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But the most deadly conditions, the things most likely to produce the
greatest
floods of traffic in the long run are non-compliance and no-comm.
One or the other of these is the basis of any emergency.
So in analyzing traffic to increase income and efficiency, be very alert
to the
points of non-compliance and no-comm.
In our ordinary despatch system these are not easily spotted as we
seldom keep
copies of our despatches.
The way to locate these spots is by questioning the principals of the
org and
getting a list of:
1. Emergencies of the past 3 months and what departments and personnel
were most
closely connected to them.
2. Present time problems of the principals with the org and the names of
the staff
members most closely connected with these.
Compare lists 1 and 2. You will find that there are names common to both
these
lists.
Query what despatches remain unanswered by these persons or what orders
have
not been complied with. This selects out one or two people.
You now have the basic sources of Dev-T in the org which cause more
visible
Dev-T to build up.
Act accordingly. And don't get "reasonable".
Principals seldom realize that their softness on bad Dev-T offenders
works great
hardship on other staff members. The real overt is against other staff
members by not
acting effectively to locate and reduce Dev-T.
As an example, I know of an instance where two staff members' non-
compliance
and neglect of orders cost an org ?20,000 cash in one year alone and
brought the org
to a point where only heroic action saved it. Only two out of 50 were
responsible. The
other 48 were working their heads off trying to make a go of things. These
two, by
non-compliance with despatches, with no-comm, sabotaged all promotion and
the
entire PO system and nobody could tell how it was happening. When they
departed,
not only the losses vanished but org income doubled.
So don't ever get soft where you see non-compliance or unanswered
despatches.
You're looking at trouble and future emergencies that may wipe out the org.
DEV-T ANALYSIS
You can pretty well size up a whole org just by watching its despatch
lines and
baskets.
If you were very skilled at this, you really wouldn't need to move out
of the
communicator's chair to spot every bad and good point in the org.
Without analysis by Dev-T, an org is carried on the backs of a few
desperate staff
members.
Why do it the hard way? Watch and handle Dev-T sources and you'll be
able to
breathe again.
L. RON HUBBARD
LRH:jw.rd
Copyright �1965
by L. Ron Hubbard
ALL RIGHTS RESERVED