No matching fragments found in this document.
33. EXECUTIVE ENTURBULENCE
An executive is seldom hit unless he has had non-compliance on his
lines. He is
almost never hit if he polices Dev-T. When an executive is hit by a
catastrophe, he
should handle it and AT ONCE CHECK UP ON DEV-T AND HANDLE IT. I keep a
daily log of Dev-T and who and what every time I find my lines heavy or
there is a
threatened catastrophe. Then I handle the majority offenders.
34. USING DEV-T AS AN EXCUSE TO CUT LINES
An executive must really know what Dev-T is and really say what the
exact Dev-T
was in order to reject or handle Dev-T.
35. CATASTROPHES
A catastrophe occurs by lack of prediction of a possible circumstance.
Those
things planned for do not become catastrophes. Catastrophes USUALLY FOLLOW
A
PERIOD OF EXCESSIVE DEV-T.
_______________
The above make a great many motions necessary where only the one correct
one
was needed.
Thus a crew or Org can look very busy when it is only handling Dev-T. It
will get
nowhere. Real Targets are not done. Tempers go bad. Staff and crew are
overworked.
Also when I get Dev-T on my lines I know that it is despite various
screenings. If I
get it, then it must be 100 times that for the fellow who has no such admin
defenses.
I routinely run a Dev-T check on my lines and advise all officers and
executives to
do the same.
The way to handle this is REVIEW and CLASSIFY all targets into their
types as
per three recent Policy Letters.
Find and note all instances of Dev-T as above with the person who did
them.
Turn in KNOWLEDGE REPORTS or ethics chits concerning them.
Concentrate on COMPLETING proper targets set as per the recent Policy
Letters.
ONLY REPORT COMPLETIONS.
Work to get COMPLETIONS. Then we'll get the job done.
L. RON HUBBARD
Founder
LRH:ldm.ei.rd
Copyright® 1969
by L. Ron Hubbard
ALL RIGHTS RESERVED