training in their treatment
of people. Too many early-stage managers are inclined to be more concerned about
their own advancement than about developing the people under their supervision.
Unfortunately, many don't mind suppressing their people and taking credit themselves
for their subordinates' ideas.
is
Measure of Results. Careful score keeping should be done on our predictions to see
if we were on target. How many of our estimates turn out to be true?
Standards. Agree with this statement and noting that-first we must get the best
possible people available, who meet the Agency's high standards of intelligence,
integrity, health, etc.
STAT
Secretaries - Office of D/OMS
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Clinical Activities Division and Selection Processing Division/ONES
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9 February 1984
MEMORANDUM FOR: Executive Officer, Office of Medical Services
Chief, Clinical Activities Division
SUBJECT: Request for "grass roots" input to Agency goals.
1. Attached are the suggestions of representative writers
from the four general groups found in CAD: a clerical, a nurse,
an MSO, and a physician. You will see that a variety of tacts
have been taken in response to the broad guidelines given.
2. I have the following additional suggestions based on
the impression that the quality of the employee and the quality
of Agency management style are the two elements most critical to
the achievement of any other desirable goal.
a. If the success of the Agency is dependent, above
all, on the high quality of the people it attracts, it
cannot continue to succeed by offering benefits derived
from and therefore appealing to the "U.S. average." To the
the extent that we are trapped on this issue by association
with "the government," some creative effort should be made
to allow very liberal training opportunities, non-managerial
promotions (akin to the old special pay scale), and
sufficient manpower resources to allow creative thinkers
some chance to breath. These may not be sufficient to
attract the brightest away from the high-benefit private
sector, but it may help a little.
b. If micromanagement is truly a concern among the
Agency's top management, they should address the next senior
echelon on this issue in detail. It serves little purpose
to carry this message to those who are micromanaged. Tell
senior managers specifically what they should not be
involved with, and have them in turn tell the next junior
level what they should leave to those further down,,-.
STAT
STAT
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Nurses Report
As nurses at the CIA, we are involved with the day to day
functioning of the Office of Medical Services. We consider
"service" to be our operative word. We are charged primarily
with helping employees to maintain optimum health, thereby
contributing to their well-being and to keeping them on the job.
Our emphasis in past years has been caring for the worker who
falls ill. Our new emphasis is on prevention of illness - and in
maintaining our work force in a state of optimum wellness. Along
with physical wellness, we encourage good mental hygiene as well.
To accomplish our goal of keeping the employee well and
performing at peak capability, we feel that an on-going patient
education program would be effective. OMS already offers
biennial physicals, health counselling, and special services. In
addition to this, we teach CPR and first aid. Further health
awareness programs should be scheduled on a regular and
systematic basis. These programs should be made available to the
largest possible audience. (An example of a current effort in
health awareness is the on-going weight reduction program.)
This education should be provided by means of posters, films,
pamphlets, slides, models, and individual sessions as necessary.
A 'health fair' should be held once a year for the
employees. These fairs are easily arranged and manned by mostly
volunteer personnel.
Speakers should be scheduled in the auditorium on a regular
basis - and should cover subjects of interest to the general
Agency population.
By assisting our employee population to stay well and stay
aware, we help them to take the responsibility for their own care.
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From a clerical point of view, OMS has plenty
of clerical positions available but because of its
peculiar nature, OMS.does not have sufficient clerical
career ladders to retain those clericals who wish to
advance. This particular dilemma could be solved by
opening administrative positions now held by medical
technicians to competition from clericals, by dissolving
the clerical grade tie to the supervisor's grade, and by
promoting training for clericals on a more even level
with that of physicians.
Recognition of ability and managerial encouragement
toward improvement are admirable qualities. However, with
no positions to which aspirations may be applied, the
division loses well trained., personnel frequently. This
is of overall benefit to the Agency but does not provide
continuity at the divisional level.
The Agency places a great premium on higher education.
The upward mobility program is now requiring more and
more education on the college level in order to qualify
for participation, thus defeating its original purpose of
providing a career track for clericals without college.
A review of these requirements may be necessary. This
also leads to a suggestion to review job qualifications
in general. In order to provide more mobility, each set
of job requirements should be more tailored to the specific
job. If shorthand is not used at all, it is questionable
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as to whether that should be an inflexible requirement.
Overall, OMS provides a staging area for the rest
of- the Agency. Clericals with greater hopes for the
future may receive recognition and training in this
division and may provide the Agency with a greater pool
from which to select those desirous of upward mobility.
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9 February 1984
Considering the importance of the CT Program, it would seem
judicious for the Agency to reconsider the possibility of
obtaining personnel for this program from existing employees.
This, of course, is being done now to a certain degree; but
considering the talent that exists in the Agency, this should be
pursued more diligently. If necessary, a specific Task Force
should be formed to evaluate potential candidates for the
program. Such a Task Force should, in fact, concentrate on
individuals without college degrees, who have exhibited
attributes valued for this program. They are here; we just have
not found them.
? The people who compose the Central Intelligence Agency are
an elite group of individuals. They have been thoroughly
processed for their suitability and their capabilities. Once
employed, they demonstrate diligence, perseverance, and
dedication. For all of this, they should be appropriately
rewarded! One way to do this would be to include every CIA
employee under a special Agency retirement plan. There would,
of course, be a difference between those employees who served
their careers domestically and those who served overseas. Such
a plan would help to engender a furthered Agency camaraderie
and, also, to protect our people from political caprice.
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Statement of Goals, Principles
and Standards for CIA
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The CIA's major goal in both the near and distant future
is the best possible means of acquisition, assessment,
analysis and dissemination of intelligence. Accurate and
reliable information is an absolute necessity to our nations
leaders making the critical decision that affect the security
of our country, that of our allies and the world in general.
As more nations become involved in economic, technological
and military development, recognition must be given to the
interdependency nature of the world, and the Agency must have
the insight and capability to comprehend this change. The
CIA must develop and maintain an active posture in world
affairs not allowing itself only to be a "reactor" to world
events. It must act and inform prior to acts that will
affect the well being of democratic nations everywhere.
Principles must be adhered to at all levels within the
Agency and these principles must be the highest within the
Government. Because of the nature of our work, every
employee must maintain ethics and integrity pf the highest
degree and to remain objective and free of bias in conducting
the business of intelligence. All employees must be
encouraged to look at aspects of the mission with fresh,
novel and even unorthodox ideas to improve on methods of the
past.
Our Agency must be committed to standards of excellence,
to develop and utilize the most advanced data collection
techniques available, to recognize the need for a good
working environment and substantial benefits to retain our
talent, and to maintain involvement and enthusiasm among
employees by recognizing and rewarding individual and
organizational efforts. To insure performance of the highest
caliber and to maintain the leadership of all intelligence
services the development, confidence, and resources of our
people are paramount.
STAT
OMS CAD LSB
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
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Purpose:
The CIA is a total system which encompasses collection, evaluation, and
integration of information relevant to national security. The Agency's product
is finished intelligence as demanded by the decision-makers to whom the citizens
have entrusted the present course and future destiny of our country.
Organization: _
The CIA achieves its purpose by complex orchestration of specialists and
support to those specialists in the several activities of collection.,. evaluation,
and integration. Each and every position in CIA is a specific, unique, and requisite
element without which the product is somehow deficient.
Ethics:
The CIA demands personal integrity of.every individual employee far.. and away
above the national norm. This demand arises both from the extreme sensitivity of
all aspects of finished intelligence production as well as.from the need to
maintain credibility of the CIA with decision. makers, citizenry, allies and assets.
People:
CIA employees necessarily perform their duties without the positive motivational
influence of their residential community's recognition either of approval for. effort
or of respect for accomplishment.. The most poignant deprivation reaches the very
heart of the employee's personal and family life. There, national security require-
ments foster ambiguities disruptive of the natural personal/familial processes of
acceptance, approval, identification, and respect. The CIA responds to employee
sacrifices, first, by all out efforts to challenge and correct disinformation
promulgated by public detractors of the Agency. Second, at the level of the indivi-
dual employee, the CIA commits itself to respond to the needs which draw all employees
to the CIA in spite of sacrifices required--the need of every employee to both
affiliate with the most demanding agency and to achieve the highest attainment of
which each is capable, often reaching beyond personal standards of excellence.
Management :
CIA management is results-oriented i.e., "turn out the product demanded what-
ever the cost". Agency management is aware that this repeated emphasis upon short-
term goals drains but cannot replenish employee motivation--a replenishment demanded
if CIA would avoid the spectre of long-term losses among personnel. qualified to
serve the Agency. Operating within the externally-dictated constraints of.a wage-
scale system, CIA management rises above the incentive award system to.provide
individualized expressions of appreciation and recognition for accomplishment.
Regardless of short-term. production demands, CIA management places highest priority
upon assisting the employee in pursuit of increasing/expanding personal. excellence
through training and education programs relevant to the Agency purpose. ,
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Measures of Results:
The CIA appreciates that the value of its product is a function of its
relevance and timeliness in support of this country's decision makers. It
also appreciates that an employee's dedication is a positive function of the
opportunity to identify with the product. Thus, CIA bends every effort to
educate its employees regarding product outcomes and the relevance of indivi-
dual efforts to these outcomes.
Standards:
--responsive quantitative production of qualitative finished intelligence;
--uncompromising integrity in both product and personnel;
--respect for employees;
--commitment to programs for employee development and maintenance of
motivation;
--unflagging pursuit of goals beyond current standards of excellence.
Chief Psychologist, Selec ion S pp rt Branch
Office of Medical Se vices
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STATFMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose: To provide accurate, comprehensive intelligence support to all our
consumers in a timely manner and in a form of greatest utility. Recognizing that
accurate, comprehensive intelligence is our Nation's most sensitive and first line
of defense, then, no matter what job we have or the nature of our immediate tasks,
our individual and collective efforts are all directed towards achieving this
purpose.
Organization: The many components of the. CIA are critically dependent on one
another to achieve the organizations goals. In pursuit of CIA's purpose, the
organizational maxim from time immemorial is followed: all for one and one-for-All.
Ethics: Our activities are conducted under the Constitution and laws of the
United States. The highest degree of integrity is demonstrated at all times.
The beauty of our Nation's moral and legal codes are reflected in the sensitivity
to them manifested by each Agency member in the performance of duty.
People: CIA's people are the.strength.of the organization. The quality and
morales its people determines the capacity.of.the Agency to achieve. its purpose.
,To maintain the Agency's strength, its applicants must meet special standards
of excellence in suitability before being allowed entry into the. organization,
its employee's professional skills and personal growth will be recognized and
fostered through training, travel, and assignments, its managers will be selected
for ability to inspire enthusiasm and promote excellence based on their own
performances, and the employees' esprit de corps will be kept high by genuine
appreciation of their needs not to feel ignored, taken for granted, or exploited
as they work towards achieving the Agency's purpose.
Management: CIA's operating style is to foster initiatives and.creativity
by allowing the individual great freedom of action in attaining well-defined .
objectives, while requiring efficiency, accountability, and results at all levels.
Management must always encourage the employees to devote their energies towards
achieving the Agency's purpose. Management. does this by a system of rewards,
genuine appreciation, and recognition of.employees' accomplishments and by elimi-
nating the irritating impedimenta which cut effectiveness, reduce :speed, waste
time, interfere with efficiency, cause inertia, and/or lower morale. Management
sustains the employee's morale through an understanding of their need for recog-
nition of and appreciation. for the personal sacrifices made and the individual
rights forfeited in the pursuit of the Agency mission.
Measures of Results: As a governmental service for the.defense.of the-American
people and their way of life, the results from the CIA's activities and. expenditures
are not easily measured in the routine ways used to gauge business enterprises;
nevertheless, the results are in the. satisfaction of its customers in the value,
relevance, and.timeliness of the intelligence and operational inputs they receive
and how these foster the security and prosperity of the United States. The
resources needed to achieve those results come from the way the.President and the
Congress and the public assess and -v_*lue these results..
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Standards: We seek to exemplify in everything we do:
- performance of the highest quality;
- ethics and integrity of the highest order;
- development of outstanding skills, morale, confidence, and personal
resources in our people;
- utilization of the most effective technologies;
- capability and flexibility to meet tough and sudden challenges;
- leadership and recognition as the best intelligence service in
the world
STAT
Deputy Chief, Selection Processing Division
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Field Operations Division and Psychiatric Operations Division/OMS
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose
- Provide accurate, comprehensive and timely intelligence
support to a broad consumer base.
- Adhere to the Constitution and laws of the United States.
- Strive to insure that the public views the CIA as an asset
to protect their interests as a democracy, regardless of the
political party in office.
People
-Seek to attract, develop and retain talented people.
-Foster initiatives and creativity, while requiring efficiency
and accountability.
? -Achieve and maintain quality of excellence in management to
engender team spirit among all grade levels and specialities of
Agency employees.
-Develop employee incentives through all grade levels by
aggressive application of an equitable merit awards program recognizing
outstanding accomplishments and individual achievement.
-Develop espirit d'corps while encouraging individual expression.
-Within realm of secrecy provide feedback to project contributions
on measures of success based on individual contributions.
Measure of Results
- Satisfaction of customers.
- Morale of employees.
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Standards
We seek to exemplify in everything we do:
- performance of the highest quality;
- ethics and integrity of the highest order;
- development of outstanding skills, confidence, and personal
resources in our people;
- utilization of the most effective technologies;
- capability and flexibility to meet tough and sudden challenges;
- leadership and recognition as the best intelligence service
in the world.
?
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In order to improve the overall product of the Agency, its
most important resource, personnel, must be fully utilized.
They must, dispite age, grade or position, be given the
opportunity to express their ideas and develop them without the
fear of micromanagement or failure. These individuals must be
appropriately rewarded for their aggressiveness, creativity and
dedication. Those individuals who do strictly what they are
told without exhibiting a form of initiative should be assigned
a position and grade compatible with such indifference. Those
who fail to partake in the overall objective or present an
obstructionist view should be released from duty and replaced by
individuals who believe the Agency is special and wish to
partake in its growth. Those who don't should seek other
employment.
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The broad view of what FOD is about is to provide
excellent medical care to our people in the Field and
to assist the other Directorates of the Agency in caring
for some select parties they contact. We can best
accomplish these goals by continuing to employ well-
trained, caring processionals and their staffs.
It is incumbent upon the Agency to find a way to
enhance career growth within a department and eliminate
the time-honored but outmoded pattern of "job-hopping".
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Reflections on Development of Goals,
Principles and Standards for the CIA
in Quest of "Standards of Excellence"
A few decades ago an individual who had headed up an
industrial giant before accepting one of the highest level
positions in government made the remark: "What is good for
General Motors is good for the country." The industrial giants
of this country are the cornerstones on which this country has
developed and prospered.
In this same context why not look at the Agency as a
governmental giant producing a commodity that is just as
important to the man on the street as is his most prized
possession. One could go one step further and consider the
? intelligence product much more important since without good
intelligence in today's world, John Q. Public is in danger of
losing an infinitely more valued possession -- his or her
freedom.
If one agrees with the above conclusions, then why not
study, scrutinize and then adapt the best of what an IBM,
General Motors, etc. has to offer whether it be in personnel,
production, or in a broader context of doing business in a way
that produces the best results.
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9 February 1984
?MEMORANDUM FOR THE RECORD
FROM:
SUBJECT: Response to DCI Request for Comments on
CIA Management
As most organizations grow and become more bureau-
cratic, goals and functions point more toward organiza-
tional preservation than creation of a better product.
Search for excellence evolves into satisfaction with
? mediocrity. To prevent this trend the CIA must instill
enthusiasm in its personnel. Creative initiative should
be rewarded instead of the usual quantitative production.
The hallmark of a dynamic institution is the-degree to
which it will encourage risk taking. This means failure
must be tolerated as much as success is rewarded.
STAT
STAT
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Registrar and Support Division/0145
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13 February 1984
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MEMORANDUM FOR: Acting Director, OMS
C/RFSD
SUBJECT: R&SD Summary Statement of Agency Goals,
Principles and Standards
1. Here are R&SD's employee statements of Agency
goals, principles and standards. For the most part,
all are in agreement with the DCI draft and any
differences are a matter of semantics.
2. Essentially, our employees believe the Agency,
its managers and people should comport themselves in
such a way as to concurrently satisfy the needs and
values of one another and that satisfaction of these
goals must be congruent with the needs, values and
beliefs of the Nation. The standard for success can
be measured in the support given the Agency by the
President, the NSC, Congress and the people.
STAT
STAT
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In an Organization where there is a "need to know" structure each group,
division, branch, staff, etc. may have to function on a smaller scale, but that
group must function together, learn together and believe in, not only what they
are doing, but in one another and mostly their managers. These managers are the
people that make the organization work. If the people don't have faith in their
managers then they will never function as`%:team.
The goal. . .the purpose of the CIA:
Be aware of what is happening throughout the world,
of what may happen based on facts collected and
report before a crisis, not during or after
To be extremely accurate when reporting
To work together, not only with ourselves but with
the other Intelligence Communities, not against or
in competition with
The people:
Work with one another
Share Ideas
Offer knowledge to new comers
Be creative
Take a risk, a long shot
Top management:
Show yourself, let your people know you care (don't
hide out)
Don't display doubt in your direction when pursuing
goals
Accept change (look for it.. .expect it)
Aim high, accept best effort
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Management:
Two way communication
Train your people (let them be trained. . .do without them
for a few days.. .they will only be more qualified when
they are through... everything is constantly changing)
Accept change. . .bring about change
Be open minded... promote creative thinking... take
risks.. .accept risks
Promote within the Office when possible
Believe in your people and let them believe in you
Stick up for your people
?
Without the people behind you and the organization it would fail (constant
movement of people not only within a large organization, Directorates etc., but
other Government oganizations and even leaving of the Government for private
organizations). There needs to be challenge, initiative, faith and security.
This Agency could probably improve in every aspect.
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February 6, 1984
? STATEMENT OF AGENCY GOALS AND STANDARDS
The major goal of the Central Intelligence Agency in the
1980's is the acquisition, analysis, assessment and dissemination
of accurate, reliable information required by those involved in
making the critical decisions that affect the security of not only
our nation and our allies, but of our entire world. As our world
becomes more complex, as more and more nations engage in
technological and economic development, recognition must be given
to the increased interdependency that has emerged. Given the
capability possessed by both friend and foe to obliterate our
planet, it is imperative that our focus be modified from the
myopic view of one-nation military, economic, or technological
supremacy. Our focus, now more than ever before, must be on
keeping informed of activities in many areas, in all parts of the
world. Supremacy will reside with those who have knowledge of
events, can predict future events, and has the capability of
acting wisely on the basis of that information.
Our Agency must be committed:
--to develop and utilize the most advanced data-collection
techniques available.
? --to employ the best minds it can for the acurate and timely
collection and assessment of data. Recognition must be given
to the need for good recruitment techniques, competitive pay
scales with the private sector, and substantial benefits and
working conditions to retain these talented people.
--to develop and utilize the most advanced decision-making
devices available for assistance in data assessments.
--to maintain involvement and enthusiasm among employees by
recognizing and rewarding not only individual efforts but
organizational efforts as well. Presentations by top
management for all employees, such as commemoration by the
DCI, especially instill pride and unity in our
compartmentalized organization.
--to insist on the maintenance of honesty and integrity among
its employees.
STAT
OMS R&SD IMB
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9 February 198A
MEMORANDUM FOR:
FROM:
SUBJECT:
Chief, Registrar and Support Division
Chief, Support Branch, OMS
1. The Agency purpose is to provide our decision makers
with the most up to date intelligence for use in establishment
of national policies. This involves a broad range of expertise
from economist, scientist, physician, to our support personnel.
2. The Agency needs to insure that our new personnel
realize the responsibilities of working for an intelligence
agency. The dedication and drive that use to be considered part
of the job is missing. This Agency can not afford to become a
9-5 job oriented environment. We should encourage "esprit de
? corps" among our co-workers and rekindle the "can do attitude
within our organization.
3. We should continue to develop our high technology
intelligence gathering capabilities. This is needed in order to
compete in the world today. At the same time we should not lose
sight of the value case officers provide to our organization.
They often provide a second opinion on some activity which is
being monitored by the intelligence community. We should place
more case officers overseas, conducting covert action and
desinformation programs.
4. The Agency should not force personnel into management
positions just so they can be promoted. We often move topnotch
case officers, computer specialist, scientist and others to the
top management positions. A lot of these people make lousy
managers but are tops in their own special field. Why not
provide growth for these people in their respective field,
thereby retaining that expertise when it will benefit the Agency
and our government the most.
STAT
STAT
STAT
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The Agencies mission is collecting intelligence both human and
technical on other countries. Also to run covert action against Foreign
Governments hostile to the U. S.
Items that need to be encouraged is more case officers in the field
conducting intelligence gathering and covert action.
disen onna ion.
The Agency can accomplish it's mission-With more case officers traveling
under cover and also for the Agency to become more envolved with
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As a fairly new employee my understanding is that we are an
intelligence gathering Agency. In order to do this, we have to
maintain our honesty and integrity and do our particular job to
the best of our ability within the framework of the Agency. In
my area we work to keep all employees emotionally and physically
healthy. With this support and support from all the other areas
we should be able to work together to maintain the high standards
that make up the Central Intelligence Agency.
To provide our government with information regarding dangers
abroad. That is vital to the security of our country.
The purpose of the CIA is to gather?_intelligence world-wide,
in order to protect the national security of the U.S. Each office
within the Agency links together to perform a task to insure that
the mission is accomplished.
? Better conditions for entry or clerical positions - take them
from out of the woodwork - give more job incentive - more of a feel
of being a part of something great. Instill more pride for a job
well done - unite - no:)o.ne can stand alone - Never downgrade a re-
quest. Strive for best performance no matter how trivial our ob-
jective seems to be. To honor:' -our obligations to society by being
an economic, intellectual and social asset to each nation and each
community in which we operate.
The Agency is here to serve our fellow Americans and mankind
to maintain freedom and high ideals and standards. As individuals
we must have a sence-;of dedication and work hard to establish an
example.
Our purpose is to provide our government with accurate and
thorough information and competent analysis of that information,
and to support'in all necessary ways those fulfilling those ob-
jectives. Sloppy performance breeds bad morale; we would all
like to feel part of an elite organization with high standards of
which we can feel justifiably proud.
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The main function of the CIA is to acquire and analyze informa-
tion to produce intelligence for policymakers.
The goals of CIA should be to produce and collect intelligence
for use by the President of the United States of America to assist
him in the formulation of foreign policy. Employees should be highly
motivated and dedicated to. the Agency and productive by "Ask not what
this Agency can do for me, but what I can do for the Agency".
The mission of the CIA, in my opinion, is to collect, analyze
and use information regarding foreign countries, both allied and
unfriendly, for the purpose of national security and informed policy
making.
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Goals for h 80's
1. Development of more adequate cover for covert employees and
their families.
2. More recognition of the efforts of people who perform their
jobs in high risk situations.
3. Outlying offices tend to feel isolated because of their
physical distance from Headquarters. This feeling is enhanced
when official notices and activity announcements arrive only
once a week by courier. Special steps should be taken to insure
increased mail services to satellite offices.
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The following is a statement of positive objectives: GOALS,
PRINCIPLES AND STANDARDS
GOALS: The final objective, to provide intelligence support to
the intelligence community, is achieved as a result and
culmination of numerous smaller goals towards which all effort
is directed continuously. The intention is never really
satisfied, but an ongoing process by which the seemingly
comparatively restricted dimensions of each goal's boundary is
ever changing. Inorder to endure and maintain meeting the day
to day goals we must remain capable of adapting to and modifying
the difficulties and achievements technology and world
environment are presenting. We can only do this through
engaging the attention and talents of all persons involved and
through continual upgrade of their knowledge and its pursuit.
PRINCIPLE: The guiding sense of requirements and obligations of
right conduct are especially important to those giving service.
The accepted or professed rule of action should be viewed not as
an oppression, but a binding force or brotherhood, which sets
? this organization apart from all others and makes working here a
privilege.
STANDARDS: We have ourselves become a role model, considered by
authority and general consent to be a basis of comparison. The
quality and level of excellence is represented in the goals and
fulfillment of specific requirements we have established and
met. We not only expect success, we create success, under all
circumstances by our elevated principles and goals.
STAT
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? What the Agency is about, what it should
foster and encourage:
The Agency's operation being worldwide is truly a leader
among the government agencies.
Because of its pervasiveness it's important for it to be
a well coordinated and cohesive agency: well coordinated among
its various stations so as to reduce its vulnerability to
foreign countries and cohesive to maintain the high efficiency
required to run such a large organization.
To this end the Agency needs an enormous group of people
with varied backgrounds and knowledge.
The nature of the work requires that the organization
very carefully select their employees. However, knowledge and
skills are only two from many factors needed such as honesty
and integrity in the screening process.
As the Agency expects and demands any number of
requirements from its employees so too, I believe, that the
employees should expect and receive. By receiving we are
speaking more then only a salary.
Employees are people with feelings, emotions and
desires. Recognition for one's goods works, whether it be a
pat on the back, a letter of commendation, monetary award,
promotion, etc., will instill in that employee a tremendous
? feeling of accomplishment. Also it will increase or at least
maintain a desire to extend themselves beyond that which is
required of them.
Communications among people is also vitally important for
the success of everyone concerned in achieving their goals.
Anything which will enhance this, should be given serious
consideration, e.g., seminars, in-house courses, lectures, etc.
Recognizing the many problems, such as: communications,
changing technology, individual goals etc, and their
corresponding solutions requires that the organization must
have leaders that can lead effictively.
The betterment of our Agency is not a job to be left to a
few; it is a responsibility to be shared by all of us.
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In serving the CIA, our people should be of the
highest integrity, a sense of pride and love of country.
To protect and keep the evils of communism..?out. The
agency needs to tighten the security of our building
and entrances. Less press involvement is essential to
carry out ?kg covert operations.
We need to improve the image of the CIA to the
American public. To let them know the CIA is here to
serve and protect their land and freedomi,
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The purpose of the C.I.A. is to produce-accurate,
,reliable, and timely, intelligence information-to aid
the Nationis policymakers in their decision making
.processes. This can be accomplished by maintaining
professionalism and reliability in every aspect of
employment and work production. It is important for
all employees to understand how they relate to, and
impact on the agency's final products to help foster
this attitude.
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Psychological Services Division/OVIS
Attached are four papers written by Psychological Services Division in
response to Mr. Casey's request for participation of all CIA employees in
defining/redefining the Agency's goals and mission. The first paper represents
the views of division clericals. The second paper represents the views of
division M.A.-level psychologists. The third paper presents the views the
division's Ph.D.-level psychologists, assessment and research. The fourth
paper represents the views of senior division management. 1
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? 2 February 1984
MEMORANDUM FOR: Director of Medical Services
Psychological Services Division
Office of Medical Services
STAT
SUBJECT: Comments on the Statement of Goals, Principles
and Standards for CIA
The comments below are from the clericals of Psychological Services Division.
1. Purpose. To provide accurate, comprehensive intelligence support to a broad
range of consumers in a timely manner and in a form to be of greatest utility. No matter
what job we have or the nature of our immediate tasks, our independent and collective
efforts are all directed towards this purpose.
Com ments: - - Work together as a team to help promote
N ational Security
? 2. Organization. The CIA is made up of operating elements that are critically
dependent on one another to support their individual and joint activities. Each element's
departmental and national responsibilities are respected and, in turn, will undertake to
contribute to and make use of the role and performance of other relevant elements.
Com ments: - - Maintain flexibility in order to keep current with
changing times, requirements, etc.
- - Outside offices want to feel more integrated
with their Agency counterparts.
3. Ethics. Our activities are conducted under the Consitution and laws of the
United States. The nature of our work is such that every member of the Agency must be
aware of and sensitive to the letter and spirit of this legal context, and m anifest the
highest degree of integrity in performance and conduct.
Com ments: - - Stress the fact that these are firm guidelines
that must be adhered to at all times.
4. People. CIA's people are the root source of its capabilities. The strength of
the organization is dependent on the quality of its people, and its future is related to the
opportunities it affords for their professional and personal growth. Skills are recognized
and fostered through training, travel and assignments; management personnel are
selected for their ability to inspire enthusiasm and promote excellence based on their
own performance.
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SUBJECT: Comments on the Statement of Goals, Principles and Standards for CIA
is C o.m m ents: - - Testing should be a m ajor factor in recruiting
people for both clerical and professional slots.
To cooperate with each other when working in
groups or with an individual.
Employees should be aware of how the various
parts of the Agency work.
Whenever possible, promote from within.
Testing should be a m ajor factor in m aking
employee selections for various types of jobs.
- - Better and improved facilities for employees.
5. Management. CIA's operating style is to foster initiatives and creativity by
allowing the individual great freedom of action in attaining well-defined objectives,
while requiring efficiency, accountability, and results at all levels.
Comments: - - Put together a program that will enable us to
train better and more effective managers.
- Define specific job goals for employees.
0
- - Set up guidelines which will enable the employees
to have some freedom in completing their job
goals effectively and efficiently.
- - Encourage suggestions from your employees on
how things could be improved or done more
efficiently.
Show interest in your employees' work.
Try to keep lines of corn munications open.
Maintain flexibility.
0
6. Measures of Results: Business organizations measure of results in profits,
return on investment and capital required to deliver the expanded and improved service
which further increases profit and capital value. This is achieved by meeting the needs
of customers more satisfactorily than alternative sources. As a public service, this
organization does not have profitability and capital value to measure its results. Still, its
results are in the satisfaction of its customers in the value, relevance, and timeliness of
the intelligence and operational inputs they receive. Those results come from the
qualities of its people and their creativity, dedication, and success in utilizing technology
and resources to collect, analyze, and apply information and judgment to foster the
security and prosperity of the United States. The resources needed to achieve those
results come from the way the P resident and the Congress and the public assess and
value these results.
Corn ments: - - Foster a better i m age of the Agency.
- - Keep up quality, efficiency, and production.
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? SUBJECT: Comments on the Statement of Goals, Principles and Standards for CIA
? Standards. W e seek to exemplify in everything we do:
- - performance of the highest quality;
- - ethics and integrity of the highest order;
- - development of outstanding skills, confidence, and personal
resources in our people;
utilization of the most effective technologies;
capability and flexibility to meet tough and sudden challenges;
t
leadership and recognition as the best intelligence service in the
world.
C o m ments: - - Hire quality personnel.
STAT
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3 February 1984
MEMORANDUM FOR: Director of Medical Services
Office of Medical Services
SUBJECT: Comments on the Statements of Goals, Principles,
and Standards for the CIA
Regarding the initial draft of purposes, principles and standards of the CIA, while
there is no disagreement with the statements outlined, it is felt that some areas should
be more strongly emphasized and other aspects addressed as well.
Purpose: Some inclusion addressing the responsibility for ensuring this capability
for the furture. The CIA should not merely concentrate on the here-and-now, but also
continually plan for the future.
? Organization: Greater emphasis should be placed upon the positive impact of
cooperation among the various offices and the impact this has on CIA's ability to carry
out its purpose. While fiscal responsibility, logistical support and the like are important
elements, they are services aimed at supporting intelligence gathering, not hindering it.
Ethics: Some mention that standards apply to both professional and personal
conduct.
People: Inclusion of attraction and recruitment of quality individuals as a primary
goal. As people are the essence of this organization, the ability to function effectively
in the future is directly related to the ability to attract the best young talent.
Measure of Results: Public and Congressional assessment is related to the
reputation this Agency possesses. Becasue of this, and the important relationship that
this assessment has to the CIA's ability to carry out and finance its mission, promotion of
this Agency as a relevant and competent organization is essential. Given the nature of
the work, this is not always possible, but every attempt should be made to emphasize,
where possible, the contributions we make.
As a means to these ends, and those previously outlined, some other thoughts are
also forwarded.
1. Fostering a "team" spirit by informing employees, as much as possible, how
what they do interfaces with the work of other officers and how it combines to make the
whole.
is 2. A more widespread use of "dual tracking" as in the D DI to allow people to be
recognized and promoted for excellence without removing theme from their duties and
switched to management. Not everyone is a manager.
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? 3. The principle and standards of the successful companies delineated by Thomas
Peters, have a certain com monality which can be applied to the Agency:
A. They all stress innovativeness. This quality can be particularly applied to
our unique type of work .Could we not continually create an atmosphere
where employees can express themselves even with the most unusual or the
most daring of ideas? Could we not constantly ask is there a better way of
doing it? Can't we question the conventional, and above all, encourage risk?
B. They all mention action. As Mr. Peters says, "Do it, fix it, try it." Can we
not radiate this same can-do attitude of getting on with it, be planful, but be
experimental, be flexible. Reward the "idea" people. Don't reward the clean
"do nothings".
C. They all emphasize quality. "It is better to aim at perfection and miss", says
IB M. Could we not refuse to accept the slipshod, the half done: the typo,
the misspelled word, the wrong statistic? Strive for excellence from the
bottom up.
D. They all write si m ply.
STAT
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? 3 February 1984
MEMORANDUM FOR
FROM:
SUBJECT:
Director, 0 M S
Psychologist, PSD/O MS
Draft Statement: Objectives, Principles,
and Standards of the CIA
The following represents an initial attempt to articulate the framework under which the
Agency operates. It is based on the pooled ideas of assessment and research
psychologists assigned to Psychological Services Division.
STATEMENT OF OBJECTIVES, PRINCIPLES, AND STANDARDS FOR CIA
Purpose. The CIA exists to provide and coordinate the foreign intelligence activities of
the United States for the express purpose of preserving national security and protecting
? the interests of the A m erican people and their allies. No m atter what job we have or the
nature of our im mediate tasks, our independent and collective efforts are all directed
towards this purpose.
Structure. Interdependent directorates and subordinate offices and divisions provide the
organizational structure under which the ultimate needs of consumers - the President,
National Security Council, and major departments and agencies -- are met in a timely
m anner.
Dynamics. People represent the dynamic driving force of the organization. Highly
competent, dedicated, innovative, and responsible individuals are selected to be
employees of the CIA. Capabilities and skills are recognized and rewarded.
Opportunities are provided for continued growth and professional development.
Direction and Guidance. Managers are charged with the overall responsibility for
directing' guiding, and motivating individual employees. Utilizing various styles in
accordance with perceived level of maturity and skill, the CIA manager establishes a
creative and productive environment and inspires individual initiative and
resourcefulness.
Standards.
Ethics. Uncompromising standards of honesty and integrity are maintained. All
activities are conducted under the Constitution and laws of the United States.
Performance. Dedication, loyalty, and high levels of personal responsibility are
? fostered and a flexible, spontaneous, "can-do" spirit of accomplishment is maintained.
Achievement and excellence are stressed and rewarded.
STAT
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SUBJECT: Draft Statement: Objectives, Principles,
and Standards of the CIA
? Service. The ultimate needs or requirements of the consumer are foremost. The
CIA stands for service of the highest order to the nation as a whole.
Measured of Results. As a public service, the CIA does not gauge its success in the same
script as does a business organization. Quality of intelligence activities simply cannot be
reduced to a bottom line. Rather, the CIA must weigh its results in terms of the
satisfaction of its customers in the value, relevance, and timeliness of the intelligence
product they receive. The resources needed to achieve those results come from the way
the President, National Security Council, Congress, major departments and agencies, and
the public assess and value the product.
STAT
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30 January 1984
MEMORANDUM FOR: Director of Medical Services
FROM : STAT
Chief, Research Branch, PSD/OMS
SUBJECT Comments on Statement of Goals, Principles and
Standards for CIA
1. The purpose of this memorandum is to convey the general
views of PSD management regarding the statement of CIA's purpose
and direction solicited by the DCI this week. The views con-
tained in this memorandum represent those held collectively by
C/PSD, C/AB/PSD and myself.
2. First, we wish to acknowledge and support the emphasis
placed by the DCI upon the importance of formalizing a statement
of organizational objectives. We also support the DCI's desire
to establish a sense of purpose and direction which every
employee of CIA from the highest ranking and experienced execu-
tive right down to the clerks on the first rung of the CIA's
career ladder can identify with and wholeheartedly endorse.
3. We find the draft statements of CIA's Purpose, Organiza-
tion, Ethics, People, Management, Measure of Results and Stand-
ards to be a respectable first try. However, we feel that at
least as much emphasis should be placed upon selecting the right
people to work at the CIA as has been placed upon training them
once they are here. Personnel selection is the first, and argu-
ably the most important step in staffing this or any Agency with
the right people. Therefore, we have changed the wording in the
People section to reflect this widely recognized fact. Simi-
larly, we have made numerous other suggestions, sometimes adding
and sometimes deleting phrases, but always with an eye towards
clarification and simplification.
4. Listed below is our edited version of the Statement of
Goals, Principles and Standards for CIA.
Purpose. To provide accurate, timely and comprehensive
intelligence support to a broad range of consumers. No matter
what job we have or the nature of our immediate tasks, our inde-
pendent and collective efforts are all ultimately directed
towards this purpose.
Organization. The CIA is made up of operating elements that
are critically dependent on one another to support its mission.
? Each element's departmental and national responsibilities strive
to contribute to and make use of the products produced by other
relevant elements.
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Ethics. Our activities are conducted under the Constitution
and laws of the United States. The nature of our work is such
that every member of the Agency must be aware of and sensitive to
? the letter and spirit of this legal foundation. All of us are
expected to manifest the highest degree of integrity in perform-
ance and conduct.
People. The strength of the organization is dependent on
the quality of its people, and its future is related to the
opportunities it affords for their professional and personal
growth. Skills are recognized and fostered through proper
personnel selection, training, travel, and assignments. Manage-
ment personnel are, selected for their ability to inspire enthusi-
asm, to execute sound judgment consistent with the stated goals
and objectives of the organization, and to promote excellence
based on their own performance.
Management. CIA's operating style is to foster initiatives
and creativity by allowing the individual maximum freedom of
action in attaining well-defined and clearly articulated objec-
tives, while requiring efficiency, accountability, and results at
all levels.
Measure of Results. The CIA measures its results by the
satisfaction of its customers in the value, relevance, accuracy,
and timeliness of the intelligence it produces. Those results
ultimately come from the qualities of its people and their cre-
ativity, dedication, and success in utilizing technology and
resources to collect, analyze, and apply information and judgment
to foster the security and prosperity of the United States. The
resources needed to achieve those results come from the way the
President, his executive branch policy-makers, the Congress and
the public assess and value CIA's products.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- fostering the most effective possible utilization of
our personnel by encouraging and promoting the
development of outstanding skills, confidence, and
personal resources in our people.
-- development and utilization of the most effective
technologies;
-- capability and flexibility to meet tough and sudden
challenges;
-- leadership and recognition as the best and most
respected intelligence service in the world.
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SECRET
DIRECTORATE
OF
ADMINISTRATION
GOALS, PRINCIPLES AND STANDARDS
FOR THE CIA
SECRET
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STATEMENT OF GOALS, PRINCIPLES, AND STANDARDS FOR CIA
Mission and Purpose
CIA coordinates the production and dissemination of the U.S.
foreign intelligence. We support policy with those special
activities which supplement and complement normal diplomacy. Our
resources are used to protect U.S..global interests from hostile
activities of foreign intelligence and security services or
international terrorist organizations..
Consistent with-the Constitution and the rule of law, we
provide policymakers and other elements within government with
the most accurate-, comprehensive, and highest quality intelli-
gence possible, to enable them to anticipate'events, choose among
viable options and make decisions in the interests of protecting
national security. No matter what job we have or the nature of
our immediate tasks, our independent and collective efforts are
all directed towards this purpose.
Organization
As the Agency charged with the responsibility for coordinating
the U.S. foreign intelligence effort, CIA's operating elements are
critically dependent on one another to support their individual
? and joint activities. Each element's departmental and national
responsibilities are respected and, in turn, each undertakes to
contribute to and make use'of the role and performance of the
others.
Ethics
Every member of the Agency must be constantly aware of and
sensitive to the idea that our activities are conducted under the
Constitution and laws of the United States. We produce the
highest quality intelligence without regard to politicization,
while remaining responsive to the President, the Congress and the
American people. We must adhere to the highest standards of ethics
in all our relationships and endeavors, knowing that anything
less compromises the principles that we individually and collec-
tively stand for, and diminishes our effectiveness with others.
Through the exercise of organizational and personal discipline
and integrity in performance and conduct we have overcome the
inherent contradiction of a secret intelligence organization in a
free society.
People
CIA's strength is the quality and integrity of its talented,
creative, and dedicated people. In addition to recruiting the
best people available, we must provide continuous training to
develop the skills and expertise unique to this profession and to
encourage the overall development of the individual. We promote
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objectivity, imagination, and initiative by providing_a positive
work environment that challenges the employee while it encourages
and supports responsible risk-taking as an essential element in
the collection and production of intelligence. As a result, CIA
professionals are instilled with and-manifest a sense of pride in
their own and the Agency's accomplishments.
Management
CIA's operating style is to encourage initiative, interactive
communication, and self expression, providing the opportunity for
creative thinking and allowing great freedom of action, including
the right to fail. Objectives and.goals are well defined,
requiring efficiency, accountability, and results at all levels,
but rewarding excellence by providing opportunity for personal
growth, professional development, and career advancement.
Measure of Results
Unlike our counterparts in industry, we are not driven by
profit motives. However, the prudent utilization of financial
resources is essential, to allow us to achieve the maximum
results with the smallest possible investment of taxpayer
dollars. By utilizing the unique skills of' our people and
state-of-the-art technology, we are able to collect, analyze, and
apply the most current and accurate information and'judgments
needed for the protection of national security. Ultimately,
. results are measured in the satisfaction of our customers, in the
value, quality, relevance, and timeliness of the intellience and
operational product we provide.
Standards
We strive to exemplify the following:
Excellence in the intelligence product;
personal integrity and self-discipline;
development of outstanding skills, confidence, and
professionalism in our people;
development and utilization of the most advanced
technologies possible;
maintenance of superior responsiveness, flexibility
and adaptability to changing requirements;
recognition of and dedication to our assigned role as
the coordinator for the production and dissemination of
foreign intelligence in the United States;
leadership and recognition as the best intelligence
service in the world.
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8 FEB 1984
NOTE FOR: Chief, Information $ Management Support Staff, OL
Chief, Supply Division, OL
SUBJECT: Organizational Goals, Objectives, et al
Dave,
1. Attached are various responses to the requirement we
levied in the Division on Mr. Casey's speech in relation to the
"In Search of Excellence." Whether or not you want to wade
through all of these is up to you. Some of them are general in
nature and refer to the Agency as a whole; however, the bulk of them
are more specific in nature and relate to the individual's immediate
work environment. From my understanding of what the DCI is looking
for, I think the following extracts and paraphrasing from these
papers best represent what they all are saying:.
a. What We Are About - To provide accurate and compre-
hensive foreign intelligence support to the broad range of
consumers within the U. S. Government. While doing this,
ensure that the public views the Agency as an organization
which conducts its affairs with uncompromising honesty and
integrity.
b. What It Is We Want to Foster and Encourage - That
no matter what the tas nor the mission levied upon us,
that all activities will be conducted within the framework
of the Constitution and laws of the United States. Set a
level of standards for the quality of our product which are
difficult to attain and ensure the best possible results.
c. Things to Accomplish This - Require a level of excel-
lence by all employees to ensure the name CIA is synonymous
with integrity, loyalty, and excellence. Create a working
environment which fosters the attitudes necessary to achieve
these goals. Develop a sense of unity and purpose so that
all employees feel they are part of a dynamic organization
striving for the best results possible within known constraints.
Ensure that all levels of management aspire to.these same
levels of excellence and that all employees have the chance to
use whatever talents they have to the fullest and to go as far
as these talents will allow them.
STAT
STAT
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Chief, Supply Division, OL
I FEB 1984
Deputy Chief, OSB/SD/OL
SUBJECT: Organizational Goals and Objectives
Per your request, the Operations Support Branch has
compiled the following organizational goals and objectives:
1. Impress on each individual that regardless of how mini-
mal one's job may appear, it should be performed at the employee's
highest level of capability in order to accomplish its mis
the services field--anything less is totally unacceptable.
2. Attainment of organizational excellence is dependent on
the development of new and redefined methods. Just as important,
and commonly overlooked, is the development of new and redefined
controls to provide for identification of possible and/or actual
problem areas and ensi e positive action at all managerial/
working levels.
3. Organizational excellence is the by-product of
employee's personal excellence. Agency employee training,
counseling and development programs should strive to motivate
personnel toward self-act n and, as corollary, obtain
organizational excellence.
4. Develop a sense of unity and cohesiveness within the
Agency. Ensure that leadership comes from one direction and that
all the directorates are zoverned by the same policies and
organizational goals
5. Strive to ensure that.the public views the Agency as an
organization which conducts its affairs with uncompromising
honesty and integrity, thereby improving the public's image of
what we are and what we do.
6. Make the name CIA synonymous with integrity, honesty and
excellence. Be the best U.S. Government agency that employees
are proud to be associated with.
7. Create a pleasant working environment where employees
look forward to coming to work. An office that is attractive and
up-to-date inspire's employees to keep up a professional image_
t s/
STAT
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[sa,~ta t~,`e s5`a
1 FEB 1984
USE ONLY
MEMORANDUM FOR: Chief, Supply Division, OL
Chief, Interdepartmental Support Branch, SD/OL
SUBJECT: Statement of Goals, Principles and Standards
for CIA
Attached is IDSB's response to your request for an improved Statement
of Goals for CIA together with specific recommendations for improvement.
Suggested changes to the original Statement of Goals for CIA are underlined.
STAT
STAT
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the objectives of the CIA is to provide accurate and current intelligence
to all of its consumers. In psuit of these objectives the Agency must
operate under the.lawa and Constitution of the United States.
To do this the Agency must continue to attract the brightest and highest
caliber of personnel and retain them through highly motivated goals and
opportunities for professional and personal growth. They should be sufficiently
challanged to strive for excellence in all they do. Open channels of
communications should be fostered through all levels of management,
the standards of the Agency are such that the ethics and integrity Nil
of all personnel x should be of the highest order. Qualified personnel should
be challanged to push the limits of modern technology in the pursuit of
the Agenc product, finished and accurate intelligence. We m-&st be
tally knowledgable in our areas of expertise. Initiation and self motivation
should be stressed.
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Statement of Objectives, Principles, and Standards for the
Central Intelligence Agency
It is the objective of the Central Intelligence Agency to
be totally responsive to its customer requirements. In providing
services and developing products, the CIA is guided by the
Constitution and laws of the United States. Excellence in
everything the Agency undertakes will serve as the standard for
all missions undertaken and all products produced.
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R? in private industry, a Government agency, such as CIA,
must depend on the initiatives and creativity of its employees;
0erefore, we must measure our success on a profit-makinq basis,
even though we do not operate on that scale. Highly trained personnel
is the positive mode of any organization to transmit sound beliefs,
guiding all policy and action.
Faithful adherence to such concepts will generate enthusiam to
reach for the highest possible form of perfection in all objectives
of service. Anything less is unacceptable and must be eliminated
as a barrier to the overall objective of providing worldwide support
in all intelligence activities.
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