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To build a strong overseas scientific staff to meet U.S. needs for 

 policy inputs, scientific representation, and early warning of significant 

 technological trends and important scientific discoveries is a challeng- 

 ing personnel problem. Traditionally the persons sought are recognized 

 scientists with language proficiency. The language requirement nar- 

 rows the field of choice, and may be less relevant for scientists in 

 view of the fact that English is probably the closest to a universal 

 language of scientists. The requirement for "recognized scientists" 

 tends to limit the time span the recruit is prepared to devote away 

 from his research, in order to perform in an environment that takes 

 considerable time to master. In addition, the more eminent the 

 scientist the more likely he is to have narrowed his field of specializa- 

 tion and thus the fewer people he can communicate with in his own 

 field. 



A study by the Maxwell Graduate School of Citizenship and Public 

 Affairs, Syracuse University, in 1959, identified five key elements 

 that determined which people were most likely to succeed in per- 

 forming effectively overseas. These elements were: 



1. Technical skill: The versatility and willingness to improvise that requires 

 lioth a thorough knowledge of a specialized field, but the attitude toward it of a 

 general practitioner rather than a narrow specialist. 



2. Belief in mission: A dedication to his work regardless of geography that 

 enables a man to survive repeated frustrations and still retain a zest for the job. 



3. Cultural empathy: The curiosity to study and the skill to perceive the 

 inner logic and coherence of the other fellow's way of thinking; and the restraint 

 not to judge it as bad just becau.se it is different from the American way. 



4. A sense for politics: The sensitivity to see oneself as a "political man" whose 

 -action (or inaction) affects the power structure around him; the ability to do one's 

 work despite being conspicuously the object of curiosity, envy, or opprobrium; 

 and the understanding of American civiliZjg,tion that qualifies a man to represent 

 not only himself, but the culture and society from which he comes. 



5. Organization ability: A tolerance for large-scale orgarization and an under- 

 standing of complicated headquarters-field relationships ; and a special talent for 

 building social institutions and teaching others to manage them.** 



On these five general requirements were superimposed a long list of 

 other special requirements for scientific members of overseas staffs. 

 Thus, a document prepared by SCI (in 1967?) defined the requirements 

 of scientific attaches in the following way: 



Candidates for the Scientific Attache Program should be able scientists who 

 have mature insights into and understanding of international relations. They 

 should have broad and responsible experience which would enable them to: rec- 

 ognize the relationship of science and technology to political and economic 

 developments both at home and abroad; and understand the role of science and 

 technology in the decisionmaking process on matters of international political 

 and economic consequence. Thus, not only is a high degree of technical sophistica- 

 tion required, but also a catholicitj* of interest and appreciation for the complexity 

 of the issues which face the United States in its international relations. 



Candidates should be scientists of recognized competence based on responsible 

 levels of performance in the academic world, in industry or in government science. 

 Prior foreign experience should include close and understanding associations with 

 foreign scientists and institutions and with international scientific activities, as 

 well as with the culture of the area to which they may be assigned. 



The personahty of the candidates should be such that it will not only elicit 

 ■cooperation but will command the respect" and attention of the non-scientists 

 with whom they must deal and work in the accomphshing of their missions. 



M U.S. Congress, Senate, Committee on Foreign Relations, The Operational Aspects of United States 

 Foreign Policy, a study prepared by Maxwell Graduate School of Citizenship and Public Affairs, Syracuse 

 University, 86th Cong., 1st sess., November 11, 1959, pp. 58-59. (As quoted in Arthur G. Jones, Tlie Eiolution 

 of Personnel Systems for U.S. Foreign Affairs: A History of Reform Efforts, Foreign Affairs Persoiuiel Study 

 no. 1 (New York: Carnegie Endowment for International Peace, 1965), pp. 127-128. 



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