PAPERS ON THE SENIOR SEMINAR

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00308A000100010015-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 42
• Document Creation Date: December 9, 2016
• Document Release Date: July 10, 2000
• Sequence Number: 15
• Publication Date: July 8, 1971
• Content Type: MF

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MEMORANDUM FOR: Executive Director- Comptroller
. 0 ~ J ~.; 1371
V--12 '73 -
~+^cutive ~i ttV I
THROUGH T"*uty Director for Support 0
SUBJECT : Papers on the Senior Seminar
1. This memorandum and the attachment are for your information.
2. We have prepared a series of papers covering various facets of
the Senior Seminar which are mentioned in the memorandum to the
Director of this date. These are forwarded for your information and to
be available should the Director be interested.
3. If you wish, copies cd these papers can be made available to
the DDI, DDP, and the DDS&T for their information and any further
discussion of the Senior Seminar you may wish to have.
E[U T. CUNNING ,AM
Director of Training
nnrn Exciud f e e
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I D' E X
SENIOR SEMINAR MASTER SCHEDULE . * . . . . . . ATTACHMENT A
PROFILE OF SELECTED SENIOR OFFICERS . . . . . ATTACHMENT B
RATIONALE AND OBJECTIVES OF THE
SENIOR SEMINAR . . . . .. . . . . . . . . . . ATTACHMENT C
CIA SENIOR SEMINAR DESCRIPTION . . . . . . . ATTACHMENT D
SENIOR SEMINAR OUTLINE OF CONTENT
(Proposed) . . . ATTACHMENT E
WHO SHOULD ATTEND THE SENIOR SEMINAR? . . . . ATTACHMENT F
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11 June 1971
SENIOR SEMINAR MASTER SCHEDULE
Pre-course session in late. August
I The Senior Agency Officer
II The Intelligence Business
III Major World Trends: Their
Significance for Policy and,
Intelligence
IV Covert Action: The Hidden Side
of Foreign Policy
V CIA's Changing American Env=i.ron
ment: Official and Public
VI New Tools and Methodologies
for Intelligence
VII Management and Assessment of
Intelligence in a Period
of Change
~i pTYr9n1 M ~,`{~
?Awl I.1L
Date
Sun 19 Sept-Fri 24 Sept.
Mon 27 Sept-Fri 1 Oct.
Mon 4 Oct-Mon 18 Oct.
Tues 19 Oct-Fri 22 Oct.
Tues 26 Oct-Thurs 4 Nov.
Fri 5 Nov-Tues 9 Nov.
Mon 15 Nov-Wed 24 Nov.
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PROFILE OF SELECTED SENIOR OFFICERS
ti
1. The Office of Personnel Control Division and the Office of
Training Instructional Support Staff have provided data on the CIA
senior officer population from which- participants in the Senior Seminar
will be selected. This population ir'as defined as officers of grade
GS-IS and higher who are 52 years of age or younger as of 1 July 1971.
The data. in the statistical "profile" concern those characteristics
which are assumed to be significant in determining the objectives of
the Seminar and in planning its content.
2. Career Service Distribution: As of 31 December 1970 there
were Do icers in tie populat~.on defined. above. These were dis-
tributed by grade and by career service as shown in the following table:
FIGURE 1--DISTRIBUTION OF SELECTED POPULATION
Grade
EP&SPS
GS-18
GS-17
GS-16
GS-15
Total
Agency
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By Career Service
I D S
3. The senior officers comprising the selected population re- 25X9
present Q o' the total number of Agency officers in grades GS-15 and 25X9
above. detailed breakdowns, by grade and career services, given
in FIGURE 1 are expressed as percent:agps of comparable total Agency
groupings by grade and career services, without regard to the age
cutoff, in the following table:
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FIGURE 2--SELECTED POPULATION AS PERCENTAGE
OF COMPARABLE TOTAL AGENCY POPULATION
Grade
EP&SPS
GS-18
GS-17
GS-16
GS-15
Total
Agency
Career Service
S
4. Government Service: The average length of Federal service,
including military service, and average length of CIA experience of
the officers in the selected population are as follows:
FIGURE 3--LENGTH OF SERVICE
Agency
By Career Service
Wide
S
R
Yrs. Federal Service
22
23
22
24
23
15
Yrs. Agency Service
17
17
18
'20
19
9
S. Academic Degrees: The distribution, of academic degrees, ex-
pressed in terms of thehighest degree received by the officers in the
population, is given in the next table:
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FIGURE 4--ACADEMIC DEGREES
Degree Level
Attained
Bachelor
Master
Doctorate
Non-degree
Agency
Wide
Total
Agency
By Career Service
I D S
6. Time Since Degree Awarded: The average time which has elapsed
since degree7hi-6 ing members of tT.e population received their last de-
gree is as follows:
FIGURE 5--TIME SINCE DEGREE
Agency By Career Service
Wide E- I R
Average Years 20 17' 19 22 18 17
7. Continuity of Agensx Experience: The population was analyzed
with respect to the continuity o f assignments over the period 1960-1970.
This analysis includes both the number of different Directorates (counting
the Director's Area as a separate Directorate) and the number of different
components--Offices, Divisions, and Staffs--in which each officer has
served. The result of this analysis is as follows:
FIGURE 6--CONTINUITY AND 'VARIATION IN AGENCY EXPERIENCE
Directorate Service
Service in One
Service in Two
Service in Three
Service inA-$yed For
By Career Service
E D 15 R
25X9
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FIGURE 6?--CONTINUITY AND VARIATION IN AGENCY EXPERIENCE
(cone ' ay
Component Service
Service in One
Service in Two
Service in Three
Service in Four
Service in Five
or more
Total.
Agency
8. Agency Sponsored Training: Attendance by officers in the popu-
lation in external training programs, or courses or in Agency courses of
'n,advanced or senior character is Eiown as follows:
FIGURE 7--TRAINING
Total By Career Service
Selected External Training Agency D 1 R S
National War College 28 2 10 5 5 6
Industrial College of
the Armed Forces 20
By Career Service
4 3 4 9
4 4
2 2
2 3
Imperial Defence College 4 i - - 4
Army War College
Naval War College
Air War College
FSI Senior Seminar
Federal Executive Institute 11
Senior External Management
10 6
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FIGURE' 7--TRAINING
`(coat' c-I~_
Total.
Career Service
Selected Internal Training
Agencc
Advanced Intelligence
Seminar
71
2
6
22
19
Managerial Grid
(Includes Senior grid)
274
15
63
82
52
Mid-Career Course
155
6
30
$6
25
38
Senior Management
Seminar (pre-May 64)
20
1
3
11
2
3
Advance Management
(Planning)
56
20
10
7
19
Senior Management
Seminar Planning
78.
:L
16
20
20
21
9. General Profile: The statistical typical officer in the selected
senior population is 47 years old and has 22 years of Federal service
(including military service), of which 17 have been with CIA. Of ten
representative officers in the group, five have received a bachelor's
degree, three a master's, one a doctorate, and one is not a degree holder.
For those who are degree holders, an average of 20 years has elapsed
since the. last degree was received; other academic course work not re-
sulting in a degree may, however, have been taken during that period.
10. With respect to work experience in the Agency over the past 10
years, 74% have served in only one Directorate, 21% have had service in
two Directorates, and the remaining 5% have worked in three or four
Directorates. Agency service in terms of assignment to different com-
ponents for the last 10 years is as follows: 41% served in only one com-
ponent, 32% have had service in two components, 18% in three, and 910 in,
four or more different components. Eighteen percent of the population
attended some Agency-sponsored senior external course or program. With
respect to Agency-conducted courses, 301- of the population attended the
Managerial Grid (exclusive of officers taking the Grid as part of the
Mid-Career Course), 17% have attended a management course and 23% com-
pleted.either the Mid-Career Course or the Advanced Intelligence Seminar.
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through the ranks, the substantive knowledge and skills related to
his particular job. The senior officer should be regarded as the
the senior officer largely possesses, by virtue of his advancement`
them to the Agency and to the intelligence business. In contrast,
RATIONALE AND OBJECTIVES OF TILE SENIOR SEMINAR
1. The justification of an Agency training program for its
senior officers depends on whether senior officers are lacking in
one or several important dimensio-A.s with respect to current or future
Agency jobs which a properly designed course conducted by the Agency
can effectively provide.
2. Training of new officers is primarily concerned with equip-
ping them with intelligence and related job skills and with orienting
expert insofar as the execution of his jDb is concerned, and a train-
ing program cannot add significantly, in a strict sense, to his job
skills.
3. There is, of course, much more to being an effective senior
officer in CIA than mastery over the content and skills needed for an
assignment. For the senior officer to share effectively in the manage-
ment of the Agency, he must have some understanding of the external
pressures, internal problems, and other factors bearing on the deci-
sions of top management. He should have insight into important Agency
business and significant Agency relationships with the rest of govern-
ment and outside groups which do not usually come within the immediate
purview of his job. Such knowledge is a necessary ingredient in his
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ability to interpret to his subordinates the decisions and actions
0
of top management in such a way as to avoid parochialism. Security
requirements and the tradition of compartmentation in our business
have tended to carry over into this area and to limit the senior
officers' grasp of relevant organizational matters. In the process
of developing the Senior Seminar, a number of top Agency figures
noted that most of our senior officers are wanting in their overall
understanding of Agency management. This is a,serious deficiency
inasmuch as the senior officer group must be prepared to take on
,greater responsibilities over the next decade in the running of the
Agency. Meeting this requirement identifies the first objective of
the Senior Seminar.
Objective 1. To develop greater insight into problems and
pressures facing CIA management, the processes of change within the
Agency and in its external relati..onships, and developments in American
society which are relevant to CIA as an organization.
4. The statistical profile of selected senior officers who may
be candidates for the Senior Seminar is set out in Attachment Most
of this group entered the Agency in the early 1950s. Personal ex-
perience in the events of World War II and the Cold War provided--
and in many cases continues to provide--a solid basis for personal
and professional motivation in the woKk of the Agency. Apart from
this direct experience, many senior officers acquired through academic
training approximately two decades ago, their knowledge of U.S.
relations with and interests in the foreign countries which are the
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collection, analysis and covert action 'targets of CIA. Many changes
have occurred in U.S. foreign policy, in domestic factors bearing
on policy, and in our intelligence targets, as well as in interpretive
thinking on subjects related to intelligence and foreign policy.
There is a need to update the knowledge of many senior officers on
these areas of change.
Objective 2. To acquaint the participants with current think-
ing on U.S. foreign policy equii:ies and developments abroad which
are the subjects of CIA's business.
S. The occupational picture which emerges from 1tr statistical
profile is that of a group of officers which have grown accustomed
to the pattern and regimen of A,ency employment. In terms of age
and experience, many are probably the victim of the "middle-aged"
syndrome. Certainly for some, motivation and enthusiasm have been
worn away or muted through long exposure to job routines and pressures.
Perceptions and sensitivities toward. other persons--peers as well as
subordinates--have in varying degrees become dulled. Many senior
supervisors cite difficulties in. understanding and relating to younger
.officers. Thus, a large number of our senior officers would benefit
from a pause in the work routine and exposure to an environment which
provides a framework for self-renewal as well as learning.
Objective 3. To provide an opportunity for senior officers
to renew their sense of personal- motivation and appetite for achieve-
ment and to refresh and broaden their understanding and appreciation
of "the other guy."
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6. The content of the Senio::- Seminar is designed to accomplish
the objectives set forth above. The thematic unity of the Seminar
is that of "learning" with respect to changes which are relevant to
CIA and its senior officers' needs. These include current and future
changes within the Agency, in the functioning of the U.S. intelligence
effort, in the foreign targets which are the business of CIA, in
CIA's relationships with the rest of government and its environment,
and in the sense of individual self-renewal. External training pro-
grams can provide coverage of some subjects which are of particular
interest to the Agency. Only a -,,:raining experience focused on the
intelligence profession, howeve:i, can cover various aspects of
change which are relevant to the needs of the Agency's senior officer
population.
'ma
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CIA SENIOR SEMINAR
At the conclusion of these briefings, the officers participating
in the Seminar will be given a copy of the attached course outline
and asked to respond to two questionnaires. One will request the
officers to designate their selection of "Organizational Briefings"
scheduled during BLOCK II. On this other questionnaire each parti-
cipant will be asked to indicate their preferences for "Electives"
proposed for each BLOCK and to designate out of all the Electives
two for which they would be willing to act as a resource person in
the Seminar by giving a paper, leading a discussion or taking part
in a panel. Final selection of Organizational Briefings and Electives
will be based on the needs and interests as expressed by the parti-
pre-course session will include a presentation covering the total
US foreign intelligence effort and a briefing on the Consolidated
Intelligence Resources Information, System (CIRIS).
The Agency's first Senior Seminar will be conducted by the
Office of Training from 19 September through 24 November 1971. As
explained in the announcement issued by the Director of Training,
attendance will be limited to twenty officers of minimum grade GS-15.
Pre-course Preparation: Upon completion of the nominating and
selecting process, the officers chosen to attend the Seminar will
be contacted by members of the Seminar faculty and invited to a
half-day "pre-course" meeting during the second half of August. The
cipants' responses. Resource person assignments will be worked out
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with the participants following the pre-course session as soon as
practicable.
A copy of Wilensky's Organizational Intelligece will be dis-
tributed with the suggestion that this insightful work be read prior
to the formal opening of the Semir..ar. The remainder of the pre-
course session will be devoted to cxplain:ing the Seminar ground rules
and answering participants' questions related to various Seminar
activities, to the schedule, and so forth.
Plan of Study: Members of the Seminar will have an opportunity
to discuss a variety of topics with leading authorities from the
academic world and research organizations, officialSfrom other
government agencies, members of Congress, and knowledgeable officers
from throughout the Agency. A limited amount of documentary material
and articles from journals which are keyed to the different subjects
covered in the Seminar will be available in the form of handouts
and through the Office of Training library. As each participant
is a senior officer who is expert .in one or more fields, the Seminar
will be conducted so as.to maximize the opportunity for officers
to learn from each other. In addition to serving as resource per-
sons, each officer will be expected to participate actively and
vigorously in all aspects of the Seminar---in discussions with out-
side speakers, team play, small group discussion, etc.
Another facet of active participdtion will be the Individual
Presentation during which time each participant will have an oppor-
n
tunity to make a presentation to the Seminar on a topic of his choice.
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-.Subjects are to be based on personal experience or observation as
an officer engaged in intelligence-or related activities. The
schedule will be managed entirely by the Seminar officers.
Each participanting officer will be! expected to play an active
role in evaluating all aspects of the Seminar. A discussion will
be held at the conclusion of each. BLOCK which assesses speakers,
selection of topics, formats of -presentation, etc. and a general
assessment of the Seminar will be held at its conclusion.
Location: The Seminar will open with. one week at
in full-time residence. This en-aironment should facilitate a
break with office routine. The :r.emainder,'except for short visits
"on location" and the BLOCK VII .rip, will be conducted from new
quarters in the
0
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CIA SENIOR SEMINAR
The Agency's first Senior `Sominar will be conducted by the
Office of Training from 19 September through 24 November. 1971. As
explained in the announcement is-;ued by the Director of Training,
attendance will. be limited to twenty officers of minimum grade GS-15.
Pre-course Preparation: Upon completion of the nominating and
selecting process, the officers chosen to attend the Seminar will
be contacted by members of the Seminar faculty and invited to a
half-day "pro-course" meeting during the second half of August. The
pre-course session will include a presentation covering the total
US foreign intelligence effort and a briefing on the Consolidated
Intelligence Resources Informaton Syst?m (CIRIS).
At the conclusion of these briefings, the officers participating
in the Seminar will be given a copy of the attached course outline
and asked to respond to two questionnaires. One will request the
officers to designate their selection of "Organizational Briefings"
scheduled during BLOCK II. On the other questionnaire each parti-
cipant will be asked to indicate their preferences for "Electives"
proposed for each BLOCK and to designate out of all the Electives
two for which they would be willing to act as a resource person in
the Seminar by giving a paper, leading a discussion or taking part
in a panel. Final selection of Organizational Briefings and Electives
will be based on the needs and. :interests as expressed by the parti-
cipants' responses. Resource person assignments will be worked out
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ask.?.;.. off
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with the participants following the pro-course session as soon as
practicable.
A copy of Wilensky's Organizational Intelligece will be dis-
tributed with the suggestion t.h;t this insightful work be read prior
to the formal opening of the Seminar. The remainder of the pre-
course session will. be devoted to explaining the Seminar ground rules
and answering participants' questions related to various Seminar
activities, to the schedule, and so forth.
Plan of Study: Members of the Seminar will have an opportunity
to discuss a variety of topics with leading authorities from the
academic world and research organizations, official$from other
government agencies, members of Congress, and knowledgeable officers
from throughout the Agency. A limited amount of documentary material
and articles from journals whi.cL', are keyed to the different subjects
covered in the Seminar will be available in the form of handouts
and through. the Office of Training library. As each participant
is a senior officer who is expert in one or more fields, the Seminar
will be conducted so as to maxiir:ize the opportunity for officers
to learn from each other. In addition to serving as resource per-
sons, each officer will be expected to participate actively and
vigorously in all. aspects of thy: Seminar--in discussions with out-
side speakers, team play, small group discussion, etc.
Another facet of active participation will be the Individual
Presentation during which time each participant will have an oppor-
tunity to make a presentation tc, the Seminar on a topic of his choice.
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-Subjects are to be based on personal experience or observation as
an officer engaged. in intelligence or related activities. The
schedule will be managed entirely by the Seminar officers.
Each participanting officer will be expected to play an active
role in evaluating all aspects -.f the Seminar. -A discussion will
be held at the conclusion of ea-h BLOCK which assesses speakers,
selection of topics, formats of presentation, etc. and a general
assessment of the Seminar will -e held at its conclusion.
Location: The Seminar will open with one week at
1 -1
in full-time residence. This environment should facilitate a
break with office routine. The remainder, except for short visits
"on location" and the BLOCK VII trip, will be conducted from new
quarters in the
25X1A
25X1A
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2 1 JUN IM
c, J ti
SENIOR SEMINAR
OUTLINE OF CONTENT (Proposed)
(Scheduling of Subjects will be selected from the material outlined below)
BLOCK I: The Senior Intelligence Officer, The content of BLOCK I
is designed to provide a series of fresh insights into the Agency
and to stimulate interaction and active participation among Seminar
officers. It is hoped that a pattern of active participation and
forthright expression of views will develop during BLOCK I and be
carried over throughout the remainder of the Seminar.
A. Orientation. '
1. Welcome, administrative arrangements and codeword
security briefings.
2. Participant Introductions. Each Seminar faculty member
and participant will have a short period to introduce himself and
briefly to describe his background. (Not to be confused with In-
dividual Presentations.)
B. Current Perspectives of CIA. A series of talks by indivi-
duals or panels with different points of view who describe how they
perceive our organization. These may include:
1. A senior officer and/or a seventh floor (top management)
view.
2. How CIA appears to a distinguished alumnus or panel of
alumni.
3. A knowledgeable outsider's appreciation of CIA.
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of the Agency.
C. Executive Workshops.
1. Management theory and practice. Leading spokesmen of
several different leading schools of managerial behavior will dis-
cuss their theories and the results of research; as feasible, these
may include participation in a workshop which demonstrates the par-
ticular approach.
2. Management cases, The Seminar will commence playing a
series of case studies involving Tanagement problems, a number of
which are constructed from Agency experience. Some of the cases
will be played in other BLOCKS.
4. A panel of young professionals share their perceptions
t4 3. Stereotype Exercise. This exercise, played in small
teams, is designed to demonstrate to Seminar officers. how stereo-
typed thinking and attitudes within the Agency function as a barrier
to cooperation across organizational lines.
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shows a series of
filmed interviews of.persons whose careers he has followed. Seminar
officers give their assessments o: the persons being interviewed
using rating scales provided by Q Fie then critiques these 25X1A
assessments and shows a fuller picture o.F the subjects subsequent to
the interviews.
S. Seminar Delphi. A Delphi= exercise will be played by the
Seminar officers; it will commence in BLOCK I and conclude in BLOCK 'VI
with a report to the Seminar on the results and general discussion
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of the Delphi technique. The purpose is to acquaint the partici-
pants with a new technique for prediction and for assisting in the
decision-making process.
6. Personal assessment workshop. (Optional) This activity
is note related to the Agency's assessment program. Its purpose,
rather, will be to help the individual officer to understand himself
better--his strengths, aptitudes, potential interests, reactions,
etc., in order to perceive himself and his career goals in a realistic
light. The workshop consists of taking three tests: the Allport-
Ver.non-Lindzey "Profile of Values"; the Guildford-Zimmerman "Tempera-
ment Survey"; and the Strong "Vocational Interest Test." The tests
will be scored and the results will be discussed with participants
iPk by'a professional pyschologist on an individual and confidential
basis.
D.' Elective Seminars.
1. Motivation in Intelligence Work or
2. How to Foster Creativity and Innovation in Intelligence
Work.
3. Ways of Increasing the Work Involvement of Young Personnel
in the Agency.
4. The CIA Executive as seen by the Secretary.
S. Drugs, Alcohol, and Mental Illness--how to recognize and
what to do about it in CIA.
E. Evaluation of BLOCK I.
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BLOCK II: The Intelligence Business--Today and the Future. As
described earlier, the pre-course; session included a questionnaire
asking the participants to identify intelligence activities which
they would like to learn more about; these Orientation Briefings
will be scheduled prior to the opening of the Seminar. The remainder
of the BLOCK examines future intelligence trends and developments.
A. Orientation Briefings. (More than one may be conducted at
a given 'time.)
1. Overhead Reconnaissance--The program and the organiza-
tion; how program decisions are ]fade; how-the program is executed.
2. Exploitation of Imagery. A visit to NPIC. The exploita-
tion process; support to collection systems; RFD in support of
imagery exploitation.
3. R&D. Familiarization with various types of R&D performed
by the Agency "or through contractors in support of intelligence.
Examples of developmental activity will be shown.
4. The SIGINT world in Defense. Briefings of how NSA and
the SCA's function; ELINT and COMINT collection by Defense; tech-
niques used and the product of the effort.
5. SIGINT activity conducted by the Agency. The work of the
Office of ELINT. Third party and covert intercept activity. Col-
laboration with. NSA. Support to other,Agency operations.
6. Overt Collection. Current status of various types of
overt intelligence collection and the uses of the material collected.
7. Technical support of A,;ent Operations. A TSD presenta-
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tion of support to the Clandcstinc? Services-
seals, mail operations, forgery, disguises, chemical analysis and
exploitation.
8. Counter-intelligence. Various types of CI operations and
their rationale; the relation of CI to FI and CA as seen from the
CI point of view; the role of the. CI staff.
9. DIA. What DIA does directly and what it manages within
DOD: relation of DIA to military service an the intelligence,acti-
S lE
T
T
vities of the unified and specified commands.
10. CIA Intelligence Produ:tion. The various types of finished
intelligence produced by the DI)I and DDS&T with emphasis on the re-
lative value of different types of sources.
11. Intelligence requirements and evaluation. A look at the
photographic and SIGINT collection requirement systems; exploitation
requirements; human source requ:i.rements; evaluation of sources.
12. Communications. Briefing on the various types of support
performed by the Office of Comm,j.nications.
13. Logistic Support. The-CIA logistics system, using the
support related to Southeast Asia operations as a case example.
14. Intelligence Community. A look at the organization and
functioning of inter-agency coc.rdination machinery, including the
USIB and its committees, the National 'Intelligence Resources Board,
and the National Intelligence Programs Evaluation Staff.
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B. Significant Developments in the Business.
1. New Technical Systems. 'Review of developing and%programmed
technical systems which collect sensor data. The exploitation of
these data and product derived from them. The contribution expected
from them for filling gaps in cur intelligence knowledge.
2. Impact of new systems on production and management. New
collection systems may generate data in massive quantities without
respect to "normal" working hours, and the time between collection
and the provision of finished intelligence to the policy and deci-
sion maker will be greatly shortened. The effects of these changes
in organizing exploitation and production, in personnel, facilities,
etc. Their impact on management.
3. New technical. intelligence problems. Speculation by a
highly qualified observer as t., potential new problems of a tech-
nical nature which US intelligence may be expected to address through
the seventies.
ApPFGyed For Release CIA RDPRO 4.
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6. Intelligence Support to Policy Formulation. A key Agency
official shares his insight into the way finished intelligence pro-
duction is used by policy and decision makers. Examples of support.
How policy makers express their- needs for intelligence. How far
intelligence should go.
C. Elective Seminars.
1. Agent Operations by the Military.
2. The Terrorist Left as Intelligence Target.
3. The Education of Consumer.
4. Assessment and Manipulation of Soviet Targets.
5. Scholarship and Open Sources.
6. The Task Force Approa(_-h.
D. Films.
The Pueblo: A Question of Intelligence (to be researched
further).
E. Evaluation of BLOCK II.
My.J
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'BLOCK III: Major World Trends and Their Significance for Intelligence.
The objective of BLOCKIZI is to bring Seminar participants up to
date on US National Security Policy and on a number of major problems
and developments which affect both the policy level and intelligence
work. Leading authorities from the academic community, research or-
ganizations, governmental policy-making agencies and CIA senior per-
sonnel will be invited to make individual presentations and partici-
pate in panel and group presen-'lations.
A. The Global. Background. An intelligence appreciation of
current global power relationships; a ;projection of major interna-
tional trends and probable developments over the next few years of
particular interest to our national intelligence effort.
B. National Security Policy.
1. The Nixon Doctrine as explained by the policy maker. Its
origins, main thrust and implications for US foreign policy, by
a top policy maker.
2. A critique of the Nixon Doctrine in historical perspective,
by a distinguished student of US foreign policy.
C. Relationships With the Other Super Power.
1. US-Soviet Relations--continuing Challenge or Convergence.
An analysis of US-Soviet relations as they have developed histori-
cally; myths and realities likely to 'affect the relationship in the
1970s.
2. The Strategic Balance. An analysis of its military and
political meaning in the thermonu,-iclear age; an intelligence apprecia-
tion
of th~pfo~ 8Hof ft9IeisV('12M5i1tl4deMA iRU0t9440 pc1~OplpglL ation
and
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,x, indications for the future.
3. Military Factors in Foreign Policy Formulation. Strategic
alternatives available to the U.S. -in relation to the present and
potential military threat as basic elements in the rational formu-
lation of US foreign policy. The meshing of military with diplo-
matic, political, and economic foreign policy factors and objectives.
4. The Outlook for Arms Control and Disarmament. Prospects
for the SALT talk; the future of non-proliferation; the implications
of possible disarmament agreements for the US intelligence effort.
D. The Communist World.
1. The World through Moscow's Eyes. A Soviet official dis-
cusses Soviet views of US policy, power., and American life. (Special
,approval required.) An alternat:_ve would be to hear from a knowl-
edgeable defector.
2. Inside the USSR. As the Soviets view themselves: the
New Soviet Man; sources and significance of dissidence: the arts,
science, youth, religion.
3. The Communist "Monolith" Today. A survey of relations
among Communist countries and of Communist parties and activities
around the world; factors of coherence and division -- Sino-Soviet
differences, Castroism, the impact of nationalism, etc.
4. Communist China.
a. China and the Chinese background of the present regime.
An analysis of the forces and leaders shaping contemporary China
and a projection for the 1970s by a. leading scholar.
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b. Chinese Communist Policy Trends. A look at recent
0
f th
h
anges or e
developments in Chinese policy and perspective c
1970s.
E. The Other X Billion.
. 2. Middle East -- Chronic Crisis. A policy perspective on
the sources of conflict; the risks of the US-Soviet confrontation,
and the prospects for managing the, chronic crisis.
3. Latin America -- Backyard of the US. Political and social
ferment south of the border. Implications for US military security
and global political influence.
4. Western Europe -- Ala.y or Rival? Strengths and weaknesses
,Of the area and of the trans-Atlantic relationships; factors bearing
on its future development and direction.
F. Global Problems.
1. The Technology Explosion. A broad-brush examination of
technological changes and their relation to US foreign policy objectives.
2. Population. Discussion of demographic and related develop-
ments which impact on the pursuit of US foreign policy goals.
3. World Wide Political Trends. A review of major political
ideologies and trends, including nationalism, communism, and the
new left, which bear on the conduct of international relations in
the 1970s.
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ective Seminars.
1. The Soviet Leadership as seen by Analyst and Operator.
G. El
2.. The Nixon Policies: Yhei.r Implications for Intelligence.
3. India Through the Seventies.
4. US Policy Options in Southeast Asia or
S. The Implications of Vietnam for CIA.
6. Sino-Soviet Conflict.
7. The Subsahara - Coexistence or Chaos?
8. Understanding Foreign Cultures.
9. The World-wide Development of a'Counter-Culture.
10. Counterinsurgency Today.
H. Films.
1. Gates of Heaven.
2. China--Roots of Madness.
3. One or two on the USSR.
4. "The River" or "Pather Panchali" (India)
I. Evaluation of BLOCK III.
IC 1'.C T'
S
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-BLOCK V: The Changing Environment of CIA. This BLOCK takes a
fresh look at several of the more?significant external forces and
environments--both official and unofficial'--which influence the
functioning of the Agency. The specific objective of this BLOCK
is to provide Seminar officers with an opportunity to become ac-
quainted with the problems posed for top management by external
pressures, attitudes and developments, and to provide officers with
an appreciation for how CIA is faring within these external environ-
ments.
Among the "official environments" which will be considered are
the national security policy-Making elements of the Executive Branch
which the Agency supports through the production of intelligence
~.1
and from which it receives policy direction and control. Another
environment to be covered is the Agency's relationships with the
US Congress. (The relationships with=in the Intelligence Community
were previously considered in BLOCK II.)
The unofficial or "domestic environment" also influences our
organization. Thus, attention will be focused on CIA's "attentive
publics" and on social and cultural trends developing within the
US which impact on Agency's i.nt:~-rests.
A. Key CIA Relationships in the Executive Branch.
1. The NSC. A visit to the White House Situation Room to
be briefed on the NSC structure and to hear from a NSC spokesman
concerning points of contact with and support provided by the Agencyy
(Special approval to be requestert)
Tr1r-?.ii
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2. PFIAB and/or OMB. While in the Executive Office area,
the Seminar will visit these two important sources of stag' advice
to the President in intelligence matters. A spokesman for each
will delineate their respective roles vi.s-a-vis-intelligence activi-
ties.
3. Department of State. The Seminar will hear from a knowl-
edgeable official(s) on the subject of the Depa.rtmeit's dealings
with the Agency at the Headquartr-r's level and in the field.
4. Department of Defense. An official(s) will discuss various
points of contact between the Department and the Agency.
B. The Congress. The Seminar faculty will work with the Legis-
lative Counsel to develop a "Day on the Hill" during which different
members of Congress and key congressional staffers will be invited
to discuss the work of the Congress, intelligence, current national
issues, or other topics as may be appropriate.
C. Domestic Change of Relevance to-CIA.
1. Social and Cultural Trends in American Society. One or
more leading authorities on the subject will be invited to identify
these trends and to discuss likely developments during the remainder
of the 1970s which may affect Agency interests.
2. Changing National Priorities and Goals. An outside author-
ity will discuss recent developments and pressures for the realloca-
tion of public resources among various program areas. He will be
invited to speculate on the implications of these developments for
the continuing support of national intelligence programs.
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3. "CIA's Attentive Publics." Spokesmen of different
sectors of public opinion will be invited to discuss their views
of CIA and US intelligence. These outsiders may include critics
of the Agency as well as friends from among the press, youth, the
academic and business communiti,'s.
D. Elective Seminars.
1. CIA Participation in an Interdepartmental Group.
2. The Informal Position of CIA today in the Federal
.Establishment.
3. The Agency's Image and Public Understanding.
4. The Impact of Domestic Problems on Foreign Policy.
5. How does the New Youth Culture in the US Affect CIA?
E. Films.
Selling of The Pentagorn(CBS). (To be researched further.)
F. Evaluation of BLOCK V.
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BLOCK VI: New Tools of Interest. to Intelligence. This BLOCK is
designed to provide Seminar offi.c-ers with a broad-brush acquaint-
ance with new methodologies and tools which may have application to
various phases of Agency work. The subject matter will be presented
in non-technical terms readily understandable to the layman. Senior
officers who develop a particular interest in one or another approach
will be able to follow up their interest'in more depth by consulting
resources identified by the speakers.
A. Long-Range Projecting. A. new approach.for projecting and
modeling scenarios of various ":Futures"--technical, demographic,
economic--known as "Futurism." This work, which is taking on sig-
nificance in current US thinking and planning, has potential appli-
cation to some phases of Agency work, e.g., long-range estimating
and operational planning.
1. Futurism: A Developing Technique. A leading participant(s)
from the ranks of those active in "Futurism" will discuss method-
ologies for long-range prediction, types of choices and present sev-
eral models of Futures.
2. An "Apocalyptic Model."' A look at the intelligence business
in the next decade using the approach of a Futures model.
3. Seminar Delphi. The insults of the Seminar Delphi com-
menced in BLOCK I will be made avvrailable. The Delphi technique,
its uses and limitations, will be discussed.
4. Delphi Use in Intelligence Forecasting. The experience
secured in a recent extensive application of the Delphi technique
to a comp l A6p& i@~ ~6P'R@lgasP ME'iT? cEAA44DPISJb-cGb30 0TgM~ O*Mi11 g will be
outlined to the Seminar.
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B. The Think-Tank as Intelligence Organization. The publica-
tions issued by research organizations, such as RAND, indicate that
one of their functions is to produce intelligence. A member of a
research organization who knows the intelligence-business will dis-
cuss similarities and differences between the two and how the think-
tanks can assist intelligence organizations.
C. Other Methodologies. A practitioner(s) in the Agency will
tell how methodologies such as operations research, systems analysis
and quantitative decision-making have been applied to intelligence
problems.
D. Elective Seminars.
1. ARecent Look at Early Warning.
2. Examination of Some Intelligence "Failures."
E. Evaluation of BLOCK VI.
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BLOCK VII: TRIP. Seminar officers may select one or more places
to visit during the period in the schedule set aside for a trip,
depending on their interest and relevance to their-jobs. A list
of possibilities will be developed including Agency, other intelli-
gence or intelligence contractors, mil: military command and control and
space facilities, and. locations associated with domestic develop-
ments. Specific arrangements will be worked out at-the beginning
of the Seminar. Those not interested in such a visit may continue
to work on a special paper or p-resental:ion, or pay a visit to their
"opposite numbers."
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BLOCK VIII: Management of Intelligence. This BLOCK concludes the
Seminar with an examination of t:wic processes of managing intelligence,
and an assessment and stock taking of the Agency's current posture
and future directions. The subject matter, particularly the Elec-
tives, is meant to encourage Seminar officers to think ahead and to
reflect on how we can do a better job and help to make the Agency
a more effective organization.
A. Management of Personnel and Resources.
1. Personnel Problems and Planning. A senior Agency officer
will identify current personnel problems and discuss recent efforts
by the Agency to plan for the movement of officers into senior posi-
tions throughout the Agency as the "founding fathers" due to retire
during the next decade.
2. Intelligence Priorities and Resource Allocation. A panel
of Agency officers will examine the current set of priorities among
Agency activities and discuss the allocation of financial and per-
sonnel resources in the light of these priorities. The panel will
speculate on what they see in these areas over the next several years.
3. The Soviet Military as a Resource Problem. At present,
a preponderance of the US intelligence effort is targeted against
the Soviet military establishment. Some students of the subject hold
the view that a disproportionate part of the effort is devoted to
this subject. This thesis will be examined.
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B. Some Reflections on theTntelliencc Business.
1. The Separation of Intelligence from Policy Formulation.
Objectivity is a primary goal in the intelligence work of the Agency.
Serious efforts have been made to maintain this objectivity and to
institutionalize the separation between. intelligence and policy-making
processes of the government. In some areas this barrier is being
weakened. Knowledgeable officers will discuss this trend and spec-
ulate as to future developments in maintaining.the independence of
intelligence from the formulation of policy.
2. Cultural and Psychological Factors which Influence Analysis.
The dominant cultural ethic in the Agency is a liberal humanism de-
veloped in the light of the post:. World War I period, the depression,
World War II and the Cold War. This general cultural framework under-
lies and conditions how our analysts tend to interpret various world
developments. A related aspect is the problem of cross-cultural
perception involved in understanding the motivations, intentions and
actions of governments of countries having dissimilar cultures. An
effort will be made to place these factors which influence our out-
look in perspective.
3. The Role of Intelligence in American Society. The Director'
recent speech to the newspaper editors provides an excellent basis
for discussing the subject of reconciling secrecy required in intelli-
gence work with traditional American views.
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C. Elective Seminars.
1. Duplication in the Intelligence Community.
2. The DCI's Community flat or
3. Erosion of the DCI/CIA Special Authorities.
4. CIA Career Services - Tool or Obstacle.
5. How can we best use and manage Young Professionals
in the Future?
6. Values, Job Satisfaction. and the Senior Officer.
7. Inspection: Process of Management.
8. Is a Truly Clandestine Service Possible?
9. Control vs. Innovation: Are we 3ecoming too
I
`3, Bureaucratic?
10. Has Intelligence Been Oversold?
11. CIA as Employer: A Comparison.
12. The Psychological Contract with CIA.
D. Evaluation of BLOCK VIII.
. SELL J'
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WHO SHOULD ATTEND THE SEN:[OR SEMINAR?
1. A frequent comment on the new Seminar is that its value
to the Agency will depend on the selection of qualified participants.
Such officers are usually thought of in terms of organizational
"comers." It is essential that the Seminar have some outstanding
officers--at least one from each Directorate--who can function as
pace-setters and will take the lead in interpreting the work of
their Directorate to the officers from other Directorates. The
balance of the Seminar, however, should be composed of representative,
capable senior officers, as it cannot afford any participants who
no longer have a capacity for learning or broadening themselves with
respect to his chosen profession or who has no prospect of a chal-
"'lenging assignment.
2. A good mixture of officers is extremely important in order
to enable the participants to lear~i from each other. A representative
group would include some officers with different geographic knowledge
M1L
about or served in the USSR, mainland China, Africa, the Middle
East, Southeast Asia and Latin America. As feasible, other areas
might also be represented. Similarly, officers with different Agency
functional specialties should be represented, such as clandestine
operations officers, technical operations support, political analyst,
scientific and technical analyst, economist, military analyst, geo-
grapher, lawyer, signals intelligence, photographic and other tech-
nical intelligence specialists, support specialists and officers with
0 backgrounds in general administration. In many cases, an officer ?~
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would combine both a functional specialty with a desired geographic
background.
3. The selection process should be designed so as to provide
a wide mixture of geographic and functional specialties. It would,
therefore, be most desirable for the total number of nominations
from Directorates to be considerably larger--perhaps twice as large--
as the twenty officers who will. be attending the Seminar. Respon-
sibility for final selection in order to attain a balanced group
with varying backgrounds and skills would then be exercised by the
Training Selection Board.
Li
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 "ppproved R
SUBJECT: (Optional)'-
Papers on the Senior Seminar
Director of Train,
TO: (Officer designation, room number, and
building)
FORM
3-62
DD/S
7-D-18 Hdqs.
Executive Registry
7-E-12 Hdgs.
Ex. Dirt Compt.
7-D-59 Hdgs.
Director of Training
819 1000 Glebe
610 EDITIONS R SECRET
0
SECRET
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
In addition to being available for
review by you and the Director, we
have asked DTR to make copies
available for the other Deputies.
mdJUAy,Q,.t.14p~n,,distributed unless
you prefer that that not be done.
t: Memo dtd 8 July71 for ExDir-
Compt fr Hugh T. Cunningham
subj: Papers on the Senior
Seminar
fz 4-x ytI/' ~a:., G J
Wee a 2902 in1 CIA6RDPSO-00308A000100010015-1 I
^ CONFIDENTIAL ^ USE ONLY ^ UNCLASSIFIED
'I'MENTIAL'