PART 2:
Methods of searching and recruiting informants

1. Introductory provisions

To conduct an active important game, you need your own people at the opponent's rate.

Own people can be either introduced (perhaps after preliminary recruitment) into the desired group, or recruited from its members.

The level occupied by one's person (or people) in a group can be:

- the highest (a person from the senior level, who is directly involved in the development of important decisions);

- medium (persons with access to oral or documented information);

- lower (people who visit those places where members of the group communicate or documents are located, but are not allowed to see the documents themselves);

- auxiliary (cadres not related to this structure, but capable of providing some assistance).

It is clear that the higher the level of your person in the group being developed, the wider his possibilities, and the more valuable he is for you.

They carefully use their people to solve a wide variety of tasks, taking into account their capabilities, security considerations and the needs of the moment:

- to obtain information;

- to shift the focus in the activities of the organization in the right way for you

direction;

- to assist in the implementation of certain actions with the aim of: discrediting the group (deliberate mistakes...), complete or partial collapse of the group (inciting discord and factionalism...), introducing and bringing its people to the desired level in the group (rebirth of the group...):

- to establish eavesdropping devices or obtain documents by covert copying (xerography, reshooting...) or direct abduction;

- to help in solving some intermediate tasks (passing to the right room, meeting with the right person, transferring a confidential package...).

Two categories of your people should be clearly distinguished and not confused:

- associates (members of your team);

- agents (used).

Depending on which of the categories your person is assigned to, tactics of interaction with him are chosen.

High-quality recruitment involves the following successive stages of working with an object:

- detection;

- development;

- grade;

- attraction;

- examination;

- direction of activity;

- retention:

- break contact.

It is better if, at various stages of work, the object will be dealt with by

nye people, seemingly unrelated to each other. In the standard three-step approach, this is:

- gunner (focuses on a preliminary study of the object, after which he establishes personal contact with him, performing additional development with testing and issues a conclusion on the appropriateness of using this person, as well as on promising directions for the targeted impact on him);

- a recruiter (establishes a new contact with the object, most often not related to the previous one; at the right time for this, he opens up and waits for the interlocutor's reaction, first providing himself with a way to retreat);

- leader (instructs and provides all further guidance that directs the activities of the facility).

The scheme given here is not rigid, so that the same person can be engaged in preliminary development (testing) of an individual, who subsequently recruits (attracts) him. In turn, the one who recruited can continue to contact the recruited person further, orienting his current activities. Of course, all other options are also acceptable.

2. Candidate identification

A certain specific person is planned to be recruited by force:

- his personal qualities:

- a clear operational need;

- far-sighted desire to have a reserve.

Choosing a suitable object (candidate for recruitment), two

directions:

- a person who is useful in terms of information (or other possibilities) is carefully sought out, and then approaches to him are outlined;

- a certain contingent of people is considered in detail, and from there the person most accessible by vulnerability or personal contacts is selected.

The first information that attracts attention to the candidate is received by:

- from his friends and acquaintances;

- in the course of direct communication;

- watching his actions and deeds;

- according to published (his or about him) articles, letters, reports...

To draw attention to a person is forced:

- his small and big failures;

- political sympathies;

- awareness;

- dropped remarks and statements;

- manifested exaltation (enthusiasm);

- discontent;

- unusual behavior (lethargy, riotousness, specific

sexual intercourse...);

- nationality;

- religiosity;

- place of permanent or temporary work and certain connections...

The most suitable for recruitment are those who:

- have some moral flaws (passion for alcohol, sexual entertainment, drugs...) or "stained" biography;

- have debts:

- strongly attached to someone (something);

- for some reason (difficulties in career, difficulties in personal

life, views on the current policy...) are very much annoyed.

3. Candidate development

At this stage, a thorough study of the selected person is carried out, a thorough check of his individual abilities and capabilities.

Candidate development is carried out in two ways:

- face-to-face (in person):

- in absentia (without direct contact).

All information received is entered into a formalized dossier, data

of which are used for:

- object recruitment:

- prediction of the object's actions;

- psychological and physical neutralization of the object.

A. Preliminary study

To begin with, whenever possible, they collect information without entering into direct communication with the object. Typical sources of such information can be:

- all kinds of official papers and documents (personal files, work books, archives, autobiographies, house books, medical and other registration cards, articles published (by him or about him) and references...);

- intimate correspondence;

- accidentally or specially intercepted telephone (and other...)

dialects;

- covert surveillance, video filming and photography;

- contactees (people from the object's social circle).

When evaluating a person according to his acquaintances, one should take into account:

- to what extent the notifier knows the person about whom he speaks (i.e. how long, intensively and deeply they communicated):

- in what relationship are the assessor with the assessed (if the relationship is bad, the characteristic will be with a negative bias, if friendly, it will be embellished);

- a situation in which reported features were observed (extreme, in contact with subordinates, with superiors...);

- how the informant has developed the quality that he reports about (most often, a person takes himself as a standard, and when the trait mentioned is pronounced, the given assessment will be underestimated and vice versa).

Having collected and analyzed data about the candidate from a variety of available sources, you can proceed to the next stage: the development of this object in direct communication. This includes:

- establishing contact (making acquaintances);

- deepening of contact (soil preparation);

- testing (dossier deepening);

- assessment (recruitment prospects).

B. Making contact

Acquisition of acquaintance is connected with the creation of favorable situations, many of which can arise quite by accident, and the main thing here is not to miss the right moment.

Optimal dating options inherently depend on the profession, gender, age, nationality, social status, cultural level, character, habits and all other individual characteristics of a person, and also on his mood, scene, environment and other factors in varying degrees.

When meeting, a communication program is immediately selected: symmetrical or additional. The symmetrical model implies equality - age, intellectual, social... - of the communicating parties, the fact of which is clearly established, and in the future the participants zealously monitor its observance (what is allowed for one, is allowed for the other...). An additional program affirms inequality and fixes the distance of communication, which is then strictly adhered to. Upon acquaintance, the corresponding program is installed instantly, it is quite difficult to change it later.

Since most people form an opinion about their new acquaintances by
 

the initial, but very tenacious impression, the optimal and most important setting is to ensure the desired perception. The desired effect is achieved by a thoughtful choice (focusing on the likes and dislikes of the object and all other psychological patterns) of one's appearance, basic demeanor, and acquaintance situation. It should be borne in mind that the first impression of a person is 55% dependent on visual impressions, 38% on the manner of speaking, and only 7% on what he says.

Among the psychological nuances that significantly affect the first impression, it does not hurt to know the following:

- thanks to the “halo effect” (staining with one quality of all the rest), a general favorable impression of a person provides positive assessments of his still unknown (in particular moral) qualities; and...