Vviewpoints
DOI: 10.1145/1536616.1536630
privacy and security
An ethics code for
U.s. intelligence officers
Debating and arguing the points of a proposed code of behavior to provide
guidance in making choices can produce the most effective ethics training.

DoctoRs, enGineeRs, lAWyeRs, and many other occupa- tions have formal ethics codes that help members of the professions make difficult choices. What about the U.S. intelligence community? There is a formal statement: “Principles of Ethical Conduct,” found in Part 1 of Executive Order 12731 of October 17, 1990.a These 14 sentences bind all U.S. federal employees, but these sentences deal primarily with what is usually defined as fiscal matters—proper handling of government funds, nepotism, accepting lavish gifts, and other such ill-advised activities. These sentences can be found posted in the hallways of almost all U.S. federal buildings, including those of the U.S. intelligence community (IC).

As important as these sentences are, they fail to address what we are calling “mission ethics” for intelligence officers—what you can or cannot, should or should not, do in executing your IC agency’s mission. Why should this be of concern?

The IC provides intelligence to U.S. policymakers and military commanders. The decisions they make based on such intelligence can have profound impacts on the U.S., the world, and individual citizens. Intelligence officers are keenly aware of this and strive to do their best, often operating in demand-

a See http://www.usoge.gov/laws_regs/exec_or- ders/eo12731.pdf

ing, complex, and perhaps hazardous situations.

Many intelligence officers have had personal experiences dealing with exacting situations that had difficult ethical ramifications during their careers. Existing fiscal ethics were not germane, and any mission ethics that might have existed may differ by organization (even within an agency) and also may differ as a function of which particular group convened to make a decision. There can be significantly different ethical considerations between tactical and strategic missions.

Most IC employees are dedicated, honorable, and ethical public servants. But they function in secrecy and have power—a combination that is fraught with temptation. Some may have to suborn citizens of other nations or the

agents of foreign governments. Some may perform operations that would be illegal if done against their citizens. Others may make decisions that can have significant unforeseen unintended consequences.

Several of us who have been career intelligence officers contend that we could have benefited greatly from a set of mission ethics studied and deliberated in training classes using case studies, away from our demanding work environment. Such study and discussion would enable contemplation, reflection, and internalization that could help an officer in the heat of action when others might be overwhelmed with expediency or emotion, or in other situations when perhaps faced with unethical opportunists (there are always a few such in any organization).