LETTER TO (SANITIZED) FROM RICHARD FARSON

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00998R000100030012-2
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 22
• Document Creation Date: December 23, 2016
• Document Release Date: December 18, 2012
• Sequence Number: 12
• Publication Date: October 9, 1985
• Content Type: LETTER

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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FROM. EXTENSION NO.
1026 Cd6C DATE 4 November. 1985
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
1 Executive DiAeaton.
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1150 Silverado Street, ? Box 2029, La Jolla, California 92038-202*elephone [phone]
STAT
STAT
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WESTERN BEHAVIORAL SCIENCES INSTITUTE
Washington, D.C. 20505
OT&E
CIA
vi rianagem-e~ and Strategic Studies.
suggested I send you the enclosed materials on our School
This program is designed for policy level executives from business,
government and non-profit organizations who are unable to take time from
their busy schedules to gain the education necessary to deal with the .
dramatically changing requirements for leadership in the 1980s. Through
the use of state-of-the-art computer communications technology, partici-
pants converse electronically with faculty and each other. This new
medium allows participants to remain on the job, integrate the on-going
learning into their daily projects and problems, and use the faculty and
other participants to create a valuable and continuing network of
colleagues who confront problems common to their own.
Twice a year, in January and July, participants attend a one-week semi-
nar in La Jolla where they meet faculty members, staff, and other
participants. At this session they are taught how to use the new medium
of computer conferencing, they begin deliberation on the topics to be
discussed "on-line" during the next six months, and they establish
working relationships with faculty and participants that will continue
electronically when they return to their offices and homes. At the end
of the two-year program, participants retain their computer equipment
making it possible to continue the valuable contacts they have
established.
Our next term, "The Private Sector and the State," which deals with the
increasingly important and complex relationship between business and
government, begins with the La Jolla seminar, January 18-24, 1986.
Current participant and faculty lists are enclosed, in addition to a
brochure which describes how the program works. If you would like
additional information or application forms please call our office or
return the enclosed postcard.
Richard Farson
President
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iiou sijveraao street, I1P box 2029, La Jolla_C.alifornia 92038-202Welephone [phone]
WESTERN BEHAVIORAL SCIENCES INSTITUTE
THE SCHOOL OF MANAGEMENT AMID STRATEGIC STUDIES
FACULTY MEMBERS AND SEMINAR SPEAKERS
RAYMOND M. ALDEN, Retired Vice Chairman, United Telecommunications, Inc.
*ANTHONY G. ATHOS, D.B.A., Management Consultant, Former Jesse Isidor
Straus Professor of Business Administration, Harvard University
*RICHARD ATKINSON, Ph.D., Chancellor, University of California,
San Diego; Former Chairman, National Science Foundation
ROBERT U. AYRES, Ph.D., Professor, Engineering & Public Policy,
Carnegie=Mellon University
ALEXANDER BAVELAS, Ph.D., Retired Professor of Public Administration,
University of Victoria, British Columbia
JULIAN BEINART, Ph.D., M. Arch., M.C.P., Professor, Department
of Architecture, School of Architecture and Planning,'and
Director, Environmental Design Program, Massachusetts Institute
of Technology
*WARREN BENNIS, Ph.D., Joseph DeBell Professor of Research, School of
Business Administration, University of Southern California
STEWART BRAND, Publisher, Whole Earth Review and Whole Earth
Software Catalog
ANNE WELLS BRANSCOMB, J.D., Chairman, Communications Law Division,
Science and Technology Section, American Bar Association
GARRY BREWER, Ph.D., Frederick K. Weyerhaeuser Professor of Resource
Policy & Management, Yale School of Organization and Management
*HON. EDMUND G. BROWN, Jr., Former Governor of California
FLETCHER BYROM, Former Chairman, Committee for Economic Development;
Former Chairman, Koppers Company
C. WEST CHURCHMAN, Ph.D., Emeritus Professor, Center for Research and
Management, University of California, Berkeley
HARLAN CLEVELAND, Ph.D., Director, Hubert H. Humphrey Institute of
Public Affairs, University of Minnesota
*Seminar guest speaker
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STEPHEN S. COHEN, Ph.D., Professor of Planning; Co-Director, Berkeley
Roundtable on the International Economy, University of
California, Berkeley
MARY DOUGLAS, Ph.D.,'Professor, Religious Studies, Princeton University;
Professor Emeritus, Humanities,. Northwestern University
ANDREW FEENBERG, Ph.D., Professor of Philosophy, San Diego
State University and Director, Program in Technology and
Communications, WBSI
JACKSON C. GRAYSON, Jr., D.B.A., Chairman, American Productivity
Center, Houston, Texas
CHARLES HAMPDEN-TURNER, D.B.A., Royal Dutch Shell Professor of
Business Strategy, London Business School
*STARR ROXANNE HILTZ, Ph.D., Associate Director, Computerized
Conferencing and Communication Center, New Jersey Institute
of Technology'
*CARL HODGES, Director, Environmental Research Laboratory,
University of Arizona, Tucson
*HAROLD HODGKINSON, Senior Fellow, The Institute for Educational
Leadership, Inc., Washington, D.C.
ELLIOTT JAQUES, M.D., Ph.D., Professor of Sociology and Director,
Institute of Organization and Social Studies, Brunel University,
England
KAI N. LEE, Ph.D., Washington State Member, Northwest Power Planning
Council; Associate Professor of Environmental Studies
and Political Science, University of Washington
PAUL LEVINSON, Ph.D., Associate Professor of Communications,
Fairleigh Dickinson University
RACHEL McCULLOCH, Ph.D., Visiting Scholar, Hoover Institution,
Stanford University; Professor, Department of Economics,
University of Wisconsin
DONALD MICHAEL, Ph.D., Professor Emeritus, Planning & Public Policy,
University of Michigan
*JAMES GRIER MILLER, Ph.D., President, International Systems Institute,
La Jolla, California
*IAN I. MITROFF, Ph.D., Harold Quinton Distinguished Professor of
Business Policy, University of Southern California
*Seminar guest speaker
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BRIAN MURPHY, Ph.D., Political Economist; Chief Consultant, State
Legislative Joint Committee for the Review of the Master Plan for
Higher Education, Sacramento, California; Former Professor of Political
Science, University of Santa Clara
CARROLL W. PURSELL, Ph.D., Professor, History of Technology,
University of California, Santa Barbara
*ROGER REVELLE, Ph.D., Professor of Science & Public Policy,
University of California, San Diego
WALTER ORR ROBERTS, Ph.D., President Emeritus, University Corporation
for Atmospheric Research, University of Colorado
*CARL-ROGERS, Ph.D., Resident Fellow, Center for Studies-of the
Person, La Jolla, California
*JONAS SALK, M.D., Resident Fellow and Founding Director, Salk
Institute for Biological Studies, La Jolla, California
*HERBERT SCHILLER, Ph.D., Professor, Department of Communications,
University of California, San Diego
PETER SCHWARTZ, Head of Business Environment Planning, Royal Dutch
Shell Group of Companies, London, England
RUSSELL L. SCHWEICKART, Visiting Scientist, Massachusetts Institute
of Technology; Former Commissioner, California Energy Commission;
Former Astronaut, NASA
*GARRY R. SHIRTS, Ph.D., President, SIMILE II, Del Mar, California
*JIVAN TABIBIAN, President, Interactive Video Corporation
MURRAY TUROFF, Ph.D., Director, Computerized Conferencing and
Communications Center, New Jersey Institute of Technology
*JACQUES VALLEE, Ph.D., Vice President, International Operations,
Sofinnova, Inc.; Co-Founder, Infomedia Corporation; Former Research
Fellow, Institute for the Future
LANGDON WINNER, Ph.D., Associate Professor, Rensselaer
Polytechnic University, Troy, New York
HERBERT YORK, Ph.D., Director, Institute for the Study of Global
Conflict and Cooperation, University of California, San Diego
JOHN ZYSMAN, Ph.D., Associate Professor of Political Science and
Co-Director, Berkeley Roundtable on the International Economy,
University of California, Berkeley
*Seminar guest speaker
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6-a wuIA, -aurtrrnia YZUi -tut. elephone [phone]
WESTERN BEHAVIORAL SCIENCES INSTITUTE
MM SCHOOL OF MANAGH4]T AMID S!'RATHGIC STUDIES
PARTICIPANTS
*COL. DENNIS BENCHOFF, Depot Commander, Red River Army Depot, U.S.
Army, Texarkana, Texas
BARTON R. BURKHALTER, Executive Vice President, WV International
Industries, West Virginia
ROGER C. BUSH, Consultant, Project Planning and Design, Oakland,
California
PETER T. CABBAN, Secretary and Chief Executive Officer, Community
Systems Foundation, Crows Nest, Australia
*ARVA CARLSON, Consultant, Academic Innovators, Vancouver, Washington
LISA CARLSON, Director, Leadership Technologies, Metasystems Design
Group, Inc., Arlington, Virginia
DOUGLASS CARMICHAEL, Psychoanalyst, Washington, D.C.
+WAYNE COLLINS, Associate Director, Environmental Research Laboratory,
University of Arizona, Tucson
*MICHAEL CRICHTON, M.D., Author/Director, constant c Productions, Santa
Monica, California
*RICHARD B. DAVIES, Technology Manager, Software Manufacture and Dis-
tribution/Europe, Digital Equipment Corporation Ltd., Berkshire,
United Kingdom
WILLIAM DEMPSTER, President, Institute of Ecotechnics, Fort Worth, Texas
PAUL F. DUVALL, Executive Vice President/Director of Operations
Manufacturing Division, FOSECO, Inc., Cleveland, Ohio
+WILLIAM EVANS, Vice President and General Manager, Energy Products
Group, TRW, Inc., Cleveland, Ohio
ULF FAGERQUIST, Manager, Planning and Operations, Systems and Cluster
Engineering Division, Digital Equipment Corporation, Maynard,
Massachusetts
*July 1985 enrollee
+Alumni Network Member
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HENRY I. FEIR, Group Personnel' Manager, Western Manufacturing and
Engineering, Digital Equipment Corporation, Palo Alto, California
*TRUDI C. FERGUSON, Consultant in Organizational Development, Santa
Monica, California
+CHARLES H. FROST, Vice President, Administration, Tektronix, Inc.,
Beaverton, Oregon
+GARY GINTER, Managing Partner, Chicago Research and Trading Group,
Chicago, Illinois
EDWARD P. GLENN, III, Research Associate, Environmental Research
Laboratory, University of Arizona, Tucson, and Sharjah
United Arab Emirates
+RODRIGO ARBOLEDA HALABY, Consultant, Key Biscayne, Florida
*ERIC HEIM, Manager, Productivity Development, Pacific Gas and
Electric Company, San Francisco, California
+WILLIAM E. HENRY, Board of Prison Terms and Paroles, Olympia, Washington
*NEAL HICKS, Director, Aquaculture Research, Environmental Research
Laboratory, University of Arizona, Tucson
CAROL LEE HILEWICK, Consultant, International Communications, Infor-
mation Policy and Trade, Washington, D.C.
+CARL HODGES, Director, Environmental Research Laboratory,
University of Arizona, Tucson
VIRGINIA HODGKINSON, Vice President, Research, Independent Sector,
Washington, D.C. ,
+CHARLES HOUSE, Director, Corporate Engineering, Hewlett Packard, Palo
Alto, California
+WILLIAM R. JOHNSON, JR., Vice President, Distributed Systems,
Engineering/Marketing, Digital Equipment Corporation, Maynard,
Massachusetts ..
*SOL KATZEN, Head of Nutrition, Environmental Research Laboratory,
University of Arizona, Tucson and Tel Aviv, Israel
*BETSY KNAPP, Senior Vice President, Knapp Communications, Los Angeles,
California
*ANDY KOVAL, Director, Africa Development Group, Catholic Relief
Services, New York City and Cairo, Egypt
*July 1985 enrollee
+Alumni Network Member
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STAT
+LUCY E. KRATOVIL, Staff Manager, AT&T Communications, New York
City
+LEONARD LASTER, M.D., President, Oregon Health Sciences University,
;v. Portland, Oregon
NORBERT T. LEAHY, Manager, Human Resources, Hayes Microcomputer
Products, Inc., Norcross, Georgia
*R. ALLAN LEEDY, JR., Vice President, Secretary, and General Counsel,
Tektronix, Inc., Beaverton, Oregon
*FREDERICK MAYTAG, President, Anchor Brewing Company, San Francisco,
California
Chief, Persian Gulf Division, Office of the Near
Eastern a South Asian Analysis, Directorate of .Intelligence,
Central Intelligence Agency, Washington, D.C.
*CARLOS NAGEL, Director, Cultural Exchange Service, Tucson, Arizona
+DENNIS E. O'CONNOR, Group Manager, Intelligent Systems Technologies,
Digital Equipment Corporation, Hudson, Massachusetts
THOMAS C. PRATT, Senior Vice President, Corporate Design and
Development/Facilities, Herman Miller, Inc., Zeeland, Michigan
*ELIZABETH RICH, Author, New York City
COL. TAFT C. RING, Chief of C3I/DCCS Division, U.S. Army, Ft. Lewis,
Washington
CHRISTER S. SALEN, Chairman, Salenia A.B., London, England
*PAMELA J. SALOKY, Group Manager, Engineering, Digital Equipment
Corporation, Littleton, Massachusetts
LINDA P. SAMUELSEN, Consultant, Kensington, California
*ROBERT L. SCHWARTZ, President and CEO, Tarrytown House Executive
Conference Center, Tarrytown, New York
RUSSELL L. SCHWEICKART, Visiting Scientist, Massachusetts Institute
of Technology, Cambridge, Massachusetts; Former Astronaut,
NASA
*WILLIAM C. SHEPHERD, President and Chief Operating Officer, Allergan
Pharmaceuticals, Irvine, California
*July 1985 enrollee"
+Alumni Network Member
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ALAN W. SIMILA, Manager, Engineering Computer Applications
Department, Pacific Gas and Electric Company, San Francisco,
California
+DOUGLAS STRAIN, Chairman, Electro Scientific Industries, Inc., Portland,
Oregon
DONALD STRAUS, President Emeritus, Research Institute of the American
Arbitration Association, New York City
COL. THEODORE G. STROUP, Executive Officer, Vice Chief of Staff, Department
of the Army, Washington, D.C.
STEPHEN N. TEICHER, Manager, Workstation Program Office, Low End Systems
and Technologies Group, Digital Equipment Corporation, Maynard,
Massachusetts
*BARRY TRAUB, Owner, National Fairs, Inc., San Francisco, California
MIGUEL URIBE, General Manager, Jupiter Consultants Limited, Bogota,
Colombia
+WILLIAM D. WALKER, President, Electro Scientific Industries, Inc.,
Portland, Oregon ?
*HOWARD N. WEISS, President, Weiss, Dubs & Tyau Advertising, Tucson,
Arizona
+JAMES WEST, Former President, Mission Viejo, Palm Desert, California
*WILLIAM WOOD PRINCE, Vice Chairman, F.H. Prince & Company,. Inc.,
Chicago, Illinois
+CHRISTOPHER WRIGHT, Partner, Washington Resources, Inc., Washington, D.C.
*July 1985 enrollee
+Alumni Network Member
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Answers t' 20 Questions About
_The School of Management
and Strategic Studies of
. For nearly a quarter of a century
the WESTERN BEHAVIORAL
SCIENCES INSTITUTE has pioneered
leadership, group behavior,
organizational communication,
international negotiation, and
conflict resolution.
Recently WBSI has established
The School of Management and
1150 Silverado Street, P.O. Box zoz9
La Jolla, California 9zo38-2-oz9
619-459-3811
Strategic Studies for policy level
executives from business,
government and the academic
community.
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FIRST O'tLL, WHAT IS THE WESTERN
BEHAVIORAL SCIENCES INSTITUTE?
WBSI, as we are always called,
is a 24-year-old, independent,
nonprofit, research and
educational institution. Our
activities have ranged from
pioneering studies on small group
processes, social power,
leadership, and human relations
in large and small organizations,
to research on deterrence
strategies, international
negotiation, and violence control.
We have carried out many policy
studies on poverty, intercultural
relations, aging, family life, and
education, among others. We
were the first to use television in
community mental health, a film
project that won an Academy
Award; an action-research
project supported by the U.S.
Law Enforcement Assistance
Administration has greatly cut
down robberies for a chain of
convenience stores. Our work
has been supported by grants or
contracts from many of the major
foundations and from state and
federal government agencies.
Under a recent contract from the
United States Department of
Commerce, WBSI established
a network of fifty leaders of
industry and labor who use the
computer teleconferencing
format (described below) to try to
find solutions to the problem of
declining productivity in the
United States. In January 198 z,
following more than a year of
planning and preparation, WBSI
inaugurated the School of
,Management and Strategic
Studies.
Wi4 Is THE SCHOOL OF MANAGEMENT AND
? .~ STRATEGIC STUDIES?
The School was established to
provide an intensive two-year
educational program for a limited
number of key executives in
business, government, and
nonprofit organizations. It is
designed to prepare such people
to meet the radically changed
requirements for leadership in the
coming decades, and is unique, a
major departure from any other
educational or training project.
Both in its curriculum and in its
use of an advanced technology,
"computer teleconferencing;' this
program is the first of its kind.
Computer teleconferencing
makes it possible for busy and
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indispensable executives to
participate in a prolonged
educational experience without
having to leave their offices. The
format does away with the well-
known "re-entry" problem, for
the participants remain active
and on top of things in their
organizations. The program
avoids the erosion of learning
that usually occurs when the
executive, returning after several
months' absence, is caught up in
the fast pace of work; on the
contrary, there is daily
reinforcement and support from
the School group and the faculty.
may be addressed to a specific
individual, who alone can
retrieve it, or to a whole group.
Communications may be sent
or received at any time at the
convenience of the conferencer.
Participants can obtain a
complete record of
communications addressed to
them in the form of "hard-copy"
from their printers.
WHY IS SUCH A PROGRAM NEEDED?
The job of the policy level
executive has changed
Computer teleconferencing
differs radically from audio and
video teleconferencing in that it
does not try to duplicate the
elements of a face-to-face
meeting. Participants and faculty
each have their own computer
terminals, in the office or at
home, as preferred. The terminals
are connected by phone lines to a
central computer that organizes
and stores all communications.
One may either check in to see
who else is signed on the system
at the moment and exchange real-
time messages, or one may put
communications into the system
for later retrieval. These messages
aramaticauy in the last ten years.
Sixty percent of a CEO's time is
spent dealing with public issues
that seem to impinge on virtually
every decision; and even the
simplest decisions too often have
unexpected impacts and
uncertain outcomes. Today, top
level policy making demands
"strategic thinking;' an
awareness of the whole
environment in which a decision
is embedded and on which it will
have an impact. But strategic
thinking imposes new and heavy
demands. It entails a broad
understanding of national and
international issues, of the
problems and possibilities of new
technologies, of environmental
concerns and social movements, a
sensitivity to changing values,
and a perception of how all these
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W
elements are interrelated. In other
words, modern executives need
to understand the larger context
of their decisions, and in the face
of uncertainty and change be able
to assess the long-range and often
remote effects of social and
technological decisions. Today
and in the future top executives
must be equipped to exercise that
prime requisite of leadership-
intelligent foresight.
This program is designed for
the key people on whom an
organization depends-or
will depend-for long-range
planning. These people are busy
top executives, not necessarily
chief executive officers, although
a number of them are in our
program. They should possess
intellectual breadth, mental
agility, and experience in
organizational strategy, not only
because the curriculum requires
such qualities, but also to insure
that each participant can make
significant contributions to group
discussions, and can feel
confident of being among peers.
WHAT Aif THE OBJECTIVES OF THE PROGRAM?
The overall objective is, of
course, to develop strategic
thinking. One essential in
achieving this is a perspective on
history, an understanding of "the
past as prologue" and the ability
? to use history as a guide. A
second essential is appreciation of
the context in which decisions are
made-the social, economic, and
technological issues, both actual
and potential. Third is a concern
for fundamental values-not only
for the age-old moral and ethical
questions, but an awareness that
our assumptions color the way
we perceive facts and interpret
data. And the fourth essential is
an ability to think in terms of
systems -to understand that any
unit, whether an individual, a
department, or an organization
constitutes a system in which the
whole and its parts form an
interdependent network. These
are the four themes that pervade
the School's program. Familiarity
with this sort of thinking helps
develop a fifth essential-
a facility with counter-
conventional thinking-the non-
linear, non-cause-and-effect,
paradoxical thinking that is
characteristic of innovative
leaders and that enables them to
deal with the unpredictable and
unprecedented.
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WHAT Is THE CURRICULUM?
The School's two-year program
is divided into four six-month
courses: "The Private Sector
and the State;' "Technological
Progress and People;" "The
Management of Scarcity and
Abundance;' and "Globalism and
Interdependence." The courses
are subdivided into topics or
"modules;' each of three or four
weeks' duration and each taught
by an expert, whether a leading
academic or someone with
significant experience in the
subject. The four themes,
Strategy, Values, Context, and
Human Systems, are built into
the courses, serving as focal
points for discussion. The faculty
member responsible for each
topic, besides providing the basic
input, stimulates discussion with
questions, case problems,
simulation games, exercises, and
the like. We have developed a true
multi-media approach using
tapes and print as well as
computer teleconferencing.
YI U ACHIEVE THESE OBJECTIVES?
The curriculum is the combined
result of our 14 years' experience
in research on leadership and
of consultation with the
Fellows of WBSI who constitute
the intellectual network of
distinguished social scientists that
guides the Institute's programs;
with our specially selected Board.
of Advisors, the majority of
whom are top leaders in the
private sector; and with many
other policy level executives. The
matrix, consisting of the four
themes interwoven with the four
basic courses described above,
grew out of a consensus that
these are indeed the issues that
will concern American leadership
in the coming years.
The faculty is composed of
an international group of
outstanding scholars and leaders
in the fields of science, business,
government, higher education,
and journalism. Because they
need not leave their home
institutions to participate, leading
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specialists from here and abroad
have joined us on the network.
Because the course topics change
each six months, so does the mix
of faculty members. As new
faculty members are added,
previous faculty members will
remain part of the network while
the program expands.
W DOE THE PROGRAM WORK?
At the start of each six-month
course, in January and July,
faculty, guest speakers, and
participants meet for eight days
in a conference setting at a hotel
near the Institute in La Jolla.
This initial meeting serves three
important functions: (t) Brief but
intensive introductory seminars
are held on each of the topics to
be dealt with during the term.
(z) Newcomers to the program
are trained in computer
teleconferencing techniques. (3)
Activities are arranged so that
participants get well acquainted
with each other, with the faculty,
and with the WBSI staff. We find
that computer teleconferencing
is much more effective if the
conferees can picture the person
they are talking to and know
something of their personalities
and values.
After participants and faculty
return home, the seminars are
continued via computer.
Participants are provided with
printed and audio-taped lectures,
panels, and discussions to help
focus their continuing
interaction. Readings, case
analyses, lectures, discussions,
decision games, simulations,
give real-life dimensions to the
theoretical learnings. Actual
problems that crop up in the
daily work of the participants
are often discussed via the
teleconferencing network, and
new insights are shared, issues
debated, and private messages
exchanged.
Skilled leadership is essential
for successful computer
teleconferencing; this is furnished
by WBSI through its faculty
coordinators and through
constant monitoring by the staff.
-46
ow Lo Si liOES IT TAKE To LEARN COMPUTER
ECONFERENCING?
It takes only a few hours to
learn the basics of computer
teleconferencing, and this is
achieved during the eight-day
initial seminar. At its conclusion,
all are competent conferencers,
even if they have had no previous
computer experience at all. We
find that typing ability is
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unnecessary to success; hunt-and-
peck works fine, and people have
fun mastering the keyboard and
getting the message through. In
fact, we find that the two-finger
typists tend to send longer
comments than do the virtuosos.
Executives are notorious for
resisting the computer, partly
because it seems a formidable and
mysterious technology, but also
because they don't want to do
computations themselves, nor are
they particularly interested in
information display. They believe
that others should take care of
that sort of thing. Many of them
don't type, and often feel that
"keyboards are for secretaries."
Our experience has been,
however, that when the computer
is used, not for its computational
capacity but for its communication
power, executives take to it like
ducks to water, and no matter
what their original level of
resistance, they find themselves
fascinated by this new technology;
some claim they are addicted to it.
UCH TE DOES TELECONFERENCING TAKE
This varies with each participant.
Some become deeply engrossed in
the program, and we have two or
three members who devote as
much as a'couple of hours a day
to it. On the other hand, there are
those who probably spend only a
few minutes each day but give it
more time on weekends. The
average time at the terminal is
about z to 3 hours a week. Some
additional time is given to
readings and an occasional phone
conference, but since almost all
participants have their computers
at home, their activities do not
invade the work day.
Participants come from the
leadership ranks of the private,
the public, and the nonprofit
sectors of American life. They
include presidents and vice-
presidents of corporations, some
of which are major multinational
giants, while others are as small
as a few hundred people. There
are top leaders from municipal,
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state and federal government
agencies, as well as presidents of
colleges, deans of professional
schools, and heads of research
.institutes. And, equally
important, there are younger
entrepreneurs heading growing
businesses.
DVANTAGES-OF THIS PROGRAM
An exceedingly important
advantage, already mentioned
above, is that valuable executives
need not be spared from their
organizations. Allied with this is
another advantage: since the
faculty, like the participants, need
not be detached from their on-
going pursuits, the School can
call on a group of experts
virtually impossible to assemble
at any single institution. Most
executive programs differ very
little from the undergraduate
and graduate training given in
schools of business, because
the professors in marketing,
production, advertising, finance,
etc., want to be sure their
? material is included. In addition,
there are all sorts of bureaucratic
barriers to the design of a truly
interdisciplinary curriculum and
to selecting specialists from all
over the country to teach a two-or
three-week course. For these, and
many other reasons, flexibility,
innovation, and change are
difficult to accomplish in
academic settings and it is
extremely difficult for a
university to engineer a truly
innovative program. This is
why most advanced ideas and
approaches, from modern
architecture to psychoanalysis,
to science itself, have originated
in institutes separate from the
university. Gradually the new
developments find their way into
the existing university disciplines
or into the curriculum. Indeed, it
is one of the university's most
important functions to guard
the disciplines, whereas it is
the function of independent
institutes, such as WBSI, to
pioneer.
Participants are nominated by
their sponsoring organization
and are also evaluated by WBSI
to insure that all class members
are compatible. Since each of
the four six-month courses is
repeated at two-year intervals,
participants may enter the
program with each new class,
in January or in July.
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w
Total annual tuition and
fees come to $12,400. This
includes a charge of $3,000 for
the computer terminal and
equipment, half of which is billed
each year, and annual computer
teleconferencing fees of $2,400.
At the end of the two-year
program, the computer
equipment becomes the property
of the sponsoring organization.
This gives the participant
continued access to WBSI and
to all current and previous
participants, and serves to build
an ongoing network of "alumni"
who may if they wish maintain
close and continuing contact with
each other and with the faculty.
WBSI will provide a variety of
activities and services to help
maintain and expand the
network.
On the face of it, ours is among
the most expensive programs
offered to executives. However,
our program eliminates some of
the direct costs of traditional
residential programs: salary
replacement costs, overhead,
travel, housing for the family,
etc., all of which can expand
many times the cost of the
education. It has been estimated
that the actual direct costs of
spending a year at a-university
executive program are in the
neighborhood of $z0o,oo0,
although the tuition is less
than a tenth of that. But other
less visible costs accrue to
the conventional university
residential program. Chief among
them-and incalculable-are the
costs of opportunities lost,
mistakes made, decisions
forfeited and actions not taken
because the executive was not on
hand, his or her judgment not
available. Organizations pay a
high price for the temporary loss
of a key executive's skills. So in
actuality our program represents
one of the least expensive
approaches to executive
education. And when one takes
account of the participant's daily
access to the expertise of a faculty
that would cost thousands of
dollars a day on a consulting
basis, the program is a bargain
indeed.
Yes. It "works" in the way the
best higher education works- by
encouraging changed viewpoints
and enlarged perspectives that
often produce new behaviors.
We know that some of our
participants have made major
changes in their organizations as
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a result of insights gained during
the program; we know that on
occasion a simple discussion of a
specific problem has shifted
someone's opinion dramatically.
And we know that such shifts
and insights have important
consequences in the way an
executive makes policy decisions.
What is required of executives is
the ability to make informed
judgments. The task of education
is to provide the breadth of
knowledge and develop the
flexible creative thinking needed
for such consequential decision
making, and it is for this that our
program is designed.
NOTES:
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1150 Silverado Street, ?Box 2029, La Jolla, California 92038-2029, Telephone [phone]
STAT
STAT
WESTERN BEHAVIORAL SCIENCES INSTITUTE
October 25, 1985
OT&E
CIA
Washington, D.C. 20505
I am writing to tell you about the outstanding faculty we have assembled for
next term in our School of Management and Strategic Studies. As you know,
the SMSS is the executive education program that uses the latest communica-
tions technology of computer conferencing to form a learning community of
policy level executives to address the new requirements of leadership in the
1980s. .
Our next term, "The Private Sector and the State," focuses on the complex
and crucially important relationship between business and government,
beginning with a residential seminar in La Jolla, California, January 18-24,
1986, and continuing electronically via computer conferencing for the
following six months.
The faculty is a distinguished group that includes leading social
scientists, an economist and several former government officials who can
speak from practical experience in the corridors of state. The full list of
faculty and course descriptions is enclosed.
In addition to these main courses, we will continue to offer a number of on-
line programs available through our computer network. These include a
weekly commentary on the implications of new telecommunications technology
by communication theorist Paul Levinson; a series of stimulating discussions
on climate and the environment by famed astronomer and climatologist Walter
Orr Roberts; a seminar responding to the increasing scale and complexity of
environmental management problems at the macro or planetary level, led by
Carl Hodges, Director of the Environmental Research Laboratory at the
University of Arizona; an experimental human relations training group
designed to explore executive style and to deal with the management of human
systems, facilitated by psychologist Verne Kallejian; and the Omega
Newscenter reports, continually updated digests of current events and news
on the subjects of technology and telecommunications.
All in all, it looks to be one of our best terms ever. I hope that you or
one of your colleagues will be able to attend. If you wish to receive
further information, please call me.
Richard Farson
President
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1-150 Silverado Street, lw Box 2029, La Jolla, California 92038-202 Telephone [phone]
WESTERN BEHAVIORAL SCIENCES INSTITUTE
THE SC HXL OF Tr ALGID SrRATBGIC SZUDIES
"THE PRIVATE SW MR ALGID THE STATE"
January - June. 1986
Faculty and Cbu ses
Residential Seminar: January 18-24, 1986, La Jolla, California
During this seminar attended by the SMSS participants, alumni,
faculty and staff, new participants are taught how to use the
medium of computer conferencing, the faculty introduces the topics
to be discussed on-line during the next six months, and faculty and
participants establish working relationships that will continue
electronically when they return to their homes and offices.
February: Elliott Jaques "Ci lexity and Bureaucracy"
Psychiatrist and sociologist Elliott Jaques has devoted more than
thirty years to the study of organizations and is currently
consultant to the United States government on a reorganization plan,
for the Army. He will explore in this course the structure of
bureaucratic hierarchies in terms of higher and higher levels of
complexity, and the consequences of this for effective public/
private sector working relationships.
March: Charles E. Lindblom "Private Enterprise and Political Democracy"
Sterling Professor of Economics and Political Science at Yale
University, and author of the classic Politics and Markets, Professor
Lindblom is a leading authority on the relationship between business
and politics. His course will deal with the historical dependence of
democracy upon private enterprise and the contemporary conflict
between the two. He will address the relation of business to
politics, of market inequality to democratic equality, and whether
capitalism is anti-democratic.
April: Hendrik Hertzberg "The State Speaks"
Hendrik Hertzberg, former editor of The New Republic and chief
speechwriter for President Jimmy Ca r, is currently a fellow of
the Institute of Politics, Kennedy School of Government, at Harvard
University. Mr. Hertzberg will call upon his White House experi-
ence to illuminate the policy-making and communication processes
involved as the state, incarnated in the president, relates to its
various constituencies, including business and labor.
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May: Robert W. Crandall "The Changing Role of Government: Reducing
Econanic Regulation and Increasing Social
Regulation"
A former professor of economics at MIT and deputy director of the
Council on Wage and Price Stability, Dr. Crandall is now a senior
fellow at the Brookings Institution and directs its studies on
regulation. In this course he will contrast the deregulation of
transportation, carmunication, finance, and energy with the
increased regulation of health, safety and the environment.
June: Nicholas Johnson "Communications: Regulation and Deregulation"
Nicholas Johnson, professor at the University of Iowa College of
Law and former maverick FCC commissioner, will explore the argu-
ments for and against regulations in the field of communications,
using as case material his experience in the FCC.
The next segment in our continuing series on "Management Philosophy":
April: Mary Douglas "How Institutions Think"
In this special course, Mary Douglas, noted British social anthro-
pologist, will examine the ways in which the structure of organi-
zations determines the nature of decision making and policy setting.
Dr. Douglas, whose research with contemporary primitive cultures
has produced insights into the basic characteristics of all forms
of human organization, has served as Director for Research on
Culture and as Research Scholar at the Russell Sage Foundation; on
the Anthropology faculty of the University of London and at Oxford;
and as a Research Fellow for fieldwork in Africa. In the spring,
she will assume a professorship in the Religious Studies Department
of Princeton University.
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