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This tells you why single practitioners can't expand their practices
without overwork.
It also tells you why some executives are upset at the idea of expansion
as they (lacking organisational insight) see it solely as overwork. They
don't see that when you expand volume and traffic you must expand the
organisation.
There is a wrong way and a right way to expand an organisation.
The wrong way is to add staff and facilities endlessly (like governments
tend to do) without adding to the organisation itself.
If you had huge affluences occurring steadily you would soon go into
collapse if you did not expand also by organisational units or branches.
In taking over a new field or area of operation, for instance, one errs
when he adds that traffic to the basic organisation's traffic.
In the presence of huge escalating affluences one must analyse what is
causing them and reinforce them. BUT one must also see what new KIND of
traffic is being added.
If one finds a new KIND of traffic then one sets up a sub-organisation
unit to handle it which is complete in itself.
If we are now getting "business men" in quantity we set up, under the
control of the original organisation:
1. a thetan to supervise it
2. a mind to coordinate it
3. a body to handle it, and
4. a new product called "released/cleared business men".
If we then were to find the new unit, struggling to form itself into 7
divisions on its own by now, gets a lot of demand and statistics on an Org
Exec Course, it must cease to gratuitously coach it and set up its
"Business Academy" teaching the Org Exec Course as Dept 10, appointing a
thetan, mind, body and achieving a product "trained business men" and see
that units to support it occur in other divisions and an Ethics unit to
prevent blunting of demand and re-aberration. This can even go backwards.
One sets up in Dissern a unit called "Business Course Project Promotion
Section" and stimulates the demand and then when it is there puts in its
Department 10.
Soon all seven divisions have extra units to care for this new action,
each unit with a Thetan-Mind-Body-Product. The products are different but
they all add up to "trained business men", whether they are creating
demand, financing or servicing.
So over-expansion is only under-organisation in the main.
One can of course "over-expand" by attempted servicing in the absence of
demand causing thus losses in finance. In such a case only concentrate on
creating new demand not on servicing old demands. This by the way is the
most common error in organisations of ours. They shrink because they are
not creating new demand and concentrate only on creating demand in those
already demanding (which is lazy-easy).
New demand is expensive to develop. Thus you often see finance units
frowning on "new demand" expenses and cutting down magazines in number of
issue, not buying new mail lists, etc.
To start a new sub organisation, one sets up on the basis of potential
demand, sets up Ethics to prevent demand-blunting or bad internal service
or performance, works on increasing the demand, introduces service, sets up
external Ethics to prevent blunted demand, increases the demand by
dissemination to new. and old areas of demand, increases service, ensures
product, increases the organisation (not just staff), increases demand in
new and old areas, stiffens up Ethics, improves service facilities, etc.,
etc.