(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00022R000200030011-8
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 8
• Document Creation Date: December 9, 2016
• Document Release Date: June 29, 2001
• Sequence Number: 11
• Content Type: REPORT

rrAoraraved For Release. 2001109/03 :CIA-BDP84-00022R0002 003001 8
I t& 4 ? UJ644 "'
There can never be satisfactory
production of Staff Ir,telligence by ORE
until one person is given full responsibility and authority for its production.
The nature of staff intelligence is always such that it is controversial.
Such intelligence contains an estimate; an estimate is an opinion; opinions
c~otz~+ilz~ie~s?ctheY'z~arzev~w}~ar~m,ngi:XX$x never go unchallenged. Since
many different estimates are always Possible, there will always be disagreement as
to which is most needed at any given time. Even the form in which an estimate
is presented ~szz aze~s creates a controversy which can be resolved only
in the best judgment as to what presentation most ideally fulfils the needs of
those reading the 22?>'finished product.
It might be maintained, accepting the above, that the only single person
with competence to judge the value of a given estimate is the chief of the
producing unit, In order to put this procedure into practice, it would be
necessary to remove all obstacles to t`'~CF`$t~"I?
judgment and
only, for the use of DCI/HG.
to place upon him the full, undivided respresult. There would
relea8od Wt. na :~.~r> i Ves
under the HtSTOFICAL REVICW P1IO3HAM.
then be eleven separate persons who could forward coordinated or uncoordinated
national intelligence to the official recipients. The judgment of each sep-
arate individual would be colored by events and requirmments within his area
compotencP'vLbl~~~t/(IOCilA6~Q0@,2FAQQO~f~1 re-
 producing unit, In order to put this procedure into practice, it would be
Approved For Release 2001/09/03 : CIA-RDP84-00022ROO0200030011-8
necessary to remove all obstacles to the exercise of the chief's judgment and
to place upon him the full, undivided responsibility for the result. There would
then be eleven separate persons who could forward coordinated or uncoordinated
national intelligence to the official recipients. The judgment of each sep-
arate individual would be colored by events and requirements within his area
of competence and upon his estimate of the importance of these dvents in re-
lation to others. The result in terms of material received by officials, its
relative usefulness for their purposes, and the form in which t was presented
would be admirable from the point of view of variety and individuality but
possibly bewildering in terms of the grim business of policy making. That ~-"'"
it would lead to an abrupt demise of ORE
...
"U beft,
wrovo -, retimm ths^du h
is beyond question. There is, in s
8ums=& -i' pROYe:v:M of
t
%b4 40*94
nothing clearer than that there must bee, in some form or other'
over the produ' units of ORV
000043
Approved For Release 2001/09/03 : CIA-RDP84-00022ROO0200030011-8
 Decisdk&Wr:RYe gofIPM@osgf2( Q ,ArAD 90022 MO,(Iioduction
should not be left to a committee or other group. Group action can be taken
only by two means: majority vote or compromise. Majority votes have meaning only
where majority interests are. concerned: e.g. the election of officers who can
presumably lead if their leadership is satisfactory to most of those led; the
expenditure of funds jointly owned by the group. When the matter voted on represents
a clear matter of judgment, the effect of which is absolute, the vote of the
majority has no relevance: if more people are right than wrong a correct decision
will have been arrived at, essentially by chance. If more are wrong than right,
a mistake has been made, equally by chance. If, as is more likely, the decision
is taken by. compromise, where each side in the controversy yzil yields some-
what, the result is an intelligence estimate less satisfactory than either
original proposal.
It might be maintained that the Assistant Director R&E already has and
exercises this funtion. This is true, but the duties of the Assistant Director
are such that he cannot give full time to this particular function and must
delegate'it. The only questions are to whom the function is to be delegated
and the extent of the delegation.
As matters stand, the answer to the first question is clear' the function
is del , . I t e ~~3~~f Q3r?~I l~t9~8 ~0 00~ ~-won is less
 .u1cu4,;