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HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.I
HCO POLICY LETTER OF 7 JULY 1959
Central
STAFF AUDITING REQUIREMENT
(Modifying Earlier Directives)
An Analysis of proportionate pay plans has determined that more errors
on the
whole are being made by most staffs on it, than when straight pay
prevailed. I take this
then as an indicator that enough staff members in Scientology central orgs
have money
difficulties that they are influencing general income. Some of the errors
made are
enormously costly.
I have been studying this for many months and have made some
conclusions.
First, that the errors and comm breaks are an unknowingly intentional
effort on
the part of some to deny themselves income. This is demonstrated by the
fact that
staff does not quit because of low units as often as staff members have
quit in periods
of high units.
I think proportionate pay gives an ample opportunity to a very self-
invalidating
staff member to deny himself and hence everyone money.
Some of the errors made in the past year surpass belief. The most
serious of them
have been aimed at grossly lowering income.
Recently I have been studying life sources and reactions in plants. I
have gained
data now which, on preliminary look, indicates that a plant becomes ill
only pursuant
to a series of shocks which make "it decide" it cannot survive. Only after
that does it
"cooperate" with disease. Up to that time it cannot seem to get ill. But
when it does
decide to die it takes itself and tries to take everything else around it
into illness.
This bears itself out in human beings more obviously than in plants.
Illness
follows postulates to die.
Any channel toward non-survival is then taken. Proportionate income
affords
such a channel.
I first began this particular study when it was obvious that as large a
staff as we
had in DC and London it would not produce higher income of its own
initiative.
I further noted that my own work and dispatch volume was heavier out of
proportion to central org income of years ago. An analysis of my dispatches
indicated
that they were, from certain quarters, designed to stop us by presenting
endless
problems.
DC, left to its own devices, in 60 days went from solvent to $19,000 in
the red.
The biggest bills were errors made by people who apparently punish
themselves in their
own personal lives with insolvency and who seem to be trying hardest not to
survive.
Now all these factors could stem from many causes, the tone scale, etc.
But there
seems to be reason to believe that staffs as a whole are accepting the
gross blunders of a
few to such an extent that if myself and the members of the International
Council as
org officers were not continually alert, central orgs would vanish. This is
happening
when times are good. The errors being made are too obvious and too stupid
to stem
from carelessness. Low units do not happen. They are made.