THEMES ON WOMEN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP05T00644R000200660020-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 11
• Document Creation Date: December 22, 2016
• Document Release Date: July 16, 2009
• Sequence Number: 20
• Publication Date: May 27, 1977
• Content Type: MEMO

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STAT
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27 May 1977
MEMORANDUM FOR: Deputy Director of Central Intelligence
1. The members of the Federal Women's Program Board wish to express
their appreciation for the interest and support which you expressed at our
meeting with you on 10 May. We are particularly pleased by your intention
to address the problems of women in your discussions with Agency managers.
2. The attached notes are intended as a preliminary response'to your
request for "themes" to use in your discussions. We have drafted separate
paragraphs on each theme rather than providing you with a single paper on
the subject. It was felt that this would make it easier to incorporate one'
or more of these themes in any larger presentation which you might be giving.
3. We appreciate the opportunity to provide this input, and would be
happy to develop the themes further, incorporate them in a single paper, to
add to them, or to modify them in any way that would male them more useful
to you.
4. If there is any other way in which the Board can assist you in
your task of providing equal opportunity for all employees, please let me
know.
STAT
Federal Women's Program Board
Attachments: a/s
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PUBLIC IMAGE OF THE AGENCY
Much of the bad press which the Agency has received has
come about when a program or policy has continued past its
time, or when it has been executed with poor judgment. A re-
appraisal prior to the bad publicity could have saved us all
a lot of trouble. EEO is just such an area. It is a potential
trouble spot for any government agency. By moving constructively
to improve our EEO record, the Agency can save itself a lot
of unnecessary trouble in the future, and serve the cause of
simple justice as well.
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Government managers--unlike their counterparts in the
private sector--tend to think that personnel management is
being taken care of elsewhere in "the system." Thus, they may
recommend that an employee "should be promoted at the earliest
opportunity," or "should be given additional training," or
"has the ability to take on greater responsibility" and feel
that their duty is done.
Managers need to remind themselves continually that "the
system" starts with them, and, indeed, that they are "the system."
Personnel-development is not going to happen unless each manager
acts on his own observations or recommendations. Full utilization
of employee skills, EEO, affirmative action--these should be
part of the daily operating consciousness of every manager.
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EVEN DISTRIBUTION OF TALENT
Scientific evidence indicates that there are only minor
variations in intelligence and aptitudes between the sexes.
Since ability is fairly evenly distributed throughout the
population, when one race, sex or cultural group consistently
emerges on top in an organization, a manager should ask him-
self what forces other than recognition of merit are at work
in his organization, and what skills and talents are being
wasted.
Personnel are the Agency's most valuable resource, and in
today's tight budget world managers will want to use that
resource to its fullest. Among the women and minorities in
the CIA are untapped reservoirs of talent and ability lying
idle for lack of the opportunity to move out of dead-end jobs
and to increase their value to the Agency. Good managers plan
ahead and get the most for their personnel dollars.
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CHANGING ATTITUDES
Changing attitudes is a key factor in promoting
equal opportunity for women. One means of changing attitudes
would be to involve men and women together, regardless of
hierarchical rank, in working groups and committees to arrive
at solutions to significant office administrative and
substantive problems. In addition to promoting teamwork,
this device enables men and women to work together as equals
and it permits unknown or unused skills of women (and men)
to surface. Women as well as men should have the opportunity
to chair such undertakings.
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PROMOTION PANELS
It is important not only for managers to be fair, but to
be seen as being fair. As long as women and blacks lack equal
status with white males, they will tend to be suspicious of a
decision-making process from which, for whatever reason, rep-
resentatives of their race or sex are excluded. The inclusion
of women and minorities on promotion panels will alleviate
these suspicions and generate a greater feeling of trust in
the objectivity and fairness of the system.
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Pressure from women and minority groups will increase.
Pressure from the Civil Service Commission will increase. What
are a manager's options in responding to these pressures?
You can:
-- Dig in your heels, and make charges about
reverse discrimination.
-- Meet any quotas imposed upon you to the
letter, but otherwise continue business
as usual.
-- Take the initiative. Seek out, recruit,
develop and promote the best women and
minority candidates you can find.
You will reduce outside pressure and enjoy the added
benefits that accrue when all the people working for you believe
that their talents and efforts will be rewarded regardless of
race, sex or age throughout their working careers.
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The EEO movement does not require us to define a new role
or position for women in society or in the Agency. It simply
reinforces the traditional American concept of freedom of choice.
Some women look on their jobs as a source of "extra family
income." Others see themselves as possible future heads of
the Agency. Women should have the opportunity to move as far
as their talents and interests will take them. Managers, for
their part, should not assume that a woman is not qualified or
interested in any assignment or training because she is a woman.
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OUR CHANGING SOCIETY
Because of changing population and economic trends,
many young women today are not making motherhood a full-time
career. The energies and ambitions which formerly were ab-
sorbed in child care are now being channeled into the pursuit
of a career. As a result, women are becoming more career-
centered, more ambitious, and, therefore, more assertive.
Attempting to apply the cultural standards of the past in
dealing with women employees today is not appropriate.
Women are entering the job market with essentially the
same attitudes as men. They plan to spend most of their lives
working. Married or single they see their salaries as'an
essential source of support. They are making plans for a
career. Unlike many women in the past, they are not simply
looking for a way to support themselves until they get married.
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WOMEN'S LIBERATION IS NOT THE ISSUE
The women's liberation movement has raised a lot of
controversy, but it is not the "gut" issue for women in the
Agency. The real issue is that government salaries are paid
by taxpayers, both male and female, black and white. Govern-
ment agencies are required by law to treat all employees
equally and to hire and to promote them solely on the basis
of merit. Women's lib is open to debate, the law of the land
is not.
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