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American Cryptology during the Cold War - The Black Vault

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Ib) (1)<br />

Ib) (3) -50 USC 403<br />

Ib) (3) -18 USC 798<br />

Ib) (3) -P.L. 86-36<br />

TOP 5"RET liMBI'\A<br />

ChapterS<br />

<strong>Cryptology</strong> under New Management<br />

Ib) (1)<br />

Ib) (3)<br />

OGA<br />

<strong>The</strong>re is something about cryptologic work that gets into <strong>the</strong> hide....<br />

Ralph Canine, 1968<br />

NSA began life under a pall. <strong>The</strong> Brownell Committee had declared its predecessor to<br />

have been a failure. Outside <strong>the</strong> cryptologic community <strong>the</strong>1 was a common fee~ng that<br />

COMINT was broken and in serious need ofrepair. According t<br />

ho was<br />

appointed by Allen Dulles to ride herd on <strong>the</strong> cryptologic effort,<br />

<strong>The</strong> early 1950s were <strong>the</strong> dark ages for communications intelligence. Intelligence officers who<br />

had been accustomed to providing information not only on <strong>the</strong> capabilities but also on <strong>the</strong><br />

intentions of <strong>the</strong> enemy <strong>during</strong> World <strong>War</strong> II were reduced to providing <strong>the</strong> government with<br />

estimates based on frail fragments of information ra<strong>the</strong>r than factual foreknowledge.<br />

<strong>The</strong> creation of NSA was an attempt to address <strong>the</strong> problems of cryptology as <strong>the</strong><br />

Brownell Committee saw <strong>the</strong>m. (As we saw in <strong>the</strong> section on Korea, that perception was<br />

not 100 percent accurate.) That is, it attempted to institute a firm control mechanism that<br />

would unify <strong>the</strong> system and create an organization which was, in and of itself, responsible<br />

for getting <strong>the</strong> job done. No longer would consumers have to go to four different<br />

organizations to get answers or to fix blame for <strong>the</strong> lack of answers. It did not give <strong>the</strong><br />

organization resources, improve its personnel situation, or give it adequate working space.<br />

When NSA began life, it simply inherited its resources from its predecessor. It got <strong>the</strong><br />

AFSA billets and <strong>the</strong> people in <strong>the</strong>m, <strong>the</strong> AFSA spaces at Arlington Hall, and <strong>the</strong> AFSA<br />

rooms at <strong>the</strong> Naval Security Station. And it inherited an idea, that unification worked<br />

better than division. <strong>The</strong> difficulty was in trying to implement <strong>the</strong> solutions that <strong>the</strong><br />

Truman Memorandum imposed. AFSA, despite its failings, had been a step in <strong>the</strong> right<br />

direction. NSA now had to take <strong>the</strong> next step.<br />

To <strong>the</strong> AFSA population, <strong>the</strong> name change must have seemed more for appearance<br />

than for any practical value. <strong>The</strong>re was no immediate change in <strong>the</strong>ir condition. <strong>The</strong>y<br />

stayed where <strong>the</strong>y were - if<strong>the</strong>y were COMINTers, <strong>the</strong>y remained at Arlington Hall, and if<br />

<strong>the</strong>y were COMSEcers, <strong>the</strong>y stayed at Nebraska Avenue. Lieutenant General Canine, who<br />

had replaced Admiral Stone as AFSA director, stayed on as director ofNSA. When Canine<br />

first ga<strong>the</strong>red <strong>the</strong> NSA work force toge<strong>the</strong>r on 25 November 1952, he alluded to <strong>the</strong><br />

conflicts which had preceded <strong>the</strong> establishment of NSA, but <strong>the</strong>y must have seemed<br />

remote to those who listened. It looked like business as usual.<br />

HANDLE VIA TALENT KEYHOLE<br />

LSYSTEMSJOINTLY<br />

ASABLE TO FOREIGN NATIONALS<br />

-<br />

61 TOP SECRET tJlViBRA

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