ABSTRACT
For many Americans, covert action, in the absence of clear and present danger, is a controversial proposition at best. It smacks of dirty tricks or clandestine wars, and is generally incompatible with a democratic foreign policy. The essential principle of covert action is this: to be effective, it must be a part of a well-coordinated policy. Ends should be thought through, and the means to achieve those ends reasonably calculated. Without people and material support in place, policymakers cannot influence events abroad through covert action—especially in modern, complex societies. Apart from professional case officers and managers, two other types of specialists are needed for effective covert action: deep-cover officers or assets, and technical specialists. The other half of the covert action infrastructure consists of material support. The most effective case officers and covert action managers are prepared to bargain and exchange favors rather than to demand obedience in exchange for cash.
