STATE OF THE OFFICE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00534R000100080010-7
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 2
• Document Creation Date: December 15, 2016
• Document Release Date: December 10, 2003
• Sequence Number: 10
• Publication Date: December 17, 1981
• Content Type: LIST

Approved F Release 2004/05/12: CIA-RDP84-00000100080010-7
STATE OF THE OFFICE
I. NEW YEAR
A. A time for reflection/reassessment on 1981.
B. A time to recharge our batteries and recommit ourselves.
C. A time for renewed motivation from the top down.
II. HISTORICAL BACKGROUND
A. A succession of strong,''forceful leaders/personalities.
B. A long history and a strong tradition. Good roots.
C. An office with considerable "clout" power and access.
D. An office on the defensive after Watergate and Turner.
A. Excellent spokesman for the office - knowledgeable and
articulate.
B. A good combination at the top - can complement each other.
C. Dedicated (but individualistic) senior managers.
D. An office image of being responsive - good at putting out
"fires'."
E. By and large, a good career service, with capable young
officers.
F. Morale appears to be on the upswing, with some mixed reviews.
G. Some recent significant office successes -1 - .1 25X1
Area Security Program, PD reorganization, etc.
H. Space in Headquarters, the seat of power and influence.
IV. POSSIBLE WEAKNESSES
A. A perception of compromise. Vacillation image. Committee
approach.
B. Some erosion of security clout. Too many inroads into security.
C. A need for better staff work, looking at all sides of the
issue, and then the backbone to stand firm/defend.
D. A need for more teamwork at all levels --too much protection
of "turf."
E. A need to let managers manage. Bogged down in minor details.
F. A need for better time management/discipline. Be on time
for meetings or send a strong spokesman that you will support.
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V. APPROACHES/SUGGESTIONS
A. More self-criticism and truly constructive criticism by all.
B. Smaller mini-conferences, with no agenda, in an informal
atmosphere, in 1/2 day doses.
C. Deal less with special assistants, and press a program of
rapport at the top.
D. Fewer snap decisions. "I'll get back to you" approach.
E. Short, one page, informal, personalized AWPs to supplement
but not replace the more bureaucratic AWP organizational
objectives.
F. More mini-meetings on substantive security issues, and
less time on personnel management matters.
G. More courtesy/respect for the opinions of others. Argue
to the point of decision and then drop it.
H. More sense of team play - as an office, pulling together
in one direction.
I. A little less focus on the flow of papers to the seventh
floor, and a heavier emphasis on personal contact.
J. More direct involvement and active participation by DDs,
who often are negative critics on the sidelines.
K. There should be some candid dialogue between and among the
senior officers after the holidays.
VI. DISCUSSION ITEMS/EXAMPLES
25X1 A. 'The issue. Why such strong emotion?
25X1 B. The June r-Imanagement conference. Why did it fail, and
where was the give and take?
C. The senior officers meeting. Why the shouting matches,
which provided more heat than light? Why the poor
communications?
D. The panel system in the office. Why is there so much
built-in frustration on all sides? Do other offices
have this problem?
E. Action items from the Inspector General report. Why is
there so much foot dragging, and opposition to change?
F. The Christmas party. Was this a committee failure, or
is it indicative of other problems relating to morale,
the economic situation, individual unit functions, or
"all of the above"?
Approved For Release 2004/05/12 : CIA-RDP84-00534R000100080010-7