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One way to fail at it is do (a) with things that are so general that they
invite no doingness.
Some guys are so bad off they set targets like "Move the Mountain" and
give one and all a big failure. Since there's no way to do it and probably
no reason to either, that's an SP target. So what MUST be done means just
that. What is vital and necessary. Not what is simply a good idea.
Here's some MUST targets as examples:
A. Get Tech delivered 100% in the org itself.
B. Get the public aware of its being delivered and wanting it.
C. Get the admin machinery in to get the public in and out.
Or another series:
D. GET 10,000 trained auditors into the org field.
E. Get the public aware of the project and wanting training.
F. Set up terrific 100% snap-pop courses to handle the flow.
Or another:
G. Get a E100,000 reserve cushion.
H. Get all Accounts staff and Executives checked out on Finance Policy.
I. Shove the throttle down on promotion.
J. Deliver fantastic service.
K. Get enough tech people in training to handle the flows.
L. Find bigger poshier quarters to handle the flow when it rises.
M. Get all staff onto the OEC to diminish flow line flubs.
You get the idea.
An exec who is just a spectator to his In basket flow is doing nothing
but cultivating Dev-T.
You can assess the situation.
You can drive targets home to full completion.
Every executive and every staff member is somewhere on the OT Scale. And
he can rise higher just by setting up the targets and plowing them through
to done, done, done.
Yes, it requires ideas. But ideas come from interested looking and
sizing it all up before you set the target in the first place.
You can even raise an org by gradients so as not to overwhelm it. Set
and make small targets. Then bigger and bigger ones.
Well, you get the idea.
It's the ORG's road to OT.
L. RON HUBBARD
Founder
LRH:bw.ei.rd
Copyright � 1969
by L.Ron Hubbard
ALL RIGHTS RESERVED
NOTE: This Policy Letter has been corrected as per HCO P/L 23 January 1969
OT ORGS CORRECTION.