(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A001100060023-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 12, 2016
• Document Release Date: May 16, 2002
• Sequence Number: 23
• Content Type: REPORT

Approved PWRelease 2002/07/0 :,CIA-RDP78-06A001100060023-0
I GENERAL
A. Analysis of the attached critiques reveals a favorable
response to the Senior Management Seminar (SMS) in the overall.
Based upon content alone, we would consider that six of the
critiques were highly enthusiastic about all aspects of the
course; sixteen were a bit more reserved in their reaction; and
the remaining six we would classify as "lukewarm". One significant
factor must be considered however, in any general evaluation of
25X1A5A1 these critiques. was a marked man. His reputation
had preceded him with such force that it sometimes appeared that
students, searching for flaws in his technique, missed his manage-
ment lessons.
B. The critiques are of the narrative type, similar to
25X1 those submitted for the course. We did not request answers
to .specific questions, ,j jal -1 since we felt that a 25X1A5A1
more accurate reflection of interest and benefit would result
from un-guided responses. For the most part, the critiques
reveal studied and thoughtful preparation, and frank appraisals.
There is no "party line" evident in the critiques from any given
component.
0. There was a strong, and favorable, reaction to holding
25X1A6B the Seminar at completely away from the pressures of
daily work. Further, there was general agreement, mentioned
specifically in 17 of the critiques, that the outstanding by-product
of the Seminar was the opportunity to associate and exchange views
with fellow officers from other Agency components. It was apparent
25X1A5A1 here, as in the Ocourse,, that such associations benefit the
Agency through clearer understanding of mutual problems by the
individuals concerned.
D. It was the unanimous conclusion of the Management
Training Faculty, as observers, that those students exposed
to earlier management training in OTR and elsewhere were
'#first off the mark" with and equipped to
derive the greatest benefit from the ear stages of the Seminar.
We feel that preliminary training is particularly helpful in a
course employing the case method exclusively.
II THE COURSE
A. The length of the Seminar was mentioned in only four
critiques. One member thought it too long; two believed it
should be longer; and one agreed that two weeks was proper.
B. While it's a fine line to draw, it appears that the
class rated well above his course. A few
25X1A5A1 -
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comments to the effect thati went too deeply
25X1A5A1
or not deeply enough into cases balanced out, leaving the
principal complaint against him the fact that he did not
follow his own rules for class participation. (Some half-
dozen students found it annoying that he would permit spontaneous
interruptions after having prescribed a hand-raising procedure.)
On the other hand, there were a variety of comments about the
course, 16 of the critiques suggesting that the case method
needed some variation. A majority of these thought Agency, other
US Government, or diplomatic-type cases should be added; some
noted the monotony of pure case method and proposed occasional
resort to lectures, films, etc.; others suggested the advisability
of beginning the Seminar with a one or two-day introduction to
the case method. Certain of the cases were faulted for lack of
sufficient substance to sustain "can" group discussion plus 75
minutes of classroom examination.
0. "Can" group discussions received high marks, along
with several recommendations that discussion leaders be appointed
for each group session. We believe that this point is well taken
and propose to give it a trial in future Seminars.
D. One film, "Twelve O1Clock High", was shown in the middle
of the second week and was warmly received -- both for its
excellent quality from a management viewpoint, and as a break in
class routine. The MTF had arran ed to have this film on hand
as "back-up" and learning this, decided to use
it instead of two see a cases. 25X1A5A1
E. Included among the critiques were certain suggestions,
other than noted above, for improvement of the Seminar.
The more significant of these were:
1. Insure increased (equal) representation from DD/P.
2. (From a DD/P critique) Require attendance by all
DD/P division chiefs or their deputies.
3. Consider the possibility of a brief tour of the
25X1A5A1
4. Make other arrangements for imparting the information
contained in the few classified issuances, thereby
relieving security requirements in billets.
5. Increase supplemental reading requirements.
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III ADMINISTRATION AND SUPPORT
Twenty-one critiques made specific mention of administrative
handling and support arrangements for the Seminar -- all were
complimentary of OTR efforts. There were no complaints, save
one of "over-support" by a member of the class who felt MTF
was unduly solicitous-as far as F- I personally 25X1A5A1
was concerned.
Approved For Release 2002/07/01 : CIA-RDP78-06365A001100060023-0