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a ca AE SRI ee ge ed Failure of Integration Effort 10. The DD/P rejected this recommendation as not being the most efficient solution for technical reasons. The insufficiently effective relationship between the project and the DPD unit was one of the gravest purely organizational failures of the opera- tion. The DD/P has subsequently confirmed this conclusion and has ascribed this lack of effectiveness to personality frictions and to the "classic service rivalry." (We would note that this does not exist in present-day combined commands. ) il. The organizational confusion was augmented by the existence of a large forward operating base in the Miami area, which in turn had loose control over several sub-bases. The mission of this base was vaguely defined and not well understood.. In theory the base had a supporting role; ‘actually it was con- ducting operations which for the most part paralleled similar operations being conducted by WH/4 from Headquarters. ‘This divided effort was expensive, cumbersome, and difficult to coordinate. In some cases the efforts of the two elements were duplicating or conflicting or even competing with each other. le. The upshot of this complex and bizarre organizational situation was that in this tremendously difficult task the Agency failed to marshal its forces properly and to apply them effectively.