EXECUTIVE TRAINING ELECTIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R001001300041-0
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: December 21, 2016
• Document Release Date: June 27, 2008
• Sequence Number: 41
• Content Type: REPORT

Approved For Release 2008/06/27: CIA-RDP85B01152R001001300041-0
EXECUTIVE TRAINING ELECTIVES
The following list is representative of the kinds of
training modules that could be presented as part of an executive
development program. These short courses could eithez complement.
'or substitute for an executive overview course. COUrSE-content
can be adapted to the specific interests and needs of the
participants. Additional subjects can be added as necessary.
~. One Week Courses
" These seminars and workshops provide a more in-depth
coverage of types of executive management topics introduced in
the two/three-week core curriculum. They would require greater
student involvement (through case studies and outside
preparation) and would focus on tKe competencies identified as
necessary for effective performance in senior executive positions
in the Agency.
1. Creative Problem-Solving: Covers a variety of
approaches to problem-solving at the executive level,
including ways of analyzing the problem and gathering
information to lead to more creative and effective decisions.
2. Planning, Budgetin and Financial Mana ement: The
use of strategic planning as a device for management control;
our budgetary system; and the mechanics of the budget
process.
3. National Security Policv and Processes: The
national security and oreign policy formulation process, and
how intelligence is used in support of that process.
4. Or anizational Chan a and Develo ant: How the
Agency executive relates to the work o the organization from
a macro or institutional perspective. Would cover
organizational maintenance, introducing change and
innovation, organizational reform, and evolving role of the
executive.
S. Program/Project 1~Sanagement and Evaluation:
Instruction in the principles of managing mega-programs,
major projects and other large-scale organizational
activities. Program planning, evaluation and control,
contract management, how to manage well with limited staff
resources.
6. Information Management: Recognizing the special
tole of the Agency as a supplier of information, this course
would review executive skills relating to information
resource management and office automation.
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?. Personnel Management Systems and Career
Development: Looks at personnel management from the
perspective of an executive, focusing on Agency systems and
o
? t 1 - t f
l
readings.
opmen as an a emen
controls, exploring career deve
personnel management, examining the stages of professional
and career development and processes such as managing a
career service panel, ranking end performance evaluation.
_`_
One/Three-Day Courses
Short symposia involving some outside preparation or
1. Covert Action (CA): Covers the current status of
our CA, our capabilities, techniques, and perspective of
future trends. Also addresses how CA programs are initiated,
approved, managed and implemented, the role of Congress,
political considerations, and what CA can and cannot do.
2. Intelli ence Collection in the 1990s: This seminar
focuses on changes in the environment or technical and human
source collection, and initiatives being considered to meet
this challenge.
.,
3. Quality of Intelligence Production: An examination
of the issue, including consumer reactions (speakers), the
status and findings of recent product evaluation activities,
management views on current qualitative trends, an exercise
in product evaluation, and the effectiveness of Agency
efforts to improve the quality of analysis.
4. CIA and the Congress: A workshop on the interaction
of CIA with the Congress, covering roles of relevant
committees, Agency responsibilities to the Congress, budget
and oversight implications, and guidelines for Congressional
presentations. Includes talks by senators, representatives,
staffers, and appropriate Agency executives.
5. Automation: Examines the human and organizational
impact of the computer revolution.
6. Seminars on Substantive Issues: Reviews of major
foreign trends or issues affecting U.S. interests with
respect to (for example) Soviet policy, the strategic
balance, the 11Riddle East, .international economic develop-
ments--using outside experts from the media, academe, and
policy agencies as well as Agency specialists.
?. Understanding Economic Chan: Explores topics
found to be important to the Agency executive in the fields
of national and international economics.
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8. Understanding Technological Change: Examines topics
found to .be important to the Agency executive.
C. Executive Skills and Personal Development _
Allows participants to focus on improving practical skills
that they will use in their jobs.
-_ `1. Writing for the Executive: A workshop focusing on
the principles of rhetoric, plus selection of the appropriate
form and writing style for different readerships. Methods of
clear, concise expression would be practiced.
2. Oral Presentations: ~A workshop to assist the
inexperienced executive who must give briefings to Congress
or make public addresses. It would cover techniques, the use
of briefing aids, and practice in oral presentations.
3. Computer Skills: Examines how computers can be used
to support executive management, including hands-on exercises
with a variety of useful programs.
4. Executive Health: This seminar would include an
executive physical examination and personal risk
assessment. Physicians from OMS would discuss factors such
as diet, exercise, and stress in executive performance.
There would be an opportunity for individual counseling.
5. Conflict ResolutionlNe otiation: An ability to
arbitrate and resolve conflicts within one's own organization
and negotiate with others is one of the key competencies of
an executive. This workshop would introduce some techniques
and provide some practice in their use.
6. Guest Speakers on Timely TOPICS: Prominent
authorities would be invited to address selected executive
audiences on key issues of policy, management, substantive or
professional intelligence interest.
?. History and Lore of the CIA (Directed Readings): We
serve in sn organ~zat~on with an illustrious past, much of
which is not known to our newer officers. This program would
include outside readings and discussions with officials who
participated in selected operations.
9. Executive Practicum: (One day) Incumbent Agency
executives SIS-3s and SIS-4s) will analyze and evaluate a
current Agency policy or management problem identified by top
leadership. They then discuss their findings with a senior
Agency manager (DDCI or E}i~IR).
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