Word: echelons
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Dates: during 1960-1969
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...placement of personnel in the early years of the regime was shrewd and rational. The top leaders (i.e., the Politburo) took up their tasks in Peking. At the same time they sent to the provinces a strong group of second-echelon leaders, tried and tested by two or more decades of revolutionary allegiance to the CCP. Ignoring the traditional Chinese reluctance to place officials in their native provinces, a remarkably high percentage of second- and third-echelon leaders were dispatched to administer areas where they had been born or areas where they had studied as students or worked as revolutionists...
...fifties, a large number of second-level leaders who had proved their worth in the provinces were brought to Peking to administer the growing central bureaucracy. As a consequence, most of the major tasks in the provinces were left to what might be termed the rising third echelon of leaders. One hastens to add that these men were by no means newcomers; although slightly younger than the very top leaders, their ties with the CCP also stretched back two or three decades...
...upward mobility as it affects men now in their thirties or forties, it is impossible to say with confidence how this will effect future patterns of leadership in China. Yet one can speculate that there must be a growing sense of frustration among large numbers of third- and fourth-echelon leaders who have few really important policy-making responsibilities. Moreover, given the advanced age of the Politburo members, the near future may well witness many new top leaders with only the most limited experience in the problems of decision-making. The frustrations and uncertainties regarding mobility of careers must also...
...more arbitrary fashion than previously. Or, to put it in other words, there are increasing signs that Mao (and a select few around him) have been monopolizing the processes of decision-making, and showing less concern for the opinions and experience of second- and third-echelon leaders. These tendencies are illustrated by the failure to convene plenums of the Party Central Committee, the importance of which is recognized by all students of contemporary China. For example, in the middle and late fifties, when the Communist regime seemed most flexible and rational, the plenums served as guideposts of policies and actions...
Helms became head of the plans division in 1962, when CIA's top echelon was reorganized as a result of the Bay of Pigs fiasco. At this stage, the agency was smarting under severe external criticism and riven by intramural factionalism. Helms, even-tempered and affable, managed to avoid office politics and grudges...