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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 OCTOBER 1962
RE-ISSUE SERIES (2)
CenOCon
Franchise
THEORY OF SCIENTOLOGY ORGANIZATIONS
(Reissue of HCO Bulletin of September 21, 1958)
An organization is a number of terminals and communication lines united
with a
common purpose.
The actions of an organization can all be classified under the heading
of particle
motion and change. To analyze a post or a department or an organization,
make a list
of each particle it handles (whether types of bodies, types of comm or any
other item)
and follow each item from the point it enters the post or department or
organization
to the point it exits. If a particle isn't handled properly and passed
along properly there
is a confusion or a dead-end. To organize an organization requires more
than theory.
One has to inspect and list the particles and get their routes and desired
changes of
character enroute. Then he has to see that terminals and comm lines exist
to receive,
change and forward the particle. All types of particles belong to somebody,
are
handled some way, come from somewhere and go somewhere. There are no
confusions
when lines, terminals and actions exist for each type of particle.
Judgment and decision are needed in every staff post. If the handling of
items are
just "petty details" then so is your fellow man a "petty detail".
There are no labourers in a Scientology organization. We are all
managers of these
particles.
Routes of handling are not orders to handle but directions to go. A
route is not
necessarily correct for all cases. It is only correct for most cases.
Robots can't handle
livingness. Robot organizations and robot civilizations fail. They only
seem to
work-like the commie empire seems to work until you find out everyone is
starving to
death in it. A perfect organization is not a machine but a pattern of
agreements. A
route is only the agreed upon procedure. It is not only occasionally
broken, it now and
then should be. The terminals involved make the agreement or the route
doesn't work.
A route along terminals that never agreed is no route but a labyrinth.
People agree to
postulates they can understand and appreciate. Hence, a route and handling
begins
with a particle, develops with a theory, comes to life with an agreement
and continues
to work because of judgment and decision.
The routing, the comm lines, the pattern of an organization do not do
the work.
The work is done by living beings using good sense and skill. The
organizational pattern
only makes their work easier and lessens confusion and overburden.
Governments,
armies, big research bureaus reduce themselves down to routes and titles.
They don't
work. They don't do work. They allow for no human equation. Therefore,
slave
societies (composed only of routes and unthinking terminals) are always
beaten
eventually by free peoples. There is a point where routes and exact
procedures become
unworkable, just as there is a point, facing a volume of work, that
individuality and no
teamwork becomes unworkable. An optimum organization is never severely
either one.
Total individualism and total mechanization alike are impossible. So if you
or your
department or your organization seem to be too heavily inclined to either
one, yell
don't talk. A bad organization will fire you and you can do something more
profitable. A good organization will listen. BUT-always have a better idea
than the
one in use. Grumbling, refusing to work don't work. A better idea, talked
over with the
terminals on either side of you, put down in concise writing, submitted,
will be put
into action in a good organization. Of course, there's always a chance that
the new
proposed handling throws something out of gear elsewhere. If it does, you
have the
right to know about it.