Directors of the Central Intelligence as Leaders of the U.S. by Douglas F. Garthoff PDF

By Douglas F. Garthoff

ISBN-10: 1929667140

ISBN-13: 9781929667147

This authoritative publication throughly explains how each one director of important Intelligence sought to satisfy his "community" function, that of bettering the cooperation one of many elements of the nation's intelligence neighborhood lower than his management. Explores that the nation's leaders anticipated of administrators and the way these keeping the accountability tried to hold it out.

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Extra resources for Directors of the Central Intelligence as Leaders of the U.S. Intelligence Community, 1946-2005

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Another important subject handled in this way was economic intelligence. Treasury and State were inclined to think of 24 CIA later would gradually develop its own substantial analytic capability (the kind of capacity associated with a line organization), but in the 1940s it was expected simply to integrate information provided by others (a function more appropriate to a staff). In fact, Sherman Kent, the Yale University professor who worked at CIA in the 1950s and 1960s and is regarded there as the “father” of modern intelligence analysis, in 1949 warned that the new CIA should not become competitive with intelligence organizations in other departments or seek to supplant their substantive work with its own.

He had carried further the process begun by Vandenberg in 1946 of increasing intelligence capabilities directly under his command and had formed the basic structure for the modern CIA. Thus, as he strengthened—indeed established—an important personal role for the DCI within the executive branch, he also promoted the dual nature of the intelligence capabilities underlying the DCI’s power and influence, the two “hats” coming to symbolize separate agency and community roles. Even the NIE process run by Sherman Kent over time became perceived as less community-oriented as CIA took over a large share of the research and drafting that supported the community’s premier product.

This dominating performance ended the festering issue and introduced a new era of active use of the Interagency Advisory Committee (IAC), which had replaced the IAB in January The full title of the report is Allen W. Dulles, William H. Jackson, and Mathias F. Correa, Report to the National Security Council on the Central Intelligence Agency and National Organization of Intelligence. 18 Karalekas, History, 135–37. 19 Allen Dulles’s general counsel at CIA, Lawrence Houston, spent a lot of time and effort trying to strengthen the DCI’s position relative to the other intelligence chiefs.

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Directors of the Central Intelligence as Leaders of the U.S. Intelligence Community, 1946-2005 by Douglas F. Garthoff

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