action, a propaganda unit, or an economic warfare division — all of which wereconsidered essential by the British for prosecuting a modern war. 7 Finally, therewas little impetus on the part of the top decisionmaker in the U.S., FranklinRoosevelt, to adjust the U.S. intelligence organization architecture. Roosevelt,who personally directed the efforts of ONI when he was the Assistant Secretaryof the Navy during World War I, understood the value of intelligence but he preferredto receive information from a variety of sources, even if that informationproved contradictory. Additionally, he employed his own personal network ofagents to obtain information he desired, which added to the fragmentation of U.S.intelligence. 8Various decisionmakers within U.S. intelligence saw the problems listed aboveand there were attempts made to increase collaboration and coordination at variousstages throughout the inter-war period. Sharing between the departments didoccur, but, more often than not, this was based on personalities of the individualsengaged in the sharing rather than some structural mechanism designed toenhance cooperation. At various periods in the interwar period, ONI did seekcloser ties with the other departments but most of these efforts did little to systematicallyimprove coordination. 9 One bright spot was in the area of SIGINTcooperation, where joint work by the Army and the Navy led to successes withthe Japanese diplomatic code known as PURPLE. But these efforts were part ofthe Navy’s communications organization, not ONI. Still, there was no cooperationbetween the two services on the task of breaking the Japanese Service codes.Even the cooperation on the diplomatic codes was colored by service rivalries. Arather convoluted system, whereby the Army and Navy would break and thenbrief the President on PURPLE decrypts on alternate days, was instituted toensure both services would receive credit for their work on this highly valuableintelligence source. 10 Although recommendations for how to achieve closer cooperationamong the disparate organizations within American intelligence were put7 Aldrich, 95.8 Jeffery M. Dorwart, Conflict of Duty: The U.S. Navy’s <strong>Intelligence</strong> Dilemma, 1919-1945(Annapolis, MD: Naval Institute Press, 1983), 164-171, cited hereafter as Dorwart, Conflict of Duty;Arthur M. Schlesinger, The Coming of the New Deal, vol. 2 of The Age of Roosevelt (Boston, MA:Houghton Mifflin Company, 1959), 523; Steve Weiss, Allies in Conflict: Anglo-American StrategicNegotiations, 1938-44 (New York: St. Martin’s Press, Inc., 2001), 29.9Dorwart, Conflict of Duty, 69-70.10 Roland H. Worth, Secret Allies in the Pacific: Covert <strong>Intelligence</strong> and Code Breaking CooperationBetween the United States, Great Britain, and Other Nations Prior to the Attack on Pearl Harbor(Jefferson, NC: McFarland, 2001), 16-17; Ronald H. Spector, Listening to the Enemy: KeyDocuments on the Role of Communications <strong>Intelligence</strong> in the War with Japan (Wilmington, DE:Scholarly Resources, Inc., 1988), 8; Aldrich, 73.3
forward, some by ONI, no real improvement in this situation occurred until thefounding of the Coordinator of Information office, the predecessor to the Officeof Strategic Services (OSS), in the summer of 1941. 11 As noted later in this study,the founding of this office did correct some of the deficiencies in the U.S. intelligencesystem, but overcoming bureaucratic barriers was a difficulty throughoutthe war period and is an issue the <strong>Intelligence</strong> Community has continued to wrestlewith to the present day.ONI: Organization and Limitations of America’s First<strong>Intelligence</strong> ServiceThe organization which would one day become ONI was first formed in1882 as the Navy realized its need for information in peacetime that wouldassist in the war-planning and procurement that was required to fight in anyfuture conflict. 12 ONI’s responsibilities evolved over time, but by 1938 its principalresponsibilities included collection and analysis on foreign countries, particularlyon their naval establishments; administration of the naval attachéprogram; Navy public relations; “operation of the Navy’s public records andlibrary; preparation and dissemination of data on our own and foreign navies”;counterespionage; and security. 13 To meet these requirements, ONI was organizedinto branches to deal with Foreign <strong>Intelligence</strong>, Domestic <strong>Intelligence</strong>,Historical Records, and Public Relations. 14 These branches were further subdividedinto country desks and offices meant to address specific technicalissues, such as gunnery. In terms of regional assessments, ONI focused on Russia,because of the fear of communism and its influence on the workers inindustries critical to the Navy, and on Japan, which was seen as the main threatand was the focus of U.S. naval war planning. 15As noted earlier, resource constraints were a significant factor limiting theeffectiveness of ONI. At the end of World War I, there were 306 officers workingin ONI’s Washington, DC offices, but by 1935 that number had dwindled to 2111Wyman H. Packard, A Century of Naval <strong>Intelligence</strong> (Washington, DC: GPO, 1996), 16, 225;Dorwart, Conflict of Duty, 119-120.12Alan Harris Bath, Tracking the Axis Enemy: The Triumph of Anglo-American Naval <strong>Intelligence</strong>(Lawrence, KS: <strong>University</strong> Press of Kansas, 1998), 4.13 Packard, 323.14 Parkard, 321-323.15 Columbia <strong>University</strong>, The Reminiscences of Royal E. Ingersoll (New York: Oral HistoryResearch Office, 1965), 46, Operational Archives, Naval Historical Center, Washington, DC. Citedhereafter as Ingersoll Reminiscences.4
- Page 1 and 2: COURTING A RELUCTANT ALLYAn Evaluat
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the affair. 183 This lack of resent
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tion exchanges. Even more significa
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nation (BSC) mission, is now availa
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good will and encouraged greater co
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would merely show Donovan “the be
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Lothian passed Hill’s proposal to
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still a powerful influence. While Z
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Since the Tizard Mission had only a
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appropriating large increases to th
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the French, a point which would not
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equested that RADM Ghormley remain
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when he [Pott] comes to O.N.I. he i
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it was not official U.S. policy. St
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efforts that had begun with the Sta
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high-level ABC-1 staff talks which
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to successfully interpret the instr
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to little more than a nebulous stat
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to offer.” 319 Others in the Brit
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Operational Intelligence Cooperatio
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Godfrey’s main concern was most l
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possesses complementary capabilitie
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2. Be prepared to give something of
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had in forming its own Joint Intell
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GLOSSARYABC-1ALUSNALondonBGENBSCCAP
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APPENDIX AA NOTE ON SOURCESArchival
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APPENDIX BMAJOR EVENTS IN U.S.-UK I
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________. Foreign Relations of the
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________. “The Secret of the Chur
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Zacharias, Ellis M., CAPT, USN. Sec
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INDEXAABC-1 Talks 41, 57, 74-75, 78
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IImagery Intelligence (IMINT) 12, 8
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Signals Intelligence(SIGINT) 2-3, 7
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PCN 53512ISBN 0-9656195-9-1