DCI MEETING WITH THE MANAGEMENT ADVISORY GROUP FOR THE INTELLIGENCE DIRECTORATE (MAGID)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80M00165A001200040028-8
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 11
• Document Creation Date: December 15, 2016
• Document Release Date: March 25, 2004
• Sequence Number: 28
• Publication Date: June 8, 1977
• Content Type: AG

Approved For Rele~e 2004/03/31 :CIA-RDP80M00165A00''I'~00040028-8
DCI MEETING WITH THE i~I.ANAGEMENT ADVISO.t Y
GROUP FOR ~.CHE INTELLIGENCE DIRECTORATE (M'~~GID}
Issue #1 Communications: Staff (15 min)
Issue #2 Commur..icata:ons : Sub-
stantive Guidelines (15 min)
Issue #3 Internal Coordination
of Intelligence (15 min)
Issue #4 Interagency Cooperation (10 min)
General Discussion (5 min)
,Additional problems, not for discussion at this meeting,
are attached for your consideration.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Iss~pp~a~ved For Rel
5A0~00040028-8
Problem;
Our colleagues in the DDT are concerned about the
gaps in communication --content, timeliness and dissemi-
nation--between employees and you and your staff. Far
example, two areas which have provoked much discussion
and uncertainty are the upcoming reorganization of the
Intelligence Community and the public tours of the
building.
Recommendations:
--Make every attempt to inform Agency employees
about programs and changes that would be of concern
to them before they are announced in the press;
--Expand Notes from the Director or other Agency-
wide notices to provide a forum for timely, forth-
right, factual accounts of initiatives, programs
and options under consideration that may affect
the future structure or direction of the Agency;
--Distribute Notes from the Director to every
employee;
---Do not rely on staff meetings to communicate
items of significance to every employee;
--Strengthen the role of DDCI or any other
appropriate CIA officer, who wilt have the time
which you lack in your role as DCI, to clarify and
express your aims to Agency employees in your
absence;
--Continue to use Management Advisory Groups (MAG)
as a vehicle for two-way communication.
Reduce the rumor mill
and improve morale;
Create an atmosphere
more conducive to im-
proving the intelli-
gence product;
Improve the 7_ongterm
planning capa.b ~. li ties .
Difficulty in explain-
ing (substantively and
not superficially) glans
that have not yet been
fully formulated;
Place additional
responsibilities on
you and your staff.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 I s s v,,~p~-~ved
DDI analysts are having difficulty responding
efficiently to your needs because of uncertainty over
what you want and the formats your prefer or require.
Recommendations:
--Communicate better to analysts the reasons why
briefing drafts are not used. The analysts can
then send you updates on briefings that may be
used later or publish elsewhere drafts that are
rejected;
--Determine how analysts can provide you with
necessary background data. You might consider
taking substantive specialists with you to parts
of some briefing sessions and holding periodic
seminars with appropriate analysts;
~-Establish a regular feedback system so analysts
will know how their product is received when you
brief and will be quickly informed of additional
requests for information from consumers;
~-Review the expenditure of resources that-many
of us commit to even the most casual request from
your office to ensure that information is sent to
you without undue formalization, time consumption,
or coordination with intermediate level supervisors;
~~Reform the process by which your requests are
transmitted to working level analysts to ensure
that they are not distorted by several levels of
interpretation;
--~Pravide ready access to someone on your staff
who will clarify your requests when necessary.
Pros Cons
Use resources more Place more demands on
efficiently; your time and that of
your staff;
Improved responses too
your r_equir..ements and. May reduce intermediate
those of consumers; level review.
5trc~aml:i.ne flow of ir_fo~.~r~at.~_on.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Issue #3
Approved F
ni~ ~ ~~910028-8
There is a continuing problem of insufficient
coordination in the production of intelligence both
within the DDT and between DDI and DDO offices. There
have been cases where-the President's Daily Brief (PDB)
has been altered at the early evening meeting of senior
managers without coordination with the responsible analyst.
There have also been cases where the DDO has submitted
articles for publication in the PDB without consulting
with the appropriate DDI office. Tn addition, informal
office papers (.those published routinely or in response
to ad hoc requests} are often distributed outside the
Agency without coordination, and we assume these papers
are construed to represent official agency positions
when, in fact, they do not, As a consequence, errors of
substance or meaning have been discovered.
Recommendat-ions:
--Coordinate last minute additional items and alter-
ations to drafts for the PDB, except minor editorial
changes, with a representative from the appropriate
office;
--Fully coordinate all DDO contributions to current
intelligence products;
---Coordinate with all appropriate offices those
papers, including formal ones, that are submitted
to non-Agency consumers and that deal with topics
which are the responsibility of more than one office.
Pros Cons
I~i,nimi,ze errors of fact or Increase production
interpretation; time.
Prevent overemphasis on
Mingle source reporting,
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Iss,~-Ppr~i~ed For Relea~~~lc.~,C19~tkNk40~P6~5A00'F1~0040028-8
Problem:
The Agency often has difficulty obtaining the
cooperation of other USG departments and agencies. This
is particularly true in receiving necessary inputs for
conducting the analytic process.
The Agency seldom receives feedback on its products.
Recommendations:
--Solicit the cooperation of other departments and
agencies in providing Agency analysts with access
to their data; for example, data on US policies
needed for intelligence analyses;
--Seek feedback on our products; for example,
request those officials who use our biographic
reports on foreign nationals to provide comments
on their accuracy and suggestions for additional
inclusions;
--Consider CIA policy of circulating to other
departments and agencies a list of forthcoming
publications. Request that those other depar~ments
and agencies reciprocate;
---Consider forming a centralized Office of Executive.
Liaison to coordinate interagency cooperation.
Bettex Intelligence product; Requires more effort
all around, which will
Better Interagency working possibly detract from
relationships. efficiency.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Issue # Interage- ^y coordination _of In~telli~~~nce
Approved For Rele2004/03/31 : CIA-RDP80M00165A00~0040028-8
Problem:
The NIO system has fostered an increasing tendency
to view interagency intelligence reports and NIEs
as the primary method of dealing with controversial
issues. Those products are fully coordinated intelli-
gence and, as such, supposedly represent agreed community
positions; in reality, the end product is often of
little value- to the policy maker. The judgments
contained in those reports are so compromised that.
they are confusing and sometimes misleading. Each
agency's position is eroded during the coordination
process to-the point that only a superficial assess-
ment of the issues in possib]_e. Additionally, the
final product is likely to be an unbalanced, biased,
and possibly inaccurate presentation due to circum-
vention of the coordination process by some agencies.
For example, the military services and DIA often at
the last minute submit a "parallel text" that restates
their original position, including those portions
that were deleted during coordination. The other
agencies usually are >nable to counter that tactic
without restating thei~ro~~;n initial views. Consequently
they acquiesce.
Recommendation:
--Encourage more intelligence analysis and
production by CIA without coordination with
other agencies;
--Reduce the number of interagency intelligence
products;
--Use the NIO system to produce a community
product only when a coordinated view is determined
to be absolutely necessary;
--Prohibit parallel text containing dissenting
assessments after approval of the final draft
of an interagency paper.
Results in more conc~.se Forces the consumer to
yet detailed intelligence; judge relative merits of
individual agency analysis;
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Approved For Relea~2004/03/31 :CIA-RDP80M00165A00'I~fi0040028-8
Clear identification of Could generate increased
agency differences; interagency rivalry.
Shortens production time
and increases timeliness of
the product.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Issue # - "Post Office Box"
Approved For Relea?~20 - 00165A00'0040028-8
Not all employees are aware that you have offered
an open-ended invitation for them to send you questions
or issues they would like you to address.
Recommendation:
--Reannounce the above policy in an issue of
Notes from the Director and in one of your
staff meetings.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Iss Approved For Relea e 1 ~ y - 001040028-8
Problem:
The Suggestion Awards Committee lacks the exper-
tise and authority to make decisions on suggestions
forwarded by employees. It sometimes gives awards to
people for suggestions that should be considered integral
parts of their jobs.
--Give the Committee sufficient authority to act
on suggestions so that it does not serve only as
an intermediary between the "suggester" and the
component affected by the suggestion.
--Eliminate the practice of awarding people for
suggestions that should be considered integral
parts of their jobs.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Issue # ~~~~~80M00165A001+~$0040028-8
Approved For Rele~ 2004/03/31 J
In some work areas, smokers are having an adverse
effect on the working abilities of nonsmokers.
Recommendation:
--Lend your support to the various MAG groups
trying to find an equitable solution to this
problem.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8
 Issue # Management Training
Approved For Relea~r+2004/03/31 :CIA-RDP80M00165A001~0040028-8
Problem:
Inefficient and iYladequately trained management
often causes
-inefficient use of resources
-lack of coordination among resource, personnel,
and program planning
-lack of systematic management development program
Recommendations:
--Develop a systematic managerial development
program ensuring each individual is trained in
appropriate managerial skills before progressing to
the next managerial level;
--Expand the Directorate-level Management intern
program to the Office and Group levels, giving
potential managers opportunities for additional
administrative experience;
--Consider a managerial career service, enabling
people to be evaluated and promoted on their
managerial skills.
Approved For Release 2004/03/31 :CIA-RDP80M00165A001200040028-8