Documents / FOIA release
This is a CIA office memorandum dated 31 July 1950 from the Assistant Director for Operations to the Management Officer, on a proposed realignment of agency functions. The Office of Operations advises against a general reorganization unless there is clearer evidence that it would benefit CIA, and comments on each recommendation. The phrase "flying saucer" appears only as a joke, describing NSC 50 as "orbiting between the Pentagon and Foggy Bottom." The memo contains no UFO content.
T"0 ptoed For Release 2006/08/1 60-00213A0007000700 3 2-2 Office Memorandum * UNITED STATES GOVERNMENT TO a JManagement Officer DATE: 31 July 1950 FROM r Assistant Director for Operations SUBJECT: Realignment of Certain Agency Functions Ref. (a) Management memorandum of 3 July 1950, subject as above (b) COAPS memorandum of 19 July 1950, subject as above (c) OCD memorandum of 21 July 1950 - subject: Realignment of Liaison Functions (d) OE memorandum of 25 July 1950 - subject: Presentation Function of O1E 1. After a study of the referenced memoranda, the Office of Operations is of the opinion that the general realignment of agency functions as envisaged in Reference (a) is inadvisable unless more conclusive evidence, than has come to light so far, can be found to prove that the changes would be to the benefit of CIA as a whole. 2. At present, there is a flying saucer known as NSC 50 orbiting between the Pentagon and "Foggy Bottom" which may come to rest on our campus and cause a major reorganization of CIA. The Department of State has recently written a memorandum referring to recommendations of the Dulles Committee which, if imple- mented, would create internal changes in CIA. At least twice a week the press tells us that our Director is due for sea duty and, if this happens, the chances are four out of five that his replacement will reorganize CIA if for no other reason than to be able to tell the press that things are going to be different now. 3. Reorganization is an old established American custom, particularly in Government. During the war I went through at least eight of them and, in each case, watched valuable time lost in the resulting confusion until the individual slots in the little boxes on the charts found that they were still doing business with the same people as before, though possibly wearing a new hat, and having regained confidence continued as they had in the past. I feel that the building of an Intelligence Agency is basically dependent on personnel and the confidence they can build up in themselves and in those of other agencies with whom they work. Constant reorganization destroys confidence and creates discontent which causes transfers to other parts of the agency, resulting in an over-all loss to CIA. 4. No Office in CIA is perfect - far from it. Yle are all open to criticism and should welcome it. I received a good, healthy criticism from Management just recently, concurred in by OSI and OIE, and I believe the majority of the items can be taken care of without even thinking about a reorganization. In summation, I agree with that part of Reference (b), para. 5, which begins "let's stop reorgan- izing CIA for twelve consecutive months." 5. To be more specific, the following comments are offered on the various recommendations of Reference (a): MORI/CDF a. Paragraphs (a) and (f) suggest changing the titles of 00 and OCD. W)ie have spent three years educating ourselves and the IAG-whereto-go-in .CIA to accomplish the desired results. To change the titles at this critical Approved For Release 2006/08/l6 CIA-RDP60-00213A000200070032- 2
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FOIA release, from the cia-readingroom collection. The PDF is mirrored here; the original link is above. 3 pages are in the text index: search them above, or from the library's search.