LEADERSHIP TRAINING

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-00473A000800010012-4
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 38
• Document Creation Date: December 12, 2016
• Document Release Date: November 5, 2001
• Sequence Number: 12
• Publication Date: August 13, 1976
• Content Type: MF

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Training
Blake
Director for Adainiatration 5454
1s/ John F. Blake
John V. IIia a
tt
DDA 76-40
1A 76-4099 Mss to DUA fr D f OT
u ; Leadership Training, dtd 13 August 1976
Distributte
Original LmI wfcrg of Att
ER w/o at t
.DA Subject r/cy att
DA Chrono w/o att
Jp ch n* w/o att
DDA : JFB aka der (20 August 1976)
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Han
Services Division of' .
Chief of the Psyc olo i
bees coordluated with
boa boon roper d
Office of Traini:H ;
matters. 11t the p
observations and other all,led
sivc to certain of you
76-4096
Ausust 1976
araaaag to ae, is rea+o
 DD/A jistry
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t+"aEMORANDUNI FOR: Deputy Director for Administration
FROM : Harry E. Fitzwater
Director of Training
SUBJECT Leadership Training
REFERENCE . Memorandum from DDA to D TR;
and
u y , an DDCI's Handwritten
Notes of 17 July 1976
1. It is most gratifying to have the support and
interest of the DDCI and yourself in the leadership training
programs as it demonstrates how important top management
regards these undertakings for the Agency.
2. Mr. Knoche indicates his concern that we not put
all our eggs in one basket by virtue of a single approach to
leadership training. OTR's management training curriculum
seeks to avoid concentrating on or even a bias in favor of
one management training philosophy or technique. In order
to be practical, we are working to increase the coverage
in our training courses of the procedures which the super-
visor or manager in CIA should know today--financial
(budget and program call), personnel (PDP, APP, CSGA and
PCR), and overall management (MBO). At the same time, we
are continuing to examine in our courses managerial styles
and the behavorial characteristics of subordinate
xaminations follow a number of anrproa
ip) add two new stimulating approaches, over and above
ongoing programs such as the "Managerial Grid," "Problem
Solving and Decision Making" as developed by the Kepner-
Tregoe organization, and our own in-house products such
as the "Management Seminar." OMS and OTR currently
exercise joint responsibility for maintaining awareness
and evaluating the potential of new approaches through the
newly-created Leadership Development Group. Further, we
OTR Registry
3 AUG 1376
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continue to enroll senior and middle-level managers in a
variety of external management programs including the
Federal Executive Institute, the other Civil Service
courses, and the management courses at Penn State, Harvard,
Cornell, and other universities.
3. As indicated in paragraph 2 of the reference, the
DDCI's second point poses a particularly profound question:
how do we in CIA confront problems of balancing the need
for 'Mold creativity" with the need to be "ethical, proper
and legal?" It seems to us that a several-fold approach
would be best--one which builds on some of the ongoing
activities and perhaps expands selectively.
a. "Leadership Development Course": As noted
above , t i s course- Is nowg Tev aped and
will be conducted jointly by OMS/PSS and OTR/MATB.
It provides an excellent framework in which to
deal concurrently with creativity and restraints.
The course uses an eight-phase model for bringing
about change and dealing with problems. The
first phase is "assessment" in which the decision
maker/planner/manager gathers all relevant
available information including such factors as
the psycho-social milieu, the organization's
cultural ethos, legal restrictions, availability
of resources, and others. In developing and
applying this phase of the course, the joint
OMS/OTR staff will bear in mind Mr. Knoche's
concern.
C. Other Courses: We believe that the subject
matter enveloped y Ir. Knoche's point goes
beyond management training and is worth empha-
sizing in other courses. These, quite obviously,
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include operations training such as the "Operations
Course" and the "Senior Operations Course," and
general offerings such as the "CIA Senior Seminar,"
the "Midcareer Course," and "CIA Today and
Tomorrow," as well as the newly-revised orien-
tation course, "Introduction to CIA" (replacement
for the "Intelligence and World Affairs" course).
As you know, these courses include a variety
of guest speakers drawn from top Agency manage-
ment, the Office of General Counsel, Office of
Inspector General, and Comptroller. As feasible,
these speakers will be encouraged to cover various
aspects involved in Mr. Knoche's equation.
4. In addition to the above initiatives, it seems to
us that there is still a good deal of substantive ground to
be plowed. Answers to the issues conjured up by Mr. Knoche's
question at this point are partial or just emerging.
Probably classification of the legal restrictions centering
around Executive Order 11905, while by no means fully
apparent, will prove to be easier than issues arising in
the ethical area or in terms of what is "proper" in today's
climate. One way of assisting the Agency to get a better
handle on this area might be to bring together a number of
our top managers and livelier thinkers in "symposium."
The symposium would be conducted under the auspices of the
Center for the Study of Intelligence, as discussed with
you in our MBO sessions, We would envisage a series of
talks and/or papers, hopefully well-defined and certainly
commissioned well in advance, and delivered over a two-day
period in this building, or in Headquarters. In
launching such an effort, we think that the somewhat
intangible and sensitive nature of these problems would
make it imperative that Mr. Knoche, at a minimum, fully
endorse this undertaking, and preferably participate in
it. We would look to the results of such a symposium to
provide bench-marks for the Agency and give the kind of
substantive inputs needed to deal with Mr. Knoche's question
in our training program.
Distribution:
O & 1 - Adse
I - D/MS
I - C/PSS/OMS
STATINTL
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ADMINISTRATIVE - INTE9
10 AUG 1976
MEMORANDUM FOR: Deputy Director for Administration
STATINTL FROM
Chairman, Leadership Development Group
VIA : Director of Training
Director of Medical Services
SUBJECT : Leadership Development Group
1. The Leadership Development Group met for the first
time on 30 July. We reviewed our responsibility for main-
taming oversight of the Leadership STATINT
Development Course an or ensuring on
ese two programs STATINTL
are properly integrated into, and draw upon, ongoing
activities in both OMS and OTR. STATINT
2. The Group discussed the selection and a ointment
of members of the joint OTR/OMS Working Group.
suggested that, as the Working Group's main thrust will be
in the field of management training, it would be preferable
to have the chairman be someone from the training side.
ST TINTL Accordingly, is designated chairman and members
will be name? from t e Psychological Services Staff, OTR's
Management and Administrative Training Branch and, as
required for the tasks of the Working Group, from other
organizational elements.
3. The Leadership Development Grou discussed criteria
for selection of attendees for the and the STATINTL
Leadership Development Course (the course to a based on the
ST TINTL work of the These criteria
are forwarde erewith for your review:
a.
is the most advanced program offered by CIA tor
its senior managers and executives who are in
positions of managerial, as contrasted with staff,
responsibility. It is designed especially for
the heads of Agency components (offices, divisions,
ADMINISTRATIVE - INTERNAL USE ONLY
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senior staffs and independent offices), their
deputies, and senior officers in other key assign-
ments from throughout the Agency. As a minimum,
participants should be grade GS-16 and have at
least one year's experience in an assignment of
significant managerial responsibility. In
addition, participants should have three years
or more service remaining and be pointed in
their future careers toward positions of manage-
ment.
b. Leadership Development Course: This course
is forma. le-leve managers(GS-13 thru GS-1S)
who have a high potential for advancement. It
is designed especially for branch and section
chiefs and for staff officers who have super-
visory responsibility. Participants should have
had at least one year of supervisory or managerial
experience and a minimum of ten years remaining
service.
ST,,N TI NTL
4. will be visiting the Agency on
30 August under his consultative arrangement with OMS.
We are in the process of developing a schedule in order to
take full advantage of his presence. The Leadership
Develo ment Group will meet in the morning with
to exchange views for utilizing the ideas
conta ne in his seminar more effectively in the Agency.
In the afternoon we are planning to invite past participants
Distribution:
O &1 -
Adse
l -
D/MS
1 -
DD/MS
1 -
C/OMS/PSS
1 -
DTR
for an exchange of views with
follow-up alternatives to the
ld you be interested and should
e would be happy to arrange a
STATINTL
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ii..o'il
DDA 76-3598
20 July 1976
MEMORANDUM FOR:` .Director of Medical Services
Director of Training
FROM . John F. Blake
Deputy Director for Administration
SUBJECT
1. Attached is the Routing and Record Sheet (Form
610), dtd.17 July 1976, with notes from the Deputy
Director of Central Intelligence, which forwarded to him
our position paper on proceeding with both the
2. the DDCI's paragraph 1 speakes for itself. His
paragraph 2 presents a new tasking--and an interesting one.
It appears to me that a paper jointly prepared by the
Office of Training and the Office of Medical Services is
in order. In deed, other components such as the Office
of General Counsel perhaps also should participate. I ask
that Mr. Fitzwater take the initiative, in concert with
the Office of Medical Services and other of his choosing,
to develop a prospectus. I would like to receive the
prospectus by Tuesday, 31 August.
STATINTL
STATINTL
Distribution:
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Att
D/TR w/c
u DDA Subject w/att & background
1
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1
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1
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I - ER w/att
1
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DDAeJFBlake:der (20 July 1976)
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DDA 76-3428
12 July 1976
MEMORANDUM FOR: Director of Training
Director of Medical Services
FROM John F. Blake
Deputy Director for Administration
SUBJECT
REFERENCE Memo to D/OTR and D/OMS from Mr.
(OTR) and Dr. (OMS., date
23 June 1976; Same a ec
S
1. 1 am grateful to the personnel of your respective
Offices who have spent considerable time over the last year
or so in studying the programs of and working with the
ersonnel of both
STATINTL
STATINT
TATINTL
STATINTL
2. The proposal that you submitted to me in referent
memorandum of 23 June 1976 is a result of much experience
with both institutions and, I believe, presents us with a
good programmatic basis upon which we can now proceed.
3. The recommendations submitted, i.e., to conduct
two runnings per y r a rou of 21 people each with
the assets of the and, to continue
working with the for the STATINTL
purpose of undertaking t e eve opmen o an g ncy in-house
version are approved. Additionally, the two requirements to
guide the implementation of the approval, i.e., the
designation of a Leadership Development Group along with the
creation of a joint OTR/OMS Working Group are also approved.
ship Development Group would consist of and
In our discussion of this matter we agreed that the Leader- STATINT
Mr. is
appointed ite duration. As a matter
STATINTL
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of first priority I would like the Leadership Development
Croup to interest itself in the following matters:
a. Selection and appointment of
members of the OTR/OMS Working Group to
assist in implementing actions consistent
with the direction provided by the Leader-
ship Development Croup.
b. Address themselves to the
i ria for selection and attendance at
c. Formulate policy guidance to
develop Agency-based course aterials to
relate the principles of the course STATINTL
more effectively to the Agency, uc
Agency-based materials may also be necessary
for the in-house version of the course of
the
John F. Blake
Distribution:
Original - D/CTR.
D/OMS
DDCI
l - rIR
DDA Subject
DDA Chrono
- JFB Chrono
DDA:JFBlake:der (12 July 1976)
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I-) July 1'976
~O~itM"' DUM FOP. Director of Training
Iiractor of 'edi.cal Services
John P. Blake
-o nity Director
Ad ainistration
STATINT
Memo to D/OTR and D/O
{ OTR) and
23 June i
STATINT
STATINTL
i th
4.OO.
she roposal that you submitted to me in referent
of 23 June 1976 is a result of much experience
stitutions an., I believe, presents us with a
tic basis upon which we can now Proceed.
3 The recotuftendat ions submitted, i.e.. to conduct
r year for a rou of 21 people each with
STATINTL the assets of the any., to continue
or c_ with t'e for the
STATINTL
Arpose of undertaking to eve open of an Agency innna--house
ti,si vion of a Leadership Development Group along, wit ."a
sign are approved. ,Adi tionally, the two requirements to
1- die One implementation of the approval, i.c., the
cre tion of a Joint OTR/OM S Working Group are also approved.
STATINTL lt, our .iscussion of this matter we agreed that the Leader--
ev lou . nt "roue would consist o and STATINT
1 am %=ratef i to the personnel of your
have spent considerable
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of first priority I would like the Leadership Development
Group to interest itself in the following matters:
a. Selection and appointment of
members of the OTR/OMS Working Group to
assist in implementing actions consistent
with the direction provided by the Leader-
ship Development Group.
h. Address themselves to the
criteria for selection and attendance at
both and
c. Formulate policy guidance to
develop Agency-based course materials to
relate the principles of the course
more effectively to the Agency. uc
Agency-based materials may also be necessary
for -s sion of the course of
the
/s/john. f. Blake
John F. Make
Distribution:
Original - D/OTR
1 - D/OMS
1 - DDCI
1 - 1R
1 - DDA Subject
1 - DDA Chrono
1 - JFB Chrono
DDA:JFBlake:der (12 July 1976)
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STATINTL
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23 June 1976
MEMORANDUM FOR: Harry E. Fitzwater
Director of Training
Charles A. Bohrer, M.D.
Director of Medical Services
FROM
RN
ice o- Training
REFERENCE Memo to DDA from DTR, same subject,
21 April 1976 (OTR 76-6333)
P P34 - yc o ogica ervices Staff
Office of Medical Services
ore an one hundred Agency officers as either
participants or observers during the past two years. The
referenced memorandum tasks us with reviewing this experience
to determine what future use should be made of these resources
within the overall context of Agency management training. We
present our findings here in the form of (1) a set of evalua-
tive conclusions about these programs; (2) a list of options
with discussion; and (3) recommendations.
2. Evaluative Conclusions
A. Both represent innovative approaches to leader-
ship development of considerable merit. The programs
are professionally sound. Their acceptability to par-
ticipants is exceptionally high. Their relevance to
the practical needs of Agency managers is impressive.
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SUBJECT:
B. They offer a unique contribution to the manage-
ment training picture, not duplicative of ongoing efforts.
C. They are complementary, not conflicting, in
relationship both to each other and to ongoing training.
D. While they both purport (and in our judgment, do)
have hing to offer to. virtually all levels of manage-
STATINTL ment, has greater payoff potential at lower and middle
STATINTL levels, at more senior levels.
STATINTL
STATINTL
E. The ipproach offers broad potential for in-
house adaptations. It uses a learn-by-doing model resting
heavily on group exercises and performance feedback,
mediated by critical evaluation and supplemented by psycho-
logical assessment data. As such, it requires skills
largely within the repertoire of existing OTR/OMS expertise.
F he - approach is a hand-crafted creation of Dr.
and his associates, representing a distillation
of their experience, philosophy, and perspective and
bearing a heavy personal imprint. Presentation of this
material by in-house personnel could not carry the same
impact. Its transferability to in-house presenters is
therefore limited.
3. Options
STATI NTL
(1)
A. - options are essentially three in number:
forget
1 runnings of the
(3) continue in-house runnings on a
Option (1) eliminates, and option (2) greatly re-
duces, the high potential contribution of this Program to
Agency managerial effectiveness. If more than a very few
people are to benefit, cost considerations weigh'heavily
toward the in-house group approach ($1300 per person STATINTL
external, vs $18,500 plus - overhead for a group of 21
internal).-
Option (3) leads to other options in the form of
questions about frequency of runnings, who should attend,
and who should provide what kinds of support. However,
our experience to date provides sufficient guidance to
it; (2) send a selected few individuals each
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 STATINTL ,SUBJEOppr
reduce the practical options here considerably. A goal
of two runnings a year for 21-man groups of the most
senior-level people available makes good sense in many
;/respects. OTR is well equipped to provide excellent
support to the Program, as it has done to the acclaim
of all concerned for the two runnings to date.
As a continuing effort, however, far more than
housekeeping-level support will be required to optimize
the potential benefits from this program. Serious
attention is needed in at least three areas. First is
in the selection of participants. In the words of a
senior participant in the last running, "the course is
impressive enough to warrant much greater centralized
attention to the selection of people who'wi1l'attend it
than is suggested by the cross section of people who
attended the second running". Second is ,the__ri d_to
develop Agency-based course materials to relate the
principles of the course- moreeffectively to the Agency
.experience. Third is the need to explore the possibili-
ties for follow-up, reinforcer follow-ons, refreshers,
spin-offs, and the like which can enhance, extend, and
measure the effects of the Seminar experience. These
are all tasks requiring professional effort and oversight
of a continuing sort. OTR and OMS personnel, working
together, can best handle them.
B. options are likewise three in number:
(1) forget it; (2) send individuals on an individual or
group basis through the program ($7,000 forSTATINTL
a 12-man group); or (3) working o e y wl the Center,
undertake the development of an Agency in-house version-
of the Program.
The scope of option (2) is limited by the charter
and resources of the Center, whose basic commitment to
research and dissemination of new knowledge and method-
ologies restricts their capacity to accept obligations
for continuing, repetitive service functions. While
these limits fluctuate, it is unlikely that the Center
could accommodate more than a small proportion of even
a quite select group of Agency middle managers.
The third option, in contrast, envisages an ex-
tended cooperative effort between the Agency and the
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STATINTL SUBJECT:
Center which is fully consistent with the Center's goals
and capabilities. A continuing relationship with the
Center, moreover, would offer access to the innovative
thinking and state-of-the-art developments of this
creative group, with valuable input to many of our other
internal programs as well. More importantly, such a
Program would develop, blend, and put to use the unique /
resources of OTR and PSS, optimizing what each has to
contribute to the development of managers more effective-I.!
ly than each could achieve alone. ''
STATINTL
A jointly sponsored internal program would require
a one-year developmental effort. During that period OTR
and PSS personnel would attend the Program at
develop an Agency version with assistance from the Center,
and probably present it first at the Center under the
guidance of the Center staff. Succeeding programs would
be offered in Agency facilities with appropriate and
successively diminishing assistance from the Center.
The program is conceived essentially as a supple-
,ment to OTR's Management Seminar, designed for Agency
middle managers who have demonstrated particular potential.
Its labor-intensive aspects preclude its extension to all
middle managers, but the high potential for spin-offs and
adaptations of parts of the package for other uses spells
great flexibility and promises a far wider range of pay-off.
Hopefully it will also retain some experimentalist flavor,
thus serving to some extent as a testing ground for new
ideas which may find a home in other.parts of the manage-
ment development curriculum. Thus conceived, it may also
be better able to cope with the enrollment pressures and
"elitist" charges which often engulf (and sometimes sub-
merge) successful programs of limited availability.
STATINTL
Major problems to be addressed during the develop-
ment of such a program revolve around the training of
in-house personnel, the adaptation of features of the
Program to fit in-house resources, and the development o
appropriate physical facilities.
4. Recommendations
Both the . and approaches to leadership have proven
themselves as managemen development vehicles of great
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STATINTL SUBJECT:
potential benefit to the Agency. The next step is to
adapt and consolidate these experiences so that they
will have a continuing, systematic input to the growth
of Agency managers. The actions described as Option 3
in both cases are recommended as the general route
toward this goal.
To proceed in this direction, two things are
required:
(1) Designation of a Leadership Development
Group, with responsibility for policy direction, guid-
ance and support to these efforts. Senior OMS and OTR
officials should constitute this small group, under the
rotating chairmanship"-of the Deputy Directors of OTR
(I--
(2) Creation of a joint OTR/OMS Working Group
to implement actions consistent with the direction pro- STATINTL
vided by the Leadership Development Group.
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OTR 76-6333
21 April 1976
MEMORANDUM FOR: Deputy Director for Administration
FROM Harry E. Fitzwater
Director of Training
S ATINTL
1. As you directed, I met with Dr. Bohrer this date
S ATINTL to discuss the
It was agreed that OMS and must seriously
weigh a benefits to be derived from these programs against
their high costs. We were not concerned with the prerogatives
in administering the programs; however, these must be addressed.
From our point of view, there seems to be a role for both
Offices if the programs should continue. Our main concern
today was how the programs can benefit the Agency and the
individuals involved and should they be continued.
2. OTR is currently developing a new management training
course tailored toward meeting the large number of requests
S ATINTL for management training. It was agreed that we should look
to the practicality of melding these two programs into the
management training curriculum. To accomplish this, we will
task to determine if
the programs have a place in the training package and if so,
incorporate them as part of that program.
3. Dr. Bohrer and I will meet with the principals involved
after they have completed their initial study. If it is decided
that the two programs have a place in management training and/or
assessment of the training received, we will then work out details
as to how they will be administered.
4. In the meantime you have the request for permission
S ATINTL to conduct another (Memo from DTR to DDA,
dated 14 April 1976). Dr. Bohrer has indicated that he will
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QTR 76-6333
21 April 1976
probably coordinate on that request. If you approve the
referenced request, it is suggested that this be the last
Seminar until we have come to an agreement as to future
requirements and program administr
Distribution:
Orig & 1 - DDA
1 - B/MS
1 - C/FTD/OTR
STATINT
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 OTR 76-6302
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STATINTL
14 AFB 1976
ORANDUM FOR: Deputy Director for Administration
SUBJECT
Harry E. Fitzwater
Director of Training
1. There is attached a course report on the second
running of the at 6w in late March. As
indicated in the report, Will be preparing a
follow-up evaluation as he did for the first running.
STATINT
2. I realize that you plan calling a meeting to discuss
various possibilities for ensuring that the Agency derives
maximum benefit from this expensive program. Given the
reactions of those who attended the second running and the
need to plan well in advance because of STATINTL
schedule, I would, nonetheless, like to request your approval
for planning a third running. As indicated in the attached STATINTL
report, if you approve, the next seminar would be conducted
from 15 to 19 November at DTS.
APPROVED
DISAPPROVED:
Attachment :
Course Report
Distribution:
Orig - Please return to DTR, w/att
2 ? DDA
LDD/A [:;;7is'trY
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23 June 1976
MEMORANDUM FOR: Harry E. Fitzwater
Director of Training
Charles A. Bohrer, M.D.
Director of Medical Services
STATINTL FROM
STATINTL
ice o raining
. -1_._ _ - _ ices Staff
Office of Medical Services
REFERENCE Memo to DDA from DTR, same subject,
21 April 1976 (OTR 76-6333)
1. The leadership development programs offered by the
have involved more than one hundred Agency officers as either
participants or observers during the past two years. The
referenced memorandum tasks us with reviewing this experience
to determine what future use should-be made of these resources
within the overall context of Agency management training. We
present our findings here in the form of (1) a set of evalua-
tive conclusions about these programs; (2) a list of options
with discussion; and (3) recommendations.
2. Evaluative Conclusions
A. Both represent innovative approaches to leader-
ship development of considerable merit. The programs
are professionally sound. Their acceptability to par-
ticipants is exceptionally high. Their relevance to
the practical needs of Agency managers is impressive.
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B. They offer a ,unique contribution to the manage-
ment training picture, not duplicative of ongoing efforts.
C. They are complementary, not conflicting, in
relationship both to each other and to ongoing training.
D.
While
they both purport (and in our judgment, do)
have
hing
to offer to virtually all levels of manage-
ment,
as
greater payoff potential at lower and middle
level
at
more senior levels.
E. The approach offers broad potential for in-
house adaptations. It uses a learn-by-doing model resting
heavily on group exercises and performance feedback,
mediated by critical evaluation and supplemented by psycho-
logical assessment data. As such, it requires skills
largely within the repertoire of existing OTR/OMS expertise.
F Thec"approach is 'a hand-crafted creation of Dr.
an is associates, representing a distillation
o t eir experience, philosophy, and perspective and
O
bearing a heavy personal imprint. Presentation of this
material by in-house personnel could not carry the same
impact. Its transferability to in-house presenters is
therefore limited.
3. Options
A. options are essentially three in number:
(1) for it; (2) send a selected few individuals each
to external runnings of the Institute's program in
(3) continue in-house runnings on a
periodic asis.
Option (1) eliminates, and option (2) greatly re-
duces, the high potential contribution of this Program to
Agency managerial effectiveness. If more than a very few
people are to benefit, cost considerations weigh heavily
toward the in-house group approach ($1300 per person
external, vs $18,500 plus -overhead for a group of 21 STATINTL
internal).
Option (3) leads to other options in the form of
questions about frequency of runnings, who should attend,
and who should provide what kinds of support. However,
our experience to date provides sufficient guidance to
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reduce the practical options here considerably. A goal
of two runnings a year for 21-man groups of the most
senior-level people available makes good sense in many
respects. OTR is well equipped to provide excellent
support to the Program, as it has done to the acclaim
of all concerned for the two runnings to date.
As a continuing effort, however, far more than
housekeeping-level support will be required to optimize
the potential benefits from this program. Serious
attention is needed in at least three areas. First is
in the selection of participants. In the words of a
senior participant in the last running, "the course is
impressive enough to warrant much greater centralized
attention to the selection of people who will attend.it
than is suggested by the cross section of people who
attended the second running". Second is--the need to
develop Agency-based course materials to relate the
principles of the course more effectively to the Agency
experience. Third is the need to explore the possibili-
ties for follow-up, reinforcer follow-ons, refreshers,-
spin-offs, and the like which can enhance, extend, and
measure the effects of the Seminar experience. These
are all tasks requiring professional effort and oversight
of a continuing sort. OTR and OMS personnel, working
together, can best handle them.
B. _ options are likewise three in number:
(1) forget it; (2) send individuals on an individual or
group basis through the program at ($7,000 foBTATINTL
a 12-man group); or (3) working close y wit the Center,
undertake the development of an Agency in-house version
of the Program.
The scope of option (2) is limited by the charter
and resources of the Center, whose basic commitment to
research and dissemination of new knowledge and method-
ologies restricts their capacity to accept obligations
for continuing, repetitive service functions. While
these limits fluctuate, it is unlikely that the Center
could accommodate more than a small proportion of even
a quite select group of Agency middle managers.
The third option, in contrast, envisages an ex-
tended cooperative effort between the Agency and the
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Center which is fully consistent with the Center's goals
and capabilities. A continuing relationship with the
Center, moreover, would offer access to the innovative
thinking and state-of-the-art developments of this
creative group, with valuable input to many of our other
internal programs as well. More importantly, such a
Program would develop, blend, and put to use the unique
resources of OTR and PSS, optimizing what each has to
contribute to the.development of managers more effective-
ly than each could achieve alone.
STATINTL
A jointly sponsored internal program would require
a one-year developmental effort. During that eriod OTR
and PSS personnel would attend the Program at
develop an Agency version with assistance from *e en er,
and probably present it first at the Center under the
guidance of the Center staff. Succeeding programs would
be offered in Agency facilities with appropriate and
successively diminishing assistance from the Center.
The program is conceived essentially as a supple-
ment to OTR's Management Seminar, designed for Agency
middle managers who have demonstrated particular potential.
Its labor-intensive aspects preclude its extension to all
middle managers, but the high potential for spin-offs and
adaptations of parts of the package for other uses spells
great flexibility and promises a far wider range of pay-off.
Hopefully it will also retain some experimentalist flavor,
thus serving to some extent as a testing ground for new
ideas which may find a home in other parts of the manage-
ment development curriculum. Thus conceived, it may also
be better able to cope with the enrollment pressures and
"elitist" charges which often engulf (and sometimes sub-
merge) successful programs of limited availability.
STATINTL
Major problems to be addressed during the develop-
ment of such a program revolve around the training of
in-house personnel, the adaptation of features of the
Program to fit in-house resources, and the development of
appropriate physical facilities.
4. Recommendations
Both the pproaches to leadership have proven
themselves as management development vehicles of great
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potential benefit to the Agency. The next step is to
adapt and consolidate these experiences so that they
will have a continuing, systematic input to the growth
of Agency managers. The actions described as Option 3
in both cases are recommended as the general route
toward this goal.
To proceed in this direction, two things are
required:
(1) Designation of a Leadership Development
Group, with responsibility for policy direction, guid-
ance and support to these efforts. Senior OMS and OTR
officials should constitute this small group, under the
rotating chairmanship of the Deputy Directors of OTR
and OMS.
(2) Creation of a joint OTR/OMS Working Group STATINTL
to implement actions consistent with the direction pro-
vided by the Leadership Development Group.
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Next 3 Page(s) In Document Exempt
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MEMORANDUM FOR: Harry E. Fitzwater
Director of Training
Charles A. Bohrer, M.D.
Director of Medical Services
Ph.D.
Chief, Psychological Services Staff
Office of Medical Services
ZZ-26 March 1976: A Follow-up
Report
-AD/A Registry
-3o 8'T7
1. Evaluative data from participants in the Seminar
is of three types: (a) Oral group reports presented at the
closing session of the seminar; (b) Written evaluations
accomplished during and at the end of the Seminar, and
(c) Written evaluations accomplished five to eight weeks
after the Seminar. The group reports and some of the written
evaluation material were summarized in the Course Report pre-
pared by the Course Coordinator, in his memo to
DTR, 2 April 1976. There is a great deal of useful detail
in the written evaluations, all of which has been retained
and is available for review. For summary purposes, presented
here are (Tab A) ratings of the extent to which participants
felt the seminar achieved its objectives, as judged on
26 March, the last day of the course, and (Tab B) summary
responses to a follow-up questionnaire sent to the 21 partici-
pants on 27 April. Twenty of the 21 participants completed
the end-of-course critique. Eighteen participants had com-
pleted and returned the follow-up questionnaire by 21 May.
STATINTL
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SUBJECT: The 22-26 March 1976:
A Follow-up Report
2. Highlights of the findings:
(a) All five course objectives. were seen as having
been met to a high degree at the end of the seminar, with
86% of the ratings indicating achievement at a level
higher than "satisfactory".
(b) The seminar objective rated as most successful
was that concerning how to deal constructively with change.
(c) The high positive perception of the value of the
course was sustained over the follow-up period.
(d) Such shifts in perception as occurred were more
often in a positive than a negative direction.
(e) Fifteen participants (71% of the total group)
cited examples of ways in which the Seminar had been use- STATINTL
ful in dealing with problems on the job in the weeks
following the Seminar.
Attachments
As Stated Above
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 Ratir rtWec orc el"se Oflhi1c1 raA-RDP80hQ 47%,&Q01089OQi10J)& 4 the
seminar achieved these objectives for you".
Frequency of Each Rating
Satis- To Not
Very f-actor- Some At
Course Objective Well Well ily Extent All
Provide an understanding
of how and why people
feel, think, and behave
as they do.
Foster additional insight
into your own motives and
behavior.
Provide a framework for
understanding employee-
organizational problems
and assessing which can
be remedied and which
cannot.
11
8
1
9
8
3
5
9
6
Present guidelines for 14 5 1
participating and deal-
ing with the stress of
change, both for your-
self and others.
Broaden your understand- 10 7 2 1
ing of the many facets of
the role of the leader
and provide a basis for
flexible leadership be-
havior.
Total Response (percent) 49% 37% 13% 1%
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Questions in Follow-up Evaluation Questionnaire
1. While the Seminar had a number of specific objectives, it aims
ultimately at improving the participant's effectiveness as a
manager and leader by utilizing the understanding and insight
into behavior of self and others in dealing with individual/
organizational problems. While this is tough to evaluate and
the time frame is limited, could you offer some comment on the
achievement of this objective?
All respondents commented favorably ("objective was achieved---
extremely useful---singularly successful---outstanding").
Elaborations dealt with some aspect of heightened awareness.
of the factors important in the behavior of self and others
and the relevance of these to successful functioning on the job.
Examples: "The seminar has opened up new thought patterns---I
think I know myself better --- I find myself spending more time
listening to subordinates and talking about the real problems
which are underlying apparent problems --- opened up the cobwebs
in my mind --- actions and motives only dimly understood in the
past have become clearer --- I have been amazed at the power of
the ideas." Those who qualified their responses did so with
reference to the limited time frame and/or lack of objective
evidence of their own improvement as a manager and leader.
None felt the objective had not been achieved. STATINTL
2. If you have found the useful to you in under-
standing, resolving, or dealing e ectively with an individual
or organizational problem in the short time since the Seminar,
please indicate briefly the nature of the problems and how the
Seminar had a useful impact.
Fifteen of the 1S respondents offered examples here. Some were
described in very general terms but the majority were quite
specific, and most often concerned perceived help in the hand-
ling of problems presented by particular subordinates, some of
which had been longstanding and seemingly intractable. The
range of examples, however, was quite wide, and included such
diverse problems as the improvement of relationships between
two offices, the straightening out of communications problems
between two subordinate component chiefs, lessening the negative
impact of change due to physical relocation of several compo-
nents, and significant contribution to the thinking of one
participant who had been asked to generate a series of major
papers on Agency management issues.
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3. Is o 1 T4 te~a~se 2~1/~lh/80S~rW i P&O P4 8 2-r4 any re-
spect from what it was when you left Mon Friday, March 26th?
Ten said, essentially, no; many adding that their highly posi-
tive perception of the program persists.
Five stated that they view it as more valuable, or see parts
of it as making more sense, than they did at the close of the
Seminar.
One felt that his initial overenthusiasm had been tempered
somewhat; one felt that some of the "good" ideas had slipped
away, and one felt that the initial benefits he had attributed
solely to the had derived at least in part from
the general context of the Seminar and the close contact with
20 fellow senior officers.
4.
Any other comments
or participants?
you
(No
care
need
to
to
make on changes, future
repeat what you have told
runnings,
us
earlier unless you want to
do
so for added emphasis.)
No really new themes emerged here. Several repeated suggestions
for specific changes, but others warned emphatically against
"tinkering with what is obviously a good program". Many urged
continuation, with at least two runnings a year, and urged par-
ticipation by managers at a similar or higher level. There
were several suggestions for some type of refresher or follow-
up to reinforce the lessons learned. Those who compared the
program with similar experiences elsewhere judged it superior
without exception.
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