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5. No appointments existing that don't appear on the Org Board.
A lot of Dev-T occurs because some people are insufficiently aware of
the
existence of an org. They think "we're all here together working". They
don't realize
everybody in the org does a different job than the rest.
There is no one so eager to reorganize everything as a new staff member
who has
yet to discover the org board and its purposes.
And there is a flood of Dev-T from anyone who:
1. Doesn't know the org board well and who
2. Hasn't got his own hat on.
Obviously, to reduce Dev-T and keep one's In-Basket within reason, one
must:
1. Have a complete and well-done Org Board up to date and known, and
2. Get individual hats on.
Otherwise people will misroute continuously-sending their own bits to
others
and flooding wrong others with despatches.
HATS
Given a good Org Board with the purpose of each post stated and the
whole thing
well known to staff, lengthy and complex hats become less important.
Hats, complete ones, are important and of value.
But did you know that a staff member will do best if he has to evolve
his own hat
before he reads up on it or afterwards?
The way to do this is on a Clay Table.
Take a very fundamental statement of the staff member's job-a complete,
simple
statement. Then, have the staff member:
(a) Work out the org in relation to the field and public in clay;
(b) Work out his job in clay in relation to the rest of the org;
(c) Work out his job in clay in relation to his job and himself.
After a staff member has done that (labelling every bit of everything he
makes),
and then done (a), (b) and (c) again, most of those misapprehensions and
not-knows
that cause Dev-T will be gone.
And it pays off in the time spent by increased effective volume and
decreased
Dev-T.
Very little Dev-T is caused by viciousness or mean intent. It's just the
accumulations of (1) Not-knowns and (2) Afraid to dos.
Cure them.
L. RON HUBBARD
LRH:jw.rd
Copyright � 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED