COMMENTS ON MR. WISNER'S PAPER ON MR. KIRKPATRICK'S 'TEN COMMANDMENTS'

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04718A002000380097-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 1
• Document Creation Date: December 12, 2016
• Document Release Date: May 9, 2002
• Sequence Number: 97
• Content Type: MF

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Auth.: HR 70-3
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CONFIDENTIAL
Mr. Lloyd
Comments on Mr.Wisner's Paper on Mr.
Kirkpatrick's "Ten Commandments"
1. Comments on this can be brief, since Mr. Wisner's
observations largely speak for themselves. I understand that
you have a copy of Mr. Kirkpatrick's 25 February memo to DCI
on "Ten Commandments." Reading PHIr. Wisner's remarks is easier
when you can plot them against Kirk's recommendations. I have
red pencilled those of Mr. Wisner's comments that seem of great-
est moment.
2. Biggest surprise to me is the generally charitable
attitude toward the Office of Personnel expressed by Mr. Wisner.
He even goes easy on them when discussing the famous "hall-
walkine" question, and the bouquet given Central Processing is
hard to miss.
enjoy the observations tout the JOT Program. 1
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3. I think you will be particularly interested in the
content of page 3, where, after commenting on the "Ten Command-
ments," Mr. Wisner goes further in commenting on the general
question of the inflexibility of the present T/0 structure. In
view of Mr principles set forth in his manpower controls
paper, these remarks are especially pertinent, and tend to support
John's thesis that T/Os and ceilings, as presently set up, are
working to the detriment of the operational mission.
1. I can see many wholesome aspects to his thesis (Mr.
Wisner's) that recruitment of new people be for general suitability
rather than for specific skills, but I am afraid that his experience
with JOT, largely favorable, may have blinded hire slightly to the
fact that JOTs are young people without specific skills, and it is
comparatively easy to get a young man to invest a few years of his
future to see what he and the gods can work out for hinself. If
you go to recruit an older man, one with responsibilities and
specific experience, it is more difficult to get him to buy an
open-ended arrangement where all you tell him is that he is to
come with "intelligence" and trust that his talents, real or
latent, will adapt themselves to this strange business, In wartime
this can be done; in peacetime it represents a very real problem
that can only be overcome by a combination of expert recruitment
and intelligence in public relations - telling the public a judicious
amount about CIi, so that the potential employee will have something
to make a decent value judgment on. I am sure Matt Baird will
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