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SOME\.BACKGROUND ON THE CiT MERGER Frank Smith . ln ~ ~ ~ ! i : ~ ~ J g ~ r ~ H r ; ' ~ : : E ~ ~ ~ : : : : j E ~ I ; ; : ; ; : : ; ; } ~LETTERS TO THE EDITOR . . . . . . . . . . 13AN IDEA FOR AN ARTICLE . . Doris E. M i l l e r ~ ~ : y ~ . 1 4WORD-SEEK \ . 0 1 15NSA - CROST I C NO. 12 . . . A. J . S . . ,; . . . 16C . L A . NEWS: C. A A NEWS r. ... .. , 18

ICURE FOR " P E R F O ~ N C E SYNDROME;':: ::: }:: :::::::

.L .

90


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4009808 'fOP S ~ C R ~ T

Published Monthly by PI, Techniques and Standards,for the Personnel of Operations

VOL. V, NO.3PUBLISHER

BOARD OF EDITORS

MARCH 1978WILLIAM LUTWINIAK

Dawson (3957s)

Editor in Chief. ..............Arthur J . Salemme (5642s)Co 11ec t ion 1 ~ = = = = : 1 ~ ( 8 9 5 5 5 )cryptanalysis ~ ( 4 9 0 i i jLangUage ................ ~ l [ 5 i i ~ s )Machine Support L kS303S)Mathematics ReedSpecial Research Vera R. Filby (7ll9s)Traffic Analysis 1 1(4477s)

Production Manager Harry Goff (4998s)

For indiv idua l subscr ip t ionssend

name and organizational designatorto: CRYPTOLOG, PI

'fOP SBRB'f

P.L.


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4009808F9R 9FFISIAL 9HL

SOME BACKGROUNDON THE CIT MERGER

1.. . . . - -__ 1106 86

FeR eFFISIAL ijSE 9HLY

I t might be well fo r us to refresh ou rmemory about how this subject of "organization"f i ts into th e management func tion . Ernes tDale, in his Management Theory and Praatiae,l i s t s th e following management functions:

Planning, Organizing, Staffing, Direction, Control, Innovation.You will note that "organizing" is of a veryhigh order in top management's consideration.

In his 1964 book Managing f or R es ul ts , PeterDrucker outlines how knowledge is th e essentialingredient. He ci tes IBM as an example . IBMbi l ls for equipment; that was more true in 1964when he made th e statement than i t is today.But both IBM and th e customer know that know-ledge is th e essent ial thing, and that th e customer buys service rather than product. Indeed,i t is th is awareness on both sides that explains'why IBM, s ta rt ing l at e and ~ i t h reluctance,took the leadersh ip in th e computer field awayfrom companies that had started ear l ier andthat seemed to possess much greater technicalcompetence. In his la ter and very provocat ivebook, The Unseqn Revolution, in 1976, Druckerdiscusses the f ac t th at more and more jobs are"knowledge" jobs in our society. The numberof "knowledge" jobs is growing rapidly whileth e number in manufacturing has shrunk sharply.Yet l i t t le has been done about th e productivityof th e so-called knowledge worker. The principles that apply to making manual work pro-

"Minicomputer Networks," and "Small Business Com-puters" -- have been well attended, I unders.tand.Sasia Prinaiples of Organization

Complete transaript o f a t al k given to CISI(NSA Computer & Information Saienaes I n s t i t u t e )in September 1977. Exaerpts o f th e t al k wereprinted in Field Information_Letter 1-78.March 78 * CRYPTOLOG * Page 1

O 2S March 1977 the Director published amemorandum directing the "Consolidat ionof Automatic Data Processing and Commu-nicat ions." On 29 May th e C and T organizations combined to form th e Telecommunica-tions and Computer Services Organization (T)under th e Deputy Direc to r for Telecommunicationsand Computer Services (DDT). I t is my purposethis morning to review with you some of th ebackground to this decision. Please note thatth e t i t le is "Some Background." I know therear e many dif ferent opinions about something assignif icant as th e CiT merger. This is es pecially so when people feel -- as the people inC Group and TCOM fel t -- that they were generallysatisfied with the way things were.I t is no t my intent to d is cu ss t he new organization i t se l f , but to concentrate on some ofthe events which le d to th e CiT merger. Inother words, to explore what many believe to bean increasing convergence of th e d is ci pl in e s o fdata processing and telecommunications which indicates that they should be combined.Closely rel at ed to th is convergence is th e problem of how to organize automatic data processing(ADP). The problem of how to organize is notunique to us o r to th e federal government. In th e

fall of 1976 th e American Management Associationbegan sponsoring a series of 3-day study seSSlOnson "The Crisis in EDP Organization," primarilyfo r the business community. These study sessions-- which deal with the organization of such equipment and funct ions a s "Data Networks," "DataBases," "Micros," "Minis," "Virtual Memory," "Distributed Systems," "Stand-Alone Minicomputers,"


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4009808 taR 8FFIeIAL 8NLY. / ' p . L. 8 6 - 3 6

ductive also apply to knowledge work. He thenoutlines th e need fo r analyzing and organizingthe tasks of "knowledge" jobs to improve productivity."Challenge to SIGINT: ChangeoI' Die" (1969)

By way of i nt roduct ion to this subject inNSA, I would l ike to make a digression fromth e CIT merger and quote from an art icle thatyou may remember from th e f i r s t issue Of theCryptologic Spectrum in 1969. The art icle,"Challenge tQ SWINT" Change Qr 9ie,Ywaswritten byl ]a l ' ecognizedaut ho ri ty i n the scientif ic community and amember of th e NSA sdentii ' icAdvisory Board. Inthat a r t i c l ~ Ipointed out thatSIGINTactivit ies, obviously, would continue to be .important for NSA I S future, bu t th e ever-'increasingspeed of technological advances was threateningto pu t us ou t of business , unless we eQUId exploit th e other changes that opened new doors.I f we can' t move with th e new technologiesthat help us,! !said, th e ones thatmake our job harder will bury us . By "change"he did no t mean something simple, like replacing vacuum t ubes with transistors and continuing to perform th e same old functions. Hemeant changes in s tr at eg i es , t a ct ic s , tools,organizational structures, resource allocations, and personneL He said that th e rightway of doing the job would change i n e lu si veways.

L-__...."..,...,.,....Ifurther point ed out that in the"poor world," where over two-thirds of th eworld's popUlation live, the population growthrate was 3 percent per year or more, while inth e "rich world," where we l ive, th e rate was .dropping. We can expect, he said, to be attacked (verbally and physically) over th e nextfew decades by larger numbers of dissatisf iedpeople. We cannot expect to bring more people

into our mi Ii tary d ~ f : e n s e ~ > w e / i l l 1 U s t move forwardin l a b o r - s a v i n g ~ < ? o l s . s q t h a 1 ; / we can/do morework with fewer:>people. Thei/number of governments in th e world to whosei/intentions th eUnited/States must .keep aler t was growing,and.even when' ./ Iwrote these wordsin 1969, was well ove r 100. While only/a smallnumber of nat ions threatened us in 1969 withmili tarY force , there was l i t t l e to suggestthat. the .11urnber could no t increase dramaticallywithinthe coming years . . We would have to.bepn th e lookout in a l l directions simultaneously.Meanwhile, th e communication of informationfrom point to point/was becoming incrediblyless costly. There was promise, I Isaid, that those costs would fal l by a factorof 5 or 10 withinia few years after he wrotehis art icle.! karned that although many of theearly contributions to th e arts of automaticcomputing had their origin within NSA and i t spredecessors , the commercial world appeared tobe outstripping us in th e application of com-

puter systems. As the c ost of output fromcomputers continued to drop, we had an opportunity, he said, to do more and more work withthe help of these amazing machines. So thiswas the cha llenge tha t! !saw in 1969,and i t continues t o per ta in t oday : Don 't try tost ick too long with obsolete means. Pressforward with vigor and stay flexible. Try toachieve that nice dist inction between th evisionary and th e tried-and-true.History o f C &T Organizations

In briefly reviewing th e history of th e Cand T organizations, we can ge t a betterunderstanding of what has happened to bothADP and Telecommunications by comparing theirorganizational development over th e 25 yearss in ce t he Agency was created.

History o f C &T Organizations (1952-19??)

DDT

1977973DDR;ADP appli- 'cations ;to A, B.G, V, W

1971969cessingSystellsDivision;N23 DataSystemsDivision

(Group)1986962 1983961958956952

N S A - 8 2 - - ~ M P R O C4---------..C-__ ~ N I 2 Pro- _ D 9 3 D a t B _ D 9 3 to(Di vi si on ) (Of fi ce )in Production SystemsTe


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FeR eFFleIAL eHLMarch 78 * CRYPTOLOG * Page 3

was "The Growing Interrelationship Between _.ADP and Communications." That interrelationship, with the tendency toward convergence, canbe seen from th e following diagram.

aoCommuniaations

aaADP

a85019501955196019701980?

This symposium followed the logic of theBlue Ribbon Panel and created considerable impetus fo r considera tion of ADP and telecommunication mergers throughout the federal government. Perhaps I can best summarize th e thrustof the symposium by quoting from i t s program:"Teleprocessing is a new technology,resul t ing from th e marriage of automaticdata processing and telecommunicationstechniques, providing a tool to extendinformation processing, storage, retr ieval,transfer, and recording capabil i t ies formore ef fect ively di rect ing and controllingorganizations and systems. Typically,while teleprocessing r et ai ns c er ta in character is t ics of i t s parents, this new technology possesses features that ar e bothdifferent and unique."

The push toward closer coordination betweenADP and telecommunications in t he federalgovernment cont inued through th e early 1970s.Interagenay and DoD Conferenaes (1976)

Mr. Terril J . Steichen, from the Office of Telecommunications Policy, Executive Office of th ePresident, spoke to th e Interagency and PlanningConference in early 1976 on th e challenge ofth e converging technologies and th e crossing ofdiscipl ines. He expressed concern that th econvergence of these two formerly separatetechnologies has spawned a very t op -heavy dua ls taff organization that is perhaps beginningto cause more problem than i t solves.Later, as a part of th e Department of De-fense ADP Management Improvement Conference

held on 12 January 1976, several issues aff ec ti ng t he DoD Automation Objectives wereident if ied. One of these was AUTODIN II. Thepresentation and discuss ion for this itemcentered around th e theme that a cooperativeeffort between th e ADP and telecommunicationscommunities is all-important.The Honorable Terence E. McClary, ASD(Comptroller) concluded th e conference withsome pertinent comments:

As one can se e from th e chart , ADP has remained within th e Production organization, exceptt ha t c er ta in staff functions have been assignedto Agency staffs and DDR. In 1971 th e N12 andN23 functions went to D9, the Assistant Directorship for Science and Technology. You willnote that in 1961 th e ADP function was C4. Atthat time TCOM was C2 -- th e two functions wereboth under Group C as co- suppor t funct ionswithin th e Production organization. The idea atthat time was much as i t is today -- to achievean integrated systems approach to th e designand flow of materials in the o verall NSA product ion system.

In th e case of telecommunications there weresome complications which di d no t appear in th eADP f ie ld u nt il la ter . TCOM functions withinNSA were always more closely aligned to otherelements of th e government than was ADP. Thisbecame more pronounced in the early planning ofCRITICOMM, when th e Chief, TCOM, wherever hewas, was working closely with th e J6 , JCS, andDCS. There was a need for "the emphasis andprestige that th e Agency desired to place onTCOM functions and the channels of communicat ions desired between th e Director and hisprincipal TCOM executive."Consolidation o f ADP and CommunicationsOutside of NSA

I would l ike now to review, briefly of course,what has been recommended and what is beingdone about ADP and telecommunications organizat ions outside of NSA.A Blue Ribbon Defense Panel Report, in July1970 , found that " ind ic at ion s a re that mostcomputers will be on-line with teleprocessingcapabil i ty by 1980." The report cont inued withth e statement:

"Present assignment o f pol ic y r es pons ibil i ty for ADP in OSD takes inadequatecognizance o f th e cl ose t echn ical andcost relationship of communications andADP management. As a consequence, th einterface between ADP and communicationsis inadequate, and will become increasinglyi nadequate as digital communications technology increases."

The House Committee on Appropriations, ini ts report on th e FY-7l DoD Appropriation Bill ,expressed concern with th e Panel's recommendatio n th at a l l responsibi l i ty for Defense ADPshould be placed under th e supervision of theOffice of Special Assistant to t he Sec re ta ryof Defense fo r Telecommunications. The committee was pleased with progress being made in improving th e management of communications andADP, bu t saw them as two distinct and separateoperational activit ies which should have separate management.

Anumber of NSA people -- and I was one of them -attended a symposium on computer/communicationssponsored by th e National Communications Systemin October 1970. The theme of th e symposium


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4009808FeR eFFleIAL 8HLY

-

FORCE?HE NAYy

Exeoutive Office of the President has anOffice of Telecommunications Policy, butnothing on ADP; , GSA has a Commissioner of Automated Dataand Telecommunications Services. As youknow, GSA was probably th e f i r s t majorelement of government to combine these

services; TPeasury has an Office of Computer Sciences,bu t nothing on communications; Veterans Administration has a Depar tment ofData Management, and under that departmentis an Office of Telecommunications Service; Army has a Communications Command, bu t youcan' t find ADP; Navy has a Naval Telecommunications Com-mand, bu t no ADP; Air Foroe has an Assistant Chief of Stafffo r Communications and Computer Services.As I mentioned earl ier , th e merger was doneby Congressional direction.

Situation in Private IndustryAt th e present time, o nly three companiesRCA, Western Union, and Comsat General -- owncomplete satel l i te systems. In January 1977,though, t he Feder al Communications Commissiontook a momentous step by admitting IBM to th e

satel l i te business, and with i t th e f irst syster:lthat will push th e technology to some of i tslogical conclusions. Five or six years fromnow, i f a ll goes according to plan, large corporations and government agencies will haveprivate networks using a total of at least 375earth stations.The current s a t el l it e f ac il i ti e s, for th emost part , a ll transmit to a relatively few,large earth satel l i tes , which then send themessage to cus tome rs ove r l and lines that ar eexpensive and can be noisy and slow. The new

O''IHE'IREASUR''PARTMINT OF,THE'ARMY

YlrIRAN. AD

.EPAR?E! '? OF,-......_-

EXECUTIVE OFFICE OF T"E PRESIDENT[. - - - - - J ' ..,\I '111 1111--= :==-- ' L : ; " ' ~ - ' -GENERAL __ r

GSA is reaching out with leadershipplans in th e ADP arena; th e DoD communityshould react with th e view that i f wecannot change GSA, then we must learn tolive with the situatiqn.

Congressional direction to th e Ai rForce relative to centralizing a ll ADPresources will be executed, unlessabsolutely impossible.

The DoD ADP group is characterized byemotion and outrage. This att i tude mayrequire correction. There is a need toback off and look at t he r ea sons whyGSA and the Office of Federal ProcurementPolicy thrusts in ADP a re t ak in g p la ce .We may be wise to adjust more to t he pub li cpolicy. Positive leadership by th e DoDADP executive may be more importan t thaneve r before.

Survey o f Communioations Organizationand StructureGilbert Held, Acting Chief of Teleprocessingfo r th e U.S. Civil Service Commission, conducteda survey of the communications organization andstructure a t eight government agencies and industrial firms. His June 1977 report uncovereda characteris t ic common to th e majority: lackof organization.Perhaps this can best be demonstrated bytaking a look a t several major government organizations to see where ADP and communications

f i t into th e overall scheme. A thorough examination of th e organizational charts for thoseorganizations reveals th e following:

March 78 * CRYPTOLOG * Page 4

FeR 8FFISIAt 6HL


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4009808 F9R 9FFISIAL ijSE 9NLYslices is primarily a result of technOlogicalchanges. Clearly, AT&T does not want to part icip ate so lely in th e transmission-servicesaspect of the business, given that segment's expected relative shrinkage to a 20% share of th e1985 market configuration.NSA Studies and Recommendations on Organization

I now want to outline th e NSA studies thateven tually led to th e merger of C and T in thesummer of 1977. I am sure you will agree i t wasno t a hasty decis ion .In March 1972 t he Direc to r, VADM Gaylor, directed that a study be conducted to examine th epossibility of merging th e Agency's ADP and telecoaununications functions. An ad hoc committee,with membership from most of th e key components,was appointed to conduct th e study and waschaired by Mr. Neil Carson from PROD.The Carson committee identified th efollowing 12 problems in two categoriespLanning and operations -- and, for each ofthem, attempted to answer th e question:Would the merger of th e ADP and telecommunicat ions functions facili tate th e solution of th eproblem?

system will bypass this mire by broadcastingdirectly to antennas small enough to f i t into atwo-car garage. They wil l typ ical ly be on theroof of a building or in a parking lot. At anaverage production cost of $345,000 each, th eearth stations will be cheap enough for a corporation to lease a dozen or two and forge direct celest ial links among i ts offices andplants across th e country.For those 9f you who haven't read th e book

The Waves o f Change. by Charles P. Lecht,which has been published in ComputerworLd ininstallments, you will find some interestingthoughts. In his discussion of future systemarchitecture in th e commercial f ield, he seesa vast expansion in on-line, communicationsoriented, t ransact ion-oriented, and real-timesystems in the 1979-1984 period. But he seesthis growth restricted by AT&T communicationsta r if fs and l ine ineff ic ienc ies until AT&T canfully implement digital networks, or until IBMcommunications satel l i tes and private branchexchanges become operational.

Lecht sees IBM and AT&T pursuing strategieswhich suggest major competitive confrontationsby the end of th e 1970s. Both want to supplya total end-to-end service. A key challenge isto def in e th e relative meaning of "data processing" in such a way as to arrive at ' some workable consensus on the meaning and roles of"message switching," "transmission," "circuitswitching," and other interdependent terms andconcepts. This issue is currently being hotlydebated by th e Federal C o a u n u n ~ ~ a J j . o n s Commission.

However, th e shape of th e d at a communicat ions "revenue pie" is changing dramatically.The change in th e relative shape of th e pie

The Changing DolLar Di8tributionin Data communications

P1'obLemPlanning:

1. Difficulty inobtaining real is t ic ,well-coordinatedlong-range requirements fo r telecommunications and ADP

Would merger facili-tate the 8olution?Probably not. Thisis primarily a prob lemfo r P in developingrequirements which en compass those of A, B,G, and W. There mightbe a slight advantagein having a single

technical interfacefo r C and n.

Communications ProcessingII1II Media Conversion

t ~ ~ ~ ~ ! Transmission Services

19608 1985($22 biUion)

2. Many requirements are ad hoc.necessitating quickreaction to a specif ic , unpredictable situation3. Lack of in tegrated planning fo r

ADP in th e telecommunications area4. Omissions in

plans

5. Imbalances inprogramming fortelecommunicationsvs . ADP and otherCCP areas

Not directly. Com-bining functions couldfacili tate some.

Yes.

Yes, th e mergerwould faci l i ta te bu tnot guarantee a solution to this problem.

Yes, although manyother factors alsoi nf lu ence the balance.

March 78 * CRYPTOLOG * Page 5F9R 9FFISIAL WSE 9NbY

~ ~ - - - - - - - - - - - - - - - - - ............ . . . . , - " " " " , . " , . . , , ~ ~ . ~ , , . . . . . - ..


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4009808FeR eFFIIAL OHL,

The Study Group attempted to anticipatemajor factors in the future and considered th efollowing in some deta i l :

Computer netting; Software conversion; Integ ra tion o f ADP into analysis; and Dynamic resource allocation.I shall no t go into th e details of their de l iberation, bu t simply s ta te t he ir conclusionthat combInIng C and T would al levIate these

P.L.

Yes.

No. On th e contrary,the present status of Tlin the organizationalstructure makes i teasier to d eal withthis complexity. -

Yes. A single keyelement could moreeasi ly adjust resourcesto balance th e si tuat ion

Yes, potent ial ly.Delay of work requestscould be al leviated,

Probably, in thatthere would be a greaterprobabi li ty that thoseinvolved would learn tospeak th e same language.

inrelaoper-

6. Complexity ofexternal coordination and relationships in telecommunications planning,ro les of DCA andth e mili tary services

8. Lack of totalsystems automationfo r computer networks

1. Coordinationof telecommunications operationsinvolving computers

4. Lack of cons is te ncy in availabil i ty of C8 and Tlmaintenance personnel

3. Time and redtape involvedaccomplishingt ively simpleations, e. g.moving a computerterminal

2. Troubleshooting, i . e . ,th e diff iculty indetermining whethera computer problemis due to computerhardware, executivesoftware, 1inesterminal equipment,or worker software

problems. Regardless of th e organization, theysaw a great need to have better defini t ion ofth e interfaces between C, T, and SIGINT processing.The majority of th e Study Group concludedthat most of th e Agency's automatic data processing and telecommunications functions,

especially t he p lann ing, s of tware development,7. Incompatibili- Possibly. But this and maintenance, should be integrated. Thet ies between termi- is more r e la t ed to other Group believed that th e two discipl ines wouldna l equipment at bl 1 d rapidly merge into one as technology advancedpro ems a rea y men- in th e 10 yea rs fol lowing the i r 1972 study.field s i tes and tioned. A strengthenedinternal NSA pro- role of a combined C The Group also believed that th e ADP compo-cessing system and Tl would help some. nent must become a central Agency uti l i ty of----------------------+------------------------1 hardware, systems software, and dat a bases ,Yes. The combination with applications software i nc rea sing ly theof ADP/COMM functions province of the user. Because of th e complexi-into one organization t ies of th e ADP effort and of th e externalshould accelerate de- relationship in th e telecommunications area,velopments in this and th e group considered i t necessary to accomplish

= = = = = = = = = = = = = = = = = = = = = = ~ r ~ e ~ l ~ a ~ t ~ e ~ d ~ f ~ i ~ e ~ l ~ d ~ s ~ . = = = = = = = = = 1 he merger in the following two stages: C Group to be removed from t he Product ion

organization, reorganized, and given astrengthened mission s ta tement as th ecentral NSA/CSS authority for automaticdata process ing systems. C and th e PStaff, with a third par ty cha ir ing th eworking group, to be charged with complet ing a plan for separat ion and reorganizat ion within 6 months;

While this action was under way, C and Tlto be charged with preparing a plan formerging th e ADP and telecommunicationsfunctions. Such a plan to be completedwithin 12 months.There were two minority views to this report (two of seven members, plus th e chairman).

One minority view agreed that an organizationalmerger could become th e solution a t some pointin the future, bu t major surgery was no t recommended a t th e time. W hat was recommended atth e time was an exchange o f s ki ll ed ADP andcommunications personnel.The other minority view was that i t hadno t been shown that the act iv i t ies would beconducted better, that economies in dollars,space, or manpower would resu l t , or that th ee f fi ci ency o f th e Agency's operation would besignif icant ly improved.I IUSN,whohadbeerichIef of NSA Telecommunications f or s ev er alyears, s tu di ed t he Carson report and commented,

on 14 June 1972, that he believed "that th elong-range trend is toward consolidation." Hewas very concerned that such a merger be donecarefully.Because t he f indings of th e group were not, conclusive, th e Deputy Direc tor repor ted toth e Director on 24 May 1972, " . . . th e groupis now exploring al ternat ive courses of actionwhich might also achieve th e objective of compatible system design without actual organizat ional merger."

Operations:

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The W a ~ e R e p o ~ t (1873)In 1965-1966 Dr. Willis Ware had beentasked by th e Director, LTG Carter, with preparing a study of th e Agency's computer center.The study was to review capabili t ies and capaci ty planning. In 1971 Admiral Gayler autho

rized a review of that earl ier study, bu tasked that addi t ional factors such as centralization and th e advancement of communicationsbe considered.In May 1973 th e second Ware Study Grouppublished i ts report. That group, of course,had th e Carson stu dy as additional background.The only recommendation in the second Warewhich bears on t he p re se nt s ub je ct is : .

"Relocate the Agency computing facil i ty organizationallyso that i t has high managementv is ib il it y, i s t he p rope rtyof the entire Agency and notonly of th e analytic groups,and is under th e direct purview of th e Director."

The rat ionale for that relocation was: It would g iv e t he Director better visibi l i tyof a resource that consumes a substantialf ra ct ion o f th e budget; I t would give him a larger personnel baseover which to exercise the man-machinetrade-offs of operat ional costs; I t would put th e a ll oc at ion o f a scarceresource in view a t Agency level , wherethings can be select ively controlled; I t would be more responsive to th e broadneeds of th e Agency; and Since computing and communications werebecoming interrelated technogically, comb in ing these two functions would be advantageous. Should this occur, i t would bemore appropriate fo r them to be an independent organization respons ib le to th eDirector.The 1973 Ware r epor t a ls o recognized thatno t all computer-trained personnel should belo ca te d in one organization. The analytical

groups -- A, B, G, V, and W -- undertakeproblem-solving efforts involving computers andshould have "appl ications programmers" assigned.As you will recal l , all applications programmersin C Group who were directly supporting one ofth e analytical elements were transferred ou tof C in July 1973.)The OSD Audit o f ADP (1975)

An OSD audit of NSA's ADP equipment maintenance, dated 7 July 1975, recommended consolida-

tion of ADP equipment maintenance and supplysupport responsibilities in order to achievecost savings.The audit found that : Maintenance personnel t rai ned to work on

th e same ADP equipment were assigned tovarious elements -- operations, R&E, andtelecommunications; More control was needed over repair partsinventories; Improved procedures were needed to reviewand monitor contract maintenance supportto ensure that contractors were satisfyingcontractual commitments.

The audit recommended that act ivi t iesinvolving th e maintenance of ADP equipment beconsolidated under th e management of C Group.The T o ~ d e Z Z a Study (1976)

On 23 October 1975 th e Director, LTG Allen,asked Dr. Tordella to look into th e currentfunctioning of T and of C. Dr. Tordella submitte d h is r ep ort on 15 March 1976. He recommendedth e establishment of a new Assistant Director forCommunications and ADP. He considered i t asound solution and suggested that , i f not implemented a t that time, i t would recommend i t sel fa t such time as any major reorganization of NSAcould be accomplished.He also expressed a major concern stated by000 that removal of C from PROD would decreaseth e ADP responsiveness to 000 analysts. 000argued, with great lo gic, th at the reorganiza t ionproposal risked damage to th e relationshipbetween ADP and operations to achieve improve

ment in what could be th e narrower relationshipbetween ADP and communications. I f th e CiTorganization were merged outside of 000, th e Cexperts could become more ingrown and systemsoriented and less responsive to 000 analystneeds.Of course, one possibil i ty was to merge Cand T within 000. TCOM had been in PROD, as Ioutlined ear l ier , bu t th e thought of r e s u b o r d i ~nating TCOM to PROD was rejected because manyof th e goals of combining C and T would be ne

gated. Dr. Torclella concluded that th e statusquo was clearly th e least disruptive choice, buteven i f that were chosen in th e short run, herecommended that a merger be planned for anearly date.As we know, t he Dir ec to r considered th e matter fo r about a year and selected an appropriatetime to direct th e merger.

A Look at the R e c o ~ dI have talked at some length now about th e expected accelerat ion o f th e convergence of dataprocessing and communications. Now I would liketo look at th e r ec ord of the past to se e whathas been happening here at NSA.

March 78 * CRYPTOLOG * Page 7FQR QFFIGIAb Q ~ b


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4009808 FeR eFFleIAL eHLY

11-:- .....,, ......1 I reallyhate to gloss over this period and the outstanding work that was done by th e people in both theol d C ~ r o u p and TCOM. The advances during thisperiod have been dramatic and have provided th etechnical base fo r th e accelerated growth of.thefuture.Improvements E:J:peated from CiT Merger

OUring t he s everal months of 1976 and 1977that General Allen considered the/relativemerits of merging C and T into a single organization, his s taf f helped himdevelop a l i s t ofimprovements to be expected/from such a merger.Those expected improvements -- which reallyconstitute th e "bottom.line" of th e merger -are: enhanced vis ibi l i ty of a more directmanagement focus on th e Agency'scomputing/resources; creatiQn of a central p oin t fo r long-rangeplanning/systems development involvingcomputers fo r communications andprocessing; greater effect iveness and e ff ic iency inapplication and management of computingresources; consolidation of computer maintenanceactivit ies; central control of support planning fo rcomputer faci l i t ies ; c le ar er d ef in it ions o f i nt er fa ce betweenAgency customers (P, R, S, T, M, N, f ield,etc.) and supplier of computing services; possibility of development of standardsacross th e board, rather t han only withinprojects; centralization o f con tro l of policy andprocedures fo r communication and computersystems/services; possibility of better career development.

"United We Stand"In conclusion, all of us who work in th e newT organization have a major challenge and re sponsibility. Communications and computer services have been fused into one and organizationally placed under a Deputy Director in anattempt to achieve th e improvements I have just

outlined. I t is up to us as individual membersto insure that i t becomes a real fusion of th etwo types of services and th e two technologies,no t s imply a combination of two things under acommon management. There is a great reluctancefo r organizations to change. We must be especially attentive to th e r isk that th e mergerbe only a half-one.

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software sup-port ( that 's a sub ject for a separate article) .We want to log! I t helps us touch th e material. I t ' s like buying a piece of land and no tbeing satisfied with topographic charts -- youhave to go out and walk al lover i t . Then youbegin to know th e land.

I have always had th e notion that somedayinteractive computers with screens might beginto meet this "touchinll" need of th e "n'" ", .. "

Has anybody done this sort of thing or everseen i t done? If i t works, I 'd sure like tostop all this logging1

. because we can'tMany years ago I was told that "a goodanalyst" does hi s own logging , count ing, and tallying. While at f i rs t I;admit I thought I was being set up todo a ll th e menial labor (my son calls i t "thedonkey work"), i t wasn't long before I sawthat t he s en io r people around me did do theirown logs, and counts, and tal l ies -- no t always,but much of the time.I can remember more than one callsign problem when th e callsigns had been extracted (byhand) from some sort of generating matrIx andinscribed (again, by hand) into pages. Oftenth e makers of th e pages would begin in an at-tempt to be very "random" bu t boredom and in -attentiveness quickly set in and both processes,extraction and inscription, slowly became moreorderly and regular. Near th e end, as fatigueset in , the processes became virtually mechani-cal. Such "handwriting" patterns -- top tobottom, left to r ight -- are sometimes sostrong that one can convert pages from arbi-trary to true base on this feature alone. Ona problem like this , one can deal with theproblem on a stat ist ical basis -- one can evenconvince one's statistically/mathematicallYminded friends of th e truth of one 's solut ion-- but the acid tes t is to sit down with pen-

c il and cross-section paper and, by hartd, d u p l i - ~ = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = = ~ca te the process, callsign by callsign. Ifyour solution is right, you'll see i t andyou'll feel i t intuitively.In both of these processes, we/gain analyticinsight by do ing i t ourselves. Logging bringsus into contact -- a kind of slow-motion contact -- with the material we ar e studying. Idon't know about you, but I know that I havedisaovered more things while/logging, orcounting, or tallying, or some other donkeywork than I have while sitt ing there lookingat th e r es ul ts o f the logging/counting/tallying.Especia lly the discover ies that were unexpected-- out side the range of / what I thought I wasgoing to find. In the/extraction/inscriptionkind of problem, th e /lnsighttomes as my hand

follows th e hand of /the enemy signal officer .Why di d he stop just ther,,? What made him.jlllllpover (o r away from) thatca11sign?Nowadays we are told that the c9mputers aregoing to do a11/ things fo r us. But what happens to that int imate contact/wi th the mater ia lwhen the original t r a f f i c / " ' ~ if you can call i tthat anymore-::is d e ~ p l n s i d e a computer somewhere and alLyou'vegot to look at is somecomputer outputJ Well, some of us s t i l l finda way to.closome hand-logging. And no t just

THE HAND IS .. NOTQUICKER THAN.THE

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I had "Animal Crackers inbut you've gotA D.ONKEYIN YOUR WHAT?

Te group of mayors was t ou ring thewater quality-control facility at amunicipal reservoir. Their tour guide,a young engineer, repeatedly extolledth e virtues of th e equipment they wereabout to see. They entered th e operations roomand beheld an entire wall of gauges, dials,lights, and buzzers, a ll sensing t he pul se ofth e hundreds of acres of water outside th ebuilding. Fully a dozen technicians movedpurposefully back and forth among th e dials andgauges, stopping to record their readings on Allover t hi s agency ar e managers who scan' the forms attached to their clipboards. performance-oriented printouts with a frequency

"Gentlemen," intoned th e proud tour guide, ranging from daily to monthly. They rely"this facility and i ts equipment represent the heavily on t he report s they review to giveabsolute state of th e art in nmnicipal water them what they need in order to ful f i l l theirsupply quality control. From this one rOOJ!l, I role. Many will no t discover, unti l a "deadstaffed by only 12 men per shift , th e health of " donkey" of some sort shows up in their shop,over eight mi ll ion people is guarded against that s tat is t ics , as useful as they can be , aredisease. From here we monitor numerous.hazards. not meant to be th e end-all. Their purpose isWe scan th e salinity, th e coliform level, and to indicate, hint, or suggest that a problemth e chlorine concentration. We check for algae might exist. They may highlight a known problemgrowth and a host of industrial contaminants or aid a manager in distinguishing betweenand agricultural pollu tants . To put/ i t suc- a symptom and an underlying cause. At thatcinctly, we're on top of i t ." point th e computerized report has done as muchas i t can ever do.Following a polite round of applause and afew parting oohs and aahs, th e mayors headed The other pi t fal l comes about when an indi-back to their bus fo r th e return to their vidual rises within an organization to th e levelhotel, convinced to a man that/they would re - at which th e role is to manage managers (asquest funds fo r a similar f a c ~ 1 i t y in their opposed to a f irst- line supervisor, who managesnext budget. the people who actually perform th e tasks).As they walked across th e dam, they saw a Meeting with subordinates then becomes th esight that caused their jaws to drop. There, primary mechanism through which th e managerlying on th e shore of the /reservoir, half in acquires data on th e system fo r which he isand half out of th e water, was t he b loated car- responsible.cass of a dead donkey. I t had not affected the Heaven help the manager whose knowledge ofsalinity; nor had i t made any contribution to his organization is limited to that providedthe a lgae concentra tion ; and so , i t had gone in s taf f meetings by subordinates who, in turn,undetected despite "the absolute state of th e rely too heavily on s tat is t ics . That consti-art" in sophis ticated equipment. tutes double jeopardy.

The story, of course, is apocryphal, bu t The cure for "managerial myopia" is preven-it i l lustrates a lesson which, while always tion. For every half-hour spent reviewingimportant, becomes increasingly so in the age statist ics, a like period should be devoted toof computers and staff meetings. : visi t ing part or a ll of your empire. I t pre-A host of "pugs" raise their ugly l i t t le vents "dead donkeys" in your reservoir.peads when machine processing intervenes in

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THE TUBE IS COMING

A LINGUISTLOOKS AT THE -"TUBE"

Computer systems which use video, or CRT(cathode ray tube), terminals distributed towork areas are on th e increase a t NSA, and wel inguists can take hear t that th e "tube," plusa good text manipulation system, can be an.ideal tool for the translator.THE TUBE AND THE NEWS MEDIA

The fact that video terminals are widelyemployed by th e news media i s evidence oi"their usefulness to those whose job iswriting. The major wire services and,according to th e NEW YORK TIMES, more than 300newspapers have installed computer systemswhich permit reporters to type their storieson the screens of CRT terminals, then movetheir drafts to other terminals for edit ing,proofreading, and computerized layout andtypesetting. As long ago as 1970, UPI le t acontract for such a system, and in 1971 APreporters were already writing stories on th escreens of a t r ia l system.

This item from a recent issue of U.S. NEWSAND WORLD REPORT tel ls of that publicat ion'ssystem:

"Instead of a typewriter, th e editorsuse a Video-display terminal , or VDT. I tis simply a keyboard attached to atelevision screen. Letters appear on th escreen when the keys are struck. Acomputer to which th e set is connectedallows writers to drop words with thepush of a button. or insert fu l lsentences without retyping old copy.Entire paragraphs can be transposed bystriking other keys. This saves timespent erasing. striking over, shufflingpaper and t yping c lean ' drafts .

"The VDT was viewed with skepticismby many newsmen steeped in traditions ofa business that has used typewriters forgenerations. ' I t seemed l ike a hel l of alo t of trouble to go to to write as tory , ' says Associate Editor FrankDiggs. 'But you ge t hooked to the pointthat you come in in the morning with asmile on your face to s i t down withi t . '"A more detailed description of a typicaltext-oriented terminal comes from thisCOMPUTERWORLD news item:

"Designed exclusively f or .or gani-

zations l ike newspapers, publishinghouses and other communications firms,th e (Delta 4300] terminal provides textmanipulation features that includeautomatic word wrap, automatic raggedr ight sentence and paragraph jus t i f i cation and automatic justif ication ofnew insertions, the firm said."In addition, four automat ic searchmodes ar e possible including searchingte xt fo r a specific word or word string;

search and replace each occurrence intext with a new word or word string;search and replace upon request; andsearch and delete each occurrence intext of a specific word or word str ing."Other features include the abilityt o move/copy/delete any defined textfrom th e terminal 's memory."

The sim.ilarity between news mediaoperations and NSA t ranslat ing and reportingmakes us ask whether we Agency l inguists mightprofit from the use of technology which th enews industry finds 80 effective. Businessesalso ar e stepping up use of computerized "wordprocessing" equipment, including videoscreens, to produce le t ters and documents.THE TUBE AND TRANSLATION

We can never t ranslate at computer speed,but a computerized tool which removes ourdependence on paper can make us much moreproductive. Surely everyone who has worked a tt ranslat ing a foreign language has fel tfrustration at th e slowness inherent in th econversion of foreign words to an Eng li shtranslation on paper. A typewriter may be al i t t l e better than longhand fo r somel inguists , but the medium is s t i l l paper,where small corrections ar e time-consuming andr ev isi on s r eq uir e recopying by th e translatoror someone else.

The feature of t he v ideo terminal which Ifind most attractive is th e worksheet natureof the screen. I can type as fast as possible,knowing that any c or re ct io n, i ns'er tio n, o rdeletion can be made instantaneously. I cantranspose whole sentences in a moment - - amarvellous time-saver when sentences in th eMarch 78 * CRYPTOLOG * Page 11

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THE TUBE AND A TOTAL SYSTEMAlthough my immediate purpose here has beento extol t he value of th e CRT terminal to thet ranslator , th e to tal benef it o f an on-line,intercept-to-product system should be kept inview.We should not only help the t ranslator tobe more productive, we should c ap tu re t hef i rs t key stroke of h is t ran sl at ion on th ecomputer terminal and pass i t onelectronical ly to th e end user without copyingfrom paper. Record copies on paper undoubtedlywill be wanted a t some points in th e fl ow, butpaper must no t be th e medium of t ransmiss ion .Time and money are wasted, and errorsintroduced, by th e re typing requi red in th epresent process .

original\ text are long and convoluted. After Ihave made a ll needed changes, my draft i sactually the. finished copy. In a total system,a button push would f lash my t ranslat ion tothe terminal of th e checker and then to th ereleaser . I could print a copy fo r localreference i f needed. An EXPERT data form couldbe displayed on th e screen, and data elementsn ot r ec ov er ab le automatically from anassoci at ed dat a base could be entered quickly.From my experimentatiQn with a CRT terminalfor t ransl at ing t ext s fo r product, I estimatethat I a t leas t double the produc t iv i ty of thetime I devote direct ly to t ranslat ing. Theamount of time saved wil lQf course vary byperson, language, and subject\matter, but anyl inguist should expect to make his valuablelanguage ski l l s more effect ive.Although i t is th e experienced l inguist who In G Group, fo r example.!will profi t most from th e use of a video Ir---:''::'''''':::;'''':::;,:,;,.::.t:.:.....:.;,=-==;I;.:;.=.LIterminal, th e work of th e less experienced

will also be spe eded up . The worksheet\.natureQf th e display screen makes alterat ions\easyfo r him or th e reviewer without th e need\.forretyping.~ = - - __ ~ ~ - : - _ - - - , I If a t ex t e di ti ng system isthen available on those terminal s and there isa direct connect ion to NSA's product releaseand distr ibution system, th e t ran sl at or w i ll,b e able to perform his wQrk as an integral

~ _ ~ I ~ f _ ~ a ~ ~ t ~ r ~ a ~ n ~ s = l = a ~ t ~ o = r _ ~ u ~ s = e = s - = a - = d = i = c ~ t = a ~ t = i ~ o = n ~ s ~ y = s ~ t ~ e m ~ ' - , I art of an overall system.

I th e transcriber will be th e one who~ u - s - e - s - ~ t h e video terminal, with th e sameadvantages of rapid correction and revisionand th e capabi l i ty to transmit completed textsfo r checking and disposi t ion a t a button push.There are, to be sure, conditions fo r th e

success of a t ranslator 's video term inalsystem. The f i r s t is up to th e l inguist , andth e res t are th e responsibi l i ty of management:

1. The l inguist must be able to type. Thisis no t an unreasonable requirement in ahigh-technology agency. A typ ing course isavailable in th e le arn in g c en te r f or anywho need i t .2. There must be a terminal a t th el inguist 's desk and a printer nearby.3. Text manipulation on t he s cr een must bef lexible and fast .4. The system must be dependable. Nothingwill discourage th e l inguists 's use of th eterminal more than a few lost t ranslat ions.5. The l ight ing and physical arrangement ofthe terminal must be suitable fo r constantuse.

Segments of the to tal system principle ar ealready in us e or on th e way, but they arelimited either to a part of th e Ate;C: or apart of th e process. To make th e _ _ _ __ Iconcept a reali ty, we await a a a on- nesystem, hopefully one with t e x t - h a n d l i ~ gfeatures which will allow us who are lingulst$to be as product ive as technology will alrow.

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(This art icle was t yped and revised on thescreen of a computerized word processingsystem. I t was produced in the form of asingle column to f i t the CRYPTOLOG format.With the exception of the human labor involvedin cutting and pasting these columns onto th epage masters, the article was "untouched byhuman hands. ")

THE TUBE AND THE TRANSLATOR -- " I DO"Both l inguists and managers have a part inarranging the marriage of th e translator andth e video terminal. We who translate must bewilling to accept and master th e use of toolswhich will make our language knowledge morevaluable to th e Agency. For i t s part,

management must ensure that new on-linesystems have f lexible, fast text-handlingcapabilit ies plus suitable physicalenvi ronment and that the t ranslator 's role isno t merely an afterthought. Agency efforts to

recruit and keep good l inguistsmatched by t he determina tion thathave modern equipment fo r their partproduction.should bethey willin SIGlNT

RSTo t he Edi to r, CRYPTOLOG:

As a twenty-six-plus-year veteran ofNSA andi ts predecessor, AFSA, I just cannot res is t com-menting on th e art icle "How Not to Make an DB"(CRYPTOLOG, December 1977). Although I havenever been a traffic analyst o r s pe ci al researchanalyst, I am nonetheless motivated to make thefollowing comments.

The intent of th e article is obvious, i . e. ,to hopefully eradicate to some degree th elethargy that may have crept into some of oura n a l y s t ~ 1 daily work habits. I hope that thea rtic le is a gross exaggeration; however, Ihave made th e assumption that occurrences simila r to the one pantomimed in th e art icle havetaken place a t NSA with sufficient frequency toprompt the writing of this article. I am appalled at th e very thought. I f this assumptionis correct, we are indeed in a sorry state. Cansomeone allay my fears and reassure me that wear e more professional in these endeavors?

P.S. I f some of our consumers read this ar t icle, what would be their thinking in terms ofth e validity of our product?1....- ---11K3l

The authop o f th s al'ticl,e pepUes:As a twenty-seven-plus-year veteran of NSAand i t s predecess.or, I can assure 1 1that the ar t ic le was based on areal- l i fe incident. I t was sl ightly exaggerated and th e nameswere changed to protect the guilty.However ,1 . 1fears may be allayedsomewhat by th e following facts:1) Theincidenehappened many years ago -about 15 , .as a I re ca ll - - and most of th epeople involved ar e no longer involved inAgency/reporting.2) Allthe sloppy practices described di d not

involve th e l isting of just one "Obscenian"officer. The story was a composite with

many mistakes being thrown into one OBentry. I t 's th e sort of thing they do onTV when they want to show mismanagement inhospitals. Rather than clutter up th estory with a whole lo t of characters, theycome up with one patient who is sufferingfrom high blood pressure, low blood pressure, prostate t rouble , pregnancy complications, chil ls, fever, and a few othersymptoms.

3) The OB in question d id no t get i ssued,thanks to th e efforts of th e checker (bu tmy natural modesty prevents me from te l l ing you who he was).1,....----------lp16 P. L.(U)

Editop's note:The following communication, attached toth e art icle fiNo, Winnie, You've Got I t UpsideDown Too!" (CRYPTOLOG, February 1978), appearedrecently on th e Editor's desk:

'(U)

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...- - ~ ~ - - - - - - - -UNCLASSIFIED

I had to move the apostrophe this monthbeaause we're printing something sent in fromretirement paradise by our founding editor,Doris E. Mil- leI' .From time to time we send Doris unalassifieaUppings from CRYFTOLOG, just to le t he r seehow her baby is getting along. Sometimes i t ' sonl y t he piature on the t i t le page o f the artiale, plus the author's name. But oaaasional-ly we aan send Doris a treat - - a aompletelyunaZassified item.Reaently our aUppings to Doris inaluded theunalassified letter to the edi to r tha t wassent in by! !and u 1Uas u printed m in the January 1978 issue. I t prompted Doristo send me the fol lowing letter, with a sug-gestion fo r a def ini t ive art iale (How's thisfo r proof that you aan take the girl ou t o f theAgenay, bu t you aan't take the Agenay ou t ofthe girl?). I'm too busy edi to ring to take he

up on her suggestion. Instead, I 'U justprint her letter here and hope that some CRYPTOLOG reader wiU seize the opportunity. In away, I feel like Mikey's brothers, pushing thenew aereal baak and forth, eaah saying, "No,you try i t !" Won't I be pleasantly su:rprisedwhen someone reaUy "LIKES i t !" and doessomething about i t . (Asswning, of aourse,that the person sends i t in to CRYPTOLOG fo rpubUaation! ) Ed.

. L ~ = = ~ - ; - = ~ le t ter about t h e T e l a ~tionship between TA and IRA (CRYPTOLOG,January 1978) reminds me of an art icleI once started to write, called "WhatIs a Cryptolinguist?" I t was in th emonths just before I retired and I had so ~ a n ypassionate thoughts I wanted to pu t on paper'about th e work of th e cryptolinguist, and sol i t t le time to do i t , and I would write athome, far, far into th e night, using substitutewords and leaving spaces, etc. , trying to ge ti t down in shape SO that I could work i t upf inally at the building. Well, i t was no t tobe. I piled up an enormous amount of stuff,some of i t very good, I thought, on th e wholeconcept, techniques, philosophy, and e th ic s o f"special intelligence" -- trying-to fight through'th e wilderness we have got lost in and ge t backto some kind of common sense approach to thework. I had something like 50 pages in varyingdegrees of eloquence and incoherence when D-DayEve came around and I simply had to scrap i t .

One part of i t , though, that I regret nothaving passed on to you, or somebody, retracedthe evolu tion of th e cryptol inguis t , that is ,our present conception of him (i n which I in clude her, who they mostly is) using as indicators of t he var ious st ag es th e different jobt i t les .When I came into the Agency you were eithera CA or a TA. I was quite astonished atbeing dubbed a cryptanalyst on th e strength ofa couple of Dilly 's cou rs es , but soon learnedthat at that time, because th e nature of th esystems being used, th e linguist either picked

up some CA or th e CA picked up some language:t ~ e l " e a l d i s t i n c t i q n w a s w h e t h e r y o u w o r k e d ' - ~wlth th e message ext erna ls o r internals. Thenth e systems became more and more mathematicaland th e solutions more and more independent oflinguistic aid; also, when some of th e big, big

~ y s t e m s broke, lots of linguists were broughtln, as a second wave, so to speak, who had nopart in breaking them, and they just "exploited"them. Then th e Agency began reporting i tsown scoops, and th e linguist became a researchanalyst. Then t he res ea rch analysis wasseparated out (how do you like that fo r redundancy?) and th e linguist became just plainl ~ n g u i s t ~ , except th at th at d id n't seem quiter lght , e lt he r, so they became cryptolinguists.(I s t i l l remember th e State Department interpreter who was so amused at that word __"cryptolinguist." "What is a cryptolinguist?Is i t something like a pseudoliberal?"). SothechronologicalsequertcewerifSollleihfl'lgllke: Cryptanalyst, Cryptanalyst FIL, ResearchAnalyst FIL, Linguist or Cryptol inguist .This is a steady diminution of th e role of th el inguist, who is now considered to be neithera cryptologist nor an intelligence analyst,but a kind of. simulated translation machine.. This shows a frightening lack of comprehen-Slon as to what th e linguist actually does, howmuch nonlinguistic work he does, how much is

lef t to his jUdgment and discretion that nevercomes to th e attention of other "disciplines"(because th e linguist makes th e live-or-diedecision in his scanning) or is slanted by th el inguist 's rendition of i t , of which th e SRAfrequently unable to make an independentJudgment. . Well, here I go again.I think Agency linguists have made amistake in emphasizing th e intr icacies anddifficult ies of th e ~ a g e s (who cares?) andnot b ri ng ing out th e tremendous power th e

P.L.

P.L.

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atk' you to f ~ ~ ! A ~ ~ : \World War II phoneticalphabet in theWord-Seek below.(Solution next month. )0 H C E R N 'II 0 H E ME 0 E L 8 A G N I K AM T R C E N G T E I I0 E 0 N Q V E U F M LR L P U I M 0 E S 0 LI X E C H A R L I E Ip E T E R A G 0 D R 'IIN 0 I S T R E K A 8 QR E G 0 R 8 K Y S A EA I X 0 F E 0 B 0 E NJ A P A P Z y A R X K

Answer to puzzle(See CRYPTOLOG.February 1978)The problem was to think of what solidfigure (not a squeezable material) could bepassed through each of the holes (a circle2" in diameter, a 2" square, and a trianglewith a 2" base and 2" height). At eachpass-through, i t was to make a completelycontiguous fi t . .Here' s t he solut ion:Cut the appropriate circle, square, andtriangle out of light cardboard.Draw perpendicular diameters on the circle.Draw line down middle of square and cu thalf-way down.Draw triangle height and cut half-way ~ .

. . .4.......

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UNCLASSIFIED

linguist has in th e early (and sometimes th elate) stages of processing -- power which issometimes put into th e hands of people who aretotally unprepared fo r i t .Linguists should emphasize their role in producing intelligence, not their virtuosity at .one -- or 21 -- languages. If they would presenti t from that angle, which is the only one thatbutters any p arsnips for the Agency, anyway,

they might ge t a better hearing.Be that as i t may, i t might make an interesting article. No, I'm sure i t would! I t mightbe possible to write -- or get someone to write-- a historical account of the process by whichth e originally simple dichotomy (always wantedto use that word) of "CA and TA" has been elabor at ed i nto our present jungle of specialties.Where one would find the material, I don'tknow. Job aud it or s? Peop le 's own personnelfiles? Position papers?Wayne's remarks ar e very much along my lineof thinking. He could probably produce a largechunk of such an article. If th e idea appeals

to you, you can take i t from there.

UNCLASSIFIEDMarch 78 * CRYPTOLOG * Page 15

SLOW NEWS DAY\\\\Y\\\\\(\::IN MOSCOW : \:::; : : ~ : : : - i : : : : :,..\U::::inTFor the pa st 60 ::::".years, foreign corres-.: U " ' ~ Cbey have beep forM Q 5 C O ~ l4eolOpcal ,. ~ U lI ~ by oc=::- RJ..0'1 haVe thewest iIlJ f a r ~ \ ~ borden, ye t at l:fIe _ _ ~ ;iCID f!OIII fell' ~ d \ e l\. y= and cIlstruMtul at d .~ ~ e o - w e D IIIUd! R ~ ~ 1 . mdudID. lIaiPIth:Is . . beeD ~ the C U I ~ - 4 a l 1 ..~ .." e e . ~ ~ I ~ ,nth 4JIlYjlt ~ ~ play pretty fcIr-~ of the oft\;.vda. that tbe ~ theMi dlyr, ma)'be be-~ ~ . i I l . ~ ~ . t h e i f d r i b : i : : ~ ~ ~~ . ~ " sn4 tb ' ~ u r o s : : ~ ~ t h e y ~ e~ " . 1iIJt 'Wtl I!IM'- , . ~ t l ! ! ! wodd at2n . :autaaider." u n \ t 1 . ~ ~ - - l < J t \ ' l f U l " t ~ 'd1-. '.._ c ~~ bY UlIiDI... W l V ' : I I l y e ' l ' . ~ , 1II_''.)'a Imstllrcoine 1 r n 1 f c h ~~ . '1. . 51" ' .27 , '7 7.. \'l1 ..(Slow day in CRYPTOLOG art department: Ever noticehow, whenever there I s anodd space to fi 11, i t I S always a news clipping on Russian?)

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D: 4 0""0'"9"8'Ir"T0'8'..' - - - - - - - - - - - - - - - - ~ ~ - ' ~ - -UNCLASSIFIED

NSA-crostic No. 12By A.J.S.

VEFINITIONSA. Kind of English earthenware(mantlepiece spaniels, etc . )B. Head of a monasteryC. Songwriter's summary of "Hamlet":"When a ghost and a prince meet,

And everyone ends as - - - - - - - - - . "D. When he r three boys bough t a

cat t le ra nch, s he sugges ted th eyname i t "Focus," because that ' swhere th e - - - - - - - - - - - - - (3 wds)E. What Sir Francis Drake waslooking fo r (2 wds)

F. Affirmative (colloq)G. Vessel abandoned on th e high seasH. SpinI . Attempt to vomitJ . When told that this was a person'sfavorite phonograph record, th eother person said, "Oh, I didn' tknow that 01 ' Blue Eyes had sucha fancy f i r s t namel" (3 wds)K. VegetableL. Person in cha rg e o f entertainment (3 wds)

M. Lastest pe rio d o f the Tertiary(2 wds)N. Not torn asunder

The qu.e.:ta:Uon on the next page weu .taken 6JLomthe pub-U6hed woltk. 06 an NSA-eJt. The fri,JL6.:tle:tte.114 06 the WORDS ~ p e U ou.:t the a.u.:thoJr.'name a.nd the .tUl.e 06 the WOJr./l.

WORDS

n 120 8I 65 -5 -73" 46 113 181 --ri 136 1 0 0 3 9

29 182

O. South American lake, highest inth e world; fifth-grade geography 8 2 116 9Y D 190 60 215 165t eacher s hat e to mention i t becauseth e rest of th e class hour is nothingbu t giggles and smirks

P. Anc ien t sculptures taken fromAthens to England in 1806; nowin Brit ish Museum (the Greekswant 'em back!) (2 wds)

Q. Vegetable melange


UNCLASSIFIED


19/32

4009808 UNCLASSIFIEDR. Wild goat of Europe and AsiaS. RefusalT. One helluva good poet (2 wds)

U. Large indeterminate numberV. Fiddle-makerW. Make lukewarmX. Last n ine yea rs (1811-1820)of th e r eig n of George I I IY. Oriental monetary unit

1 D 2 J14 C 15 E

(Solution next month.)

March 78 * CRYPTOLOG * Page 17UNCLASSIFIED

-- , - -_ . . " '--- --- - .- - - . ~ . ~ . _.--


20/32

4009808 SI3CRE'f SPOKENews of the erypto-Linguistic Association

I?VesDNa

Yes, Jack Gurin, R5, is obviously the winnerin CLA's informal "Think of the Longest Titlefo r Your CLA Lecture, Just So Long as You Giveth e Lecture!" contest. The t i t le is:"I Was Just a Middle-Aged Polyglot Until IDiscovered Transformational Grammar: Or,A Layman!s Guide to the Mysteries ofLinguistics."

Time and place: Wednesday, 22 March 19780930 hours, Friedman AuditoriumAl l ar e welcome! (U)

News of the Communications Analysis AssociationOVes[m a

.--------,'* I IIII I1__ . .. . .. . -. _.

No, you don't have to be a member of CAA,but i t makes i t easier fo r you to get the word.Like, did you r . l : i . : e : : . : t : : . . . . i t ~ o ~ h ! . . : : e ~ a ~ ....Jbriefing on thattern, how they got!-l...n""'t-o..........e-s-o...........- - - - ....

great t hings th e solution has done fo r th eproblem? You say you didn't ge t th e word?How about the CAA's Special Interest Groupon Cryptologic History? Does that tickle yourfancy? Are you an older hand who just wants toge t i t all down on paper and set th e recordstraight? Have you just read The ULTRA Searetand are you just burning to write a classifiedrebuttal to appear in CRYPTOLOG? Or ar e youone of th e younger ones who' s tired of hearing

about the "good old days" and who wants to golook for yourself at what really happened?Well, th e meetings of the Special InterestGroup ar e open to everyone, but. . .Maybe you 've heard a rumor that the CAA isworking on a proposal fo r a CommunicationsAnalyst, but you're having t rouble t rackingdown who, when, where, so you can go and givethem your two cents' worth.Or you might have an idea fo r a differentkind of Special Interest Group, but you don'tknow who to see or how to ge t i t star ted. If

i t crosses skil l /discipline lines (and don'tthey a ll anymore?), maybe you're thinking aboutasking the cAA fo r h elp , but you never seem toknow who we are, which of us is interested in. what, and where we hang our hats.Yes, Penelope, there is a CAA and i t has alot of things going on -- all aimed at promoting growth and professionalism among communica-

t ions analysts. But the reason you're not hearing about these things unti l too late is thatyou're no t on our mailing l i s t . And the reasonf o r t ~ t i s i y o u h a v e n t J o i n e d ; AndTf youhave been.sitting there smiling , say ing, "I'mOK, I'm already a member !" , you better checkyour membership card; I f i t says "1977," thenI'm talking to you too. -

Wait a minute! What does my card saY? Hrnnun!Can somebody lend me a dollar?W.E.S.

Communications Analysis Association:David Gaddy, President 3247sI I 11395Timothy Murphy 3.791s8025s599ls

.3573s3369s3500s

lAppointed to serve for the remainder ofth e term of! tUSN, whohas r es igned as Board Member.2New appointment (U

~ Space reserved fo r CAA logo (seeCRYPTOLOG, January 1978, p. 7)

EO 1 . 4 . (c)P .L . 86-36

P.L. 86-3

March 78 * CRYPTOLOG * Paze 18SESRE'f SPOKE


21/32

4009808 BECKE,+, SPOKE


8ECKE,+, SPOKE

P.L. 86-36EO 1 .4 . (c)


22/32

4009808 SECRET SPOKE

March 78 * CRYl'TOLOG * Page 20SHCRHt' SPOKE

EO 1 .4 . (c)P.L. 86-36


23/32

4009808SBRE'f SPOKE

March 78 * CRYPTOLOG * Page 21SfiRfi'f SPOKB

EO 1 .4 . (c)F .. L. 86-36


24/32

~ O O g e 0 8SKCRKT SPOKE


SECKEl' SPOKEIO 1 .4 . (c)

P .L . 86-36


25/32

4009808SECRET SPOKE


SECRET SPOKE

EO 1 .4 . (c)P.L. 86-36

--, - - - ~ - - - - ~ - " ~ - - ' . ' - - - - - - o - - - - ~= - - - - - - - - - , ~ . _ - , : : c , - , .-c _


26/32_

4009808SECRET SPOKE

March 78 * CRYPTOLOG * Page 24SBRBT SPOKE 7O 1 .4 . (c)

P.L. 86-36


27/32

4009808 SECHE'f SPOilt]

March 78 * CRYPTOLOG * Page 25SECRE'f SPOKB

EO 1 .4 . (c)F .. L. 86-36


28/32

40098088 ~ C R ~ T 8 P O K ~

March 78 * CRYPTOLOG * Page 26 .SBCRB'F SPOKB IO 1 .4 . (c )

P.L . 86-36


29/32

4009808 SBRET 8 P Q K ~

March 78 * CRYPTOLOG * PageS ~ C I t ~ ' f SPOKE IO 1 .4 . (c)

P.L . 86-36


30/32

4 0 0 5 B U 8 ' ~ ~ ~ ~ ~ = = - - - - - - - - - - - - - - - -SHeREI' SPOKE

i i

MaTch 78 * CRYPTOLOG * Page 28~ i : C R i T ~ P Q K E

/'EO 1 .4 . (c)P.L. 86-36


31/32

4009808 SECRET SPOKIS

A PROPOSED CUREFOR THE - \"PERFORMANCE SYNDROME"

11he following is submitted in rebuttal toL.".__ ......_ .................._lllrticle, "A ProposedCure fo r the Time-inGrade Syndrome"(CRYPTOLOG, November 1977). Topilraphrase thea r t i c l e ~ ISllggested thli:t.too muchattention is paid to an empl{)yee' s time iIlg:t"ade,that the primary factors fo r promotion shouldbe performance and capability to perform atthe next l ev el (potential), and that ; tp offsetcharges of discrimination, promotion boardsshould not be given employee's names, bu t onlyarbitrary numbers. He further suggested thatjobs not be limited t o c er ta in g rades, bu tgeared to performance/potential.

Well, I findl l a r t ~ c l e a mixtureof fact and fancy. The fa ct p art i S b a s ~ d o nhi s own experiences and th e fancy is based onwhat sounds like extracts from a book on laborrelations. I t has been my own experience that"each manager has his own pe t criteria fo r promotions. If he has had to wait a long time fo ra promotion, he probably favors time in grade.If he has gotten his promotions fairly fast, heprobably favors performance. If he has beenheld up fo r a promotion because of professionalization, he probably t hinks the program is awaste of time. If his boss doesn't believe ingiving outstandings, he probably doesn't wantperformance to count too much. If his bosshas a forceful personality and likes him, heprobably does want performance to count. I fhe doesn't have a degree himself, he probablyhas a low opinion of the value of a collegeeducation. People with several degrees aresometimes called "professional students";

people with several professionalizations areoften referred to as "jack of all trades"; people with a lo t of experience in severa l areasmust always reestablish themselves in each newarea.The reason so many views ar e possible is that

NSA does not have a definitive (prioritized and~ b j e c t i v e ) set of criteria fo r promotions.Without such objectively measurable criteria,"perfOrmance" has often become a personality'Cpntest ,acase of who-you-know, who-you-like,and not a r ea l tes t of a person's productivity.Time-in..:grllde advpcates ar e that way only because the perfprmance advocates have abused thesystem.

Finally, i t may surpriset ItokrtowLfully accept his "cure" for the time-ingrade syndrome;i t is the same c u t e ~ h a t isneeded fo r the c u r r e n t p ~ r f ~ r m a n c e s y : n . d : r o m e .That is , I fUlly accept promotionboards))f;lingrequired to judge a candidate on the basis ofthe records and not on how well t hey personilt'Y: ..;,know the person or how forceful theiI 'supervi sor P. L . 8 6- 3is , compared to o th er s p r e ~ f ; l n t . I t may alsosurprise! !when he finds most of theobj ectors to this plan are performance advocates.By the way. Hi, Georgel This is

6 9 4 ~(U)

Pl-FE 78-532-26236

March 78 * CRYPTOLOG * Page 29SECRET SPOKE


32/32

O.C.l ~ :r J J J { J ~ ~ 0 8I v r ; 'C, ," ,K" i

'fH18 66CtfMHN'f CON'f1\INS OBEWORB Mh'l'RRIAL

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