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1. The Exec Sec (or LRH, Guardian or Asst Guardian or LRH Comm) over that
division puts the executives which should have seen to the programme in
DANGER Condition and personally pushes to get the programme back in as a
programme.
2. If this fails, the Exec Sec (or LRH, the Guardian or Asst Guardian
or the LRH Comm) hauls the whole programme into his own office as though
it were a new special project, gets it personnel and finance and sets it
all up and then gives it over to its correct dept and division.
The second step comes about when one finds any non-compliance in doing
(1) above. As a Danger Condition was already set up and the Exec Sec (or
other senior) is handling it on a by-pass already, if one still can't get
the programme restarted there is no other action one can take than pulling
the whole thing into one's own office. For sure somebody has a foot on it.
Although we can try to find WHO has, this is no reason to continue to stall
the programme. After a Danger Condition on a programme has existed for a
while with no change of activity, one is wasting one's time to keep pushing
on a via. The easier course is simply to say, "As Address has been in
Danger for some time and still continues to goof, I, the HCO Exec Sec,
hereby take Address into my office in Division 7 where I will personally
straighten it out and meanwhile the Ad Council is to nominate for the Exec
Council a new HCO Area Sec."
In actual operation-I often do (1) above-call a Danger Condition on a
programme that is not functioning, handle it personally and use Ethics
action on those by-passed.
Sometimes when (1) doesn't work, I realize there is interference still
and haul the whole section into my office as a function of my office. It
may stay there quite a while. Then I will put it elsewhere as a complete
section transfer. Sometimes after the transfer I again have to haul it
back. Usually that's because it went into the wrong place in the org. If
you put a section in the wrong dept or division it just won't function. The
exception is the Exec Div and anything can be put in there for a while.
The common error in (2) is to forget one has it and forget to transfer
it when formed up properly. If one looks over what hats he is wearing one
usually finds a programme or two he has been handling and which he ought to
finish up in final form and put into the org proper.
In theory any exec or even an In Charge can do (l)& (2) above.
If (1) doesn't work then do (2). The main mistake is to forget to
complete the action of (2) by putting the programme back in place in the
org. To prevent that from happening, when you do (2), change it also on the
org board. Then it stays in view. Otherwise one forgets and soon begins to
feel overworked.
Almost any executive is holding on to a special project or two or even a
programme. So one should routinely look over one's own hats and re-find
these and complete cycle on them.
L. RON HUBBARD
Founder
LRH:jp.rd
Copyright (c) 1966
by L. Ron Hubbard
ALL RIGHTS RESERVED