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A later check revealed that he did indeed comply and turn the heat off but
failed
to inform the messenger of this, giving her only the irrelevant information
that they
had earlier turned it down.
This form of Dev-T can also take the form of forwarding to a senior
large
quantities of irrelevant information, jamming his lines, and reducing his
productiveness.
The opposite of this, of course, is failure to inform one's seniors of
relevant data (see
P/L 27 Jan '69, Dev-T Summary point 6).
39. REASONABLENESS
A staff member or executive can be "reasonable" and accept reasons why
something cannot be done, accept incomplete cycles as complete, and fail to
follow
through and get completions.
All of which results in further traffic. This form of Dev-T is best
handled by
knowing and applying HCOB 19 August '67, "The Supreme Test" [Volume 7, page
362].
THE SUPREME TEST OF A THETAN IS HIS ABILITY TO MAKE THINGS GO
RIGHT.
40. FAILURE TO TERMINATEDLY HANDLE, REFERRAL
The only tremendous error an organization makes, next to inspection
before the
fact, is failing to terminatedly handle situations rapidly. The fault of an
organization's
woffle, woffle, woffle, Joe won't take responsibility for it, it's got to
go someplace
else, and all that sort of thing, is that it continues a situation.
What you should specialize in is terminating the end of a situation, not
refer it to
someone else. Complete the action now.
41. FAILURE TO COMPLETE A CYCLE OF ACTION and REFERRAL
One of your most fruitful sources of Dev-T is your own double work.
You pick up a despatch or a piece of work, look it over and then put it
aside to
do later, then later you pick it up and read it again and only then do you
do it.
This of course doubles your traffic just like that.
If you do every piece of work that comes your way WHEN it comes your way
and
not after a while, if you always take the initiative and take action, not
refer it, you
never get any traffic back unless you've got a psycho on the other end.
You can keep a comm line in endless ferment by pretending that the
easiest way
not to work is to not handle things or to refer things. Everything you
don't handle
comes back and bites. Everything you refer has to be done when it comes
back to you.
Complete the action, do it now.
42. FAILURE TO RECORD AN ORDER
Failing to make an adequate record of an order given, losing or
misplacing the
order can result in endless Dev-T.
The original orders being lost or not recorded at all, wrong items are
purchased,
incorrect actions are taken, cross orders are given, and a tremendous waste
of executive
time and money occurs straightening the matter out.
This is one of the most serious sources of Dev-T.
43. UNCLEAR ORDERS
An executive giving an unclear order puts uncertainty and confusion on
the line
right at the very beginning of the cycle of command.
The safe way on an important programme or action is to Target it.