PAPER ON READING PANEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP75-00662R000300010039-9
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 5
• Document Creation Date: December 12, 2016
• Document Release Date: February 12, 2002
• Sequence Number: 39
• Publication Date: March 6, 1951
• Content Type: PAPER

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I. Paper an Reading Panel
1) Prelimina_~. The purpose of the reading panel is to discharge a
shadow respons-b. iTty within 0/RR for the routines, paper work, and all that
is involved with current intelligence support. 0/RR has been distinctly
relieved of any d rlect rsponss. or current intelligence in order to
free it for work on its sole responsibility--unassailable, factual, authori-
tative research in economic intelligence primarily on the Soviet problem.
Therefore, ary circulation of incoming papers must be scrutinized against
this responsibility, and justifications for increased facilities or limita-
tions on output should not be confused by a current mission which is not
0/RR's responsibility at the present time.
Certain routines and certain pressures derive from the handling of
incoming documents and materials on a current basis. Since the processing
of incoming current docu:nnts constitutes an inr odiate and unpredictable
demand on his time, the analyst's ability to plan his work load, or to
extend himself in undisturbed research is extremely limited.
It must be clear that the present personnel of O/RR is limited and the
basic research mission is an extraordinarily big job for which the office
is greatly understaffed.
2) Problem. The precise responsibility for voluntary support for
current into Bence should be defined:
A. OI has the direct responsibility for reporting, daily,
on current intelligence. The latter office is not staffed
v.ith an economic support staff. O/RR furnishes some current
support through its Strategic Division. Hotirever, OCI has
need of a broader economic reporting base(a") to screen"" I'or
outotan n economic events, (b) cons, tation on spot iems.
le pro erm concern ng is supper s, or 0 , pr rx y
the paper routine and the amount of time to be taken on con-
sultation, and pencilled core-.tents on documents of outstanding
current economic importance.
Be Current evaluations. This is a current su ort problem
whic nvo ves' s o collecting offices
These collecting offices have a need for rapid evaluation
which will screen out their most egregious mistakes in
collection. These offices also require fran the supporting
office some agreed-upon standard of evaluation. Such an
evaluation procedure does not at all involve the process of
"requirements." In the past the bulk of the research analyst's
requirements have been derived from current intelligence
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evaluation (formal or informal). This is not a scientific nor
practical approach to economic intelligence requiremments.
Due to the past emphasis or current intelligence, invol-
ving all that it does in the v.ay of processes and deadlines,
economic intelligence requirements have not been thoroughly
collated and thought out in a form which would provide the
collecting offices with a working basis. Therefore, the spot
requirements have been conflicting and a burden upon the col-
lecting facilities. (There is also the problem of precise
definition of requirements, sad the means of communications in
conveying what is needed by the researcher.)
Since O/RR has a primary research res ility and
accountability, the evaluation support of must take a
secondary role and be regarded only as preliminary evaluation.
There is need, however, for a mechanism tote arranged between
the collecting offices and the research offices for arriving
at firm evaluations.
C. Another problem of current support (somewhat nebulous in
the definition of being current) is that support to be given or
solicited by other IAC agencies in the form of intelligence or
information which they require against deadlines for departmental
intelligence. This is a problem r:ith which to struggle, and
depends on O/RR leadership within the IAC.
D. The final problem facing research analysts is, avowedly, the
intellectual inconsistency of separating basic from current intel-
ligence; the matter of being an courant in a specialized fields
This purported inconsistency prow es the analyst with a comfor-
table psychological reason for failing to arrive at a specific
definition of his job and to prepare the specific requirements
needed to carry out his responsibility for authoritative research.
If central files and library facilities can provide current service
on arsr given research tack, then the analyst's insistence on
currency is merely reflecting a passive attitude towards intelligence
research, end certain possessive instincts about the intelligence
informations The real problem then, is de ining mission and function..
and procuring supporting library (central files) facilities.
E. The final problem is one of whether the office wishes to under-
take current intelligence responsibility on its over initiative and
risk, must be variance with its. limited facilities and
mission provided for it by the Director.
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II. Or un.izat.cn and M i s s i o n o2 Peeadij Peel
The reading panel is the r pring')oard for making the roost effective immediate
use of any incoming d3cument.
1) Personnel qu:al-.ficati(: ne. Essentially eve r person operaFing on the
reading panel musts }be a a a~ na " t. It is desired that the person have a background
in economics, preferably .ith tome working cxpe.r .en ,e. While no specialization is
required, familiarity with all fields is needed. Personal qualifications of
alertness, imagination, and common sense are natural requisites. Since it is
impossible to kacm specific details of all fields, it is escential that the
analyst be basically honest in understanding his own limitations and secure
answers as to the signifi,.ance of a specific piece of information from those
who are competent.
The analyst must be familiar with current events and essentially those
movements which vould reflect on the significance of incoming economic infor-
mation. The personality qualifications demand a consistent approach, the drive
and ability to work under pressure, and efficiency in rationing the time to be
spent on consultation, reading, screening, etc.
He must be required to know what the prevailing demands are in OCI, what
limitations those are in the fields of current economic intelligence reporting,
the individual competency within O/RR, and the specific research project
responsibility of the individual analysts within O/flR.
2) Functions. The functions of the current intelligence reading panel
are tho fc_ 17a reading and placing of incoming documents; recognition of
significant items and c ameaating thereon or securing comments thereon;
evaluating SO, 00 and A-1_- Force documents or securing evaluations thereon;
overseeing or guiding tl'.e central filing of documents.
A. Reading &nd placing of documents. The analyst must 1 sep abreast
of anallocated number o' raooming docuaasna;,r. He must assess the
significance of items covered and their relationship to all intel-
ligence factors. Each incoming document demands soma kind of
immediate use. The analyst has responsibility for placing this
document with, not all the people concerne(`z. but, the person most
concerned who can. make an immediate current use of the information.
Sometimes this will necessarily involve porting out to the person
concerned the value and significance of the document. The analyst
must distinguish between that item which is of immediate concern
and requires action, and that which will bay of use later ono
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,x , ?.~w~n ate0 I r'
supp3~ c r o~~ enoa irin ?r~ [~,. f' Y`_ecassctr_J for the
analyst to select items of outstanding importance and to write
quick. short, pencilled notes calling them to the P.ttention of
the proper authority in OCI. In snm? cases it may be necessary'
for the analyst to consult other O/RR personnel before csriting such
a oomrnsnt. This -. ould be true where the analyst wrx unsure as to
whether the iUm .as or was not of current signifiesnes. In support
of OCT the analyst must be thoroughly familiar with OCI "indications"
lists. Such comments must be of the mort cursory ra.ture since any
ftrther detailed follow up ;,vill be initiated by OCT rith other O/RR
or OCT pers cnnel.
Co Evaluatin Air Force documents. The reading panel
must Z -Vr-' .vime re nary or qr,~ ck a evaluations to those
doou nts requiring su , wiithinlrii ling p,%n i g set by the
chief Evaluations must be consistent, v.lthoug . recto sizably not
providing for a "r-ose?arch" grading or conmcnts. Again where the
analyst does not honestly know how to evalue6te the document, consulta-
tion with an appropriate rserson should be },.eld .
D. Guidance to OCD. To sum mrize; allocation by the analyst of aw
docu?i nt w-Mi d iv` T into the following three classes: (1) to central
files for later use, (2) to current intell4.gence for immediate use,
(3) to research personnel working on a specific project in which the
docurw.nt is a matter of vital importance. This lest requires of the
current reading analyst a thorough familiarity with the projects
carried by the office and a nice sense of judgment. (possibly after
consultation) as to the importance and par tinency of the subject
document.
Concerning they first classification above, the reading panelists
must carry a sense of responsibility for the proper guidance to OCD
in its function of filing, coding, etc. The analyst should inquire
and assure himself that the many possible relevancies of a document
can be explored through the OCD system vyhen the need arises. 'Between
the research units and the reading panel, ()/RR ought to be assured of
a proper check and balance on the servicin facilities within OCD.
However this function of the reading panel implies the need to "ride
herd" on the efficiency and porformance of OCD's services.
3) Corollary problens.
A. Extraction of information. If the reading panel as outlined above
is put- into u open ation6 t e question arises as to the need of arm
extracting being done by the research analysts for use as reference at
a later date. Presumably the analyst will be working only on papers
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for the immediate project problem and will have all tha necessary
papers noted, filed, or cardod for the organization of his paper.
Therefore, the analyst is not involved in extracting from current
incoming materials. perhaps the reading panel should take on this
job. However, if OCD's facilities are adequate (coding of materials,
eto.), it is questionable whe+her an additional extracting should be
done. Or, if still required, whether in the process of OCD coding,
extracting should not be made. This involves a lot of paper work
regardless of r.hether it is done in OCD or elsewhere.
B. abstraction. Abstraction can out across several problems. Er$
use srou be prrecisely defined. It would seem that in most cases
reproduct^..on of a document would more fully serve the purpose.
C. Vital statistics.
Daily incomin- documents 400 - plus
Average no. pages per document 3
Incoming cables 200 - plus
Rerouting and rereading unknown
Present panel strength 6
Reading time per page per analyst J.
minute . minus
The above does not include a great deal of material directly
coming to OCD and put on microfilm or handled otherwise (project
Wringer, etc.).
The above number of documents can be considered a minimum; since
activation of other O/RR units and increased requirements will
multiply the number of incoming documents,
4) Library facilities: The effectiveness of the reading panel and basically'
the researc -activity o ~RR will be entirely dependent on the efficiency and
rapid service of OCD facilities. There are two outstanding requirements on the
use.of these facilities: (a) The library must pro--.ride a code system vhieh will
be capable of servicing the analyst on specifics and also on a comprehensive
cross-reference basis. (b) The analyst must Ia ow, hoar to use research facilities
and be able to define his needs in terms of the facilities.
5) 'Miscellaneous. From soot. analysis it would seem that a ratio of four
Supporting ' p'l'oyees n OCD to one employee in O/RR are needed to permit 0/RR
to function properly. If such sup~-,ort were not furnished to 0/PR, an increase
of approximately 20 employees in O/RR to each employee now on the O/RR T/0
would be necessary.
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