George Tenet Week 5
INSTRUCTIONS BELOW: ORIGNALPAPER ONLY!!
The Concept of Ethical Obligations
1. * Running Head on each page
2. * Abstract
3. Based on the case study, George Tenet and the Last Great Days of the CIA, in Stillman, Chapter 16, write a 4-5 page paper in which you:
4. Identify four (4) cross-coded ethical dilemmas facing former CIA Director George Tenet and assess their impact on his leadership abilities.
5. Analyze four (4) ways in which Tenet addressed the prioritization of ethical concerns.
6. Identify and explain four (4) strategies used in competing ethical obligations in relation to the many intergovernmental organizations that overlapped his office.
7. Elaborate on four (4) relevant notions for designing ethical maps for defining and prioritizing ethical obligations.
8. Research and cite at least four (4) peer-reviewed academic sources.
9. Your assignment must: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format.
10. Include a cover page containing the tile of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
11. The specific course learning outcomes associated with this assignment are:
12. Assess the changing nature and responsibilities for managing public and nonprofit organizations.
13. Critique ethics in public service and its influence to the study of public administration as it relates to political choice.
14. Use technology and information resources to research issues in modern public administration.
15. Write clearly and concisely about modern public administration using proper writing mechanics.
CASE STUDY Chapter 16
Introduction
Dwight Waldo’s foregoing essay treated readers to a broad-brush overview of the modern complicated ethical terrain confronting public administrators. Rather than one code, he“maps” a dozen (or more) competing ethical obligations which administrators must recog-nize. How in fact does an administrator choose among these codes and decide which one or several to adhere to? How do administrators juggle these competing demands? Prioritize them? Decide which one or several that they owe their ultimate allegiance to? Especially when “the answers” are not clear-cut, nor even the “questions,” as is true in many difficult administrative problems?
The following case by Richard D. White of Louisiana State University at Baton Rouge pro-files George Tenet who served as the Director of the Central Intelligence Agency (DCI) from 1997 to 2004 under Presidents Bill Clinton and George W. Bush. His CIA tenure coincided with the 9/11 terrorists attacks on the New York City World Trade Center as well as the Pentagon in Washington, D.C. and the American invasion of Afghanistan and Iraq, all marked by immense challenges and controversies for the agency and his leadership. This case particularly looks at the steep trajectory Tenet’s intelligence career, his response to the al Qaeda threat, Tenet’s decision-making roles before and during the Iraq invasion, and the mas-sive intelligence community reorganization, which in turn led to the CIA’s decline of influence upon shaping America’s global intelligence gathering and strategic policy-making roles. The case especially highlights the DCI’s role as a top professional leader caught between warring factions of the White House, Congress, his own agency’s priorities, the public, and ultimately his own conscience
. This story poignantly underscores Waldo’s foregoing thesis, namely, as public administrators climb higher within any organizational hierarchy, they must contend with an increasingly intense tug and pull of competing ethical obligations that in the end of this particular profile leads to Tenet’s resignation and his agency’s decline. As you read this fascinating case, perhaps one of the best in this text, try to relate its sem-inal issues to some of the main themes outlined by Dwight Waldo:Drawing upon Waldo’s list of twelve ethical obligations, which ones were specifically Tenet’s competing obligations? Would you add or amend some of those on Waldo’s list as they applied to this case? How would you prioritize this list of ethical obligations, from the most important to the least important? What criteria did you use to prioritize this list?
Would your priorities be the same as Tenet’s? Why or why not? Why were no “ethical maps” available to guide Tenet through this complicated ethical situation? How could some useful navigation instruments have been devised ahead of time? If they could be created, what would they look like? Did Waldo’s essay suggest any helpful lessons for coping with the serious ethical prob-lems that Tenet faced? If so, what were they? In your view, how might they have assisted him practically in navigating through this complicated ethical conundrum? After reading this case, do you agree with Waldo’s point, “In no country does the level of the conscious level of ethical conduct reach the level of complex reality [as in theUnited States] . . . .” Why or why not? When Waldo refers to “the pyramid puzzle,” what does he mean by this term? How is this “puzzle” evident in this case study? In your view, was bureaucratic hierarchy a force for morality or immorality in the Tenet case? Or did it make no difference in the outcomes?
George Tenet and the Last Great Days of the CIA RICHARD D. WHITE JR.
The dreary little restaurant located in the Virginia suburb just across the Potomac River from the nation’s cap-ital is worth mentioning only for its beer-soaked chili dogs and for its waitresses who never give checks to the customers. After diners finish their lunch, they walk up to the cash register, tell the owner what they ate, and pay their bill. This unusual honor system seems odd in today’s untrusting world, but there is a good reason.
Many of the customers work nearby at the Central Intelligence Agency (CIA) headquarters, and they can-not tell a lie. The CIA ensures honesty by requiring its employees to take unannounced polygraph tests to see whether they have recently committed a crime. To the CIA faithful, even shirking a lunch bill would be a crime, and trying to lie about the misdeed would make the polygraph needle go haywire. The super-secret environment, in which the truth is sacrosanct and Big Brother is always looking over one’s shoulder, creates an organizational culture that few outsiders can comprehend, and it was into this clandestine world that George Tenet immersed himself when he became the director of central intelligence (DCI) in 1997.
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