CONVERSATION WITH (Sanitized)REGARDING AN AREA REORGANIZATION OF OCR

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01139A000600180008-1
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 3
• Document Creation Date: December 16, 2016
• Document Release Date: December 2, 2004
• Sequence Number: 8
• Publication Date: November 4, 1966
• Content Type: MFR

Approved For Release 2004/12/22: CIA-RDP80B01139A0006
CONFIDENTIAL
0180008-1
CHIVE/C-277-66
4 November 1966
Area Reorganization of OCR
25X1A
Regarding an 25X1A
1. On 3 November as I land I were walking
down the hall he broached a subject of an area re-
organization of OCR prior to the complete implementa-
tion of the CHIVE concept. As background for this
conversation it should be noted that CHIVE will have
two very significant impacts on OCR. The first of
these is a reorganization along geographic lines;
the second impact is the introduction of computer
processing. We agreed that of these two the first
would have the more traumatic effect.
2. This feeling has been held by others who
have been associated with the project and is a direct
result of OCR's reaction to the CHIVE design philosophy.
The response of the OCR Divisions to the Phase II
report made it apparent that although there was some
healthy criticism of the efficacy of computers in
the document handling arena, that by and large most
respondents were willing to accept automatic data
processing. Not so the organizational and procedural
concepts involved. It is readily apparent that
many people find reorganizing a challenge to their
position and an abrogation of their authority. The
results are often a loss of manpower and production
capability.
3. Recognizing that a"CHIVE OCR" is a reorganized
OCR, there seems to be two approaches that may be
considered;
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a. The present CHIVE approach may be
termed evolutionary, i.e., one geographic
branch followed by the creation of a geographic
division and so on until all 5 geographic
divisions have been created. The advantage in
this approach is that all of OCR is not upset
at the same time. Hopefully, therefore,
production is maintained while each new geo-
graphic component is settling in. The draw-
backs are also clear. For example if one
chooses to select out of FID those people who
are responsible for processing China receipts,
one will find oneself with parts of several
people. The consequence is that a number of
analysts, indexers, etc. have to be placed in
COG to handle China receipts but the number of
slots that can reasonably be deducted from
FID's holdings does not correspond. The result
is an over-all increase in the number of people
that will have to work in OCR during the transition
period. At this point and time, this is rather
unfortunate since OCR like many others is under
scrutiny regarding its T/O. Another problem
occurs when people have to adapt to a new
organizational structure and at the same time
adapt to new processing procedures imposed by'
the use of the computer. The disruption is
much more severe than that which would result
if the changes were imposed in a serial fashion.
. The other approach contemplated by
nd myself would be a total reorganization
now of OCR along geographic lines. This could
be called the revolutionary approach. The
advantage is simply that the people would be
disrupted far less by the introduction of
computers and associated procedures if they
were already in the organizational structure
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suggested by CHIVE. The disadvantage is the
inevitable furor that would result from such
an all-at-once reorganization of OCR. Serious
consideration of this approach might lead one
to believe that OCR's ability to maintain
production would be seriously jeopardized.
In other words OCR's customers might find that
their service channels have gone dry and not
wishing to wait until things settle down might
look for new channels. In addition many more
people might become disenchanted and leave OCR
as a result of this kind of reorganization than
under a, above.
4. It seems apparent that either approach -
evolution or revolution - is fraught with danger.
From CHIVE's point of view, number 2 is attractive
since the task force would be relieved of the
responsibility of imposing an unattractive (politically)
reorganization on OCR. Rather the task force could
devote itself to that which it is organized and
manned to do best i.e., develop a system of informa-
tion storage and retrieval which will improve OCR's
customer service capability.
Distribution:
Orig.
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1
1
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DDS&T/OCS:~__
Chief,
Systems Integration and Support Group
/4575
3 - Dir/CHIVE
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25X1A
25X1A
Approved For Release 2004/12/22 : CIA-RDP80B01139A000600180008-1