No matching fragments found in this document.
HUBBARD COMMUNICATIONS OFFICE
1812 19th Street, N.W., Washington 9, D.C.
HCO POLICY LETTER OF 2 JULY 1959
Issue 2
DEVELOPED TRAFFIC
THE DELIRIUM TREMENS OF CENTRAL ORGS
There is a phenomenon which costs a Central Org two thirds of the effort
of its staff members and executives.
Stemming from various causes and cured by Process S2 it nevertheless
deserves notice as itself.
I have been working for 2 years on "Analysis of Organizations by
Inspection of its Comm Lines." It is now a fairly complete little science
in itself.
"Developed Traffic" is a statement you will begin to see now. It is
condemnatory. The symbol DevT means on a dispatch, "This dispatch exists
only because its originator has not handled a situation, problem or an
executive order."
It also means, "Responsibility for your post very low." Also it means,
"You should be handling this without further traffic." It also means, "You
are manufact- uring new traffic because you aren't handling old traffic."
Also it means "For Gawd's Sake!"
Every time traffic is developed somebody has flubbed.
"Developed" Traffic does not mean usual and necessary traffic. It means
unusual and unnecessary traffic.
Example: Dept Mat is told "Buy some chairs for the Academy." If this
goes properly, the chairs simply get bought, the Dept Mat estimating
students, state of exchequer and economical available materiel and
arranging delivery. Dept Mat may have to ask a couple verbal questions of
other departments to execute, but this is routine and necessary.
This can be used to DevT in this fashion. Issuing executive of order
"Buy some chairs" is asked "How many?" "What style?" "How much?" "From what
firm?" Or somebody else is asked these at length. Dept Mat is now worse
than a camouflaged hole. Dept Mat is making the acquisition of chairs
costly in terms of consuming dispatch time, other staff members' time,
upset and delay. This is DevT.
DevT costs us the services of 66 2/3% of our personnel. Hence, large
staff, no effectiveness.
Unwilling personnel always makes DevT out of every situation, problem,
order and policy. Take unwilling personnel off the lines and traffic
busyness drops by 2/3rds and effectiveness increases by many times.
"I want a book," gets answered by DevT, gets shunted into other depts,
gets mixed up in billing, makes an ARC break in field which develops more
traffic. Let an unwilling, irresponsible person on our lines, a real
victim, and we get enormously increased busyness, enormously lowered
dissemination.
Look for DevT, Org Sees and HCO Communicators and shoot it from guns
hard before we all get shot.
L. RON HUBBARD
NOTE: A request that a cook book be bought developed 29 dispatches in DC,
all of major executive level. A presentation of a bill that the receiving
terminal in the org knew was valid, and had money to pay, was used to
develop 15 cables and 135 dispatches and almost wiped out the office. An
incorrect price on an item caused 235 internal dispatches and major ARC
breaks with central orgs. An order to mimeo a flyer for one city caused 1
Vs. hours of flashbacks to an Assoc Sec. All persons authoring the DevT
listed above are being suspended pending flattening of Process S2.
L. RON HUBBARD
LRH:bg.rd
Copyright � 1959
by L. Ron Hubbard
ALL RIGHTS RESERVED