https://www.newyorker.com/magazine/2022/10/10/has-the-cia-done-more-harm-than-good

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On January 4, 1995, Senator Daniel Patrick Moynihan, of New York, introduced a bill called the Abolition of the Central Intelligence Agency Act. It had been a rough stretch for the C.I.A. The year before, Aldrich Ames, a longtime officer, had been convicted of being a longtime mole for Soviet (and then Russian) intelligence. Despite having a reputation among his colleagues as a problem drinker who appeared to live far beyond his means, Ames had been given high-level assignments with access to the names of American sources in the U.S.S.R. When the F.B.I. finally arrested him, he was in the Jaguar he used for commuting to work at Langley; by then, he was responsible for the death of at least ten agents. Moynihan said that the case was such a flamboyant display of incompetence that it might actually be a distraction from “the most fundamental defects of the C.I.A.” He meant that the agency—in what he considered to be its “defining failure”—had both missed the fact that the Soviet Union was on the verge of collapse and done little to hasten its end.

He gave a diagnosis for what had gone wrong. “Secrecy keeps mistakes secret,” he said. “Secrecy is a disease. It causes a hardening of the arteries of the mind.” He quoted John le Carré on that point, adding that the best information actually came from the likes of area specialists, diplomats, historians, and journalists. If the C.I.A. was disbanded, he said, the State Department could pick up the intelligence work, and do a better job.

Moynihan was, in some respects, being disingenuous. As he well knew, even if his bill had passed, spies and spying wouldn’t have gone away. The State Department already had its own mini agency, the Bureau of Intelligence and Research. The Departments of Energy and Treasury each had one, too. The Defense Intelligence Agency conducted clandestine operations; U.S. Army Intelligence, Air Force Intelligence, and the Office of Naval Intelligence kept themselves busy as well. The National Security Agency was nearly two decades away from the revelation, by Edward Snowden, a contractor and a former C.I.A. employee, that it had collected information about the phone calls of most Americans, but it was a behemoth even in Moynihan’s time. So was the Federal Bureau of Investigation. There were about a dozen agencies then; now, after reforms that were supposed to streamline things, there are eighteen, including the Office of the Director of National Intelligence (O.D.N.I.), a sort of meta-C.I.A. that has a couple of thousand employees, and the Department of Homeland Security’s Office of Intelligence and Analysis. The Drug Enforcement Administration (which currently has foreign offices in sixty-nine countries) has an Office of National Security Intelligence. Four million people in the United States now have security clearances.

It can be hard to sort out which agencies do what; players in the espionage business aren’t always good with boundaries. Both the C.I.A. and the N.S.A. make use of satellite resources, including commercial ones, but there is a separate agency in charge of a spy-satellite fleet, the National Reconnaissance Office—not to be confused with the National Geospatial-Intelligence Agency, which deals with both space-based and ground-level imaging, or with Space Delta 18, the nation’s newest intelligence agency, which is attached to the Space Force. Abolishing the C.I.A. might do nothing more than reconfigure the turf wars.

As the senator from New York also knew, a large proportion of the C.I.A.’s resources are devoted not to intelligence gathering but to covert operations, some of which look like military operations. In “Spies, Lies, and Algorithms: The History and Future of American Intelligence” (Princeton)—one of several recent books that coincide with the seventy-fifth anniversary of the agency’s founding—Amy B. Zegart, a political scientist at Stanford, writes that it’s “getting harder to know just where the CIA’s role ends and the military’s role begins.” Yet the agency’s paramilitary pursuits and related covert activities go back decades. They include the botched Bay of Pigs landing, the brutal Phoenix Program in Vietnam, and a long list of assassination attempts, coup plots, the mining of a harbor (with explosive devices the agency built itself), and drone strikes. These operations have very seldom ended well.

Moynihan’s bill had no more luck than another that he introduced the same day, aimed at ending Major League Baseball’s exemption from antitrust laws. In each case, people understood that there was a problem, but both institutions were protected by the sense that there was something essential, and perhaps authentically American, about them, including their very brokenness. A sudden turn of events can convince even the C.I.A.’s most sober critics that the agency will save us all, whether from terrorists or from Donald Trump. But, seventy-five years in, it’s far from clear whether the C.I.A. is good at its job, or what that job is or should be, or how we could get rid of the agency if we wanted to.

How did we end up with the C.I.A.? A familiar explanation is that the shock of Pearl Harbor made the United States realize it needed more spies; the Office of Strategic Services was formed and jumped into action; and, when the war ended, the O.S.S. evolved seamlessly into the C.I.A., ready to go out and win the Cold War. But that narrative isn’t quite right, particularly regarding the relationship between the O.S.S. and the C.I.A.

The United States has always used spies of some sort. George Washington had a discretionary espionage budget for which he didn’t have to turn in receipts. In the early part of the twentieth century, the State Department had an intelligence-analysis unit, along with a cryptography group called the Black Chamber, which operated out of a brownstone in New York’s Murray Hill until it was shut down, in 1929. The Army and the Navy had cryptography and reconnaissance units, too. When the Second World War began, their operations ramped up dramatically, and, as Nicholas Reynolds recounts in “Need to Know: World War II and the Rise of American Intelligence” (Mariner), these units, not the O.S.S., handled most of the code-breaking. The problem became the volume of raw intelligence. The task of making sense of it and of turning it into something that policymakers could use went to an office within the Army’s military-intelligence division (or G-2), which, Reynolds says, produced “the country’s best strategic intelligence” during the war. That office’s work was directed by Alfred McCormack, a former clerk for Supreme Court Justice Harlan Stone and a partner at Cravath, Swaine & Moore. Many of the people he brought in were young corporate lawyers; the theory was that their training in plowing through mountains of documents made them ideal intelligence analysts.

William J. Donovan, who led and largely conceived of the O.S.S., was also a Wall Street lawyer, but one with an aversion to the “legalistic.” What Donovan envisioned was essentially an array of commando units that would operate stealthily and behind enemy lines. In practice, what he tried to build, according to a colleague, was a “private army.” His escapades often risked too much and gained too little. In late 1943, one of his own officers wrote to him that “the set-up has been incredibly wasteful in manpower and, except for a few spotty accomplishments, has been a national failure.” And it had produced “chaos in the field.” Donovan’s nickname was Wild Bill, but his staff called him Seabiscuit, after the thoroughbred, because of his tendency to race around, engaging in what was basically war tourism. In the end, though, the O.S.S. made real contributions, including through its contacts with the French Resistance. But Donovan’s complaint about D Day was that there was “too much planning.” Counterintelligence and strategic thinking bored him, and the O.S.S.’s analysis division was seen as secondary to its operations.

When Harry Truman became President, in April, 1945, he took a look at the O.S.S. and, in September, 1945, abolished it. About two years later, he signed the National Security Act, which established the C.I.A. (and the Department of Defense), but he didn’t want the new agency to be like the group Donovan had run. Instead, it was supposed to do what its name suggested: centralize the intelligence that various agencies gathered, analyze it, and turn it into something the President could use. “It was not intended as a ‘Cloak and Dagger’ Outfit!,” Truman later wrote. He also had to deal with public apprehensions that he might create what a Chicago Tribune headline called a “Super Gestapo Agency”—which is why, in its charter, the C.I.A. was banned from domestic spying.

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Reynolds’s book is the best of the recent batch, and the most readable. It does not retrofit the history of the O.S.S. around the assumption that the C.I.A. was the inevitable lead postwar intelligence agency. There were other contenders, including a version of McCormack’s office in the State Department—something like what Moynihan wanted. J. Edgar Hoover argued that “World Wide Intelligence” should be turned over to the F.B.I., with military intelligence subservient to him. In some alternative history, he might have pulled that off; by 1943, he was running undercover operations in twenty Latin American countries. And so things could have been worse.

Donovan was an adept publicist, but what mattered most, in the end, was that he was good, or lucky, when it came to hiring people. Despite the “pale, male, and Yale” stereotype, the O.S.S. was somewhat more diverse than other units, and certainly more eclectic. Among its ranks were Ralph Bunche, Herbert Marcuse, and Julia Child. Many of its officers moved straight to the new C.I.A. Most consequentially, perhaps, four future directors of the C.I.A. were O.S.S. veterans: Allen Dulles, Richard Helms, William Colby, and William Casey. Each seems to have had glory-day memories of the O.S.S., which is to say that each, in various ways, was afflicted with what a general in Army intelligence called “the screwball Donovan effect.” Casey, who put a picture of Donovan on his wall, said of his old boss, “We all glowed in his presence.” Wild Bill lost the bureaucratic fight but won the personnel and mythology wars.

And, of course, the agency found customers and collaborators in the White House. There was no mention of covert action in the law that chartered the C.I.A., but Presidents—starting with Truman—began using it that way. One of the agency’s first operations involved meddling in the 1948 Italian election, to insure the victory of the Christian Democrats. The subsidies and outright bribery of Italian politicians, some of them on the far, far right, continued into the nineteen-seventies.