No matching fragments found in this document.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 OCTOBER 1969
Remimeo
PROGRAMMING
(Reissue of HCOB 12 Sept 1959; refer also to HCO Pol 4 Dee 1966
"Admin Know-How -
Expansion, Theory of Policy" and
HCO Pol 24 Dee 1966 Issue II "How to
Programme an Org".)
Dianetics and Scientology have never suffered from lack of programmes.
There have always been programmes. And there will always be better
programmes and maybe for dissemination purposes, the PERFECT programme.
But what happens to all these programmes?
Alas, I found out the facts of this some years ago, and out of it came
the organizational pattern which is working so splendidly in Central Orgs.
But the facts that I found out all had to do with execution of programmes.
We get a wonderful idea. It's a slayer. It will tear the tops right off
the skyscrapers and send them in for a book. And months later we wonder
what happened to this marvellous programme.
Well, I'll tell you what happened. Nobody did it.
That's the swansong of almost every programme that gets thought up. It
was great, but nobody did it. . . .
And before you think I'm being critical of all the Staffs, I'll give you
the rest of my findings on this subject.
Programmes didn't get done because everybody was so overloaded with what
they were already doing that they didn't have a chance to start the new
programme no matter how good it was. Programmes were already in the run.
Many of these were so fundamental-such as sale of books or answering
letters to incoming preclears and students-that nobody could start on the
new programme. And as a result the new programme didn't get started no
matter how marvellous it seemed to be.
The reason Executives used to keep pulling people off post all the time
was this thing programming. The Executive had, he thought, a better idea or
was trying to carry out an old idea. And to get it going he would draft the
whole staff to do it and the basic programmes would go begging.
Do you know that nearly every function of a Central Org was at one time
a brand new wonderful programme? Well, it was. And this gradually sifting
out of activities brought us to a rather final form with one more step to
go and that step is programmes, a Department of Programmes. A Department
which can carry through new or stunt programmes without bringing the whole
place in ruins by tearing everybody off their standard programmes.
Programming is important enough to pay a lot of attention to. And there
is a lot of gen about it. And the gen all adds up to no matter how many
programmes you have, each one consists of certain parts. And if you don't
assemble those parts and run the programme in an orderly fashion, it just
won't spark off. These are some of the principles about programmes. And you
had better have them because your new HAS Co-Audit Course is a programme
and has to be done like a successful programme. And your preclears are a
programme and have to be done like a programme. If you don't know these
facts of life, here they are:
MAXIM ONE: Any idea no matter if badly executed is better than no idea
at all.
MAXIM TWO: A programme to be effective must be executed.
MAXIM THREE: A programme put into action requires guidance.
MAXIM FOUR: A programme running without guidance will fail and is better
left undone. If you haven't got the time to guide it, don't do it: put more
steam behind existing programmes because it will flop.
MAXIM FIVE: Any programme requires some finance. Get the finance into
sight before you start to fire, or have a very solid guarantee that the
programme will produce finance before you execute it.
MAXIM SIX: A programme requires attention from somebody. An untended
programme that is everybody's child will become ajuvenile delinquent.