NOTES ON CONVERSATION WITH MR. (Sanitized)ABOUT SUPERVISORS REORIENTATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A001200020006-2
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 24
• Document Creation Date: December 12, 2016
• Document Release Date: September 8, 2000
• Sequence Number: 6
• Content Type: NOTES

5X1A9a
App ved For Release 2002/0G/ al(CI P1 5A001Qp020006-2
r~l
June
Notes on conversation with Mr. W ,, about Sue riscrc Reorientation
s ovum
en part o c ass fjed
integrated file. NAME CHECK required
prior to individual classification action*
feels that the aims of the meeting have still not been
expressed--that no precise concept of purpose has been enunciated.
He believes that t'_ a speakers should stop beating around the bush,
should lay it on th A Tire, should say "here are some of the problems
which have led to this meeting--how could they have been prevented?"
The aim is not to fire 10% of Agency employees, but to alert super-
visors to hea.& th, personnel, security, and management problems and
shoir them ways to prevent the problems from happening and to answer
them when they do. The approach should be honest.
He thinks ')r. Tiet-~en should spend the bulk of his time on t e health
and fitness of supervisors- themselves. Their work is governed by their
physical condition. Something should be said also about preserving
heq.th and fitness overseas. He wonders whether the aging process is
faster in CIA and whether there is any way supervisors can help slow
the process, for themselves and their subordinates.
Echols should stress that the forms and regs etc of personnel management
are tools --rct useful in themselves and not demanded just to build an
empire Tut needed for best use of Agency resources. He should make it
clear that the supervisor in any component is part of the Agency's
personnel system and has a part to play in rotation, training, promotion,
separation, and all other actions affecting his subordinates. He should
gah point out how the Off of Pers can help. And he should indicate
where supervisors are falling down in the personnel responsibilities.
He believes Mr. Helms will cooperate and he proposes to suggest to him
points which should be covered in the DDP's address.
He definitely wants i~'criols and Tietjen on the program and will talk to
them about what should be covered. He thinks the Director of 3ecurity
should also be on the program, but seemed to be dubious about the value
of a talk by the Director of Finance.
He was doubtful about having Col White talk--seems to believe that Mr.
Echols can cover the personnel field.
He agreed with that the Panel should be dropi ed and accepted the
recarnmendation that the final block of time be given to Mr. Kirkpatrick
to answer questions, sum up, etc. (Helms should introduce McGone and
follow him with his own talk.)
He will alert the DDP personnel office immediately and have them start
identifying those who will participate.
He will talk with Mr. Helms Monday and pass results to me as soon as
possible.
He believes the pro ramp a .ioi_l_d be given as soon as possible arid suggested
7 or 111 Jul
f
th
y
or
e first. Two will rob . the DDP.
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Since hr. Cline will not return to Hqs until about 15 July, the D0I program
should be presented in August, probably two sessions, on 13 and 20 July
(a Thursday being most convenient for Mr. Cline).
These consultants are very much in favor of having a panel discussion; in
fact, Mr. Borel wants to participate, along with Mr. Cline. Other members
would be Kirkpatrick, White, Ec.hols, and Tietjen.
They liked the talks by Echols and Tietjen and, with the ads ition of a few
case histories, would want them presented essentially unchanged to the DDI
supervisors. Mr. will talk to Dr. Tietjeh about stresses
peculiar to the DDI. (They would like Tietjen to use his slides.)
They will with the D I nersonnel office begin identifying supervisors without
delay. They expect that two sessions will be sifficient. They were not
eager to stick to our definition of a supervisor, stating that they have
people over G5-1)a r. rho are not and never will be supervisors.
They kept a copy of White mano announcing program to use as model for
Cline memo to P.I.
We should downplay the DDS in presenting this DDI program--make it a DDI
program with CTR and other DOS orfices helping--a command line thin q.
They decided to leave up to iir. Cline whether to invite Col White, either as
speaker or panel member. s
They see no need for a talk by the Director of Security, believing that if
the Security keindoctrination A rogram did not alert supervisors to their
responsibilities, nothing will. Neither do they want a talk by the
Director of Finance.
"she prograri should include V. Echols and Dr.Tietjen, more or less repeating
the speeches they gave to the DDS supervisors.
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Notes on conversation with Mr.
supervisors program for DD&T:
For the following reasons,
STATINTL
TO/DDS&T, about.
believes the program should be
given early in the Fa11: there will be considerable hiring in D')S&T during
the summer; DDS&T personnel are involved in a great deal of travel and
many have already made firm comrnit$ments; many are or will be on vacation;
a
more time is needed for nrenartion.
He stated that the need ':'or this program by DDS&T supervisors i:-3 extreme;
so many are new to the Agency and find Agency aims and practices foreign
to their experience and interests, are so immersed in the'wprofessional
specialties that an orientation in the fundamentals of management and a
forceful statement from top management of the importance the Agency attaches
to good supervision is perhaps more needful in this directorate than in
any other.
He would hope that all.. DT)FT supervisors could be covered in one program;
$
he believes that Dr. L.hheolon will take up this program enthusiat ically and
if he does will brush aside all objections to attendance. He has no estimate
at present of the number of supervisors involved but belives they will all
fit in the auditorium at once. (maybe 400 or more)
He suggests that the rrogram include: opening address by Vlr. NcCone; talk
by Dr. Wheelon jon the s .gas of the program, his philosophy of max: aging
,%T personnel, the nee(] for training, and other topics (to be su. vested
by him and
t' 1.ks by 21r. Echols (personnel problems), Mr.
Bannerman (security responsibilities in DDS&T), Dr. Tietjen (health
responsibilities), and Col. White (management of personnel and finance).
In place of the n,anel, he suc-r-gists Mr. Kirkpatrick answer questions (pre-
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urg s that sneakers use many concrete examples or case
historiesl he bel.xves these sneakers have many which could be used.
he feels that DDS&T suparmrisors need to be told of the many services
available to them, to have the Agency "personalized", to be told of the
results of failure to ask for help, of the reasons why th?y should try
to know and understand the personal lives of their employees, to be
shown that management in not just red tape but a very personal thing,
to be told that supervisiori in the Agency is closer and more personal
than in other agencies, to be told that CIA employees really lode their
right to a lot of their rrivacy by reason of their employment and that
there are compensations, to have the uniqueness of the Agency illustrated,
not just stated, that there are others concerns than science in CIA.
He recommends that each sneaker make an effort to express thoughts alaee#
a .specifically applicable to the DDS&T.
He considered Dr. T4"ipt4's talk excellent and want" it repeated,with
some examples and applications to DDS&T.
STATINTL I I cl ""-r"
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REORIENTATION IN SUPERVI5OEC RESPONSIBILITIES FOR DDS&T SUPERVISORS
Program:
0900-0920
Mr. McUone (introduced by Dr. Wheelon)
0920-0959
Dr. Wheelon (aims of the meeting; philodophy of
raging S&T personnel; problems)
0950-1015
14r. Fahols (personnel problems and responsibilities)
1015-1035
Break
1035-1050
Director of Security (security responsibilities of
supervisors)
1050-1120
Dr. Tietjen (health responsibilities of supervisors)
1120-1150
Col, Ahite (management of personnel)
1150-1230
Mr. Kirkpatrick (questions, surraning-up, additional
remarks)
Date: Early autumn, for the following reasons advanced by
The DDS&T will bring into the Agency during the stormier con-
siderable numbers of new people who will need this program.
W SK personnel are involved in a great deal of travel and
many have already made firm commitments to attend conferences,
etc.
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2L March
prepared memo to Office Heads (DDS) for signature by Col. White and had it
okayed by M Baird, who insisted that the initial program be run for only one
half DDS supervisors and that there would be a second running
25 March
took memo for Col. White's signature to I IO'r' 114 L
accepted wording; 0 suggested they might not send it as STATINTL
memo but in some other form and that Col White might prefer to chan e
first sentence to substitute his authority for Mr. McCone's.I STATINTL
stated that Col White would not return until Thursday pm and memo should
go out earlier, so he would take it up with Mr. Lloyd and get it out
this afternoon. Both asked numerous questions about program and I TATINTL
doubted feasibility of D/OP haftmdum having to fill an hour following
talk by DDS.
visited ttoodd scuss transportation, use of auditorium, and
get names of contacts details of these and other logistics matters.
GT said it would be necessary to rent commercial buses (@ $30), that he
would need a citation of funds before doing so, that we should furnish him
(or x7878) info on how many were to be picked up where and
carried where, at least 24 hours in advance of need. If we stick to 0900
starting time busses will have to make direct trips; if we put it back,
they can be routed to pick up passengers in more than one place.
Parking for a large number of cars cannot be arranged. A few spaces can
be alloted. (we might use these for people from outlying locations, e.g.
but not to accommodate brass.)
The auditorium: it is definitely reserved for FSI.visit. GT remembers when
reservation came in. Up to 100 might be accomodated in 1A-07. GT said he
could probably make F&S auditorium available for supervisors program but
would need early notice. STATINTL
GT suggested that Wage Board employees be included (GS 7 to 9 equivalents).
I tried to get II on this but settled for who agreed they
should and stated he would take care w?r amending the LKW memo accordingly.
STATINTL Details about setting up auditorium to be taken up with
x52115.
For guards, call I I x6161. Both entrances
to auditorium should be open (requiring extra guard 6) for main entrance).
Letter on which reservation of aud. for FSI is based not found yet.
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Roy wants to stick to 0900 opening time.
STATINTL says OTR will pay for OTR transportation to Hqs; other offices
will have to make their own arrangements (thru STATINTL
STATINTL says Mr. Gates Lloyd questioned "behavioral obligation" in
first sentence of White memo; explained it to him and he plans to re-qrite.
He also says Col.White unaware of definition of supervisor used its memo.
Memo will go out over LKW sig this afternoon.
STATINTL Col. White wants
1ls3o: says mew has gone out minus first sentence.
auditorium filled for first running: if half of DDS supes do not fill, I am
to notify than and they will assign quotas (RW says I can do it if I w,nt).
2 April
Talked to He will take care of all sound problems from
the stage. Movie makers have even greater interest in sound than I. Pat
will insure that there is a mike for the speaker at the lectern, and
mikes for the panel at the table. I shouldn't have to worry about lights.;
movie makers will control. Any decoration on stage should be such as not
to interfere with filming.
3 April
Called -he will have guards at auditorium by 0830 on 10 April.
Talked to 0 on t setting up stage; he is still confused about who
has reserved the auditorium. He will provide a table and chairs, Class A
if possible, metal otherwise, andtw will work k four with our people on
says he told
ants in full
till
w
to be used for this program. He also says Col. White s
house for the first running and that someone would be in touch with me
about raising quotas, 7-1 STATINTL
Figures received indicate total DDS supervisors
running left over for next progra
scheduled for first
STATINTL
d to state that he was getting out a new administrative
ll
e
ca
instruction to all DDS offices asking a higher quota and was calling them
on the same subject. I gave him names of coordinators.
6 April
Coordinators from Log, Commo Fin, Sec, Med Staff, and OTR have called
with new higher quotas. says ODDS will provide 9 attendees.
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 STATINTL
STATINTL
STATINTL
7 April
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I named imb-erl
myself, and someone from OS, probably Bob
ordered reserved seat signs and ushers' tags from
STAT
called all coordinators to check on transportatio o remind them Mr. McCone
will open the program and all should be in seats before 0900.
got final details on program from had same typed, and will send to
PSD first thing tomorrow. They will finish in time, according to I TATINTL
called all offices in OTR to check as to whether they want to use bus or pov.
attendance looks like 467 counting OTR as sending 52.
1 called about Mr. Kirkpatrick's locomotion problems. Better check
i him on Thursday.
April
STATINTL checked out those who want bus transpprtation (15 from OTR) and informed Carl
He will let me know times etc. Produced and distributed notice to p~R
attendees. Conferred with --coffee service still undecided, but STATINTL
STATINTL probabl E not Tietjen visual aids not yet ready; he needs run-through thursday.
Called -he wi4l operate machine for visuals and will be available fE TATIrITI
h
thl'ou
g
STATINTL
? confirmed that he would control lighting. II says
he has class A table and it will fit behind the screen. MN
9 April
Spent most of day at Langley.II had only one 6 ft table. Arranged through
to get two tables from Library reading room. Everything set in auditotum,
position of stage furnitube, mikes, etc. Alerted cafeteria to increased crowd.
eturned d after supper to interleave programs and two kinds of cards for ease of
distribution Friday. Mr. Kirkpatrick's T)l changed twice...we now expect him
at the main entrance; will meet him and aid him up steps.
New quotas met by alm s o lees; s cushion shrinking rapidly. Bus trans-
portation laid ron; bus will leave Broyhill at 0820 with about 15 passengers.
1.0 April
Arrived Langley at 0800, picked up programs, etc., reserved seats in auditorium.
Seats filled by 0855, except front row. Mr McCone slightly late, Kirkpatrick e'ren
later--arrangements to meet him snafued. Otherwise, events moved smoothly. R
Reservation of seats broke down after first coffee break. Sound poor in front rows.
Probably should keep them vacant for later runnings. Quite a few people late after
breaks and lunch. OTR paychecks sent to OTR office in Langley. Re--pense on
question cards not too good. Tooktthem to Audrey for typing during early afternoon
talks. At last minute Col White wanted to join panel.
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NATURE OF THE PROGRAM--ITS OBJECTIVES
i
Should we use~he same criteria for attendance?
Should there be a grade cut-off? GS-13?
Are there arguments in favor of splitting this into two programs--one for
more senior supervisors, the other for first line supervisors? Is the
greatest need of the senior man inspiration, reminders of responsibilities
already well known, awareness of an Agency philosophy? And the greatest
need of the junior supervisor thorough analysis of supervisory techniques,
and when and how to use them?
What about calling this program a "conference" (to express an idea of par-
ticipation, of ive-and-take)?
What is the real purpose of this program? How can we get agreement on this
by all speakers and how can we make it clear to audience?
How can we get speakers to concentrate on their real target--to ? (explain,
exhort, remind, teach) that topic(s) to what audience.
Should the program encompass the idea of follow-ups? An annual conference
like this one? Meetings with smaller groups? More homogeneous groups?
How can supervisors articulate their problems? They can ask questions of the
panel, but this is a little artificial and most will think of better and
more pressing problems later. How can these be brought to the attention
of top management? Top management has said, by sponsoring this program,
that they care about these problems. Do they? How can they show it?
This program is a "course." ',that pedagogical methods should we use?
If Mr. McCone won't appear at following programs, and the film of his
first appearance is not good enough, how can we express his interest in
the pro#ram?
Should a list of recommended readings (including Agency regs) be handed
out?
Shouldn't the program open with a statement of objectives--either by
Mr. McCone or immediately after he speaks?
Should a presentation on training be added? (a plug for management training,
internal and external; the obligation of a supervisor to train or provide
training for subordinates; his duty to be concerned with their career
development).
Is there anything the Office of Logistics could add to the content of this
program? What?
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CONTENT OF PROGRAM--WHERE SHOULD EMPHASIS LIE?
Should. there be more stress on the supervisor's duty to inspire, lead,
motivate?
How much do we want on the concrete details of day-to-day supervision? Is
there time for this?
Should there be more lyn the supervisor's obligation to develop his subor-
dinates into the best possible employees?
If Agency supervisors are expected to reflect attitudes of top management,
then those attitudes should be made clear, expressed candidly. Weeshould
be able to detect what principles they live by. Have we a right to know?
Which do we stress: the supervisor's duties, responsibilities, authorities,
or rights? Or all of them?
Should we stress honesty? in fiscal matters, in preparing fitness reports,
in mru6mm~~ runs with subordinates and superiors?
Should there be more stress on human relations, understanding people?
Should we attempt to develop a broader awareness of responsibilities or
give specific guidance on specific pro ems. aye the speakers should do
the first and panel concentrate on a latter.
Should the emphasis be on how the D'am' offices (Med Fin, Pers OTR Sec) can
help the supervisor do his job better, answer his questions, aid in
solving his problems?
What arethe qualities of a, good supervisor? Maybe the Mm agement Faculty
could provide some answers.
Could a single case history be developed illustrating Medical, financial,
security, personnel problems?
Should we try to communicate a sense of urgency about the exercise of
supervision in the Agency today? Is a self-appraisal needed now? Why?
Should the speakers nftmm adopt a Mxh&Wdum "whither are we tending"
approach?
Should the approach be, in all speeches, how to detect and handle employee
problems--medical, security, financial, personal? What are the danger
signals?
Suggested emphases for DDP program:
problems of the supervisor in directing operations and case officers
overseas activities
movement to and from overseas--return to Hqs.
the functions of a Hqs. case officer supervisor
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Suggested emphases for DDI program:
contacts with the local community
using consultants
files
Suggested emphases for the DDS&T program:
supervising S&T personnel
Some useful topics:
fitness reports
dealing with deficiencies
directed assignments
job security
security cases
career plans (X or Y approach)
retirement
There should be nothing about the organization charts of the various offices.
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THE SPEAKERS
Several approaches have been suggested:
to continue as in the first presentation with the Office Heads as
speakers (taking the change of getting a poor one);
to have the talks given by proved speakers, with the Office 1;eads on
the panel;
Col. White to give a long talk which covers the material of all the
other speakers at the first program, and with the Office Heads on
the panel;
Col. White to be paired on the stage with another, qualified speaker;
the two of them to alternate on coverage of all topics, or the second
speaker to cover topic followed by comment from Col. White, and so on;
the Office Heads to aopwar on the panel.
If we use "professional" speakers, they should be the best speakers
available in their respective offices, with talks prepared in consulta-
tion with the Office head; or = expertson the topics, not necessarily
from the office concernned, perhaps from OTR, again with talk prepared in
consultation with Office Heads.
If we use same speakers as at first program. their talks could be shortened
and tightehed if they would hew to the line (which should be) stated at
he opening of the program. Each speaker should carefully examine his
purpose and target audience.
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IDDIVIDUAL SPF .ETAS
Colonel White
most impressive when he speaks extemporaneously--less effective when reading
his analysis of the X and Y approaches should be much shorter and he should
make clear distinction between times when each is called for. And what
about Z?
Director of Personnel
tried to cover too much--too much detail; recommend fewer topics and better
coverage of each
overly didactic and impersonal
he should stress the leadership and counseling aspects of supervision
he must make a decision on his approach: should he presume basic knowledge
in his audience and concentrate on refining and developing techniques; or
should le be as elemental as he was the first time?
Director of Finance
he must get a clearer idea of who is his audience and what he would like
them to do. His first Presentation, to the DDS, was much more applicable
to the DDP. For a general audience a general approach to fiscal responsi-
bility, with less emphasis on technical responsibilities (and less o$
stealing) would be better.
he needs some visual aids and especially some concrete examples or case
histories (applicable to his audience, of course)
suggested topics: expense account abuses
Agency funding practices and authorities
personal use of government equipment
danger signals and siat to do when noted
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Securit
the Security Reindoctrination Program was not suitable for the supervisors
program--it was aimed too much at employee awareness rather than the
supervisor's responsibility.
by the time of the next running almost everyone will have seen the Security
Reindoctrination, so it should be dropped. This does not mean that there
should not be coverage of security in the supervisors program. But it
should be on a different; level.
suggested topics: the supervisor's responsibility, of course
KGB and G}`L operations in the US
their defamation campaign against the Agency and DCI
use of forgeries and deception material against Agency
talking to former employees
MEdical Staff
his talk, while entertaining, was not very informative or helpful
the "introduction" took almost half his time
suggested topics: how to detect health danger signals
,.Then to go tb the Medical Staff
how to consult the Medical Staff
how does supervisor's health affect his performance as a
supervisor
supervisor's duty to see that tired or overworked employee
gets time off or medical help
medical "plan" for parents
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The presence of Office Heads on the panel is necessary to lend authori-
tativeness to the answers given, and useful to let the Agency people see
the faces of well known names. However, the results are negative if the
panelists fail to understand questions, give rambling, off-the-point
answers, or wrong answers. How can we get them to give answers which are
brief but full, pertinent, correct, candid?
Planted questions are probably necessary (to make sure that desired topics
are covered, i.e. problems which we know exist; to stimulate additional
questions from the audience; to substitute for poorly worded ones; to
insure against a lack of questions from the audience). Should panelists
see these questions before the program?
Should questions addressed to the panel be limited in any way?
When questions are received from the audience (written) someone should
screen them carefully and rewrite as needed. The screening should be
done witk the supply of planted questions in mind.
How can we get the panel members to relax--to engage in some give-and-take?
Should there be an inflexible distinction as to who takes which question?
How can we avoid too much repetition of atclz points that were (or should
have been) made during the talks?
Should we limit the length of answers by the panel? Can we?
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MECHANICS OF THE PROGRAM
There was some complaint about acoustics. Is the answer to limit number
in the audience and not use front rows? To add loudspeakers on the front
wall?
What day of the week should the program be presented?
Monday--bad; work accumulated over weekend
Tuesday--probably best; supervisors would have time to begin putting
into practice what they learned
Wednesday--OK
Thursday--less good
Friday--bad; everybody tired; absences; finishing up week's work
Should the moderator provide bridges between talks--to sunanarize, to
connect them with main theme?
Should there be handouts on one or more of the tropics covered? If well
done these could substitute for some of the talk.
If we can get the Director to make a different speech should it be filmed?
Should we try to borrow tables from the CIA Library again?
Should there be more visual aids?
Should a printed announcement of the program, distributed to all who will
be in audience, ahead of time, include a statement of the purpose of the
program? Should it suggest bringing paper and pen for note taking?
What is the status of that "supervisors handbook" mentioned at the first
program by the Director of rersonnel?
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MECHANICS OF THE PROGROT
Keeping the number in the audience lower than the capacity of the audi-
torium may make it possoble for people to change seats if they find them-
selves in a dead area.
Suggest Tuesday as the best day for the program, Wednesday as second choice.
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Suggest six more presentations: one to the remainder of the DDS supervisors
Content and emphasis
The programs for 14s and above should concentrate on Aftip inspiration;
res nders of responsibilities already well known; awareness of Agency
philosophy of management and Pagency goals; supervisor's duty to inspire,
lead, motivate, and to develop subordinates; honesty (their own and their
and not just in money matters)
subordinatesy; the urgent need for good supervision in the Agency; the
need for self-appraisal; the obligation to provide training (bot'r_ for better
performance and for career development)
The programs for 13s and below should contain all of the above PtMM in
briefer form and allow time for a more thorough analysis of supervisory
techniques and when and how to use them; in other words, more on the
concrete details of day-to-day supervision. The time is not sufficient to
cover every specific problem of a supervisor, but this should be the
approach and certain common problems could be singled out for discussion.
All progrffias should include: clear, candid expressions of the attitudes
of top management on the topics treated, their opinions on where the Agency
stands and where it is going; the necessity of detecting and the means
Mbtb5 ~R~~~A02~10-offices of the
DDS can help, answer questions, etc.
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D 0 5
Del
MVO - /# -- ( a
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We need a clear statement of the objectives of the program , and these
objectives should be the basis of all talks, and should be clearly
enunciated to the audience.
All talks should be liberally larded with concrete examples of good and
bad supervision. There should be more and better visual aids.
There should be some difference in emphasis between the programs for the
separate directorates, or at least in the specifics and examples used.
The Panel
The presence of Office Heads on the panel is probably necessary to lend
authority to the answers given, and useful to let the supervisors see the
1-0
faces of well known naves and/demonstrate the importance which top manage-
ment places on this program. However, the results of their presence may be
negative if the panelists fail to understand the questions or give
rambling, offpthe-point, or incorrect answers. Answers should be brief,
but full, pertinent, correct, and candid.
Planted questions are probably necessary if they are to have the qualities
listed above and to make sure that desired topics are covered, to substitute
for poorly worded ones, and to insure against a lack of questions from the
audience.
The questions received from the audience should be screened (and rewritten
if necessary) with the planted questions in mind.
There should be no inflexible distinction as to who takes which question.
We XO&ChW F 93ke-Ie'1 2 2 : jMA4kD#V$ 5MO OQ4OA Qd-take.
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SUGGESTED PROGRAM
1. Talk by the Director
states purpose of, occasion for, need for the conference
gives his idea of primary responsibilities of supervisors
concludes with "inspiration"--elite group, greater responsibilities,
nothing less then the best, etc. (some meet praise appropriate bit
not so much as to obscure fact that this reorientation was oddered
because it was needed)
2. The Deputy Director (DDI, DDP, DDS&T)
states his philosophy of supervision
discusses the problems he sees in his directorate
offers conclusions, suggestions, recommendations, orders
3. The Deputy Director/Support
appears on state with another speaker, at separate lecterns
alternates with other speaker in covering the following topicsf(f
Col. White begin j a topic, the other adds details; if the other
begins, Col. White comments, adds personal opinion, illustrates).
management
personnel
-,ecurity
? 1ed'ic al
finance
training
logistics?
4.
The Panel: Mescrs. Kirkpatrick, White, Baird, '`Bannerman, Echols, Fuchs,
Tietjen
each member is introduced by Mr. Kirkpatrick
each gives brief (2-3 min) statement not "happy to be here",
but why he is here and offering support of his office)
each answers questions addressed to him and others on which he has
competence and ideas, or adds comments to others' answers
14r. Kirkpatrick sums up at close
SCHEDULE: 0845-0905
0905-0915
0915-1000
1000-1100
1100-1115
1115-121.5
1.215-
1500-1630
DCI
Deputy Director
Break
DDS and other speaker
Break
DDS and other speaker
Lunch
Panel
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As presented, the program was "merely useful". It has much potential, however,
and should be continued, with changes.
In general, I found the day dull. Two facts could at least partially account for
this: first, the top-level decision to put this program on ir)1a hurry, not allowing
a clear and consistent concept of its purpose to dev lop not for
enough time for/the best preparation; No second, the decision at the same level
to limit the speakers to Office AWorb Heads, placing prestige value above writing
and. speaking ability. Both of these decisions are, of course defensible, but contri-
buted, in my opinion, to weakening the program and its impact. Another reason for
dullness was the content of the talks. Granted that there is nothing really new
in supervision or management and that novelty was not needed in a program of this
type. What we did need was inspiration, the candid opinions of our chiefs on the
problems we face, concrete examples of modes of action they consider good, less
good, or downright damaging.
A clear statement of the purpose of the meeting should have been made, repeated, and
emphasized ...a frank revelation of why it was thought necessary or useful to pull
500 supervisors away from their work for a full day. (The Director at least implied
that we were doing a great job already.) Did we need a shot in the arm? Why?
in principle,
I don't begru ge,a o eday spent in this type of exercise. I do begrudge it if I
StC 9
come away1wondering why and with expectations unmet.
in itself
RECO141ENDATIONS: 1. Better speakers. The program will be be er id also
easier to manage if someone other than the Head of an Office gives the talk. The
Office Head should have a hand in preparation of the speaker",.,( 7.`9 41%-t e e
2. Shorter speeches. 3. More time for the panel. Prepared questions shculd definitely
be available to supplement thole from the audience and to substitute for poorly
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4. Omit the Security Rein*doctrination Program. (In the first place, by the time
of the next supervisors program, most supervisors will have seen the security
reindoctrination.) A briefer, more pointed lecture on security for supervisors
should be prepared.
5. Add a presentation from OTR. In retrospect, it seems incredible that a program
for Agency supervisors could be devised with no mention of training, either for
its value in the career development of subordinates or for its potential in
developing better supervision.
As
6, a presentation by the Office of Training, ft this program was
in a sense a course. Lengthy introductions and humor to induce ~?na receptiveness
in the audience hardly seem called for and certainly took more time than they
were worth.
7. Present the program in midweek. Mondays and Fridays seem unsuitable.
8. Lessen the number in the audience. The auditorium acoustics seem poor in the
first few rows. And many complained of the poor ventilation in the middle areas
of the room.
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