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I am LTC Jachimq Project Manager for the INSCOM portion of!'
DOD Project GRILL FLAME.
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The purpose of this briefing is to .,pi;ovide you with background
information concerning INSCOM's involvement in Project GRILL
FLAME. This briefing is divided into three major portions.
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e First, the history of INSCOM's involvement and the roles
of DIA and INSCOM in the project.
@ Next, a discussion of remote viewing and examples of.completed
projects for which we received the requestor's evaluation.
e And, finally, a review of those projects which have been
completed but not evaluated.
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First the history of INSCOM's involvement. In the fall of
-1978, ACSI tasked INSCOM to determine if parapsychology could
be used to collect intelligence. For our purposes parapsychology
is defined in two major categories: -
First, physical actions performed by mental powers
that cannot be explained by known physicpl means.
This is known as telekinesis or p6ychokontsis, and
Second, perceptions which cannot be explained
through known sensory means. This is known as ESP,
telepathy and remote viewing.
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Specifically, INSCOM"S tasking was to determine if Remote
Viewing could be used as a collection.methad. Remote Viewing
is definled, as the ability of an individual, to access information
previously unknown, without regard to time, location, or
any attempt to hide the tsogdt from a collector.
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To meet ACSI's tasking INSCOM established a project team under
the Assistant Deputy Chief of Staff for Human Intelligence.
The.criteria developed to determine if remote viewing would
be a viable collection method was as follows:
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First, could remote viewing be learned? Next could remote
viewing be applied as a collection method? And@ finally,
could remote viewng respond to collection requirements in a
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First, could remote viewing be learned: SRI International,
an acknowledged leader in the field of paranormal reseach,
which is located in Menlo Park, California relied upon
established pV@chics, who used their individual abilities to
remote view. INSCOM, using the personality traits and
characteristics compiled by SRI during their work with these
Achics, screened approximately 250 intelligence personnel
within the.Baltimore/Washir)gton brea,'looking for people with
similar-characteristics. Based on SRI observations, successful
remote viewers tend to be confident, outgoing, adventurous,
broadly successful individuals with someartisticbent,(We
61-eaned much.of this information from commanders and supervisor
~e--g-le-~in-~d--~d-c-Fi-oT-Th-i~-*-information from commanders and -'s).
supervisors. We then conducted over 100 individual interviews.
After the screenings and interviews, nine.people were selected.
They were a mixture of military and civilian, officers and
enlisted, men and women. After additional intervieuswith the
I 15@?chic resb-arch, six were selected
SRI sc'entists involved in p
to go to California for.two weeks of actual training.. Upon
their return to Fort Meade they continued in an in-house
training program modeled after the SRI training phase. To
determine how long thts training should last, since no one had
attempted to train nkf@chics, guidance was again sought from.SRI.
Based upon their judgment an 18 to 24 month training cycle was
established. Milestones during this first period weref the
fall of 1978 through February 1979 - personnel were located;
d-om February 1979 through.December 1979 - initial training
'K SRI in California and Fort Meade was undertaken. INSCOM's
first training session was conducted on 28 February 1979.,
After the personnel were located and training had begun, the
next questions to be answered applied to the second and third
criteria concerning operations. That is, could remote viewing
be applied as a collection method? If so, would the information
be of reasonable accuracy and accepted and used by the
intelligence analyst who receive the product. Finally, could
remote viewing respond to collection requirements in a timely
manner?
Work to answer these questions was overcome by events. In
September 1979, ACSI tasked INSCOM to locate a missing
navy aircraft. The only information provided was a picture
of the type aircraft missing and the names of the crew. Where
the aircraft was operating was not disclosed. On 4 September
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1979, the first operational remote viewing session took place.
In this initial session,.the remote viewer placed the
aircraft to within 15 miles of where it was actually.located.
Based on these results, INSCOM was tasked to work against
additional operational targets. These taskings forced a
premature halt to the initial training p@ase. In December 1979y
the project was committed to operations.@
Trie-background of INSCOM and the GRILL FLAME project would be
incomplete without examining the different roles of DIA and-
INSCOM; since there appearstohave been some blurring of
these-distinctions in the past.
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DIA is concerned with:
~ Assessing the threat, principally from the Soviet Union
and China.
~ Determining countermeasures to any U. S. vulnerabilities.
~ And, determining the-potebi -.@of--remote.viewing using
teb@a
established psychics. M
DIA performs this function primarily through contracts at SRI.
INSCOM is applying remote viewing to assist in its evaluation
as a collection method, and to determine if remote viewing
can be learned by professional intelligence personnel who are
not established psychics.
Our remote viewing collection is done with assigned personnel.
We contract only for specific items which enhance our collection.
For example:
* Which targeting methods have the highest probability
of success.
* Can the accuracy of a remote viewer be determined from
an analysis of his statemnets?
@ Can the SRI new training technique increase the
quality and reliability of collection:
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This completes the background portion of the briefing.
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The next portion covers the anatomy of a collection project
and presents examples of results from completed projects.
Typically a project begins with a request for information on
a target, which is not suAptible to normal collection.systemst
or cuing data to target other intelligen6a systems. Based upon
Rersonnel available, priority of the @artpt, and the potential
for providing requested information, the INSCOM project manager
makes a decision whether to accept or'decline the project. Many
times even though the likelihood of obtaining the information
is not high, the project is accepted. The first task is the
construction of a remote veiwing collection plan.
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This collection plan lists the essential elements of information
(EEI) and the intelligence indicators which will address these
EEI. Also listed are the target time windows for which these
indicators will be relevant. The collection plan indicates
which remote viewer will be used. They are selected on the
basis of their past performance and the. types of indicators which
are needed.
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Once a specific remote viewer has been selected, we contact
him and set up a specific date and time for the remote viewing
session. This is done to allow him time to prepare mentally
for the task, as well as allowing us time to arrange support.
At this Lime, the remote viewer is.not told what the targe@ Will
be. He only knows he will be doing an operational remote
viewing session.
There.may.be more than one session for a particular project.
Several sessions may have to be done to address all the indicators
needed -to answer the EEI.. A remote viewing session is a team
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interviewer, the other is the remote viewer. The interviewer
controls the session. His job is to keep the remote viewer
on track@ to direct the focus of the remote viewer and to
question him about the target. The remote viewer is responsible
only for reporting.
The goal of the session is to collect intelligence. To do
this, great care is taken to try and force the..remote viewer
to produce only information of intelligence value. This is
done by denying him other sources of information about the
target. We always keep the remote viewer "blind". Most times
the interviewer is also kept "blind", so he will not
inadvertently lead the remote viewer.
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Let's now look at the conduct of an actual remote viewing session.
The remote viewer arrives :at the operation section at the specified
date and time. He and thqiinterviewer then discuss what is
going to be expected. They-are still. not talking about the
target. ..This time is generally used to establish enthusiasm
and motivation on the part of both the interviewer and the
remote viewer. At the designated timelthey go.into a room,
which had been designed es ecially for remote viewing. It is
6 comfortable room with ta e recording and monitoring equipment.
It's acoustically treated n*d carpeted. The only thing done
in this room is remote vibwing.
During the remote viewing session the lights are dimmed reducing
after images on the retina of the eye, and producing a quiet,
stable environment. At the start of the session@ the interviewer
provides the remote viewer with the target cuing data. The
remote viewer has not seen this information before. He receives
it only at the start of the remote viewing session. Target
cuing data may fall into several categories. It may be
geographic or UTM coordinates, an overhead photograph of
the area, or a photograph of an individual or object. Perhapso
there is some reason not to give target information to a remote
viewer. The way to overcome this is simply to.place the target
information in a sealed envelope. The remote viewer is
given this sealed envelope and he is.told that the target for
today is in the envelope. Ile is then simply asked to describe
the target. Once the remote viewer has this cuing data, -the
tape recorder is turned onraiha the session begins.
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The remote viewer is asked to focus his attention, pliziical-ly
relax and concentrate on the target which has been designated.
Once this is accomplished,'he is then asked to describe his
perceptions of the target. During the course of the session,
the interviewer questions the remote viewer,about his perceptions,
and directs . the remote viewer in the target area. At times
an outside analyst may monitor the session from a control room.
The remote viewer.and interviewer are both.aware of the
monitoring. The analyst may wish certain areas of the remote
viewer towards the goal of the analyst. At no time are the
analyst's questions heard by the remote viewer.
After the session, which usually lasts about 30 minutes, the
remote viewer is asked to draw the perceptions he,had during
session. This is very important. The.-drawings may be.more
accurate or show.a different perspective than the verbal
descriptions about the target. After the drawing is done
and the remote viewer talks about them, the remote viewing
session is completed. The tape is then.transcribed and a
transcript furnished to the project requestor. After the
project is completed the requestor provides an evaluation.
As in any other task, feedback is essential. The remote viewer
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wishes to know if he did well in his efforts. He needs to
know that his descriptions were accurate. This helps him in
future projects, as well as establishing a-sense of worth in
his efforts to remote view. The project manager requires
feedback to evaluate the collection method.
The following graphics are summaries of dur operation. From
5eptember 1979 thru May 19B2.
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Note the comparison of sessions to ppojects. The specific
number of collection sessions, necessary to meet a project's
requirements, is based upon the requestor's tasking. As an
example,. the support provided during the Iranian hostage
crisis covered an extended period of time and resulted in
an excess of 200 sessions. There also have been projects.
where the task was successfully accomplished with just a
single.session. Of the'65 projects completed.and fully evaluated,
over 50 percent have provided information of value to the requester.
&&I Y
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The results of evalua ted projects are depicted on this slide.
It should be noted that while ACSI is listed as.the official
request&r on 8 projects, two.projects were conducted in support
of Army MACOMS, two were combination ACSI/INSCOM and another
was the missing navy AGE.
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I would now like to cover our project book. The project
book accompanying this briefing presents examples of intelligence
collected through remote viewing. Prior to its review I wish
to emphasize the following points:
Remote viewing is.-RQt a magic lamp and is. riot a substitute for
current intelligence work. Remote viewing is a highly controlled
and formally established, unique intelligence collection
capability which has the following characteristics:
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Lt is PASSIVE
To the extent of our knowledge, collection by remote viewing
is totally passive. Only one claim of detection of remote
viewing.is known. Chinese scientists claim to have detected
remote viewing during their experiments-with childl:pn. Qaf-a
claim. Work to replicate these experiments is continuing
at SRI.
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IT IS INEXPENSIVE
The principal cost of remote viewing collection is the
people involved. There is no expensive hardware, and
lastly,
THERE IS NO KNOWN DEFENSE.
Time, target size, or degree of-difficulty all have no apparent
effect on collection by remote viewing. Even conceptualized
plans have been collected against prior to their actual
implementation.
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Remote viewing has been successfully used against seven
categories of tasking. Five,,f-are described inthe project
book and are color coded for easy reference. They are:
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1. Penetration of inaccessible targets (BLACK TAB)
2. !,Science and technology information .(RED TAB)
3. tuing of other intelligence collection SG1
systems (YELLOW TAB)
4. Imminent.hostilities (BLUE TAB) A
At this time two categories:
Penetration of inaccessible targets.
And the cuing of other intelligence collection systA.
Dominate
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There are two additional categories which we believe.to be
equally important@ but for which the date base is.
insufficient. They are human source assessments and accurate
personality profiles.
Each example.in the book presents the actual target, the
reason for targeting, and the targeting data. Examples of
verbatim viewer descriptions are provided, with the analytic
comments to the.right. In all cases, these comments were made by
intelligence analysts. Additional projects which are not SG1
detailed in We book are listed in the appendix..' A
At this point I would like to walk you through 2 of the
examples in the book.
The first, under TAB 1, is projecti
SG1A IThe Ist, page contains tFe target, the
tasking a arget cuing data. We were tasked by the NSC Staff
in late 1979. To determine what is--,taking place within
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This briefing has covered the history of INSCOM and the
GRILL FLAME program. How.we began in the program, and
some of the-actions we have begun to improve our product.
Our objectives for the future concern:
0 Selection of people. We are working to develop
a method of recurring recruitment, and in coordination
with the staff psychologistt revalidate the initial
screening criteria used. NPxt,
a Increase the reliability of remote viewing. We are
studying how to implement the SRI report on audio
analysis. The staff pk@Qhplogi 'st is assisting us
by working on individual remote viewer profiles
and locating places where enhanced individual training
could be received. And we also wish to evaluate the
new SRI Training program, since they indicate it
will decrease tendencies of a remote viewer to
analyze rather than just report, increase-the quality
and reliability of remote viewing and provide some
predictive value about the remote viewing product.
In summary:
Remote viewing has demonstrated it is of value and has a
high rate of success. Remote viewing should never stand alone,
but should be used in conjunction with information from other
intelligence sources. We do not evaluate our product. All
evaluations are done by the professional intelligence analysts
who assign the project. Collection of intelligence through
remote viewing is not an experiment. It is a successful
collection.method. The ftrmy effort is@not research and development,
it.is operational collection. Remote viewing is passive,
inexpensive, there is no defense and there is no risk of
of collection compromise.
This concludes the briefing. Are there any questions?
StIC&I
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