Integrity, Ethics, and the CIA: The Need for Improvement

TheNeedforImprovement Integrity,Ethics,andtheCIA KentPekel Peoplewhohavebenhereforawhile efortstoimproveitsefectivenes, Ata outaroundherewhen see momentwhenthe speak you nantsofour potentialminefield Agencyis engagedin numerouseforts to improveits efectivenes,ethical isuesarealsomuchon peoplesminds. ~9 somethingthatcouldmeantrouble downtheroad. itisa not failed, learningexperience, OriginsandOverview wilbe KentPekelwrotethisarticlewhile mostefectiveorganization do thechar management.Rarely WhiteHouseFelow.He triped servingas a iscurentlya Special DeputySecretaryofState. cal behavior.At a Agencyis engagedin numerous typicaly, practiceinvolvestacit,ifnot to the Adviser canotbelieve caseoficerisjusta ithasben ethicalisuesare alsomuch on peoplesminds.In a itwhen thatbeing in whatmotivates us. Weare tedto d~firenthings. comit of aboveisues Itseemsto me thatoneofthegod thingsto comeoutoftheAldrichAmes messis thatnow it is moreposibleto that I chal criticaldetermi oftenmisde/mnefailure.If youran theprogramcorectlyandit I thinkwe mismanagement. best I Oficeof and tionin an Training managers at theCIA.Atthe conducted havehadhaveben theoneswhostopto ask,Isthisthe Isay a me..for jobfor seriesofconver or priesthod sationswithpeoplefromthroughout the it was thefourbroad them, something.There just bigdiference a Agency, is a isuesadresed the by speakers The rightthing They wiling agrementamongtheparticipants avoidthe organizationcannotsimplyinoculate peoplewithgodethicsin the clasromandthensendthemout to bequestionedandsoughtto thataproachingthissubjectexclu aroganceofcertainty. sivelyfromthe of standpoint training bothto efectivenesandto to ethics, who in profesor specializesmanage howcapablywe achieveour mision mentethics,whowrotethat: do? were to is groupsinitialmetings,therewas andhowhonorablywe about go ethicshas to do with everything doingit.Thetwo,ofcourse,are inti matelylinked;overtime,eventhe . of a Paine, quoted ideology, disent,failure,andmanagement heardaboutmostoften lengesto our integrityas an organization,andas as to ability Thisarticlegrewout ofmy participa Education workinggroupcharged at howethicseducation withloking andeducation was not that enough, FourAgencyemployes regardlesofhowgodthecuricu lumandtheinstructorsmightbe,an Whilethesediversevoicesfromacros environment organizational diferent theCIAare adresing intoan times isuesfrom divergentper thatwil the profoundlyshape way at thinkandact in their they doing HarvardBusinesSchol spectives,theyare linkedby theorganization.Thisconcernspeaks a commonconcernfortheintegrity work.We with agred LynSharp acterflawsofaloneactorfidly explaincorporatemisconduct. momentwhenthe More unethicalbusines up or eatenawaybyunethi navigatethe ofethics. 85 Ethics of explicit,coperationothersand havingintegrity sugest people reflectsthevalues,atitudes, belief,language,andbehavioral paternsthatdefinean organiza impliesdoingtheright thatthe oftheCIA evenwhen lackit.Ifone aceptsthepremisethat culture.Ethics, tion operating examined the continualythrough ~c muchan organiza 9, be lens integrityto isue. then, personal tional asa isas of checkforfault- linesandtensionsthatcouldleadto problemsdowntheroad.This Managerswhofailtoprovide properleadershz~andto systemsthatfacilitatethicalcon ductshareresponsibilitywith thosewhoconceive,execute,and no one to val conversations.Although organizationstryingclarify institute medicinefor madeforfascinatingandproductive aproachispreventive knowinglybenefitfromcorporate informedthemthatmyreportwould forward-loking misdeds. Givenoursharedconvictionthateth much an asa or atribute statements opin It thiskindof was is organizational theinterviews in the quickly integrity ics is a personalisue,themembersofour endofthisarticle. Tylenoltampering requestedanonymity,in an efort to and beforethe improvesystems new wideprogramofethicseducation. broadlyintegrity organization to ethics. fromthe whileproviding it,thegoalofthisinven Thiswasin becausetheword part As on thanon few compulsoryethicstraining Beingethicalimplies doingtherightthing; unethicalbehaviormost thing oftenreflects organizations I facilitatefrankandopendiscusion ues stormshit. not ionsto specific copy the I questions ing andwith 1982 crisisthat workinggroupdecidedthatan operatingculturemightbeusefulin thatthesediscusionsyieldedgreater agementaproach ethi calinventoryoftheAgencys Afterthefirstfewsesions, couldhave the outof put company design weedout thebadaples any individuals. thatleft & aproach Johnson Johnson Agency- whentheyfocusedmore on a to A of loselyfoloweddur at the included wel to act Corporation prepared a our efort insight imagined peoplethroughoutheorganization. Agencyauditorium,whileintegrity fail.As recenthistoryhasshown,from I narrowman ethics,one based it ethical or an hurts. atingculture,thenthatculturehasto found busines. In contrast, ses remind elseto be major thoughts everyone we torywouldbe to ethics-relatedisueson themindsof compulsoryanualbriefings shortsighted surfacethe ethicsofteninvokes of sions to is anddestined efortwouldinevitably be more conotescomitment Suchan anecdotal,unscientific,andincom withoutcoerciondeply theExonValdez to amongourselves,amongseniorman maintained evenwhen pricefortheirmistaken goes pay high agement,andamongtheAgency populationatlarge. to do so. In that ethicshapen Thisideabecame a mately50 interviewsthattookplacebetwen project,I Februaryandmid-March196.The alongsidean program integrity. seriesof hour-longone-on-one it when hurts.As a resultofthis theCIAtoo has takenthis largely a AgencyInformationStafselected education, devotingmanagement tionsaboutisuesofethicsoccur ofthe roughcros-section employe to thetaskof the frequentlythroughout Agency populationforme to talkwith,and is thebest andwhilesome ofthe organizationalintegrity leagues, parts in providedinvaluablehelp setingup in the ethical, to insider clearly trading to heldpriori WallStret to on Iran-Contra,organiza plete,butour hopewas thatit Integrity provokethoughtanddiscusion theideathatthiscomitment operating integrity might tiesandvalues. alsocaries tionsthatfailto monitorandadjust to val their it a culturesfor uesis againstonesself-interest asumption god thissense,beingethicalimpliesdoing withoutconstantorganizationalefort. therightthing;havingintegrity the even aproxi impliesdoing rightthing interviewedfeltthat a to trying I Manypeople believethat efective ofeth Whileinformalconversa havecometo to pasiveaproachorganizational ics atentionandresources defining,auditing,andinculcating amongfriendsandimediatecol a theinterviews.Withoutexception, waytheCIAcanprepareitselffor developed to the peoplewerewilingengage likely ethicalychalenging present. tionseminars,generalmost isue,andtheircandorwithan out blue sideralbeit posesing spoke eitherhasnot beenadresed one a I those withfeltthattheisue a toAn badgefor one-yearasignment to importantcaveatto thispoint: or has beenadresedonlywithinthe CIA asa WhiteHouseFelow calfor a focuson is not to integrity 86 futurethatis to beevenmore andhaverun thanthe in of a case, CIAhave codesofethics sucesfulethicseduca oper of Some framework legalcompliance. the to its particularmisionprotecting in theDirector sugestedthatthishasbeendueto neither ilegal Operations avoiding ofthe whatis mision-drivencharacter grounds,andhasthusmade a repeatedlyregardles otherafiliation: formal focuson integrityunecesary. profesionalcompetenceandground truthknowledgeofthepeoplewho actualyfacetheproblem.Perhaps were Whatevertheirperceptionofthe CIAspastatitudetowardorganiza ethics mostimportant,an strategy Beliefin andawarenesofthe I tionalintegrity,mostofthose on foundedprimarily legalcompli moral ofthe purpose Agency interviewed saw needto adresthe anceignoresthefactthatwhatis neitherilegalnor againsttherules maystilbe ethicalyproblematic. mision. a isuemore at thismoment explicitly power, intheAgencyshistory.Publictoler Thisisparticularlytruebecause, bothwithinthe andwith in al anceforethicallapses RushworthKiderhaswriten, the policymakers is lowandis institutionsuniformly moreoftentherightversusright we serve. remainthatway,particu larlywithregardto an organization our Doing homeworkknowing to likely oneswherecorevalues isuesthe chargedwithconductingespionagein come into enough thenationalinterest.In availabilityoffewerfinancial tionsandindividualsintotrouble.3 difi to to resourceswithwhich fulfil cultmisionmayincreasethe temptationto cutethicalcornersin pursuitofthatmision. TheElements Integrity To avoid theisuefrom aproaching 4. Wilingnesto beheldacountable forwhat do, and we write, say. out the spokewithpointed eth organizationalintegrityreplaced calculatedrisksin andanalyzinginformation. imaginationor this identified ering question,people al an Givingemployesequal humanexcelence or distinction.2 fourbroad the chalenges Agency achieveandbe forexcelence. rewarded Similarly,theinjunctionthatalethi caldilemasmustbereported the up and fromfailure Acepting learning chainforresolution at Whileeach directoratehas meansof continualyimprov neitherpracticalnor respectfulofthe of thatare elements integrity specific whowe are. adition,the make a decisionand a one I inadequacyoftryingtodealwitheth icsastheprojectstheme.Thisfocus icsas an isueprimarilyoflegal on compliance.Whileclearlystatedrules question: for Agency use of the Responsible publics inherentlytherecan constitutes profesion integ are important, neverbe enoughofthem potentialscenarios.And, Lyn SharpPainehaswriten,Eveninthe acrosthe to coveral as Overthecourseofthose50 rity? in the afirmative: bestcases,legalcomplianceis definition to unlikely unleashmuchmoral CIA,andperhapsbyextensionfor comitment.Thelaw doesnotgeneralysekto inspire asa inteligence In consid profesion. is seniorlevels Agency as a ing An ethicsstrategy on foundedprimarily legalcompliance ignoresthefactthat sourcesandmethods ate of (DO), an in theDirectorate Agency,whichhasnecesitated noragainsttherules politicization externalevents (DI),adherence of pro intensefocuson organiza may Inteligence internal stilbe ethicaly curementethicslawin the to tionaldynamics.Othersthoughtthe ratherthanon problematic. ofScienceandTechnol Directorate rigorousselectionprocesthatpeople ogy(DS&T),andtotaldiscretion go before theCIA through theyjoin 9~ withsensitive information personel hasgeneralyguarantedthatAgency employesposesstrongmoralback Administra tionthefolowingeightthemes of 1. to 2. Alwaysspeakingtruth conflictthan 3. whenwe have information theright versuswrongonesthatgetorganiza a integritybeganwith central andas a alwaysanswerthis we can question What usasan 6. 7. 8. and that money honorknowing interviews,commonthemesfrom IftheAmerican peoplecouldknowalthefacts, of Giventheseconstraints,almostevery thenarrowconfinesofcompliance, 5. Taking obtaining directoratesmergedinto a clear that would majorityagre of forthe working integrity a thisis therightthingto do? facesinstrivingto bean integrity- drivenorganization. chance to as it is Agency in theDirectorate mentioned directorate or of explaining withclarityandhonestywhatwe cannotdoor donotknow. Ethics 87 Ethics The dirtypartofespionagean isueofnationalinterest.Many Scholof haswriten Government, a that,If a oftheSovietUnion,andare ideology ifan to any idealsand it hasto comitments.4 compeling surface ethicaldilem potential to Chalenges Integrity you wantto do the able.In fact,havingthatdebate is exactlythepointoftryingto surface and thebestwayto chalenges goals. A seniorCIAmanager ~9 alsoforthecaliberof individualwho definition of it is Others thatthis gence. sugested a working integrity; cloudiersenseofmoralpurposemay inthefuturealsohaveethical before obstaclesintegrity they impli iftheDO to becomeproblemsandcrises. cations.Theyworiedthat, are lesclear caseoficersoftomorow aboutthegoalsto whichtheirprofes sionis dedicated,theywilbe more likelyto becomesoiledbythe dirtyaspectsoftheircraft. ues havebecomeclouded to Aplbaums manager aftermath War; belief interviewedunderscored the to ingnes concernthatan acknowledgefailure part espionage remarkedthatthehalmark aceptableoutcomecreatesan a true, refertoparticularly thusles motivatorsfor is to mas,whichthere is a to coverup. Theinterviews I incentive great a theyhaveto bebrought intothe out withoutintegrity. was whichthe dedicated.Awarenes openbeforetheybecometoo serious arive at wilbe atracted to a ininteli carer In thecourseofmy discusionswith peoplefromacrostheCIA,four outsidethecontextoftheirprofes suchbroadchalengesemerged: sionalroles.Theconductof a sensethattheAgencysguidingval espionagecouldcertainlybe aded CloudyMoralPurpose ArthurAplbaum,specialist to theUnitedStatesstilremain.But a on interviewed,thesenew threatslacktheobviousmoraldimen wilreceive hearing. profesionalethics Kenedy for I at the many fairandhonest by profesionalism sion the expansionist Thiskindofopen environment claimof is have moralforce, presented is particularlycrucial organization a Thisis hesugests, doing role when profesional requires a persontoactinwaysthat,ifnotfor onlythingthatmatersis:Isitgod therole,wouldbewrong.ApI fortheUnitedStates? baumciteslaw,busines,politics, journalism,andthemilitaryas pro fesionsthatdependuponmoral actionsthat force legitimize godfortheUnitedStateswas seen be of while hasneverben a timewhen felt I a to wouldbesocietalyunaceptable todayitis moreclearlyseenas 88 Inthisbusines,you startto getsoiledwhen The definition ratherthanfelingthat shifthashadsignificantimplications precedingeight-point oforganizationalintegrityforthe youmustdo itto fortheintensitywithwhichAgency CIAis,ofcourse,eminentlydebat achievenoble personelaproachtheirjobsand in the list.Onesenior oftheCold thatwithintheAgencyopendiscus tanceofclearguidingprinciplesfor a I impor Disentand Encouraging profesionespionage discouraged,makingitleslikelythat toldmethat,Inthisbusines,you peoplewilspeakoutaboutethical starttogetsoiledwhenyouwantto BadNews Acepting sionanddisent are often the of whenhe a problems; scientistandmanagement Computer unwil dothedirty of rather theoristJayForesterofMITonce asan thanfelingthat mustdoitto you of great incen achievenoblegoals. tiveto coverup honestmistakesand travels Ifan is upward.5 organization to avoidrisk;and beliefthat promo DuringtheColdWar,therewasuni to dealwith problemsefectively, tionsandperformanceapraisals versalclarityabouttheidealsand regularlyrewardthosewhoacted comitments Agency to to Forthisto manage. hapen, ofandcom sharedvalueswerethe employes drivingforcesbehindtheCIAsoper wilrespondtothebadnewsitself, mitment to managers ratherthanshotthemesenger. atingculture.As thedusthassetled fromthefalof Theyalsohaveto Comunism,threats knowthat, althoughit maynot resultin manage As dificultjobwithintegrity. one caseoficertoldme, Nowthe Also theCold what during War, was thattheCIAsrecordon thisscore hasbeenmixed.In theDO,one careroficertoldme that,There matter principle, I couldntspeakup,whileanother to a often I peopleinterviewedfeltthatthis is how quicklybad news organization mustknowthat mentaction,althoughtfuldisent conducted sugest saidthatthosewhodospeakupchal imoral.Thestudenthadhopedto lengethemostprizedvalueofthe discustheisueopenlyin clasand was everyone SeveralanalystsI spokewith lamentedthedemiseofthefoot are DOloyalty.They considered pointed wavemakerswhoarenotonthe outto theinstructorthat note asa meansof makingdisent A formercaseoficernow alowedhimto work hiscon suchindividual,whodefinedscien through elsewhere andto continue as case oficer. tific as a to be integrity wilingnes or inrevolt. hisor her for increasing options team managerwhospenthiscarerin the DO relatedthestoryof forunethical he reportedcoleague andwas criti a conductwith flozy inthe analyticproducts doubts a oneoftheboys. denceofthis,theypointedto the dryingupofinternalpublications I MostDO oficers devoted andto thedecreased tiveanalysis.Oneyounganalyst disentvar thatwilingnesto acept to the competi open-dorpoliciesandare tedto understandingtheconcernsof theoficersbelowthem,whileoth ultimately suporting individuals in the interested beingtoldwhattheywantto earlier ofdebateandreluctance to receive ers,I wastold,are in discusion ofethicalisues have badnewsintheirdirectorate.One in the thatthisdynamicexistsbetwen cerns a a to chalengedand wilingnes as Headquartersandstations felt about grow, particularlystrongly wel:A chiefofstationsoveridingoal,he Disentanddiscusion are thelife is thesubject.Scientificintegrity said,isto getthroughhiswatch withinthestation or blodoftheDI. Speakingtruth to at bankrupt CIA,he toldme. Peo Thenameofthe withoutflap. game a powerdependsupon do not like and a is to dealwithit to findthetruth,and consider a to see the to find way SomeDO oficers intelectualdis productofopen a to Washington. courseas itisofdiligentresearch. directorateechoedthisconcernwhen shetold thatsome inthe avoid I sugested by S&Tavoidchalenges hiding ularlyyoungerones,feltthatthislack conscious countenancedisent ofwilingnestophilosophical to stifle atempt debatewithinthe extendsevento sionsoftheethicalnatureof haveenoughinformation to discus espionageandthepsychologicaldifi numberdidraiseconcerns significant me on lenge chal this. cultiesofthelifeofa Onerelatedthestoryofan on thefreflowofideas. tomer SeveralDS&T in a Their concernon this CarerTraineclaswhorefused primary point to an overeliance on contractors students request watch a of was thatthecurentemphasis in crucialdecisions judgment making suport programs. in thedirectorate saidtheabsenceofdebateleadsto a a lefttheAgencybecausehe came to theconclusionthatespionagewas thinkand A senior these and aboutthem things talking on theirown.Despitethis,the instructorrefused to themsoft. Anotherformercaseoficertoldme iesgreatlyfrommanagertomanager. thatthefirsttimeinhiscarerheever further number a tape, absenceofdisent in the directorates decrease in timewhen showthe reportedlybecausehe fearedthatit ofothers thattherelative cizedby fornot new Headquarters being mindsofthe recruitsandmake a disentwithintheDI itself.As evi interviewedfelt ofdisent expresion teling behind an asertion tobe talked to, partic I WhilenoneoftheDI employes me people caseoficer. instructor please tape on pro voiceandreflectsconsensusincreas Anotherscientist wouldraisetoomany reflects in a partic engaged oftheethical discusion sugestedthatthisis of a chiefly alreadythinking customer,thereby Theypointed ularlycriticalqualityfor station,whoin largepartsetsthe withhismanagersandcoleagueswas ethicalclimateforthatuniqueenvi whenhewasconsideringleavingthe hesaid,thatalternativeviewsslow ronment.Somechiefshavegenuine Agencyforpreciselythosereasons. downtheproces. out thatthisis a andmoraldimensions espionage result shortenedproductiontimelines. a chiefof of he his for comit Althoughpraisedsupervisor hear. working Agencysugested might hisdecision numberof about visible to A another withinthe DS&T moveto position pointed muting he directorate, wondered ifan to thesame vigorous efort high- ple beingchalenged is as qualityanalysis muchthe request prof interviewed thattherehas been a a directorate, behindtheexcusethatyoudo not unintendedefectsofthe constantneedto thecus aboutthe employessugested to nationalnews interview ducinganalysisthatspeakswithone about forR&D a a with programs formerDO caseoficerwho leadsto ingly group watered-down cultural thatbuildswhatis analyticproduct. arogance a to the A action inquiry. or sugested Youalwayshaveto fighttheidea, agresive behavior.Anothermanagerfromthe thatthislackof debateleads vigorous use of Ethics 89 Ethics neatbutdoesnot technologicaly Whenpeoplefearthey willbe blamedfor anythingshortofan optimaloutcome, but mesagesaboutwhat conflicting focuson customerneds. presureis created to constitutesfailurein theworldof Some the Failureandthe Misdefining ment decisions in theGuatemala FearofTakingRisks held apropriatelyacountable TheCIAhaslonghad a lesonoftheGuatemalaepisode is to its aproach mistakes. 9~ a thatacountabilityis izedin particular a refusal to covering up codewordfor politicalexpediencythatwhatever aceptfailure displeasesenior can be can-do mision,character ers, however,feltthatthe overiding by as an endresultevenin themostdificultof situations. management failureandcausefordisci Every employeI justifi demed a interviewed was on bothsidesof plinaryaction.Many ablyproudofthistradition. A thedivideagredthatamidstthis folowed confusionabouttherealnatureof significantnumberofthem,how ever,alsosugestedthatthis quences,it mustfinalybe acountability, I IntheDS&T, several a unwilingnesto forgivenes. toleratefailurehas it by In otherwords, managerput takingrisksout there. a thatwhenpeoplefeartheywilbe blamedforanythingshortofan opti understodthat, as is Nobody as one it, wel. negativesideas Theyargued manage maloutcome,presureis interviewed pointed just guarante do whatever it takes to I to fearof ofsucesbeforecom created to achievethat managers operations. instanceofpeoplefinalybeing ethicalcornersand do whatever ittakesto saw manage case achievethat outcome, as an includingcuting horiblybadtradecraft.Manyoth mustbe mentguruPeterSengeputsit, Screwupswilnotalwaysbehang heardfrom ingovertheofendershead.6Many individualsthat oftensek as the stigmatizingscrewups mitingresources project.The outcome,includingcutingethical such cornersandcoveringmistakes. forcebehindwhattheydescribed argued, tendency,they ofthemostdificult aceptedthatfailureoftenresultsnot existsacrostheAgencytoday. projectswithpotentialythegreatest contrast,ifit is up By understodand theriskaverseenvironmentthat that many fromdereliction duty of or lackof do not receiveserious payofs in theDI, is leschancethat Frompeople consideration. a efort,there wilfeltheneed compromise tyranyreputation, beseenas partofthenormalcostof doingbusines.OneseniorDI man people to their of in whicha integritywhenthingsgo badly.In badcalcan staywithyouforthre thissense,theyargued,failureshould years,greatlyinfluencingfuture PromotionandPerformance in the Thepeoplewhomadethispointwere thesameforcebehindchanges apraisalthat most management tonote,however,thatacept language inteligenceprod walksthetalkonethicsandinteg quick usedin to theincreased ingfailuredoesnotmeanthere ucts,pointing to Are rewardedfor rity. peopleactualy shouldbeno acountabilityfornega reliance they efectivenes chieflyfor believedthatfailureshouldbe andwebelieve. both,and such heardnumerousstoriesof at theCIA. oportunity forlearningandgrowth,ratherthan IntheDO,disciplinaryactions I people asan regardedprimarily I ascauseforpunishmentandperma recentlytakenbyseniormanagementButmany interviewedalso tradition onwhat describe or integrity, as tiveresults.Theyinsistedthatethical fudgewordsthatalowanalysts morenarowlydefined,such lapsesandpoorperformancemust hedgetheirbetsin placeofmore ability haveveryrealconsequences.Butthey directphraseslikeinourjudgment withoutflaps?Thebestmanagersdo in nentstigmatization.Thus,even regardingoperationsin long thoughfailuremusthaveconse the1980shaveclearlysent ofpromotingpeople powerful Agency who 90 I heardof work asignments oportunities Apraisal the agerputit thisway:Ifyouhavenot thatat interviewedincluding beenwronglately,youarenotdoing ofanalysisdonotreachpolicymakers peo and advancement.Others for sugested Guatemala described a at the as cost ofthis is times valuablelines potentialy Almostwithoutexception, senior yourjob. becausetodaythere wiling managersagredthatitisinthe is litle nessto dareto bewrong.Theysaw areaofpromotionandperformance I ple get jobdonequicklyand to a toa for as the atthe havedemonstratedefectivenes ethicaldecisionmaking themaboutit,andthen have realydo it. expenseofintegrity.Mostsugested thatthiswas becausethesystemdid are notyetrewarded you to to do oth notaskor encourage theCIA, erwise.As one managerin theDS&T toldme, A oldrolewas to enforce spendmoneyfast.Getingthesys is les integrity.Theyrefered tradition toa temdoneon costandon schedule of thetaskof avoiding holdingpeo was everything.Thisis rewardedfor,andmanagement ignoredthepilesofbodiesleftfrom someonesrise. acountable heardabout In theDO, frequently separationfromtheorganization. I thelegacyofthenumbersgame out thatoftenthere Theypointed them also a I I managers general relatedfailure adequate to what were you foreventhemost case othercase oficering weregodintentionsbehindthistra thatledto oficersandruningopsagainst tolokbroadly dition:the to Agencysought protect a oficertoldme.Alotofthepeople managersgotwheretheyare.Given ofthe asofan haveworkedforwe outofthetrench. I throw wel A significant withsugestedthat,despitecurent concernthat and widespread integrity to the of eforts improve quality rewarded Agencymanagement,integrityand I at theCIA, ethicalbehaviorcontinue to a absence wanted to era in which do not tighterbudgets I numberofthose spoke extent,themostpowerfulmesagehas ethical are not decisionmaking receive toolitleemphasisindetermining underestimate times their whowilbe promoted.Oneofthe promotedwho halwayreputations I interviewed this those interviewedrecomended peopleI expresed viewmorestronglythanothers:Peo thatan efortbe made to measurethe A pietodayare geting in ofpeople wouldneverdo, shesaid,andeverybodyknowsit. order to a integrity inquirybegan asertion I havedonethings makeisuesof largerfactorin promotion organization When I ficultyof acuratelymeasuring of andeduca problem training raisedthisisuewithsenior managers,theyacknowledgedthatit somethingso In both intangible. as a but out hasbeen problem, pointed tion. theisuefrom Broadening a toa decisions thatin makingpromotion to sendclear on management signals focuson the productive managersoftenhavemoreinforma theisue.Ifpeoplearegoingtobe structuresandmanagementpractices individualthantherest oftheworkforce.Thisalowsthem basedon one promoted integrity, man argued,youhavegotto tel tionabout an impedetheireficientresolution. WhileI didfmd widespreadconcern thatintegrityand at found consensusthat interviewedalso ofa Many spoke theirabsence toleratedthanin the past. ~9 in lacking at thatindividuals eachotherbecausepeoplehadno entirecarer,ratherthanextrapolat troublingsecurityimplicationsoffir incentive togetheragainst ingfromposiblyisolatedethical ing disgruntledemploye.Despite work target.Otherssharedstoriesofman lapses agementbyintimidationand fundamentalycorupt. to aa employeslikeasets. Thismanagementstyledidnot to takeactioninsuch managersfailed casesthe was sentto wrongmesage treatingour Whilethismaybethecase,toa cer aboutthe employes organizations inspiremuchdevotion or realcomitment to sincere comitmentfromthosesubjected here, taketheir about integrity. interviewedcitedthis to it.Weneedpeopleyouwantto fol DO low out of the trench, young as employes cues to decidethattheperson is thesegodintentions,however,when tainextentperceptioniswhatmaters whatbehavior is in the orga Many AldrichAmesafair, as rewarded ofthose nizationfrom theirreadingof how top tradition asa welcome casualty this,managersshouldunderstandthat theycannotstartoverwithintegrity alowforkepingnonperformerson toa oncetheybecomemanagers; great alreadybeensent. Senior managementmay adequately alsofound general yet Others,however,pointed an not at the of the symbolic,power promotiondecisions,andseveralof past. ofEthicsEducation Program cases, on theneedfor peopleagred integrity thatcreateethicaldilemas or forconduct consequences ple egregiousbreachesofintegrity,of pasingthetrash,ratherthanforc behavior inga changein or itsownandalsohadtoweighthe I thepayrol.Thus,while didfind This withthe decisions. that should think outthedif ofethics ethics to leads more institutional I consensusthat is lestoleratedthanin or even uniquely primarily Ethics 91 Ethics Withoutatentionto thechalenges to integritypresentedbythesestruc turesandpractices,eventhebest become sionaland ethicsandshould mostdificultisuesof versus is ethicsprogram personal right destined to thoughtandatention.Itshould CIAsprogramofethicseducation ativelyaskparticipantsto consider shouldbebasedon casestudiesspe theconectionbetwentheirprofes cifictointeligencethatilustratethe irelevantwithinthelargerlifeofthe organization. thinkaboutreasonsfor diferencesbetwenthetwo. in whichtwo or more right, deply ofeth Thatsaid, qualityprogram Ethicseducationshouldbepresented as somethingwe pursueinourown be might ics a education is an esentialelement overal for ofan strategy organiza materof self-interest, legal tionalintegrity.Someofthelesons to compliancepunishment viceversustelingtruthpower. in thecourseofthis learned project pastmisdeds. Taken beter group help mightserveto informthedevelop It something ofsuchstudiescould cre fieldwith inteligenceisa unique par to casestudiesthat ticularethicalchalengesand dilemas,theuse ofoutsideconsult antswithoutfulclearanceswilin generalbeoflimitedvalue.Onepos mision thefour encesin among the whenbaddecisions on times sibilitymightbeto developa number subcultures. integritywhohavestodbythe Agencyscorevaluesin thefaceof Theseheroesshouldinclude ethicists,whowould ofinteligence A ethics should presure. firstspendseveralyearsstudying to anddebate agestudents identify honorably. to aproaches upon Agencys andthosewhofailed Eth ethicsin theworldsof busines,law,medicine,themilitary, theideals whichthe educationshouldremind andelsewhere,andwhowould is an ethi organizationalheritage be taskedwith thereafter developing Ethicseducationshouldinclude casestudiesandcuriculumsthat incorporatethebestthinkingfrom theethicsofgodmanagement, otherfieldsinwaysthataplyto the amongthemfairnes perfor in inteligenceprofesion. manceevaluationandpromotion, CIAethicseducation present nessto 92 ethics asan CIA encour program boththosewho in theend prevailed to pushthem heldvaluescomeintoconflict. Amongtheseconflictingvalues notas a or as for a together,carefulyprepared as thatmakes us frameworkfor about coleaguesandmanagersandmore conclusion, preliminary efective organization. insteadofon rulesandlegal Ethicseducationforalpartsofthe compliance. Agencyshouldbe corporatein a In mentofsuch program. atea I sugestions: asan The should its CIA grow ownpro ofer a few basedon actualexperienceandsharedvalues gramofethicseducation.Because In focus nature.Despitethesignificantdifer adition the cannot directorates, Agency shouldbe discused were made,ethicseducation aford separate CIAshouldcelebratetheheroesof mision is based. us that to havefour ethical at the coursesin whichmanagersconsider neds, sensitivitytoemploye open disent, of offailureandthe aceptance should andthe framework evolving valuesthatrequirescontinual learnfromit. comitment to individualadvancement versusteamwork;takingrisksversus thecostoffailure;andcustomerser ethics at theCIAthatis ics our caloneandshouldalsocalus to the samehighstandard. thinking EthicsInterviewFormat 1. Pleaseagreordisagrewiththisstatementbya carerCIAofIcer:Espionageisesentialyamoral.Howdoyouthink abouttheethicalimplicationsofyourjob? 2. Whatinputsshapeyourownsenseofethicsandmorality? 3. Whataresomeexamplesofethicaldilemasthatyouoryourcoleagueshavefaced? 4. TowhatdegredotheAgencysstandardsandpoliciesgiveyoupracticalguidanceon theethicalisuesyoufaceinthecourse ofyourwork?Whichspecificpolicieswouldyoubelikelyto lokto forsuchguidance? 5. Whenconfrontedwithanisuethathasethicalimplications,whatdecisionmakingprocesdoyougothroughtoreacha decision? 6. Inwhatwaysdoesthestructureofthisorganizationrewardorhinderethicaldecisionmaking? Inyourexperience,israisingethicalconcernsor objectionswithsupervisorsaboutAgencypoliciesor programsencour agedor discouraged? Ismakingethicalysounddecisionsa factorindeterminingwhoispromotedandwhoreceivesperformanceawards? 7. Howareweasanorganizationandasindividualemployesheldacountableforethicalbehavior?Whatcouldbedoneto improvesuchacountability? 8. Whatdegreofimportancewouldyousayseniormanagementplacesonethicsandintegrity?Whatleadsyoutothis conclusion? 9. Havewebecomemoreorlesethicalasanorganizationduringthetimeyou~havebenwiththeAgency?Ifyouhave noticeda diference,whatdoyouthinkhasdriventhischange? 10.What,ifanything,wouldyouliketo seedoneto improveor reinforcetheethicalclimateintheAgencytoday? Ethics 93 Ethics NOTES 1. LynSharpPaine,Managingfor OrganizationalIntegrity,Harvard BusinesReview,March-April194, p. 106. 2. Ibid. 3. RushworthKider,HowGoodPeople MakeToughChoices(NewYork:Wil hamMorowandCompany,Inc., 195). 4. ArthurApibaum,Profesional Detachment:TheExecutionerof Paris,HarvardLawReview,109, No.2 (195), 474-486. pp. 5. QuotedinPeterSenge,TheF~fihDis cipline:TheArtandPracticeofthe LearningOrganization(NewYork: Doubleday/Curency, 6. Ibid.,p. 300 94 p. 226 190),