POSSIBLE PICTURES/GRAPHICS FOR DDA EXCHANGE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00114R000100080001-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 34
• Document Creation Date: December 15, 2016
• Document Release Date: November 28, 2001
• Sequence Number: 1
• Content Type: PHOTO

Approved For Release 2002/01/08 : CIA-RDP86-00114R0001T0'008UU
POSSIBLE PICTURES/GRAPHICS
FOR DDA EXCHANGE
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 BITS
PIECES
A MONTHLY MIXTURE
OF MORSE SENSE
AND COMMON SENSE
ABOUT WORKING
WITH PEOPLE.
Beware of
"tunnel vision" ...
A stimulating
challenge ... 10
Lend a helping hand ... 14
Attitude makes
the difference ... 21
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 BITS
PIECES
Editor: MARVIN G. GREGORY
Contributing Editor: ARTHUR ZITO
Illustrations by Bill Lent
 NOTHING IS QUITE so annoying as to have
someone go right on talking when you're
interrupting.
The most valuable gift you can give another
is a good example.
A GOOD SUPERVISOR, they say, is someone who
can step on your toes without messing up
your shine.
A MAN WHO had just been promoted to
vice-president boasted so much about it
to his wife that she finally retorted: "Vice-
presidents are a dime a dozen. Why, in the
supermarket they even have a vice-president
in charge of prunes."
Furious, the husband phoned the super-
market in the expectation of refuting his
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 wife. He asked to speak to the vice-president
in charge of prunes.
"Which kind?" was the reply. "Packaged
or bulk?"
There is little doubt that we are becoming
highly specialized in almost every field of
human endeavor. It is one of our strengths.
Unfortunately, it's also one of our weak-
nesses.
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 People who devote their entire time and
effort to one particular kind of problem
develop special skills and knowledge which
make them experts in that particular area.
Without exposure to other concerns, how-
ever, they may also develop "tunnel vision."
Tunnel vision, says The Wall Street Journal,
prevents executives from seeing beyond the
special problems of their own departments.
It results in a "narrow, one-sided, inflexible
view."
It's a common ailment-even among
otherwise competent leaders. Most manag-
ers or supervisors get their start, of necessity,
in one specialty or another. The tendency-
at the bottom of the ladder-is for people to
know more and more about less and less.
Unfortunately, the more knowledgeable
some individuals become in their own work,
the more all-important it becomes, in their
way of thinking, and less sensitive they are to
the viewpoints of people in other depart-
ments.
How do managers widen their own view-
points and those of the people under them?
The best way is by recognizing the dangers
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 of "tunnel vision" and fighting against it from
the very start. They use every possible
contact to broaden their point of view and to
understand the problems of the other depart-
ments and the business as a whole.
They don't build fences around their own
departments. They make an effort to under-
stand the jobs of other executives and what
their departments are trying to accomplish.
They don't automatically take issue with
everything others say, and act as if the work
of others is in competition with their own.
Nor do they respond in kind when the others
do something shortsighted.
They also make a real effort to see where
their activity fits in the overall picture. They
know that many problems cut across organi-
zation lines-what's best for their section or
department may not always be what's best
for the company as a whole. They appreciate
the difference between a department and
company point of view.
You'll seldom find them mistaking their
corner of the office for the whole building.
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 A PsYCxoLOCY professor conducted an exper-
iment to prove a point about work. He hired
a man to hit a log with the reverse side of an
ax. The man was told that he would be paid
twice the amount he normally made. The
fellow lasted half a day. He gave it up,
explaining, "I have to see the chips fly."
AMERICA HAS become so tense and nervous it
has been years since I've seen anyone asleep
in church-and that is a sad situation.
A company is known by the people it
employs.
THERE ARE FEW, if any, jobs in which ability
alone is sufficient. Needed also are loyalty,
sincerity, enthusiasm, and cooperation.
Two CATERPILLARS were crawling across the
grass when a butterfly flew over them. They
looked up, and one nudged the other and
said:"You couldn't get me up in one of those
things for a million dollars!"
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 FicxT oNE MORE round. When your feet are so
tired that you have to shuffle back to the
center of the ring; fight one more round.
When your arms are so tired that you can
hardly lift your hands to come on guard, fight
one more round. When your nose is bleeding
and your eyes are black and you are so tired
that you wish your opponent would crack
you one on the jaw and put you to sleep, fight
one more round-remembering that the man
who always fights one more round is never
whipped.
IF You ExPECT perfection from people, your
whole life is a series of disappointments,
grumblings and complaints. If, on the
contrary, you pitch your expectations low,
taking folks as the inefficient creatures which
they are, you are frequently surprised by
having them perform better than you had
hoped.
TxE PERSON wxo gets ahead is the one who
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 does more than is necessary-and keeps on
doing it.
FEw MONTHS after moving to a small
town a woman complained to a neigh-
bor about the poor service at the local
drugstore. She hoped the new acquaintance
would repeat her complaint to the owner.
Next time she went to the drugstore, the
druggist greeted her with a big smile, told her
how happy he was to see her again. He said
he hoped she liked their town and to please
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 let him know if there was anything he could
do to help her and her husband get settled.
He then filled her order promptly and
efficiently.
Later the woman reported the miraculous
change to her friend. "I suppose you told the
druggist how poor I thought the service
was?" she asked.
"Well, no," the woman said. "In fact-and
I hope you don't mind-I told him you were
amazed at the way he had built up this small
town drugstore, and that you thought it was
one of the best run drugstores you'd ever
seen."
SIGN IN A FACTORY SupervlSOr'S office: Cau-
tion-besure brain is engaged be f ore putting
mouth in gear.
KEEP oN colNC and the chances are you will
stumble on something, perhaps when you are
least expecting it. I have never heard of
anyone stumbling on something sitting
down.
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 IF You TELL a man there are 300 billion stars in
the universe, he'll believe you. But if you tell
him a bench has just been painted, he has to
touch it to be sure.
Be kind. Remember everyone you meet is
f ig/tting [l hQrd battle. T.H. THOMPSON
LEADERS HAVE tW0 lmpOrtant CharacterlstlCS:
first, they are going somewhere; second, they
are able to persuade other people to go with
them.
A Yourrc woRxER who had been loafing for
most of the past year approached an older
man just before he was to be reviewed for a
raise. "Do you think," he asked anxiously,
"that if I really work hard for the next two
weeks, I'll get a raise?"
"Son," the older worker replied, "you
make me think of a thermometer in a cold
room. You can make it register higher by
holding your hand over it, but you won't be
warming the room."
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 NOTHING IS EASIER than falllt-finding; n0
talent, no self-denial, no brains, no character
are required to set up in the grumbling
business.
N his book, How to Win Friends and
Influence People, ?Simon & Schuster,
Inc., Dale Carnegie tells the story of a steel
mill manager, under Charles Schwab, whose
men weren't producing their quota of work.
"How is it," Schwab asked, "that a man as
capable as you can't make this mill turn out
what it should?"
"I don't know," the man replied, "I've
coaxed the men; I've pushed them; I've
sworn and cussed; I've threatened them with
damnation and being fired. But nothing
works. They just won't produce."
It happened to be the end of the day, just
before the night shift came on.
"Give me a piece of chalk," Schwab said.
Then, turning to the nearest man: "How
many heats did your shift make today?"
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 Without another word Schwab chalked a
big figure six on the floor, and walked away.
When the night shift came in, they saw the
"6" and asked what it meant. "The big boss
was in here today," the day men said. "He
asked us how many heats we made, and we
told him six. He chalked it down on the
floor."
The next morning Schwab walked through
the mill again. The night shift had rubbed out
"6" and replaced it with a big "7."
When the day shift reported for work the
next morning, they saw a big "7" chalked on
the floor. So the night shift thought they were
better than the day shift, did they? Well, they
would show the night shift a thing or two.
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 They pitched in with enthusiasm and when
they quit that night, they left behind them an
enormous, swaggering "10."
Shortly the mill, which had been lagging
way behind in production, was turning out
more work than any other mill in the plant.
"The way to get things done," said Schwab,
"is to stimulate competition. I do not mean in
a sordid, money-getting way, but in the desire
to excel."
A coon Boss is someone who takes a little
more than his share of the blame and a little
less than his share of the credit.
I'vE sEErr BOYS on my baseball team go into
slumps and never come out of them, and I've
seen others snap right out and come back
better than ever. I guess more players lick
themselves than are ever licked by an
opposing team. The first thing any man has to
know is how to handle himself.
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 ANCEx is or?rEN more harmful than the injury
that caused it.
When Leonardo da Vinci was working on
his painting "The Last Supper," he became
angry with a certain man. Losing his temper
he lashed the other fellow with bitter words
and threats. Returning to his canvas he
attempted to work on the face of Jesus, but
was unable to do so. He was so upset he could
not compose himself for the painstaking
work. Finally he put down his tools and
sought out the man and asked his forgiveness.
The man accepted his apology and Leonardo
was able to return to his workshop and finish
painting the face of Jesus.
You never get a second chance to make a
good first impression.
PEOPLE cAN sE divided into three groups:
those who make things happen, those who
watch things happen, and those who wonder
what happened.
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 URING A HIKE In the WOOCIS a trOOp Of bOy
scouts came across an abandoned
section of railroad track. Each, in turn, tried
walking the rails but eventually lost his
balance and tumbled off.
Suddenly two of the boys, after consider-
able whispering, offered to bet that they
could both walk the entire length of the track
without falling off. Challenged to make good
their boast, the two boys jumped up on
opposite rails, extended a hand to balance
 each other, and walked the entire section of
track with no difficulty whatever.
There, in a nutshell, is the principle of
modern business and community living. The
day of the hermit and the lone wolf are gone
forever. We do things better, we produce
more, and we live better by helping each
other. The fellow who lends a helping hand
benefits himself at the same time as he helps
the other fellow.
The reverse is also true. When we don't
help each other, when we don't cooperate,
the whole system starts to rattle and shake.
The difference between a good company
and a poor one, an effective department and
an inefficient one, is often reflected in the
cooperation, or lack of it, among the people
who work there. When people help each
other, freely and voluntarily, there's a spirit
of teamwork that makes a department or
company really go-a pleasure to be associ-
ated with. When there's no cooperation-no
spirit of the helping hand freely given-what
might have been pleasant jobs become
grudging chores.
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 Do you recall when Edmund Hillary and
his native guide, Tenzing, made their historic
climb of Mt. Everest? Coming down from
the peak Hillary suddenly lost his footing.
Tenzing held the line taut and kept them both
from falling by digging his ax into the ice.
Later Tenzing refused any special credit for
saving Hillary's life; he considered it a routine
part of the job. As he put it: "Mountain
climbers always help each other."
Should the rest of us be any different?
People rarely succeed at anything unless they
have fun doing it.
THE conL of criticism is to leave the person
with the feeling that he or she has been
helped.
THE DEVELOPMENT OF a neW prOdUCt 1S a three
step process: first, an American firm an-
nounces an invention; second, the Russians
claim they made the same discovery twenty
years ago; third, the Japanese start exporting
it.
 SOONER OR LATER, people, if they are wise,
discover that business life is a mixture of
good days and bad, victory and defeat, give
and take. They learn that .. .
-it doesn't pay to be a sensitive soul-that
they should let some things go over their
heads.
-a person who loses his temper usually loses.
-everyone has burned toast for breakfast
now and then, and that they shouldn't take
the other person's grouch too seriously.
-carrying a chip on one's shoulder is the
easiest way to get into a fight.
-it doesn't matter so much who gets the
credit as long as the business shows a
profit.
-buck-passing usually turns out to be a
boomerang.
-it doesn't do any harm to smile and say
"Good morning," even if it is raining.
-a lot of other people are as ambitious as
they are, that others have brains that are as
good or better, and that hard work and not
cleverness is the secret of success.
-most bosses are not monsters trying to
17
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 get the last ounce of work out of them
for the least amount of pay.
-the gang is not any harder to get along
with in one place than another, and that
"getting along" depends about 98 per-
cent on their own behavior.
The best way to forget your own problems is
to help someone else solve theirs.
IT ISN'T THE incompetent who destroy an
organization. The incompetent never get in a
position to destroy it. It is those who have
achieved something and want to rest upon
their achievements who are forever clogging
things up.
Temper is what gets most o f us into trouble.
Pride is what keeps us there.
THE TROUBLE WITH people W110 talk t00 fast 1S
that they often say something they haven't
thought of yet.
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 EORGE V. DENNY, JR., founder and mod-
erator of the Town Meeting of the Air
had a little ball that he liked to display when
the question of differences between people
came up for discussion. Grasping the ball
tightly in his hand, he would ask, "What color
is it?" The person questioned would take a
quick look and answer: "Black."
Denny then shook his head. "The part I see
is white." He would give the ball aturn-the
other half was white.
"We could never agree on the color of this
ball," he pointed out, "unless you knew my
point of view, and unless I realized you were
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 looking at it from another point of view.
Many disagreements could be settled if
people would only look at both sides of the
ball."
Men do not stumble over mountains, but
over molehills.
A susuRSnNiTE PuT on alast-minute spurt of
speed to catch his train-but missed it. A
bystander remarked, "If you had just run a
little faster you would have made it."
"No," the suburbanite replied, "it wasn't a
case of running faster, but of starting sooner."
Cooperation is doing with a smile what you
have to do anyway.
THis courrTRY is where it is today on account
of the real common sense of the big normal
majority.
 Loin, wxEN we are wrong, make us willing to
change. And when we are right, make us easy
to live with.
A person is about as big as the things that
make him angry.
xExE is very little difference in people,
says Clement Stone, but that little
difference makes a big difference. The little
difference is attitude. The big difference is
whether it is positive or negative.
Nowhere is this principle better illustrated
than in the story of the young bride from the
East who, during the last war, followed her
husband to an Army camp on the edge of the
desert in California. Living conditions were
primitive at best, and he had advised against
it, but she wanted to be with him.
The only housing they could find was a
run-down shack near an Indian village. The
heat was unbearable in the daytime-115
degrees in the shade. The wind blew con-
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stantly, spreading dust and sand all over
everything. The days were long and boring.
Her only neighbors were the Indians, none of
whom spoke English.
When her husband was ordered farther
into the desert for two weeks of maneuvers,
loneliness and the wretched living conditions
got the best of her. She wrote to her mother
that she was coming home-she just couldn't
take any more. In a short time she received a
reply which included these two lines:
Two men looked out from prison bars,
One saw mud, the other saw the stars.
She read the lines over and over and began
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to feel ashamed of herself. And she didn't
really want to leave her husband. All right,
she'd look for the stars.
In the following days she set out to make
friends with the Indians. She asked them to
teach her weaving and pottery. At first they
were distant, but as soon as they sensed her
interest was genuine they returned her
friendship. She became fascinated with their
culture, history-everything about them.
She began to study the desert as well, and
soon it, too, changed from a desolate,
forbidding place to a marvelous thing of
beauty. She had her mother send her books.
She studied the forms of the cacti, the yuccas
and the Joshua trees. She collected seashells
that had been left there millions of years ago
when the sands had been an ocean floor.
Later, she became such an expert on the area
that she wrote a book about it.
What had changed? Not the desert; not the
Indians. Simply by changing her own atti-
tudeshe had transformed a miserable experi-
ence into a highly rewarding one.
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 A FELLOW wns walking along the street one
day with two small boys, each wailing
loudly. A neighbor yelled to him, asking what
was the matter. "What's wrong with the
whole world," replied the man. "I've got
three pieces of candy and each boy wants
two !"
WOULDN'T iT sE nice to be as sure of anything
as some people are of everything?
TxE succESSFUL manager of men derives his
satisfaction from achieving with people. He
takes real pride in surrounding himself with
strong people and in helping them achieve.
He recognizes that in a world which is
changing economically and socially and
which is accumulating technical knowledge
rapidly, he and his people are confronted
with the need to cope skillfully with these
changes. To keep his business competitive in
an ever-changing society, he holds a very
strategic position. Helping his people grow
with the times is his opportunity and his
challenge.
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DDA EXCHANGE
"COMMENT" AUTHORS
Apr
76
Blake
DD/A
Jul
76
Bush
DCI
Oct
76
Malanick
ADDA
Jan
77
Knoche
DDCI
Apr
77
Blake
DD/A
Jul
77
Turner
DCI
Oct
77
Wells
DDO
Jan
78
Dirks
DD/S&T
Apr
78
Bowie
D/NFAC
Jul
78
Waller
IG
Oct
78
Hetu
OPA
Jan
79
McMahon
DDO
Apr
79
Wortman
DD/A
Jul
79
Carlucci
DDCI
Oct
79
Ware
D/EEO
Feb
80
Clarke
D/NFAC
May
80
Hitz
OLC
Aug
80
Lipton
COMPT
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DDA EXCHANGE
QUOTE OF THE QUARTER
Apr 76 Plan ahead it wasn't raining when Noah built the Ark.
General Features Corporation
Jul 76 All our actions should be regulated by one uniform Plan - and
that Plan should have one object only in view, to wit, the
good of the service. Where this is the case, although there
may be a diversity of opinion, there can be no real
obstruction. - I hope all of these little rubs will be done
away by your prudent management.
George Washington
Oct 76 just as it is more exciting to build a new boat than to
scrape away the barnacles year after year, there is a
tendency to give higher priority to a new dramatic policy
initiative than to consider the programs we already have to
see how they can be improved- - to scrape away the
"barnacles", that build up over time around almost program or
agency.
(Memorandum for D/OMB dated July 24, 1976, that inaugurates
the Presidential Management Intitatives program in the
Federal Government.)
Jan 77 All is straightforward to him who can understand, all is plain
to the man who has knowledge.
Proverbs
Apr 77 Coming together is a beginning; keeping together is progress;
working together is success.
Henry Ford
Jul 77 A mind stretched by a new idea never returns to its original
dimensions.
Oct 77 Today is not yesterday. We ourselves change. How then can
our work and thoughts if they are always to be the fittest,
continue always the same.
Carlyle
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Jan 78 No way of thinking or doing, however ancient, can be trusted
without proof.
Henry David Thoreau, Walden
pr 78 I can say to you with real confidence that I doubt that
anywhere else in the business world or in government will you
find more dedicated, more capable public servants than in the
CIA and the other associated intelligence organizations in
our country. They have an admirable record, and with this I
am confident we have the foundation on which to rebuild
public confidence which is much deserved.
Turner
ul 78
All human progress, like baseball, involves a certain amount
of risk. You can't steal second while keeping one foot on
first.
ct 78
Men do not stumble over mountains, but over molehills.
Confucius
an 79
Tell
Show
But
me and I'll forget.
me and I may remember
involve me and I will understand
pr 79 No quote
ul 79 The rung of a ladder was never meant to rest upon, but only to
hold a man's foot long enough to enable him to put the other
foot somewhat higher.
Thomas Huxley
ct 79 You'll get no laurel crown for outrunning a burro.
eb 80 What is now proved was once only imagined.
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May 80 Laws should be like clothes. They should be made to fit the
people they are meant to serve.
Clarence Darrow
Aug 80 Never ask of money spent
Where the spender thinks it went.
Nobody was ever meant
To remember or invent
What he did with every cent.
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> These two items (comment authors and quotes of the
quarter) are now kept as script files on DDA 110
(Imogene's minidisk). Filenames are:
EXCHCOM SCRIPT
EXQUOTE SCRIPT
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