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Those present were: 

ROTATION PLAN MEETING 

21 April 1947 

Mr. William F. Fried.man 

Mr. Mark Rhoads 

Mr. F. B. Rowlett , Dr. s. Kullback 

Dr. A. S1nkov· 

Mr.· D. Glenn Starlin · Captain L. J. Blwood 

Captain R.·w. Stowbridge 

The Chairman opened the' meeting at 1535 by stating that ' 

he felt.that the Committee had as yet not fully complied with 

the directive issued. by the Chief of the Agency (s.o. No. 171), .which asked the Committee to study the p:roblem of rotation of 

personnel and to· submit a suggested policy for approval. He· 

further st~ted that he .thought the Committee might well 

crystallize the purpose of rotation plan, propose basic prin• c:lples, suggest the limits, as regards echelons and classes 

of positions and personnel, to which a rotation policy might be applied,. and.so on. 

After some discussion it vas agreed: (1) that the purpose of a rotation plan is to develop from among the higher person- nel of ASA a nucleus of people who would have as wide a prac- tical knowledge of and experience in all the funot1ons of the 

ASA as possible; {2) that the advantages to be gained would be 

of a long-term nature, viz., to establish a small cadre of 

people competent to operate an ASA installation or.any large 

component thereof whenever and wherever emergency required such installations to be established, whether at home or abroad; 

(3) that in view of the closely integrated nature of the signal. intelligence .and communication security functions of tqe ASAJ 

knowledge and experience in one of these fields is ot great 

assistance in promoting ettectiveness in the other~ so th.at it 

is of advantage to the ASA to have among its first-echelon ' 

personnel a few who have had practical experience in both fields 

so as to provide for various contingencies and situations wnere 

a shift in management personnei might be necessary; and (4) 
·A REF ID: A6-ft34-

that obviously too much or too frequent rotation would not be cond~c1ve to efficiency of current operations, for there ls 

a point where the disadvantages might outweigh the advantages of rota ti.on, !!JO th& t a carefully controlled plan would be 

necessary • 

. Dr. Sinkov stated that there were three.points which 

should be considered: first, it ought to be decided just how 

tar down the scale of positions rotation should be applicable; second, how often allJ' one individual should be moved; and 

third, how often to make such changes. -

, Taking-up the-£irst point, the Chairman stated that the 

discussion might well start vith a consideration of the various 

principal categories of positions which-might be 'Subject to · rotation; that is, whether the rotation should be only interdivisional, or between divisions and start, or bet~een military and c1y111&n personnel, or between headquarters and overseas 

ill$tallations. As to 1,ntra-d1v1sional rotation, it was agreed that .this is a responsibility of the incumbent division chief 

himself. Mr. Rowlett was asked to ~eview briefly just how such 

an intra-divisional rotation was carried' on. ·He stated that 

they bave_two kinda of jobs; those in which broad experience 1s 

desirable, then those which require special knowledge and long experience. Wbat he tries to do i~ to keep an eye on 1nd1v1-

duals, determining Which are essential for long-term: applica- tion in one job and vhich are desirable tor dispersal to different tJ"pes or assignment. He baa rotated the latter· tne of indiv~duals and finds that: the result is that from 5 to 8~ ot 

the personnel rotated have been rotated to advantage. The 

Chairman asked it Kr. Rowlett would consider rotating Branch 

Ohiets, to which Mr. Rowlett answered emphatically in the 

negative o~ the grounds that that would create 1nett1c1enc7. -~he Chairman agreed that rotation ot perao.nnel should not be 

made _at-the expense of efficiency in operation, and all present . agreed tbat the efficiency or the Agency should~come first · rather th.an an7 long-term co~siderat1ons. 

As a result of discussion or the foregoing, it was agreed t_bat there should be two principal categories of rotation: 

(1) amQng.personnel pertorming purely administrative or executive tunctions,,. and {2) among personnel perto:rm1ng purely-tech- nical duties, vhere the knov~how of complex and special tech- . ni"q"Q.es is all important or Yhere a long back8round ot experience with a complex of .closely interrelated signal intelligence pro- blems is quite necessary for ett1cient operation. 

2-

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' ' • 

As to rotation between personnel in operating divisions 

and in staff, and between military and civilian personnel, it 

was agreed th.at such rotation would be highly desirable~ The 

Ch.airman stated in this connection that in view of the many 

contacts between ASA staff and various groups in the War 

Department, and in view of the fact that the Chief of the Agency felt that such contacts ~hould be made by commissioned officers, 1~ was the policy to have the various sections of the staff 

headed by commissioned officers and that as a general rule posi- tions above a certain grade would not be set up on staff. The 

Oh.airman went on to state that Colonel Neff had indicated that 

rotation of P-4 and lower personnel between operating divisions 

and staff would probably be acceptable. 

In view of the lateness of the hour (nearly 1630) the Ch.ai~man stated that there was not sufficient time left to go into a discussion of the 'limits of grades and positions subject to rotation and the other points. Accordingly, he pro- posed adjournment to a date to be set later, after the minutes 

of this meeting had been examined. 

--· ·------------

WILLIAM F. FRIEDMAN 

Chairman