INFORMATION NEEDS OF EXECUTIVES

• Document Type: CREST
• Collection: Library of Congress
• Document Number (FOIA) /ESDN (CREST): LOC-HAK-1-4-74-4
• Release Decision: RIFLIM
• Original Classification: K
• Document Page Count: 7
• Document Creation Date: January 11, 2017
• Document Release Date: November 3, 2009
• Sequence Number: 74
• Publication Date: May 29, 1969
• Content Type: MEMO

No Objection to Declassification in Full 2009/11/03: LOC-HAK-1-4-74-4
May 29, 1969
MEMORANDUM FOR Mt. JOHN EHRLICHMAN
FROM: Henry A. Kissingerr a
SUBJECT: Information Needs of Executives
In response to your request I had a member of my staff prepare the
memorandum on The Information Needs of Executives" at Tab A.
While I endorse the thought expressed therein, I want to particularly
emphasize the following points :
1. Executives should only be given the information they need.
2. Executives should refuse to be burdened with decisions that
subordinates can make for them.
3. Staff must recognize what information is essential to the executive
(the busy executive frequently does not know).
4. The staff must know "their man" well enough that they can pace
their input to his own habits and time requirements. Simultaneously,
they must be continually conscious of the fact that information which
arrives tgo late to influence decisions is worthless no matter how
thoughtful and well prepared.
If you have the time, I recommend you read sections I and. II of my
article on "Domestic. Structure and Foreign Policy" (Tab B), for my
more detailed thoughts on the subject.
ON-FILE NSC RELEASE
INSTRUCTIONS APPLY
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WASHINGTON
May 16, 1969
MEMORANDUM FOR MR. EF1RLICHMAN
FROM: Henry A. Kissinger
SUBJECT: Information Needs of Executives
You asked for my views on the information needs of executives with
particular attention to the President's requirements.
Information needs fall into three general categories:
-- general background information;
~- regular reports on current developments;
- information relating specifically to-decisions to be made or
actions to be taken.
The basic premise in meeting these needs can be stated very simply -
to get the right information to the man responsible for making the
decision in time to be of use to him. There are four factors involved:
volume, accuracy, timeliness and relevance.
.`Volume
While individuals vary greatly in their ability and willingness to accept
and absorb information, a President or any executive probably needs
more information than he may wish to use or* even to see. Volume in
itself, however, is probably not a major problem if the executive gets what
he really needs and in time. This need can be met through careful
selection and timing and method of presentation. :General background
information can be collected in a reading file for an executive to review
during a desk luncheon, an evening at'hom,e or a weekend reading. session.
Information on current developments can be presented in one or more
daily summaries with special periodic situation reports on key issues.
Information directly related to policy or. operational decisions can be
presented in writing or through oral briefings as part of the decision-
making process. The objective should be to provide him with maximum
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w
information with minimum reading time. His staff should give him an
option as to the depth he wishes to go in a given instance by covering
a lengthy document with a concise summary of its major points or by
identifying the major issues which require his attention or decision.
Accuracy
The serious consequences of conveying inaccurate information to an
executive are so obvious that such cases. are at a minimum. Even so,
an executive can be misled by a reluctance on the part of his subordinates
to convey bad news or by slanted reporting or a lack of objectivity with
a view to influencing his decision. Staff officers must see to it that a
President receives objective, factual information. They must recognize
and question a report which appears less than candid. Bad news must
be reported completely and honestly, but it might well be accompanied
.by an analysis of what went wrong and what steps have been or should
be taken to make it right.
Timeliness
Timeliness of information implies both speed of transmission and
availability and presentation at the proper moment and in the proper way.
Modern equipment is available in all methods of communication which
has reduced the technical lag to near zero. Any executive and his staff
should be aware of the existence of such equipment, should understand
its uses and should decide whether his information needs are such that
they require or could benefit from such equipment. As you know, we
have begun a program of modernization and improvement of the informa-
tion and communication facilities serving the President with a view to
computerization.
The human element is by far the more uncertain in information trans-
mission. A slow courier or a staff officer's failure to recognize the
significance of a piece of information can consume many times the time
required for a message to travel thousands of miles. Although these delays
cannot be entirely eliminated, proper staff training and discipline can keep
them to a minimum. - . I
The time requirements for getting information to the President are such
that no formal communication system by itself is completely adequate.
There are and should be faster, less formal means for acquiring and
conveying information where necessary. Many large organizations
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because of their very size cannot respond quickly enough to meet the
real time needs of the President. A small professional staff with a
keen awareness of the President's concerns and a knowledge of the
Washington bureaucracy can often anticipate .the President's needs and
tap a source for information before or at the instant the information is .
needed.
Relevance
The key to real satisfaction of the information needs of any executive
is relevance. He will accept and absorb almost any amount of informa-
tion if he can relate it in his own mind to the matters occupying his
attention or in which he is interested.
There are many ways in which information can be made more relevant.
An executive's staff can:
-- cover an information item with a brief analytical comment
which makes the item more meaningful and anticipates and
answers his questions concerning it;
-- combine a series of related items into a single item requiring
a single focussing of attention, e. g. prepare a brief situation
report based on a dozen individual press ticker items;
-- summarize a long item which contains much irrelevant in--
formation, highlighting aspects likely to be of interest to the
.executive;
-- select an appropriate time to bring a piece of information
to an executive's attention, related to the time of his most
immediate concern with the problem.
--decide whether to convey an isolated bit of information or. to
.incorporate it into a more comprehensive study.
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-- - -------- ------
REPRINTED FROM
DAEDALUS
Jouina l of the American Academy of Arts and Sciences
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 )rdering
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I. The Role of Domestic Structure
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 No Objection to Declassification in Full 2009/11/03: LOC-HAK-1-4-74-4
May 16, 1969
MEMORANDUM FOR DR. KISSINGER
FROM: Jeanne W. Davis
SUBJECT: The Information Needs of Executives
John Erlichman has asked for your views on the information
needs of executives, with particular attention to the President's
needs, to assist him in preparing for a presentation to a group
of administrative offibiais in major independent agencies (Tab B).
I have prepared a memorandum for your signature (Tab A)
which contains some thoughts on the subject.
That you sign the memorandum at Tab A.
No Objection to Declassification in Full 2009/11/03: LOC-HAK-1-4-74-4