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The Evolution of ‘Military Intelligence The crucial advantage in possessing ad- vance information when choosing among available alternatives in the affairs of na- tions has long been recognized. In che fifth century B.C., the Chinese philosopher Sun Tzu, writing on “The Art of War,” stated that foreknowledge was “the reason the enlightened Prince and the wise General conquer the enemy whenever they move." He described the craft of intelligence so clearly, com- pletely, and succinctly that the Orient maintained a superiority in intelligence capability over the West throughout an- cient times. This relative position of intel- ligence persisted through the Middle Ages when Western Europe, lacking adequate intelligence, made some of its most costly mistakes in its relationship with the East. Having learned, through experience, the value of intelligence, most European gov- ernments, led by Italy's city states, had . established permanent embassies abroad by the 16th century. Spymasters like — * Queen Elizabeth's Walsingham, King Louis’ Richelieu, Cromwell's Thurlow, : and Napoleon's Fouche achieved positions “ of great strength by collecting, Venere eee evaluating, and applying military and political intelligence. wy The evolution of Europe's great armies during the 19th century brought a grow-. - ing emphasis on military intelligence - organizations. As part of the Prussian .- military model developed by Frederick © -, the Great, the intelligence system. became a, vital. part of the © eenere. salty, a By the end of the 19th century, however, the European governments had allowed their intelligence services to deteriorate and entered World War I ill-equipped to provide even the most basic military in- formation needed by war planners. (French intelligence estimated the size of the German Amny at just half its actual strength.) In the period between World Wars I and II, in contrast to the situation in the United States, intelligence flourished in Europe and in Japan to counter emerging dictatorships in Germany, Italy, Japan. and the U.S.S.R. A similar growth took place in the intelligence capabilities of the free European nations as they at- tempted to counter the threat posed by the dictatorships. With the onset of World War II, the United States found itself with a woefully inadequate intelligence system. The shock of Pearl Harbor focused national atten- tion on intelligence in a manner never before experienced in the Nation's history. The failure of intelligence was the major topic in the seven separate official inquiries and the postwar congressional investigation into the Pearl Harbor catastrophe. The top-to-bottom failure of the U.S. intelligence system, particularly in communication and evaluation, led to the revitalization of the intelligence proc- ess and the eventual development of a centralized and comprehensive intelli- gence system.
The Development of DIA Among the more important outgrowths of the post-World War II revolution in defense management was increased attention to the vital, complicated field of intelligence. In 161, the Defense Intelligence Agency was established to unify the efforts of the Department of Defense intelligence com- ponents and to increase the Defense intel- ligence capability. The creation of DIA signaled a major change in the organiza- ’ ~ tion and system of intelligence activities within the Military Establishment. The decentralized intelligence structure * that previously had existed within the ‘> national Military Establishment was welded together within a single, unified, overall coordinating agency above departmental level, under the direction, authority and control of the Secretary of Defense with the chain of command running from the Secretary of Defense, through the Joint Chiefs of Staff, (JCS) to the Director,. DIA, ye ane In essence, the DIA Director was given . two levels of function. First, to support ~ intelligence for the national Military Establishment, responsive principally to ‘ the JCS; and second, the management of _ Department of Defense (DoD) intelligence programs and intelligence support for the :” Secretary of Defense, responsive -. principally to the Office of the Secretary _Of Defense (OSD). . nee ’ rae acer Soot ERVES FoR IT PIN erent Fs Mey asis3 o, : DIA Today The activation of DIA was deliberately a slow and careful process because of the overriding importance of maintaining at effective defense intelligence machine during the conversion period. DIA did not achieve full operational status until three vears after its birth, and it has bee undergoing change and development continuously since that time. Intelligence must remain dynamic, reacting to changes in the world situation and to adjustments in national policies. “the organization, functions, and manageme: relationships of DIA change to reflect this. The Cuban crisis, the growth of the Vietnam probiem, the increased U.S. concern with the Middle East and Afric. significanly changed the scope of the defense intelligence effort compared wit that being carried out by the Military Departments before the creation of DIA Strengthening of the planning capability of the unified command headquarters also brought increased intelligence support problems. As a result, the DIA organization today differs in many ways from the original plan and will certainl be changing as time goes by.
‘Im addition, DIA acts 2s a DoD spokes- man and ts a member of the National In a world still lacking universal 2 accep- tance of law and order, where military © power still plays the dominant role in in- ternational relationships, and where the ~" !*+ Miliary Department intelligence chiefs ilabili i “tig =}..<-@ls0 participare as observers in board pro- ; ft ocedings It is from the NFIB that the 3, Direczor; DIA ‘receives guidance with re- sec fo his responsibilities i in the national antelngence arena. has become a complex melange of; capabilities and i intentions... Under these conditions, our fo cignintelas Pres iy smn : the military posture and ligence effort assumes critical importance: F £2 . Seates, chere exists in keeping the United States’ alert'to St come feed for i intensive, military- tary, political, and economic threa weed i ‘research. Maintain- also becomes a leading element in of Soviet task porting on-going international: gloat ‘the world, verification tions and in verifying” complias he axe of dissident forces in agreements that were ; designed. ae weer Lassa America, and turmoil. Ape an ioc idemsification of a The never- ending task of coll coe . ara an sepbe: of the more ob- cessing, evaluating,- _ analyzing, a grating, producing’ and d military ‘Deleree ats for Sk s great quantities caltignts and eign railitary intellige : 3 the Secretary of De! a components. of the! Dewan we : oaed naval. air, DIA uses its own,a Py with other intellige as the Central’In and the National:
DIA Major F unctions In‘ carrying eut the Agency's mission, all of DIA’s functional responsibilities are . encompassed within the broad areas of collection, production and support. Pro- duction of. intelligence comprises the ma- jor portion of DIA’s resources. Four’ general categories of intelligence are pro- duced by DIA and, under DIA guidance, by the Military Departments. : The first production category is basic intelligence, which forms the data base for all military intelligence studies, estimates and short-term assessments. It _contains, for example, basic information - - on strengths and capabilities of forces, ‘target information and biographic data on foreign military Personalities. | el er ‘Tage “The second category is time-sensitive cur- .Fent intelligence, which reports on major ;- sworldwide happenings and evaluates their “significance. To support this function, | . DIA operates the National Military In- ‘telligence Center on a 24-hour basis to identify and report identifications of im- pending foreign developments that may jhave major impact on National 1 Security . ‘Interests. . jhe third category is intelligence esti- “ tes. DIA participates with the CIA in - fpreparing National Estimates and pro- duces DoD estimates for departmental sjoint and international use. Both types- ‘include estimates of foreign peLhaeae so vulnerabilities and probable courses of :action and serve as cornerstones for the _ - development of long term foreign and” ppational security pclicy. RIA ' The final category is scientific and technical intelligence. This is produced by DIA and by the Military Departments under the overall management of DIA. Foreign scientific and technical intelli- gence includes research in natural and applied sciences, applied engineering techniques and all aspects of weapons technology. The foregoing is supplemented by specialized production units operated by the Military Departments. These are under DIA’s management and include special imagery, electronics and fleet in- telligence/ocean surveillance analysis. To obtain the information needed by our intelligence producers, DIA integrates all ” Defense inteiligence collection and pro- cessing activities. The Defense Attache . System is the only collection activity directly controlled by DIA. Other intelli- gence collection resources, such as those belonging to CIA, NSA and the military services, respond to DIA collection re- quirements together with the require- ments of other non-Defense intelligence consumers. In the collection process, DIA assemble integrates, validates and assigns relative priorities to all Defense intelligence requirements. These are evaluated to determine the most cost effective mean of collection and to avoid unnecessary duplication in tasking. Collection resuii are routinely checked to determine whether stated requirements are being satisfied, and whether tasking should t reassigned or terminated. In the area of support, DIA operates t! Defense Intelligence College. Here, ext: sive instruction is provided to both mili tary and civilian carcer personnel who are selected to fill key intelligence assig. ments and to personnel preparing for { eign duty in the Defense Attache Syster Other DIA support functions include: broad planning and manageria! efforts insure proper coordination of DIA acti. ities with those of other U.S. entities in volved in foreign intelligence; control a direction of DoD generai inteiligence information (automatic data processing systems and associated communications counterintelligence and internal securit and activities such as personnel and administration.
DIA Organization and People At the heart of all activities at DIA is the function of the intelligence research spe- cialist. In general, it is his/her respon- sibility to participate in the research, development, analysis, and maintenance of the worldwide intelligence data base and to produce intelligence on military and para-military ground, naval, air, missile, and military forces. Intelligence research specialists develop intelligence regarding the effect on military capa- bilities of the government structure, national policies, international commit- ments, and alignment of nations. Their advanced work might include preparatior of analytical studies and the presentation of oral ‘briefings. They may engage in, or directly support, either the collection, analysis, evaluation interpretation, or dissemination of in- formation on economic, social, cultural, physical, geographic, scientific, or mili- tary conditions, trends and forces in for- eign areas. To accomplish this broad vital objective requires the coordinated efforts of many specialized skills and fields of endeavor. Some analysts devote themselves to de- ducing the intentions of foreign govern- ments, and some study foreign armed forces, their strengths and disposition, equipment, and state of readiness. Still others study the war-supporting industrial base in order to estimate the capability of foreign countries to sustain war. Some or- ganize the findings of others and forward them to higher echelons. In short, intelli- gence is like a pyramid with its broad base the accumulation of information and its peak the feeding of information - upward to the ultimate users. At the base of the pyramid are the junior intelligence analysts, each specializing in some aspect ‘of the mission. Analysts maintain working relationships with the Central Intelligence Agency, the Departments of Commerce and State as well as other intelligence organizations of the Department of TO mm age nee Ne ee ! 4 ”~ Few ppt Sree wre ~ vr. . WEP LL. Typical Work Assignments: a. Military Capabilities. Important to determining the capabilities of the armed ‘forces of any country is the type and “quantity of armaments and supporting material they possess. All but a dozen na- * tions of the world must import such arms ‘and supporting equipment. cer sh somes Ag pt “ yh. Military Geography. Fields of em- phasis include physical and cultural geo- ‘graphy and specialized subjects such as = petroleum, its storage and transmission; electrical power; telecommunications; . demography; and escape and evasion. In- & telligence analysts are assigned tasks to FaeP provide for the collection of intelligence, hes processing, and the production of BR: reports and studies presenting factual we data, as well as interpretative and esti- . woe ee oa 2° he ae te mative efforts. Within the above fieid of work, a small group of analysts develop and maintain intelligence relative to United Seates Prisoner of War (POW) and Missing-in-Action (MIA) personnel. Other analysts work with information concerning escape and evasion, produc- ing substantive intelligence on SAFE Area Intelligence Descriptions. These studies, which require contributions from numer- ous elements within DIA, are designed to assist an escapee or evader in avoiding capture and surviving until recovery can be made. c. Targeting. Analysts involved in this unique, worldwide function, produce and disseminate annotated installation photo- gtaphs and textual descriptions. They de- velop targeting systems, contribute to JCS directives, and manage the worldwide Tactical Target Materials Program. Civil engineers, preferably those who are struc- turally oriented, perform physical vul- nerability analyses on targets of national interest. This aspect of targeting requires a knowiedge of both plastic and dynamic design concepts and an understanding of the response of structure to both static and dynamic loading conditions. Prob- iems are encountered dealing with tech- _Niques of <tructural modeling, finite element analysis of structures, soil mechanics, and analysis of construction techniques used by other countries. To assist the analyst engineer in his work, a large computer is available; computer codes have been developed to analyze common problems, but the analysis of specia! structural configurations requires that an engineer do his own pro- gramming using familiar computer lan- guages such as FORTRAN and BASIC, as well as newer languages with direct application to systems analysis.
d. Transportation and Logistics In- telligence. In addition to the primary _Tesponsibility of maintaining an up-to- date basic data file on one or more of the '-; various modes of transportation in a - specifically assigned geographic area, the analyst may be tasked to produce various . programmed studies and reports and to respond to spot requests. Typical -. assignments in this area involve the pro- _ duction of detailed studies in any of the Many transportation networks or facilities, such as roads, railroads, inland waterways, ports, and civilian aviation facilities of a particular country. One of the most important tasks of the analyst is : to compute capacities of selected lines of . communication in terms of amounts of “military supplies that could be moved between various points. Similarly, the , analyst may be tasked to determine how * mouch time is required to move 2 military “> unit over a given distance on a selected .. Toute. Pure logistical analysis. to include > determinations on plant capacity, inven- ‘ tories, and supply substainability is be- coming increasingly critical. "@ Imagery Analsysis. Dynamic, chal- > lenging, and progressive assignments may :}.. be pursued by the analyst in the highly _ technical field of imagery interpretation. ~The imagery analyst, possessing a unique = quality of perception, logic, and rea- ".  Soning, applies proven interpretation ; techniques to extract all distinguishing . characteristics of intelligence from im- . agery collection systems. The imagery analyst develops authoritative photo- ‘ graphic intelligence assessments covering .. a broad range of military categories. . These studies may be disseminated via a * variety of textual and graphic products, "and may be used to provide information ~ on which value judgments and decisions are made at the: appropriate national .. levels of command. . Pee f. Economics. In the field of econo- mics, the analyst may expect to work in the areas of detailed analysis of foreign military expenditures and assistance, economic analysis and foreign military production activities. The analyst works closely with other economists in military and civilian agencies. g. Political Intelligence. In this field, analysts deal with the structures of governments, political parties, national policies, and foreign relations and their impact on a country’s defense doctrine and strategy. h. Scientific and Technical In- telligence. A major effort within DIA is also focused entirely on scientific and technical intelligence, requiring the knowledge and skills of physicists, mathematicians, and engineers of virtual- ly every discipline. Those involved are called upon to determine capabilities and vulnerabilities of foreign weapons systems and components and to search for evidence of scientific breakthroughs which might render U.S. weapons system: obsolete. These analysts delve deeply intu the technical capabilities of foreign missile systems, radars, aircraft, nuclear- powered submarines, electronics and nuclear weapons in order to determine quantitatively the threat which they pose. The results of such analyses are of great va.ue in developing methods by which to remove or alleviate the threat. Scientific and technical intelligence pres- ents a constantly expanding set of chal- lenging and at times frustrating problem areas. Ingenuity and imagination are, fur in- stance, a primary requisite if one is to overcome the handicap of insufficient data with which to work. Jn addition, th: technical analyst must be capable of placing himself in the other person's shoes, if his analysis of another's technol- ogy or hardware is to be accurate. Science will continue to advance, as will its translation into new weapons and components. So will most scientific and technical intelligence capabilities con- tinue to advance.
DIA and © Military Service Relationship The establishment of DIA did not elimi- nate the requirement for intelligence ’ staffs in the Military Departments. Some of the more important intelligence func- . tions which remain with the departments > are: ; oe Basic intelligence training and doctrine for combat intelligence. “Internal department security and coun- _ terintelligence operations. Most scientific and technical intelli- gence production. : “Intelligence support for, and participa- > tion in, military service level staff studies " (including the'independent departmental contributions to DIA for use in develop- : ing defense intelligence estimates). . Technical ‘advisory support to intelli- gence activities in the military services. “ Technical liaison with counterpart ac- “tivities of other countries through repre- .. Sentation activities of the Defense Attache ~ System or directly with foreign represen- » tatives stationed in the United States. aS Performance of specific intelligence collection and reconnaissance functions. ”~ Research and development for intel- ligence support systems related to de- _ partmental or military service-identified " combat intelligence missions.
Graduate To insure a flow of young and talented people into the Defense Intelligence Agency, a Career Development Plan has been instituted which compares favorably with any similar plan i in a either _ indnsiry or government." ue = ob Each year, college seniors are interviewed - during the fall or spring semester for em- ployment upon graduation. In addition to a real desire to pursue a career in the intelligence community, candidates must possess at least a bachelor’s degree in a pertinent field from an accredited college or university. Entry into this plan will be at a salary commensurate with academic achievement and any relevant experience. During the initial year of employment with DIA, the trainee normally completes an intelligence orientation course which . provides a broad understanding of the intelligence function and an introduction to the military intelligence community. During the remainder of the first year, the trainee is assigned to meaningful tasks involved in the productiou of intelli- gence. In addition to gaining experience in the work of an intelligence analyst, the new professional employee will obtain an insight into administrative processes, _ reporting systems and. record syiems. In the second year “of training, the entry- 7 level trainee may receive experience in _ the areas of intelligence collection and in- ‘telligence estimates. Also during the second year, the trainee will be afforded as wide a range of educational opportuni- _ties as possible, consistent with the in- dividual’s capabilities, type of academic discipline possessed, and the needs of Individual Development Plan. Soon after arrival in DIA, new professional em- ployees are counseled by their supervisor and a representative of the training office to determine a program of training courses, rotational assignments, and other developmental experiences which will prepare them to advance in DIA. Fol- lowing this counseling, an individual program of classroom and on- -the-job training is prepared which guides the progress of each new employee. Full-time Study Program. While there are specific experience and grade criteria for nomination to prestigious DoD academic institutions such as the Na- tional War College and Service War Col- lege, employees with as little as two years with DIA are encouraged to participate in other training opportunities that might include full semester study at a local uni- versity or invoivement with the Excep- tional Analyst Program. Selection for ail full-time study programs are competitive. Rotational Assignments. New professionai employees normally receive at least two distinct assignments within DIA during their first two years of Agency employ- ment. Such assignments broaden career perspective as well as provide opportuni- ties in different aspects of intelligence work. Later in their careers, DIA em- ployees have the opportunity to receive temporary assignments to other intelli- gence agencies to improve professional competence and prepare them for greater responsibilities.
” After-Hours Study. The Defense Intelli- gence Agency financially supports selected employees attending academic study at local universities in the Washing- ton area. Tuition support is provided for courses which will help an employee in the performance of official duties. In-House Training. Numerous courses in - intelligence analysis, orientation and Management as well as verbal and writ- ten communications, supervision, auto- ‘matic data processing and technical subjects are available within the DIA uraining program. New employees are given opportunities to complete training _ which will prepare them for greater re- _ sponsibilities in the Defense intelligence ener :
DIA and the Experienced Professional ’ DIA also has a need for experienced pro- fessional people in a wide variety of disciplines and at various salary (grade) levels. The salary depends not so much on the applicant’s length of experience, * but rather on the quality, scope and _ responsibility of this experience. » Applicants for positions at the higher . grade levels, for instance, are required to show increasingly responsible experience “in which they have demonstrated conclu- ; sively the ability to perform at a level _ Commensurate with the grade. In gener- - al, progressively responsible adminis- “=? (rative, investigative, professional or ‘technical work is required, as well as the ~ ability to deal effectively with individuals “ or groups of persons; to collect, assemble ~and analyze pertinent facts, and to pre- ‘ pare clear and concise written reports. ~ Military intelligence experience is, of “course, a very desirable asset. -In the recruitment of skilled professional people, as well as college graduate - trainees, DIA pays special attention to personal attributes (including the capaci- «ty for professional growth), ethics, per- ~ sonal relationships, ‘emotional stability, ‘moiivation and ability to work under pressure. Special emphasis is also placed on recruitment of women and minority groups and their subsequent placement in all occupational areas.
‘DIA Career Benefits “The advantages of 2 a career at t DIA are =: -,Many and varied, including the liberal x.fringe benefits associated with Federal -*" ‘employment. Due to its highly. specialized | nature, DIA is granted direct hiring pre--: “: Fogatives and its employees hold regular follows well-planned promotion, place- . appointments (although Civil Service sta- © 7° ment, salary appraisal and incentive “tus is not required). All applicants must, .-"_~ awards Programs, and promotion from however, be U.S. citizens and are ie ’; ei within is a general Agency policy. A large “to thorough background i inquiry. and |: and active employee activities association Physical examination. ; Poole. She - provides recreational outlets for the inter- , ; _ested. - “.*, employees also participate in the Civil \ Service retirement program. Entry ~ salaries depend, of course, on individual qualifications as well as che current government service salary schedule. DIA kin ‘addition to n nine paid holidays a a ‘year, Fthe first-year employee receives 13 work-" -days of vacation. After three years, 20: days leave are granted and after 15 years service, 26 days. Depending on type of pService, military duty is either partially or ‘completely credited in computing an em: ~ ;Ployee’s. total Period, of employment. - ms . Roy "But of all the benefits of working for DIA, certainly one of the most gratifying .is the satisfaction one gains from per- oy ine a worthwhile service in our coun- van excellent, low- “cost group life i ine Se ‘surance plan is another fringe benefit of .’: Yemployment with DIA. Group hospitali- jzation and surgical benefits are offered at.” ifeas nable cost to the empl vee and. DI
You and the DIA Intelligence ‘Team The Defense ‘Intelligence Agency is re- sponding to the needs and challenges of a rapidly changing world situation. For this reason, DIA relies heavily on a constant influx of new and dedicated personnel, in addition to an experienced cadre of trained experts, to respond to national requirements. Opportunities for increased responsibilities grow with experience, and the ability to meet challenges head on of- fers satisfaction as part of the vital mili-
Metropolitan Washington, D.C... . Home of DIA Headquarters for the Defense Intelligence Agency is located in the Pentagon with the majority of activities accomplished at the new Defense Intelligence Analysis Center located at Bolling Air Force Base in Washington, DC. The capital city’s national memorials and historical points of interest are well ‘known. Not so well known is the fact that Washington is but an hour's drive from the Chesapeake Bay and two hours from the Blue Ridge Mountains. For living, you may find suburban Virginia (or Washington itself) co your liking, as well as the Maryland suburbs, all within con- venient commuting distance of DIA, thanks to the Capital Beltway and the Metro subway system. Metropolitan Washington abounds in cultural attractions. The National Theatre. where Broadway shows often premier. the Kennedy Center, Wolf Trap Farm Park for the Performing Arts, the Arena Stage and Carter Barron Amphi- theatre present first-rate stage fare, while art collections of the National Gallery of Art, the Phillips, the Corcoran and the Washington Gallery of Modern Art should please even the most discriminat- ing art lover. The Washington- Baltimore area also presents topflight professional, collegiate cand amateur football, baseball and basketbali competition the year around, as well as thoroughbred, harness, power- boat and auto racing. Washington area universities and Balti- more’s Johns Hopkins offer a wide spec- trum of educational opportunity at the graduate level. More than 250 libraries in the area, led by the massive Library of Congress, complement the area's out- standing educational facilities by provid- ing the mast comprehensive technical and research resources.
Maes es es f Defense Intelligence Agency Civilian Personnel Operations Division Recruitment Office Washington, D.C. 20301 AN EQUAL OFPORTUNITY EMPLOYER