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Thus an org's strength and its sphere of influence and domain are all
regulated by
the speed of flow, both inside and outside an org!
And an org particle inside or outside an org (promotion, books, people,
money)
flows as fast as it's free of independent, unagreed-upon decision points.
Example: A flow line can go to A or B. Unless policy says "If it's above
80 it
goes to A. If it's below 80 it goes to B," then that particle becomes the
subject of a
decision that is not covered by policy and the flow stops.
You can have a lot of choices on a Comm line or traffic line but none
may be
random choices made by an individual at that moment. The flow will stop,
not because
the decision is wrong but because the next point on the flow doesn't know
what it
really is and so can't handle it except slowly or by stopping it at least
to think it over.
An org full of individual decision points not covered by group
understanding is no
org at all and will fail. It is a bunch of individuals working at cross
purposes-each
person okay, but the combined strength of the "org" is only that of one
person in a
state of confusion!
When the public is also being asked to decide about coming into an org
full of
individual decision points you get a total collapse.
The new Org Board overcomes all this. It has the choices laid out by
policy and
org form and formula. So it can grow, will be easy to work in and will
remain a happy
place unless somebody puts in some new decision points not on the chart.
The result
will be stopped flows, no traffic, no money, no org.
Never put in an "Individual random decision point" on a chart! That's
the moral.
Then all staff can look over and see easily on what's decided where.
A multiple decision point can work providing only that all the decisions
to be
made are already known to all. Take a Communicator. She has to make many
"decisions" that are known in advance. Which basket does what dispatch go
into?
That's an easy multiple "decision" providing the Org Board is easy to read
and staff
understands it and is doing the jobs for which they are posted. The line
stops when the
posts cross or aren't being handled, or at an "individual decision point"
not then easily
knowable to the staff.
This was the main problem in working out the 1965 Org Board. For the
first time
even my own post was being clarified by the need for knowable decision.
Every post
on the Board is like that. And it was all worked out. It could not have
been worked out
at all unless I had found some of the most fundamental formulas of this
Universe. The
type of pattern used kept one org going for 80 trillion years, believe it
or not. And to
that were added some very basic laws that had been overlooked by that
outfit and
which caused its eventual decay. It couldn't correct itself!
We aren't actually radically changed by the Org Board as all our own
customs are
functional on it also.
But it will flow and prosper as long as the decisions to be made are
known
already. Example: A bill disputed decision = deposit sum in Reserved
Payment
Account and get the bill straight then pay right amount. Example: Policy
says Blue
Students. They seem to be aquamarine coloured not blue. Report it to the
Inspection
and Reports Dept with all data. Inspection and Reports inspects and reports
to the
Office of LRH and policy is adjusted everywhere. Now we can handle
aquamarine
coloured students-or see that the Office of Estimations is forbidden to
wear
sun-glasses while estimating! And while the policy is under adjustment we
stick by
known policy until adjusted.
Frankly, the 1965 Org Board pattern, as posted, gives all the routing
hats and