PRESS RELEASE: More Cloak & Less Dagger
Press Release, June 2010
LOA PRESS RELEASE, June 2010
MORE CLOAK & LESS DAGGER
CIA Veteran Leutrell Osborne says Covert Action is Obsolete
Can We Maintain Security with a Kinder, Gentler Intelligence Community?
by Iona Miller, June 2010
"When did the DNI's new leadership start determining that we had to give up rights so we can protect a vulnerability in our nation-state's security? What is the real DNI agenda? When will the HUMINT capabilities be improved and increased? When will the funds be pulled from Covert Action intelligence operations so the funds can be used for greater results? Tell me when you news people will really get the more important stories going? " --Leutrell Osborne, Sr.
“The future enters into us, in order to transform itself in us, long before it happens.” --Rilke
Leutrell Osborne, Sr. bids for Director of National Intelligence
June 7, 2010. Annapolis, Md. In late May of 2010, President Obama forced out his Director of National Intelligence (DNI) and began reevaluating the post, which is probably best led by a civilian, according to top lawmakers. "The president needs to decide what he wants the DNI to be," Feinstein said, "and then work with the intelligence committees to see that the necessary authority is, in fact, in law." It needs to be someone who can work with Directors of CIA, NSA and FBI, as well as the support agencies.
But, as of this writing, the President supports tough-sell candidate James Clapper, with his military background. Since retiring as a US Air Force general, he’s headed the Pentagon’s intelligence operations, the National Geospatial-Intelligence Agency, and the Defense Intelligence Agency. But, he may lack Congressional support and credibility. Further the function of DNI, who doesn't actually direct anything, needs to be clarified by Congress. Legislation is required to increase the power of the position.
Clapper is a personal favorite of Defense Secretary Robert Gates, who selected Clapper as undersecretary of Defense for intelligence in January 2007. When he stayed on in 2009, he became one of the few holdovers from the Bush administration in a top policy position.
Two former intelligence officials said the nomination of Clapper would send a signal that, by design or default, the administration was accepting a more limited mandate for the DNI than advocates for the position had in mind when Congress created the job in 2004 to address intelligence failures prior to the 9/11 attacks.
While Obama said Clapper would be his principal intelligence adviser, former officials said that task was increasingly in the hands of John Brennan, the White House’s Deputy National Security Adviser for Counterterrorism and Homeland Security.
It is sad that the Military Covert Actions intelligence umbrella now covers the NIC. It may be worse than what went on in the Soviet Union when the KGB and GRU did Covert Action intelligence operations. Given the oil chaos the US Govt has to regroup on all major fronts and that means even NIC CA.
Osborne wonders how things will get done especially knowing that the govt has two major internal weaknesses: each agency and department refuses to adequately collaborate with each other nor is there any tech system that works between the entities in the NIC. Today only big dog companies are being hired by the NIC agencies and departments without hope of solving the inability of the agencies and departments to communicate to one another with harmony.
The DNI needs to wear many hats to coordinate and deploy the 16 intelligence agencies and report those filtered results directly to the President. First and foremost he needs visionary insight to navigate through the turbulent waters of international sociopolical complications, as well as the diplomatic power to mesh all the powerful players involved in the National Intelligence Community (NIC).
An effective DNI needs credibility to get the job done and the clout to determine and execute direction. He needs the capacity to mobilize and transform the Draconian bureaucracy. He even needs to be able to stand up to the President, helping him navigate and course correct the ship of State.
WAR, ETHICS & TERROR
Issue No. 1
US intelligence needs to be reinvented and transformed, especially Covert Action intelligence operations in all of the various aspects called "dirty tricks." Tighter oversight and accountability with improved end results are required. Accountability boards are not enough. One still has to measure the failed Covert Action intelligence for “blowback.”
Issue No. 2
No nation-state currently polices transnational crime, which is a growing threat. Failure to provide adequate Human Intelligence (HUMINT) is a true weakness in the USA system. Most policy decisions are not based on hard HUMINT sourced information but other so-called facts and truths open to spin and interpretation. Senator Jay Rockefeller, Chairman of Select Committee on Intelligence claimed congressional oversight has increased about 100% since 9/11, but that program is now strangled.
Issue No. 3
The shadow of the Shadow Government, including domestic spying and assassinations, needs to be revealed to the American people and the world so we can finally heal. We must take responsibility for that shadow..
Issue No. 4
Our Constitutional rights are under attack, including the First Amendment. Free speech, the right to assembly, and freedom of the press are in jeopardy. It will be illegal to disagree with government policy, even with patriotic dissent. We've traded our democracy for corporate feudalism.
Issue No. 5
A serious consequence, the breakdown in credibility between the U.S. government and its citizenry, needs to be addressed, as well as increasing militarization of police and unwarranted surveillance of US citizens. The breakdown of domestic relations is a serious issue, perhaps concealing further manipulations. Those hunting the truth continue to press for disclosure from all knowledgeable sources.
What's New with My Subject?
TRANSFORMATIONAL LEADERSHIP: The Ties that "BOND"
Pulitzer Prize winner, James MacGregor Burns first brought the concept of transformational leadership to prominence in his extensive research into leadership. His key innovation in leadership theory was shifting away from studying the traits of great men and transactional management to focus on the interaction of leaders and led as collaborators working toward mutual benefit. He is best known for contributions to the Transformational, Aspirational and Visionary schools of leadership theory.
Excerpts from his book Leadership:
- Leadership over human beings is exercised when persons with certain motives and purposes mobilize, in competition or conflict with others, institutional, political, psychological, and other resources so as to arouse, engage, and satisfy the motives of followers... in order to realize goals mutually held by both leaders and followers....
- Transformational leadership occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.
- That people can be lifted into their better selves is the secret of transforming leadership and the moral and practical theme of this work.
"Essentially the leader's task is consciousness-raising on a wide plane. The leader's fundamental act is to induce people to be aware or conscious of what they feel - to feel their true needs so strongly, to define their values so meaningfully, that they can be moved to purposeful action."
In this leadership style, the leader enhances the motivation, moral and performance of his follower group. So according to MacGregor - transformational leadership is all about values and meaning, and a purpose that transcends short-term goals and focuses on higher order needs.
At times of organizational change, and big step change, people do feel insecure, anxious and low in energy - so in these situations and especially in these difficult times, enthusiasm and energy are infectious and inspiring. And yet so many organizational changes fail because leaders pay attention to the changes they are facing instead of the transitions people must make to accommodate them.
In Osborne's view it is the responsibility of the director leading the change to supply an infusion of positive energy. The transformational approach also depends on winning the trust of people - which is made possible by the unconscious assumption that they too will be changed or transformed in some way by following the leader.
Bass defined transformational leadership in terms of how the leader affects followers, who are intended to trust, admire and respect the transformational leader.
He identified three ways in which leaders transform followers:
- Increasing their awareness of task importance and value.
- Getting them to focus first on team or organizational goals, rather than their own interests.
- Activating their higher-order needs.
Bass has recently noted that authentic transformational leadership is grounded in moral foundations that are based on four components:
- Idealized influence
- Inspirational motivation
- Intellectual stimulation
- Individualized consideration
...and three moral aspects:
- The moral character of the leader.
- The ethical values embedded in the leader’s vision, articulation, and program (which followers either embrace or reject).
- The morality of the processes of social ethical choice and action that leaders and followers engage in and collectively pursue.
The four components of the transformational leadership style are:
(1) Charisma or idealized influence - the degree to which the leader behaves in admirable ways and displays convictions and takes stands that cause followers to identify with the leader who has a clear set of values and acts as a role model for the followers. Idealized Influence provides a role model for high ethical behavior, instills pride, gains respect and trust. Charisma is seen as necessary, but not sufficient, for example in the way that charismatic movie stars may not make good leaders. Two key charismatic effects that transformational leaders achieve is to evoke strong emotions and to cause identification of the followers with the leader. This may be through stirring appeals. It may also may occur through quieter methods such as coaching and mentoring.
(2) Inspirational motivation - the degree to which the leader articulates a vision that is appeals to and inspires the followers with optimism about future goals, and offers meaning for the current tasks in hand. Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.
(3) Intellectual stimulation - the degree to which the leader challenges assumptions, stimulates and encourages creativity in the followers - by providing a framework for followers to see how they connect [to the leader, the organisation, each other, and the goal] they can creatively overcome any obstacles in the way of the mission. Intellectual Stimulation includes the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks.
(4) Personal and individual attention - the degree to which the leader attends to each individual follower's needs and acts as a mentor or coach and gives respect to and appreciation of the individual's contribution to the team. This fulfills and enhances each individual team members' need for self-fulfillment, and self-worth - and in so doing inspires followers to further achievement and growth. Individualized Consideration includes the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks.
Transformational leadership applied in a change management context, is ideally suited to the holistic and wide view perspective of a programme based approach to change management and as such is key element of successful strategies for managing change.
Yukl (1994) draws some tips for transformational leadership
- Develop a challenging and attractive vision, together with the employees.
- Tie the vision to a strategy for its achievement.
- Develop the vision, specify and translate it to actions.
- Express confidence, decisiveness and optimism about the vision and its implementation.
- Realize the vision through small planned steps and small successes in the path for its full implementation.
Transformational leadership is defined as a leadership approach that creates valuable and positive change in the followers with the end goal of developing followers into leaders. A transformational leader focuses on "transforming" others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole.
With this leadership, the leader enhances the motivation, morale and performance of his followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimizes their performance.This is in contrast with pseudo-transformational leadership, where, for example, in-group/out-group
'us and them' games are used to bond followers to the leader.
CHANGE AGENTS: Research on champions or change agents typically examines the behaviors, attributes, and motivations of the individual leading the organizational change. As such, “championing” is understood as a near heroic venture by those with a near innate ability and expressed interest in such work. However, change leaders generally rely on the support of a team of employees and consultants.
The experience of the members of change teams is less well understood despite their role in introducing, legitimating, and managing change among the rank and file of the organization. Interviews with full-time members of change teams reveal that they do not begin as skilled, motivated agents of change but rather they undergo extensive training and, in many cases, describe themselves as having experienced a personal transformation during their intense involvement in the change activities. The findings suggest that organizations, in the pursuit of change, produce change agents and that these change agents seek opportunities in the labor market that allow them to continue this work - initiating, championing, and implementing business process management - in other organizations.