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cryptolog_61

cryptolog_61

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Published by John Ohno
NSA cryptolog
NSA cryptolog

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Published by: John Ohno on Mar 28, 2013
Copyright:Attribution Non-commercial

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04/19/2014

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1981
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DOCID:
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Published
by
PI,
Techniquesand
Standards,
forthe
Personnel
of
Operations
VOL.
VIII,
No.4
-6
PUBLISHERAPRIL
-
JUNE
1981
BOARD
OF
EDITORS
Editor-in-Chief
•.••..••..•.......
David
H.
Williams(11035)
Collection
...•..••.•.•...•...•..
11(85555)
Cryptanalysis
•...••.•...•.....•.
1
1(499
25)
Cryptolinguistics
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11
(5981s)
InformationScience
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support
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Mathematics
1
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ResearchVera
R.
Filby
(71195)
Traffic
Analysis
•................
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Taurone(35735)For
individualsubscriptions
send
name
and
organizationaldesignator
to:
CRYPTOLOG,
PI
:"·P.
L.
86-
36
 
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40r9689
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MI.&I.B-AGB
IPBBAD(U)
P.L.86-36
e
oPle
workins
at
NSA
during
the
last
ten
years
havebeen
able
to
witness
and
perhaps
experience
aphenomenon
{u}
likely
to
occuronly
once
in
the
life
time
of
an
organization.
During
this
period
NSA
has
moved
along
th~t
portion
of
its
life
cycle
froma
new,
continually
grow
ing
organization
toa
middle-aged
organiza
tion
with
a
static
or
even
decreasing
work
force.
This
change
was
so
subtle
and
occurred
over
suchalong
period
of
time
that
many
may
not
haveeven
noticed
that
it
was
takingplace.
To
those
who
prepare
and
read
the
internal
job
announcements,
it
shouldhavebeen
obvious.
To
the
managers,
identi
fying
and
recognizing
its
occurrence
should
havebeen
eraeial.
~When
an
organization
moves
intothe
mid
dle-aged
phase
of
its
life
cycle,aanrchar
acteristics
surface
that
arequite
comparable
to
those
of
a
person
entering
middle
age.
As
with
some
people,
a
"middle-age
spread"develops.
Inmost
organizations
this
usually
occur
s
at
the
lower
supervisory,higher
worker
level
(G!ades
11
or
12
at
NSA).
All
of
asudden
the
majority
of
the
"working
people"
have
achieved
that
grade.
A
bulge
or
overabundance
of
people
at
that
pay
level
occurs--in
the
neighborhood
of
5000
inthe
Agency
at
present.
The
input
grade
or
grades
below
theoverstaffedlevel
suffer
a
corre
sponding
decrease,since
there
is
reduced
hiring
andpromotions
continue.
Promotions
out
of
theoverstaffed
level,
in
this
case,
to
Grade13,
are
not
sufficient
to
reduce
the
bUlge
since
promotions
"in"
are
morenumerous
that
promotions
"out."
(U)
Thus
we
havea
situation
somewhat
similarto
that
which
occurs
when
a
person
cheats
ona
diet:
awide
spot
is
created
at
the
middle.
This
diminishes
the
desireabilityof
anything
less
than
a
supervisory
position,
as
personnel
jockey
for
positions
with
the
best
promotion
potential.
People
who
actually
do
the
work
become
harder
and
harder
tofind,
since
the
rewards
to
begained
are
not
as
easy
to
come
by
forthenon-supervisors.Specialty
jobs
become
difficult
to
fill.
(Just
look
at
the
number
of
jobadvertisements
for
traffic
ana
lysts
or
engineers,
:if
you
need
convincing.)
Career
development
is
forgottenas
managers
attempt
to
hold
ontowhat
few
workers
they
have,
especially
the
good
ones.
Closely
guarding
thesevaluableresources
becomesamajor
managerial
function,
sometimes
withoutproper
consideration
of
theorganizationas
awhole,
or
of
the
individual.This,
in
turn,creates
a
frustration
for
those
who
can't
achieve
a
supervisory
status
and
arerelegated
to
aworker
position.
This
frus
ration
causes
them
to
give
up,
becomenon
productive
and
to
hangon.
only
longenough
to
find
avacancy
they
consider
moreadvan
tageous
to
their
career.
Thisprocess
cre
ates
trauma
within
the
organization.
(U)
The
individualentering
middleage
tends
tosuffer
the
depressions,
frustrations
and
fears,that
are
anormal
partof
the
aging
process;the
middle-aged
organization
is
susceptible
to
these
same
emotions.
Mana-
gers
are
particularly
vulnerable.
Some
must
make
adjustments
and
some
may
have
to
make
complete
revisionsin
their
style
of
management.In
theearly
formative
years,
there
is
a
steady
stream
of
new,
bright,
eager
employeescontinuallyentering
on
duty.
Mistakes
in
planning,
and
motivation,
and
inthe
managing
of
these
employeeswere
easy
to
overcomebecause
of
thecontin
uing
new
input,
on
the
onehand,and
the
opportunities
causedby
constant
upward
movement
of
personnel,
on
theother.
Mana-
gers
were
certainthat
they
couldalways
re
place
a
lost
or
unmotivatedemployee;
conse
quently,
less
management
of
personnel
assets
was
required,
and
less
was
done.Thus,
the
manager
in
the
~ew
or
growing
organization
Apr-Jun
81
*
CRYPTQLOG
*
Page1
()~~fIBRN't'IAL

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