PAPERS ON THE SENIOR SEMINAR

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Collection: 
Document Number (FOIA) /ESDN (CREST): 
CIA-RDP80-00308A000100010015-1
Release Decision: 
RIPPUB
Original Classification: 
S
Document Page Count: 
42
Document Creation Date: 
December 9, 2016
Document Release Date: 
July 10, 2000
Sequence Number: 
15
Case Number: 
Publication Date: 
July 8, 1971
Content Type: 
MF
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PDF icon CIA-RDP80-00308A000100010015-1.pdf1.6 MB
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Approved Release 2002/05101-RDP80-00 A0000010015-1 MEMORANDUM FOR: Executive Director- Comptroller . 0 ~ J ~.; 1371 V--12 '73 - ~+^cutive ~i ttV I THROUGH T"*uty Director for Support 0 SUBJECT : Papers on the Senior Seminar 1. This memorandum and the attachment are for your information. 2. We have prepared a series of papers covering various facets of the Senior Seminar which are mentioned in the memorandum to the Director of this date. These are forwarded for your information and to be available should the Director be interested. 3. If you wish, copies cd these papers can be made available to the DDI, DDP, and the DDS&T for their information and any further discussion of the Senior Seminar you may wish to have. E[U T. CUNNING ,AM Director of Training nnrn Exciud f e e -- ----A .,.._ved-F.or Release 2002/05/01,: CIA-RDP 0- I 6I14 0010015-1 Approved F'r lease 2002/05/01 : CIA-RDP80-003U8A,900100010015-1 I D' E X SENIOR SEMINAR MASTER SCHEDULE . * . . . . . . ATTACHMENT A PROFILE OF SELECTED SENIOR OFFICERS . . . . . ATTACHMENT B RATIONALE AND OBJECTIVES OF THE SENIOR SEMINAR . . . . .. . . . . . . . . . . ATTACHMENT C CIA SENIOR SEMINAR DESCRIPTION . . . . . . . ATTACHMENT D SENIOR SEMINAR OUTLINE OF CONTENT (Proposed) . . . ATTACHMENT E WHO SHOULD ATTEND THE SENIOR SEMINAR? . . . . ATTACHMENT F Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 AVI& Approv r Release 2002/05/01 CIA-RDP80- 8A000100010015-1 11 June 1971 SENIOR SEMINAR MASTER SCHEDULE Pre-course session in late. August I The Senior Agency Officer II The Intelligence Business III Major World Trends: Their Significance for Policy and, Intelligence IV Covert Action: The Hidden Side of Foreign Policy V CIA's Changing American Env=i.ron ment: Official and Public VI New Tools and Methodologies for Intelligence VII Management and Assessment of Intelligence in a Period of Change ~i pTYr9n1 M ~,`{~ ?Awl I.1L Date Sun 19 Sept-Fri 24 Sept. Mon 27 Sept-Fri 1 Oct. Mon 4 Oct-Mon 18 Oct. Tues 19 Oct-Fri 22 Oct. Tues 26 Oct-Thurs 4 Nov. Fri 5 Nov-Tues 9 Nov. Mon 15 Nov-Wed 24 Nov. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 . nrrrr rT0 r?+ a ~r Approved For Release 2002r 25' dl'!*; UIA-RDP -QQ308A000100010015-1 PROFILE OF SELECTED SENIOR OFFICERS ti 1. The Office of Personnel Control Division and the Office of Training Instructional Support Staff have provided data on the CIA senior officer population from which- participants in the Senior Seminar will be selected. This population ir'as defined as officers of grade GS-IS and higher who are 52 years of age or younger as of 1 July 1971. The data. in the statistical "profile" concern those characteristics which are assumed to be significant in determining the objectives of the Seminar and in planning its content. 2. Career Service Distribution: As of 31 December 1970 there were Do icers in tie populat~.on defined. above. These were dis- tributed by grade and by career service as shown in the following table: FIGURE 1--DISTRIBUTION OF SELECTED POPULATION Grade EP&SPS GS-18 GS-17 GS-16 GS-15 Total Agency Approved For ReleaSd 2Tc 5/01 : CIA-RDP80-00308A000100010015-1 By Career Service I D S 3. The senior officers comprising the selected population re- 25X9 present Q o' the total number of Agency officers in grades GS-15 and 25X9 above. detailed breakdowns, by grade and career services, given in FIGURE 1 are expressed as percent:agps of comparable total Agency groupings by grade and career services, without regard to the age cutoff, in the following table: Appro 1e- Release 20029i.aIA-RDP8Ak. A000100010015-1 FIGURE 2--SELECTED POPULATION AS PERCENTAGE OF COMPARABLE TOTAL AGENCY POPULATION Grade EP&SPS GS-18 GS-17 GS-16 GS-15 Total Agency Career Service S 4. Government Service: The average length of Federal service, including military service, and average length of CIA experience of the officers in the selected population are as follows: FIGURE 3--LENGTH OF SERVICE Agency By Career Service Wide S R Yrs. Federal Service 22 23 22 24 23 15 Yrs. Agency Service 17 17 18 '20 19 9 S. Academic Degrees: The distribution, of academic degrees, ex- pressed in terms of thehighest degree received by the officers in the population, is given in the next table: Approved For Release 2 f : CIA-RDP80-00308A000106010015-1 _ Approved elease 2002/0y/b1 ?'CIX-RDP80-0000100010015-1 FIGURE 4--ACADEMIC DEGREES Degree Level Attained Bachelor Master Doctorate Non-degree Agency Wide Total Agency By Career Service I D S 6. Time Since Degree Awarded: The average time which has elapsed since degree7hi-6 ing members of tT.e population received their last de- gree is as follows: FIGURE 5--TIME SINCE DEGREE Agency By Career Service Wide E- I R Average Years 20 17' 19 22 18 17 7. Continuity of Agensx Experience: The population was analyzed with respect to the continuity o f assignments over the period 1960-1970. This analysis includes both the number of different Directorates (counting the Director's Area as a separate Directorate) and the number of different components--Offices, Divisions, and Staffs--in which each officer has served. The result of this analysis is as follows: FIGURE 6--CONTINUITY AND 'VARIATION IN AGENCY EXPERIENCE Directorate Service Service in One Service in Two Service in Three Service inA-$yed For By Career Service E D 15 R 25X9 Approve FBI' Release 2002/05/01: CIA-RDP80- L8A000100010015-1 FIGURE 6?--CONTINUITY AND VARIATION IN AGENCY EXPERIENCE (cone ' ay Component Service Service in One Service in Two Service in Three Service in Four Service in Five or more Total. Agency 8. Agency Sponsored Training: Attendance by officers in the popu- lation in external training programs, or courses or in Agency courses of 'n,advanced or senior character is Eiown as follows: FIGURE 7--TRAINING Total By Career Service Selected External Training Agency D 1 R S National War College 28 2 10 5 5 6 Industrial College of the Armed Forces 20 By Career Service 4 3 4 9 4 4 2 2 2 3 Imperial Defence College 4 i - - 4 Army War College Naval War College Air War College FSI Senior Seminar Federal Executive Institute 11 Senior External Management 10 6 Approved For Release 200210/01 : CIA-RDib80-00308AO00100G90015-1 9 ApprovI?,pr Release 2002lO 'c l' t1A-RDP80 8A000100010015-1 FIGURE' 7--TRAINING `(coat' c-I~_ Total. Career Service Selected Internal Training Agencc Advanced Intelligence Seminar 71 2 6 22 19 Managerial Grid (Includes Senior grid) 274 15 63 82 52 Mid-Career Course 155 6 30 $6 25 38 Senior Management Seminar (pre-May 64) 20 1 3 11 2 3 Advance Management (Planning) 56 20 10 7 19 Senior Management Seminar Planning 78. :L 16 20 20 21 9. General Profile: The statistical typical officer in the selected senior population is 47 years old and has 22 years of Federal service (including military service), of which 17 have been with CIA. Of ten representative officers in the group, five have received a bachelor's degree, three a master's, one a doctorate, and one is not a degree holder. For those who are degree holders, an average of 20 years has elapsed since the. last degree was received; other academic course work not re- sulting in a degree may, however, have been taken during that period. 10. With respect to work experience in the Agency over the past 10 years, 74% have served in only one Directorate, 21% have had service in two Directorates, and the remaining 5% have worked in three or four Directorates. Agency service in terms of assignment to different com- ponents for the last 10 years is as follows: 41% served in only one com- ponent, 32% have had service in two components, 18% in three, and 910 in, four or more different components. Eighteen percent of the population attended some Agency-sponsored senior external course or program. With respect to Agency-conducted courses, 301- of the population attended the Managerial Grid (exclusive of officers taking the Grid as part of the Mid-Career Course), 17% have attended a management course and 23% com- pleted.either the Mid-Career Course or the Advanced Intelligence Seminar. Approved For Release W-91 : CIA-RDP80-00308A000100010015-1 App 4Py0 For Release 20~ 5/Qa ;{,CIA-RD 0308A000100010015-1 it 0 through the ranks, the substantive knowledge and skills related to his particular job. The senior officer should be regarded as the the senior officer largely possesses, by virtue of his advancement` them to the Agency and to the intelligence business. In contrast, RATIONALE AND OBJECTIVES OF TILE SENIOR SEMINAR 1. The justification of an Agency training program for its senior officers depends on whether senior officers are lacking in one or several important dimensio-A.s with respect to current or future Agency jobs which a properly designed course conducted by the Agency can effectively provide. 2. Training of new officers is primarily concerned with equip- ping them with intelligence and related job skills and with orienting expert insofar as the execution of his jDb is concerned, and a train- ing program cannot add significantly, in a strict sense, to his job skills. 3. There is, of course, much more to being an effective senior officer in CIA than mastery over the content and skills needed for an assignment. For the senior officer to share effectively in the manage- ment of the Agency, he must have some understanding of the external pressures, internal problems, and other factors bearing on the deci- sions of top management. He should have insight into important Agency business and significant Agency relationships with the rest of govern- ment and outside groups which do not usually come within the immediate purview of his job. Such knowledge is a necessary ingredient in his own motiva, plikv u oprcelease ~ i01: CIA RDP8 00308A000100010015-1 in his Appro d For Release 2002/105/01. :-GIA-RDP8 0308A000100010015-1 V1 PV,- F IF. ability to interpret to his subordinates the decisions and actions 0 of top management in such a way as to avoid parochialism. Security requirements and the tradition of compartmentation in our business have tended to carry over into this area and to limit the senior officers' grasp of relevant organizational matters. In the process of developing the Senior Seminar, a number of top Agency figures noted that most of our senior officers are wanting in their overall understanding of Agency management. This is a,serious deficiency inasmuch as the senior officer group must be prepared to take on ,greater responsibilities over the next decade in the running of the Agency. Meeting this requirement identifies the first objective of the Senior Seminar. Objective 1. To develop greater insight into problems and pressures facing CIA management, the processes of change within the Agency and in its external relati..onships, and developments in American society which are relevant to CIA as an organization. 4. The statistical profile of selected senior officers who may be candidates for the Senior Seminar is set out in Attachment Most of this group entered the Agency in the early 1950s. Personal ex- perience in the events of World War II and the Cold War provided-- and in many cases continues to provide--a solid basis for personal and professional motivation in the woKk of the Agency. Apart from this direct experience, many senior officers acquired through academic training approximately two decades ago, their knowledge of U.S. relations with and interests in the foreign countries which are the Approved For Release 2002/ J h .cJA-RDP80-00308A000100010015-1 Approve r Release 2002/0bYOI J]1--RDP80-0O8A000100010015-1 collection, analysis and covert action 'targets of CIA. Many changes have occurred in U.S. foreign policy, in domestic factors bearing on policy, and in our intelligence targets, as well as in interpretive thinking on subjects related to intelligence and foreign policy. There is a need to update the knowledge of many senior officers on these areas of change. Objective 2. To acquaint the participants with current think- ing on U.S. foreign policy equii:ies and developments abroad which are the subjects of CIA's business. S. The occupational picture which emerges from 1tr statistical profile is that of a group of officers which have grown accustomed to the pattern and regimen of A,ency employment. In terms of age and experience, many are probably the victim of the "middle-aged" syndrome. Certainly for some, motivation and enthusiasm have been worn away or muted through long exposure to job routines and pressures. Perceptions and sensitivities toward. other persons--peers as well as subordinates--have in varying degrees become dulled. Many senior supervisors cite difficulties in. understanding and relating to younger .officers. Thus, a large number of our senior officers would benefit from a pause in the work routine and exposure to an environment which provides a framework for self-renewal as well as learning. Objective 3. To provide an opportunity for senior officers to renew their sense of personal- motivation and appetite for achieve- ment and to refresh and broaden their understanding and appreciation of "the other guy." Approved For Release 2002/l~,\-RDP80-00308A000100010015-1 Appro _ . or Release 20021! ff{A-RDP808A000100010015-1 6. The content of the Senio::- Seminar is designed to accomplish the objectives set forth above. The thematic unity of the Seminar is that of "learning" with respect to changes which are relevant to CIA and its senior officers' needs. These include current and future changes within the Agency, in the functioning of the U.S. intelligence effort, in the foreign targets which are the business of CIA, in CIA's relationships with the rest of government and its environment, and in the sense of individual self-renewal. External training pro- grams can provide coverage of some subjects which are of particular interest to the Agency. Only a -,,:raining experience focused on the intelligence profession, howeve:i, can cover various aspects of change which are relevant to the needs of the Agency's senior officer population. 'ma Approved For Release 2002' IA-RDP80-00308A000100010015-1 Approv~For Release 200 1Oi..:'CIA-RDP86?Q0308A000100010015-1 CIA SENIOR SEMINAR At the conclusion of these briefings, the officers participating in the Seminar will be given a copy of the attached course outline and asked to respond to two questionnaires. One will request the officers to designate their selection of "Organizational Briefings" scheduled during BLOCK II. On this other questionnaire each parti- cipant will be asked to indicate their preferences for "Electives" proposed for each BLOCK and to designate out of all the Electives two for which they would be willing to act as a resource person in the Seminar by giving a paper, leading a discussion or taking part in a panel. Final selection of Organizational Briefings and Electives will be based on the needs and interests as expressed by the parti- pre-course session will include a presentation covering the total US foreign intelligence effort and a briefing on the Consolidated Intelligence Resources Information, System (CIRIS). The Agency's first Senior Seminar will be conducted by the Office of Training from 19 September through 24 November 1971. As explained in the announcement issued by the Director of Training, attendance will be limited to twenty officers of minimum grade GS-15. Pre-course Preparation: Upon completion of the nominating and selecting process, the officers chosen to attend the Seminar will be contacted by members of the Seminar faculty and invited to a half-day "pre-course" meeting during the second half of August. The cipants' responses. Resource person assignments will be worked out Approved For Release[W(~5 01 : CIA-RDP80-00308A000100010015-1 ill. Appr egFor Release 200A h(*1'' ;6IA-RDP with the participants following the pre-course session as soon as practicable. A copy of Wilensky's Organizational Intelligece will be dis- tributed with the suggestion that this insightful work be read prior to the formal opening of the Semir..ar. The remainder of the pre- course session will be devoted to cxplain:ing the Seminar ground rules and answering participants' questions related to various Seminar activities, to the schedule, and so forth. Plan of Study: Members of the Seminar will have an opportunity to discuss a variety of topics with leading authorities from the academic world and research organizations, officialSfrom other government agencies, members of Congress, and knowledgeable officers from throughout the Agency. A limited amount of documentary material and articles from journals which are keyed to the different subjects covered in the Seminar will be available in the form of handouts and through the Office of Training library. As each participant is a senior officer who is expert .in one or more fields, the Seminar will be conducted so as.to maximize the opportunity for officers to learn from each other. In addition to serving as resource per- sons, each officer will be expected to participate actively and vigorously in all aspects of the Seminar---in discussions with out- side speakers, team play, small group discussion, etc. Another facet of active participdtion will be the Individual Presentation during which time each participant will have an oppor- n tunity to make a presentation to the Seminar on a topic of his choice. Approved For Release ~ ~ 1 : CIA-RDP86-00308A000100010015-1 Approv or Release 2002/05/9" , DP80 8A000100010015-1 -.3 - -.Subjects are to be based on personal experience or observation as an officer engaged in intelligence-or related activities. The schedule will be managed entirely by the Seminar officers. Each participanting officer will be! expected to play an active role in evaluating all aspects of the Seminar. A discussion will be held at the conclusion of each. BLOCK which assesses speakers, selection of topics, formats of -presentation, etc. and a general assessment of the Seminar will be held at its conclusion. Location: The Seminar will open with. one week at in full-time residence. This en-aironment should facilitate a break with office routine. The :r.emainder,'except for short visits "on location" and the BLOCK VII .rip, will be conducted from new quarters in the 0 Approved For Release1~J1~1 : CIA-RDP80-00308A000100010015-1 ApprovedwFor Release 2002LO5/01. -.CIA-RDP80=AQF308A000100010015-1 CIA SENIOR SEMINAR The Agency's first Senior `Sominar will be conducted by the Office of Training from 19 September through 24 November. 1971. As explained in the announcement is-;ued by the Director of Training, attendance will. be limited to twenty officers of minimum grade GS-15. Pre-course Preparation: Upon completion of the nominating and selecting process, the officers chosen to attend the Seminar will be contacted by members of the Seminar faculty and invited to a half-day "pro-course" meeting during the second half of August. The pre-course session will include a presentation covering the total US foreign intelligence effort and a briefing on the Consolidated Intelligence Resources Informaton Syst?m (CIRIS). At the conclusion of these briefings, the officers participating in the Seminar will be given a copy of the attached course outline and asked to respond to two questionnaires. One will request the officers to designate their selection of "Organizational Briefings" scheduled during BLOCK II. On the other questionnaire each parti- cipant will be asked to indicate their preferences for "Electives" proposed for each BLOCK and to designate out of all the Electives two for which they would be willing to act as a resource person in the Seminar by giving a paper, leading a discussion or taking part in a panel. Final selection of Organizational Briefings and Electives will be based on the needs and. :interests as expressed by the parti- cipants' responses. Resource person assignments will be worked out Approved For Release 20 fg5t0trCIA-RDP80-00308A000100010015-1 ask.?.;.. off Approved For Release 2002/05A01' CI.PPRDP80-6 08A000100010015-1 with the participants following the pro-course session as soon as practicable. A copy of Wilensky's Organizational Intelligece will be dis- tributed with the suggestion t.h;t this insightful work be read prior to the formal opening of the Seminar. The remainder of the pre- course session will. be devoted to explaining the Seminar ground rules and answering participants' questions related to various Seminar activities, to the schedule, and so forth. Plan of Study: Members of the Seminar will have an opportunity to discuss a variety of topics with leading authorities from the academic world and research organizations, official$from other government agencies, members of Congress, and knowledgeable officers from throughout the Agency. A limited amount of documentary material and articles from journals whi.cL', are keyed to the different subjects covered in the Seminar will be available in the form of handouts and through. the Office of Training library. As each participant is a senior officer who is expert in one or more fields, the Seminar will be conducted so as to maxiir:ize the opportunity for officers to learn from each other. In addition to serving as resource per- sons, each officer will be expected to participate actively and vigorously in all. aspects of thy: Seminar--in discussions with out- side speakers, team play, small group discussion, etc. Another facet of active participation will be the Individual Presentation during which time each participant will have an oppor- tunity to make a presentation tc, the Seminar on a topic of his choice. Approved For Release 2002 41j. IA-RDP80-00308A000100010015-1 st rit, r're Approved or Release 2002/05/01}lq!A\rFWDP80-0Qi08A000100010015-1 -,3- -Subjects are to be based on personal experience or observation as an officer engaged. in intelligence or related activities. The schedule will be managed entirely by the Seminar officers. Each participanting officer will be expected to play an active role in evaluating all aspects -.f the Seminar. -A discussion will be held at the conclusion of ea-h BLOCK which assesses speakers, selection of topics, formats of presentation, etc. and a general assessment of the Seminar will -e held at its conclusion. Location: The Seminar will open with one week at 1 -1 in full-time residence. This environment should facilitate a break with office routine. The remainder, except for short visits "on location" and the BLOCK VII trip, will be conducted from new quarters in the 25X1A 25X1A Approved For Release 2002/05/01 %A-RDP80-00308AO00100010015-1 Approved For Release 2002/05/01 CIA-RDPaP-00308A000100010015-1 2 1 JUN IM c, J ti SENIOR SEMINAR OUTLINE OF CONTENT (Proposed) (Scheduling of Subjects will be selected from the material outlined below) BLOCK I: The Senior Intelligence Officer, The content of BLOCK I is designed to provide a series of fresh insights into the Agency and to stimulate interaction and active participation among Seminar officers. It is hoped that a pattern of active participation and forthright expression of views will develop during BLOCK I and be carried over throughout the remainder of the Seminar. A. Orientation. ' 1. Welcome, administrative arrangements and codeword security briefings. 2. Participant Introductions. Each Seminar faculty member and participant will have a short period to introduce himself and briefly to describe his background. (Not to be confused with In- dividual Presentations.) B. Current Perspectives of CIA. A series of talks by indivi- duals or panels with different points of view who describe how they perceive our organization. These may include: 1. A senior officer and/or a seventh floor (top management) view. 2. How CIA appears to a distinguished alumnus or panel of alumni. 3. A knowledgeable outsider's appreciation of CIA. Approved For Release SMOBT1 : CIA-RDP80-00308A000100010015-1 "I "I V tIi40111. 11 of the Agency. C. Executive Workshops. 1. Management theory and practice. Leading spokesmen of several different leading schools of managerial behavior will dis- cuss their theories and the results of research; as feasible, these may include participation in a workshop which demonstrates the par- ticular approach. 2. Management cases, The Seminar will commence playing a series of case studies involving Tanagement problems, a number of which are constructed from Agency experience. Some of the cases will be played in other BLOCKS. 4. A panel of young professionals share their perceptions t4 3. Stereotype Exercise. This exercise, played in small teams, is designed to demonstrate to Seminar officers. how stereo- typed thinking and attitudes within the Agency function as a barrier to cooperation across organizational lines. Approved For Release 2002/05/01 : CIA-RDP8 O0308A000100010015-1 c2- shows a series of filmed interviews of.persons whose careers he has followed. Seminar officers give their assessments o: the persons being interviewed using rating scales provided by Q Fie then critiques these 25X1A assessments and shows a fuller picture o.F the subjects subsequent to the interviews. S. Seminar Delphi. A Delphi= exercise will be played by the Seminar officers; it will commence in BLOCK I and conclude in BLOCK 'VI with a report to the Seminar on the results and general discussion Approved For Release 200 9jtr. IA-RDP80-00308A000100010015-1 Apprq ed For Release 2002/05/01 : CIA-RDPW=00308A000100010015-1 -3- of the Delphi technique. The purpose is to acquaint the partici- pants with a new technique for prediction and for assisting in the decision-making process. 6. Personal assessment workshop. (Optional) This activity is note related to the Agency's assessment program. Its purpose, rather, will be to help the individual officer to understand himself better--his strengths, aptitudes, potential interests, reactions, etc., in order to perceive himself and his career goals in a realistic light. The workshop consists of taking three tests: the Allport- Ver.non-Lindzey "Profile of Values"; the Guildford-Zimmerman "Tempera- ment Survey"; and the Strong "Vocational Interest Test." The tests will be scored and the results will be discussed with participants iPk by'a professional pyschologist on an individual and confidential basis. D.' Elective Seminars. 1. Motivation in Intelligence Work or 2. How to Foster Creativity and Innovation in Intelligence Work. 3. Ways of Increasing the Work Involvement of Young Personnel in the Agency. 4. The CIA Executive as seen by the Secretary. S. Drugs, Alcohol, and Mental Illness--how to recognize and what to do about it in CIA. E. Evaluation of BLOCK I. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 Approved For Release 2002/5/d1'-YIA-RDP88'00308A000100010015-1 BLOCK II: The Intelligence Business--Today and the Future. As described earlier, the pre-course; session included a questionnaire asking the participants to identify intelligence activities which they would like to learn more about; these Orientation Briefings will be scheduled prior to the opening of the Seminar. The remainder of the BLOCK examines future intelligence trends and developments. A. Orientation Briefings. (More than one may be conducted at a given 'time.) 1. Overhead Reconnaissance--The program and the organiza- tion; how program decisions are ]fade; how-the program is executed. 2. Exploitation of Imagery. A visit to NPIC. The exploita- tion process; support to collection systems; RFD in support of imagery exploitation. 3. R&D. Familiarization with various types of R&D performed by the Agency "or through contractors in support of intelligence. Examples of developmental activity will be shown. 4. The SIGINT world in Defense. Briefings of how NSA and the SCA's function; ELINT and COMINT collection by Defense; tech- niques used and the product of the effort. 5. SIGINT activity conducted by the Agency. The work of the Office of ELINT. Third party and covert intercept activity. Col- laboration with. NSA. Support to other,Agency operations. 6. Overt Collection. Current status of various types of overt intelligence collection and the uses of the material collected. 7. Technical support of A,;ent Operations. A TSD presenta- Approved For Release 2002/05/01 CIA-RDP80-00308A000100010015-1 i. i Approve or Release 2002/05/01 : CIA-RDP80- 08A006100010015-1 tion of support to the Clandcstinc? Services- seals, mail operations, forgery, disguises, chemical analysis and exploitation. 8. Counter-intelligence. Various types of CI operations and their rationale; the relation of CI to FI and CA as seen from the CI point of view; the role of the. CI staff. 9. DIA. What DIA does directly and what it manages within DOD: relation of DIA to military service an the intelligence,acti- S lE T T vities of the unified and specified commands. 10. CIA Intelligence Produ:tion. The various types of finished intelligence produced by the DI)I and DDS&T with emphasis on the re- lative value of different types of sources. 11. Intelligence requirements and evaluation. A look at the photographic and SIGINT collection requirement systems; exploitation requirements; human source requ:i.rements; evaluation of sources. 12. Communications. Briefing on the various types of support performed by the Office of Comm,j.nications. 13. Logistic Support. The-CIA logistics system, using the support related to Southeast Asia operations as a case example. 14. Intelligence Community. A look at the organization and functioning of inter-agency coc.rdination machinery, including the USIB and its committees, the National 'Intelligence Resources Board, and the National Intelligence Programs Evaluation Staff. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 ApprovetfFor Release 2002/050'.1 j f RDP88.90308A000100010015-1 ~5X1A i 25k1 C B. Significant Developments in the Business. 1. New Technical Systems. 'Review of developing and%programmed technical systems which collect sensor data. The exploitation of these data and product derived from them. The contribution expected from them for filling gaps in cur intelligence knowledge. 2. Impact of new systems on production and management. New collection systems may generate data in massive quantities without respect to "normal" working hours, and the time between collection and the provision of finished intelligence to the policy and deci- sion maker will be greatly shortened. The effects of these changes in organizing exploitation and production, in personnel, facilities, etc. Their impact on management. 3. New technical. intelligence problems. Speculation by a highly qualified observer as t., potential new problems of a tech- nical nature which US intelligence may be expected to address through the seventies. ApPFGyed For Release CIA RDPRO 4. Approved For Release 2002105'"t. 6AtkDP80 08A000100010015-1 6. Intelligence Support to Policy Formulation. A key Agency official shares his insight into the way finished intelligence pro- duction is used by policy and decision makers. Examples of support. How policy makers express their- needs for intelligence. How far intelligence should go. C. Elective Seminars. 1. Agent Operations by the Military. 2. The Terrorist Left as Intelligence Target. 3. The Education of Consumer. 4. Assessment and Manipulation of Soviet Targets. 5. Scholarship and Open Sources. 6. The Task Force Approa(_-h. D. Films. The Pueblo: A Question of Intelligence (to be researched further). E. Evaluation of BLOCK II. My.J Approved For Release igr~i:/47 : CIA-RDP80-00308A000100010015-1 Approved '`oelease 2002/05011 L'A'RDP80-OO'5Q1000100010015-1 'BLOCK III: Major World Trends and Their Significance for Intelligence. The objective of BLOCKIZI is to bring Seminar participants up to date on US National Security Policy and on a number of major problems and developments which affect both the policy level and intelligence work. Leading authorities from the academic community, research or- ganizations, governmental policy-making agencies and CIA senior per- sonnel will be invited to make individual presentations and partici- pate in panel and group presen-'lations. A. The Global. Background. An intelligence appreciation of current global power relationships; a ;projection of major interna- tional trends and probable developments over the next few years of particular interest to our national intelligence effort. B. National Security Policy. 1. The Nixon Doctrine as explained by the policy maker. Its origins, main thrust and implications for US foreign policy, by a top policy maker. 2. A critique of the Nixon Doctrine in historical perspective, by a distinguished student of US foreign policy. C. Relationships With the Other Super Power. 1. US-Soviet Relations--continuing Challenge or Convergence. An analysis of US-Soviet relations as they have developed histori- cally; myths and realities likely to 'affect the relationship in the 1970s. 2. The Strategic Balance. An analysis of its military and political meaning in the thermonu,-iclear age; an intelligence apprecia- tion of th~pfo~ 8Hof ft9IeisV('12M5i1tl4deMA iRU0t9440 pc1~OplpglL ation and Approved Forrielease 2002/05/01 : c PA-RDP80-00:$$000100010015-1 ,x, indications for the future. 3. Military Factors in Foreign Policy Formulation. Strategic alternatives available to the U.S. -in relation to the present and potential military threat as basic elements in the rational formu- lation of US foreign policy. The meshing of military with diplo- matic, political, and economic foreign policy factors and objectives. 4. The Outlook for Arms Control and Disarmament. Prospects for the SALT talk; the future of non-proliferation; the implications of possible disarmament agreements for the US intelligence effort. D. The Communist World. 1. The World through Moscow's Eyes. A Soviet official dis- cusses Soviet views of US policy, power., and American life. (Special ,approval required.) An alternat:_ve would be to hear from a knowl- edgeable defector. 2. Inside the USSR. As the Soviets view themselves: the New Soviet Man; sources and significance of dissidence: the arts, science, youth, religion. 3. The Communist "Monolith" Today. A survey of relations among Communist countries and of Communist parties and activities around the world; factors of coherence and division -- Sino-Soviet differences, Castroism, the impact of nationalism, etc. 4. Communist China. a. China and the Chinese background of the present regime. An analysis of the forces and leaders shaping contemporary China and a projection for the 1970s by a. leading scholar. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 SECRET Appro dJor Release 2002/05/01 : CIA-RDP80-0,9-308A000100010015-1 b. Chinese Communist Policy Trends. A look at recent 0 f th h anges or e developments in Chinese policy and perspective c 1970s. E. The Other X Billion. . 2. Middle East -- Chronic Crisis. A policy perspective on the sources of conflict; the risks of the US-Soviet confrontation, and the prospects for managing the, chronic crisis. 3. Latin America -- Backyard of the US. Political and social ferment south of the border. Implications for US military security and global political influence. 4. Western Europe -- Ala.y or Rival? Strengths and weaknesses ,Of the area and of the trans-Atlantic relationships; factors bearing on its future development and direction. F. Global Problems. 1. The Technology Explosion. A broad-brush examination of technological changes and their relation to US foreign policy objectives. 2. Population. Discussion of demographic and related develop- ments which impact on the pursuit of US foreign policy goals. 3. World Wide Political Trends. A review of major political ideologies and trends, including nationalism, communism, and the new left, which bear on the conduct of international relations in the 1970s. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 Aft ('?f7 __~ Approve r Release 2002/05/0ti' 6J bP80-0 O8A000100010015-1 -11- ective Seminars. 1. The Soviet Leadership as seen by Analyst and Operator. G. El 2.. The Nixon Policies: Yhei.r Implications for Intelligence. 3. India Through the Seventies. 4. US Policy Options in Southeast Asia or S. The Implications of Vietnam for CIA. 6. Sino-Soviet Conflict. 7. The Subsahara - Coexistence or Chaos? 8. Understanding Foreign Cultures. 9. The World-wide Development of a'Counter-Culture. 10. Counterinsurgency Today. H. Films. 1. Gates of Heaven. 2. China--Roots of Madness. 3. One or two on the USSR. 4. "The River" or "Pather Panchali" (India) I. Evaluation of BLOCK III. IC 1'.C T' S Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1. 25X1C L Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 Next 2 Page(s) In Document Exempt Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 Approv~dtr Release 2002/05/01 : CIA-RDP80-00A000100010015-1 -15- -BLOCK V: The Changing Environment of CIA. This BLOCK takes a fresh look at several of the more?significant external forces and environments--both official and unofficial'--which influence the functioning of the Agency. The specific objective of this BLOCK is to provide Seminar officers with an opportunity to become ac- quainted with the problems posed for top management by external pressures, attitudes and developments, and to provide officers with an appreciation for how CIA is faring within these external environ- ments. Among the "official environments" which will be considered are the national security policy-Making elements of the Executive Branch which the Agency supports through the production of intelligence ~.1 and from which it receives policy direction and control. Another environment to be covered is the Agency's relationships with the US Congress. (The relationships with=in the Intelligence Community were previously considered in BLOCK II.) The unofficial or "domestic environment" also influences our organization. Thus, attention will be focused on CIA's "attentive publics" and on social and cultural trends developing within the US which impact on Agency's i.nt:~-rests. A. Key CIA Relationships in the Executive Branch. 1. The NSC. A visit to the White House Situation Room to be briefed on the NSC structure and to hear from a NSC spokesman concerning points of contact with and support provided by the Agencyy (Special approval to be requestert) Tr1r-?.ii Approved For Release 2002/05/0~1-alADP80-00308A000100010015-1 Appro c4For Release 2002/04 *1'- I -RDP8 -4a308A000100010015-1 2. PFIAB and/or OMB. While in the Executive Office area, the Seminar will visit these two important sources of stag' advice to the President in intelligence matters. A spokesman for each will delineate their respective roles vi.s-a-vis-intelligence activi- ties. 3. Department of State. The Seminar will hear from a knowl- edgeable official(s) on the subject of the Depa.rtmeit's dealings with the Agency at the Headquartr-r's level and in the field. 4. Department of Defense. An official(s) will discuss various points of contact between the Department and the Agency. B. The Congress. The Seminar faculty will work with the Legis- lative Counsel to develop a "Day on the Hill" during which different members of Congress and key congressional staffers will be invited to discuss the work of the Congress, intelligence, current national issues, or other topics as may be appropriate. C. Domestic Change of Relevance to-CIA. 1. Social and Cultural Trends in American Society. One or more leading authorities on the subject will be invited to identify these trends and to discuss likely developments during the remainder of the 1970s which may affect Agency interests. 2. Changing National Priorities and Goals. An outside author- ity will discuss recent developments and pressures for the realloca- tion of public resources among various program areas. He will be invited to speculate on the implications of these developments for the continuing support of national intelligence programs. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 Approver Release 2002/05/0 P808A000100010015-1 -17- 3. "CIA's Attentive Publics." Spokesmen of different sectors of public opinion will be invited to discuss their views of CIA and US intelligence. These outsiders may include critics of the Agency as well as friends from among the press, youth, the academic and business communiti,'s. D. Elective Seminars. 1. CIA Participation in an Interdepartmental Group. 2. The Informal Position of CIA today in the Federal .Establishment. 3. The Agency's Image and Public Understanding. 4. The Impact of Domestic Problems on Foreign Policy. 5. How does the New Youth Culture in the US Affect CIA? E. Films. Selling of The Pentagorn(CBS). (To be researched further.) F. Evaluation of BLOCK V. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 low Approv r Release 2002/05k1":`., C DP80- 8A000100010015-1 BLOCK VI: New Tools of Interest. to Intelligence. This BLOCK is designed to provide Seminar offi.c-ers with a broad-brush acquaint- ance with new methodologies and tools which may have application to various phases of Agency work. The subject matter will be presented in non-technical terms readily understandable to the layman. Senior officers who develop a particular interest in one or another approach will be able to follow up their interest'in more depth by consulting resources identified by the speakers. A. Long-Range Projecting. A. new approach.for projecting and modeling scenarios of various ":Futures"--technical, demographic, economic--known as "Futurism." This work, which is taking on sig- nificance in current US thinking and planning, has potential appli- cation to some phases of Agency work, e.g., long-range estimating and operational planning. 1. Futurism: A Developing Technique. A leading participant(s) from the ranks of those active in "Futurism" will discuss method- ologies for long-range prediction, types of choices and present sev- eral models of Futures. 2. An "Apocalyptic Model."' A look at the intelligence business in the next decade using the approach of a Futures model. 3. Seminar Delphi. The insults of the Seminar Delphi com- menced in BLOCK I will be made avvrailable. The Delphi technique, its uses and limitations, will be discussed. 4. Delphi Use in Intelligence Forecasting. The experience secured in a recent extensive application of the Delphi technique to a comp l A6p& i@~ ~6P'R@lgasP ME'iT? cEAA44DPISJb-cGb30 0TgM~ O*Mi11 g will be outlined to the Seminar. r~f?~ ?'~ t~? [ All" Appro or Release 2002/O5L6 1,:13IIA-RDP8 -4008A0001 B. The Think-Tank as Intelligence Organization. The publica- tions issued by research organizations, such as RAND, indicate that one of their functions is to produce intelligence. A member of a research organization who knows the intelligence-business will dis- cuss similarities and differences between the two and how the think- tanks can assist intelligence organizations. C. Other Methodologies. A practitioner(s) in the Agency will tell how methodologies such as operations research, systems analysis and quantitative decision-making have been applied to intelligence problems. D. Elective Seminars. 1. ARecent Look at Early Warning. 2. Examination of Some Intelligence "Failures." E. Evaluation of BLOCK VI. Approved For Release 17 b~51 1 : CIA-RDP80-00308A000100010015-1 ti Approv r Release 2002/05~ fQ1?::~,PA'DP80 8A0001-00010015-1 BLOCK VII: TRIP. Seminar officers may select one or more places to visit during the period in the schedule set aside for a trip, depending on their interest and relevance to their-jobs. A list of possibilities will be developed including Agency, other intelli- gence or intelligence contractors, mil: military command and control and space facilities, and. locations associated with domestic develop- ments. Specific arrangements will be worked out at-the beginning of the Seminar. Those not interested in such a visit may continue to work on a special paper or p-resental:ion, or pay a visit to their "opposite numbers." Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 rt rro:..,r. Approvor Release 2002/05?ka 51ARDP80-0008A000100010015-1 BLOCK VIII: Management of Intelligence. This BLOCK concludes the Seminar with an examination of t:wic processes of managing intelligence, and an assessment and stock taking of the Agency's current posture and future directions. The subject matter, particularly the Elec- tives, is meant to encourage Seminar officers to think ahead and to reflect on how we can do a better job and help to make the Agency a more effective organization. A. Management of Personnel and Resources. 1. Personnel Problems and Planning. A senior Agency officer will identify current personnel problems and discuss recent efforts by the Agency to plan for the movement of officers into senior posi- tions throughout the Agency as the "founding fathers" due to retire during the next decade. 2. Intelligence Priorities and Resource Allocation. A panel of Agency officers will examine the current set of priorities among Agency activities and discuss the allocation of financial and per- sonnel resources in the light of these priorities. The panel will speculate on what they see in these areas over the next several years. 3. The Soviet Military as a Resource Problem. At present, a preponderance of the US intelligence effort is targeted against the Soviet military establishment. Some students of the subject hold the view that a disproportionate part of the effort is devoted to this subject. This thesis will be examined. Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 V MR ApprovedZor Release 2002I0IIO1fj JJ1-RDP80-Oa308A000100010015-1 B. Some Reflections on theTntelliencc Business. 1. The Separation of Intelligence from Policy Formulation. Objectivity is a primary goal in the intelligence work of the Agency. Serious efforts have been made to maintain this objectivity and to institutionalize the separation between. intelligence and policy-making processes of the government. In some areas this barrier is being weakened. Knowledgeable officers will discuss this trend and spec- ulate as to future developments in maintaining.the independence of intelligence from the formulation of policy. 2. Cultural and Psychological Factors which Influence Analysis. The dominant cultural ethic in the Agency is a liberal humanism de- veloped in the light of the post:. World War I period, the depression, World War II and the Cold War. This general cultural framework under- lies and conditions how our analysts tend to interpret various world developments. A related aspect is the problem of cross-cultural perception involved in understanding the motivations, intentions and actions of governments of countries having dissimilar cultures. An effort will be made to place these factors which influence our out- look in perspective. 3. The Role of Intelligence in American Society. The Director' recent speech to the newspaper editors provides an excellent basis for discussing the subject of reconciling secrecy required in intelli- gence work with traditional American views. Approved For Release 2002/05/01 CIA-RDP80-00308A000100010015-1 Appred For Release 20 1 Y CIA-RDP VUI I.'- C. Elective Seminars. 1. Duplication in the Intelligence Community. 2. The DCI's Community flat or 3. Erosion of the DCI/CIA Special Authorities. 4. CIA Career Services - Tool or Obstacle. 5. How can we best use and manage Young Professionals in the Future? 6. Values, Job Satisfaction. and the Senior Officer. 7. Inspection: Process of Management. 8. Is a Truly Clandestine Service Possible? 9. Control vs. Innovation: Are we 3ecoming too I `3, Bureaucratic? 10. Has Intelligence Been Oversold? 11. CIA as Employer: A Comparison. 12. The Psychological Contract with CIA. D. Evaluation of BLOCK VIII. . SELL J' Approved For Release 2002/05/01 : CIA-RDP80-00308A000100010015-1 Approv or Release 2002/4 Q4'.i y . A-RDP80 QQ308A000100010015-1 WHO SHOULD ATTEND THE SEN:[OR SEMINAR? 1. A frequent comment on the new Seminar is that its value to the Agency will depend on the selection of qualified participants. Such officers are usually thought of in terms of organizational "comers." It is essential that the Seminar have some outstanding officers--at least one from each Directorate--who can function as pace-setters and will take the lead in interpreting the work of their Directorate to the officers from other Directorates. The balance of the Seminar, however, should be composed of representative, capable senior officers, as it cannot afford any participants who no longer have a capacity for learning or broadening themselves with respect to his chosen profession or who has no prospect of a chal- "'lenging assignment. 2. A good mixture of officers is extremely important in order to enable the participants to lear~i from each other. A representative group would include some officers with different geographic knowledge M1L about or served in the USSR, mainland China, Africa, the Middle East, Southeast Asia and Latin America. As feasible, other areas might also be represented. Similarly, officers with different Agency functional specialties should be represented, such as clandestine operations officers, technical operations support, political analyst, scientific and technical analyst, economist, military analyst, geo- grapher, lawyer, signals intelligence, photographic and other tech- nical intelligence specialists, support specialists and officers with 0 backgrounds in general administration. In many cases, an officer ?~ Approved For Relea 101 : CIA-RQP80-00308A000100010015-1 i loo. , Approved Fo (ease 2002/05/41,;:8jiDP80-00301000100010015-1 would combine both a functional specialty with a desired geographic background. 3. The selection process should be designed so as to provide a wide mixture of geographic and functional specialties. It would, therefore, be most desirable for the total number of nominations from Directorates to be considerably larger--perhaps twice as large-- as the twenty officers who will. be attending the Seminar. Respon- sibility for final selection in order to attain a balanced group with varying backgrounds and skills would then be exercised by the Training Selection Board. Li Approved For Release 2002 1 ?rdiA-RDP80-00308A000100010015-1 "ppproved R SUBJECT: (Optional)'- Papers on the Senior Seminar Director of Train, TO: (Officer designation, room number, and building) FORM 3-62 DD/S 7-D-18 Hdqs. Executive Registry 7-E-12 Hdgs. Ex. Dirt Compt. 7-D-59 Hdgs. Director of Training 819 1000 Glebe 610 EDITIONS R SECRET 0 SECRET COMMENTS (Number each comment to show from whom to whom. Draw a line across column after each comment.) In addition to being available for review by you and the Director, we have asked DTR to make copies available for the other Deputies. mdJUAy,Q,.t.14p~n,,distributed unless you prefer that that not be done. t: Memo dtd 8 July71 for ExDir- Compt fr Hugh T. Cunningham subj: Papers on the Senior Seminar fz 4-x ytI/' ~a:., G J Wee a 2902 in1 CIA6RDPSO-00308A000100010015-1 I ^ CONFIDENTIAL ^ USE ONLY ^ UNCLASSIFIED 'I'MENTIAL'