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all personnel in the Division and brings any persons whose non-compliances
or crimes were responsible before a Committee of Evidence including the
Secretary, (5) Appoints personnel and reorganizes the Distribution
Division, (6) From the Ethics Investigation and Comm Ev, sifts out any
needful policy or change and forwards it to the Office of LRH for
consideration for issue.
Example 2
The Letters in-Letters out statistic takes a very steep dive (perhaps
only I /5th the former number). The HCO Area Sec instantly acts to (1) By-
pass all lines, (2) Get mailings out urgently, put expediters on writing
letters, get a magazine in the mails, all off her own bat, using anyone to
hand, (3) Demand the Dissern and Dist Divs be put in Danger Condition and
if refused cables LRH, (4) Order an Executive Ethics investigation of all
areas of outflow that would be responsible for org outflow and demands of
the HCO Exec Sec a Comm Ev on any personnel found by investigation to have
been negligent or non-compliant with policy concerning letters and any kind
of mailing out, and failing to get such assignment cables LRH, (5) Demand
new personnel on key outflow posts, (6) Recommend any firm policy
outgrowing from the investigation and Comm Ev to the Office of LRH.
Example 3
The Tech Sec suddenly discovers he or she is totally wearing the D of T
hat and statistics are falling in that Dept although there is a D of T. The
Tech Sec has already attempted to get the D of T's hat on many times. The
Tech Sec then: (1) By-passes the D of T, (2) Immediately handles the
Academy on a personal full time basis to sort out the students, establish
precise schedules, get in proper check sheets and routes slow students to
Cramming and nattery ones to Ethics and gets completions going, (3) Gets
the Department assigned a Danger Condition, (4) Demands an Ethics
investigation and a Comm Ev on personnel on whom non-compliance or crimes
are discovered, (5) Gets a new D of T and/or Supervisors, (6) Recommends
any firm policy found required in the Ethics Investigation or Comm Ev.
EXECUTIVE DIRECTOR
When I find a hat forced upon me despite all efforts of mine to handle
it previously and which I have then to handle, I follow the Emergency
formula.
When an org is in general danger or a dangerous situation has arisen, I
follow the Danger Condition Formula.
By the time anything gets to a point where I have to wear the hat,
statistics on it must have been bad for some time and I find by experience
that non-compliance will be discovered inevitably, which is why the
situation rolled all the way up the lines to me.
As Danger Condition is handled by a by-pass of those who were supposed
to handle it, then I also by-pass in assigning a Danger Condition, which is
to say, the Condition is assigned not by chain of command but by direct Sec
Ed.
SUMMARY
Emergencies when they continue are usually caused by crimes or
negligence and are always accompanied by non-compliance.
A continued emergency inevitably results in real catastrophe for higher
executives. It causes them heavy overwork at the very least. Sometimes a
danger condition threatens finally the whole org unless handled.
In the current society the manager or executive has no recourse to law
or the culture. Errors can be made or omissions can occur unknown to him,
which actually can threaten not only his job but his person.