REPORT OF PANEL ON EMERGING HUMAN TECHNOLOGIES

• Document Type: CREST
• Collection: STARGATE
• Document Number (FOIA) /ESDN (CREST): CIA-RDP96-00788R001800020001-1
• Release Decision: RIFPUB
• Original Classification: U
• Document Page Count: 55
• Document Creation Date: November 4, 2016
• Document Release Date: March 23, 2000
• Sequence Number: 1
• Publication Date: December 1, 1983
• Content Type: REPORT

Approved For Release 2000/08/08: CIA-RDP96-00788R00180c 20001-1
ARMY
SCIENCE
BOARD
DEPARTMENT OF THE ARMY
ASSISTANT SECRETARY OF THE ARMY
RESEARCH, DEVELOPMENT, AND ACQUISITION
WASHINGTON, D. C. 20310
REPORT OF PANEL
EMERGING HUMAN TECHNOLOGIES
December, 1983
Approved for public release;
distribution is unlimited.
C - (
Approved For Release 2000/08/08 : CIA-RDP96-00788RO01"F0001-1
 If ++ Approved For Release 2000/08/08 : CIA-RDP96-00788RO01800020001~i' '
This report is a product of the Army Science Board. The
Board is an independent, objective advisory group to the
Secretary of the Army and the Army Chief of Staff. Statements,
opinions, recommendations, and/or conclusions contained in this
report are those of the Panel on Emerging Human Technologies and
do not necessarily represent the official position of the U. S.
Army or the Department of Defense.
Approved For Release 2000/08/08 : CIA-RDP96-00788R00180005900
2'
(IM C.CV4 Q)
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
UNCLASSIFIED
REPORT DOCUMENTATION PAGE
READ INSTRUCTIONS
BEFORE COMPLETING FORM
I. REPORT NUMBER
2. GOVT ACCESSION NO.
3. RECIPIENT'S CATALOG NUMBER
4. TITLE (end Subtitle)
5. TYPE OF REPORT & PERIOD COVERED
Army Science Board Report of Panel on Emerging
Final
.
Human Technologies
6. PERFORMING ORG. REPORT NUMBER
7. AUTHOR(S)
GEN(Ret) George S. Blanchard
S. CONTRACT OR GRANT NUMBER(S)
Dr. Christine E. Clark Dr. Phillip Sidwell
Dr. Herbert L. Ley, Jr. Mr. Peter D. Weddle
9. PERFORMING ORGANIZATION NAME AND ADDRESS
Army Science Board
10. PROGRAM ELEMENT, PROJECT, TASK
AREA a WORK UNIT NUMBERS
Ofc of Assitant Secretary of the Army (Research,
-
Development, and Acquisition) Wash, DC
It. CONTROLLING OFFICE NAME AND ADDRESS
12. REPORT DATE
Dec 83
Same as Block 9
13. NUMBER OF PAGES
46
14. MONITORING AGENCY NAME & ADDRESS(if different from Controlling Office)
15. SECURITY CLASS. (of this report)
Unclassified
15e. DECLASSIFICATION DOWNGRADING
SCHEDULE
16. DISTRIBUTION STATEMENT (of this Report)
Approved for public release; distribution unlimited.
17. DISTRIBUTION STATEMENT (of the abstract entered In Block 20, It different from Report)
18. SUPPLEMENTARY NOTES
19. KEY WORDS (Continue on reverse Side it necessary and Identify by block number)
Human Technology, Emerging. Human Technology, Cohesion Technology, Concentr_ix,
High.Performance Programming, Hemi-synch, Suggestive .Accelerated Learning, i
and Teaching Techniques.
20. ABSTRACT (Coatlnue an rewree .JIBS It neco,"ary and identify by block number)
A major challenge exists today, and will exist to a far greater extent in
the future, for the Army to obtain optimal performance from its human resources
The potential payoffs from emerging human technologies reside in enhanced se-
lection and MOS designation, initial training and skill retention, unit
training and cohesion, job effectiveness, command climate and unit atmosphere,
quality of leadership, physical fitness and soldier-machine interface.
It is therefore concluded that the Army should continue to evaluate and
(cont'd on reverse)
SECURITY CLASSIFICATION OF THIS PAGE (When Date Entered)
DDAp~PM 73 473 feii r ?1g1 gP90J~44gs:OgLOLpJ96- UNCLASSIFIED
 ~rppfoved For s CiA DP96=00788ROO181 020001-1
SECURITY CLASSIFICATION OF THIS PAGE(ftan Date Entered)
(Block 20 cont'd)
test, where practical results have a .high probability, an array of human
technologies.
To do so, the Army needs to organize and integrate the process of ex-
ploring, evaluating, testing and adapting such technologies.
Finally, exercise caution in these efforts remembering to allow room for
freshness and innovation while simultaneously maintaining a solid scientific
footing for introduction of the results of the RDT&E programs.
Approved For Release 2000/08/08 : CIA-RDP96-00788RO0180%WW?1 f i ed
 r . Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
PAGE
Forward i
ASB Participants ii
Tasking letter iii, iv
Issues Examined 1
Focus for the Study Group 2
Conclusions on Technologies Reviewed 3
Recommendations 4
In Conclusion 6
DCSPER Memorandum APP. A
ASB Panel Meetings APP. B
Suggestive Accelerated Learning &
Teaching Technique (SALTT) APP. C
Cohesion Technology APP. D
CONCENTRIX APP. E
New Patterns of Influence/High Performance
Programming APP. F
HEMI-SYNC APP. G
Distribution List Dist. 1-4
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
FOREWORD
This report is the completed review of the findings and conclusions
of the recent investigation carried out within the Human Resources
and Capabilities Functional Subgroup.
The operational definition of "human technology" for this investig-
ation is "strategies and actions which improve human capability,
potential and/or performance".
The tasking of the panel was to determine the advisability of the
Army's mounting a significant effort to assess, learn how to exploit
and then implement such technologies into day-to-day Army operations.
The recommendations of this report are based upon review of select-
ed emerging human technologies and are not founded upon a complete
evaluation of the many projects, efforts and innovations going on
in the Army, industry, academic institutions, sister services, or
other agencies.
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
HUMAN CAPABILITIES AND RESOURCES FUNCTIONAL SUBGROUP INVESTIGATION
ARMY SCIENCE BOARD PARTICIPANTS
GEN(Ret) George S. Blanchard
Dr. Christine E. Clark
Dr. Herbert L. Ley, Jr.
-Dr. Phillip Sidwell
Mr. Peter D. Weddle
DEPARTMENT OF THE ARMY PARTICIPANTS
MG John H. Mitchell
MG Albert N. Stubblebine, III
COL Frank D. Bettinger
MAJ (Chaplain) Herman Keizer
CAP Mark W. Boyer
OTHER PARTICIPANTS
Dr. Edgar M. Johnson, Technical Director, ARI
DEPARTMENT OF THE ARMY SPONSOR
LTG Robert M. Elton (DCSPER)
Deputy Chief of Staff for Personnel
SENIOR ADVISOR
MG John H. Mitchell
Director, Human Resources Development
Office of the Deputy Chief of Staff for Personnel
OASA RDA COGNIZANT DEPUTY
Dr. Gordon Prather
Deputy for Science & Technology
OASA (RDA)
DEPARTMENT OF THE ARMY STAFF ASSISTANT
LTC Winn B.-McDougal
Soldier Support Center
National Capitol Region
INVITED PRESENTERS
Cohesion Technology Mssrs. Cook, Channon, Majer & Turner
Concentrix Dr. Ray Reilly
Henri-Synch Dr. Robert Monroe
High Performance Programming ?Mr. Frank Burns, Dr. Linda Nelson
SALTT Dr. Scott Jones, Dr. Jan Northrup
ii
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
TASKING LETTER
The Ad Hoc Study Group was assembled to provide psychological,
medical and military operations perspectives to the review.
It carried out the study consistent with tasking letter attached.
iii
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DEPARTMENT OF THE ARMY
OFFICE OF THE ASSISTANT SECRETARY
WASHINGTON, DC 20310
2 t; : ',' 1983
Dr. Wilson K. Talley
One Clipper Hill
Oakland, California 94618
Dear Dr. Talley:
I request that you appoint an Army Science Board panel to review
the findings and conclusions of the investigation of emerging
human technologies carried out within the Human Resources and
Capabilities Functional Subgroup.
The operational definition of "human technology" for this study
is that of strategies and actions which improve human capacity,
potential and/or performance.
The issues to be addressed by this review are as follows:
a. Are there selected concepts or approaches as examples of
emerging human technologies that may be of benefit in training or
enhancing performance?
b. Do any of these applications have potential near midterm
battlefield application?
c. Are such technologies "packageable" for ready field use?
d. Can they be used to foster excellence, innovation and
creativity?
e. Are there ways to better utilize the potential of
soldiers through the application of such technologies?
f. Can these techniques materially add to the leadership
quality and the tone of Army organizations?
LTG Elton, DCSPER, is the sponsor, MG Mitchell is the Senior
Advisor, LTC Winn McDougall, Soldier Support Center, phone number
[phone], is the DA Staff Assistant. My Cognizant Deputy
is Dr. Gordon Prather, at phone number [phone].
Request the panel begin work immediately and forward a letter
report of their findings by December 1983.
Sincerely,
Amoretta M. Hoeber
Principal Deputy Assistant Secretary of the Army
(Research, Development and Acquisition)
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 x Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
PARTICIPANTS
Army Science Board Panel
To Review
Emerging Human Technologies Report
Dr. P. Phillip Sidwell, Chair
Private Consultant
Post Office Box 88531
Atlanta, Georgia 30338
[phone]
HQDA SPONSOR
LTG Robert M. Elton
Deputy Chief of Staff for Personnel
Headquarters, Department of the Army
Washington, D. C. 20310
[phone]
SENIOR ADVISOR
MG John H. Mitchell
Director, Human Resources
Development
Office of the Deputy Chief of
Staff for Personnel
Headquarters, Department of the Army
Washington, D. C. 20310
[phone]
OASA(RDA) COGNIZANT DEPUTY
Dr. Gordon Prather
Deputy for Science & Technology
OASA(RDA)
Washington, D. C. 20310
[phone]
HQDA STAFF ASSISTANT
LTC Winn B. McDougall
Soldier Support Center
National Capital Region
ATTN: ATZI-NCR-SF
200 Stovall Street
Alexandria, Virginia 22332
[phone]
Approved For Release 2000/08/08 : CIA-RDP9'-00788R001800020001-1
 N Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
ISSUES EXAMINED AND FINDINGS
The Terms of Reference for this Ad Hoc Study Group raised six
issues to be investigated as outlined in the Tasking Letter.
The findings of the study group are as follows:
Issue a: There are concepts and approaches imbedded within
the various "emerging human technologies" that
have direct application to Army training and
performance requirements
Issue b: Some of these applications appear to have bene-
ficial near-term payoff as well as mid-term utility
Issue c: Some emerging technologies are highly packageable
for field use; others require considerable exper-
tise and are not currently developed to a stage
of easy exportability
Issue d: Innovative human processes, as exemplified in
some emerging human technologies, can provide
pathways to increasing excellence
Issue e: Much work needs to be done to document the short-
term and long-term benefits of such technologies
Issue f: Well designed cross-sectional and longitudinal
studies are required to validate results of these
approaches
1
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 11 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
FOCUS FOR THE STUDY GROUP
The Ad Hoc Study Group was formed in response to a request by
(then) LTG Thurman, DA DCSPER, to explore "emerging concepts in
human technology" and civilian and military applications and
potentials for their use in an Army of excellence (Appendix A).
To support this study, a series of meetings were held and a
workshop conducted with support provided by the US Army Soldier
Support Center-NCR, the DA DCSPER and the Intelligence and
Security Command. The schedule of meetings may be found in
Appendix B.
As a result of these meetings, five "emerging technologies" were
selected as representative of broad and of narrow scope method-
ologies that could have possible practical application to TO&E
and TDA organizations.
The technologies selected were directed toward improving individ-
ual, team and unit effectiveness through:
processes that create and maintain a deep sense of belonging,
# mutual goals, support and cohesion through integration of
physical, psychological and values-based behavior components
training aimed at increasing a soldier's acquiring, improving
# and sustaining individual eye-hand coordination, balance,
body control, sensory skills and visualization skills
defining models for leaders to follow in moving their organiz-
# ations along a programmable pathway from mere reactivity to
self-sustaining, innovative individual and group high performance
application of audio tapes which align brain wave synchroniz-
# ation to focus and enhance brain functioning and to pro-
duce specific biological responses
use of a combination of physical relaxation exercises, concen-
tration techniques, guided imagery and suggestive principles
to accelerate initial learning and heighten retention
A brief discussion/evaluation by panel members of each of these
individual technologies and a short description of each technology
by its proponent may be found at Appendices C through G.
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 ' Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
CONCLUSIONS ON TECHNOLOGIES REVIEWED BY AD HOC STUDY GROUP
COHESION TECHNOLOGY - Evaluate results from current test beds for
possible broader application to a variety of
organizations, for support of COHORT and the
New Manning System, and for rapid battlefield
reconstitution
CONCENTRIX - Continue ongoing TRADOC Test and Evaluation
Broaden application, if warranted by above evaluation
HIGH PERFORMANCE PROGRAMMING - Continue evaluation for potential
application to leader development
Separate New Patterns of Influence
from High Performance Programming
and scientifically verify that New
Patterns of Influence are valid
HEMI-SYNCH - A number of unanswered questions remain that require
scientifically validated results
SUGGESTIVE ACCELERATED LEARNING AND TEACHING TECHNIQUES - Com-
plete currently scheduled language training test
and evaluation effort
Do not invest further Army resources until signific-
ant adaptation for successful and economically
feasible Army use can be demonstrated
Continue to monitor developments in commercial applic-
ations
Approved For Release 2000/08/08 : CIA-RD~96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
RECOMMENDATIONS
_KEY PRIORITIZED RECOMMENDATIONS
1. Emphasize a holistic approach which considers and inter-
meshes physical, psychological and attitudinal dimensions
in using and managing the Army's human assets.
2. Establish additional test beds for application of
selected human technologies and document results
through sound scientific research design.
3. Develop empirical data to show how emerging human
technologies can be useful to the Army.
Areas of major emphasis could include technologies
which can improve individual/crew/unit performance,
leadership, learning and training, motivation and
cohesion, soldier-machine interface and productivity/
readiness of the Army's.human assests.
4. Create a scanning mechanism to keep abreast of current
developments across the broad spectrum of emerging
human technologies.
This integration accountability should be placed within
the mission of the DCSPER.
5. Consider empaneling a follow-on Army Science Board
Ad Hoc Study Group to investigate approaches to:
establishing priorities for areas of inquiry
providing for a scientifically-based audience
for assessment of efforts pursued by the Army
determining how those elements of the Army
accountable for human performance can perform
human technology R&D more cohesively to meet
Army requirements
6. Document the physical requirements, capabilities and
limitations for Military Occupational Specialties.
4
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 ' Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
'SUPPORTING RECOMMENDATIONS
7. Findings of the scanning/integration mechanism should
serve as input into requirements definition for human
resources RDT&E
The Army Science Board could have a monitoring role
in such input.
8. Focus, in addition, on the utility of such technologies
for Reserve and National Guard readiness needs.
9. Focus, also, on maintenance and repair skill require-
ments that could be significantly improved through
such technologies.
10. Human technology R&D programs should be under the
sponsorship of the DCSPER and under the direction of
Army Research Institute, Medical R & D Command, Human
Engineering Laboratory independently of each other,
or jointly, as appropriate.
11. The Army should not pursue 6.1 human technology R&D
programs in-house within Army laboratories or other
organizations.
12. Continue to identify off-the-shelf commercial method-
ologies and tools which can be modified for Army use
and evaluated for use in the field.
5
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
IN CONCLUSION
A major challenge exists today, and will exist to a far greater
extent in the future,for the Army to obtain optimal performance
from its human resources. The potential payoffs from emerging
human technologies reside in enhanced selection and MOS design-
ation, initial training and skill retention, unit training and
cohesion, job effectiveness, command climate and unit atmosphere,
quality of leadership, physical fitness and soldier-machine
interface.
It is therefore concluded that the Army should continue to eval-
uate and test, where practical results have a high probability,
an array of human technologies.
To do so, the Army needs to organize and integrate the process of
exploring, evaluating, testing and adapting such technologies.
Finally, exercise caution in these efforts remembering to allow
room for freshness and innovation while simultaneously maintain-
ing a solid scientific footing for introduction of the results of
the RDT&E programs.
Phillip Sidwell
Chairman
Ad Hoc Study Group
6
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 ? Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DEPARTMENT OF THE ARMY
OFFICE OF THE DEPUTY CHIEF OF STAFF FOR PERSONNEL
WASHINGTON. DC 20310
REPLY TO
ATTENTION OF
MEMORANDUM FOR PRINCIPAL DEPUTY ASSISTANT SECRETARY OF THE ARMY
(RESEARCH, DEVELOPMENT, AND ACQUISITION)
SUBJECT: ASB Fall 1982 General Membership Meeting
5 NOV 1982
1. Thank you for your invitation to attend the ASB Fall 1982 General Member-
ship Meeting. I will be unable to attend the meeting but will be represented
by MG Mitchell.
2. At the Fall Meeting I ask that you consider the following potential areas
for study in the upcoming year:
o Equipment development process - investigate how we design systems and
whether we consider the number and skills of mental category IV soldiers that
will be available to operate the equipment under mobilization.
o Training (including simulation) - how can we design better training
methods and procedures with a special emphasis on the "field mode" and small
units away from institutions.
o Leadership development - how can we identify and select better leaders?
How can we train better leaders? How to educate better leaders?
o Cohesive units - we know that cohesive units train better, fight better,
and survive better. How do we maximize the cohesive ingredients in our combat
units.
o Emerging Concepts - can areas of emerging, non-traditional psychology
offer the American soldier an advantage over his adversary. These include
such areas as: accelerated learning, inferential focus, pre-visualization,
psycho and bio kinetics, remote viewing, biophysical stress prevention, etc.
Do any of these areas hold potential value to the Army?
3. Additionally, I have inclosed an expanded list of topics for consideration
by the Army Science Board.
4. Your continued interest and attention to the Army's challenges in the people
arena is most welcome.
as Lieutenant General, GS
Deputy Chief of Staff
for Personnel
1 Ind M. R. THURMAN
F,--1
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
TOPICS FOR CONSIDERATION BY
PM Incentives
The PMs are currently "graded" on the time and money they spend to field a
system. Issues of the usability of the system (Can it be used by the intended
user population? Is the manning system able to provide the target user popu-
lation?) are not explicit elements in their performance appraisals. How can
we provide proper incentives to PMs for effective consideration of MPT issues?
Investment Strategy
The time and budget drivers of materiel acquisition frequently victimize man-
power, personnel and training (MPT) considerations--"We don't have time to
consider that - it would take too long to get the data and we'll have to go
with a SWAG," "We are short dollars, need to reduce the attentions to MPT and
get hardware produced." We need a fresh look at our acquisition and investment
strategy - How do we make rational trade-offs among (a) 5 good systems in 5
years vs. (b) 10 adequate systems in 6 years vs. (c) 10 marginal systems in 4
years vs., etc.
People Analog to ILS
The Integrated Logistics System (ILS) includes 2 "people" elements among the
12 elements to be considered in system development. Would we improve our
systems if we were to create a "people analog" to the ILS to support and guide
the system development process?
The Distribution of Personnel Among the Services with Reference to Quality
Requirements
It has long been noted that the distribution of personnel entering military
service has been unequal among the services with respect to the quality of such
personnel as measured by tests taken at time of induction. This is not to
suggest that the distribution of Cat III personnel, for instance, should be of
equal proportion in each of the services. It is to suggest that the Army, for
one, should justify its aptitude requests based on an analysis of the quality
of personnel required to operate and maintain emerging systems and to other-
wise run the Army.
A Strategy for Meeting Future Retraining Requirements Resulting from the
Introduction of New Technologies
Modern technology is permitting the design and production of more effective,
more efficient Army systems. The introduction of technology-based equipment
will continue to have an impact on the soldiers who must use them. New MOS'
will be required to support their operation and maintenance. These new equip-
ments, in many cases, will take over functions previously performed by the
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
cc. /
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
soldiers. Current jobs will therefore have to be restructured to reflect new
job requirements. To meet the challenge posed by the introduction of new,
technology-based equipment, the Army must develop a comprehensive strategy for
the retraining of the career soldier base -- both Active Army and Reserve
Component.
Measuring and Enhancing Productivity in Military Organizations
Technology is available, with new technologies emerging every day, that can be
used to increase the productivity of military organizations, including the
performance of units in the field. However, the critical problem is: How
should these technologies be used to lead to the greatest increases in pro-
ductivity? The answer to this question is complex. First, there is a need to
be able to assess (i.e., measure) the current state of affairs. Then, it is
necessary to determine how and where what technologies should be employed to
increase productivity. Finally, it will be necessary to measure the changes
in organizational performance that result from the introduction of productivity-
increasing technological assists.
Quality of Work Life Vis-a-vis Combat Effectiveness
With constrained resources, there inevitably is a trade-off between the satis-
faction of quality of life needs and resource allocations to enhance combat
effectiveness. Factors to be considered in making such a trade-off are:
o The relationship between quality of life and combat effectiveness --
the trade-off may not be simple.
o The causal mechanisms linking quality of life factors and combat
effectiveness. The direction of causality may be complex.
o The degree to which quality of life, especially quality of work life,
can be equitably balanced across branches. For example, quality of
life may be far easier to maintain at a high level at fixed CONUS
installations for soldiers in combat service support branches than
at OCONUS installations for soldiers in the combat arms. Equity
concerns should enter the trade-off analyses.
Such a study would examine these and other factors to determine methodology
for trade-off analysis and heuristics for resource allocations.
How to Widen Manpower Base
We need to work at guiding principles for expanding the manpower base. The
whole question of lateral entry, proper mix between quality and quantity and
the women in the force issues needs to be explored.
A-
Approved For Release 2000/08/08 : CIA-RDP96=00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
MEMORANDUM FOR DR. SIDWELL, CHAIRMAN, ARMY SCIENCE BOARD
SUBGROUP ON HUMAN CAPABILITIES AND RESOURCES
SUBJECT: Army Science Board Report on "Emerging Concepts
in Human Technology"
Only two meetings were held focusing on the "Emerging
Concepts." These were:
a. 18 April 1983 briefing by INSCOM on their study
"Beyond Excellence" held in Room 2E687A, Pentagon. This
was primarily a briefing for MG Mitchell, Director of
Human Resources Development, ODCSPER. Present were other
representatives of ODCSPER, ARI, and DARCOM in addition to
selected members of the Army Science Board.
b. The session at the Monroe Institute 23-26 May 1983.
B-l
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 ? Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 ? Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
SUGGESTIVE ACCELERATED
LEARNING AND TEACHING TECHNIQUE (SALTT)
SALTT is a proven method which has broad potential
application in US Army Training. It will significantly
reduce training time, improve memory of material learned
and introduce behavioral changes that positively effect
soldier performance: self-esteem, self-confidence and
mental discipline. In sum, the SALTT trained soldier
will be better equipped to.man a technologically changed
Army and function and survive in the Air Land Battlefield
environment.
The SALTT technique uses a number of psychological,
visual and aural components to increase learning rate
and retention. The technique employs a combination of
physical relaxation exercises, mental concentration,
guided imagery and suggestive principles. These are
designed to strengthen the ego and to Expand learning
and memory capabilities by interplay of conscious and
subconscious perceptions which result in multiple
anchoring in memory and unusual activation of learning
potential.
At the present stage of development, the primary goal of
SALTT is to facilitate learning and retention of cogni-
tive material. This is-accomplished by carefully
orchestrating all the factors in a classroom from the
original suggestion that the student can learn phenomenal
amounts of material to non-stressful testing of material
learned. SALTT is a classroom instructional technology
composed of a number of elements very familiar to the
professional trainer: relaxation techniques, music
therapy, and spaced repetition. Its unusual success
derives from proper use of these and other techniques
by highly competent instructors.
SPECIFIC BEHAVORIAL/ The most dynamic result produced by this performance
PSYCHOLOGICAL CHANGES oriented learning is that most students will prove to
PRODUCED themselves that they have learned a far greater amount
of material per unit of time with a greater amount of
pleasure than they have ever previously done. This
realization causes a "snowball" Effect and greater
accomplishments are achieved in subsequent sessions
until a high sustained learning rate is maintained.
The behavioral and psychological changes that result
from this success are varied and both short and long-
ranged. To some degree the recognized success in one
Approved For Release 2000/08/08 : CIA-RDP9GO0788R001800020001-1
 . Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
area would be expected to spillover and transfer into
other areas. This would be particularly so if a lack of
self-esteem was an inhibiting factor in accomplishment
of a particular undertaking. Because the same SALTT
used in the classroom. can be applied by an individual for
his own learning purposes, it is impossible to predict
all of the long range behavioral and psychological changes
that may take place as the result of broad use of SALTT.
It is expected that a large percentage of students who
are routinely involved in SALTT supported training will,
over time, tend to become more self-directed, develop a
higher degree of mental discipline, become more capable
of stress control, show higher levels of self-esteem
and self confidence, and report an increased frequency of
intuitive insight. A longitudinal psychological study
would be necessary to test this theory. If indeed, these
behavioral and psychological changes take place, they
would rival in importance the anticipated large savings
in training time and increases in training effectiveness.
Simply stated, SALTT trained soldiers would be developing
attributes essential for functioning and surviving in the
extremely hostile combat environment postulated for the
integrated AirLand Battlefield.
To establish the evidence that these behavioral and
psychological changes will be produced by applied SALTT,
a test could be made comparing the-psychological profile
of a current Army group that already embodies these
attributes (e.g., Airborne Ranger Companies and Battalions)
with the psychological profiles of a special group of
recruits after they received basic training via SALTT.
To be examined are the trends in the recruit group's
entry psychological tests to post SALTT-training
psychological tests to determine movement in the direction
of psychological attributes held by the control group.
NATURE OF EVIDENCE TO There is a growing body of controlled experiments that
SUPPORT CLAIMS support the claims of accelerated training. It has been
evaluated in several field experiments overseas and in
U.S. public school classrooms and the component elements
evaluated in analytic laboratory studies with college
students. An evaluation plan has been defined for
potential US Army training applications.
TARGET POPULATION SALTT has been'. successfully used over an age range of
grade school children to college students for a variety
of subject matter. Both sexes have successfully
participated, but it is unknown whether one sex does
better than the other with this technique. Nationality
and ethnic group does not appear to be an important
factor in successful SALTT application. The Soviet
Approved For Release 2000/08/08: CIA-RDPOG-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
Union reports using SALTT techniques at the Pushkin
Institute teaching Russian to Soviet minorities.
Available documentation states that after 60 days of
intensive Russian language instruction, students are
speaking and writing correctly with a 2500 word
vocabularly.-
The target audience for SALTT could be the entire
US Army. Application could be in every classroom
course. Currently there is no evidence of SALTT
application, it must be validated in an appropriately
designed program. A suitable test vehicle could be an
inexpensive program to determine whether typing
instruction via SALTT is superior in results to
conventional typing instruction.
CHARACTERISTICS OF SALTT is not complex, but it must be mastered to be
THE TECHNOLOGY successful. A one week workshop can adequately cover
the basic techniques. A minimum of three additional
weeks of a practicum would be required before an
instructor would feel confident in structuring and
presenting material in a SALTT format. This assumes
prior mastery of the subject matter to be presented.
The technique has application to classes of a limited
size. Experience has shown that 30-35 students probably
is the maximum size. Instructor interaction with each
member of the class is important. Environmental
considerations arc also important for SALTT instruction
success. While an elaborate classroom setup is not
required, a sterile classroom is inimical to success
with SALTT. Similar to-current Army training, basic
audio visual support is required. The classroom should
be configured so that students can freely move around
and participate in class play activities. Play is used
here in a psychodrama sense. During part of the
presentation there is a deliberate effort made to develop
a child-like learning atmosphere. The objective is to
get the student to be as open minded as he naturally was
as a learning child.
FIT TO ARMY PROGRAMS The SALTT is completely compatible with Army goals,
AND GOALS functions, programs, organizational structure, and
military environment. It is a humanistic teaching
method that explicitly acknowledges individual worth
and potential.- It is calculated to maximize individual
performance and capability. Whether it is in complete
harmony with current Army culture and sociology can be
debated. As previously noted, ultimately the SALTT
trained soldier is expected to become an especially
capable individual. To fully exploit an Army thus
composed may require a very sophisticated leadership
model.
Approved For Release 2000/08/08: CIA-RDPe3300788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
COST/BENEFIT FACTORS Cost/benefit factors in the training area are highly
favorable to using the SALTT technique. Since the
SALTT style is unique, instructors will have to adopt
current lesson plans and material to the technique.
This will be a required initial investment, but once
accomplished, the savings in training time will quickly
recoup it.
Cost/benefit factors in soldier behavioral and
psychological changes also appear to be highly favorable.
However, it must be realized that a more capable and in
some way more demanding soldier will appear. The fact
that future NCO leadership will develop from this same
body of soldiers will ultimately take care of mos-t_.
problems caused by the changing nature of the soldiers.
There is the possibility of a period during which the
followship appears to outstrip available leadership in
intellectual attainment and equanimity. Of course,
current leaders can also be trained in those components
of the SALTT that more adequately prepare them for the
future AirLand Battlefield.
POTENTIAL - New Equipment Training (NET) for soldier-machine
APPLICATIONS interface.
- Psychomotor skill training.
- Language acquisition and proficiency.
- Computer literacy.
Approved For Release 2000/08/08 : CIA-RDF 400788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
SUGGESTIVE ACCELERATED LEARNING AND
TEACHING TECHNIQUES
A. Description. Suggestive Accelerated Learning and Teaching Technique (SALTT)
is an approach to training that employs a combination of physical relaxation
exercises, mental concentration, guided imagery, and suggestive principles,
`together with psychological, visual, and aural cues, with the intent of reducing
training time and improving retention. The notion is that use of the various
SALTT techniques permits content material to by-pass traditional emotional
blockages and anti-suggestive barriers and go directly into long-term
memory areas of the brain. In addition, to improving students' classroom
performance, SALTT actively attempts to enhance self-esteem, self-confidence,
and mental discipline. The various steps of a hypothetical SALTT lesson were
demonstrated to workshop participants by actively engaging them in the
process. For demonstration purposes the "lesson" topic was to teach computer
literacy focused on ADA, the new DOD-standard computer language. SALTT
instructors guided participants through a series of steps:
1. Physical relaxation exercises.
2. Mind calming, using guided imagery.
3. Restimulation, during which each "student" was asked to recall,
silently, some significant, positive learning experience in the past.
4. Content phase, during which:
(a) Material was presented in a passive, lecture mode with appropriate
visual aids and varied language.
(b) The "students" were subsequently asked to use the content
material actively in playing a game.
5. Mind calming or release.
The instructors stressed the importance of incorporating all the demonstrated
steps in a SALTT lesson to insure success of the method, though some
variation in how any one of these steps is implemented can be tolerated. It
was further stressed, however, that the presence or absence of Baroque music,
which is used specifically during the passive phase of material presentation,
has been shown to have the greatest impact on performance.
B. Prior/Current Applications. SALTT has been used most extensively and
successful y 'In the teaching of foreign-languages and less extensively in
teaching science and math. To date the method has not been used to teach
any pscho-motor skills, though the workshop instructors submit that the
method could be adapted for teaching at least certain of these skills -
including, for example, basic typing. Application of SALTT has been
almost exclusively in academic settings. Most notably; from the standpoint
of the Army Science Board Ad Hoc Panel, there are no data verifying the
effectiveness of the SALTT.method within the training arm of large
Approved For Release 2000/08/08 : CIA-RDR$6D0788R001800020001-1
 4 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
organizations - e.g., private industry, military.
C. Significant Commentary. In addition to experiencing the demonstration
lesson, workshop participants discussed SALTT at some length with the
instructors, trying to identify aspects of the method that might impact
significantly the potential application of SALTT in Army classrooms. The
following assessments by the instructors are of especial import to the
Army:
1. SALTT instructors heavily emphasized the criticality of good, thorough
training of instructors who plan to use SALTT. To quote from written
materials provided at the workshop, "SALTT...must be mastered to be successful.
A one-week workshop can adequately cover the basic techniques. A minimum of
three additional weeks of practicum would be required before an instructor
would feel confident instructing and presenting material in a SALTT format.
This assumes prior mastery of the subject matter to be presented."
2. SALTT instructors acknowledge that the method relies on a number of
techniques that are not the norm or expectation in the classroom. Even
students need to get accustomed to this nontraditional approach. The training method
not transparent to the student - and furthermore, is not intended to be
transparent. In fact, it is intended that the students learn the critical
steps of the teaching process so that they can employ the method at will to
improve learning in other settings.
3. SALTT instructors stress that the total environment (culture) in
which SALTT is used needs to be very supportive of the method itself. Further,
the training classroom needs to be a "safe" environment. The student must be
very trusting of the teacher - must not view the approach as making him vulnerable.
4. The "best" classroom environment for successful use of SALTT includes
some living materials (e.g., plants), lack of clutter, visual aids matching
written materials, blue/green classroom, indoors rather than outdoors.
5. SALTT relies on active interaction between students and instructor.
Accordingly, instructors recommend applying the method in classes of limited
size, probably a maximum of 30-35.
D. Potential Army pplications. As advertised in written material, "at
the present stage of dev ent, the primary goal of SALTT is to facilitate
learning and retention of cognitive material." Based on this assessment and
on the limited areas of application to date, any near-term application of
SALTT within the Army should closely parallel previous nonmilitary applications -
focusing on structured classroom environments and coursework that entails
considerable rote learning/memory or recognition and recall. Language
acquisition would be an obvious candidate. It would be difficult at this
time to envision use of SALTT in training pscho-motor skills.
E. Evaluation. Clearly SALTT represents a significant departure from
traditional training approaches used in Army classrooms. Consider, for
example:
Approved For Release 2000/08/08 : CIA-RDP96-&788R001800020001-1
 Q Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
1. Rather than focusing on content material for 50 minutes at a time,
SALTT focuses on content material for 15-20 minutes at a time - interspersing
presentation of content with periods of physical relaxation, mind calming, and
restimulation.
2. The use of music - specifically Baroque music - in the presentation
of content material is unique to SALTT.
3. Traditional classroom instruction does not include active use of
content material during the class, such as in playing a game.
4. SALTT actively attempts to impact self-esteem, self-confidence, and
mental-discipline..
5. SALTT emphasizes the careful integration of various sensory modalities
(touch, feel, smell, hear, see) in the development/selection of appropriate
training aids and language.
6. Homework is discouraged other than on occasion and in a very relaxed
environment.
An appropriate evaluation of the SALTT method for application to Army training
revolves around the adaptability of the method to the Army environment and
receptivity of the Army training culture to this decidedly nontraditional
method. The question is not whether or not the SALTT method can beget
improved classroom performance under specified conditions. Apparently
improved performance has been demonstrated at least within limited topic
areas that have been examined and in fairly well controlled settings.
However, what has not been demonstrated adequately is to what degree the
"best" environment for SALTT can be compromised without losing significant
performance gains. Consider, for example, the possibility of outdoor, field
instruction with something less than optimum SALTT instructors. Certainly
the prospect of covering more training material in less time - and hence, at
reduced cost - is extremely attractive. Once implemented successfully, a training
method with such demonstrated success could mean significant dollar savings
and improved readiness: a soldier becomes useful sooner and, hence, for a
longer period of time. This has particular appeal when one considers the
continuing need for retraining. However, the realization of these gains
would require a significant change in Army mind set to permit effective use
of the SALTT approach and its various nontraditional techniques.
F. Unanswered Questions.
.1. Can SALTT be used with success within the structure/culture of large
organizations - e.g., corporations or military?
2. Would the Army culture be receptive to a training approach that departs
so significantly from traditional methods? - even within the same topic areas
in which SALTT has demonstrated success?
3. How long would be required. to train Army instructors in the basic
Approved For Release 2000/08/08 : CIA-RDFiR36700788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
SALTT techniques and to develop specific training packages? In view of
high instructor turbulance, turnover, is SALTT an approach that could
be mastered in a practical amount of time? Or would development and
presentation of customized training packages by a contractor SALTT team
be required?
4. Can the techniques be adapted to an outdoor (i.e., field) environment?
5. Can the SALTT method be applied successfully to psycho-motor tasks?
6. Could existing Army course materials be readily adapted for use within
a SALTT-based training course?
7. Where (in what settings/circumstances) could the Army most easily
effect a supportive environment for the SALTT method? - e.g., in a basic
training environment in which SALTT would become the standard for all those
undergoing training and in a wide variety of areas?
C-8
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
COHESION TECHNOLOGY
A. Description. Cohesion Technology is an holistic approach to integrating
physical, intellectual, psychological and values-based components of soldier
behavior. It is designed to pull together the physical capabilities
requirements and individual characteristics/traits/behaviors involved in sustained
high performance. Central to achieving, maintaining and optimizing individual/
crew/unit readiness and effectiveness is an holistic approach to originating,
perpetuating and making believable the objectives, values, and mission of the
unit to which each soldier belongs. It highlights the dimensions of individual
excellence coupled with interdependent, mutual goals. Cohesion Technology brings
together physical conditioning, skill acquisition, self-confidence development
and team building and weaves them together rather than separated, disconnected
programs and approaches used in BCT, AIT, unit training, deployment and
replacement.
B. Potential Applications. This approach has possible applications to the
combat arms and may fit with other types of units. If excellence at all levels
and in all MOS's is a real goal of the Army, then individual competency, team
proficiency and commitment to mission must be increased. There may be direct
application to the active reserve and national guard as well.
C. Evaluation. The errors of inadequate attention to cohesion have increasingly
been recognized at the highest levels of the Army. Some innovative integration
of well accepted behavioral principles has been put into the design of this program.
It was tested in prototype form within the 9th Infantry Division in several small
test-beds and is currently being applied at the Leadership-Human Goal Test Bed at III
Corps, Fort Hood, TX.
D. Unanswered Questions. What are the skill retention rates for individual MOS's unc
this approach versus standard methodologies? What improvements are maintained
over time in crew/team/unit readiness and effectiveness? How would such an
approach be applied in noncombatant MOS's and units? What are the training
requirements for the trainers themselves? Are highly specialized officers and
noncommissioned officers needed as trainers? How exportable is this approach?
What effect could such an approach have upon retention rates, morale,
disciplinary actions, wellness and recruiting? How does this program relate
the Army's physical and corporate fitness programs?
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 AppromqW For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
,nc
219 FIRSTAVEAVE MUM
SUTTEXO
SE TLEKASHJM TgV93104 FT. HOOD HISTORY
(")624,49a3
In August of 1982, Sportsmind Inc. was invited by the G-1 of III
Corps to sit and discuss with a group of interested parties what
might be done to produce a program which would simultaneously
improve mental and physical fitness. The observation was made
that historically a soldier with a sound mind and body was
superior to an enemy, who was strong in only one of these areas.
In addition, the demands of a highly technical modern army have
required the training of a warrior unique in that he is asked to
utilize his mind, body and spirit actively in the performance of
his duties.
During October of that same year, a proposal was presented to
produce the first generation of Combat Fitness Trainers. The
term Combat Fitness was chosen because the point of the training,
though it was transmitted via the normal P.T. time of a group,
was to directly improve a units effectiveness in the execution of
their mission. The P.T. activities were linked to the job
function and organizational values of the unit. P.T. became a
metaphor for the whole soldier's job.
November saw the start of training for 40 men from the 2nd
Armored Division. The 2/5 Air Defense Attachment was chosen to
be a test group to validate this program and after five intensive
training weeks the new Combat Fitness Instructors went to work.
The 2/5 ADA is now in their fourth *month of the new P.T. format
and will continue in a testing mode 'through September 1983. At
that time they will be compared to a control battalion to
evaluate the effects on physical, psychological and
organizational areas.
Approved For Release 2000/08/08 : CIA-RIDP26-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
Currently' a second group of Combat - F.itness Instructors are being
trained for the"lst Brigade of the Second Armored Division. Many
of ' the officers and senior NCO's of the "Tiger" Brigade are now
at the midpoint of their classroom training and will graduate at
the end of April 1983.
D-3
Approved For Release 2000/08/08: CIA-RPP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
SOORTSMMmc
219 FJRSTAILtivE S0IJIH
sugTE
SEA77ZE WASH1MJTO1V 8la9
0)524 8983
COMBAT FITNESS
Combat Fitness is a Sportsmind program that was designed
specifically for the U.S. Army. Based on the work we have done
with athletes and teams, we found that there are three
interlocking elements that a team must master if they are to
perform at peak levels. These elements are physical fitness,
mental fitness, and team cohesion. A well tuned body is of no
use if the mind is not tuned. Similarly, a well trained mind is
of no use if the body is not in shape. Peak Performance will
remain unattainable to a group of physically and mentally fit
individuals without team cohesion. These three elements are
essential to peak performance and the foundations of our Combat
Fitness Program.
Sportsmind believes that our greatest contribution can be made by
training cadres of trainers to deliver the Combat Fitness
Training Program. By training trainers we are able to transfer
this technology to a considerable audience without excessive
cost. In our training program, trainers are instructed in each
of the three essential elements.
In the Physical Fitness- segment, an instructor learns aerobic
fitness, strength training, stretching routines, running
techniques, nutrition, diet awareness and control, and much more.
In the Mental Fitness segment, an instructor learns relaxation
techniques, communication skills, visualization techniques, and
motivational dynamics. During the Team Cohesion segment, an
instructor will learn teaching and learning techniques, cohesion
games and recreational activities, group motivational skills,
rituals and ceremonies, leadership models, and the planning and
implementation skills necessary to install the new program.
This program has been an overwhelming success because it
recognizes that the Army of Excellence is built on the three part
foundation of physical fitness,. mental fitness, and team
cohesion.
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
COMBAT FITNESS TESTIMONIALS
Dear Mr. Majer,
The Sportsmind approach to combat fitness is outstanding. The
leaders of the Tiger Brigade have profited personally and pro-
fessionally through .their participation in the "train the
trainers". program which you developed and conducted for the
Brigade. With our experience in this program we are ready to
enrich and improve the fitness training provided to the 2500
soldiers of the Tiger Brigade. I commend your team for its out-
standing work and enthusiastic performance.
Sincerely,
PHILIP H. MALLORY, COL, AR Commanding
MSportsmind Testimonial"
.Team Building
Discipline and confidence is- much greater throughout the
units.
Goals are easier to achieve.
Developes Junior NCO leadership.
Stimulates free time participation in fitness oriented
activities.
Soldiers are closer to their leaders.
.Measured Results
Two Sportsmind Battalions finished 1 and 2 in the Division
sponsored l0k run.
Through education, helps alcohol/overweight programs
This Battalion had 27% of unit participate in l0k run - 100%
finished. High for the Division.
MAJOR GRIFFON, 2/5 ADA
As an Over Forty Command Sergeant Major, I was amazed at the
material presented 'and especially new technique to make physical
training interesting for today's soldier and at the same time
raising the standards of the physical training program.
I believe that fitness is the result of dedicated training of
mind and body. The program that I have completed with Sportsmind
caters to both mind and body. You integrated mental and physical
qualities to help people perform at their peak capabilities. I
have gained a better knowledge, skills, and clearer understanding
of physical training.
LAWRENCE G. HOLLY, CSM, USA,'1st Tiger Brigade
The Sportsmind program significantly contributed to . the
enhancement of morale and espirt? de corps in this Battalion
during the last four months.
In the last, short four months this Battalion has clearly seen
and demonstrated that Sportsmind can be a firm foundation on
which to build that soldier for tomorrow.
NAMAN R. CARTER, CSM, USA, 2d Bn, 5th ADA, ,2 AD
Approved For Release 2000/08/08 : CIA-RD6-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
CONCENTRIX
"CONCENTRIX" designates a specific definition and procedure for training what
is commonly called concentration and the physical performance which depends
upon concentration. CONCENTRIX is a process used to acquire, improve and
sustain individual skills in concentrating on a specific target at the
correct time, for the correct duration, while maximizing hand-eye coordination,
balance, body control, sensory skills, and visualization skills. CONCENTRIX
training does not require special equipment or lengthy training periods.
CONCENTRIX training can be accomplished in almost any environment without need
of specialized equipment. The exercises can be tailored to meet or emphasize
any part of the basic CONCENTRIX program in accordance with a specific skill, e.g.,
marksmanship training for any weapon system. No formal change in organizational
structure or significant disruption of current training methodologies is
necessary.
In a world of increasing technological complexity and declining human resources,
it is imperative that education and training break out of its traditional
mold, and seek more efficient ways to develop human capabilities. For that
worthy endeavor, CONCENTRIX is a good candidate.
Approved For Release 2000/08/08 : CIA-RD1546-00788 R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
Dr. Raymond E. Reilly
MM - ------------------------------
A training process that develops basic skills in
concentration, visual information accessing, balance,
coordination, energy control, temporal and spatial
awareness and integration to provide attention on target
and centering on total relationship to the target.
DESCRIPTION Many of the Army's current equipment/weapon systems,
and those scheduled for introduction into the force,
represent an ascending level of both sophistication and
complexity. These technological advances and the-high
intensity demands of modern war, with its need for
maximizing soldier capabilities and willingness to
correctly use the equipment provided, necessitate a
training program that improves concentration skills,
reduces training time, increases individual confidence,
and improves performance consistency. Concentrix train-
ing is a way to meat these goals.
"Concentrix" is a word created to designate a specific
definition and procedure for training what is commonly
called "concentration" and the physical performance
which depends upon concentration. The word was created
to suggest the concentric rings of a bull'S-Eye target
and the visual skills associated with the taget's use.
In concentrix jargon, "target" is used in a generic
sense to refer to any object of attention, be it internal
or external.
Concentrix is a process used to acquire, improve, and
sustain individual skills in concentrating on a specific
target at the correct time, for the correct duration,
while maximizing hand-eye coordination, balance, body
control, sensory skills, and visualization skills.
Concentrix training does not require special equipment
or lengthy training periods.
Concentrix meets the soldier's need for significantly
increased concentration skills in operating complex
equipment in an intense combat Environment.. Conc'Entrix
is an efficient, non-specialized-equipment-dependent
means to provide improvement in these concentration
skills that impact on the soldier's duties which
require significant levels of physical activity. The
specific physical activities include marksmanship
training for all weapons systems; target detection
training; increased soldier capabilities to move for
long distances with a significant reduction in soldier
fatigue; improved soldier intelligence gathering
abilities; and, a significant improvement in basic
soldiering skills. In addition concentrix should be a
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
SPECIFIC BEHAVIORAL,
SUBJECTIVE,
PHYSIOLOGICAL CHANGES
PRODUCES
valuable tool in improving soldier cognitive skills,
such"as reduction of trial and error learning, reading
retention; programmed learning programs; map reading;
some communication MOS which require that high skill
levels of attention for long periods of time by the
equipment operators; and fire direction center personnel.
Concentrix training is applicable to military personnel
at any grade level in combat, combat support, and
combat service support units.
Concentrix training can be accomplished in almost any
environment without need of specialized equipment. The
exercises can be tailored to meet or emphasize any part
of the basic concentrix program in accordance with a
specific skill - improvement need, e.g., marksmanship
training for any weapons system. No formal change in
organizational structure or significant disruption of
current training methodologies is necessary.
OBSERVED RESULTS:
- Builds skills in learning how to learn.
- Improves measurable accuracy of any physical activity.
- Improves consistency in performance and reduces
frequency and severity of performance slumps.
- Improves ability to plan for and set performance
goals, program results arid analyze outcomes.
Increases efficiency of performance strategies and
attainment of outcomes.
APPLICATION:
- Improved target search, detection recognition and
classification.
- Improved analysis of target distance, direction and
movement rate.
- Improved weapon/ammunition selection.
- Improved target/on system integration
- Improved alignment of weapon with platform and fire
control.
- Improved observation and appraisal of Effects.
-------------------------------------------------------------------------- -
E-3
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
NATURE OF EVIDENCE TO Climinal/observational appraisals using over 500
SUPPORT CLAIMS participants over a five year period.
- Methodology: Basic and Applied Integrated Training
Strategy.
- Negative Cases: None Reported.
DEFINED/REPORTED CONCLUSIONS:
- Results vary with desired outcomes and techniques
used.
- A viable strategy for aiding performance accuracy
and consistency.
- Assists in minimizing performance degradation.
TARGET POPULATION - Training/Observation: Professional athletes, students,
and managerial/sales perfonnel ages 5 to 40 with
emphasis on males ages 15 to 25.
APPLICATION:
- Males and females.
- Individual weapon marksmanship
- Crew served/anti-tank weapon gunnery
- Observers
CHARACTERISTICS OF - Requires no special equipment. Can use locally
THE TECHNOLOGY fabricated training aids. -Trainers can be trained
in + 20 hours to deliver training in each specific
area. Training can be conducted in groups of up to
12 people.
- Mastery of each process can be attained in + 8 hours
plus reinforcement on a aeriodic basis.
- Outcome improvements enhance selfreinforcement without
trainer dependence.
FIT TO ARMY PROGRAMS - Can supplement weapon system New Equipment Training
(NET) programs.
- Can supplement/replace selected training techniques
for existing equipment.
- Can supplement IET/Unit individual training programs.
Approved For Release 2000/08/08 : CIA-R[-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
FIT TO ARMY STRUCTURE/ - Applicable at all levels of organization depending
ORG on specific areas of training used with no change
in organization or structure required.
- Technology can be transferred to trainers (NCO's/EM)
for unit/training center use.
FIT TO ARMY SOCIAL - Attitudes and belief held by traditional trainers may
STRUCTURE be affected. A demonstration process is needed to
ensure acceptance.
FIT TO LARGER
SOCIOPOLITICAL
ENVIRONMENT
- No anticipated impact.
COST-BENEFIT FACTORS Concentrix can increase the combat readiness of the
for by:
- Improved individual performance of weapon and observer
related tasks.
- Improved planning, goal setting and analysis.
- Initial emphasis for improvement could be focused on
NET fir high technology weapon systems.
- Short term retention and long term recruiting objectives
should be positively affected.
- Implications for force multiplication are highly
positive.. Low resource. requirements for support
enhances the attractiveness of this technology.
- Cost of implementation is negligible.
- No potential pitfalls in application are evident.
- No negative consequences requiring damage limiting
strategies are foreseen.
POTENTIAL
APPLICATIONS
- IET Basic Marksmanship Training
- Anti-Armor Unit Tests
- NET for new weapon system soldier-machine interface.
Approved For Release 2000/08/08 : CIA-R6-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
NEW PATTERNS OF INFLUENCE/HIGH PERFORMANCE PROGRAMMING
New Patterns of Influence/High Performance Programming. Like a number of OE
applications, NPI/HPD is a performance oriented management technique. As
such this technique must be evaluated empirically for widespread application.
Little empirical data exists with which to assess the effectiveness.
A. The commercial core package is a derivative of Neuro-Linguist Programming
(NLP). The basic NLP model involves reducing difference between individuals
by identifying preferred modalities of others and matching them,.and/or by
leading others into a preferred match. This includes techniques for rapport
building among individuals with the purpose of influencing people/teams/
organizations with or without their knowledge.
B. The Military Developed Application is a strategy for achieving excellence
in teams/organizations called High Performance Programming (APP). The basic
HPP model involves nested frames of reference in which an organization
progresses from being reactive to being responsive, proactive and high
performing. The leader moves his organization through these frames of
reference by programming appropriate values and outcomes with communications
tools; one of these tools is New Patterns of Influence (NPI) which serves
as an ethical context for application of another tool (NLP).
C. NPI/HPP has been offered in both commercial and Army in-house leader
development workshops. To date, over 100 general officers and SES have
taken the workshop, with a significant number of these providing extremely
positive endorsement.
D. Potential Users/Applications of Technologies in the Army
1. General Officers/SES
2. Battalion Commanders and above.
3. Student Officers (USMA/ROTC/OCS)
4. Selected Personnel (Sgt. Maj. Academy, Technical Specialist/W.O.)
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
HIGH PERFORMANCE PROGRAMMING
Mr. Robert Klaus and Dr. Linda Nelson
--------------------------------------------------------------------------------
DESCRIPTION
An enhanced model of Army leadership which shows what
leaders will need to know and do in the future. When
combined with the "New Patterns of Influence" workshop,
includes training in powerful communications techniques
using Neuro-Linguistic Programming (NLP).
High Performance Programming (HPP) is an advanced
cognitive model for leaders who want to unleash the
spirit and productivity of the people in their
organizations. The HPP model shows how individual
leaders and their units can progress from "reactive"
levels of functioning to higher levels of "responsive",
"proactive" and "high performing." This model is
supported by a demonstration of how one can determine
ones own typical decision making strategy and increase
ones effectiveness in influencing self and systems
development through applications of Neuro-Linguistic
Programming.
SPECIFIC BEHAVIORAL, - Enriches the thinking and effectiveness of Army
SUBJECTIVE, leaders who want to gain high performance from
PHYSIOLOGICAL themselves, their peers, subordinates, superiors,
CHANGES PRODUCED and their organizations.
- Provides a useful diagnostic framework for assessing
current performance levels as well as a road map for
improvement.
- Provides a "hard science" of leadership and communi-
cation through application of Neuro-Linguistic
Programming (NLP) skills.
- Provides an ethical foundation for use of powerful
influence skills.
---------------------------------------------------------------------------------
NATURE OF EVIDENCE - Reported observations of 31 Army General Officer
TO SUPPORT CLAIMS and Senior Executive SQrvice civilian participants.
SCIENTIFIC, CLINICAL, - Number of cases: Over 100.
OBSERVATIONAL STUDIES
Methodology: Training seminar/workshop.
Negative cases: None reported.
DEFINED/REPORTED CONCLUSIONS:
- Provides increased awareness of outcomes of
individual leadership behavior.
Approved For Release 2000/08/08 : CIA-RD??-00788 R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
- Provides an ability for self-diagnosis of
communication effectiveness.
- Enhances ability of leaders to program high
performance in subordinates and organizations.
- Provides framework for assessment of individual
and organizational behavior toward producing
desired results.
TARGET POPULATION - Training Observation: Senior leaders/managers.
APPLICATION:
Command groups.
Senior leaders.
Planners/planning staffs.
- Combat leaders.
CHARACTERISTICS OF - May be conducted indoors or outdoors with groups up
THE TECHNOLOGY to 18. Not equipment dependent, may use locally
available training aids. May use two or more
trainers.
- Mastery of basic skills can be achieved in 30 hours.
- Maintenance/retention can be self-generated with
practice.
FIT TO ARMY PROGRAMS - Can supplement leadership training for Officer/
Senior NCO development in schools and units.
Ideal for command transition workshops.
FIT TO ARMY STRUCTURE/ - Adaptable to unit use at battalion level and above.
ORGANIZATION
- Technology can be transferred to specially trained
OESO's for "in-house" training. Trainers require a
minimum of 20 days skill training.
FIT TO ARMY SOCIAL - No anticipated problems.
STRUCTURE
FIR TO LARGER SOCIO- - No significant problems identified.
POLITICAL ENVIRONMENT
- Army leadership in development of this technology
has potential for adaptation in civilian organiza-
tions.
Approved For Release 2000/08/08 : CIA-RDP9~-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
COST-BENEFIT FACTORS High Performance Programming can increase the combat
readiness*of the force by:
- Increased commitment to organizational objectives at
all levels.
Increased cohesion through clarity of leader directed
purpose and direction.
- Favorable retention and recruiting should result from
improved leadership.
- Low cost of this training makes it highly attractive
for wide application.
-----------------------------------------------------------------
POTENTIAL APPLICATIONS - "Cellular" Command Post.
- Special trainings for Division and Brigade level
command groups.
- All Source Intelligence Centers and "Fusion Centers."
Special training Army War College students and BG
designees.
- Stability alternatives for high performance functional
assessment over time (e.g., Force Modernization
Coordination and Management Activities).
Approved For Release 2000/08/08 : CIA-RDPt9~-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
HEMI-SYNC
A. Purpose. The purpose of the Hemi-Sync presentations and exposures was to
demonstrate possible applications of the Hemi-Sync technique to Military
problems..
B. Material Presented. Items experienced included (a) a sleep tape, (b) a wake-
up conditioning tape, (c) a concentration tape, and (d) a retain/recall
information tape. Verbal discussion of the technique was covered briefly on
25 May 1983.
C." Hemi-Sync Concepts.
1. The Hemi-Sync technique involves presenting two tones slightly differing
in frequency to separate ears via stereo headphones. The subject perceives a
difference, on beat frequency in the range of 3-5 Hz, which is generated in
the brain itself in a way not understood by scientists working in this area.
To this point, the process is accepted by the scientific community.
2. Additional hypotheses presented by Robert Monroe are that:
(a) This beat frequency synchronously "drives" the electrical
activity of both right and left brain hemispheres, as observed with
electroencephalographic measurements, in step with the beat frequency.
(This could not be observed because the research work area was bein remodeled
but we believe this claim could be easily verified at another visit).
(b) The claim was made that the electrical effect stimulated the
brain stem to induce certain changes within its claimed biologic sphere of
influence, i.e.,:
- Cause sleep
- Reduce stress
- Cause wakefulness
- Increase concentration
- Recall, retention facilitate retention/recall of information
- Decrease pain if present
- Increase speed of healing following surgery or injury
D. Military Applications. Potential military applications are obvious for
each of the claims lisstet above. Evaluation comments are given below:
1. Exposure to the sleep tape did appear to aid sleep induction and
stress reduction.
2. Wakefulness effects were not convincingly demonstrated.
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
3. Concentration benefits were not convincingly demonstrated either during
the workshop or in the study report distributed to participants of the use
of the Fast Acquisition Skills Training tapes at the Defense Information
School (DINFOS).
4. Medical claims and effects were not supported by scientifically
acceptable studies, only testimonial type comments.
E. Unanswered Questions. Unanswered questions are in two general areas:
1. Is the hypothesis correct that the beat frequency synchronizes
electrical activity in both hemispheres of the brain (thus "Hemi-Sync" as
a name)?
2. Does this synchronized electrical activity stimulate the brain stem
centers of sleep, wakefulness and other basic functions?
3. Are the claims for sleep induction, increased wakefulness or
concentration and medical benefits correct?
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
A process using audio tapes which aline brain wave
syncronization using audio frequency patterns to
achieve specific performance objectives.
The Monroe Institute of Applied Science has developed
a method and technique that offers much promist and
potential for increased human performance. It can be
utilized with relative ease, does not require years
of intensive training, and is not limited to a narrow
band of application.
This technology is called HEMI-SYNC, which is short
for Hemispheric synchronization. The process uses
pulsed sound frequencies to help create simultaneously
an identical wave form in both brain hemispheres. The
Institute was granted a patent in 1975 based upon the
use of such sound pulses to induce a frequency following
response (FFR) in the human brain. This simply means
that when your ear hears a certain type of sound
signal, it tends to respond or "resonate" with similar
electrical signals in the brain. Knowing that various
electrical brain waves are indicators of states of
consciousness (such as awake or asleep), you thus can
listen to a similar sound pattern and it will help you
be in the desired state of awareness.
HENI-SYNC takes the process an important additional
step. Each ear sends its dominant nerve signal to the
opposite brain hemisphere. By sending separate sound
pulses to each ear (using headphones to isolate one
ear from the other), the halves of the brain act in
unison to "hear" a third signal, which is the difference
between the two signals in each ear. For example, if
you hear a sound of a frequency of 100 CPS in one ear
and another signal of 125 in the other, the signal your
brain will "generate" will be 25 CPS. It is never an
actual sound, but it is an electrical signal that only
can be created by both brain hemispheres acting and
working together.
That's HEMI-SYNC. If the "25" signal (above) is one
that produces:a certain type of consciousness, then
the whole brain - both hemispheres - is focused in an
an identical state of awareness at the same time.
Most important, the condition can be changed at will
by changing the sound pattern. It also can be learned
and recreated from memory as' the need arises.
Approved For Release 2000/08/08 : CIA-RD' A-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
SPECIFIC BEHAVIORAL,
SUBJECTIVE, AND
PHYSYIOLOGICAL CHANGES
PRODUCED
The HEMI-SYNC process has been applied in many ways:
for better sleep, stress-tension reduction, control of
pain, accelerated learning, study and concentration,
rapid psycho-therapy, enhanced creativity and problem
solving.
CLINICAL RESULTS:
- Single point attention focus.
- Increased use of memory patterns.
- Increased creative application.
- Improved muscular coordination.
- Additional memory capacity-
- Improved memory/retention of learned skills.
- Improved problem solving and decision making.
APPLICATION:
- Rapid language vocabulary learning.
- Decreased learning decay.
- Enhanced reading skills.
- Improved multi and single variable information
processing.
- Stress management.
NATURE OF EVIDENCE TO Clinical/Observational studies using 4,823 experiments
SUPPORT CLAIMS among test participants over a five year period.
SCIENTIFIC, CLINICAL, - Number of cases: 1280
OBSERVATIONAL STUDIES
- Methodology: Experimental design.
- Negative cases: None required.
DEFINED/REPORTED CONCLUSIONS:
- Results vary with type signals used.
- Reintroduction of same signal evokes replication of
original participant characteristics.
Approved For Release 2000/08/08 : CIA-RlP46-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
- Induced states can be learned and reestablished without
original stimulus.
- Influence not pervasive. Can be rejected easily
(ethical consideration).
TARGET POPULATION - Test/observation: All with emphasis on high school
performance age males with high school performance
problems.
APPLICATION:
- Males and females.
- Language proficiency.
- Intelligence Analysis.
- Soldiers with reading problems.
- Soldiers requiring enhanced multivariable information
processing (Combat Arms).
- Soldiers who can only practice skills periodically.
- Combat stress management in continuous operations.
CHARACTERISTICS OF - Initially, requires indoor facility or field shelter
THE TECHNOLOGY with electrical outlet. Uses potable machines/devices.
Requires one on one trainer-participant relationship.
One trainer can work with up to six participants
simultaneously with six devices.
- Mastery of each process is outcome dependent.
- Maintenance/retention can be self/process generated
without machine/trainer dependence.
FIT TO ARMY STRUCTURE/
ORGANIZATION
- Can replace/supplement selected BSEP phases and
supplement IET/Unit Skill individual learning/training
programs.
- Adaptable to unit use in individual learning centers at
company, battalion and large unit/installation level
with no significant change required other than quiet
area.
- Technology can be transferred to educators, instructional
technologists, trainers and behavioral science/
psychiatric specialists for application in education
centers, BSEP contract activities, medical facilities,
Army schools, installations and units.
Approved For Release 2000/08/08 : CIA-REfP6-00788 R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
FIT TO ARMY SOCIAL - Attitudes and beliefs held by traditional educators
STRUCTURE and trainers may be affected. A demonstration/learning
process is needed to insure adaptability.
FIT TO LARGER SOCIO- - General and specific, acceptance and support may be
POLITICAL ENVIRONMENT dependent on demonstrated results and innovative
application.
- Reaction from status quo oriented individuals and
groups could be initially negative, particularly from
those groups/individuals who view this technolofy as
a "pop" of "fad" area with negative implications for
"altered states of consciousness."
COST-BENEFIT FACTORS - Hemispheric Synchronization can increase the combat
readiness of the force by:
- Enhanced and more rapid learning of languages,
analytical constructs, reading skills and variable
information processing.
- Improving learning ability and awareness of soldiers.
- Providing soldiers and commanders with skills to offset
stress in sustained combat operations.
- Improved retention of learned skills to reduce
retraining costs in skill maintenance.
- Initial emphasis for improvement could be focused on
foreign language training and acquisition of new skills
to support new hardware technology.
- Implications for force generation and regeneration are
highly positive. Low resource requirements for support
enhances attractiveness of this technology.
- Cost of implementation of a selected basis is negligible.
Cost of integration into full range of Army programs
compares favorably with other strategies.
- No potential pitfalls in application are evident,
providing trainer quality and individual reinforcement
continuity are maintained.
- No negative consequences requiring damage limiting
strategies are forseen.
---------------------------------------------------------------------------
POTENTIAL APPLICATIONS - New Equipment Training (NET) for new materiel systems
soldier-machine interface.
Approved For Release 2000/08/08 : CIA-Rl P66-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
- All current and programmed tests for soldiers with
marginal/deficient reading math skills.
Anti-armor tests for multi-variable information
processing by TOW/Dragon crews.
- Stress management, r% st/sleep discipline in unit
fitness training and combat.
Approved For Release 2000/08/08 : CIA-RD%-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DISTRIBUTION LIST
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DISTRIBUTION LIST
ADDRESSEE COPIES
OSD
Secretary of Defense, Pentagon, Washington, DC 20301 1
Under Secretary of Defense for Policy, Pentagon,
Washington, DC 20301 1
Under Secretary of Defense for Research and
Engineering, Pentagon, Washington, DC 20301 1
Assistant Secretary of Defense (MRA&L), Pentagon,
Washington, DC 20301 1
Deputy Under Secretary of Defense for Research
and Engineering (R&AT), Pentagon, Washington, DC 20301 1
Chairman, Defense Science Board, Pentagon,
Washington, DC 20301 1
Chairman, Joint Chiefs of Staff, Pentagon,
Washington, DC 20301 1
Director, DNA, 6801 Telegraph Road, Alexandria,
VA 20305 1
Director, DIA, Pentagon, Washington, DC 20301 1
Defense Technical Information Center, Bldg 5,
Cameron Station, Alexandria, VA 223124 12
Secretary of the Navy, Pentagon, Washington,
DC 20350 1
Chief of Naval Operations, Pentagon, Washington,
DC 20350 1
Commandant, US Marine Corps, HQS USMC,
Washington, DC 20380 1
Under Secretary of the Navy, Pentagon,
Washington, DC 20350 1
Assistant Secretary of the Navy (RE&S), Pentagon,
Washington, DC 20350 1
Director, Naval Research, Development, Test and
Evaluation, (OP-098), Pentagon, Washington, DC 20350 1
Deputy Chief of Naval Operations (Manpower, Personnel
& Training), Chief of Naval Personnel, (OP-al),
Washington, DC 20350 1
Deputy Chief of Naval Operations (Plans, Policy &
Operations), (OP-06), Pentagon, Washington, DC 20350 1
Commanding Officer, Naval Medical Research and
.Development Command, Naval Medical Command, NCR,
Bethesda, MD 20814 1
Director, Research, Development, Test & Evaluation,
-Department of the Navy, Pentagon, Washington,
DC 20350 1
Naval Research Advisory Committee, 800 N. Quincy St.,
Arlington, VA 22217 1
Deputy Chief of Staff, Research, Development & Studies,
U.S. Marine Corps, HQS USMC, Washington, DC 20380 1
W., t-1
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 ` Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DISTRIBUTION (Cont'd)
ADDRESSEE
AIR FORCE
Secretary of the Air Force, Pentagon, Washington,
DC 20330
Chief of Staff, Air Force, Pentagon, Washington,
DC 20330
Assistant
Secretary of
the
Air Force (RD&L),
Pentagon,
Washington,
DC
20330
Assistant
Secretary of
the
Air Force (MRA&L),
Pentagon,
Washington,
DC
20330
Deputy Chief of Staff (Research, Development &
Acquisition), (AF/RD), USAF, Pentagon,
Washington, DC 20330
Assistant Chief of Staff (Studies & Analysis), USAF,
(AF/SA), Pentagon, Washington, DC 20330
Commander, Air Force Systems Command, Andrews AFB,
Washington, DC 2033+
Air Force Scientific Advisory Board, (AF/NB),
Pentagon, Washington, DC 20330
COPIES
Secretary of the Army, Pentagon, Washington, DC 20310 1
Under Secretary of the Army, Pentagon,
Washington, DC 20310 1
Deputy Under Secretary of the Army (Operations
Research), Pentagon, Washington, DC 20310 1
Assistant Secretary of the Army (Research, Develop-
ment and Acquisition), Army Science Board, Pentagon,
Washington, DC 20310 30
Director, Studies and Analysis (for Library of
Congress), Pentagon, Washington, DC 20310 9
Assistant Secretary of the Army (Manpower & Reserve
Affairs), Pentagon, Washington, DC 20310 1
Chief of Staff, Army, Pentagon, Washington, DC 20310 1
Vice Chief of Staff, Army, Pentagon,
Washington, DC 20310 1
Director of the Army Staff, Pentagon,
Washington, DC 20310 1
Study Program Management Office, Management Directorate,
Office of Director of the Army Staff, Pentagon,
Washington, DC 20310 10
Deputy Chief of Staff for Operations and Plans,
Pentagon, Washington, DC 20310 1
Assistant Deputy Chief of Staff for Operations and
Plans, Force Development, Pentagon, Washington, 1
DC 20310
Deputy Chief of Staff for Research, Development and
Acquisition, Pentagon, Washington, DC 20310 1
Dist-2
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DISTRIBUTION (Cont'd)
ADDRESSEE
COPIES
ARMY__(Cont'd)
Director, Army Research, ODCSRDA, Pentagon,
Washington,
DC
20310
1
Deputy Chief
Washington,
of
DC
Staff for Logistics, Pentagon,
20310
1
Deputy Chief
Washington,
of
DC
Staff for Personnel, Pentagon,
20310
1
Chief, Research and Studies Office, ODCSPER,
Pentagon, Washington, DC 20310
10
Director, Military Personnel Management, ODCSPER,
Pentagon, Washington, DC 20310
1
Director, Civilian Personnel, ODCSPER,
Washington, DC 20310
1
Comptroller of the Army, Pentagon,
Washington, DC 20310
1
Chief of Engineers, Pulaski Building, 20 Massachusetts
Avenue, NW, Washington, DC 20314
1
Assistant Chief of Staff for Intelligence, Pentagon,
Washington, DC 20310
1
The Surgeon General, Pentagon, Washington, DC 20310
1
Chief, Army Reserve, Pentagon, Washington, DC 20310
1
Chief, National Guard Bureau, Pentagon,
Washington, DC 20310
1
Chief, Military History, Pulaski Building,
20 Massachusetts Avenue, NW, Washington, DC 203124
1
Commander, US Army Medical Research & Development
Command, Attn: SGRD-ZA, Fort Detrick, MD 21701
1
Commander, US Army Materiel Development and
Readiness Command, 5001 Eisenhower Avenue,
Alexandria, VA 22333
5
Commander, US Army Training and Doctrine Command,
Fort Monroe
VA 23651
5
,
Deputy Commander, US Army Training and Doctrine
Command, Fort Leavenworth, KS 66027
5
Scientific Advisor, US Army Training
Command, Fort Monroe, VA 23651
and Doctrine
1
Office Deputy Chief of Staff for Combat Development,
US Army Training and Doctrine Command, ATTN: ATCD-E,
Fort Monroe, VA 23651
1
Deputy Commander, US Army Forces Command, Fort
McPherson, GA 30330
5
Director, Forces Management, US Army Forces
Command, ATTN: AFOP-FM, Fort McPherson, GA 30330
1
Commander, 9th Infantry Division, Fort Lewis,
WA 98433
2
US Army Intelligence and Security
Commander
,
Command, Arlington Hall Station, VA
22212
5
Commander, US Army Communications Command,
Fort Huachuca, AZ 85613
1
Approved For Release 2000/08/08 : CIA-RD V--66788R001800020001-1
 Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1
DISTRIBUTION (Cont'd)
ADDRESSEE COPIES
ARMY (Cont'd)
Commander, US Army Operational Test and Evaluation
Agency, 5600 Columbia Pike, Falls Church, VA 22041 1
Director, US Army Concepts Analysis Agency,
8120 Woodmont Avenue, Bethesda, MD 20814 1
Commander, US Army Nuclear and Chemical Agency,
Washington, DC 20310 1
Commander, US Army Foreign Science and Technology
Center, 220 7th Street, NE, Charlottesville, VA 22901 1
Commander, Missile Intelligence Agency, MICOM,
Redstone Arsenal, AL 35898 1
Commander, US Army Logistics Center, Fort Lee, VA 23801 1
Commander, US Army Research Institute for
Behavioral and Social Sciences, 5001 Eisenhower
Avenue, Alexandria, VA 22333 5
Director, US Army Research Office, P. 0. Box 12211,
Research Triangle Park, NC 27709 1
Director, US Army Human Engineering Laboratory, Aberdeen
Proving Ground, MD 21005 3
Director, US Army Materiel Systems Analysis Activity,
Aberdeen Proving Ground, MD 21010 2
Commandant, US Army War College, Carlisle Barracks,
PA 17013 3
Commandant, US Army Command and General Staff
College, Fort Leavenworth, KS 66027 3
Commandant, US Army Field Artillery and School,
Fort Sill, OK 73503 1
OTHER
Director, CIA, Washington, DC 20505
Dist-4
Approved For Release 2000/08/08 : CIA-RDP96-00788R001800020001-1