In 1981, Carolyn McGiffert Ekedahl of the CIA's Soviet office was the unfortunate analyst who was handed the assignment to prepare an analysis on the Soviet Union's alleged support and direction of international terrorism.
Contrary to the desired White House take on Soviet-backed terrorism, Ekedahl said the consensus of the intelligence community was that the Soviets discouraged acts of terrorism by groups getting support from Moscow for practical, not moral, reasons.
"We agreed that the Soviets consistently stated, publicly and privately, that they considered international terrorist activities counterproductive and advised groups they supported not to use such tactics," Ekedahl said. "We had hard evidence to support this conclusion."
But Gates took the analysts to task, accusing them of trying to "stick our finger in the policy maker's eye," Ekedahl testified
Ekedahl said Gates, dissatisfied with the terrorism assessment, joined in rewriting the draft "to suggest greater Soviet support for terrorism and the text was altered by pulling up from the annex reports that overstated Soviet involvement."
In his memoir, From the Shadows, Gates denied politicizing the CIA's intelligence product, though acknowledging that he was aware of CIA Director William Casey's hostile reaction to the analysts' disagreement with right-wing theories about Soviet-directed terrorism.
Soon, the hammer fell on the analysts who had prepared the Soviet-terrorism report. Ekedahl said many analysts were "replaced by people new to the subject who insisted on language emphasizing Soviet control of international terrorist activities."
A donnybrook ensued inside the U.S. intelligence community. Some senior officials responsible for analysis pushed back against the Casey-Gates dictates, warning that acts of politicization would undermine the integrity of the process and risk policy disasters in the future.
Working with Gates, Casey also undertook a series of institutional changes that gave him fuller control of the analytical process. Casey required that drafts needed clearance from his office before they could go out to other intelligence agencies. Casey appointed Gates to be director of the DI and consolidated Gates's control over analysis by also making him chairman of the National Intelligence Council, another key analytical body.
"Casey and Gates used various management tactics to get the line of intelligence they desired and to suppress unwanted intelligence," Ekedahl said.
With Gates using top-down management techniques, CIA analysts sensitive to their career paths intuitively grasped that they could rarely go wrong by backing the "company line" and presenting the worst-case scenario about Soviet capabilities and intentions, Ekedahl and other CIA analysts said.
A Purge
Largely outside public view, the CIA's proud Soviet analytical office underwent a purge of its most senior people. "Nearly every senior analyst on Soviet foreign policy eventually left the Office of Soviet Analysis," Goodman said.
Gates also made clear he intended to shake up the DI's culture, demanding greater responsiveness to the needs of the White House and other policymakers.
In a speech to the DI's analysts and managers on Jan. 7, 1982, Gates berated the division for producing shoddy analysis that administration officials didn't find helpful.
Gates unveiled an 11-point management plan to whip the DI into shape. His plan included rotating division chiefs through one-year stints in policy agencies and requiring CIA analysts to "refresh their substantive knowledge and broaden their perspective" by taking courses at Washington-area think tanks and universities.
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