REPORT ON ORR MANAGEMENT CONFERENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP60-00594A000200090002-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 12
• Document Creation Date: December 14, 2016
• Document Release Date: June 5, 2003
• Sequence Number: 2
• Publication Date: March 23, 1956
• Content Type: MF

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23 March 1956
MEMORANDUM FCC: Chief, B t School
SUBJECT: Report on ORR Management Conference
from Monday, 27 February, through Friday, 2 March. It deals with the
following aspects:
1. This report concerns the Management Conference held at
Origin and Preparation
Conduct of the Conference
Results
Instructors Comments
Recommendations
2. Origin and Preparation. For approximately nine months preceding
the Conference, the possibilities of intensive internal management training
had been intermittently discussed by ORR representatives with Management
Training. By January, 1956, Dr. Guthe, AD/RR., had discussed the proposal
with his staff, and outside the Office at several levels, including that
of the DD/I and the Inspector General. He was satisfied that the program
was a sound risk, warranting a major expenditure of time. A firm date was
requested of Management Training by CRR for late February, and after a
check with the Operations School concerning the available accommodations
25X1 at the dates 27 February - 2 March were set. At the request
of DD I, one observer-participant each was sent by OSI and OCR. The other
thirteen Conference participants were selected by the AD/RR and the
25X1 Assistant to the A/D, (See Tab A)
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At the first briefing of the Conference participants, Tuesday,
31 January, Dr. Guthe stated the underlying purpose of the Conference--to
increase the long-term productive potential of the Office--and cautioned
the group concerning certain inherent risks, among them taking the Conference
for a week's lark, or on the other hand dealing in destructive personal
criticism. The Chief, Management Training, briefly described the arrangements
that were being laid on (see Tab B), made the initial, pre-Conference reading
assignments, and told the members bluntly what security responsibility at
would be. They were not told the location, however, until the
final briefing, given by 0 on 21 February. The last of the material
to be used--student kits, charts, demonstration equipment, films, selected
references on management, notebooks, and lecture material- was co 1
and bagged for shipment the week before the Confere
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3. Conduct of the Conference. The business covered by the Conference
is shown by the schedule Tab C). In general, the instructional approach
was to provide a basis in overt management doctrine for constructive
criticism of the respective jobs which the participants are doing; to keep
before the group a broad picture of management functions as a consistent,
comprehensible pattern of responsibilities; to encourage them within this
framework, to identify and analyze some of their fundamental, recurring
problems; and, once this problem-solving approach to management problems
had been established, to give the conferees full freedom to offer, exchange,
and criticize ideas.
This was an extremely well-motivated, intelligent and articulate
group of men. From the start they did not fight the frame of reference
which had been established for the Conference, but took full advantage of
the opportunity it offered to deal analytically and honestly with their
problems on the job. The lectures typically turned, as had been hoped,
into discussions, and discussions invariably ran longer than the allotted
time. This was not entirely unexpected, and other items were dropped out
of the schedule to make up time. The group worked hard and late, from ten
to fifteen hours a day. An atmosphere of cheerfulness and group feeling
was evidenced by good humor, scabrous limericks, and a total absence of
personal bickering.
The task which required the most sustained effort was the production,
during the first three days of the Conference, of four "situation estimates"
each being written jointly by a committee of three or four members and each
dealing with an assigned phase of management in CRR. Group writing was not
a particularly efficient way to produce a paper, but it produced a great
deal of thoughtful interchange among the men engaged in a given paper. The
caliber and candor of these papers was high; they were regarded as sensitive
from the management standpoint, and early in the week the Conference voted
unanimously to have them destroyed after the critique session with which the
Conference ended on Friday morning.
I. Results. The results of this kind of conference are extremely
difficult to assess, but the reaction of all participants was highly favorable.
For example, Dr. Guthe called it "an outstanding example of tailored training."
An immediate effect was that the conferees were dead tired at the end of the
week, as was the instructor. They were well pleased with the experience, so
far as their critiques reflect their attitudes. (See Tab D) It is a
reasonable estimate that communication and coordination in the top three
echelons of the Office may be facilitated in a general way for a long time
to come. It is believed that some of the Conference members made progress
in solving specific management problems; some of them thought they had, and
said so. The major results will have to be assessed by the A/D, however,
over a period of several months. The program was aimed to provide a vehicle
of communication for the management elements of the Office, and to make
these elements more cohesive and more acutely conscious of their joint
responsibilities. The most meaningful evidence of accomplishment in these
respects will come only through actual management performance.
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5. Instructor's Comments. The major omission in the agenda of this
Conference was the subject of interpersonal relations, specifically those
between the supervisor and the analyst. There is not time in a one week
course to cover this subject adequately, and it was slighted in order to
allow time to deal with other matters (particularly an orderly pattern of
management functions, and the relationships of Branch, Division and Area
personnel with their peers and superiors) with which the Conference was
inherently better prepared to deal.
Advance preparation for the Conference, in spite of limited time
and staff, was adequate. The Conference used something like fifty per cent
of the total material which we were prepared to give them if available
time and their interests had made it advisable. This is not an unreasonably
generous reserve. To enable the Conference to pursue problems which
specifically concern its members, the instructor must be willing to jettison
some topics, and must be prepared to cope with a very considerable range of
alternatives which may come up for discussion.
The support for the Conference was more than adequate; it clicked
at every point. From briefing right on through to the return
plane trip, the support arrangements were most effective. The staff at
as extremely helpful in every phase of the arrangements, both
in the routine of checking in and out and in extras like providing a
thermos jug of coffee for the group at mid-morning. personal
concern for the success of this venture was evident at many points. He
gave the Conference the use of his own staff's conference room for a week,
briefed the group on the operational training program, and arranged a tour
at their request. They acquired, as an incident to the
Conference, enhanced respect for what is regularly being done
by the Office of Training.
Security, a risk which had particularly concerned the D/TR, was
well kept: no security violations were observed.
6. Recommendations.
a. As far as the program of the Conference is concerned, no
drastic changes are recommended in any future presentations
such as the Conference now being requested by OSI in May.
Shifts in emphasis on specific topics, as required, can be
accommodated within the framework developed for this
Conference.
b. Use of a non-Headquarters site like
to success in this kind of training activity.
Chief, Management Training
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NOTFS ON ORR MANAc ENT CONFERENCE,
1. 1?:hat the Conference is: A full-time 5-day conference of
selected ORR officials, Staff and Division Chiefs through Assistant
Director levels, dealing with typical management problems and management
measures. Such a program was proposed several months ago by ORR, and a
preliminary outline was developed for ORR consideration by OTR. After
study and modification, the program has been adopted for a trial by the
Assistant Director for Research and Reports, with the endorsement of the
Deputy Director for Intelligence.
2. The purpose of the Conference: To provide time and favorable
circumstances in which the group of supervisory officers in ORR can give
thought, individually and in exchange with others, to the management
responsibilities which to a degree they share in common: accomplishments,
problems and prospects.
3. Vhen the Conference is to be held: 27 February A 2 March, inclusive.
The meetings are to be held away from Washington, but no travel time will
be required before Monday morning, and, barring foul weather, none will be
required after 1700 Friday afternoon. Full time, including evening work,
will be called for from each participant.
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5. what participants will be called on to do: Essentially, to put
assignments on the job into perspective as management problems. This can
be done only by the individual participant for his own job, but the
Conference will provide certain exercises and stimulation, among them:
a. Advance reading. Slightly less than 600 pages of general
background reading are strongly urged for all participants.
Book sets are being made available to participants.
b. Lectures. Four to six hours of Conference time will be
devoted to lectures covering one or another phase of the
theory of public administration.
c. Supplementary reading. A kit, issued to each member of
the Conference, will contain a sampling of current manage-
ment periodical literature.
d. Exchange of ideas in discussions. Case histories, reading,
and supervisory problems will furnish the basis for the
exchange of ideas and/or prejudices concerning management
problems.
e. Preparation of study paper estimating the present situation
in a RR with respect to a particular aspect of management.
Total reading time required before the Conference is approximately 1215
hosare for an average reader, correspondingly less for a rapid reader. There
will be relatively little free time during the week of the Conference.
Discussion and reading can be counted on to fill moat of the unscheduled
periods.
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