That building is the OHB, the Old Headquarters Building. The building where almost everybody who works at the CIA enters is far less ready for its close-up: the NHB, the New Headquarters Building. My first day was one of the very few I spent there in daylight. That said, I spent most of the day underground—in a grimy, cinder-block-walled room with all the charm of a nuclear fallout shelter and the acrid smell of government bleach.
“So this is the Deep State,” one guy said, and almost everybody laughed. I think he’d been expecting a circle of Ivy League WASPs chanting in hoods, whereas I’d been expecting a group of normie civil service types who resembled younger versions of my parents. Instead, we were all computer dudes—and yes, almost uniformly dudes—who were clearly wearing “business casual” for the first time in our lives. Some were tattooed and pierced, or bore evidence of having removed their piercings for the big day. One still had punky streaks of dye in his hair. Almost all wore contractor badges, as green and crisp as new hundred-dollar bills. We certainly didn’t look like a hermetic power-mad cabal that controlled the actions of America’s elected officials from shadowy subterranean cubicles.
This session was the first stage in our transformation. It was called the Indoc, or Indoctrination, and its entire point was to convince us that we were the elite, that we were special, that we had been chosen to be privy to the mysteries of state and to the truths that the rest of the country—and, at times, even its Congress and courts—couldn’t handle.
I couldn’t help but think while I sat through this Indoc that the presenters were preaching to the choir. You don’t need to tell a bunch of computer whizzes that they possess superior knowledge and skills that uniquely qualify them to act independently and make decisions on behalf of their fellow citizens without any oversight or review. Nothing inspires arrogance like a lifetime spent controlling machines that are incapable of criticism.
This, to my thinking, actually represented the great nexus of the Intelligence Community and the tech industry: both are entrenched and unelected powers that pride themselves on maintaining absolute secrecy about their developments. Both believe that they have the solutions for everything, which they never hesitate to unilaterally impose. Above all, they both believe that these solutions are inherently apolitical, because they’re based on data, whose prerogatives are regarded as preferable to the chaotic whims of the common citizen.
Being indoctrinated into the IC, like becoming expert at technology, has powerful psychological effects. All of a sudden you have access to the story behind the story, the hidden histories of well-known, or supposedly well-known, events. That can be intoxicating, at least for a teetotaler like me. Also, all of a sudden you have not just the license but the obligation to lie, conceal, dissemble, and dissimulate. This creates a sense of tribalism, which can lead many to believe that their primary allegiance is to the institution and not to the rule of law.
I wasn’t thinking any of these thoughts at my Indoc session, of course. Instead, I was just trying to keep myself awake as the presenters proceeded to instruct us on basic operational security practices, part of the wider body of spy techniques the IC collectively describes as “tradecraft.” These are often so obvious as to be mind-numbing: Don’t tell anyone who you work for. Don’t leave sensitive materials unattended. Don’t bring your highly insecure cell phone into the highly secure office—or talk on it about work, ever. Don’t wear your “Hi, I work for the CIA” badge to the mall.
Finally, the litany ended, the lights came down, the PowerPoint was fired up, and faces appeared on the screen that was bolted to the wall. Everyone in the room sat upright. These were the faces, we were told, of former agents and contractors who, whether through greed, malice, incompetence, or negligence failed to follow the rules. They thought they were above all this mundane stuff and their hubris resulted in their imprisonment and ruin. The people on the screen, it was implied, were now in basements even worse than this one, and some would be there until they died.
All in all, this was an effective presentation.
I’m told that in the years since my career ended, this parade of horribles—of incompetents, moles, defectors, and traitors—has been expanded to include an additional category: people of principle, whistleblowers in the public interest. I can only hope that the twenty-somethings sitting there today are struck by the government’s conflation of selling secrets to the enemy and disclosing them to journalists when the new faces—when my face—pop up on the screen.
I came to work for the CIA when it was at the nadir of its morale. Following the intelligence failures of 9/11, Congress and the executive had set out on an aggressive reorganization campaign. It included stripping the position of director of Central Intelligence of its dual role as both head of the CIA and head of the entire American IC—a dual role that the position had held since the founding of the agency in the aftermath of World War II. When George Tenet was forced out in 2004, the CIA’s half-century supremacy over all of the other agencies went with him.
The CIA’s rank and file considered Tenet’s departure and the directorship’s demotion as merely the most public symbols of the agency’s betrayal by the political class it had been created to serve. The general sense of having been manipulated by the Bush administration and then blamed for its worst excesses gave rise to a culture of victimization and retrenchment. This was only exacerbated by the appointment of Porter Goss, an undistinguished former CIA officer turned Republican congressman from Florida, as the agency’s new director—the first to serve in the reduced position. The installation of a politician was taken as a chastisement and as an attempt to weaponize the CIA by putting it under partisan supervision. Director Goss immediately began a sweeping campaign of firings, layoffs, and forced retirements that left the agency understaffed and more reliant than ever on contractors. Meanwhile, the public at large had never had such a low opinion of the agency, or such insight into its inner workings, thanks to all the leaks and disclosures about its extraordinary renditions and black site prisons.
At the time, the CIA was broken into five directorates. There was the DO, the Directorate of Operations, which was responsible for the actual spying; the DI, the Directorate of Intelligence, which was responsible for synthesizing and analyzing the results of that spying; the DST, the Directorate of Science and Technology, which built and supplied computers, communications devices, and weapons to the spies and showed them how to use them; the DA, the Directorate of Administration, which basically meant lawyers, human resources, and all those who coordinated the daily business of the agency and served as a liaison to the government; and, finally, the DS, the Directorate of Support, which was a strange directorate and, back then, the largest. The DS included everyone who worked for the agency in a support capacity, from the majority of the agency’s technologists and medical doctors to the personnel in the cafeteria and the gym and the guards at the gate. The primary function of the DS was to manage the CIA’s global communications infrastructure, the platform ensuring that the spies’ reports got to the analysts and that the analysts’ reports got to the administrators. The DS housed the employees who provided technical support throughout the agency, maintained the servers, and kept them secure—the people who built, serviced, and protected the entire network of the CIA and connected it with the networks of the other agencies and controlled their access.