No matching fragments found in this document.
TO THE READER:
Scientology is a religious philosophy containing pastoral counseling
procedures intended to assist an individual to gain greater knowledge of
self. The Mission of the Church of Scientology is a simple one-to help the
individual acheive greater self-confidence and personal integrity, thereby
enabling him to really trust and respect himself and his fellow man. The
attainment of the benefits and goals of Scientology requires each
individual's positive participation, as only through his own efforts can he
achieve these.
This is part of the religious literature and works of the Founder of
Scientology, L. Ron Hubbard. It is presented to the reader as part of the
record of his personal research into Life, and should be construed only as
a written report of such research and not as a statement of claims made by
the Church or the author.
Scientology and its sub-study, Dianetics, as practiced by the Church,
address only the spiritual side of Man. Although the Church, as are all
churches, is free to engage in spiritual healing, it does not, as its
primary goal is increased knowledge and personal integrity for all. For
this reason, the Church does not wish to accept individuals who desire
treatment of physical illness or insanity, but refers these to qualified
specialists in other organizations who deal in these matters.
The Hubbard Electrometer is a religious artifact used in the Church
confessional. It, in itself, does nothing, and is used by Ministers only,
to assist parishioners in locating areas of spiritual distress or travail.
We hope the reading of this book is only the first stage of a
personal voyage of discovery into the positive and effective
religion of Scientology. I
This book belongs to
Date
THE BOARD OF DIRECTORS
Church of Scientology
11TIFY
ine.
Organization Executive
Course
AN ENCYCLOPEDIA OF SCIENTOLOGY POLICY
by
L. Ron Hubbard
FOUNDER OF DIANETICS AND SCIENTOLOGY
BASIC
STAFF
VOLUME
0
PUBLICATIONS ORGANIZATION
Published by
the
CHURCH OF SCIENTOLOGY OF CALIFORNIA
PUBLICATIONS ORGANIZATION
2723 West Temple Street
Los Angeles
California 90026
U.S.A.
The Church of Scientology is a Non-Profit Organization.
DianeticsO and Scientology@ are Registered Names.
Copyright@ 1970, 1971, 1972, 1973, 1974
1950,1951,1952,1953,1954,1955,1956,1957,1958,1959
1960,1961,1962,1963,1964,1965,1966,1967,1968,1969
by L. Ron Hubbard
ALL RIGHTS RESERVED
Scientology is an Applied Religious Philosophy
No part of this book may be reproduced
without permission of the copyright owner.
First U.S. Printing 1974
Second U.S. Printing 1976
Complete Set ISBN 0-88404-033-X
Volume 0 ISBN 0-88404-025-9
The E-Meter is not intended or effective for the diagnosis,
treatment or prevention of any disease.
Dianetics and Scientology are the trademarks of L. Ron Hubbard
in respect of his published works.
Printed in the United States of America by Kingsport Press, Inc.
CONTENTS
8 Sept. 1969 The Org Exec Course Introduction
21 Mar. 1967 Org Exec Course
20 Sept. 1969 Stability
4 Oct. 1969 Organizational Enturbulence
9 Nov. 1968 Important-Standard Admin
HOW TO STUDY
1
3
4
5
6
Vital Data on Study 9
9 Sept. 1969 How to Study this Course 11
27 July 1969 What is a Checksheet 12
26 Aug. 1965 Scientology Training-Twin Cheekouts 13
4 Oct. 1964 Theory Check-out Data (reissued 21 May 1967) 16
11 Oct. 1967 Clay Table Training (HCO B) 18
18 Sept. 1967 Study-Complexity and Confronting 19
STAFF ORIENTATION
25 Apr. 20 Oct. 5 Feb. 6 Mar. 10 Jan. 13 Feb. 21 Sept
7 Feb. 14 Feb. 19 Oct. 31 May 21 Feb. 10 Aug. 26 May 29 May 20 July 22 Aug.
3 Oct. 10 Nov. 14 Dec. 29 Mar. 21 Mar. 4 Jan. 18 Apr.
21
1963 Duties of a Staff Member
1961 Non-Scientology Staff (revised 7 March 1967)
1969 Press Policy-Code of a Scientologist (revised 15 May 1973)
1969 Scientology is a Religion
1968 Politics, Freedom from (reissued from LRH Sec ED 5 6 Int)
1965 Politics
1958 Theory of Scientology Organizations
(HCO B reissued as HCO P/L 22 Oct. 1962) 31
1965 Keeping Scientology Working (reissued 15 June 1970,28 Jan. 1973) 35
1965 Safeguarding Technology (reissued 7 June 1967) 40
1968 When a student has finished a course 41
1968 Auditors 42
1964 Staff Regulations-Auditing versus Job 43
1964 Good Workers 44
1961 Quality Counts (reissued on 21 June 1967) 45
1961 Quality and Admin in Central Orgs 46
1966 Staff Status (amended 19 March 1968) 48
1966 Addendum to HCO P/L 20 July 1966 "Staff Status" 49
1960 Holiday Pay and Sick Leave 50
1969 Former Staff Members 51
1969 Org Protection 52
1965 Excerpts from HCO P/L 9 Nov. 1964 & 26 Nov. 1964 (revised) 53
1965 Staff Members Auditing Outside PCs 54
1966 Staff Meeting 55
1965 Contests and Prizes 56
V
23 25 26 28 29
EQUIPMENT AND SUPPLIES
2 June 1959 Purchasing Liability of Staff Members 57
22 Sept. 1965 Keys 57
8 Sept. 1965 Supply Officer 58
15 Feb. 1964 The Equipment of Organizations 59
3 Nov. 1965 Equipment 61
12 Oct. 1967 Operational, Definition of 62
HATS
28 Feb. 1957
5 May 1959
15 Sept. 1959
1 July 1965
1 Jan. 1968
7 Jan. 1966
7 Nov. 1962
11 Apr. 1961
12 Sept. 1967
22 Feb. 1968
4 May 1968
16 Apr. 1965
17 Nov. 1965
20 Nov. 1965
22 May 1968
23 May 1969
24 Aug. 1965
17 June 1969
11 Dec. 1969
Hats (HCO B)
Policy on See EDs and Hats
Hats and Other Folders
Hats, The Reason for
Hat Write-ups and Folders-Inspection of Hat Folders
Leaving Post-Writing Your Hat
Central Organizations Efficiency (reissue of P/L 22 May 1959)
How to do a Staff Job
Post, Handling of
Ethics and Admin-Slow Admin
Handling Situations
PROMOTION AND THE ORGANIZATION IMAGE
Handling the Public Individual
The Basic Principles of Promotion
The Promotional Actions of an Organization
Prom Action of LRH Communicator
Public Divisions Promotional Actions
Cleanliness of Quarters and Staff-Improve Our Image
The Org Image
Appearances in Public Divs
COMMUNICATION
63
64
65
66
68
70
71
73
74
76
77
78
82
84
90
91
94
95
98
6 Nov. 1958 The Three Basket System 104
15 Nov. 1958 The Three Basket System see-104
6 July 1959 Outflow 100
4 Jan. 1966 Scientology Organizations Communications System: Dispatches
(includes Pub. Div. Flash Colours per HCO P/L 23 May 1969) 101
30 Mar. 1966 The Three Basket System (revised reissue of P/L 15 Nov.
1958) 104
22 June 1964 Organization Posts-Two Types (reissue of HCO B 24 Apr.
1959) 105
10 Apr. 1963 What an Executive Wants on his Lines (reissue.of P/L 26
May 1959) 106
31 Jan. 1961 Message Placement 108
21 Sept. 1961 Despatch Lines 109
29 Mar. 1965 Routing Despatches 110
2 Apr. 1965 Heed Heavy Traffic Warnings ill
26 May 1965 Communications- Registered Mail 112
11 June 1965 Correction to HCO P/L 26 May 1965 112
10 July 1965 Lines and Terminals- Routing 113
28 July 1965 Handling of Photographs 114
17 July 1966 Despatches, Speed Up 115
17 Oct. 1966 Stale Date Reports 116
13 May 1968 Telex Comm Clarity 117
15 Apr. 1968 Speed and accuracy of relay Telex traffic 117
30 Sept. 1969 Orders of the Day 118
Vi
DEV-T (DEVELOPED TRAFFIC)
2 July 1959 7 July 1959 19 Aug. 1959 4 Sept. 1959
17 Nov. 1964 31 Jan. 1965 8 Feb. 1965 13 Oct. 1965 5 Jan. 1968 27 Jan. 1969
30 Jan. 1969 27 Oct. 1969 4 Nov. 1969
18 June 1968 7 Mar. 1965 17 Mar. 1965 17 Mar. 1965 27 Mar. 1965
5 Apr. 1965 10 Apr. 1965 29 Apr. 1965 26 May 1965 1 May 1965 16 May 1965 15
Aug. 1965 27 Aug. 1965 1 Sept. 1965 15 Nov. 1965 15 Dec. 1965 6 Mar. 1966 5
Mar. 1968 26 Dec. 1968 24 Feb. 1969 7 Dec. 1969
Developed Traffic-The Delirium Tremens of Central Orgs
Staff Auditing Requirement
How to Handle Work (HCO B reissued as HCO P/L 29 May 1963)
Completed Staff Work (C.S.W.)-How to Get Approval
of Actions and Projects (reissued on 21 Nov. 1962)
Offline and Offpolicy-Your Full In Basket
Dev-T
Dev-T Analysis
Dev-T Data-Executive Responsibility
Dev-T Series, Part of-Overfilled In Basket-Bad News
Dev-T Summary List
Dev-T Summary List Additions
Admin Know-How No. 23-Dev-T
Dev-T Graphed
ETHICS
Ethics
Offenses & Penalties
Rights of a Staff Member, Students and Preclears to Justice
Administering Justice
The Justice of Scientology-Its Use and Purpose
Being a Scientologist
Scientology Makes a Safe Environment
Dismissals, Transfers and Demotions
Petition
Petitions
Staff Member Reports
Indicators of Orgs
Things that Shouldn't Be
Housing-Staff, Students, Preclears
Ethics Protection
Reporting of Theft and Action to be Taken
Ethics Chits
Rewards and Penalties
Administrative Know-How-Job Endangerment Chits
The Third Party Law
Justice
Ethics, The Design of
Vii
119 120 122
123 125 131 134 136 137 138
142
145
147
153 154 157 159
160 162 163 164 165 166 169 172 172 173 175 176 177 181 183 185 187
23 Sept. 1967 7 Feb. 1970 5 Jan. 1968 30 Apr. 1965 1 Sept. 1965 30 Sept.
1965 15 Jan. 1966
16 Jan. 1966 19 Jan. 1966
I Feb.
19 Jan. I Feb. 23 Feb. 28 Feb. 6 Nov. 12 Feb. 24 July 6 Oct. 19 Oct. 18
Oct. 20 Oct. 23 Oct. 8 Feb. 14 Mar. 16 Oct. 13 Feb. 20 Apr.
1966
1966 1966 1966 1966 1966 1967 1967 1967 1967 1967 1967 1967 1968 1968 1968
1969 1969
CONDITIONS
New Post Formula-The Conditions Formulas
Danger Condition-2nd Formula (adds to 23 Sept. 1967)
Conditions Orders-Executive Ethics
Emergency, State of
Mailing List Policies
Statistics for Divisions
Hold the Form of the Org
Don't Bring about Danger Conditions
Danger Condition
Danger Condition, Warning
The Junior Who Accepts Orders from Everyone
Danger Conditions- Inspections by Executive Secretaries,
How to do Them
Danger Condition- Responsibilities of Declaring
Statistics, Actions to Take-Statistic Changes
Appointments and Promotions
Danger Condition Data-Why Organizations Stay Small
Admin Know-How-Statistic Interpretative
Admin Know-How-The Responsibilities of Leaders
Fixed Public Consumption of Product
Condition of Liability
Conditions on Orgs or Divisions or Depts-Clarification
Failure to Follow or Apply Condition
Admin Know-How-Conditions, How to Assign
Enemy Formula (modifies 6 Oct. 1967)
Admin Know-How No. 18-Statistic Rationalization
Corrected Table of Conditions
Treason Formula
Ethics Protection Conditions, Blue Star, Green Star, Gold Star
Hats, Not Wearing
189
193
194
195
198
200
202
204
207
208
211
213
215
216
221
225
235
237
239
240
241
245
246
247
247
248
249
THE PATTERN OF THE ORGANIZATION AND THE SOURCE OF ITS INCOME
I May 1965 26 Oct. 1967 15 Dec. 1969 8 Feb. 1968 9 Dec. 1969 6 Dec. 1969 15
Sept. 1965 21 Nov. 1968 30 July 1968 18 Nov. 1969 11 Jan. 1968 19 Mar. 1968
Organization-The Design of the Organization
The Public Divisions
Class of Orgs
Sea Org Zones of Planning
LRH ED 49 INT-Organization Program No. I
How to Clear Your Community Illustrations
Only Accounts Talks Money
Senior Policy
Gross Income Senior Datum
Central Files, Value of-The Gross Income of the Org and Why
ED 805 INT-Speed of Service
Service
250 252 254 255 256 261 275 277 277 278 280 281
25 Mar. 1963 25 Oct. 1968 7 Mar. 1969 19 Dec. 1969 29 Mar. 1965 6 Feb. 1968
23 Apr. 1965 1 May 1965 30 Apr. 1969 15 Dec. 1969 19 July 1965 26 Jan. 1969
4 Nov. 1969
12 Sept. 1959 3 Nov. 1966 4 Dec. 1966 24 Dec. 1966 24 Dec. 1966
14 Jan. 1969 16 Jan. 1969 18 Jan. 1969 24 Jan. 1969 24 Jan. 1969 14 Sept.
1969 23 Oct. 1969
5 Mar. 1965 13 Mar. 1965 7 May 1965 8 May 1965 13 Sept. 1965 4 Jan. 1966 3
Feb. 1966 3 Feb. 1966 13 Feb. 1966 13 Mar. 1966 10 Aug. 1966 6 Sept. 1966
20 Oct. 1966 9 May 1968 13 May 1969 14 Apr. 1969
EXECUTIVE ACTION AND DUTIES
A Model Hat for an Executive (reissue of HCO B 19 Sept. 1958)
Important-Admin Know How
Organisation
Executive Duties
The Fast Flow System
Organization-The Flaw
Problems
Order Board and Time Machine
Orders and Responsibility
Orders, Query of
Policy, How to Handle People who Quote Policy ...
Compliance Reports
Compliance vs Discussion
PROGRAMMING AN ORGANIZATION-PLANNING AND TARGETS
Programming (HCO B reissued as HCO P/L 23 Oct. 1969)
Administrative Know-How-Leadership
Admin Know-How-Expansion-Theory of Policy
Admin Know-How-How to Programme an Org.
Admin Know-How-How to Programme an Org
Corrections and Addition
OT Orgs
Targets, Types of
Planning and Targets
Target Types
Purpose & Targets
Admin Know-How No. 22-The Key Ingredients
Programming (reissue of HCO B 12 Sept. 1959)
POLICY LETTERS AND EXECUTIVE DIRECTIVES
Policy: Source of
The Structure of Organization -What is Policy?
Cancellation-Mimeo Distribution Changes
Flash Colours and Designations
Issue Authority Required for Mimeo
Office of LRH-Sec EDs and HCO Exec Ltrs
Sec ED Change in Issue and Use
Sec EDs-Definition and Purpose-Cross Divisional Orders
Sec ED OK (Continued)-Pol Ltr Changes and Origins
Orders, Precedence of Personnel, Titles of
SecEDs, Executive Director & Guardian (amends 7 May 1965)
ED I INT-Renaming of SecEDs
Signatures of Pol Ltrs
Executive Directive from L. Ron Hubbard
How to Submit a Proposed Policy Letter
Bulletin and Policy Letter Distribution
APPENDIX
12 Oct. 1962 Basic Purposes of a Scientology Organization
ix
282 285 287 289 291 292 293 296 298 299 301
see Vol. 7 302
334 303 305 311
316 318 321 324 326 327 328 334
336 338 345 346 349 350 351 352 354 356 360 361 362 363 364 365
369
YOUR POST
A post in a Scientology Organization isn't a job. It's a trust and a
crusade.
We're free men and women-probably the last free men and women on Earth.
Remember, we'll have to come back to Earth some day no matter what
"happens." to us.
If we don't do a good fob now we may never get another chance.
Yes, I'm sure that's the way it is.
So we have an organization, we have a field we must support, we have a
chance.
That's more than we had last time night's curtain began to fall on
freedom.
So we're using that chance.
An organization such as ours is our best chance t( get the most done. So
we're doing it!
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 SEPTEMBER 1969
Remimeo
Item I 0EC
Chksht
THE ORG EXEC COURSE INTRODUCTION
This course contains the basic laws of organization.
Primarily intended for Scientology Organization Executives, its policy
letters are slanted toward a Scientology Org (short for organization).
However, it covers any organization and contains fundamentals vital to any
successful or profitable activity.
This course also applies to the individual. Any individual has his 7 (or
9) Divisions and his 21 (or 27) Departments. Where one or more of these is
missing in his conduct of life he will be to that degree an unsuccessful
individual.
No matter how organized any company, society or political entity will be
as unsuccessful as it has these functions missing.
Thus this is not just the Scientology idea of how an org should run-most
of it is vital basic discovery.
Man did not really know the principles of organization any more than he
knew what made his mind work before Dianetics was published.
A very small amount of the material on this course has crept into
general use, just as a very few of the principles of Dianetics and
Scientology are now an "Everybody knows----". Survival is now conceded as
the basic principle of existence. Universities now know Man can change IQ
and Personality. As time goes on more and more of the technology "leaks"
into general knowledge. But it takes a long time for all Mankind to know a
whole tech in this fashion.
.To date the Scientology discoveries in organization are known to a very
few. But some of the more general principles are already creeping into
business practice.
Not long ago, for instance, a close friend of the president of the U.S.
was given the Policy Letter about "Don't reward a down statistic". A few
days later the president used it in his new relief programme policy.
Of course there are hundreds of other "Pol Ltrs" that haven't been shown
to the friend of the president. It takes years for new ideas to "leak" into
public consciousness. It took five years for the medical professors in
universities to begin to teach that aberration could come from the "birth
engram". In 18 years, only a handful of medical doctors accepted that
mental image pictures caused aberration. In 19 years only a few medical
doctors could also audit.
Therefore, if one were fully conversant with the full subject and all
its principles he would appear to be a magician, a miracle worker.
If anyone knew the Org Exec Course fully and could practise it, he could
completely reverse any down trending company or country. Indeed, here and
there at this writing men have done so.
I
It could be argued or pleaded that this huge body of data should be made
into texts capable of general application by businesses and countries. The
one effort to republish these policies in other terms so badly altered the
material that it became a hopeless bog even though attempted by a very
successful business man. He himself was applying the originals direct to
his company and it soaringly became rich. Then he decided to rewrite it
all, greatly altered and edited, for his employees and his business went on
a toboggan slide. His correct action would have been to send his employees
to take the same course he took-this very Org Exec Course. And let them
adapt what they now knew to fit their own posts and activities. Instead, he
cut them off from source and what he wrote for them was only as much as he
had gotten out of the course from his own viewpoint.
At least there are Scientology Orgs around which are successful living
models of these policies and org form.
The only real trouble these orgs ever have is not a failure to apply
policy but a failure of the whole staff to know policy.
Wherever a portion of a Scientology org is in confusion you will find
that the staff members in that portion have not done the Org Exec Course.
They may know a few policies. But outside that anyone can come along and
say "this is the policy" or "what you're doing is against policy" and being
ignorant of policy they develop the idea of some vast unknown area and go
downhill.
THEM.
The name Org Exec Course is probably a misnomer. Certainly the
executives of the org should know it well. But the staff member who doesn't
know it is at effect. If he knew his OEC data he would be able to defend
himself and get his own "show on the road" in his portion of the org.
ANY FAILURE OF THESE BASICS AND POLICIES IS IGNORANCE OF
When you know them all, not just a few, it makes a whole intelligent
picture.
It is rather exciting to be able to cut through the superstition of
yesterday's organizations and deal in basic down to earth fundamentals.
When you understand all the policies on this course, you will understand
organization itself, no matter to what you apply it. You will also be able
to recognize mis-organization when you see it.
And I assure you that in a mis-organized society the individual loses out.
Even dictatorships come about only because the citizen doesn't know
basic organization. Thus authoritarian rule exists only to the degree that
its subjects are ignorant of the fundamentals of organization.
Those fundamentals, even if specialized to fit a Scientology
organization, exist in this, the Org Exec Course.
L. RON HUBBARD
Founder
LRH:Idm.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
2
Qual Div for action Or Exec Course 12C Exec Sees Secs
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
RCO POLICY LETTER OF 21 MARCH 1967
ORG EXEC COURSE
Effective date April 15, 1967
In addition to checkouts on HCO Pol Ltrs the Org Exec Course is expanded
to include the following (with the former materials mentioned again):
1. A review of all former other admin activities pre-Scientology and
disagreements all off. Also Remedy A & B on Admin words and subjects to
floating needle.
2. Complete staff hat (regardless of staff status) with all Comm colour
flashes, how to write desp, comm centre, etc. Drills between 2 students
or more.
3. Admin procedures (those in use, such as where in-out baskets sit,
stale date, how to file, materials needed like stapler, staple puller,
sellotape, etc at an exec's desk, how to send and receive despatches,
where a telex is put on a desk, etc) so he can operate effectively and
on a standard pattern. Sample desks and drills between 2 students or
more.
4. A fast resume of materials we have on how to study.
5. A study of the pattern of the org including figuring out its evolution
from 1950 from past Pol Ltrs, notes, guesses. All Pol Ltrs on pattern
and theory of 7 Div Board. Ends.on ability to draw current org board
from memory with Divs, Depts, Sections rapidly.
6. All Ethics Policy Letters covering both theory and practice of Ethics
with a study of the actual Ethics systems. Include Chaplain's Court.
7. Study of org Pol Ltrs regarding Board, then Exec Council, t hen LRH
Comm data, Issue Authority, how to pass Pol Ltrs and EDs, then Ad
Council full procedures.
8. Study of Pol Ltrs Division by Division.
9. Admin Know-How Pol Ltrs.
10. Remaining Pol Ltrs not covered above.
11. Relationship, admin and financial, of LRH to orgs.
12. A thesis of 500 or more words on the theory and practice of
administration in Sen, why it exists and what would happen if it didn't.
The'authority and action for the exact listings under the above headings
is the Qual Div Organizer WW.
(Note to Qual Div Org. The Pol Ltrs have been divided by Divs at SH. Do not
write, new materials for this course, just gather and folder it and set up
a sample Exec Desk for part 3 above. Copy my desk and equipment for the
model of your practice desks. See any old SH WW LRH Comm for data on the
last.)
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
[Note: No. I above was cancelled from OEC checksheet by LRH ED 691 INT
(1967).]
3
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER, OF 20 SEPTEMBER 1969
STABILITY
It can be said of companies, societies and governments that:
THE BEST GUARANTEE OF STABILITY IS ADMINISTRATIVE SKILL.
In areas where the abilities which add up to administrative skill are
missing, the organization or country can expect to fail or be overthrown.
Even such small things as file keeping, accounts records, personnel
placement add up to better longevity.
The integrity of personnel is a large factor in administration and a
lack of skills with which to detect and handle false reports and lack of
compliance or failed performance of duty can all by itself destroy
management and the group.
No matter what the intention of those at the top, no matter how bright
or honest they may be, if their administrative lines are clumsy or in any
way false, if they are not backed up by skillful, well taught
administrators, they can be nullified. The plans and orders put "on the
lines" seldom if ever arrive at the level of the worker in the shop or the
man in the street.
The torrents of laws and directives passed by legislators or even boards
of directors are 90% of them made necessary by earlier failures in getting
earlier laws or directives enforced.
Bad administration, lack of know-how, lack of trained clerks and
executives, can defeat utterly any plan or programme no matter how urgent
or beneficial.
The continuance of an organization and its leaders can be said to be
entirely dependent upon the skill, training and integrity of those who
handle the administrative lines, details and contacts of the group.
Founder
LRH:rs.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
4
Remimeo BPI
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 OCTOBER 1969
ORGANIZATIONAL ENTURBULENCE
THE ENTURBULENCE (COMMOTION AND UPSET) IN AN ORGANIZATION IS DIRECTLY
PROPORTIONAL TO THE IGNORANCE OR ABSENCE OF POLICY AND PURPOSE.
We can see this easily in processing. Processing is a skilled technical
activity having precise steps and actions. When an auditor is ignorant of
these he gets into a horrible mess and the pc likewise. When a Case
Supervisor is having trouble it will be in direct proportion to his own and
his auditor's ignorance of correct and exact tech.
The answer is to get tech known and exactly used. When this is done, the
trouble, upset and commotion reduces to zero.
In Dianetics and Scientology our tech is very exact and when correctly
applied produces exact, predictable results. So getting our tech known and
used by auditors cures any upset or commotion in auditing or a group of
auditors.
Going a lot lower, let us consider a group that has no tech or
inadequate tech. If it engages in treatment there will be upset because of
lack of adequate tech. This could be said to be the case of psychoanalysis
where 33% of the patients commit suicide in the first three months
according to a 1950 survey of their own.
Then going into the nether regions, take a group with destructive tech
such as the psychiatrist. He not only has trouble in his own field but can
smash a whole society and has done it to several societies already
(Germany, Czarist Russia, Poland, etc).
A country whose population does not know what constitution it does have
is an "organization" of ignorant individuals. It will have riot and civil
commotion.
In the US currently only 4% recognized the First Amendment to the
Constitution which guarantees freedom of speech, the press and religion.
Ignorance of the law, compounded by a wilful neglect of the Constitution by
government officials is the basic reason for the riot, civil commotion and
disintegration of the US.
So the same law holds as per the first paragraph above.
We in Scientology have very basic and strong organizational policy and
structure.
Where a franchise or org is in any way upset or is not giving good
service the individuals do not know or are aware of and are not using
policy.
The answer is that it is dangerous and destructive for staffs and
Scientologists not to know org pattern and policy. The result will be
upsets and decline.
On the other hand sound knowledge and use of Scientology policy and
structure results in a strong org, excellent service and longevity.
L. RON HUBBARD
Founder
LRH:Idm.rs.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
5
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 NOVEMBER 1968
(Corrects earlier P/L of same date and title.
In 4th pars, I st line, the word "flow" is corrected to "flaw".)
IMPORTANT
STANDARD ADMIN
This is the first Policy Letter on STANDARD ADMINISTRATION.
STANDARD TECH came in with a crash just by teaching the most basic of
basics as the most important actions. Cases which hadn't moved for years
when handled by Case Supervisors and auditors who skipped all the airy
fairy nonsense and just did the usual ordinary basic actions suddenly flew.
There is also Standard Training Procedure. This again is the ordinary
down-toearth basic actions. A class that hadn't moved at all suddenly took
off and all graduated when the USUAL was done.
Thus we find the flaw in all our actions to be the failure to separate
out the truly basic important actions and instead engaging upon trivial
complexities.
It is a characteristic of a thetan that the least complex actions are
the most powerful. When his confront lessens he tries to do things by vias
that add complexities and he then fails and becomes weak.
So, just as we blasted our way to 100% results with STANDARD TECH so we
can thunder straight through to victory using STANDARD ADMIN.
DEFINITIONS
STANDARD means "A definite level or degree of quality that is proper and
adequate for a specific purpose". (Webster's Third New International
Dictionary Unabridged. Standard 3 b page 2223.)
ADMINISTRATION means "The principles, practices and rationalized tech
, niques
employed in achieving the objectives or aims of an organization."
(Webster's Third
New International Dictionary Unabridged, 5 (a), Administration, page 28.)
We
commonly call this "Admin" as a shortening of it and to designate the work
of doing
it.
ORGANIZATION means "A group of people that has more or less constant
membership, a body of officers, a purpose and usually a set of
regulations." (Webster's Third New International Dictionary Unabridged, 2 b
page 1590.)
BASICS means "basic-s something that is basic: FUNDAMENTAL".
BASE means "the bottom of something considered its support".
FUNDAMENTAL means "serving as an original or generating force: being the
one from which others are derived".
DERIVED means "formed or developed out of something else", which is to
say something formed or made from a basic.
Thus if we have the BASIC or base or starting point, and know it well,
then from it we can develop more complex actions.
We had to have the fundamental or basic laws of organization in order to
develop the full structure of organization.
6
Administration becomes STANDARD when we have the most important points
or laws or actions and when we always use these and use them in just the
same way.
For example, some people look at a factory as a big complex structure,
they consider it very complicated or hard to understand or are in awe of
it. Or get confused trying to study it. Well, the moment they know that the
basic action of the place is to make silk cloth, they have a fundamental on
which to understand what is going on. When we then know that raw fiber goes
in one side, gets processed and comes out the other as satin, we can begin
to sketch in what its flow lines must be. At last we have that, we can
assume somebody runs it and that people work there and taken all in one
piece it's an organization.
To RUN the factory we would have to know the most important duties of
every person in the place, the functions of the machines and the lines of
flow. And to run it SUCCESSFULLY we would have to know where its raw fiber
came from and its cost and who would buy it and its price and how much the
various expenses were to keep it going and to make it make more than it
spent and we'd have its economics and accounting.
These would be the BASICS of the place: who did what, what the lines
were, where the raw materials came from and where the finished product
went, and keeping the cost and expense in ratio, how to stimulate more
demand for satin and how to get raw materials in quantity at a reasonable
price.
While some might be upset at making a similarity between a factory and
an organization in general, all organizations have the same basic problems
and similar solutions.
An Army delivers blows to the enemy and gets recruits, material and pay
from the government.
war.
it has a supposed product too, since few armies exist after losing too
often in a
THE BEST ORGANIZATION
The best organization is one which has a thetan over it, methods of
working out its problems, basic actions and a good desirable product. It
adapts itself to its environment or surroundings or conditions of operation
so as to expand to greater or lesser degree.
Such as organizations must have a clear-cut purpose and fill a definite
need in order to survive.
Its services must be more valuable than what it costs to produce or
furnish those services.
It must, to remain healthy, obtain more potential than it spends. For
"potential" can be ready money or power or even strength.
Where an organization violates these very fundamental things it sickens
and will eventually perish.
For example, a government of a country can violate one or more of the
above simple ideas and eventually cease to exist. Some governments are
really dead for a very long time before the fact is discovered.
Such is the persistence and power of a once strong organization that it
can continue for a very long while, feeding inward On itself. It gradually
contracts and eventually becomes a memory only.
Thus when you see an organization begin to contract, if it is to be
salvaged, it must be stripped back to basics quickly, its form simplified,
its purpose clarified and
7
the important services it can render greatly intensified and the cost of
rendering them greatly reduced. This formula, intelligently applied even to
a dead government, could revive it.
Lest we go too quickly, in the single sentence above and the earlier
basics mentioned we have the whole "secret" of either reviving an old or
forming a new organization.
If you know the purpose and how to make a desirable service known and
know how to handle its fundamentals expertly you can found, increase, or
revive any organization.
Putting together or handling an organization requires very certain,
positive knowledge of
(a) The basics of organizations
(b) The purpose of the organization
(c) The basic actions necessary in the organization
(d) The potentials of the area in which the organization exists
(e) The needs and desires of the area or people the organization
serves
(f) The economics on which the organization will operate.
Handling or serving in an organization successfully, one has to KNOW the
actions and activities of the organization and its area so well that one
does not have to think about it. One just does it or one indicates or works
with what or who does it.
You don't think "clutch, gear shift, accelerator, steering wheel," when
you drive a car. You should, to drive it successfully, know where these
things are and what they do so well that you simply drive a car.
But learning to drive a car, you learn each of these things and its
function and then learn them so well that it seems like instinct to use
them. It isn't instinct. It's knowing them so well you don't fumble.
An organization is like that. Working in it or being one of those who
run a part of it or the whole of it, one has to know the parts and actions
and (a) to (f) above so well one knows them so fast that one just does
them.
So, in STANDARD ADMIN we are acquiring
(a) A knowledge of basics
(b) The basics that exist in and around a specific organization
(c) The ability to handle those basics with such speed and certainty
that it seems instinct.
And when we have this, the organization will go, go, go with an ease and
lack of effort that is astonishing.
LRH:ei.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
8
L. RON HUBBARD Founder
VITAL DATA ON STUDY
One of the biggest barriers to learning a new subject is its
nomenclature, meaning the set of terms used to describe the things it deals
with. A subject must have accurate labels which have exact meanings before
it can be understood and communicated.
If I were to describe parts of the body as "thingamabobs" and
"whatsernames", we would all be in a confusion, so the accurate naming of
something is a very important part of any field.
A student comes along and starts to study something and has a terrible
time of it. Why? Because he or she not only has a lot of new principles and
methods to learn, but a whole new language as well. Unless the student
understands this, unless he or she realizes that one has to "know the words
before one can sing the tune", he or she is not going to get very far in
any field of study or endeavour.
Now I am going to give you an important datum:
The only reason a person gives up a study or becomes confused or unable
to learn is because he or she has gone past a word that was not understood.
The confusion or inability to grasp or learn comes AFTER a word that the
person did not have defined and understood.
Have you ever had the experience of coming to the end of a page and
realizing you didn't know what you had read? Well, somewhere earlier on
that page you went past a word that you had no definition for.
Here's an example. "It was found that when the crepuscule arrived the
children were quieter and when it was not present, they were much
livelier." You see what happens. You think you don't understand the whole
idea, but the inability to understand came entirely from the one word you
could not define, crepuscule which means twilight or darkness.
This datum about not going past an undefined word is the most important
fact in the whole subject of study. Every subject you have taken up and
abandoned had its words which you failed to get defined.
Therefore, in studying Scientology be very, very certain you never go
past a word you do not fully understand. If the material becomes confusing
or you can't seem to grasp it, there will be a word just earlier that you
have not understood. Don't go any further, but go back to BEFORE you got
into trouble, find the misunderstood word and get it defined.
That is why we have a dictionary. It will not only be the new and
unusual words that you will have to look up. Some commonly used words can
often be misdefined and so cause confusion. So don't depend on our
dictionary alone. Use a general English language dictionary as well for any
non-Scientology word you do not understand when you are reading or
studying.
HOW TO USE A DICTIONARY
Some words that a student misunderstands and looks up can yet remain
troublesome.
It's this way: The student runs across a word he or she doesn't
understand. He or she looks it up, finds a substitute word and uses that.
Of course the first word is still misunderstood and rema ins a bother.
9
Example: (Line in text) "The size was Gargantuan." The student looks up
Gargantuan, finds "Like Gargantua, huge." The student uses "huge" as a
synonym and reads the text line, "The size was 'huge'." A short while later
he or she is found still incapable of understanding the paragraph below
"Gargantua" in the text.
The principle is that one goes dull after passing over a word one does
not understand and brightens up the moment he spots the word that wasn't
grasped. In actual fact, the brightening up occurs whether one defines the
word or not.
But to put another word in the place of the existing words is to mess it
all up.
The correct procedure is to look over, get defined well and understand
the word that was used.
In this case the word was "Gargantuan". Very well, what's that? It means
"Like Gargantua" according to the dictionary.
Who or what was Gargantua? The dictionary says it was the name of a
gigantic King in a book written by the author Rabelais. Cheers, the student
thinks, the sentence meant, "The size was a gigantic King." Oops! That's
the same mistake again, like "huge". But we're nearer.
So what to do? Use Gargantuan in a few sentences you make up and bingo!
You suddenly understand the word that was used.
Now you read it right. "The size was Gargantuan." And what does that
mean? It means, "The size was Gargantuan." And nothing else.
SUMMARY
Scientology words and their definitions are the gateway to a new look
and understanding of life. Understanding them will help you live better,
and will assist you along the road of truth that is Scientology.
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L RON HUBBARD
Note: More complete information on Scientology technology in the field of
study and education is contained in L. Ron Hubbard's eight tape recorded
Study Lectures. Send for your free Catalog which lists these in detail,
available from the publishers.
10
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 SEPTEMBER 1969
Remimeo Org Exec Course Checksheet Page 1, Item 1B
HOW TO STUDY THIS COURSE
The entire checksheet of this course should be gone through three times.
That is a completion of the Course.
All Scientology Rules of Study and Student Conduct, as given in the
Course Supervisor's pack (HDG), apply.
A checksheet may be added to, but only for a new student or one who has
discontinued as incomplete and is resuming the course after a long absence.
All LRH Pol Ltrs from 1966 forward are added to the checksheet of 21
Sept 1967 amended 25 Nov 1967 or as indicated in a newly issued checksheet
after the date' of this Pol Ltr.
Beware of going past n-dsunderstood words. Use a dictionary liberally.
If the student bogs or is slow he should be sent to a Scientology Review
for Administration or Study or Policy. The earlier course began with a
Review but as it interrupted the fast flow system and many did not need it
it was cancelled by LRH ED 691 Int.
Beware of other students "explaining things" in the Policy Letters or of
Course Supervisors who say "That isn't used now". The data is the data and
it is in the Policy Letters.
In particular, beware of memorizing things without understanding them.
What is true for you is true. The data here is for you and to help make a
better world. You will often find that what didn't look right the first
time, will appear in a wholly different light to you on your second time
through.
L. RON HUBBARD
Founder
LRH:rs.ei.rd Copyright@ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
[Cancelled by HCO P/L 29 July 1972 Issue 11, Past Flow in Training, in the
1972 Year Book.)
11
Rernimeo
Dian Course
All Courses
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JULY 1969
WHAT IS A CHECKSHEET
The "Checksheet" is a Scientology development in the field of study.
A CHECKSHEET is a form which sets out the exact sequence of items to be
studied or done by a student, in order, item by item, on a course. It lists
ALL the materials of the course in order to be studied with a place for the
student (or the person checking the student out in the case of a Starrate
Checkout) to put his initial and the date as each item on the Checksheet is
studied, performed or checked out.
The Checksheet is the programme that the student follows to complete
that course.
Every student is given a complete Checksheet at the start of a course.
It is not added to after he has started working on it. It is in its final
form when it is handed to him.
It may be added to for those who enroll later but is not added to during
the course.
The data of the course are studied and its drills performed in the order
on the checksheet. The student does not "jump around" or study the material
in some other order. The materials are set out in the Checksheet in the
best order for study by the student so that he covers all the material in
logical sequence.
Further, following the exact order of the Checksheet has a disciplinary
function which assists the student to study.
The student's initial beside an item is an attestation that he knows in
detail AND can apply the material contained in that bulletin, Policy Letter
or tape, or that he has done and can do that drill. The initial of the
supervisor or another student against a Starrated item is an attestation by
him that he has given the student a Starrate checkout on the item in
accordance with HCO Policy Letter of 14 May 1969 Issue 11 'zHow to do a
Starrate Checkout" and that the student has passed.
The Course Supervisor MUST inspect students' checksheets daily to ensure
that all students are following the Checksheet in its correct set out
order, and that the student is making good progress through it.
"Through a Checksheet" means through the entire checksheet-theory,
practical, all drills-and done in sequence.
When a course consists of three times through the Checksheet, the
student goes through three entire Checksheets once, theory, practical and
all drills in sequence, completing that, and then goes through the entire
next checksheet a second time, then goes through a third checksheet fully a
third time. There is no difference in what is studied and how it is studied
the second and third times through-or any subsequent times through the
Checksheet! It is done fully each time-theory, practical and all drills
(including all study drills).
RETRAINING
"Retraining" or "back to Course for retraining" or (per step [21 in
handling a student who fails to get a good result-HCOB 16 July 69, URGENT -
IMPORTANT) "Send student back to training" means that the student is sent
to Cramming to get straight exactly what is missed and then back to Course
and does THE ENTIRE COURSE AGAIN, three times through the checksheet if
that is the course (such as the Dianetics Course). No short cuts or
skimping is allowed on retraining, as a student who fails to apply one
aspect of the course had a misunderstood which would have prevented him
from fully grasping and understanding the other material on previous times
through the Checksheet. Also-NUMBER OF TIMES OVER THE MATERIAL EQUALS
CERTAINTY AND RESULTS (a major study datum which has been proven beyond any
question in Dianetics and Scientology).
It is illegal to run any Course on any subject without a checksheet in
Dianetics and Scientology.
LRH:TD.Idm.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
12
Ens. Tony Dunleavy Planning & Training Aide for L. RON HUBBARD Founder
Sthil Foundation
Students
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 AUGUST 1965
SCIENTOLOGY TRAINING
TWIN CHECKOUTS
(Excerpts from HCO Policy Letters of
4 October 1964 and 24 September 1964
rewritten)
In Scientology training we use a system called TWIN CHECKOUTS. Each
student is assigned a "twin" to work with. The student studies his assigned
material and is sometimes coached over the rough spots by his twin. When
the student knows the material, he is then given a checkout by his twin. If
he flunks, he returns to study and when ready gets a new checkout. When he
passes, the twin signs the assignment sheet certifying that he has grasped
it. The assignment sheet is turned in to the Course Supervisor at the end
of the period.
BAD STUDY HABITS
Earlier forms of education suffer because of a habit. The habit is all
one's years of formal schooling where this mistake is the whole way of
life.
If the student knows the words, the teacher assumes he knows the tune.
It will never do a student any good at all to know some facts. The
student is expected only to use facts.
It is so easy to confront thought and so hard to confront action that
the teacher often complacently lets the student mouth words and ideas that
mean nothing to the student.
ALL THEORY CHECKOUTS MUST CONSULT THE STUDENTS UNDERSTANDING.
If they don't, they're useless and will upset the student eventually.
Course difficulties stem entirely from the students' non-comprehension
of words and data.
While this can be cured by auditing, why audit it all the time when you
can prevent it in the first place by adequate theory checkout?
There are two phenomena here.
FIRST PHENOMENON
When a student misses understanding a word, the section right after that
word is a blank in his memory. You can always trace back to the word just
before the blank, get it understood and find miraculously that the former
blank area is not now blank in the text. The above is pure magic.
SECOND PHENOMENON
The second phenomenon occurs after the student has gone by many
misunderstood words. He begins to dislike the subject being studied, more
and more. This is followed by various mental and physical conditions and by
various complaints, fault-finding and look-what-you-did-to-me. This
justifies a departure, a blow, from the subject being studied.
But the system of education, frowning on blows as it does, causes the
student to really withdraw self from the study subject (whatever he was
studying) and set up in its place a circuit which can receive and give back
sentences and phrases.
We now have "the quick student who somehow never applies what he
learns".
The specific phenomena then is that a student can study some words and
give them back and yet be no participant to the action. The student gets A+
on exams but can't apply the data.
13
Demonstration is the key here. The moment you ask this type of student
to demonstrate a rule or theory with his hands or the paper clips on your
desk this glibness will shatter.
The reason for this is that in memorizing words or ideas, the student
can still hold the position that it has nothing to do with him or her. It
is a total circuit action. Therefore, very glib. The moment you say
"Demonstrate" that word or idea or principle, the student has to have
something to do with it. And shatters.
The thoroughly dull student is just stuck in the non-comprehend
blankness following some misunderstood word.
The "very bright" student who yet can't use the data isn't there at all.
He has long since ceased to confront the subject matter or the subject.
The cure for either of these conditions of "bright non-comprehension" or
"dull" is to find the missing word.
But these conditions can be prevented by not letting the student go
beyond the missed word without grasping its meaning. And that is the duty
of the twin.
COACHING IN THEORY
Coaching Theory means getting a student to define all the words, give
all the rules, demonstrate things in the text with his hands or bits of
things, and also may include doing Definitions of Scientology terms.
The usual Course Supervisor action would be to have any student who is
having any trouble or is slow or glib team up with a twin of comparable
difficulties and have them turn about with each other with Theory Coaching.
Then when they have a text assignment coached, they give their twin a
checkout. The checkout is a spot checkout, a few definitions or rules and
some demonstration of them.
DEMONSTRATION
Giving a text assignment check by seeing if it can be quoted or
paraphrased proves exactly nothing. This will not guarantee that the
student knows the data or can use or apply it nor even guarantees that the
student is there. Neither the "bright" student nor the "dull" student (both
suffering from the same malady) will benefit from such an examination.
So examining by seeing if somebody "knows" the text and can quote or
paraphrase it is completely false and must not be done.
Correct examination is done only by making the person being tested answer
(a) The meanings of the words (re-defining the words used in his own
words and demonstrating their use in his own made up sentences), and
(b) Demonstrating how the data is used.
The twin can ask what the words mean. And the twin can ask for examples
of action or application.
"What is the first paragraph?" is about as dull as one can get. "What
are the rules given about - ?" is a question I would never bother to ask.
Neither of these tells the twin whether he has the bright non-applier or
the dull student before him. Such questions just beg for natter and course
blows.
I would go over the first paragraph of any material I was examining a
student on and pick out some uncommon words. I'd ask the student to define
each and demonstrate its use in a made up sentence and flunk the first
"Well .... er .... let me see. . . ." and that would be the end of that
checkout. I wouldn't pick out only Scientologese. I'd pick out words that
weren't too ordinary such as "benefit" "permissive" "calculated" as well as
Ilengram".
Students I was personally examining would begin to get a hunted look and
carry dictionaries-BUT THEY WOULDN'T BEGIN TO NATTER OR GET SICK OR BLOW.
AND THEY'D USE WHAT THEY LEARNED.
14
Above all, I myself would
be sure I knew what the words meant before I started
to examine.
Dealing with new technology and the necessity to have things named, we
especially need to be alert.
Before you curse our terms, remember that a lack of terms to describe
phenomena can be twice as incomprehensible as having involved terms that at
least can
be understood eventually. I
We do awfully well, really, better than any other science or subject. We
lack a dictionary but we can remedy that.
But to continue with how one should examine, when the student had the
words, I'd demand the music. What tune do these words play?
I'd say "All right, what use is this text assignment to you?" Questions
like, "Now this rule here about not letting pcs eat candy while being
audited, how come there'd be such a rule?" And if the student couldn't
imagine why, I'd go back to the wordsjust ahead of that rule and find the
one he hadn't grasped.
I'd ask "What are the 3 parts of the ARC triangle?" And when the student
gave them, I'd still have the task of satisfying myself that the student
understood why those were the 3 parts. I'd ask "How come?" after he~d given
them to me. Or "What are you going to do with these?"
But if the student wasn't up to the point of study where knowing why he
used the ARC triangle. was part of his materials, I wouldn't ask. For all
the data about not examining above level applies very severely to Theory
Checkout as well as to Practical and general Instruction.
I might also have a stack of paper clips and rubber bands and use them
to have students show me they knew the words and ideas.
Theory often says "Well, they take care of all that in Practical." Oh no
they don't. When you have a Theory Section that believes that, Practical
can't function at aM
Practical goes through the simple motions. Theory covers why one goes
through the motions.
I don't think I have to beat this to death for you.
You've got it.
DICTIONARIES
Dictionaries should be available to students in Theory and should be
used in Twin Checkouts as well, preferably the same publication.
Dictionaries don't always agree with each other.
No Twin should try to define English language words out of his own head
when correcting a student as it leads to too many arguments. On English
words, open a dictionary.
A Scientology dictionary will be available in a few months from the date
of this bulletin as one is being rushed into publication.
L RON HUBBARD
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
15
Reinimeo All Staff All Students Tech Hats Qual Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 OCTOBER 1964
Reissued on 21 May 1967
THEORY CHECK-OUT DATA
(Modifies HCO Pol Ltr of Sept 24,'64)
In checking out technical materials on students or staff, it has been
found that the
new system as per HCO Pol Ltr of Sept 24, '64 is too lengthy if the whole
bulletin is covered.
Therefore the system given in Sept 24, '64 Pol Ltr is to be used as
follows:
1. Do not use the old method of covering each bit combined with the new
method.
2. Use only the new method.
3. Spot check the words and materials, do not try to cover it all. This
is done the same way a final examination is given in schools: only a
part of the material is covered by examination, assuming that if the
student has this right the student knows all of it.
4. Flunk on comin lag in attempts to answer. If the student "er .... ah
.... well. .. " flunk it as it certainly isn't known well enough to use.
(Doesn't include stammerers.)
5. Never keep on examining a bulletin after a student has missed.
6. Consider all materials star rated or not rated. Skip 75%'s. In other
words, the check-out must have been 100% right answers for a pass. 7 5%
is not a pass. When you consider a bulletin or tape too unimportant for
a 100% pass, just require evidence that it has been read and don't
examine it at all. In other words, on those you check out, require 100%
and on less important material don't examine, merely require evidence of
having read.
THE "BRIGHT" ONES
You will find that often you have very glib students you won't be able
to find any fault in who yet won't be able to apply or use the data they
are passing. This student is discussed as the "bright student" in the Sept
24, '64 Pol Ltr.
Demonstration is the key here. The moment you ask this type of student
to demonstrate a rule or theory with his hands or the paper-clips on your
desk this glibness will shatter.
The reason for this is that in memorizing words or ideas, the student
can still hold the position that it has nothing to do with him or her. It
is a total circuit action. Therefore, very glib. The moment you say
"Demonstrate" that word or idea or principle , the student has to have
something to do with it. And shatters.
One student passed "Itsa" in theory with flying colours every time even
on cross-cheek type questions, yet had never been known to listen. When the
theory instructor said, "Demonstrate what a student would have to do to
pass Itsa," the whole subject blew up. "There's too many ways to do Itsa
auditing!" the student said. Yet on the bulletin it merely said "Listen".
That given as a glib answer was all right. But "demonstration" brought to
light that this student hadn't a clue about listening to a pc. If he had to
demonstrate it, the non-participation of the student in the material he was
studying came to light.
Don't get the idea that Demonstration is a Practical Section action.
Practical gives the drills. These demonstrations in Theory aren't drills.
Clay Table isn't used to any extent by a Theory Examiner. Hands, a
diagram, paper-clips, these are usually quite enough!
16
COACHING IN THEORY
There is Theory Coaching as well as Practical Coaching.
Coaching Theory means getting a student to define all the words, give
all the rules, demonstrate things in the bulletin with his hands or bits of
things, and also may include doing Clay Table Definitions of Scientology
terms.
That's all Theory Coaching. It compares to coaching on drills in
Practical. But it is done on bulletins, tapes and policy letters which are
to be examined in the future. Coaching is not examining. The examiner who
coaches instead of examining will stall the progress of the whole class.
The usual Supervisor action would be to have any student who is having
any trouble or is slow or glib team up with another student of comparable
difficulties and have them turn about with each other with Theory Coaching,
similar to Practical Coaching in drills.
Then when they have a bulletin, tape or policy letter coached, they have
a check-out. The check-out is a spot check-out as above, a few definitions
or rules and some demonstration of them.
DICTIONARIES
Dictionaries should be available to students in Theory and should be
used in Theory Examination as well, preferably the same publication.
Dictionaries don't always agree with each other.
No Supervisor should try to define English language words out of his own
head when correcting a student as it leads to too many arguments. On
English words, open a dictionary.
A Scientology dictionary is available.
Remember that with Courses becoming briefer in duration, the number of
bulletins and tapes which the student must know on a Star-Rated basis is
also less.
General written examination for classification, however, remains on an
85% pass basis.
Be sure that students who get low marks constantly are also handled in
Review, preferably by definitions of words they haven't understood in some
former subject. Scientology is never the cause of consistent dullness or
glibness.
Processing of this nature can be on an Itsa basis. It does not have to
be Clay Table. Just finding the prior subject by discussion and discussing
its words usually blows the condition. I've seen it change the whole
attitude of a person in just 5 or 10 minutes of auditing on a "locate the
subject and word" basis.
Therefore, definitions exist at Levels 0 and I, but not with Clay Table
or assessment, only by Itsa. You'd be surprised how well it works and how
fast. "Subjects you didn't like", "words you haven't grasped" are the
discussion questions.
The subject of "wrong definitions cause stupidity or circuits, followed
by overts and motivators", is not easy to get across because it is so
general amongst Mankind. There is a possibility that past lives themselves
are wiped out by changing language, whether it is the same language that
changes through the years or shifting nationality. But however that may be,
don't be discouraged at the difficulties you may have in getting this
principle understood and used in Scientology departments-the person you are
trying to convince has definitions out somewhere also!
LRH:jw.jp.rd Copyright @ 1964, 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
17
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF I I OCTOBER 1967
CLAY TABLE TRAINING
NOT HCO POLICY LETTER CORRECT COLOUR FLASH RED ON WHITE
PURPOSE: I To make the materials being studied real to the student by
making
him DEMONSTRATE them in clay.
2. To give a proper balance of mass and significance.
3.To teach the student to apply.
The student is given a word or auditing action or situation to
demonstrate. He then does this in clay, labeling each part. The clay SHOWS
the thing. It is not just a blob of clay with a label on it. Use small
strips of paper for labels. The whole demonstration then has a label of
what it is.
On the checkout, the student removes the overall label. The student must
be silent. The examiner must not ask any questions.
The examiner just looks and figures out what it is. He then tells the
student who then shows the examiner the label. If the examiner did not see
what it was, it is a flunk.
Clay table must not be reduced to significance by the student explaining
or answering questions. Nor is it reduced to significance by long-winded
labels of individual parts. The clay shows it, not the label.
The clay demonstrates it. The student must learn the difference between
mass and significance.
For example, the student has to demonstrate a pencil. He makes a thin
roll of clay which is surrounded by another layer of clay-the thin roll
sticking slightly out of one end. On the other end goes a small cylinder of
clay. The roll is labeled "lead". The outer layer is labeled "wood". The
small cylinder is labeled "rubber". Then a label is made for the whole
thing: "pencil". On checkout, the student removes "pencil" before the
examiner can see it. If the examiner can look at it and say, "It's a
pencil," the student passes.
It might also be noted that checkouts on bulletins must also ask for
demonstrations. Use paper-clips, rubber bands, etc. The examiner should ask
questions that require an ability to apply. Give the student a situation
and have him tell you how he would handle it.
Questions about what is rule "a" do not detect the glib student. Long-
winded explanations on clay table put it back into significance, prevent
the student from learning to apply, and prevent the student from getting
the proper balance of mass, and do not blow confusion.
All checkouts must keep in mind that the purpose is application, not
just getting a checksheet complete.
If clay table training is not brightening that student up, then the
above is NOT being done. Someone is in such a rush that real learning is
being put aside for the sake of speed.
This student has to audit with his materials, Don't let him fall flat by
lousy checkouts and lousy demonstrations. A well done clay demo, which
actually does demonstrate, will produce a marvellous change in that
student. And he will retain the data.
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
Founder
18
Reniimeo
A~deraies
SHSBC
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 SEPTEMBER 1967
1
STUDY
COMPLEXITY AND CONFRONTING
In some researches I have been doing recently on the field of study, I
have found what appears to be the basic law on complexity. It is: THE
DEGREE OF COMPLEXITY IS PROPORTIONAL TO THE DEGREE OF NON CONFRONT.
Reversing this: THE DEGREE OF SIMPLICITY IS PROPORTIONAL TO THE DEGREE OF
CONFRONT
and
THE BASIS OF ABERRATION IS A NON-CONFRONT.
To the degree that a being cannot confront he enters substitute$ which,
accumulating, bring about a complexity.
I found this while examining the subject of NAVIGATION in order to teach
it and clarify it.
I found that Man had based the subject on an incorrect primary
assumption. All subjects have as their basis a point of first assumption.
In Man's technology this is usually weak and non-factual which makes his
technology very frail and limited. To reform a subject one has to find this
primary assumption and improve it. This reforming of technical subjects is
of great interest to us because our subject Scientology is advanced even
beyond the space travel technologies of very high civilizations. Yet it is
flanked on all sides by Man's corny antique technology in the field of
physics, chemistry, "mathematics" and so on. This tends to hold us back
somewhat. We strained his tech forward to get the E-Meter, the one thing we
had to have.
In Navigation, man bases the whole subject on the assumption that one
can't confront where he came from or is going or where he is. It assumes he
is lost,
This is a basis assumption of non-confront. He can't directly see where
he has been or where he is going at sea-it is so large-so he takes off from
a point of no-confront in all his reasoning in the subject.
Therefore he goes into a series of symbols and begins to substitute
symbols for symbols. This winds him up in a mass of complexity. One spends
90% of his time in studying this subject trying to find out what symbols
the symbols are meant to represent. He says in his texts "G.H.A." On search
we find this means "Greenwich Hour Angle". On further search we find this
means what angle some heavenly body forms when related to Greenwich as
Zero. On further search we find the idiocy that the navigator's clock tells
angles in HOURS when all he needs is a clock face giving 360 degrees. This
is of course complete nonsense. Why hours, and two sets of 12 at that
(midnight to Noon and Noon to midnight) when what he is trying to find out
is how many degrees of time have passed. He refers his time to the Sun
which, because of the rotations of Earth every 24 hours, appears at an
increasing number of degrees from Greenwich England as the day advances.
Because he starts from a no-confront of ship or plane position he then
carries no-confront through the whole subject. If a man isn't lost as he
begins to "navigate" he very often is when he finishes!
Actually no ship or plane is ever lost as to position. One knows he is
on Earth and
19
in what ocean and on what side of what ocean and the subject really should
be one which merely lets one CORRECT his position a bit.
Man in this subject of navigation even scorns direct observation
(confront) and calls it "jackass navigation!"
In actual fact real navigation is the science of recognition of
positions and objects and estimation of relative distances and angles
between them.
The subject is made complex because it has become, in Man's hands, the
substitution of symbols for symbols all based on the assumption that he
can't confront his departure, his current spot or his point of arrival.
Out of this, with further study in other fields, I found that any
complexity stemmed from an initial point of non-confront.
This is why looking at or recognizing the source of an aberration in
processing "blows" it, makes it vanish.
Mental mass accumulates in a vast complexity solely because one would
not confront something. To take apart a problem requires only to establish
what one could not or would not confront.
The basic thing man can't or won't confront is evil.
These people who always rationalize evil behavior-"He wasn't feeling
well which is why he murdered the policeman", etc., can be counted on to
voice some theetie-weetie (goodie-goodie) justification for somebody's
thoroughly evil conduct. Mr. X wrecks a house and you remark on it and Miss
Theetie Weetie will feel compelled to say, "Oh, Mr. X had a poor childhood
and he didn't mean any wrong . .. ." She can't confront the simple but evil
fact that Mr. X is a complete dog. One feels his hair stand on end when
Miss Theetie, Weetie does this because one is observing a complete non-
confront on the part of Miss Theetie Weetie. She is too unreal to do other
than make one feel he has had an ARC Break.
One will also find that Miss Theetie Weetie leads a horribly complex
life-adjusting her thinking to agree with "air spirits" and leaving her
family because there might be mice in the basement.
When no-confront enters, a chain may be set up which leads to total
complexity and total unreality.
This, in a very complex form we call an "aberrated condition".
People like that can't solve even rudimentary problems and act in an
aimless and confused way.
To resolve their troubles requires more than education or discipline. It
requires processing.
Some people are so "complex" that their full aberration does fully not
resolve until they attain a high level of OT.
A large number of people de-aberrate just by the education contained in
Scientology as they find in our subject the natural laws of life and seeing
(confronting) them, "blow" huge holes in their complexities and
aberrations.
Therefore the above laws are very important ones as they explain what
aberration really is and why processing really works.
Aberration is a chain of vias based on a primary non-confront.
Processing is a series of methods arranged on an increasingly deep scale
of bringing the preclear to confront the no-confront sources of his
aberrations and leading him to a simple, powerful, effective being.
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
L RON HUBBARD Founder
20
Central Orgs
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 APRIL 1963
DUTIES OF A STAFF MEMBER
(Re-issued and slightly amended
from HASI Pol Ltr of August 7, 1958)
ATTACH THIS BULLETIN TO THE INSIDE. FRONT COVER OF YOUR
STAFF MEMBER HAT FOLDER.
I . Each staff member is responsible for seeing that organization policy
is carried out. If you see another staff member at variance with
organization policy, it is your duty to advise them direct-if that
fails, advise the Association Secretary.
2. Abide by the working hours of the organization-arrive on time, keep a
set lunch hour. If you need to change your lunch hour, check with your
department head for okay. A post not covered throws randomity into the
organization.
Keep your own desk, equipment and quarters neat and orderly. See that
papers are not scattered on your own desk and in your office.
4. If you see doors open with nobody on post, close or lock the door.
5. All staff members are responsible for seeing that their doors are
locked in the evenings, lights turned off, recorders off, coolers off,
cigarettes not left lighted. Leave your office clean and neat.
6. See that your supplies are adequate-order before you give out.
7. Make your daily pickups to and from the Comm Center, or see that this
has been done by HASI or HCO Communicator.
8. If you change your residence or telephone number, report this
information to personnel, your department head, Reception, and the
person in charge of Evacuation Plan.
9. Know well the Organization Board. Know the various posts and who
covers them.
10. Abide by the purchase order system of the organization.
11. Be courteous and helpful to students and preclears on our premises,
and anyone else who calls by. Refer people to the correct terminal. Take
responsibility to see that they get to~ the, right terminal, even if you
have to walk them to the terminal's desk.
12. Abide by the Policy of Outside Auditing, i.e., HCO Pol Ltr of October
16, 1962, "No staff to Audit private pcs".
13. Keep your attire as presentable as possible. A good presentation to
the public creates a good impression upon them.
14. If you see something around the premises which needs repairing,
report it to the Director of Administration.
15. Make your posts or post real to other staff members and the field.
16. Answer people's questions. Understand the question, answer it, make
friends.
17. Attend Staff Meetings.
21
18. Keep your bulletins and policy letters in proper hat folders:
Technical bulletins in a gold or orange folder marked "Technical
Bulletins", your own hat bulletins in your hat folder or folders (blue)
and all other bulletins not technical and not your hat, in your "Staff
Member" hat folder (yellow).
19. Review your hat folders periodically. Refresh your memory regarding
your duties. If they are not current, bring them up to date.
20. If you receive a dispatch which does not concern your post, re-route
it. Do not attempt to handle any and every dispatch coming to you which
is not your hat. (1) You are introducing randomity on your own post, and
(2) you are handling something which another person should know and
handle.
21. If you see another person off post, it is your duty to advise them
direct. If this fails, advise their department head. Try to be helpful
to them in this regard, not chop them. Help them get back on post.
22. If the Organization Board does not reflect the reality of your posts,
report this to HCO.
23. If you occupy more than one post, and you find that you do not have
enough time to devote proper attention to another of your hats so that
the job is lagging or not getting done, it is your duty to iron this out
with your department head in order to remedy the situation. If it is
found that one of your posts is being neglected due to lack of time
available to cover it, the department head may take this up with Dir
Admin or Assoc Sec in order to get that particular hat worn properly. If
a person has too many hats, or if the workload has increased to the
point that one of your hats is not being worn due to lack of time to
devote to it, much randomity can occur within the organization itself
and in the field. If you occupy posts in several departments, always
consult the department head under which your post exists.
24. You are responsible for following the DISPATCH SYSTEM and the COLOUR
FLASH SYSTEM of the organization (see HCO Policy Letter of April 8,
1958).
If you have questions concerning your duties on any post, check with your
departmental head.
26. When you change posts, be sure to report to Personnel, Dir Admin and
HCO Sec, so that your file can be changed accordingly.
27. To the best of your ability, help your fellow staff members. Staff
members are a team, not opponents. If you see a person not doing his
job, or doing it poorly, give him a hand-give him some suggestions for
him to look over-this works better than merely chopping him up. Maybe he
really doesn't know any better. It is to your advantage to assist your
fellow staff members. When you assist them to do a better job, it
results in a larger pay check for you. When you chop them in person or
to their backs, you are cutting your own and the organization's throat.
If you see how they could improve their job, tell them, not somebody
over the back alley. Confront them. Help them.
28. Each staff member is responsible for the organization itself. For its
physical appearance-its personnel-its performance. It cannot properly
perform unless each staff member makes it do so.
LRH:jw.rd Copyright@ 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
[HCO PIL of 7 August 1958 and this 25 April 1963 re-issue are substantially
the same, the main amendments being the change of org post titles
reflecting Org Board evolution in the period.]
22
Sthil
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1961
REVISED 25 JANUARY 1967
REVISED 7 MARCH 1967
NON-SCIENTOLOGY STAFF
Whether by fate or fortune, you have found yourself to be a member of a
group that has an interesting technology and a definite set of standards of
conduct.
Whether this is fortunate for you or unfortunate, you are yet a member
of this group by the simple fact of working in it.
That you do not have any knowledge of its technology does not make you
any less a member of this group.
You are only expected to uphold certain standards as a member of this
group.
These standards are rather easy to understand:
I This group has accepted you at face value. No one of this group will
hold your past against you. A person entering a Scientology group is
looked upon as a person whose conduct now is important, but whose
conduct in the past is utterly unimportant.
2.
This group is composed of people who want to get more able in life and to
live a
better life. These people have, unlike others, enough courage to face their
own
past and misdeeds and recover from them. Ordinary people most often run
from,
their past or blame it on others. When you see a person upset in an
auditing
session, it is because he had enough nerve to try to face his past and get
the better
of it. S * uch people are stronger and saner than people who, like chips.of
wood,
merely drift on life's river, or who cry and moan in the eddies that life
has "done
them in".
3. A person does not have to know Scientology to be a member of a
Scientology group. They only have to believe people can be or deserve to
be helped.
4. This group believes that honest people have rights and that dishonest
people have sacrificed their rights by being dishonest. The definition
of dishonesty is whether or not a person is trying to hurt his fellow
human beings with malicious talk, hidden actions and injustice or
outright crime.
S. This group frowns heavily on trying to prevent people from being
processed by cautioning them against it, lying to them about it or just
being ignorant of it.
6. This group believes that making a commotion around or talking around
an injured person can hurt his chances of recovery. As this has often
been proven to be true and can be demonstrated, members of this group do
not talk to or around or make commotions around people who have just
been hurt. They work quietly and silently to help the injured person.
7. A member of this group may be a member of any religion.
8. This group refuses to speak ill of Scientology or criticize it to
outsiders.
9. This group will not talk about Scientology to members of the press.
23
10. There are the Code of Honour, the Code of a Scientologist and the
Auditor's Code. All other group standards are wholly technical. There
are no secret standards.
As a member of this group, you are expected to uphold these elementary
standards of conduct.
You are quite welcome to know more about Scientology, about life, and
about your life. But nobody is going to force you to study it.
Everyone on earth has problems. They would not be human if they didn't.
Primarily Scientology helps people to come up to handling their problems
instead of being handled by them.
Just suppose for a moment Scientology really worked. Just suppose it
could really free men from pain and suffering and help them with their
problems.
Just suppose people you like or know were in need of help and
Scientology could give it to them.
Scientology can help you if you haven't done things to hurt its people.
But however that may be, by working at Saint Hill, you are a member of
Saint Hill. Its standards are those of Scientology. This is a good group.
Be proud to be here. We are glad to have you.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1961, 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
24
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1969R
(Revised 15 lWay 1973)
PRESS POLICY
CODE OF A SCIENTOLOGIST
The Code of a Scientologist as per "The Creation of Human Ability" is
withdrawn. It is reissued as follows:
As a Scientologist, / pledge myself to the Code of Scientology for the
good of all.
I . To keep Scientologists, the Public and the Press accurately informed
concerning Scientology, the world of Mental Health and Society.
2. To use the best I know of Scientology to the best of my ability to
help my family, friends, groups and the world.
3. To refuse to accept for processing and to refuse to accept money from
any preclear or group I feel I cannot honestly help.
4. To decry and do all I can to abolish any and all abuses against life
and Mankind.
5. To expose and help abolish any and all physically damaging practices
in the field of Mental Health.
6. To help clean up and keep clean the field of Mental Health.
7. To bring about an atmosphere of safety and security in the field of
Mental Health by eradicating its abuses and brutality.
8. To support true Humanitarian endeavors in the fields of Human Rights.
9. To embrace the policy of equal justice for all.
10. To work fox freedom of speech in the world.
11. To actively decry the suppression of knowledge, wisdom, philosophy or
data which would help Mankind.
12. To support the freedom of religion.
13. To help Scientology orgs and groups ally themselves with public
groups.
14. To teach Scientology at a level it can be understood and used by tile
recipients.
15. To stress the freedom to use Scientology as a philosophy in all its
applications and variations in the humanities.
16. To insist upon standard and unvaried Scientology as an applied
activity in ethics, processing and administration in Scientology
organizations.
17. To take my share of responsibility for the impact of Scientology upon
the world.
18. To increase the numbers and strength of Scientology over the world.
19. To set an example of the effectiveness and wisdom of Scientology.
20. To make this world a saner, better place.
LRH:Idm.nt.rd
Copyright@ 1969, 1973
by L. Ron Hubbard
ALL RIGHTS RESERVED
L. RON HUBBARD Founder
25
Remimeo BPI
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1969
SCIENTOLOGY IS A RELIGION
"Scientology is a religion in the oldest sense of the word, a study of
wisdom. Scientology is a study of man as a spirit, in his relationship to
life and the physical universe.
It is non-denominational. By that is meant that Scientology is open to
people of all religions and beliefs and in no way tries to persuade a
person from his religion, but assists him to better understand that he is a
spiritual being. . . ."
Mary Sue Hubbard
From Supplement to "Communication"
September 1964
The following definitions are from Webster's New Twentieth Century
Dictionary (2nd Edition-The World Publishing Company, Cleveland and New
York-1959).
A. RELIGION (noun)
Derivation: from Latin religio (-onis) (religion), (piety),
(conscientiousness), (scrupulousness), from religare (to bind back), re-,
and ligare, (to bind), (to bind together).
(a) Any specific system of belief, worship, conduct, etc., often involving
a code of ethics and a philosophy; as the Christian (religion), the
Buddhist (religion), etc. (b) loosely, any system of beliefs, practices,
ethical values, etc. resembling, suggestive of, or likened to such a
system, as, humanism is his (religion).
B. RELIGIOUS (adjective)
Derivation: from Latin religiosus (religious). Of, concerned with,
appropriate to, teaching, or relating to religion; as, a (religious) place;
(religious) subjects.
Also
Careful; scrupulous; conscientiously exact; such as religion requires; as,
a (religious) observance of vows or promises.
C. PHILOSOPHY (noun)
Derivation: from Latin philosophia; Greek philosophia, from Greek
philosophos,
from philos (loving), and Sophos (wise).
Originally, love of wisdom and knowledge.
A study of the process governing thought and conduct; theory or
investigation of the
principles or laws that regulate the physical universe and underlie all
knowledge and
reality; included in the study are aesthetics, ethics, logic, metaphysics,
etc.
The general principles or laws of a field of knowledge, activity, etc; as
the (philosophy)
of economics.
(a) A particular system of principles for the conduct of life;
(b) A treatise covering such a system.
A study of human morals, character and behaviour.
The mental balance believed to result from this; calmness; composure.
26
Scientology is a religion by the very nature of its philosophy and
system of Ethics, Technology, and Administration, all of which is designed
and set up for life to free itself from entrapment, and restore total
freedom to the spirit.
"But one of the oldest things that was ever given into the training of
wise men that I know of was simply this-the basic faith in which the
individual has been trained and the basic political allegiance of the
individual must not be tampered with by the Order training him. And it was
the Order itself which laid that down. That's an old, old one. They Were
training very wise men and that was the first thing that they made sure not
to do. They did not tamper with these things. If the individual cared to
alter these things himself nobody was even vaguely persuading him. It might
be in the course of his study that he found certain things that men did
laughable, or confusing, or he found certain things that men did remediable-
but nobody was standing there trying to lead him into a higher religious or
political conviction. And that is the case with Scientology."
Extract from Phoenix Lectures.
by L. Ron Hubbard
(The celebrated lecture series given by L. Ron Hubbard to the Professional
Course, Phoenix, Arizona, in July 1954.)
L. Ron Hubbard's treatise on Scientology as a religious philosophy and a
religious practice is given in Hubbard Communications Bulletin (H.C.O.B) of
21 June, 1960 "Religious Philosophy and Religious Practice" (as revised 18
April, 1967).
It is highly important that all promotional literature and Church
literature reflect the fact that Scientology is a religion.
For instance one promotional piece of recent time stated "Scientology is
a philosophy and a science." There was no mention that Scientology was a
religion.
If any statements are made in any literature which reflect that
Scientology is other than a religious philosophy, an appropriate condition
must be assigned to the party so making same.
Kevin Kember
Policy Safeguard Chief WW
Jane Kember
The Guardian WW
LRH:ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Mary Sue Hubbard The Controller WW
for
L. RON HUBBARD Founder
27
Remimeo BPI
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JANUARY 1968
(Reissued from LRH SECED 56 INT June 14, 1965)
POLITICS, FREEDOM FROM
1. 1 hereby declare Scientology to be non-political and non-ideological.
2. Politics and ideology may be no part of any decision to train or
process individuals, and any such interrogation shall cease to be a part of
any application for training, processing or membership.
3. This does not change any policy relating to suppressive persons. It
does delete any words in any form which seek to bring about a statement of
political allegiance or antagonism.
4. It must be kept in mind and brought forward emphatically that
Scientology does not work in the absence of official control and no matter
who sought to use its principles, has uniformly failed in the hands of non-
Scientologists and organizations not controlled by the Central
Organizations of Scientology or myself.
5. The reason for this declaration is the consistent disaster visited
upon her "allies" by the United States government and the efforts of that
government since 1955, stepped up since 1963, to seize Scientology in the
United States rather than forbid or stop it and the role played by the
United States in inspiring the Victorian State attacks in Australia.
Scientology technology is no longer offered to the United States government
in any effort to assist her in political ends. Our participation extends
only to our willingness to process U.S. officials as individuals
unconnected with their political aims, if as individuals they are not
debarred by other existing policies relating to treating the insane or our
Ethics system.
6. All statements attacking any political entity or ideology are hereby
withdrawn and cancelled in any lectures or literature.
7. Scientologists may be members of any political group on this planet
without restraint only so long as these individuals or that group do not
attempt to seize Scientology for their own warlike ends and so make it
unworkable or distasteful by invidious connection.
8. Scientology is for a free people and is itself on this date
declared free of any political connection or allegiance of any kind
whatever.
LRH:jp.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
28
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1965
General Non-Rernimeo BPI
POLITICS
Now and then you hear me speak derisively of governments and
ideologiesincluding democracy.
If, by seeing I criticize an ideology, anyone seeks to believe I embrace
its opposite, he has failed to get the point.
What political system could work amongst very aberrated people?
A democracy or a Communism would be a huge joke in an insane asylum.
Well, isn't it?
The basic building block of any political system is the individual. One
can seek to avoid this point by conceiving of the masses. But you can't
have masses which aren't made up of single units. Therefore the single unit
is the basis of a mass.
No political system applied to a colony of monkeys would have anything
to govern but monkeys. That's plain, certainly.
A political system seeking to function amongst ignorant, illiterate and
barbaric people could have marvellous principles but could only succeed in
being ignorant, illiterate and barbaric unless one addressed the people one
by one and cured the ignorance, illiteracy and barbarism of each citizen.
The collective tl-dnk of apes is ape4hink. A Fascism led by and applied
to idiots would be idiot-Fascism.
So there is no reason to suppose any political system is any better than
those, who use it to govern or be governed.
The only difference in existing systems of politics is their relative
values in giving the individual a chance to develop and receive a higher
level of personal sanity and ability.
That rules out any system which witch hunts, freezes opportunity, or
suppresses the right to improve by any workable system or suppresses a
workable system.
Watching the U.S. and Australia fight Scientology with blind fury while
supporting oppressive mental and religious practices proves that democracy,
applied to and used by aberrated people, is far from an ideal activity and
is only aberrated democracy.
Every human has in common with every other human the same, reactive
bank. This is the most they have in common.
The reactive bank-unconscious mind, whatever you care to call it-
suppresses all decent impulses and enforces the bad ones.
Therefore a democracy is a collective-think of reactive banks. Popular
opinion is bank-opinion.
Any human group is likely to elect only those who will kill them. That's
concluded from actual 1950 experiments.
29
The group succeeds only by the efforts of individuals who rise above
their banks and do their best for their fellows despite the vicious
character of groups and the idiot nature of collective-think.
Believe in the individual being and work with him and you will find he
is basically good.
Work only with a group and you work with collective-think which is
basically bank and therefore evil.
Scientology gives us our first chance to have a real democracy.
By freeing from the worst aberrations each individual, one then achieves
a group which doesn't react only on bank and which will be, like the
individual, basically good.
For the bank was made to keep people who were not bad from going bad. It
was a mistake. So it is bad.
We prove daily in Scientology that an individual freed of aberrations
reacts more decently toward his fellows and that an individual,
restimulated, acts worse; we prove that the individual under stress of
aberration is unreasonable and an individual freed is bright.
So we can conclude on actual evidence that the first true democracy will
emerge when we have freed each individual of the more vicious reactive
impulses. Such beings can reason, can agree on decent and practical
measures and be depended upon to evolve beneficial measures.
Until we have done that we will continue to be critical of human
"democracy"and any other political philosophy advanced upon Man as a cure
for his ills.
A political philosophy can't audit. We can.
And don't be so sensitive to popular reaction. Just get on with making a
saner world and it will all come out all right.
LRH:jw.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
30
L. RON HUBBARD
CenOCon Franchise Field
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 OCTOBER 1962
RE-ISSUE SERIES (2)
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 cormn 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.
31
An "organization" doesn't get the work done. As an orderly plan it helps
its terminals get the work done. The staff as individuals do the work. An
organization can help or hinder getting the work done. If it helps, it's
good. If it hinders, it should be examined thoroughly.
An organization can work wholly at "taking in its own laundry". All the
work that gets done is the work generated inside the shop by unreal routes
and weird changes of particles. This is a government circa mid-20th
Century. Its highest skill is murder which in its profundity it makes
legal.
A totally democratic organization has a bad name in Dianetics an . d
Scientology
despite all this talk of agreement. It has been found by actual experiment
(L.A. 1950)
that groups of people called on to select a leader from among them by
nomination and
vote routinely select only those who would kill them. They select the
talkers of big
deeds and ignore the doers. They seem to select unerringly the men of
average skill.
That is never good enough in a leader and the people suffer from his lack
of
understanding. If you ever have occasion to elect a leader for your group,
don't be
"democratic" about it. Compare records as follows: Take the person who is a
good
auditor, not just says he is. Take the person who has a good, not
necessarily the
highest, profile and IQ. Take the person who can grant beingness to others.
And look at
the relative serenity and efficiency of any past command he may have had.
And even
then you're taking a chance. So always elect temporarily and reserve the
right of recall.
If his first action is to fire people, recall him at once and find another
leader. If the
organization promptly prospers, keep him and confirm the election by a
second one. If
the abundance of the organization sags in a month or so, recall and find
another.
Popularity is some criterion-but it can be created for an election only, as
in the U.S.
Select in an election or by selection as an executive the person who can
get the work
done. And once he's confirmed, obey him or keep him. He's rare. But beware
these
parliamentary procedure boys and girls who know all the legal and time
wasting
processes but who somehow never accomplish anything except chaos. A
skilled,
successful leader is worth a million impressive hayseeds. Democracies hate
brains and
skill. Don't get in that rut. In the U.S. War Between the States militia
companies
elected their officers with great lack of success in battle. They finally
learned after tens
of thousands of casualties that it was skill not popularity that counted.
Why be a
casualty-learri first. Democracy is only possible in a nation of clears-and
even they
can make mistakes. When the majority rules the minority suffers. The best
are always a
minority.
WHAT IS YOUR JOB?
Anything in an organization is your job if it lessens the confusion if you
do it.
Your being exactly on post and using your exact comm lines lessens
confusion. But failure to wear another hat that isn't yours now and then
may cause more confusion than being exactly on post.
The question when you see you will have to handle something not yours is
this: "Will it cause less confusion to handle it or to slam it back onto
its Proper lines?"
Example: A preclear wandering around looking for somebody to sell him a
book. You see him. The book sales clerk isn't there. The books are. Now
what's the answer? You'll create a little confusion if you hand him a book,
take his money and give it to the book sales later. You'll create confusion
for your own post and the organization if you go chasing around trying to
find "book sales terminal". You'll create a feeling of unfriendliness if
you don't help the preclear get his book. Answer it by deciding which is
less confusing. You'll find out by experience that you can create confusion
by handling another's particles but you will also discover that you can
create confusion by not handling another's particles on occasion.
The only real error you can make in handling another's particles is to fail
to tell
32
him by verbal or written comm exactly what you did. You stole his hat for a
moment. Well, always give it back.
Remember, in a Scientology organization every Scientologist on staff
potentially wears not just his own but every hat in the organization. He
has to know more jobs than his own. Particularly jobs adjacent to his post.
He often has to do more jobs than his own because those jobs have to be
done and he sees it. A non-Scientology member of an organization is only
limited in what he can do in the organization by lack of know-how. But the
limitation is applicable only to instruction and auditing. But a
Scientologist: he may find himself wearing any hat in the place including
mine. And others may now and then wear his hat.
A staff member gets the job done of (1) his own post, (2) his
department, and (3) the whole organization.
People who are always off line and off post aren't doing their own jobs.
When we find somebody always off post and in our hair we know if we look at
his post we'll find a rat's nest. So there are extremes here as well.
HOW TO HOLD YOUR SOB
Your hat is your hat. It is to be worn. Know it, understand it, do it.
Make it real. If it isn't real it is your fault since you are the one to
take it up and get it clean with an Executive. If he doesn't straighten it
up so you can do it, it's still your fault if it's not done.
You hold a job in a Scientology organization by doing your job. There
are no further politics involved-at least if I find out about it there
aren't. So do your job and you've got a job. And that's the way it is.
But on post or off, we only fail when we do not help. The "public" only
objects to us when we fail to help or when we fail to answer their
questions. So we have two stable data on which we operate whether we are on
post or not:
HELP PEOPLE! ANSWER PEOPLE'S QUESTIONS EXACTLY!
When you don't you let everybody down.
NEATNESS OF QUARTERS
- THE PUBLIC KNOWS US BY OUR MEST -
A part of everyone's hats is keeping a good mock-up in people, offices,
classrooms, quarters.
Keep your desk and your Mest neat and orderly. It helps.
And when you see things getting broken down or run down or dirty, fix
them or clean them or if you can't, yell like hell on the right comm line.
THE DISPATCH SYSTEM
The Dispatch System is not there to plague you but to help you.
Except when you've got to have speed, never use an inter-office phone to
another terminal. And never write a dispatch and present it and you at some
other point at the same time. That's "off-line" just as a phone is "off-
line". A good use of the organization's lines reduces confusion. The other
guy is busy, too. Why interrupt him or her unnecessarily with routine that
should go on the lines. You'll usually get an answer in the same day or at
least in 24 hours. The organization's comm lines are
33
pretty good. They make it possible for this small handful of us to get more
things done in this society than any other organization on Earth in terms
of actual accomplishment.
A comm line can be jammed in several ways. Principal of these is
entheta. Ask yourself before it goes on the lines-It's bad news but is it
necessarily important? Another is operburden. Too much traffic jams a line.
Too long a dispatch doesn't get read. Another is too little data. That can
jam a line but thoroughly. It takes more dispatches to find out what goes.
Another way is to by-pass the line itself-this jams the terminal. The final
way, in broad classes, to jam a comm line is to put erroneous data on it.
The last is a pet hate of Scientology people. Generally its form is
"everybody knows". Example: "They say that George is doing a bad job", or
"Nobody liked the last newsletter". The proper rejoinder is "Who is
Everybody?" You'll find it was one person who had a name. When you have
critical data omit the "everybody" generality. Say who. Say where.
Otherwise, you'll form a bad datum for somebody. When our actions are said
to be unpopular the person or persons saying so have names.
INSUMMARY
A post in a Scientology Organization isn't a job. It's a trust and a
crusade. We're free men and women-probably the last free men and women on
Earth. Remember, we'll have to come back to Earth some day no matter what
"happens" to us. If we don't do a good job now we may never get another
chance.
Yes, I'm sure that's the way it is.
So we have an organization, we have a field we must support, we have a
chance.
That's more than we had last time night's curtain began to fall on freedom.
So we're using that chance.
An organization such as ours is our best chance to get the most done. So
we're it!
doing
LRH:gl.rd Copyright @ 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
[Added to by HCO PIL 25 July 1966, Allocation of Quarters-A"angement of
Desks and Equipment, Volume 1, page 75.]
34
Remimeo
Sthil Students
Assn/Org Sec Hat
HCO Sec Hat
Case Sup Hat
Ds of P Hat
Ds of T Hat
Staff Member Hat
Franchise
(issued May 1965)
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 FEBRUARY 1965
REISSUED 15 JUNE 1970
(Reissued 28.1.73 to correct word on p. 39,
para 2. [Change in this type style.] ~
Note: Neglect of this Pol Ltr has caused great hardship on staffs, has cost
countless millions and made it necessary in 1970 to engage in an all out
International effort to restore basic Scientology over the world. Within 5
years after the issue of this PL with me off the lines, violation had
almost destroyed orgs. "Quickie grades" entered in and denied gain to tens
of thousands of cases. Therefore actions which neglect or violate this
Policy Letter are HIGH CRIMES resulting in Comm Evs on ADMINISTRATORS and
EXECUTIVES, It is not "entirely a tech matter" as its neglect destroys orgs
and caused a 2 year slump. IT IS THE BUSINESS OF EVERY STAFF MEMBER to
enforceit.
ALL LEVELS
KEEPING SCIENTOLOGY WORKING
HCO Sec or Communicator Hat Cheek
on all personnel and new personnel
as taken on.
We have some time since passed the point of achieving uniformly workable
technology.
The only thing now is getting the technology applied.
If you can't get the technology applied then you can't deliver what's
promised. It's as simple as that. If you can get the technology applied,
you can deliver what's promised.
The only thing you can be upbraided for by students or pcs; is "no
resulte'. Trouble spots occur only where there are "no results". Attacks
from governments or monopolies occur only where there are "no results" or
"bad results".
Therefore the road before Scientology is clear and its ultimate success
is assured if the technology is applied.
So it is the task of the Assn or Org See, the HCO See, the Case
Supervisor, the D of P, the D of T and all staff members to get the correct
technology applied.
Getting the correct technology applied consists of:
One:
Two:
Three:
Four:
Five:
Six:
Having the correct technology. Knowing the technology.
Knowing it is correct. Teaching correctly the correct technology.
Applying the technology. Seeing that the technology is correctly
applied.
Seven: Hammering out of existence incorrect technology.
Knocking out incorrect applications.
Eight:
35
Nine: Closing the door on any possibility of incorrect technology.
Ten: Closing the door on incorrect application.
One above has been done.
Two has been achieved by many.
Three is achieved by the individual applying the correct technology in a
proper manner and observing that it works that way.
Four is being done daily successfully in most parts of the world.
Five is consistently accomplished daily.
Six is achieved by instructors and supervisors consistently.
Seven is done by a few but is a weak point.
Eight is not worked on hard enough.
Nine is impeded by the "reasonable" attitude of the not quite bright.
Ten is seldom done with enough ferocity.
Seven, Eight, Nine and Ten are the only places Scientology can bog down in
any area.
The reasons for this are not hard to find. (a) A weak certainty that it
works in Three above can lead to weakness in Seven, Eight, Nine and Ten.
(b) Further, the not-too-bright have a bad point on the button Self-
Importance. (c) The lower the IQ, the more the individual is shut off from
the fruits of observation. (d) The service facs of people make them defend
themselves against anything they confront good or bad and seek to make it
wrong. (e) The bank seeks to knock out the good and perpetuate the bad.
Thus, we as Scientologists and as an organization must be very alert to
Seven, Eight, Nine and Ten.
In all the years I have been engaged in research I have kept my comm
lines wide open for research data. I once had the idea that a group could
evolve truth. A third of a Century has thoroughly disabused me of that
idea. Willing as I was to accept suggestions and data, only a handful of
suggestions (less than twenty) had long run value and none were major or
basic; and when I did accept major or basic suggestions and used them, we
went astray and I repented and eventually had to "eat crow".
On the other hand there have been thousands and thousands of suggestions
and writings which, if accepted and acted upon, would have resulted in the
complete destruction of all our work as well as the sanity of pcs. So 1
know what a group of people will do and how insane they will go in
accepting unworkable "technology". By actual record the percentages are
about twenty to 100,000 that a group of human beings will dream up bad
technology to destroy good technology. As we could have gotten along
without suggestions, then, we had better steel ourselves to continue to do
so now that we have made it. This point will, of course, be attacked as
"unpopular", "egotistical" and "undemocratic". It very well may be. But it
is also a survival point. And 1 don't see that popular measures, self-
abnegation and democracy have done anything for Man but push him further
into the mud. Currently, popularity endorses degraded novels, self-
abnegation has filled the South East Asian jungles with stone idols and
corpses, and democracy has given us inflation and income tax.
Our technology has not been discovered by a group. True, if the group
had not supported me in many ways 1 could not have discovered it either.
But it remains that if in its formative stages it was not discovered by a
group, then group efforts, one can safely assume, will not add to it or
successfully alter it in the future. 1 can only say this now that it is
done. There remains, of course, group tabulation or co-ordination of what
has been done, which will be valuable-only so long as it does not seek to
alter basic principles and successful applications.
The contributions that were worth while in this period of forming the
technology were help in the form of friendship, of defence, of
organization, of dissemination, of application, of advices on results and
of finance. These were great contributions and
36
were, and are, appreciated. Many thousands contributed in this way and made
us what we are. Discovery contribution was not however part of the broad
picture.
We will not speculate here on why this was so or how I came to rise
above the bank. We are dealing only in facts and the above is a fact-the
group left to its own devices would not have evolved Scientology but with
wild dramatization of the bank called "new ideas" would have wiped it out.
Supporting this is the fact that Man has never before evolved workable
mental technology and emphasizing it is the vicious technology he did
evolve-psychiatry, psychology, surgery, shock treatment, whips, duress,
punishment, etc, ad infinitum.
So realize that we have climbed out of the mud by whatever good luck and
good sense, and refuse to sink back into it again. See that Seven, Eight,
Nine and Ten above are ruthlessly followed and we will never be stopped.
Relax them, get reasonable about it and we will perish.
So far, while keeping myself in complete communication with all
suggestions, I have not failed on Seven, Eight, Nine and Ten in areas I
could supervise closely. But it's not good enough for just myself and a few
others to work at this.
Whenever this control as per Seven, Eight, Nine and Ten has been relaxed
the whole organizational area has failed. Witness Elizabeth, N.J., Wichita,
the early organizations and groups. They crashed only because I no longer
did Seven, Eight, Nine and Ten. Then, when they were all messed up, you saw
the obvious "reasone' for failure. But ahead of that they ceased to deliver
and that involved them in other reasons.
The common denominator of a group is the reactive bank. Thetans without
banks have different responses. They only have their banks in common. They
agree then only on bank principles. Person to person the bank is identical.
So constructive ideas are individual and seldom get broad agreement in a
human group. An individual must rise above an avid craving for agreement
from a humanoid group to get anything decent done. The bank-agreement has
been what has made Earth a Hell-and if you were looking for Hell and found
Earth, it would certainly serve. War, famine, agony and disease has been
the lot of Man. Right now the great governments of Earth have developed the
means of frying every Man, Woman and Child on the planet. That is Bank.
That is the result of Collective Thought Agreement. The decent, pleasant
things on this planet come from individual actions and ideas that have
somehow gotten by the Group Idea. For that matter, look how we ourselves
are attacked by "public opinion" media. Yet there is no more ethical group
on this planet than ourselves.
Thus each one of us can rise above the domination of the bank and then,
as a group of freed beings, achieve freedom and reason. It is only the
aberrated group, the rnob, that is destructive.
When you don't do Seven, Eight, Nine and Ten actively, you are working
for the Bank dominated mob. For it will surely, surely (a) introduce
incorrect technology and swear by it, (b) apply technology as incorrectly
as possible, (c) open the door to any destructive; idea, and (d) encourage
incorrect application.
It's the Bank that says the group is all and the individual nothing.
It's the Bank that says we must fail.
So just don't play that game. Do Seven, Eight, Nine and Ten and you will
knock out of your road all the, future thorns.
Here's an actual example in which a senior executive had to interfere
because of a pc spin: A Case Supervisor told Instructor A to have Auditor B
run Process X on Preclear C. Auditor B afterwards told Instructor A that
"It didn't work". Instructor A was weak on Three above and didn't really
believe in Seven, Eight, Nine and Ten. So Instructor A told the Case
Supervisor 'Trocess X didn't work on Preelear C". Now this strikes directly
at each of One to Six above in Preclear C, Auditor B, Instructor A and the
Case Supervisor. It opens the door to the introduction of "new technology"
and to failure.
What happened here? Instructor A didn't jump down Auditor B's throat,
that's all that happened. This is what he should have done: Grabbed the
Auditor's report and looked it over. When a higher executive on this case
did so she found what the Case Supervisor and the rest missed: that Process
X increased Preclear C's TA to 25 TA divisions for the session but that
near session end Auditor B Qed and Aed with a
37
cognition and abandoned Process X while it still gave high TA and went off
running one of Auditor B's own manufacture, which nearly spun Preclear C.
Auditor B's IQ on examination turned out to be about 75. Instructor A was
found to have huge ideas of how you must never invalidate anyone, even a
lunatic. The Case Supervisor was found to be "too busy with admin to have
any time for actual cases".
All right, there's an all too typical example. The Instructor should
have done Seven, Eight, Nine and Ten. This would have begun this way.
Auditor B: "That process X didn't work." Instructor A: "What exactly did
you do wrong?" Instant attack. "Where's your auditor's report for the
session? Good. Look here, you were getting a lot of TA when you stopped
Process X. What did you do?" Then the Pc wouldn't have come close to a spin
and all four of these would have retained certainty.
In a year, I had four instances in one small group where the correct
process recommended was reported not to have worked. But on review found
that each one had (a) increased the TA, (b) had been abandoned, and (c) had
been falsely reported as unworkable. Also, despite this abuse, in each of
these four cases the recommended, correct process cracked the case. Yet
they were reported as not having worked!
Similar examples exist in instruction and these are all the more deadly
as every time instruction in correct technology is flubbed, then the
resulting error, uncorrected in the auditor, is perpetuated on every pe
that auditor audits thereafter. So Seven, Eight, Nine and Ten are even more
important in a course than in supervision of cases.
Here's an example: A rave recommendation is given a graduating student
"because he gets more TA on pcs than any other student on the course!"
Figures of 435 TA divisions a session are reported. "Of course his model
session is poor but it's just a knack he has" is also included in the
recommendation. A careful review is undertaken because nobody at levels 0
to IV is going to get that much TA on pcs. It is found that this student
was never taught to read an E-Meter TA dial! And no instructor observed his
handling of a meter and it was not discovered that he "overcompensated"
nervously, swinging the TA 2 or 3 divisions beyond where it needed to go to
place the needle at "set". So everyone was about to throw away standard
processes and model session because this one student "got such remarkable
TA". They only read the reports and listened to the brags and never looked
at this student. The pes in actual fact were making slightly less than
average gain, impeded by a rough model session and misworded processes.
Thus, what was making the pes win (actual Scientology) was hidden under a
lot of departures and errors.
I recall one student who was squirreling on an Academy course and
running a lot of off-beat whole track on other students after course hours.
The academy students were in a state of electrification on all these new
experiences and weren't quickly brought under control and the student
himself never was given the works on Seven, Eight, Nine and Ten so they
stuck. Subsequently, this student prevented another squirrel from being
straightened out and his wife died of cancer resulting from physical abuse.
A hard, tough instructor at that moment could have salvaged two squirrels
and saved the life of a girl. But no, students had a right to do whatever
they pleased.
Squirreling (going off into weird practices or altering Scientology)
only comes about from non-comprehension. Usually the non-comprehension is
not of Scientology but some earlier contact with an off-beat humanoid
practice which in its turn was not understood,
When people can't get results from what they think is standard practice,
they can be counted upon to squirrel to some degree. The most trouble in
the past two years came from orgs where an executive in each could not
assimilate straight Scientology. Under instruction in Scientology they were
unable to define terms or demonstrate examples of principles. And the orgs
where they were got into plenty of trouble. And worse, it could not be
straightened out easily because neither one of these people could or would
duplicate instructions. Hence, a debacle resulted in two places, directly
traced to failures of instruction earlier. So proper instruction is vital.
The D of T and his Instructors and all Scientology Instructors must be
merciless in getting Four, Seven, Eight, Nine and Ten into effective
action. That one student, dumb and impossible though he may seem and of no
use to anyone, may yet some day be the cause of untold upset because nobody
was interested enough to make sure Scientology got home to him.
With what we know now, there is no student we enrol who cannot be
properly trained. As an instructor, one should be very alert to slow
progress and should turn the
38
sluggards inside out personally. No system will do it, only you or me with
our sleeves rolled up can crack the back of bad studenting and we can only
do it on an individual student, never on a whole class only. He's slow =
something is awful wrong. Take fast action to correct it. Don't wait until
next week. By then he's got other messes stuck to him. If you can't
graduate them with their good sense appealed to and wisdom shining,
graduate them in such a state of shock they'll have nightmares if they
contemplate squirreling. Then experience will gradually bring about Three
in them and they'll know better than to chase butterflies when they should
be auditing.
When somebody enrols, consider he or she has joined up for the duration
of the universe-never permit an "open-minded" approach. If they're going to
quit let them quit fast. If they enrolled, they're aboard, and if they're
aboard, they're here on the same terms as the rest of us-win or die in the
attempt. Never let them be half-minded about being Scientologists. The
finest organizations in history have been tough, dedicated organizations.
Not one namby-pamby bunch of panty-waist dilettantes have ever made
anything. It's a tough universe, The social veneer makes it seem mild. But
only the tigers survive-and even they have a hard time. We'll survive
because we are tough and are dedicated. When we do instruct somebody
properly he becomes more and more tiger. When we instruct half-mindedly and
are afraid to offend, scared to enforce, we don't make students into good
Scientologists and that lets everybody down. When Mrs. Pattycake comes to
us to be taught, turn that wandering doubt in her eye into a fixed,
dedicated glare and she'll win and we'll all win. Humour her and we all die
a little. The proper instruction attitude is, "You're here so you're a
Scientologist. Now we're going to make you into an expert auditor no matter
what happens. We'd rather have you dead than incapable."
Fit that into the economics of the situation and lack of adequate time
and you see the cross we have to bear.
But we won't have to bear it forever. The bigger we get the more
economics and time we will have to do our job. And the only things which
can prevent us from getting that big fast are areas in from One to Ten.
Keep those in mind and we'll be able to grow. Fast. And as we grow our
shackles will be less and less. Failing to keep One to Ten, will make us
grow less.
So the ogre which might eat us up is not the government or the High
Priests. It's our possible failure to retain and practise our technology.
An Instructor or Supervisor or Executive must challenge with ferocity
instances of "unworkability". They must uncover what did happen, what was
run and what was done or not done.
If you have One and Two, you can only acquire Three for all by making
sure of all the rest.
We're not playing some minor game in Scientology. It isn't cute or
something to do for lack of something better.
The whole agonized future of this planet, every Man, Woman and Child on
it, and your own destiny for the next endless trillions of years depend on
what you do here and now with and in Scientology.
This is a deadly serious activity. And if we miss getting out of the
trap now, we may never again have another chance.
Remember, this is our first chance to do so in all the endless trillions
of years of the past. Don't muff it now because it seems unpleasant or
unsocial to do Seven, Eight, Nine and Ten.
Do them and we'll win.
LRH:jw,rr.nt.ka.mes.rd Copyright @ 1965, 1970, 1973 by L. Ron Hubbard ALL
RIGHTS RESERVED
39
L. RON HUBBARD Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo All Hats BPI
HCO POLICY LETTER OF 14 FEBRUARY 1965
(Reissued on 7 June 1967, with the word
"instructor" replaced by "supervisor".)
SAFEGUARDING TECHNOLOGY
For some years we have had a word "squirreling". It means altering
Scientology, off-beat practices. It is a bad thing. I have found a way to
explain why.
Scientology is a workable system. This does not mean it is the best
possible system or a perfect system. Remember and use that definition.
Scientology is a workable system.
In fifty thousand years of history on this planet alone, Man never
evolved a workable system. It is doubtful if, in foreseeable history, he
will ever evolve another.
Man is caught in a huge and complex labyrinth. To get out of it requires
that he follow the closely taped path of Scientology.
Scientology will take him out of the labyrinth. But only if he follows
the exact markings in the tunnels.
It has taken me a third of a century in this lifetime to tape this route
out.
It has been proven that efforts by Mari to find different routes came to
nothing. It is also a clear fact that the route called Scientology does
lead out of the labyrinth. Therefore it is a workable system, a route that
can be travelled.
What would you think of a guide who, because his party said it was dark
and the road rough and who said another tunnel looked better, abandoned the
route he knew would lead out and led his party to a lost nowhere in the
dark. You'd think he was a pretty wishy-washy guide.
What would you think of a supervisor who let a student depart from
procedure the supervisor knew worked. You'd think he was a pretty wishy-
washy supervisor.
What would happen in a labyrinth if the guide let some girl stop in a
pretty canyon and left her there forever to contemplate the rocks? You'd
think he was a pretty heartless guide. You'd expect him to say at least,
"Miss, those rocks may be pretty, but the road out doesn't go that way."
All right, how about an auditor who abandons the procedure which will
make his preclear eventually clear just because the preclear had a
cognition?
People have following the route mixed up with "the right to have their
own ideas." Anyone is certainly entitled to have opinions and ideas and
cognitions-so long as these do not bar the route out for self and others.
Scientology is a workable system. It white tapes the road out of the
labyrinth. If there were no white tapes marking the right tunnels, Man
would just go on wandering around and around the way he has for eons,
darting off on wrong roads, going in circles, ending up in the sticky dark,
alone.
Scientology, exactly and correctly followed, takes the person up and out
of the mess.
So when you see somebody having a ball getting everyone to take peyote
because
40
it restimulates prenatals, know he is pulling people off the route. Realize
he is squirreling. He isn't following the route.
Scientology is a new thing-it is a road out. There has not been one. Not
all the salesmanship in the world can make a bad route a proper route. And
an awful lot of bad routes are being sold. Theft end product is further
slavery, more darkness, more misery.
Scientology is the only workable system Man has. It has already taken
people toward higher I.Q., better lives and all that. No other system has.
So realize that it has no competitor.
Scientology is a workable system. It has the route taped. The search is
done. Now the route only needs to be walked.
So put the feet of students and preclears on that route. Don't let them
off of it no matter how fascinating the side roads seem to them. And move
them on up and out.
Squirreling is today destructive of a workable system.
Don't let your party down. By whatever means, keep them on the route.
And they'll be free. If you don't, they won't.
LRH:jw.jp.rd Copyright @ 1965, 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
Rernimeo
AU staff
All students
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 OCTOBER 1968
L. RON HUBBARD Founder
When a student has finished a course, he should want the next course in
training. If not, out Tech or out Ethics or both. Just as a pe's good
indicators should be in wanting next level of auditing, so should a
student's good indicators be in wanting next level of training. If this is
not the case something missed by the supervisor or student or both the
supervisor and the student.
L. RON HUBBARD
Founder
LRH:nf.ei.rd Copyright (D 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
41
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 MAY 1968
Issue II
(Reissued from Flag Order 808)
Remimeo
AUDITORS
Auditors have since the first session of Scientology been the only
individuals on this planet, in this Universe capable of freeing man.
An Auditor is one who has been trained in the technology of Scientology.
An Auditor applies standard technology to pre-clears.
At times some will forget or choose to ignore the fact that the Auditor
is not just another fellow or a guy who works in Scientology. An Auditor is
a highly trained specialist, no matter what level of Auditor. He or she is
the only one who can give man the truth, that man knows.
An Auditor is to be respected. An Auditor is very important in Clearing
this Planet, and this Universe. It's a big job and the Auditor will do it.
All Auditors are appreciated.
Special designations and insignia are to be developed to distinguish the
Auditor from others and signalize his class.
L. RON HUBBARD
Founder
LRH:sb.js.rd Copyright@ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
42
CenOCon
Sthil
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 FEBRUARY 1964
STAFF REGULATIONS
AUDITING VERSUS JOB
(EFFECTIVE ON RECEIPT)
It is an Academy maxim that if an auditor feels warm to the touch he or
she can audit. There is no excuse of CASE. "I can't audit today because my
case . If this were not the maxim, a lot of auditing would never get done.
Now we are extending this to administrative staff members in Scientology
organizations. Case is no excuse. If a staff member's breath can be
detected on a mirror he or she can do his or her job.
Further, Case is not to be used as an excuse for errors or transfers off
post or retraining or being ordered to the HGC, etc. Case is no excuse.
Case is not a point.
This gives rise to the following regulations which become effective on
receipt and which cancel any conflicting earlier policies.
A staff member may not be absent from his or her job to give or receive
auditing during working hours. Exception only staff members whose job it is
to audit. Exception: Severe temporary illness or ph~sical injury.
A staff member may not be ordered to training or processing as a
disciplinary measure or as an effort to improve performance on the job.
A staff member may not be transferred to another post or dismissed
because of "Case Difficulties".
All disadvantageous transfers, suspensions or dismissals shall be made
only by reason of actual performance of duties and the usual and easily
recognized sins of omission or commission.
The individual staff member's preclear classification may be taken into
account in appointments and promotions just as his or her auditor
classification would be, but may not be taken into account as a cause for
demotion, suspension or dismissal.
Whereas it is of interest that all Scientologists have their cases in
good condition to the extent of conducting co-audits in the individual's
own time in instruction and auditing, it is also true that Scientology
organizations are not huge HGCS for staff members and have their own
functions.
A staff member may not use his working hours for being instructed or
trained and aside from Academy personnel whose job it is to train students,
a staff member may not employ his Or her staff time to instruct. Exception:
Technical officers may give staff auditors instructions about their
preclears or students, but no course or conference may be held for the
purpose.
The possession of a certificate carries with it the responsibility of
knowing the skills covered by it. Constant retraining within a level for
which the auditor has already been classified is forbidden.
Staff members aspiring to the next higher classification should become
part of evening or weekend courses teaching those skills. Enrolment in such
courses may or may not be at the expense of the organization according to
the decision of the Association or Organization Secretary.
Co-audit training or processing may not be undertaken during working
hours.
An organization should arrange at its own cost the management of a co-
audit for its staff members, providing all such training oi processing is
done in the staff member's own time.
Administrative staff members or executives may not audit during working
hours unless specifically transferred temporarily or permanently to the HGC
and no transfer shall be for less than one week, during which the duties
shall consist exclusively of auditing and during which a minimum of 25
hours must be delivered.
A Director of Processing may not assign himself to audit individual pcs
for full intensives.
LRH:gl.rd L. RON HUBBARD
Copyright @ 1964
by L. Ron Hubbard 43
ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1964
Central Orgs General Renrimeo
GOOD WORKERS
It should be established as a matter of principle that the staff member
who does a good job gets lots of processing and a person who is not doing a
good job is given minimal processing.
Don't be held down by people who do a bad job just to be processed.
It pins the whole advance of the Org down to its lowest staff member's
case.
An almost perfectly run organization will fail to get in income or give
service if the reverse policy is used and if the whole effort to improve
the Org is concentrated on processing only erring staff members.
You can only go a certain distance in improving an Org by processing
staff members. Beyond that it deprives people of an incentive to do a good
job.
People don't have to be aberrated and the best job deserves the fastest
road to O.T.
L. RON HUBBARD
LRH:jw.rd Copyright (D 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
44
Rernimeo
All Staff
Tech Hats
Qual Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead,, Sussex
HCO POLICY LETTER OF 26 MAY 1961
(Reissued on 21 June 1967)
A MESSAGE TO THE EXECUTIVE SECRETARIES
AND ALL ORG STAFF
QUALITY COUNTS
Clearing is now in the reach of every Scientologist.
Excellent Auditor training is now in the reach of every Academy.
And these are the only things in the long run that will count.
When 1 see an Organization staff panting after newspaper publicity or
going mad on the subject of dissemination, and at the same time turning in
to me bad results and poor student quality, 1 know somebody has their
targets mixed up.
Quality is the only thing that counts. If quality in training and
processing is not given first rank and constant priority by Secretaries or
Executive Secretaries, then all the administration in the world will not
make the grade for any Central Org.
Deliver the goods. That's a crude way to put it. But if you want a new
and better civilization you won't get it by advertising or worrying what
people think of you. You will get it only by releasing and clearing people
and sending them out into the society to get the show on the road in all
branches of human activity, including Scientology.
I know we have been a long time without clearing people. But we're
clearing them now. What does it take. to clear people? It takes highly
skilled and tightly supervised auditing. It takes good technology. It takes
good technical application.
If you'll forget about how easy it is to mob students all up in a class
and actually confront each student as an individual, make sure he knows
every essential stop he has to know, make sure all his questions get
answered, you'll have auditors that can audit.
Will you please put attention on raising technical skill in the HGC,
releasing people, clearing people, and on the quality of training in the
Academy to the end of getting every student capable of all the steps
necessary to release people.
1 have made the grade technically in the field of research. Now it's
time to drop all the booboo's and nonsense. All you have to do in an Org is
release and clear people and turn out auditors who can release people and
keep in contact with the public and treat thern well and you're over the
top.
This morning 1 received a cable from an Org. An urgent cable. Did it
say, "How do you assess for a Pre-Hav level" or something sensible? No, it
didn't. It said, "Send us some biographical data for a newspaper article."
I spit. That Org is doing the lousiest job possible in Technical and is all
worked up to get publicity. What's this? Do they think a society in this
shape will approve Scientology into power? Hell no! And to hell with this
society. We're making a new one. So let's skip the approval button from a
lot of wogs and settle down to work to make new people and better people.
Then maybe you'll have a society.
Right here and right now this policy is laid down in concrete with an
atomic branding iron: THE FIRST AND PRIMARY GOAL OF AN ORGANIZATION IS
DELIVERING THE FOREMOST TECHNICAL QUALITY THAT CAN BE DELIVERED IN ITS
AREA.
All right. I've made my technical target bang in the bull's eye. You can
release and clear. You can train auditors well. Well, Christ! Let's do it,
do it, do it!
LRH:ph.jp.rd Copyright @ 1961, 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
45
CenOCon
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MAY 1961
QUALITY AND ADMIN IN CENTRAL ORGS
The function of the Administrative Personnel in a Central Organization
is to make technical quality possible and get it delivered to
Scientologists and the public.
Administration is no unimportant function. On the contrary, I had to
work in Scientology a long time before I found out that in the absence of
good administration, technical quality is impossible. At first I counted on
high calibre business men to do it. Then I found, after 1954, that they
didn't have a clue and that their use had led us on a bad course. So we had
to develop and learn administration and we are winning on it.
An administrative personnel is there to keep the lines moving and the
function of his post operating.
Administrative personnel gets Scientology to the public, keeps the
public happy and the organization solvent.
Administrative personnel are there to keep Administration out of
technical hands and let technical work.
Administration gets the public in and out, keeps communication going,
gets the data to tech and keeps the Org from going broke.
Administration is, however, owed something by technical. If
Administration gets people in for service it is only right that that
service, when rendered by technical, be the highest possible quality.
For if Administration in all departments is not backed up by quality
technical achievements, then administration is betrayed.
If one keeps, as in accounts, collecting money for service rendered by
technical, then accounts has a right to demand that it was good service or
else the accountant, in collecting, betrays.
Therefore, Administration may at any time, just as technical may demand
good Admin, demand of technical that it produce and hold its own.
As of this moment there is no excuse of any kind for any technical
failure in any Central Org.
The moment we got all the tools, it showed up that technical often had
not understood any of the tools it already had. A clear cut, simple routine
as it now exists makes Auditing and Training a problem in black and white.
Either it is done or it isn't.
If results are not forthcoming for any person as of now, then somebody
is goofing. And it won't be any small goof.
It is working out that goofs are of this magnitude:
Auditor does not know anything about reading a meter but has been
kidding us one and all that he or she knew;
Auditor has not the vaguest on how to handle rudiments;
46
I
Auditor couldn't security check Krushchev and find a crime;
Auditor has no clue about assessment;
Auditor just doesn't even report to session.
That would be the sort of thing it would take to keep Scientology from
working on every case. The errors are gross, never slight, if a case
doesn't move.
All right. Admin personnel do their job. Therefore they have a right to
expect tech will do its job.
The whole source of low units is tech failure. Bad tech makes it almost
impossible to get pcs or students in. Therefore Admin. has a right to raise
hell over bad tech. A graph drops. ARC breaks gleam clear to anyone. Admin,
working at a less interesting job, has the right to scream loud enough to
be heard on Arcturus. Because that took a fantastic, large technical goof
to achieve.
None can now say all is changing in Tech. The only thing that's changing
is the communication and information to get tech to do its job.
Low units, lack of enough personnel, lack of new executive personnel all
trace to tech failure in the past.
Now is the time to make good. We can release people easily. Why not do
it? We can clear people. Why not do it?
A high executive in a Central Org who had had a tech department that was
failing, failing, failing owned up the other day to "having all the data
but being too busy to study it." He meant, obviously he was too busy to do
his job. And a Joburg Security Check found out why.
All staff members, Tech and Admin, of a Central Org, each one or
altogether, has a right to demand that every tech person knows his business
and does the job.
All staff personnel in a meeting or by petition has a right to demand
certain personnel be sent to Saint Hill to be trained.
All staff personnel has a right to demand that any or all staff
personnel be given a Joburg Security Check, WW See Form 3, by somebody who
knows how to give one.
All staff personnel has a right to demand practical and functional
releasing and clearing 1. of staff 2. of executives and 3. of the public
who buys our service.
If we're going to put a new world here, we better get going on the
project. It isn't as if we could fool people forever.
L. RON HUBBARD
LRH:jl.rd Copyright Q 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
47
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JULY 1966
AMENDED 19 MARCH 1968
STAFFSTATUS
(Corrects all earlier Sec Eds and Pol Ltrs)
The intentions of the staff status system and the conduct of it require
a clarification as follows:
TEMPORARY
1. After two weeks' employment, if a newly hired staff member can
obtain a written recommendation from his immediate superior, he can report
to the Staff Training Officer in the Qualifications Division, give him the
recommendation and receive the training materials for provisional. He can
then study these and get checked out on them by the Staff Training Officer
and if passed, get his Staff Status One, Provisional.
STATUS ONE PROVISIONAL
2. When the Provisional Staff Member has his Staff Status One, he can
receive the materials for Staff Status Two from the Staff Training Officer
and begin to study and pass them by check outs from day to day. When he has
passed them all, he is given a written examination and, passing this, he
obtains his Staff Status Two.
STAFF STATUS TWO
3. When a staff member has his Staff Status Two he can apply for the
materials for Staff Status Three, executive rating, and so on up the Staff
Status levels.
Obtaining an executive Staff Status does not ensure the appointment as
an executive but makes one eligible for such appointment.
The one year service between One and Two is abolished.
Only a Staff Status Two is now eligible for contract.
Staff Status Two, if on contract, is entitled to free processing up to
Grade V, a 50% discount on training and further processing and uniforms. No
lower status has these privileges. This is true for all Orgs, SH, WW and
AO.
A Temporary Status staff member may be dismissed, transferred or
demoted without any Ethics action. Any person still a temporary status
after 3 months on staff will be let go.
A Staff Status One must have been given an Ethics Hearing and found
guilty of a misdemeanor or more in order to be dismissed but may be
transferred without a hearing.
A Staff Status Two must be given a Committee of Evidence and found
guilty beyond reasonable doubt to be dismissed and an Ethics Hearing to be
demoted or transferred.
A deputy or acting appointment may be demoted without Ethics action,
but only to the last permanent grade.
Staff Members may request transfer or demotion without Ethics action.
PENALTY
If a Staff Member breaks his Contract, leaving employ or going to a higher
Org
48
with Contract incomplete, he is then liable for FULL PAYMENT of all courses
and processing he has received at FULL RATE (not just 5001o), and owes for
all transport or expenses he may have been paid.
SECURITY CHECKS
Security Checks should be given any new staff on a meter.
When a theft or insecurity has occurred staff should consent to such a
check and such a consent is contained in the hiring Contract.
CHECK OUTS
Any staff member receiving a check out from the Staff Training Officer
and flunking is told to go off and study some more. The item being checked
out is marked with a date and initial at the point just about where the
flunk occurred and if the staff member comes for re-examination within one
week, the item being checked out is simply checked from the last mark on.
But if more than one week elapses the whole item must be examined again.
A staff member is only sent to STAFF REVIEW OFFICER for remedies if his
flunks have been continual and he is not making progress at all.
A log, loose leaf, containing the names of a staff member per page is
kept by the Staff Training Officer.
The Staff Training Officer may not hold any additional post than Staff
Review Officer and if so check outs must consistently be at one period of
the day and review another. If traffic is too heavy not even this
additional hat may be worn. If Staff Review Officer is singly held the
holder may also audit staff, and do assists.
ORGBOARD
The Org Board must reflect the status of a staff member.
UPPER STATUS GRADES
Grades Three and above are given check sheets by the Guardian WW.
EVENING STUDY
Staff members should study in their own time not on the job. But they
may be examined or reviewed while on the job.
LRH:jc.rd Copyright@ 1966, 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
[Note: The 19 March 1968 amendment added the last sentence in paragraph 8,
and also the section headed "Penalty"; and under "Security Check" added and
such a consent is contained in the hiring Contract and changed No Security
Check should be given any new staff on a meter except investigatory
personnel to the above.)
ADDENDUM per
HCO POLICY LETTER OF 22 AUGUST 1966
Issue III
Only a staff member with Staff Status Two is eligible for contract.
Thus, before a Class VI may start his actual Internship period, he must
come on staff and while working in the org, study for and attain Staff
Status Two, at which time he will be eligible for both Internship (provided
of course he meets the other requirements for Internship) and staff
discounts.
LRH:lb-r.rd Copyright@ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
0
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 OCTOBER 1960
Sthil
HOLIDAY PAY AND SICK LEAVE
(Reissued)
This Policy Letter is intended to summarize and clarify the schemes for
holiday pay and sick leave in operation at Saint Hill. Both schemes are in
line with similar schemes which apply in other Scientology Organizations
all over the world.
HOLIDAY PAY
Holiday pay is allowed to all staff who work full time on a weekly wage,
on the following scale:
3 months' service
6 months' service
9 months' service
I year's service
3 days
5 days
7 days
10 days
The "days" referred to are working days. For each year of continuous
service, therefore, a staff member would receive two full weeks' holiday
pay. Each day's pay for lesser periods would be estimated as one-fifth of
the gross weekly wage.
A full time staff worker is one who works 35 hours or more per week
regularly.
A part time staff worker is one who works less than 35 hours per week
regularly.
Part time workers, or those who work on an hourly rate, do not normally
receive any holiday pay.
Holiday pay is not normally granted unless the staff member has been
employed continuously for at least a year, even though a holiday may be
taken by permission. In all such cases, special permission must be obtained
before any holiday pay is granted. On leaving the organization, a staff
member is not entitled to any holiday pay unless he has been employed
continuously for at least a year.
When taking a holiday, staff members who normally work Saturdays or
Sundays should do so before starting on holiday, or have their pay docked
for the time lost.
SICK LEAVE
Sick leave with pay is allowed to full time staff members at the rate of
2 days in every calendar month. Sick leave is not cumulative from one month
to another. Such pay is granted upon the presentation of a Doctor's
certificate.
Issued by: Peter Hemery
LRH:js.pm.rd Copyright @ 1960 by L. Ron Hubbard ALL RIGHTS RESERVED
HCO Secretary WW for L. RON HUBBARD
so
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 NOVEMBER 1969
Remimec,
FORMER STAFF MEMBERS
Any former staff member who has not completed the contract he or she
signed when coming on staff, is to repay the Org in full for any services
taken free, or at reduced rates, before being allowed to have any further
services at any Scientology Organization.
This applies to former staff members of the Sea Org, St. Hill Orgs and
the Churches of Scientology.
In all cases where a contract is broken an Ethics Order is to be written
and distributed to Ethics WW, all St. Hills, all AOs and all Orgs. The
Master at Arms or Ethics Officer N%ill keep a folder of this type of Ethics
Order.
Under no circumstances whatever will any services be allowed for a
former staff member with an unpaid debt to a Scientology Organization. The
HCO Executive Secretary of the Organization at which a contract is broken
must ensure that an Ethics Order is written and distributed within 24 hours
of the contract breach. The Ethics Order is to include the amount of money
owed to the Org.
A further Ethics Order is written and distributed as above when the debt is
paid in
full.
LRH:LK.nt.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
W/O Larry Krieger Mission Boom I/C for
L. RON HUBBARD Founder
51
Remimeo
Div I's
Div 2's
Div 3's
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 DECEMBER 1969
ORG PROTECTION
Orgs who send their staff for training to a higher org, must first
demand of the staff member that he sign a Note to the extent of S5,000 in
order that he may commence the course. (Each course received by the staff
member at org expense, is priced at the value of $5,000.)
Such a Note, as mentioned above, must be legally binding in that if he
breaks his Contract, he is automatically in debt to the org for S5,000.
Legal action is taken in the case of refusal to pay this debt, or failure
to adhere to regular payments until the debt has been paid off fully. His
Certs and Awards are suspended, and further training or processing is
denied until the matter is handled. SH & AO Registrars are informed by the
org of Contract breakers.
Val Does, Div 1, Dept 3, receives the original of the Note once it is
signed and witnessed, and Accounts receives a copy for filing in the staff
member's Accounts folder. A copy is retained by the staff member and
presented to the Registrar prior to being enrolled on the course. NO NOTE =
INELIGIBLE FOR THE COURSE.
The note is withdrawn and cancelled when the staff member has completed
his Contract.
It is the intention of this Policy Letter that before Contracts are
signed and services taken at Org expense, due consideration is given to the
consequences of Contract breakage.
LRH:RR.rs.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Lt. Robin Roos CS-3
for
L. RON HUBBARD Founder
52
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1965
Remimeo
EXCERPTS FROM HCO POLICY LETTER OF NOVEMBER 9,1964
AND NOVEMBER 26,1964 (REVISED) FOR STAFF HATS
STAFF MEMBER LOANS
All loans to staff members from any organization or outside source must
have the permission of the nearest Finance Secretary, before being granted
or received. The Finance Secretary must also at once report the matter to
Saint Hill. Exception is actual personal leases and/or Hire Purchase or
Time Payment purchases by the staff member for his or her own use, and no
monies may be borrowed by full or part time staff members from past or
present organizational students or pcs.
STAFF REGULATIONS
Any staff member accepting for training or processing any student or pc
for his personal profit or for favours during his time of employment on
staff, or any HASI student or pc for two years following will be subject to
a Committee of Evidence and possible suspension of a certificate or
certificates and awards and made to refund all fees so illegally received
to the person who paid.
REPORTING OF UNUSUAL FAVOURS
Any unusual favours received by a staff member from organizational
students or pes must be reported to the HCO Area Sec who must at once
report the matter via HCO Continental to HCO See WW. This includes uses of
cars, apartments or receiving expenses as well as other favours.
L. RON HUBBARD
LRH:mb.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
53
General Non Rernimeo
Post Staff Boards
HCO Sec Hat
Sthil Sen Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 MARCH 1965
STAFF MEMBERS
AUDITING OUTSIDE PCs
It is expressly forbidden that executives or staff members of
Scientology Orgs (which of course include Saint Hill) audit for pay any
outside pes while employed on staff in any organization anywhere in the
world.
To do so with orgs on proportionate pay robs your follow staff member.
Two executives have been relieved of post in the past two years for
permitting this practice in their orgs.
If one has pes they should be turned over to the org.
If staff works hard, pay, particularly under new promotion programmes,
is very adequate. Pay only becomes inadequate when policy is out. To keep
pay up, keep policy in.
Staff Auditors may only audit family and friends 8 hours per week
without pay. This is the original rule, to save them from demands on their
free time. This is sometimes interpreted wrongly as permission to audit 8
hours for fee. It is not so applicable. They must not receive pay for those
8 hours.
Just think what you would do in Scientology if I started working for pay
outside orgs. Things would got really upset and, as proven by the slump all
orgs take whenever I move about or take time off (it just happened again),
we need all of us on the team. When I have audited pes for pay,.cvcr since
there have been orgs, I have turned over every cent to the org I was in--
they were just org pes even when they applied to nie. (I haven't offered to
audit anyone for years but it would still be done that way today if I did.)
Failure to report instances where the outside auditing policy is
violated is also reprehensible.
If you don't have enough money, do your job well enough to put all of us
in clover. That's how I do it. Try it if you need extra money. It works.
L. RON HUBBARD
I-RHmArd
Copyright (c) 1965
By L. Ron Hubbard
ALL RIGHTS RESERVED
54
Remimeo
All Staff Members
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
STAFF MEETING
Staff Meetings should convene on the first Tuesday evening of any month
at the Organization headquarters.
The Chairman of the Staff Meeting has always been and shall continue to
be the Executive Director or his deputy, the LRH Communicator.
The business of the Staff Meeting shall be:
To gather agreement and permit staff origination on matters relating to
personnel and duties. To suggest promotional, maintenance and
organizational changes to the executives of the Organization.
For any staff resolution to be a staff resolution, a majority of staff
members must be present, else there is no quorum. For any staff resolution
to be passed or conclusively killed, a majority vote of those present is
necessary. In case of a tie, only then does the Chairman vote.
Robert's Rules of Order may be applied or not by the Chairman to the
Staff Meeting as the need of formality may seem to be indicated but in no
case should the business of Staff Meeting be unduly retarded by the
introduction of Rules for that purpose.
Staff Meeting resolutions should be made into minutes. These are
presented to the Advisory Council for information and the Executive
Director for approval before they become law.
Special Staff Meetings not on a regular meeting date may be called, (1)
by the Executive Director or his deputy the LRH Communicator, or (2) by a
Staff Member on three daye notice by posting a notice on the Comm Center
Bulletin Board, stating the time (but not during business hours) and the
exact business to be covered by the meeting and the meeting shall be
convened only if a majority of staff then sign or initial such notice.
Neither meeting shall have legal force if a majority of staff members are
not present and if the Executive Director or his deputy the LRH
Communicator is not in the chair. Resolutions of such meetings must proceed
in the usual channels.
The Secretarial to the Executive Director shall take down and type all
minutes of Staff Meeting.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
55
Gen. Non Remimeo
Exec HATS
Magazine Article
Franchise
Field Staff Members Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 APRIL AD 15
CONTESTS AND PRIZES
In Scientology, we have a policy about CONTESTS and PRIZES.
The surest way to break a lot of hearts is to run a contest in which
only a minority get prizes. That is very homo sap.
In Scientology we never offer minority type prizes.
Our CONTESTS must be planned so that EVERY ENTRANT gets a prize or the
prize.
This comes from the nature of Scientology itself. Scientology is the
only "game" in the Universe where everybody wins.
We must mirror this fact and punch it home whenever we can.
From this various policies develop: Scientology is open to all people.
In certificates and status the road is open to all Scientologists who
can qualify level by level.
On any offering, anybody can have it if he or she qualifies.
We have lots of certificates and grades.
There are no exceptions. Anybody has a chance to go up in certificates,
staff status and case gain and state of beingness.
Our posts are something else. Bill's top attainment is his recovery of
self. His attainment is not becoming Joe.
Our posts we hold in trust as our appointed place. Though gained by
ability, posts are not prizes. They are responsibilities we hold to help.
Therefore we do not seek each other's posts.
We respect the other fellow whatever his status and give him his right
to win the biggest prize of all, himself or herself. That prize is won by
dedicated exact application of Scientology and full support of our mission
in our organizations and the public.
Organized, we can each one win the biggest prize that can be offered-a
full recovery of self.
As a team, helping one another, respecting each other's posts, our
seniors and juniors on staff, and following our admin and tech procedures,
we keep the door open and make the grade ourselves-the Top can't be reached
without help, without organization, without the policies that coordinate
our actions and the exact technology we apply.
So we don't offer minority prizes. We symbolize in every contest an open
door for case and status gain for all by giving everyone a prize in any
"contest" we hold.
And we hold our posts, not as something to be contested for, but as a
competent teammate in a strong and well coordinated operation in which each
one does his job.
There is no greater game in the Universe than Scientology, for it is the
only game in which everybody wins. And that places it far above all other
games and makes it the game of games where everybody gets the ultimate
prize of self-and sound companionship as well.
LRH:mb.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
56
CONVERTTO SEC. E.D.
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 2 JUNE 1959
PURCHASING LIABILITY OF STAFF MEMBERS
All purchases by a Scientology organization must be done by purchase
order, duly agreed upon and signed by those in authority before any
purchase or contract may be binding upon the organization.
Should a purchase be made or a contract entered into for the
organization by a staff member with no purchase order, the Association
Secretary, Organization Secretary, HCO Secretary or person in overall
charge of that organization may refute the purchase or contract and may
require the offending staff member to pay for the purchase or contract out
of his own pocket as a personally entered into arrangement.
L. RON HUBBARD
LRH:gh.rd Copyright (D 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
Gen Non-Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 SEPTEMBER 1965
KEYS
When a person receives a key from the Key Officer, he or she must
immediately sign for it in the key book.
If at any time a person leaves that space for which he or she has a key,
then sometime during that same day, that person MUST take the key back to
the Key Officer, who will then give the key to the new occupier who then
signs for it.
If the Key Officer finds that a space has been taken over by someone and
that he or she has a key which has not been signed for in the key book,
then the previous owner of that space gets fined 10/- as he did not return
the key to the proper source.
The new owner also gets fined 10/- as he is using the space illegally.
A person is also fined 10/- if he or she loses a key.
LRH:ml.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
57
Gen Non-Remirneo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 SEPTEMBER 1965
SUPPLY OFFICER
All divisions should have a quantity of Internal Requisition Forms to be
filled in whenever supplies are needed.
The person who requests the goods, signs his name at the bottom of the
form and so does his department head. The exact reason why these goods are
required should also be included on the Internal Requisition Form.
Only one type of requirement should be asked for on one form, e.g. "A
Black Biro and a Red Biro". This would be OK as it is just on the subject
of pens. But "A Black Biro and a ream of foolseap paper" should be entered
on two forms. This shows how many items each division orders per week.
Do not order extravagantly -you can only write with one pen at a time;
otherwise the Supply Officer has to do the cutting down of requirements and
this can lead to unnecessary ARC breaks.
All Internal Requisition Forms should be in the Supply Officer's basket
by 12.0 p.m. each day. If you have ordered goods since 12.0 p.m. the
previous day, then you or a representative should go to the place appointed
by the Supply Officer between 1.0 p.m. and 1.30 p.m., where the Supply
Officer will issue the requirements.
The Supplies that are available at short notice are such items as:
Folders of each division colour, paper of each division colour, black, red,
green Biro pens, felt pens for poster work and make-up department, most
envelopes, paper clips, drawing pins, typewriter ribbons, Sellotape,
foolscap paper, ink for stamp pads, rubber bands, gummed labels and carbon
paper.
However, if in doubt, present yourself at the appointed place between
1.0 and 1.30 p.m. The Supply Officer will then inform you if the
requirement is in stock or if it has had to be ordered.
When a requirement has to be ordered, the Supply Officer will inform you
when it arrives at Saint Hill. If it is a rush item, it can be issued as
soon as it arrives, otherwise it is collected at the correct time.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
58
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 FEBRUARY 1964
All Heads of
Organizations
HOO Sea
Dir Admin
Administrators and
Supervisors of THE EQUIPMENT OF ORGANIZATIONS
Companies.
The person in possession of organization equipment is responsible for
the
equipment. On its loss or damage through carelessness or neglect the person
in whose charge it had been placed, not only the person who damaged or
neglected it, is liable to have to recompense the company or myself for the
cost of the repairs or loss of the equipment or some portion thereof.
Stock cards for all equipment possession or issue in organizations shall
be prepared by the administrative head of the organization. If equipment is
not so accounted for and is lost or damaged the administrator of the
company, not having a stock card of issue on it, becomes liable financially
to the organization or myself for its repair or replacement.
The idea of "company property" is both stupid and dangerous. That which
is "owned by everyone" is actually owned by no one and falls apart.
A,company, corporation or state does not live or breathe and so it cannot
care for anything. The doubtless noble experiments of totalitarian communal
states such as Cuba or Russia starve and fail because of this one id6e
fixe: only the state owns. That leaves nobody to have or take care of
anything. Their enormous five year plans never materialize because their
tractors will not run. Their tractors won't run because they belong to
nobody. Saying they belong to the state is a way of abandoning them. A
company can't really own anything since it has no concept of ownership. And
you see how "company property" falls apart.
Look at it this way: You own those things that are in your charge. When
you take over a position you become richer by the things that go with it.
You stay rich as long as you keep them in good shape. You get poor to the
degree they go bad or won't work or get abused because you incautiously
lent them to a careless fellow worker. Righteous indignation because "you
messed up my typewriter" or "you scarred up my auditing table" is not
peculiar, it's quite in order.
Look around you and see what you own in your position. If two People use
it, only one, even so, can own it.
It is curious that around orgs my own personal possessions are given
good care. I never worry about my Mest being in org hands. And a lot of it
is. If it's Ron's, it's taken care of. That's a long standing observation.
But "company property" gets badly abused at times. If you figure that I own
everything in Scientology and you own the things that go with your
position, we'll have more and have it longer.
There are three kinds of possessions in Scientology organizations.
TITLE A: These are permanent installations, buildings, walls, radiators,
anything fixed in place.
TITLE B: Valuable equipment which is not expendable. These are desks,
typewriters, mimeo machines, blackboards, chairs, furniture, rugs,
decorations, cars, etc.
TITLE C: These are expendables. Office supplies, paper, chalk, stencils,
dust rags, mops, etc. They are issued on the understanding they will get
used up.
59
In inventorying and making up cards of issue to persons in charge, Title
A is issued to the head of the organization or department exclusively using
them. Title B is made up to the head of the department or the person who is
actually using them. Title C is issued to the person using the material.
Stock cards are kept on Title A and Title B. The administrative head has
to have a signature for Title A and Title B as having given it to somebody
who then signs for it.
No stock cards may be written as "Issued to Training Dept" or "Director
of Training". They are issued to Richard Roe, the person himself. The main
building is not issued to "Organization Secretary". It is issued to George
George, a person who happens also to be Organization Secretary. A car is
not issued to "Department of Materiel". It is issued to John John, who
happens also to be Director of Materiel.
When a person is transferred, his possessions are signed for by the
person, as a person, who takes over that position. And so long as the
person who owned them has failed to transfer them to the new person, he or
she can be charged up for them. Regardless of post transfers, the person on
the Stock Card remains the owner and is liable for any loss or abuse until
the possessions are actually signed for by somebody else.
If it exists somebody owns it and has signed for it. And until a new
person signs for it the old owner is liable for it regardless of his
whereabouts or new post.
Until it is signed for initially it is owned by the administrative head
and if anything happens to it or it is lost, the administrative head is
liable for it.
The stock cards should be stiff cards of good size kept in a box that
fits them. There is only one card per piece of equipment. The card says
where it is and what it is and when bought and has ample area for owning
and transferring signatures.
Cards are prepared from Inventory and are checked by Accounts records.
A new acquisition brings about a new card which is then signed for.
The head of the organization is accountable personally for any losses up
to July 1, 1964, which occurred during his term of office.
To dispose of Title A or Title B, or account for its loss, it is
necessary to survey it. This is done by a board of three executives of
departments who must see the equipment being disposed of or certify it as
lost. A Survey Board is liable for any falsification of records.
In organizations that have no Director of Administration, the head of
the organization acts in his capacity and is responsible for having Stock
Cards.
We are pretty good withal on the subject of equipment. Its loss or
damage is not one of our major problems. Only one organization,
Johannesburg, has gone mad on the subject where one Senogles, temporary
head of it, had a passion for "losing tapes and tape recorders".
However, we are expanding. Expansion needs some orderly ownership. There
is not very much Title A and Title B about so it is not a very heavy task
to organize it. If we straighten this out now, we'll save ourselves a mess
later.
Further, at this time inventories for corporation transfers have to be
done anyway, so we may as well get it all done at once.
LRH:gl.rd Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
60
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1965
Remimeo
EQUIPMENT
Equipment of all types in HCO and the Org must be specifically assigned
to divisions and departments and the Inventory Officer must have a
signature for every piece of equipment in the organization.
No single piece of equipment may be across two or more divisions. Each
piece must be wholly in one.
By equipment is meant any item costing more than f 5 or S 10.
If a piece of equipment is lost or damaged or neglected there must be a
division, department and a person that can be named.
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
61
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 OCTOBER 1967
Gen Non-Remimeo
OPERATIONAL, DEFINITION OF
A lot of trouble in the Sea Org comes from lack of gasp of what we mean
by
Operational.
Definition: AN ITEM THAT IS OPERATIONAL WORKS WELL WITH
OUT FURTHER ASSISTANCE OR ATTENTION.
This does NOT say that operational means something works. It works well.
It works without assistance or patch up or holding on to it. It works
without attention. It doesn't have to be continually watched.
The break down in mail comm stemmed in part from the Photocopier. The
error was not in the copier. The error was in having something around that
doesn't work well, needs continual attention, breaks down regularly. That
comes from not reading or understanding the Ships Org Book. Operational was
misunderstood. This Photocopier was wholly non-operational in that it had
to be continually nursed, was operated in bright light and took up tons of
time. Because it was there nobody simply typed a copy of the vital
dispatches. One must NOT keep non-operational things around or they must be
made operational by above definition.
Also the early Flag Order about fast communication being vital was not
complied with.
A costly mess resulted from delayed comm. All because OPERATIONAL was
not understood.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright (D 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
62
HUBBARD COMMUNICATIONS OFFICE
LONDON
Issued at Washington
HCO BULLETIN OF 28 FEBRUARY 1957
ALL STAFF, U.S. and LONDON
HATS
NOT HCO POLICY LETTER ORIGINAL CCLOUR FLASH NOT GREEN ON WHITE
Every Staff Department head in every organization should have a folder
in his desk in which to place all written material and bulletins which
apply to his job.
This is not a casual action. It is vitally important. It is his "hat".
This folder should be labelled, for example, "Director of Processing",
or "Indoc Instructor", or "HCO Secretary", or any such post.
The folder should then receive, after study, any policy letter or
executive order or HCO Bulletin applying in general or in particular to
that job.
If you do not have a complete hat, obtain from HCO or elsewhere the
missing pieces.
Also, and this is very important, write up and paste into the front of
the folder a full description of your job.
Only in this way can we have use of such orders and bulletins. Only in
this way could you be relieved in an orderly fashion for a vacation or
transferred to another post.
Please do this at once. Whoever is in charge of supplies can make a
folder available to you.
L. RON HUBBARD
63
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W.1
HCO POLICY LETTER OF 5 MAY 1959
POLICY ON SEC E.D.s AND HATS
The function of See E.D.s and HATS is to preserve the policy, lines and
shape of the organization.
However, when we make a staff the effect of the post too much we spoil
the necessity of the staff member creating his post and job. He ceases to
be at cause and cannot solve the problems of his post.
It is vital that HCO Area Sees at once get staff members to realize the
real role of Sec E.D.s and Hats and despite these to create the post
continually and handle the problems of that post. HCO Secs should insist
upon the necessity to be causative on a post while still abiding with
policy and purpose.
Let's get these staff members at CAUSE POINT.
The actual mechanics are these. The individual case-wise is being a
total effect of something (nothing to do with Scientology or his post). See
E.D.s and hats come in as a lock on this-not themselves bad.
The thing to do is get an individual on post case-wise up to cause by
modern processes, Then preach at him (1) Keep the post created and in line
and (2) Solve the problems of his post and handle things.
This is the path to raising (1) Dissemination, (2) Effectiveness of
Central Organizations and (3) Units!
Let's do it.
LR14:mp.rd Copyright (D 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
64
L. RON HUBBARD
CenOCon
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 SEPTEMBER 1959
HATS AND OTHER FOLDERS
There are three classes of folders permanently assigned to each staff
member of HCO
and the Central Org.
The first of these is a hat folder. In it should be included only the
hat write-up and policies issued wl-dch directly relate to the individual
post.
The second of these is a technical folder into which one places all
technical bulletins issued. These must never be put in one's hat folder.
The third of these is an organizational folder. All bulletins and policy
letters relating to one's job but only by reason of being a staff member
are included in this folder.
These folders are the following colours for your info and ready
reference:
Hat Folders are Blue
Staff Folders are Yellow
Technical Folders are Goldenrod.
THE KEEPING OF THESE FOLDERS
The responsibility of keeping these folders straight lies with the
individual staff member.
One must always have all the write-ups and policies governing his job
ready to hand in his hat folder. The reason for this is basically to keep
the structure of the organization in writing and straight for reference by
the staff member. There is also a great advantage here in having a complete
hat folder in one's desk when one is not present, for his duties and
functions can be looked up and done by another when he is on vacation.
Further, when one is promoted or posts are changed there is always a loss
of the bits and pieces, and the person new on post needs constant guidance
from the member leaving it unless all these bits are in the hat.
Random despatches, technical bulletins, general staff bulletins are
never put in one's hat folder. To do so is to thicken the folder up to a
point where it cannot be used for ready reference. This defeats the purpose
of the hat folder for the staff member himself and for his possible
temporary relief.
Letters and policies governing the fact of being a member of staff, such
as rules and regulations of HCO or the organization and hours and schedules
for this and that, all belong in the staff member folder. This should
include no technical.
All technical bulletins, policy letters and other technical matters, and
even one's own notes on the technical aspect of keeping one's job straight,
belong in a separate technical folder which, accumulating, becomes very
valuable to everyone.
This then is the way we keep our posts and positions and functions
straight in HCO as well as in Central Organizations.
These three types of folders are stored handily in one's desk and are
the only pieces of paper allowed in one's desk. (Never make. despatches or
comm material vanish off the lines and into a desk.)
If these three folders are in good order one has a ready method of
checking over all sides of his job and all policies relating to his job. If
one has his folders it is possible to break down his job into various parts
when the volume of the post gets too high so as to have exact write-ups of
instructions to pass over to newly acquired assistants.
Unless we have some visible record of our posts and functions we can
easily get into a confusion of lines and actions, which has been known to
bring chaos to an organization to say nothing of much extra work and Dev-T
to its individuals.
We have long since found that the old time 'organization chart' was
inadequate for our complex functions and actions. We have also found that
memory is inadequate in the supervision of posts and functions.
Your attention to and care of these three types of folders is
recommended.
LRH:brb.rd Copyright @ 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
65
Remimeo
Basic Staff Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I JULY 1965
Issue III
ALL DIVISIONS
HATS, THE REASON FOR
HAT: Slang for the title and work of a post in an org. Taken from the
fact that in many professions such as railroading the type of hat worn is
the badge of the job.
Organization consists of certain people doing certain jobs.
Disorganization consists of each person wearing all hats regardless of
assignment.
In a smooth organization that runs well and succeeds EACH PERSON WEARS
HIS OWN ASSIGNED HAT.
When a person has a job that belongs to another hat than his own, he
passes the job to the other hat.
Each staff member is a specialist. He specializes in his own hat.
When people wear only their own hats then one has terminals in the org.
If terminals exist then communication can flow correctly. If communication
can flow correctly then work gets done and the org can get in income.
TERMINAL-a point that receives, relays and sends communication.
If people present each wear any old hat or all the hats, then no
terminals exist, no communication can flow properly, work can't get done
and there is no income. There is chaos and it is an unhappy place.
In a green org staff members don't know what other staff members do. So
they don't know where to send things so they do them themselves. Worse,
they don't even know there is an org there. It is quite pathetic. Like
rookie troops or militia or a mob. Of course the place goes broke.
You can tell a good executive. He only hands out despatches and work to
the correct hats. A lousy executive hands the work to anyone handy,
regardless of title. He's in apathy and doesn't know there's an org there.
The whole theory of successful organization is to have posts that only
do specific things, to have sections and departments and divisions which
specialize, and to have people who only wear their own hats and know who is
wearing the other hats and send their work to them.
A train crew has a Conductor. He wears a Conductor's hat. It has an
engineer. He wears the engineer's hat. It has a fireman. He wears the
fireman's hat. Where do you think the train would get to if each of these
three didn't know who were the other two? The Conductor wearing the
engineer's hat would mean no fares. The fireman wearing the Conductor's hat
would mean no steam. And the engineer wearing the Conductor's hat would
mean no train going anywhere.
So beware of wearing other hats than your own, or of being ignorant of
what other hats are being worn. For nobody will get anywhere and you'll
find yourself overworked, dismayed and unhappy.
66
Each person to his own job and damn the fellow who tries to give you
things which aren't your hat and doesn't know there's an org there.
Realize that the basic theory of organization is this:
1. SO LONG AS EACH KNOWS AND WEARS AND WORKS AT HIS OWN HAT
ONLY, THINGS WILL BE SMOOTH.
2. AND SO LONG AS EACH PERSON KNOWS WHAT THE OTHER HATS
AROUND HIM DO, HE CAN GIVE THEM THEIR WORK WHEN IT COMES HIS WAY AND ALL
WILL BE SUCCESSFUL AND SMOOTH.
If you let somebody steal your hat (do your work for you that you are
supposed to do) that person will soon have you in trouble or have your job
so snarled it can't be done.
If you don't know who in the org is supposed to do what and make them do
their own jobs when those drift your way, you'll be overworked like mad.
If somebody tries to get you to do sornething that isn't your job on the
org board then FILE AN ETHICS CHIT FOR JOB ENDANGERMENT. For at the very
least that person is reducing income by not knowing the lines and posts of
the org.
When you are assigned an additional duty, make sure it is also properly
in your department or division or you'll be messed up.
Don't permit people to mess up hats around you or you will be in chaos.
Only organization can make your job smooth. And wearing your hat and
doing your own job and knowing and making other people wear only theirs and
do their own job, is the total secret of organization.
L. RON HUBBARD
LRH:mh.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
67
Remimeo
All Staff Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I JANUARY 1968
HAT WRITE-UPS AND FOLDERS INSPECTION OF HAT FOLDERS
(Excerpts from HCO Policy Letter of
January I Oth, 1958 and May 13th, 1964 rewritten,
SECED 707 SH 385 WW 9 Aug 1966, SECED 100 LONDON 26 Jan 1959)
WRITE UP YOUR HAT.
This applies to every staff member.
A copy is furnished the HCO Exec See WW.
By "Hat" is meant your job title and duties. It comes from Railway slang-
the trainman wears one kind of hat, the conductor another-thus "Hat" equals
what your job is.
A "Hat" is a permanent folder, in your possession, which describes your
duties on your post in full and which contains policy letters which
directly relate.to that post. The folder must be completely up to date.
When writing up your hat, put down your Division and Department number.
(Find yourself on the Org Board in the Comm Centre.) Then write down your
post TITLE (i.e., Mail Clerk, Cook, etc.). Then the PURPOSE of the post is
to be given, followed by the DUTIES of the post-to be numbered separately.
This write-up is a brief but complete account of your current duties, i.e.,
exactly what you are doing on your post at the time, not what you are
supposed to be doing or hope to do.
Write in the times things are done and where you work and who your
immediate senior is.
C
KNOW YOUR HAT-MAKE SURE IT IS KEPT CURRENT. You are responsible for
seeing that it is kept up to date.
Do not destroy old hat material. Forward anything now obsolete in your
hat to the Hats Officer, HCO Div 1, Dept 1, for master filing.
If you do not know what to do with anything in your hat, send it to the
Hats Officer, otherwise valuable details of the organization may be lost.
The Hats Officer may call upon any staff member at any time to deliver
up his hat folder, in person, for immediate inspection.
If the hat folder does not completely describe the post it covers and
the duties and procedure thereof, or if it is incomplete, or if it is in
gross error, the Hats Officer may notify the Dir Income to debit the
account of the person concerned to the amount of L2. 10.0 sterling; S 10.00
U.S., or equivalent in other currencies. If the folder is missing entirely,
the fine shall be Y.6.0.0 sterling or S25.00 U.S.
There is no limit to the number of times a folder may be called for or
the number of fines save only that only one fine may be levied for each
offence. Recentness of appointment shall be no excuse.
68
The Dir Income is authorized herewith to so debit a person's account on
notification from the Hats Officer. Any funds so derived shall be made part
of the Building Fund.
Scientology Organizations are complicated structures. The know-how is
contained in its hats. The structure becomes unworkable when posts and
duties become lost.
Proposed by a Board of Investigation
Len Regenass
Kevin Kember
Halldora Sigurdson
Tony Dunleavy Qual Sec WW
Len Regenass HCO Area Sec WW
Eunice Ford HCO Exec Sec WW
Tony Dunleavy Org Exec Sec WW
Ken Delderfield LRH Comm WW
Joan McNocher D/Guardian WW
Mary Sue Hubbard The Guardian WW for L. RON HUBBARD Founder
LRH:jp.rd Copyright @1968 by L. Ron Hubbard ALL RIGHTS RESERVED
69
Remimeo Staff Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JANUARY 1966
URGENT
LEAVING POST
WRITING YOUR HAT
(A copy of this should be clipped to every transfer
order issued in an org but failure to do so does not
relieve the transferee of responsibility.)
On changing post, it is vital for the staff member (executive or
general) to write up his or her hat for the post being vacated.
. copy is furnished the HCO Exec Sec WW.
. person is still considered to also be on any post he is vacating
until:
(a) A new person is provided for the post.
(b) He or she has written up a complete hat giving the duties, lines
and peculiarities of the post.
(c) Turned the hat over to the new staff member and a copy to HCO
Exec Sec WW.
(d) Turned over all the equipment and supplies of the post and
gotten a receipt for them signed by the new person on the post.
(e) Sent a copy of the items in (d) to the Supply Officer.
(f) Settled the new person in the post so that it is operating.
If these are not done, an organization goes to pieces on expansion as it
loses its lines and terminals and functions through promotions.
Staff members not doing the above may be called upon as responsible for
the actions, failures and materiel of a post for up to 2 years after
leaving it and his or her pay may be debited for any losses or damages in
the post vacated without complying with the above even though the loss or
damage was done by a successor.
Note that a person ordered to a new post is also responsible (regardless
of any other action by another to fill it) for seeing that the post is
competently filled before he is legally off it. This is of long standing
custom.
None of this exempts Personnel or executives from filling posts, writing
hats or accounting for materiel or supplies. But the staff member leaving a
post has the greatest responsibility.
L. RON HUBBARD
LRH:ml.rd Copyright (j) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
70
f
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
CenOCon Franchise Field
HCO POLICY LETTER OF 7 NOVEMBER 1962
RE-ISSUE SERIES (4)
CENTRAL ORGANIZATIONS EFFICIENCY
(Re-issue of HCO Policy Letter of May 22, 1959)
One could say with bitterness that the only place some Central
Organizations show self-determinism is the HGC and then only on processes.
We are getting too big to refuse to make decisions locally. If we are
going to bring self-determinism back to man, we'd sure as the devil better
display it in ourselves and on our jobs.
Once the basic purpose of a post or department is known, only two things
should then be necessary:
I Self-determined and responsible continuous creation of department and
post, and
2. Holding the communication lines rigidly in place.
I
No number of specific, detailed orders can remedy anything if these two
are not in existence. Specific, microscopic orders on how the job is to be
done is not only impossible but defeats the purpose of posts.
The unit depends utterly upon each department and post acting
causatively. The more problems that aren't handled by the department or
post receiving them, the more confusion develops.
. It is my job to appoint or confirm people on posts, to map general
strategy, to provide written communication and keep myself informed. If I
am impeded in doing that job, we'll never make it. And floods of requests
for decisions which are well within the power of central organizations to
make defeats us in two ways:
I It cuts my lines by jamming them and
2. Denies us general leadership and materiel. '
When I appoint or confirm a Scientologist on a post, I say "There, he'll
handle that area." I don't say "Now I've got some more nursing to do."
If we are to bring self-determinism to Man, we must be prepared to
exhibit it ourselves. Defining self-determinism as it applies to
departments and posts, is very easy-It is the willingness to decide and act
in a causative manner toward the traffic and functions of that post. When
we have a person on a post who is the total effect of that post, we have
the post caving in on him and the tendency to pull the organization in with
it. Only when the person on that post can assume positive and effective
cause do we have gains in dissemination, units, ARC and MEST.
There are two ways of being a total effect-just to fixate and act not at
all, just to disperse and throw everything off with resultant confusion to
all.
We must come to orderly cause point on every post. We must, we must, we
must.
The full statement of function of every post is necessary or we have
duplication of effort which we can't afford. But why beyond that do people
demand decisions by others? Information they need. Traffic they need. A
rigid communication system and exact lines they need, but decisions?
71
How psycho can you get? Given information and the purpose anybody can
make a decision. Unless he's batty.
Right here and now I declare us to have become of an age to grow up.
Here we must decide, are we to have a Mussolini empire where only Rome
could decide? Or are we to have tightly run departments and posts, taking
their own causativeness over their functions and traffic.
True, I'm pretty clever about things. And I'm handy to have around. But
I rebel at making slaves. If I cannot teach you to stand on your own two
feet on your post, I've surely failed. You've got to be willing to be
hanged for mistakes and not tremble for fear of making them. Be right on a
majority of decisions, and don't be wrong on any important ones. But if.
you are you'll only be hanged. How come your neck is so precious when mine
isn't?
Yes, it's important what you decide. Yes, it's the survival of your area
at stake if you're wrong. But why be timid about it? The whole place will
wither and die where you are if you aren't causative. The man or girl on
the post is the one who puts life in it.
We have attained now
I . Our technical know-how
2. Our method of progress into the society-HAS Co-Audit
3. Our best form of organization (6 departments).
And we can only be stopped now by failure to be causative, correct and
decisive on our posts.
We're playing for blood. The stake is Earth. If we don't make it nobody
will. We're the sole agency in existence today that can forestall the
erasure of all civilization or bring a new better one. If we aren't willing
to be hanged for our mistakes we'll surely fry for them.
So, let's get causative, each and every one.
LRH:gl.rd Copyright @ 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
1 4
72
L. RON HUBBARD
CenOCon
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I APRIL 1961
HOW TO DO A STAFF JOB
If you want a higher level of dissemination and a higher unit or salary,
the way to obtain them is simple.
I . Do your own job.
2. Insist that the other staff member do his-but don't do it for
him or her.
Example of error: HCO See is so busy being D of P or D of T, no hats or
tech bulletins get checked. Result: randomity. Assn See is so busy being
Dir of Accounts, no executive supervision and assistance occurs. D of P
does so much Admin, no technical results happen. Etc., etc.
You can wear several hats. The point is, do them, not other hats.
Every time you do the other fellow's job for him or her, you cover up a
camouflaged hole. People who are camouflaged holes make Dev T. The next
thing you know you are protecting the ineffective, have a large number on
staff and get no work done and get no unit.
Let the ineffective either sink or get audited. Don't protect them.
Do your own jobs.
Refuse to do the other fellow's.
Make ineffective staff members look like ineffectives by leaving the
hole open, not hidden.
Don't hide bad work from executives. Your game is not to protect the
goofballs but to get a show on the road.
So please do your own job and do it well.
Even if an executive asks you to do somebody else's job-don't. Say,
instead, "Am I transferred?" If the answer is no, tell him to get lost.
I'll back you up.
Do Your own jobs. What are they?
And you'll see-you'll have wider dissemination and higher income.
Every hour you spend off post doing somebody else's job is an hour lost
off your lines. They catch up with you. Only then could you become frantic,
overworked, dispersed.
So Please. Do your own job and let the other fellow reap the hurricane
if he doesn't do his.
I do my own job. I have pretty exact hats. They are Research, Writing,
Dissemination, Goals, Justice and higher level personnel. Every time a
staff member goofs, it tends to roll on up and knock my hats sideways.
So please handle your own job. That way the world will prosper and so
will we.
L. RON HUBBARD
LRH:ph.rd Copyright (D 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
73
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1967
Remirneo
Org Exec Course
POST, HANDLING OF
Handling your post contains an element which is easily overlooked but
without which you may have many troubles hard to trace.
IN ESSENCE YOU ARE WEARING MY ADMINISTRATIVE HAT FOR THAT POST.
You may wear the hat letter perfect and yet have a miss. As it is my hat
really, no matter how small the post is, it has to be worn as I would wear
it. The air and attitude of how it's worn is important.
Many an HCO Sec in the old days successfully got out of a tough problem
by asking, "What would Ron do in this situation?' And did it and all worked
out.
Therefore it is worthwhile to know how I would go about things.
I could detail for hours the admin indicators and admin technology I
use. But you've got the bulk of it already in org policy letters.
There are only a few things I might add that would help.
One is that I work exclusively on the "Greatest good for the greatest
number of dynamics."
I believe that to command is to serve and only gives one the right to
serve.
I have to be, above all things, effective and cannot fall short of being
effective or explain ineffectiveness away.
I never compromise with a situation to be agreeable.
In handling something I figure out if I want to play that game or not
and if I don't I won't. And if I don't I will do anything needful to
disconnect from it and if I do I will do anything I can to win it.
There is at least one, however, that is wildly out in many executives.
And that is how I handle other posts.
My entire concentration is to put the person on a given post that
possibly can handle it and then let him or her get on with it.
The difference is this: others put a person on a post and then hammer
and pound him with orders as to how to handle it. If the appointee gets in
trouble, others give him streams of orders and directions.
I don't. If a person has been trusted with a post I also trust him to
handle it.
If he or she obviously can't, I find another person who possibly can.
I give a person on a post a lot of chances. I know posts are hard to
handle. But if the statistic goes down and down and stays down, and no
admin or tech advice has
74
been of any avail, I don't hammer away with streams of orders. I just find
another person.
This I know is a greater plus and minus than people easily tolerate. The
plus is that I extend complete trust to an appointee. The minus is that, if
the stat is down and WON'T come up, I find another person. There is no in
between streams of directions or nagging.
Also, after a time, I grant that people can change and give a removed
person another chance. I don't consider they will be bad forever. When I
handle a situation that is bad I handle it according to the greatest good
for the majority of dynamics. Then, when it IS handled, I usually try to
pick up individuals who have had to be shot in the handling. I don't forget
them.
You will see me handle situations ruthlessly and bring it all off and
then you may not see that I try afterwards to patch up whoever had to be
shot.
People also try to teach me that it is useless to try to salvage a gone
dog, a low stat failure who had his chance. I refuse to learn it. I still
try.
As time goes on I even love my enemies but after I have rendered them
powerless to stop us.
I put a person on a job and let him or her get on with it. I don't act
unless it is obvious the roof is falling in. Then I find somebody else who
possibly can hold it. And also I patch up the fellow I had to remove and
some day give him another chance. Evidence of this is all around.
I don't try to force a job to be held by streams of detailed
instructions once failure is apparent. From the moment I see it isn't being
held to the moment I appoint somebody new I will myself act to hold the
post in any way I can, no matter how distant it is. But my attention is
really on finding a new person to appoint and when that's done I get off
the line and let him get on with it.
It makes a far more forceful organization to handle things this way and
a far happier one in the long run.
A person always knows, with me, if his job is secure. If his stat is up,
it is. I'll not admonish or permit him to be pushed about.
This may seem to be a brutal way to go about things but remember this:
We are a few and we have an enormous area to salvage that long ago went
down for the third time. If we fail it is improbable the job will ever
again be done as, on evidence that the problem still exists, it has never
before been solved in all the past long ages. So we can't really take
chances. Not with the whole human race. So we- do our jobs and see that our
jobs are done. We have a trust which, if we fail it, condemns ourselves,
our friends, our future to continued oblivion. So we mustn't fail. Or
permit others to fail. And that is how and why we ARE getting the job done.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
75
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 FEBRUARY 1968
Remimeo
Quickly.
ETHICS AND ADMIN
SLOW ADMIN
The secret of any executive success is the ability to Complete Cycles of
Action
The operative word is COMPLETE.
Ability is the ability to complete a cycle of action, to handle the
matter so it does not have to be handled again.
Referral is irresponsibility. Executives who refer to others to make a
decision aren't executives. They are irresponsible or are afraid of
responsibility. People who are afraid of taking responsibility are not
executives. They are labourers.
An executive who doesn't handle but puts something on wait is also
irresponsible. Slowing an admin line by not acting NOW is also suppressive.
Suppressives cannot complete cycles of action. They either act in an
altered direction or they continue an action beyond any possible
expectancy. In either case they do not COMPLETE.
THEREFORE this ethics policy is brought into being:
EXECUTIVES WHO DO NOT HANDLE MATTERS SO AS TO COMPLETE THEM, WHO REFER OR
SLOW ADMIN ARE LIABLE TO A COMM EV ON A CHARGE OF OUT ADMIN.
L. RON HUBBARD
Founder
LRH:jc.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
76
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MAY 1968
HANDLING SITUATIONS
The only tremendous error an organization makes, next to inspection
before the fact, is failing to terminatedly handle situations rapidly.
When I say terminatedly handle I mean finishedly handle. That it is
handled and that's all, boy!
The fault of an organization's woffle, woffle, woffle, Joe won't take
responsibility for it, It's got to go some place else, and all that sort of
thing, is that it continues a situation. It just goes on and on and on
until it finally gets somewhere, goes snap, and that would be the end of
that situation. So what you ought to do is complete action now, in the
first place.
The other day I was looking at why I used to have a high stat
businesswise and cinewise and otherwise, and I suddenly realized I was
peculiar in the vicinity in which I operated. I ended cycles, I could end
more cycles in less time than any organization could dream up. In other
words I was concluding actions.
Ending cycles doesn't consist of shooting people. It consists of seeing
that it stays handled.
One of the things that has happened in the past is that I have had to
rehandle. Situations I had handled became unhandled some place and I had to
rehandle them again.
What you should specialize in is terminating the end of a situation, not
refer it to somebody else.
If the situation comes up in your vicinity well, handle it-that is
finish it off so that is the end of it.
Somebody comes along saying (natter, natter, natter). I've caught too
many of these guys. Finally I handle the situation, if it hadn't been
handled up to that point. He hadn't been handled up to that point.
When you have got this guy, handle him. Handle him, so that the fellow
is handled from here on to the end of time. Don't try to patch it up so
that it won't cause any trouble.
You have to be on the ball to do this, very much on the ball. An example
was a dissatisfied steward. The guy was going around serving up spanners in
the soup. He's going around, and he's going around and he's going around.
Well, let's handle it right there, now, when he wants the situation
handled. The guy appears for his pay and that's it! Do you get the idea.
It's finished right now.
Please quit continuing situations by reference. Handle! You can develop
more traffic internally, more upsets, more ARC breaks, than anything you
can mention by simply continuing to shunt the responsibility for ending the
cycle of action. That is all it is, just a refusal to take responsibility
for ending a cycle of action.
Somebody comes over to the Registrar to Sign up. Does she have to refer
to eight different terminals as to whether or not this person is permitted
to sign up? No. She either signs the guy up or she doesn't sign the guy up.
Take responsibility for the various cycles of action. When you have;
taken responsibility for them, let's hear no more about them any place.
LRH:jc.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
77
Gen Non Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 APRIL AD 15
Issue III
ALL DIVISIONS
HANDLING THE PUBLIC INDIVIDUAL
We have learned the hard way that an individual from the public must
never be asked to DECIDE or CHOOSE.
Examining experiences we have had, I finally saw there was a hidden
datum we had not been aware of in our orgs and particularly in handling the
public. I finally dug it up and here it is:
TO DECIDE ONE HAS TO UNDERSTAND.
Examining our big org chart you can see quite plainly that Understanding
is higher than the point of public entrance into processing.
Example: Mr. f is offered Particle A. He can accept it just because it
is offered. He does not have to even perceive it or talk about it or
recognize any condition. He needs to see only two things-(a) That it is
being offered by somebody or something (source), and (b) that Particle A
exists. All you have to do is show him where to obtain it and that it
exists. This is acceptance without decision. Therefore he can have it.
Example: Mr. J is offered Particle A or Particle B. Now we have an
entirely different situation. Mr. J must compare Particle A and Particle B
in order to see which is best. Therefore he must see where each comes from
(source), that each exists, establish the condition of each particle,
communicate with and about them, perceive them, relate them to each other
(become oriented), understand them, be enlightened and finally decide
(establish own purpose). If he can do this Mr. J can choose which he should
have, A or B. If Mr. J can't do all these tliings, Mr. J is overwhelmed,
gets confused and takes neither. One has asked Mr. J to jump up a lot of
levels. Actually the ordinary Mr. J, when raw meat and even not so raw,
would have to have a Grade IX Certificate to obtain a Grade I Certificate.
And that of course is impossible.
The door, then, is barred utterly for the majority of people into any
department or function or org, let alone the promotion and accounts
functions.
The moral is very plain. Never ask anyone in the public or field to
Decide or Choose.
Erase from our org patter "Which do you want, Mr. JT' Don't ask which
course, or what pin or what book or which auditor or what door or what time
he or she wants to start anything or which door or which road or which
membership.
Cultivate totally on a staff a didactic but pleasant approach. "Your
intensive starts -." "This is your next book -." "Your next course should
be taken on -." "Go to the third door." 'I see you're a pc. You go up to
the second floor
11
Erase even the banal "What do you wish?" or "What can I do for you?" as
even that throws confusion into it.
Example: Miss N has heard of processing. She wants some. She never did
decide to want some. She just wants some. Now to ask her to decide anything
about it blunts that purpose. It is a thin purpose. It quivers. Don't ask
her does she want a book or want training or want a pin or want anything
else. Say only "Ah. You want processing.
78
That is a good thing to want. Be here on Monday and bring funds." That's
all. For heaven's sakes don't sell her processing or books or alternate
schedules or ask her if she can pay or anything. That want is frail at
best. Don't crush it! If she says timidly, "I only have - funds," say,
"Good. Bring them, you can owe the rest. Be here on Monday."
In short MAKE Miss N RIGHT for WANTING, thus intensifying the want. Make
her RIGHT when she talks about money. Then, being right, she can come in
Monday. Simple. Chances are, even if she works, she'll still come in.
When she comes in she says, "I'm Miss N. I'm here for my processing."
Reception MUST say, "Ah. You're Miss N. Good. There's the Accounts window.
Sign up there." The Accounts says, "Here's the slip. Sign here. Take the
slip to Room - ~" Reception says, "This way Miss N." Estimations says, "Let
me have your Accounts receipt. Good. That's fine. Have you been processed
before? No? Well, you soon will be. This way please. Your auditor is
waiting." The Auditor says, "Over here, please." Adjusts the pe's chair,
etc, and sits down and says, "Start of Session." At its end he says, "Be in
this room at -" for Miss N's next. And so on. When she gets her Grade
Certificate she's told, "That means you're a Grade I preclear. Get the book
- down in reception. It will tell you all about Grade IL" Miss N throughout
is never anything but 8c'd. The general promotion told her what to want by
saying she could have it. She expresses the want. The org people say,
"That's a good thing to want. You can have it." And give it to her.
That's all.
Just as you'd never ask a pc which command he wanted, you never ask the
public individual to decide.
You can teach them anything, particularly the truth. But never ask them
to decide.
By processing up through the grades this person will soon begin to see
and be there and understand and decide. And she'll surely decide she's a
Scientologist as it's true all the way!
This is new Admin tech.
You will see us knocking out now all requests to choose in all promotion
and in all routing of the public in an org. If we do so we will succeed
beautifully.
THEFUNDAMENTAL
see why.
There is an even deeper fundamental at work here. It is quite startling.
You cannot get a flow without agreement. Examine your ARC triangle and
you'll
This is why an org won't flow traffic when Policy is out or not formed.
That's why any policy, agreed upon, is better than points of individual
decision on flow lines.
It's not that people can't decide in orgs. They can. But when a staff
member makes an individual decision not laid out by policy, the flow stops.
Thus all flow and traffic lines including people and money and
despatches will flow smoothly and rapidly only so long as the decisions
that can be made are also part of policy and are simple decisions.
THE RAPIDITY OF PARTICLE FLOW ALONE DETERMINES POWER.
79
Thus an org's strength and its sphere of influence and domain are all
regulated by the speed of flow, both inside and outside an org!
And an org particle inside or outside an org (promotion, books, people,
money) flows as fast as it's free of independent, unagreed-upon decision
points.
Example: A flow line can go to A or B. Unless policy says "If it's above
80 it goes to A. If it's below 80 it goes to B," then that particle becomes
the subject of a decision that is not covered by policy and the flow stops.
You can have a lot of choices on a Comm line or traffic line but none
may be random choices made by an individual at that moment. The flow will
stop, not because the decision is wrong but because the next point on the
flow doesn't know what it really is and so can't handle it except slowly or
by stopping it at least to think it over.
An org full of individual decision points not covered by group
understanding is no org at all and will fail. It is a bunch of individuals
working at cross purposes-each person okay, but the combined strength of
the "org" is only that.of one person in a state of confusion!
When the public is also being asked to decide about coming into an org
full of individual decision points you get a total collapse.
The new Org Board overcomes all this. It has the choices laid out by
policy and org form and formula. So it can grow, will be easy to work in
and will remain a happy place unless somebody puts in some new decision
points not on the chart. The result will be stopped flows, no traffic, no
money, no org.
Never put in an "Individual random decision point" on a chart! That's the
moral.
Then all staff can look over and see easily on what's decided where.
A multiple decision point can work providing only that all the decisions
to be made are already known to all. Take a Communicator. She has to make
many "decisions" that are known in advance. Which basket does what dispatch
go into? That's an easy multiple "decision" providing the Org Board is easy
to read and staff understands it and is doing the jobs for which they are
posted. The line stops when the posts cross or aren't being handled, or at
an "individual decision point" not then easily knowable to the staff.
This was the main problem in working out the 1965 Org Board. For the
first time even my own post was being clarified by the need for knowable
decision. Every post on the Board is like that. And it was all worked out.
It could not have been worked out at all unless I had found some of the
most fundamental formulas of this Universe. The type of pattern used kept
one org going for 80 trillion years, believe it or not. And to that were
added some very basic laws that had been overlooked by that outfit and
which caused its eventual decay. It couldn't correct itself!
We aren't actually radically changed by the Org Board as all our own
customs are functional on it also.
But it will flow and prosper as long as the decisions to be made are
known already. Example: A bill disputed decision = deposit sum in Reserved
Payment Account and get the bill straight then pay right amount. Example:
Policy says Blue Students. They seem to be aquamarine coloured not blue.
Report it to the Inspection and Reports Dept with all data. Inspection and
Reports inspects and reports to the Office of LRH and policy is adjusted
everywhere. Now we can handle aquamarine coloured students-or see that the
Office of Estimations is forbidden to wear sun-glasses while estimating!
And while the policy is under adjustment we stick by known policy until
adjusted.
Frankly, the 1965 Org Board pattern, as posted, gives all the routing hats
and
80
therefore the "decisions" are already visible. If a flow stacks up or a
basket fills, or trouble occurs, we have an overload or an absence or an
injected "individual decision point".
Far from robbing anyone of self determinism, the 1965 board is welcomed
by sighs of relief. Even I was glad to get my own work onto it. The whole
room went bright when I cognited "Gee, this is what everyone is trying to
do to me; make me an individual decision point!"
One puts one's baskets and one's "hands" into the lines and acts on the
lines. One doesn't put his decisions on the lines as the lines then hit
him! A postulate or a decision is too close to a thetan's identity! It
confuses him and makes him feel hit personally by the Communications when
he has to newly decide on each one. If the decision is already there, A or
B, he can then route with his "hands", not with himself If he is always
newly and randomly deciding he gets carried eventually on down the comm
line himself and goes off post! A thetan can handle a vast volume of action
so long as he doesn't have to make a strange or fresh decision in each act.
We can tell in orgs who is making fresh individual decisions as that person
has to bring each of his own dispatches in personally. (We call it,
"bringing a body".) He routes himself too! Only a Communication runner who
is involved only with who and where can do this safely as her decisions are
known beforehand. Thus she can move on lines with impunity. Note that she
only stops when she has to figure out who has now gone where and why she
was not informed! Otherwise a Communications runner could go through fire
and war with impunity without a pause so long as the who and where are
known. Thus an investigation's personnel cannot also be a communications
personnel without going half mad! But an investigation's personnel with her
set of "who to look for and where" can move swiftly too! They (the
communications personnel and the investigations personnel) have entirely
different previously known decisions to make. Both are who, wheres. But the
comm who, where is the comm station of a known person. And the
investigation who, where is composed of types of whos and reported wheres.
The purposes are different. The comm personnel sees to whom and where and
delivers. The investigation personnel sees what and finds out whom and
where and reports. Other staff must know what decisions these two will
make. Other staff sees a jam of traffic and will feel comfortable if a
Communicator predictably sends an expeditor to help clear the jam. Also,
seeing a confused area, other staff will feel all right about it if an
investigator pops up and finds out what and whom and reports it accurately
for a predictable decision. Thus a staff trained in the pattern of
decisions that will be taken by the various departments only complains when
somebody green puts somebody else's traffic on their lines or leaps in
investigating the maintenance men when it's a bulldog a pc brought to
session that's howling. Things get predictable. One sees a pile of traffic
growing, one knows an expeditor will show up. One sees a student blowing,
one knows an investigator will show up. One can live in a predictable
environment. One gets nervy only in the presence of unpredictable
decisions. Want to know why wog courts make people nervy9 Who can predict a
wog court decision? Who can even predict the sentence man to man for the
same crime? It's not knowing that makes men stupid. Part of knowing is "In
a given situation what should be decided?"
Only a new knowledge of universal laws has made it possible to make,such
an org pattern, for its decisions are then basic in every person and the
universe in which we live. We need only avoid bank dramatizations to own
the lot.
L. RON HUBBARD
LRH:jw.rd
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The above Policy Letter was reissued on 13 October 1970 without
change. A revision was issued on 15 December 1972 deleting the first page
and a half. This revision should be studied in conjunction with Policy
Letters on sales closing techniques which appear in the 1972 and 1973 Year
Books.]
81
Rernimeo
Dissern. Sec
HCO Exec Sec
Dir of Promotion
Promotion Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 NOVEMBER 1965
THE BASIC PRINCIPLES OF PROMOTION
The following points are a summary of the basic principles of promotion.
It is important that you understand them and apply them in your promotion.
1. The basic principle of promotion is to drive in more business than
can be driven off by a service unit or mistakes can waste. This applies to
any promotion anywhere.
Never allow your standard of how many people should be brought into the
org to be set by any other division or part of the organization. Promote as
far above as possible the present operating capacity of the organization
and you will win.
From this it follows that Tech or any other part of the Org can never
tell the Dissemination Division when or how many customers to bring in or
that "we can only handle 10 preclears this week". It is the job of
promotion to drive in as many preclears as possible. It's up to Tech to
find the space and the auditors.
In other words, promotion must be so huge and effective so that even if
other divisions are blocking the line or driving people off so many people
are being crowded into the org by promotion that it makes up for any waste
done by other parts of the org. You get the idea. It's not flattering but
it is the stable datum that successful promotion anywhere operates on. By
the way, the error does not necessarily have to be within the org. A bus
strike could temporarily prevent people from across town being able to
start the HRS Course. Promotion should have promoted so much the Course is
still full despite such an error.
The motto of promotion could be "we shall overcome-by numbers
Despite
any errors we bring in so many people into the org continually or sell so
many books
that even if the body registrar drives them off at gun point enough will
get through to
keep the statistics rising."
2. If a promotional programme does not seem to work find out where it is
not being applied-don't Q and A and abandon the programme. Spot instead the
non-compliance which is preventing it from gbing into operation.
3. Later promotional programmes will not work if earlier ones have not
been executed. Example: the programme is to send out fliers to sell bla bla
to all buyers of foo-foo's. But it turns out that the original programme to
compile a list of the buyers of foo-foo's off old invoices was not done
therefore a flier to sell bla bla can't be sent to buyers of foo-foo's. And
since the invoices were burnt up by some long gone suppressive (let's say)
the original programme can't be carried out.
What to do?
Don't give up or abandon the programme of selling bla bla to buyers of
foo-foo's. Get clever and dream up some other way of compiling the list you
want. Maybe it's as simple as a notice in your local newspaper or a
questionnaire to everyone in your files: "Did you ever buy foo-foo's?"
82
SUMMARY
Having a successful promotional programme consists of getting it
executed. If it seems to not be working, spot where it isn't being done.
The non-execution could be years earlier in a fo.-mer programme which was
not executed.
We have had lots of workable programmes in Scientology. It takes no
cleverness to dig them up and use them. There is no need to embark on new
programmes until the earlier programmes are completed.
Let's take the Franchise programme as an example. The original order
given to an ex-Franchise See years ago was to get all Franchise holders
trained at Saint Hill. Years later we find that that order has only been
partially carried out. The Franchise programme bogged down at exactly that
point. Now, the whole matter is being handled by getting the current
Franchise Officer to carry out the original order.
The cleverness required in promotion is not starting a new programme or
carrying out a programme. But cleverness is required in getting an old
programme executed when the means to get it executed no longer exist; such
as when a mailing list has been lost and you need to devise a means of re-
compiling the list.
Finally, promote until the floors cave in because of the number of
people-and don't even take notice of that, just keep promoting.
L. RON HUBBARD
LRH:neg.rd
Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
83
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1965
Rernimeo
All Staff Hats AllDivisions
Qual Div Hat Check on all Staff
THE PROMOTIONAL ACTIONS OF AN ORGANIZATION
(Contains 129 Actions that ensure
solvency and are vital in an org)
When one hears that an Org or a Division, a Department or Section or
Person has been ordered to promote, the question can be asked "What does
this mean?"
Some suppose it means get an incredibly brilliant new idea that has
never been done before. Another thinks it means hiring an ad agency.
Somebody else may think it means telling lies or working confidence tricks.
It is none of these things.
Only in emergency promotion does one need new ideas and these most often
consist of how to accomplish a long neglected action in some other
department one doesn't have control over. The brilliance required here is
how to get your part done anyway.
PROMOTION means, to make something known and thought well of. In our
activities it means to send something out that will cause people to respond
either in person or by their written order or reply to the end of applying
Scientology service to or through the person or selling Scientology
Commodities, all to the benefit of the person and the solvency of the org.
Now do you see that a staff member smiling is sending something out that
will make someone respond and think better of the staff member and the org.
That comes under the definition of Promotion. A janitor making the steps
clean is presenting something (the view of clean steps) that will make both
himself and the org a bit better thought of. A mail clerk doing up a neat
package is sending something out that will make the org well thought of. Do
you see?
So any action that makes the staff member of the org visible and well
thought of is promotion.
Furthermore any job in the org well done makes it possible for others to
promote but not done makes it very hard to promote or makes it impossible
altogether. Every task in the org contributes to promotion. And without
promotion there is no job.
There are, however, very standard promotional actions which we
concentrate on in an org.
ROUTINE PROMOTION
Through the years orgs have developed various standard promotional
actions which invariably achieve results if done.
Today these actions are woven into the standard organizational pattern
as administrative activities.
If an org follows the organizational pattern and does what the hats say,
then it will be promoting with no further strain.
The promotion ideas and patterns as they now exist are never at fault.
Only failing to do them is at fault.
Promotion only fails because of non-execution.
Without promotion one has insolvency.
Promotion without adequate delivery of service or commodity will
eventually fail to deliver income.
84
2.
3.
4. 5. 6.
7.
THE PROMOTION ACTIONS
The Standard Promotion Actions of an Org, by Division and Department
are:
(Note: There are other actions in these portions of the org. These are
only the Promotional Actions.)
1. RCO AREA SECRETARY - Co-ordinates and gets done the promotional
functions of Division 1.
DEPARTMENT 1 (Dept of Routing, Appearances and Personnel) sees that
the org; has a good clean appearance.
Sees that personnel are properly dressed, well-conducted and give the
org a good tone.
Requires Reception to make known free introductory lectures to all
callers.
Has books on display at Reception.
Keeps staff from collecting in Reception Centre and talking
Scientology before callers.
Controls public notice boards of the org and makes sure they also
feature org services available.
8.
9.
Routes people swiftly and accurately to the required services.
DEPARTMENT 2 (Dept of Communications) - Keeps a complete Address File
in such shape that mailings are wide and sent to people who will
respond. Never lets go of an address or a mailing list and keeps them
all properly corrected and up to date and in proper categories for
ready use.
10. Sees that mailings go out promptly and on schedule.
11. Sees that internal despatches are swiftly delivered and are in
accurate form.
12. Sees that letters and orders arrive safely and are quickly handled
and not
overlooked.
13. Oversees stationery and typing quality so that communications going
outside
the org look smart and sound bright.
14. DEPARTMENT 3 (Dept of Inspection and Reports) - Sees that the org is
there
and functioning.
15. Sees that Suppressives and enturbulative elements do not block
dissemination.
16. Sees that service is accurately given and that no squirrel tech is
used.
17. Prevents the phenomenon of no-case-gain by spotting Potential Trouble
Sources and handling.
17 a. Ethics gets case resurgences by finding the right SPs.
18. HCO DISSEMINATION SECRETARY - Co-ordinates and gets done the
promotional functions of Division 2 and makes the org and services
known to Scientologists.
19. DEPARTMENT 4 (Dept of Promotion) - Issues magazines on schedule.
20. Properly presents services in ads in org magazines and mailings.
21. Does promotional pieces for Publications Dept.
22. Executes planned promotions as laid down in Sec Eds.
23. Compiles promotional pieces and programmes for issue to
Scientologists.
24. Sees that the files, addresses and requirements of persons interested
in
Scientology are used to the full.
25. DEPARTMENT 5 (Dept of Publications) - Sees that good quantities of
books
are in stock.
85
31.
32.
33. 34.
35.
36.
37.
38.
39.
40.
41.
42.
46. 47.
26. Sees that books and mimeos look well when completed.
27. Ships swiftly on receipt of orders.
28. Issues the technical and policy materials of the org to get in Pol
and Tech.
29. Gets promotional pieces printed.
30. Gets pins and insignia in stock and ensures broad issue so they will
appear in the
world and thus disseminate.
Sees that book fliers (handbills) are shipped out regularly to
Scientologists and
book buyers.
Sees that tapes are available and that presentation of them is of
good tone
quality.
Sees that any cine material is available and ready for broad use.
DEPARTMENT 6 (Dept of Registration) - Letter Registrar works to
accumulate questionnaires and mail from those responding to
promotion.
Follows exact policy and gets out floods of mail to all possible
proper
candidates for service.
Keeps Central Files right up and in excellent shape and adds all new
names of
buyers of books and services.
Uses Central Files to the limit to produce business and routes
everyone in it
individually in accordance with the routing sheet on the back page of
Auditor
10 , by employing Gradation Charts and sending them out marked and
devising
other means of utilizing CF to produce business.
Sends out questionnaires with all offers wl-dch detect people's plans
for training
and processing.
Accepts Advance Registration and encourages more advance registration
until
her months ahead are scheduled full of students and pcs.
Does Phone Registration in City areas in addition to other
registration actions
such as Letter Registrar.
Registers everyone who comes in for service as pleasantly as possible
with due
regard for the solvency of the org.
ORGANIZATION SECRETARY - Co-ordinates and gets done the promotional
functions of Division 3.
DEPARTMENT 7 (Dept of Income) - Persuades payment of cash or increase
in
purchase whenever possible.
43 a. Collects outstanding notes by monthly statements.
43 b. Collects outstanding notes through Field Staff Members via Dept 17.
44. Gets all mail orders invoiced and/or collected so they can be shipped
at once.
45. DEPARTMENT 8 (Dept of Disbursement) - Keeps bills paid in such a way
that
the org is in excellent credit repute. (Promotes with good credit
rating.)
Gets salaries accurately and punctually paid to keep staff happy.
DEPARTMENT 9 (Dept of Records, Assets and Materiel) - Gets proper
quarters to make the org look good, whether for momentary or
permanent use
for all divisions.
Keeps materiel of org bright.
Acquires reserves to give a reputation of stability to org.
48. 49. 50.
Keeps staff clothing issued and in good order (in those orgs providing
uniforms).
51. TECHNICAL SECRETARY - Co-ordinates and gets done the promotional
functions of Division 4.
86
52.
61.
DEPARTMENT 10 (Dept of Tech Services) - Makes the customers happy and
glad to be there.
53. Gives brisk service.
54. Acquires for the org a reputation for swift and excellent handling of
people.
55. DEPARTMENT I I (Dept of Training) - Gives excellent training. (The
soundest
possible promotion quickly mirrored in numbers enrolling.)
56. Routes dissidents quickly to Ethics and slows to Review.
57. Briskly and punctually schedules classes.
58. Accomplishes lots of completions.
59. Turns out very competent auditors whose excellence promotes the
Academy
(or College at SH) and Scientology.
60. Writes letters to possible prospective students to get the Academy
(or College at
SH) full. (This is an old, old activity of the D of T who never
depends on
Registrars or magazines.)
Makes sure the excellence of training that is there is bragged about
in
magazines, etc.
62. Gets students (Free Scientology Centre) to find new, raw meat pcs of
their own
around the town and audit them for student classification and gets
them to
bring such pcs in for Release examinations and declarations (during
which they
get routed through Registrar who presents the award) and refuses any
for
classification in cases already known to be a paying pc of some org
or auditor.
DEPARTMENT 12 (Dept of Processing) - Gets excellent results on all
pcs.
Becomes well known for standard tech.
Spots SPs and PTSs early and routes to Ethics. Routes bogged cases
quickly to
Review.
Takes responsibility for all cases in the whole area where the org
is.
Makes auditors look and act professionally outside the HGC so people
will have
confidence in them.
Insists on clean, attractive HGC quarters and helps Materiel to
achieve and
maintain them.
Gets pcs in such good shape they are walking advertisements, for the
HGC and
Scientology.
Writes letters to possible pcs (the D of P has had this duty for 15
years).
[Deleted per P/Ls 15 Dec'65 and 4 Feb '66. Now appears As 85a. I
63. 64. 65.
66. 67,
68.
69.
70. 71.
72.
73,
74.
75.
76.
77.
78.
79.
QUALIFICATIONS SECRETARY - Co-ordinates and gets done the promotional
functions of Division 5.
DEPARTMENT 13 (Dept of Examinations) - Makes sure no untrained student or
unsolved case gets past.
Finds the real errors in any failures (no student or pc ever gets upset if
the actual error is spotted-they only get upset when a wrong error is
found).
Refuses to get so concentrated on "validating people" that errors are
overlooked for this backfires also.
Routes those passed quickly to Certs and Awards and those failed quickly to
Review and routes any Ethics matters discovered promptly to Ethics.
DEPARTMENT 14 (Dept of Review) - Quickly repairs any flat ball bearings
turned out by the Tech Division so they will be no discredit to org.
Gives brilliant standard isolation of any errors in students or pcs-
discovers them with ease.
Repairs thoroughly.
87
80.
81.
82.
83.
84.
85.
Makes a continual effort to get failed cases in the field or ARC Broken
Scientologists in for a Review.
Sends to Ethics all Ethics matters discovered. Cultivates an aura of
effortless competence.
Review makes the dissatisfied satisfied with the Org by remedying all tech
misses.
DEPARTMENT 15 (Dept of Certs and Awards) - Issues credentials that
will be. seen around-pins that people will wear, certificates they
will hang up, cards they will show.
Never issues anything falsely as it will be hidden or discredited.
Issues literature to all new releases and other completions that tells
them what they have attained and what next to do and encourages them
to do it.
Heavily promotes auditors outside the org to bring in their pcs for
examination and Release declarations.
85 a. Pushes along the Free Membership programme and makes sure Accounts
sends a
bill for the next year's Membership the moment the six months expires
AND IS
ITS STATISTIC.
86. DISTRIBUTION SECRETARY - Co-ordinates and gets done the divisional
promotion functions of Division 6 and makes Scientology and the org
known to
the broad public.
87. DEPARTMENT 16 (Dept of Field Activities) - Advertises to the broad
public.
88. Advertises and holds Congresses, Open Evenings, etc.
89. Sees that the Introductory lecture and non-classed courses use no
words that
will be misunderstood and make people want to buy training and
processing
and offers it.
90. Furnishes lecturers to groups.
91. Gets books placed in book stores reviewed and in the public view.
92. Acquires new mailing lists.
93. Sends out excellent info packets.
94. Guides in new body traffic.
95. Works on the public not on the Scientologists already known to
Divisions I and
2.
96. DEPARTMENT 17 (Dept of Clearing) - Recruits and handles Field Staff
Members to get in pcs and students for the org (and collect past
debts).
97. Keeps in touch with Franchise Holders and keeps them informed.
Carries out all FSM and Franchise activities and makes them head
people
toward the org.
99. Treats the whole departmental activity as salesmen are handled by any
other
business org.
100. Trains the FSMs and Franchise Holders and makes them financially
successful.
101. Gets all commissions owed promptly paid to encourage earning more
commissions.
102. Gives FSMs and Franchise Holders things they can use to disseminate
and
select.
103. Advertises and conducts an Extension Course.
104. Invites Scientologists to ask that Info Packets be sent to friends
and relatives.
105. Finds and encourages the formation of Scientology Groups and
Registers them
and offers certificates.
106. Sends out mailings to Groups.
107. Registers Franchise Centre names.
88
108. DEPARTMENT 18 (Dept of Success) - Contacts by letter all ex-pes and
students of the org. They should be written to at widening intervals
after leaving org.
109. Collects by letters or verbally successful applications of
Scientology.
110. Issues stories of successful application.
III,
Handles press.
112. Makes Scientology popular or the thing to do.
113. Sells Scientology to governments and broad social stratas.
114. Issues projects of application to advanced Scientologists,
particularly those projects involving artists or public figures.
115. Acknowledges the activities of Scientologists busy out in the world.
116. Appoints Committees of Scientologists in various areas and groups to
advise on improvements of the civilization.
117. Encourages broad public (lay) memberships.
118. Gets spectacular wins posted on the Org's public notice boards.
119. Condenses wins into data of interest for mags and as handouts.
120. Makes a Catalogue of successes with various processings on various
conditions.
121. Encourages and publicizes various applications of Scientology.
122. LRH COMMUNICATOR - Sees that Executive communications fly and look
well and that promotional See Eds are followed.
123. DEPARTMENT 19 (Office of the Org Exec See) - Oversees and gets
execution on all promotional actions and functions in his or her four
divisions.
124. DEPARTMENT 20 (Office of the HCO Exec See) - Oversees and gets
execution on all promotional activities in his or her 2 HCO Divisions
and the Executive Division.
DEPARTMENT 21 (Office of LRH) - The Advisory Council closely watches
gross divisional statistics and quickly acts to handle any division of
low gross divisional statistic. Acts to get into action all dropped or
neglected standard promotions.
The Advisory Council develops new ways of making old promotion as
inherent in the org (detailed above) more effective and better
executed. It never neglects old standard promotion to too strongly
concentrate on new promotion.
127. Primarily it handles Secretaries and acts through Secretaries of
divisions to get all the promotion actions done.
128. As Financial Planning sees that pricing of everything sold is not too
high to discourage the public and not too low to make the. org
insolvent.
These are the standard promotional actions of a Scientology
organization.
Any org not in a high state of solvency and activity has omitted some or
a
majority of the above.
It is almost impossible to fail to succeed if one just does the listed
actions.
There is a great deal of busyness connected with them. But they are
essentially
simple actions. Most of us have been doing them for years.
If there is any mystery felt about them, then one either hasn't read his
policy
letters or is in disagreement with promoting at all.
Actually it is too simple. I am often amazed when people want me to
write tens
of thousands of words to describe these actions.
The thing to do is do them. Then one quickly gets the "hang" of them.
And they
are easy.
As usually one at staff level is concerned with only one or two of these
they are
89
very easy to learn all about and do. The thing to know is (a) they exist,
(b) they are essential actions and (c) their details must be done for them
to succeed.
I have made no attempt here to review the org or old promotions. All
I've done is write what I would expect to have happening in any org or
division of any org if I wanted a successful org. I've listed things which,
if missing, would cave in a Division or the HCO or Org portions.
A far more thorough analysis could be done. This is only a list of the
essential actions. If less than these are done one will have poverty not
prosperity.
If one can't get them done in an org, then there is something awfully
wrong.
When a staff member is in a part of the org that is in emergency or
danger, he, not being a high executive, often feels he can do nothing. This
is foolish. Solvency is not made by high executives. It is made by doing
one's own job.
Every action in every department is linked with promotion. To get out of
emergency or danger one must first promote. That means, do the action that
promotes in one's department or section or unit.
Solvency and org wins are made up of the small actions of the staff all
added together.
Read again how promotion is defined. Read what is the promotional action
of your immediate zone in your org. Ask yourself if you are giving it A you
can. Then maybe you will understand whether you should be solvent or
insolvent.
There is no other magic about it.
The one fatal error in promotion is to get so involved in worrying over
things not your zone of promotion that you do not thoroughly execute your
own role in promotion.
The most successful course of action you can follow is to do your part
of the promotion in your own zone and do it so well it makes up for any
shortcomings that might happen elsewhere iii the org. Always promote more
than can be wasted.
And also promote as a person and staff member. Even if you may not be an
auditor, you never know what your smile, your helpfulness and your quick
attention to another's confusion or difficulty might have cured.
Your actions and presence are meaningful and valuable too, you know.
L. RON HUBBARD
LRH:ml.rd
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
Note: Promotional Action 122 in HCO Policy Letter 20 November 1965 is
cancelled and in its place is:
122. LRH COMMUNICATOR - Sees that Ron's postulates stick! Sees that his
comms fly, look well and that Ron's (not EC's) EDs are complied with.
(HCO Policy Letter 22 May 1968, Issue 11)
(Note: Deletion of Promotional Action 71 and addition of 17a, 81a and 85a
have been done per HCO Policy Letters 15 December 1965 and 4 February
1966.]
[Note: Considerable evolution has occurred since 1965, and this Policy
Letter should be studied in conjunction with its revision of 15 April 1973,
in the 1973 Year Book.]
90
Rernimeo
All Public
Div Hats
86.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 MAY 1969
Issue III
PUBLIC DIVISIONS PROMOTIONAL ACTIONS
(Addition to HCO PL 20 Nov '65
Promotional Actions of an Organization)
PUBLIC PLANNING SECRETARY: Co-ordinates and gets done the Divisional
promotional functions of Division 6 and makes Scientology and the Org
known to the broad public.
87. DEPARTMENT 16 (DEPT OF PUBLIC RESEARCH AND REPORTS): Discovers the
Ethnic values of the local area.
88. Sees that Ethnic data is correctly evaluated for assimilation and
adaption.
89. Makes sure Ethnic data is provided for use in Rehabilitation and
Promotion Programmes.
90. DEPARTMENT 17 (DEPT OF PUBLIC REHABILITATION): Sells Scientology to
Governments and broad social stratas.
91. Works on the public not on Scientologists already known to Divisions I
and 2.
92. Makes Scientology popular and the thing to do.
93. Uses the media of Press, TV, Radio.
94. Issues projects of application to advanced Scientologists,
particularly those projects involving artists or public figures.
95. Appoints committees of Scientologists in various areas and groups to
advise on improvements of a civilization.
96. DEPARTMENT 18 (DEPT OF PUBLIC PROMOTION): Advertises to the broad
public using what is acceptable and valuable (Ethnic values).
97. Produces promotional material for Press Releases, TV Scripts, Book
advertising using Ethnic values.
98. Gets books placed in bookstores reviewed and in public view.
99. Acquires new mailing lists.
100. Sends out excellent info packs.
101.
102.
Invites Scientologists to ask that info packets be sent to friends and
relatives.
PUBLIC ACTIVITIES SECRETARY: Co-ordinates and gets done the Divisional
promotional functions of Division 7.
103. DEPARTMENT 19 (DEPT OF FACILITIES, SCHEDULES AND PUBLIC EVENTS):
Plans and organizes Public Events.
104. Advertises and holds Congresses, Open Evenings, etc.
91
105. Furnishes lecturers to public-bodies and groups.
106. Plans and conducts lecture tours and special events.
107. DEPARTMENT 20 (DEPT OF ACTIVITIES): Guides in new body traffic.
108. Makes sure Public reception area displays full data making
Scientology real to the Public and includes nothing that would
overwhelm or confuse.
109. Sees that the Introductory Lecture and non-classed courses use no
words that will be misunderstood and makes people want to buy training
and processing and offers it.
110. Advertises and conducts an Extension Course.
111. Encourages broad public (Lay) Memberships.
112. DEPARTMENT 21 (DEPT OF SUCCESS): Contacts by letter all ex-pes and
students of the org. They should be written to at widening intervals
after leaving the org.
113. Keeps bad cases and flopped students out of the field by sending all
who fail Key Questions directly to Review at the cost of the
Organization.
114. Collects by letters, or verbally, successful applications of
Scientology.
I 14A. Acknowledges the activities of Scientologists busy out in the world.
115. Encourages and publicizes various applications of Scientology.
116. Makes a catalogue of successes with various processings on various
conditions.
117. Issues stories of successful application.
118. Condenses wins into data of interest for mags and as handouts.
119. Gets spectacular wins posted on the org's public notice boards and in
Success booklets at Reception.
120. Makes sure morale in the Org is high, with Chaplain picking up any
loose threads in Ethics matters and seeing they are cleared up and
that people do not fall off the Org board.
121. Quickly acts through the Chaplain's Court Unit to resolve any
disputes of a Civil nature among Scientologists.
122. Advertises and conducts a successful Sunday Service.
123. DISTRIBUTION SECRETARY: Co-ordinates and gets done the Divisional
promotional functions in Division 8.
124. DEPARTMENT 22 (DEPT OF FIELD RECRUITMENT, ESTABLISHMENT AND RECORDS):
Recruits, appoints and establishes FSMs, Groups and Franchises.
Registers Franchise Centre names.
Finds and encourages the formation of Scientology Groups and registers
them and offers Certificates.
127. Recruits Field Staff Members to get pcs and students into the Org and
collect past debts.
92
128. Gets all commissions owed promptly paid to' . encourage earning more
commissions.
129. DEPARTMENT 23 (DEPT OF FIELD TRAINING): Trains the FSMs and Franchise
holders and makes them financially successful.
130. Treats the whole departmental activity as salesmen are handled by any
other business org.
131. Carries out all FSM and Franchise activities and makes them head
people towards the Org.
132. DEPARTMENT 24 (DEPT OF FIELD SERVICES): Keeps in touch with the
Field and keeps them informed and supplies them with advice and data.
133. Sends out mailings to the Field.
134. Gives FSMs and Franchise holders and groups things they can use to
disseminate and select.
LRH:TM:ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Tom Morgan Public Exec See WW Jim Keely Qual See WW Bruce Glushakow HCO
Area See WW Ad Council WW Edie Hoyseth HCO Exec See WW Allan Ferguson Org
Exec See WW Tom Morgan Public Exec See WW Rodger Wright LRH Comm WW Leif
Windle Policy Review Section WW Jane Kember The Guardian WW for L. RON
HUBBARD Founder
93
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 AUGUST 1965
Issue 11
Remimeo
CLEANLINESS OF QUARTERS AND STAFF
IMPROVE OUR IMAGE
There is no quicker way to depress income and public goodwill than to
have dirty quarters and slovenly staff.
While we know it takes income to make a place look smart and to have
elegant quarters, this is not the point of this policy letter.
Clean floors, walls, woodwork and service rooms require very little.
Clean washrooms and proper paper towels and tissue are an ordinary
requirement.
As the world goes more beatnik it is hard to keep up a standard of
cleanliness and good order.
But it can be done.
And for the sake of income and goodwill it must be done.
The world has been educated by business to a tradition of clean quarters
and smart service. We must at least equal that.
Staff should be uniformed in orgs that can afford it. A clean well
dressed staff inspires confidence and begets the payment of bills and more
service.
The private Scientology practitioner fails mainly on his personal lack
of professional address to his clients and his personal dress is sometimes
pretty grim. This is what costs him his income.
An org, to get anywhere at all, has to look like a real org and its
staff must look like professionals. Until they can be uniformed, they can
be clean.
Similarly, until you can have really swanky quarters you can at least
have clean quarters, walls, WCs and things picked up.
A clean sot of quarters and a neat, professional looking staff can
increase your income by about 500%.
IMPROVE OUR IMAGE.
L. RON HUBBARD
LRH:ml.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
94
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JUNE 1969
Rernimeo PRO Course Checksheet Div 6
THE ORG IMAGE
A poor org public image can cost an org 9/10ths of its income thus
greatly curtailing pay and facilities. It can lead to trouble with the
area. It can reduce the expansion of Dianetics and Scientology to near
zero.
When important people enter an org and find its premises messy,
themselves and their requirements neglected, the org not only loses their
fee, it also loses the important friends who would actively protect it.
If an org and its staff displays a downstat image, public confidence in
Dianetics and Scientology is shaken.
By showing a good org mock up we are living examples of what Dianetics
and Scientology can do.
There are several zones which comprise the org image.
1. Premises, particularly the entrances and interview and service areas.
These should be neat, not cluttered up with baggage, paper, tattered
notices or unsightly things.
2. Public comm lines. Letters and mailings should be correctly addressed
with the right name and not sent to several addresses for the same
person. The appearance and tone of any mailings and communications
should be good and not offend. "Friendly and agreeable responses" was
the first order I ever gave to an org.
3. Staff. Appearance and attitude to the public.
4. Service Delivery, assurances of.
5. Publicizing values of service.
6. Publications, appearance and suitability of distribution.
7. Alliances with suitable groups and leaders, with due regard to local
"ethnic" values. (Publicly admired values.)
8. Eradication of enemies on public lines with due regard to local
ethnic values (publicly detested values).
9, Alignment of promotion with things publicly admired and against
things publicly detested.
10. Advertising, effectiveness, suitability and lawfulness of.
11. Membership expansion.
12. Group expansion.
13. Expansion planning of facilities.
Contemporary "Public Relations Officer" duties in business firms are not
as embracive as the above 13 points. These are loosely classified as
follows (quoted from their texts).
"I. To keep management informed of public opinion, and of events and
trends likely to affect its reputation.
"2. To advise management on the policies and actions it should adopt
in order to gain and keep public good will; and on the likely
effects, in terms of public opinion, of any policies and actions
dictated by other factors.
95
'3. To apply public relations techniques to solve problems in which the
company's reputation is at stake and to maintain a continuing, positive
programme of action to secure good will, presenting the company in all
its aspects to all its audiences by every appropriate means of
communication.
"The executive side of the public relations man's work includes the
company's relations with the press, radio and television; the production of
many kinds of printed matter, including company reports, house magazines,
wall charts, brochures and even books; films and film strips; exhibitions;
the design of company stationery; the way a firm receives its visitors; a
watching brief on the way it answers its telephone calls, writes its
letters, handles complaints; its policy on donations to charity and an
infinite variety of items beyond. "
We often hear that we should hire a public relations firm to do all
these things. The catch is that these firms have a high personnel turnover
and new men on the "accounts" have to be rebriefed continually.
We have in the past hired contemporary professional PRO men AND THEY
LAID THE FOUNDATION OF OUR DIFFICULT TIMES WITH PRO ACTIONS.
In Dianetics and Scientology we have gone up against a totalitarian
conspiracy using "mental health" to control populations. This was not a
normal PRO atmosphere as encountered by business firms. It began with war
where the enemy controlled all news media and governments.
We had to be very very good indeed to live through it at all. Our
"public" does not understand this. They are accustomed to sleek untroubled
firms selling them "Wheaties the Breakfast of Idiots" or "go Slow gasoline"
or "You too can be insane".
So in Dianetics and Scientology we have a job in PRO which far exceeds
the usual company demands.
In ordinary PRO actions we have not done too badly in the past. For
instance our people handling Congresses make the U.S. Democratic Party
Convention PROs look like rank amateurs.
The enemy has used all available PRO and Intelligence techniques to hold
us back, and as the enemy also controlled many key government figures, this
has been a very rough time.
That we are alive at all and expanding shows we have not done too badly.
The enemy is definitely losing.
The reason for this is INTEGRITY. By and large our people are sincere.
WORD OF MOUTH is a public relations comm line superior to press, radio,
television or Mr. Big.
Radio, press and TV only seek to create "word of mouth". This term means
what people say to one another.
By standing for what people think is good and opposing what people think
is bad greatly speeds WORD OF MOUTH.
We will go as far as Dianetics and Scientology work in the hands of
auditors and no farther.
The enemy, lacking integrity, word of mouth and workable tech has not
won despite total control of governments, press, radio, TV and all standard
PRO media, plus financing in terms of billions.
Thus we see that there are three commodities above contemporary PRO
concepts. These are:
A. INTEGRITY
B. WORD OF MOUTH
C. WORKABILITY AND USEFULNESS OF PRODUCT.
96
All the PRO advices and direction will not prevail if the above three
things are not an integral part of "the company" PRO planning.
How much a product COSTS has some bearing on whether or not it is used.
But unstabilizing prices, we have learned (such as a small increase) is
utterly deadly. And reducing prices does not actually increase sales in our
experience. The exception is the granting of 50% scholarships and giving
certain courses as Field Staff Member prizes. And here it does seem that
the STATUS value outweighs the monetary saying appeal. Therefore STATUS
INCREASE is a vital part of the product.
However, whether Dianetics and Scientology have been at war or not, the
first 13 points are what we would consider routine PRO actions which, if
neglected, would result in heavy income losses.
A staff idling in reception, offhand handling of callers, wrong address
or names
misspelled drive off customers. Aside from simply blocking sign-ups these
points also
REDUCE CUSTOMER STATUS. I
As our organizations are built (due to tech concentration) on handling
the individual, any PRO must be very alert to any point which would seem to
the "customer" to diminish his status.
A PRO should himself look at the given points from the viewpoint of an
important potential "customer". Would the org environment and handling
attract or drive off an important person (let us say, the Mayor) as a
"customer". If the answer is "yes" in any point, then the Org is losing up
to 90% of its income through these PRO omissions.
If a staff is poorly paid or the premises are poorly furnished,
cluttered or dirty then the error lies in either the I st 13 or the above
A, B, C points of PRO.
A PRO in advising actions to the EC (and he should have direct access to
the Executive Council or Management) should be very wary of killing off the
Org's vitality with too much militant control. The PRO also has the staff
as a public. If one wants to clear sandwich-eating staff off reception the
best way is to start a campaign for a staff lounge, get it and then forbid
staff to clutter up reception.
The PRO in accomplishing PRO points is of necessity a creature of ideas
even in getting his routine PRO actions done.
The enemy we have had gets very high points on I to 13 (onlitting 4,
assurances of delivery and 7 and 8 Ethnic points). Dianetics and
Scientology orgs get rather low points on I to 13 (excepting 4, 7 and 8
which they do well).
Dianctics an ' d Scientology orgs do well on A, B and C. The enemy
utterly
collapses on these.
If Dianetics and Scientology orgs did well on all points (1 to 13 and A,
B and Q the battle would be won in very little time.
If a PRO is not working to bring points I to 13 and A, B and C all into
full operation in his area, he is not doing his job. If he is doing all
these things he is a very very valuable PRO and should be given every
possible assistance on his job.
L RON HUBBARD
Founder
LRH:ek.cs.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
97
Remimeo
PES Hat
Dir Eth Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I DECEMBER 1969
(IMPORTANT OR G BD CHANGE)
APPEARANCES IN PUBLIC DIVS
The Appearance of the Org and Staff is transferred out of Department One
which becomes the DEPARTMENT OF PERSONNEL AND ROUTING and may still be
called RAP but should be changed on the org board.
In accordance with HCO Pol Ltr of 29 Nov 69 NEW PUB DIVS ORG BOARD:
APPEARANCES comes under the Department of Ethnics Div 6, Dept 16, Ethnic
Acceptable Appearance Section.
The Public Exec See therefore is directly responsible for the appearance
of the org, its staff, its literature and publications so far as appearance
and acceptability go.
Appearances never worked under Dept L "Image" is actually a PRO function
and it is of vital interest to the Public Exec See as otherwise his
promotion may be dulled or rendered null. Appearance can even cause him
much trouble.
The IMAGE of an org and its staff and its literature and publications
actually is a form of projection into the public.
The reason it is in Dept 16 is that this is the first department of the
Public Divisions. Also it is something which has to be fitted into the
values of the population where the org is located. They have definite
ethnic ideas of what an org would look like, what a staff would dress Re,
what the literature should look like if any of these had a command
position.
It is always easy when one has millions to spend to make a commanding
image. The trick is to make it without its costing more than one can
afford.
One has to make the money before one makes the full image.
materials.
There is much one can do-and has to do-at no financial cost or at a low
price.
One can paint up a place with volunteer help for the cost of rented
machines and
Staff individual areas of responsibility ("Cleaning Stations") should be
assigned via the HCO ES so that all areas of an org are covered. If one has
a cleaning service this is still necessary as there is such a thing as
litter. Newspapers, magazines, typewriters, machines-no cleaning service
handles these. That is staff action because it's staff use.
Where one does not buy the staff its clothing one can still insist on
clean hands, fingernails and cut hair, bathed bodies and brushed teeth,
polished shoes and so on. It's poor advertising indeed when a staff member
is dirty and unkempt.
When one has money and an Ethnic survey has determined what the
population thinks a professional looks like, one can buy the staff clothes
that forward a highly professional image to create public respect and
confidence. Remember in this survey as in all Ethnic surveys, one does not
copy professionals in the society as they haven't done a survey. One is
interested in looking like what the public thinks a professional looks
like. This is moderated of course by what the staff will then be proud to
look like.
98
Reception and staff manners are part of appearances.
An auditor's bad breath or body odor can cost you quite a lot of gained
ground. So this is part of it also.
A noisy atmosphere near auditing rooms or in reception, radios playing,
staff chattering can spoil an image.
Children flying about and babies' nappies hanging are about as far as
you can get from a professional image. Do all right for the Congo maybe but
even there 1 can't imagine a ju-ju being taken very seriously in a hut so
equipt.
The way to spoil an org image is of course to subdue or kill what
successful Sen. orgs have always been noted for-a happy, friendly, busy
atmosphere. So the use of heavy ethics to produce image compliance is
murderous. Pride is the primary reason for good appearance.
So staff cooperation and enthusiasm for the project is worth thousands
of conditions seeking to force them to work for an image. Modern schools
are so backward they don't teach personal appearance, manners, cleanliness.
And a lot of staff just don't know any better and have to be taught what
they weren't taught in schools.
Fighting to obtain and improve a suitable image is inevitably quite a
task. If the org had lots of money it could buy its image. Bat without lots
of money the image has to be gradually built. Cleanliness and neatness are
the primary building blocks to respect in most societies.
An org without money has to have an image to make money but an image
costs money and the org hasn't any. That's a typical problem. "We should
have a building like the new Life Insurance Skyscraper" leaves the problem
unsolved. There is a gradient between. You can pay so much rent you just
work for the landlord or the bank. Or the rent is so high you can't afford
enough space to earn the rent. Problems like that crop up.
If the Tech-Admin ratio of 2 Admin to I Tech is kept and even brought
toward I to 1, and if promotion is excellent and effective and tech service
and org service is good, it is easy to lay aside enough to earn new
quarters. So the image can be improved.
Similarly literature quality is desirably very high. But its cost can
rise to a point where it makes promotion too costly to be engaged upon.
That has happened several times to orgs where they went overboard on too
posh literature.
Quality of presentation of tape recordings-sound quality-definitely
comes under Dept 16 now.
The org image is in the care of the PES. I trust he does well with it.
L. RON HUBBARD
Founder
LRH:Idm.ei.rd Copyright@ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO P/L 2 October 1970, Appearances-Clarification, Volume 6,
page 53.1
99
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 6 JULY 1959
Issue 2
Convert Sec E.D. Ceno
OUTFLOW
Outflow is holier, more moral, more remunerative and more effective than
inflow. The order of priority of staff action follows for any department or
staff member: I . Outflow to general public using any comm particle or
body, 2. Inflow of income producing comm particles, 3. Outflow of finished
work or reports to other org members, 4. Inflow of orders, requests,
information from other org members. Give priority in terms of time as above
and increase your unit.
L. RON HUBBARD
LRH:gh.rd Copyright (D 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
100
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
Issue III
Gen Non
Rernimeo
SCIENTOLOGY ORGANIZATIONS COMMUNICATIONS
SYSTEM: DISPATCHES
(Revises HCO Policy Letters of 8 April
1958 and 13 December 1962)
An intra-organizational dispatch is a simple thing. You can keep a copy
if you wish, but only one copy (the original) goes and comes back.
When writing a dispatch, address it to the POST-NOT the person. (If a
person changes post, or leaves, if you address the dispatch to the post, it
will be received by the new occupant of the post, but if you address it to
the person, then if the person leaves it may not be received and handled.)
Set up a dispatch as follows: (for information or advice)
Example:
Mimeograph Officer
Supply Officer
Dear
or for a request or an order:
Mail Clerk via Dir Comm
HCO Area Sec
Dear -1
Please see that .......
(date)
Your order of (message).
(complimentary close)
I Signature
(date)
. (order or request).
(complimentary close)
Signature
This form is used so that when it is ready to be returned, an arrow can
be drawn pointing to the post to which it is to be returned, eliminating
the need to write it. If the message is one that should go in your hat,
either put it in your hat and acknowledge sender, or write it up for your
hat, returning the original to sender. If the
101
dispatch comes to you from a junior always insist the junior has attested
"it is okay". If you in turn wish to send it on, you too must attest "it is
okay" and send it on. If it is not OK return the dispatch to the originator
stating briefly why it is not OK.
The receiver handles the dispatch and retains the dispatch until such
time as it has been completely handled. If it is a matter which involves
days or weeks, you can dispatch the sender stating that such and such is
being attended to and expected to be complete within a certain time-but
retain the original dispatch until job is done, then return it to sender
marked "DONE". Do not return the original with "It's being attended to".
Originals only return with "DONE" or "Can't be done". Otherwise the
communication stays incomplete.
When replying to a dispatch, put down the date of the message.
Dispatches are handwritten. Executives, other than Exec Secs, should not
have their dispatches typed by a secretary except where the dispatch
contains large volume.
COLOUR FLASH SYSTEM FOR DISPATCHES AND LETTERS
The colour flashes for paper for divisions are as follows:
HCO Division I -HCO Division 2 -Division 3 -
Division 4 -
Division 5 -
Division 6 -
Division 7 -
Division 8 -
Division 9 -
Gold
Light pink or violet
Deep Pink
Green
Grey
Yellow
Brown [Public Division Flash Colours
Orangeadded per HCO PL 23 May 1969.1
Blue or White
White paper is also used for letters to the field, business houses,
Board minutes, and for manuscripts and research notes.
Copies of letters written are on the colour flash of the division writing
the letter.
WRITTEN REQUESTS
If you have a request, put it in writing. Do not go to the person and
expect him to carry your request around in his head. Personnel are not
supposed to present their body, nor their body with a dispatch to other
personnel except for actual conferences which are kept to a minimum. Few
things need conferences. Dispatches take care of 99% of organizational
business.
COMM CENTRE BASKETS
The Comm Centre contains a basket for each staff member. Each basket is
tagged with the person's name and underneath the name is their post or
posts. Each person is responsible for delivering his own dispatches to the
proper baskets and for picking up daily his own dispatches. Do not fail to
pick up your dispatches at least twice a day (once in the morning and once
in the afternoon-make your own schedule). But do not let dispatches pile up
in your basket.
In larger orgs a Comm Centre and separate Divisional Comm Centres may be
instituted. The Comm Centre would consist of one basket for each division
plus a basket for L. Ron Hubbard and an outer org OUT basket. Each
divisional comm centre is placed in the divisional working area with a
basket for each staff member in that division plus a divisional in-basket
and a divisional out-basket. An HCO dispatch courier would be responsible
for delivering dispatches into the divisional in-baskets and from the
divisional out-baskets into the comm centre baskets. The sec sec is
responsible for the distribution of dispatches from the divisional in-
basket to staff members' baskets.
102
ORGANIZATION BOARD
Keep abreast of all post changes. As the Org Board is changed, the Comm
Centre baskets are changed. Always know who is occupying what post so that
when you deliver a dispatch you will always know whose basket it goes in.
If you are not sure, check the Org Board.
RESPONDING TO COMMUNICATIONS
Handle your dispatches daily. Do not let them stack up on you. When
someone sends you a dispatch let them hear from you. Do not get the
reputation of 'I hesitate to send so and so a dispatch because I don't know
when I'll hear from it, or if I'll ever hear from it.' DO NOT LET YOUR
DISPATCHES DEAD-END. When you let your dispatches (or letters) stack up on
your desk, you are in actuality chopping the comm lines of the organization
and in so doing chopping your own pay cheque.
ANSWERING LETTERS
Secretaries who type letters should always take care to staple the
carbon copy on top of the incoming letter-do not use a paper clip. In
answering letters, answer their questions. Give them the information they
are seeking. Use the gradient scale method. DO NOT FAIL TO ANSWER THEIR
QUESTIONS. If you don't know the answers, find out.
ORIGINATED DISPATCHES
The purpose of the secretarial unit is to type answers to letters. Most
all intra-organizational dispatches can be handwritten: this saves time in
putting them on tape (when you could be writing them yourself) and saves
the transcriber's time for replying to letters. Stay in communication with
other staff members and with our correspondents. If you don't handle your
dispatches properly don't reply to the sender, as 1 said before, you are
cutting your own pay cheque.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The two earlier issues of 8 Apr '58 and 13 Dec '62 were the same
basic issue as the above Policy Letter, with a few changes reflecting the
evolution of the Comm System and the Org Board.
13 Dec '62 was a straight reissue of 8 Apr '58-as part of the Reissue
Series (7)-with minor changes such as the inclusion of a salutation in the
dispatch example, and in the first paragraph under Comm Centre Baskets,
addition of a phrase, "(except in some larger Orgs, where there is a
Communicator for this purpose)" after the sentence saying each person is
responsible for picking up and delivering his own dispatches.
4 Jan '66, Issue III (above) gave two dispatch examples instead of one as
given in both earlier issues, showing the different routing for information
or advice and for a request or an order; added the second half of the last
paragraph on page 101 re including the attestation "it is okay" on a
dispatch; updated the Colour Flash System in line with the 7 Division Org
Board, which in the earlier two issues had been based on type of dispatch,
report, letter, carbon copy, etc. as opposed toDivisional colour flash; and
deleted a second half of the paragraph entitled Written Requests, which
read, "We have a Comm Centre where dispatches are to be placed. Place your
dispatches in the person's basket, not in his hands. IT IS ANXIETY ABOUT
COMMUNICATION ONLY THAT CAUSES PEOPLE TO JUMP THE LINES. There may be,
however, a few exceptions: emergencies, or if you have a large article that
would not fit into a Comm Centre basket. The point is, do not run around
all day handing people dispatches, nor put them down on someone's desk.
This tends to interrupt their work and causes confusion on the lines." It
also added the second paragraph under Comm Centre Baskets re Divisional
Comm Centres; and under the paragraph Answering Letters, after the
sentence, "Give them the information they are seeking," deleted "-but do
not try to sell them a course and an intensive if all they want is some
information concerning an ad we are running."]
103
HUBBARD COMMUNICATIONS OFFICE
LONDON
HASI POLICY LETTER OF 6 NOVEMBER 1958
THE THREE BASKET SYSTEM
Effective immediately, each Admin personnel is to have a stack of three
baskets.
The top basket labelled "IN", should contain those items still to be
looked at.
The middle basket, labelled "PENDING", is to contain those items which
have been looked at but can not be dealt with immediately.
The bottom basket, labelled "OUT", is to contain those items which have
been dealt with and are now ready for distribution into the comm lines
again, or to file, etc.
LRH:ph.bt.rd
[This P/L was reissued without change as FC P/L of 15 November 1958.]
Remimeo
All Staff Hats
Staff Status 2
Check Sheet
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 MARCH 1966
All Divisions
Revised Reissue of HCO Pol Ltr
of 15 Nov 1958
THE THREE BASKET SYSTEM
L. RON HUBBARD
All personnel assigned a desk and a specific stationary working space
are to have a stack of three baskets.
The top basket, labelled "IN", should contain those items and despatches
still to be looked at.
The middle basket, labelled "PENDING", is to contain those items which
have been looked at, but which cannot be dealt with immediately.
The bottom basket, labelled "OUT", is to contain those items which have
been dealt with and are now ready for distribution into the comm lines
again, or to files, etc.
LRH:lb-r.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
104
Cent. Orgs Franchise
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 JUNE 1964
RE-ISSUE SERIES (19)
ORGANIZATION POSTS -TWO TYPES
(Re-issue of London HCO Bulletin of April 24, 1959)
We have two types of posts in an organization:
I . Line posts
2. Fixed Terminals.
A line post has to do with organizational lines; seeing that the lines
run smoothly; ironing out any ridges in the lines; keeping particles
flowing smoothly from one post to another post. A line post is concerned
with the flow of lines, not necessarily with the fixed terminal posts at
the end of the lines.
An example of this is a Communicator. His job is mainly keeping
communications flowing smoothly from one terminal to another. Any time
there is a stop in the flow of communications, he straightens it out.
Other'examples of line posts are HCO Area Secretary, Central Files
Promotion Liaison, Training Administrator, and Processing Administrator.
A Fixed Terminal post stays in one spot, handles specific duties and
receives communications, handles them, and sends them on their way.
L. RON HUBBARD
LRH:jw.rd Copyright @ 1964 by L. Ron Hubbard ALL RIGHTS RESERVED
105
CenOCon
SHSBC Students
Franchise
Field
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 APRIL 1963
RE-ISSUE SERIES (12)
WHAT AN EXECUTIVE WANTS ON HIS LINES
(Re-issue of HCO.Policy Letter of May 26,1959)
There are only four things which an executive wants on his incoming
communication lines.
These are:
I . Information
2. Appointments and dismissals of personnel for his action or
confirmation.
3. Financial matters.
4. AcknowledgemeDts.
He does not want on his lines:
I . Demands for decisions. 2. Backf1ashes and can'ts. 3. Entheta.
Demands for decisions are always indicative of irresponsibility; people
want the executive to create the mistakes; and an executive can make
mistakes if he is asked to make decisions distant from his zone of action
equipped with insufficient data to make the decision correctly.
Backflashes, by definition, are an unnecessary response to an order.
This can get fairly wicked. They are not acknowledgements, they are
comments or refutals. Example: "Sell the bricks" as an order, is replied to
by "Bricks are hard to sell" or "We should have sold them yesterday". This
is a disease peculiar to only a few staff members. They cannot receive an
order directly and are seeking to be part of the comm, not the recipient.
This goes so far as senseless "Wilco's" or "I'll take care of W' when the
executive only wants to know Is it done? Despatches or orders, in most
instances, are held until completed. We assume that they got through or
rely on other means of saying they didn't. Only a few situations require an
acknowledgement to an order over long lines and all of these occur when
there is doubt that the recipient is there.
In the matter of can'ts, an executive seldom orders the impossible and
generally consults with people before issuing an order. A persistent "Can't
be done" means "I am unwilling". I have learned this the long way. Person A
on a job, saying "Can't" all the time, changed to Person B, receiving the
same orders, discovered to me that the job could be done since B, on the
same post, receiving the same orders, never said "Can't" and the job did
get done.
Entheta means embroidered reports. Data is data. It is not opinion.
Data, not entheta, brings about action. All entheta does is cut the lines.
To jam an executive's lines is a serious thing to do. The result is a
cut line. A bottle-neck is created by staff when staff jams a line to an
executive. Eating up an executive's time and patience destroys harmony,
dissemination and income.
Depending on an executive for petty decisions, is sure to jam lines and
cost units.
The role of an executive is to plan and execute actions and to co-
ordinate activities. To do this he gets people to do their jobs and
establishes the overall plan of
106
action. Only an exective can string lines and co-ordinate actions and
resolve the jams that impede things. For an executive to decide for people
decisions applicable only to the sphere of one job is folly.
WHAT AN EXECUTIVE'S LINES SHOULD LOOK LIKE
INFORMATION:
When a member of an organization does something of importance, he should
always inform the executive after the fact. It is perfectly all right to
take actions within one's organizational purpose. It is not all right to
keep it a secret.
1. Do it
2. Tell the right people and the executive by adequate communication at
the speed necessary to the case.
Similarly, an executive ought to tell people his goals and plans and,
when he does something of any importance to others, he ought to say so. The
captain who tells the ship how the action is going saves a lot of nerves
and useless motion.
APPOINTMENTS AND DISMISSALS:
Minor hirings and firings in a department by authorized persons should
always be subject to confirmation at least after the fact. Major
appointments and dismissals of key personnel must be okayed by a senior
executive before the fact and action taken only on the senior executive's
authority.
For example, it is a board action to appoint, transfer or dismiss an
association secretary or an organization secretary. It is an executive
director action to appoint or dismiss department heaas and then only on the
advices of an association secretary or organization secretary. It is an
association secretary or organization secretary action to appoint, transfer
or dismiss deputies or section chiefs. It is a department head's action to
appoint or dismiss other staff but always, in every case, with permission
from the next superior and information all the way up.
FINANCE MATTERS:
Consistent finance information as in advisory committee minutes and
authority for changes and capital expenditures are an executive matter. My
own authority is needed only on major changes of policy or expenditures and
on extreme financial emergencies. Ordinary financial planning and routine
actions are better handled locally by the association secretary,
organization secretary or the director of accounts. I do need financial
information. But where I have done planning and promotion and it is agreed
upon, further handling of finance is handled undei a blanket authority from
me except for extreme financial emergencies or major capital outlays which
are local matters.
These are the things I want on my lines. I change personnel as the
answer where information is chronically withheld, where appointments and
dismissals are irregular, or when an organization starts getting insolvent.
Where people are continuously demanding that I make the decisions they
should be making, I again recognize other ills and again ch~nge personnel.
If we all understand what's wanted, we can do it.
Well, let's look this over, and do it and win.
LRH:gl.rd Copyright@ 1959, 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
I
L. RON HUBBARD
[Note: No significant change was made when reissued.]
107
HCOs
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JANUARY 1961
MESSAGE PLACEMENT
HCO's first action is Communication. Everyone should know message
placement.
Cables and Telex: Original is never put on comm lines. Only copies go on
the comm lines.
Take the message out of the telex, date stamp each copy. Put original in
Telex basket. Hand deliver at once all copies to interested parties.
Place cable or telex in the exact centre of the recipient's desk
blotter. Do not place in IN basket. Do not mix with other papers.
Recipient of a cable copy (if by telex) may destroy it or route it to
other interested persons.
If there is only a cable from the company, not a telex, as it has none
but original copies. it must be held and filed.
Cable answers are always delivered to Communicator by hand and have
priority. They do not go on routine comm lines.
DESPATCHES
Despatches marked rush are handled by special handling. They go on
centre of desk like cables and telexes.
Routine despatches go on comm lines.
Letters go on comm lines.
LRH.-js.rd Copyright (c) 1961 by L. Ron Hubbard ALL RIGHTS RESERVED
.1
L. RON HUBBARD
108
Stbil
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1961
DESPATCH LINES
Every person must have a basket station.
Each domestic staff member has a single station located in the back
hall.
Every office member or school staff member has a three basket station
located by his or her desk.
Every office or school staff member must have a desk. The station
baskets must be at that desk.
The staff member may also have a beanstalk properly labelled.
But all despatches and active work must be in the office staff member's
station baskets or beanstalks and no work may be put in desk drawers or
hidden off the lines that is active.
All active despatches must be delivered where they are going and must
thereafter be visibly in stations or beanstalks under visible headings.
All In baskets must be kept empty.
When an In is viewed but not done, it goes into the person's pending.
It must be possible to locate any active despatch on the lines whether
it is a business day or not.
Keep your basket station straight. Keep yourIn basket empty. And keep
current work visible and where it belongs on the lines.
By the way, I can always judge the state of a department by the state of
the station.
L. RON HUBBARD
. LRHjl.rd
Copyright (c) 1961
by L. Ron Hubbard
ALL RIGHTS RESERVED
109
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1965
STAFFHATS
ORIENTATION
ROUTING DESPATCHES
It is the concern of anyone sending a despatch or mimeo to route it
accurately.
A major part of an executive hat is "routing".
A vital part of any staff member's duties is proper routing.
Our orgs are too big for routing to occur to Bill, Jane or Pete.
Route to the hat only, give its Department section and org. Put any vias
at the top of the despatch. Indicate with an arrow the first destination.
Sign it with your name but also the hat you're wearing when you write
it. You might be holding several hats. Which one wrote?
Just as a post office can't find wrong addresses, so neither can we. If
you want your despatch to arrive, do the above.
When you get a misrouted despatch, look it'over and see how it erred and
return it to sender with a copy of this Policy Letter.
That way we'll take a lot of confusion out of our orgs.
There is an org there, you know. A lot of new staff go about for quite a
while never noticing there is an org there that has posts and functions.
If we all route to the right hat from the right hat according to our org
board, we'll make it a lot sooner.
L. RON HUBBARD
LRH:ml.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
110
Gen Non Rernimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 APRIL 1965
HEED HEAVY TRAFFIC WARNINGS
Any department which has been warned of heavy traffic coming is to take
steps to see that the department is adequately supplied with the materials
necessary to handle the coming traffic. .
A covert block on the line to stop or slow down a line over which an
important flow is going, is the no-supply-block. Then everyone has to stop
because there are no supplies, emergencies develop trying to get new
supplies in, the flow on the line jams-it is all Dev-T.
Example: Promotion Department has a big programme which will involve a
lot of mimeoing, and warns mimeo of coming traffic. Mimeo continues to
order supplies in normal traffic quantities. The delay in delivery is
greater than the supply mimeo has to hand (the heavy flow is already on the
lines). Mimeo runs out of stencils. WHAM! Emergency and the flow jams. Work
time is lost, and the whole programme goes off its time schedule.
This same principle applies to additional personnel-i.e. warning of
heavy traffic coming-additional personnel needed.
It's just a case of having a little foresight.
Lots of students or pes coming up in a Division must also be a subject of
warning.
Policy: WARN Org Sec of heavy increases or decreases in traffic volume
so his division can BE READY.
LRH:wmc.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
III
Gen Non Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MAY 1965
Issue II
COMMUNICATIONS
REGISTERED MAIL
No org may accept any registered mail.
1. Long experience shows it comes only from psychos and governments.
2. It is a lot of trouble to obtain from the post office.
So just reject it.
There's no worry it may contain writs. It is just sent by nuts.
PHONE CALLS
Phones are psycho. They have no memory.
Overseas phone calls are often incomprehensible and start mysteries.
One often has to hang about for 6 or 8 hours in a mystery trying to
connect with a call coming in.
CABLE or TELEX isfar better. Use it.
All overseas phone calls are turned down by orgs.
Inter-org phone calls even on one continent must be discouraged.
Use telexes and cables. Then we can find out what happened.
L. RON HUBBARD
LRH:ml.rd Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO PIL 18 January 1970, Registered Mail, Volume 1, page 178,
and HCO P/L 9 July 1971 Issue III, Communications-T&phone Usage-Daily Call
In, in the 1971 Year Book.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I JUNE 1965
Gen Non Remimeo
Reception
Accls
HCO CORRECTION TO HCO POLICY LETTER OF 26 MAY 1965
ISSUE 11 - COMMUNICATIONS - REGISTERED MAIL
Exception to the rule that no org may accept any registered mail: as HCO
Policy Letter of April I Ith, 1963 states that rolls of names and addresses
from each org are to be sent by registered surface mail to Capetown,
Capetown is to accept, and be alert to accepting, such registered mail.
LRH:mh.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO P/L 18 January 1970, Registered Mail, Volume 1, page 178.)
112
L. RON HUBBARD
Remimeo
All Exec Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 JULY 1965
All Divisions
LINES AND TERMINALS
ROUTING
The most important things in an organization are its lines and
terminals. Without these IN IN AN EXACT KNOWN PATTERN the organization
cannot function at all.
An Executive putting in new lines and posts or making changes in old
lines or terminals REQUIRES CLEARANCE FROM THE OFFICE OF LRH before the
order can take effect.
Anyone following such an order, to alter lines and terminals in the org
which are already established by policy who does not file a job
endangerment ethics report (a statement that his or her job is being
endangered by the illegal order of a senior) must share any penalty for
such alteration.
People who haven't a clue about the org pattern throw it into chaos by
altering the established pattern. Then the org won't work and goes broke
quickly.
Therefore the most serious threat to the stability of an org is shifting
lines with no understanding of what is supposed to happen.
The lines and terminals (hats) outlined in policy are based on long,
hard experience. When they short-circuit the org ceases to function as an
org and becomes a mad scramble.
When despatch and body routing charts laid down by policy are carefully
followed, the erg will function. When they are not, it won't.
A serious fault in any executive or staff member is unawareness of the
co-ordinated functions of terminals, or complete unawareness of other erg
hats and functions.
A D of T trying to wear an Ethics hat, a Qual See shifting his internal
lines, a Registrar who seeks to assign the hours of auditing would be
enough in any large erg to throw it into a jumble where nothing works or
flows.
There is more to an org than one person wearing all hats plus another
person wearing all hats, etc. Such an org just won't prosper.
The hardest job any top executive has is teaching the staff the lines
and terminals and getting them followed. That is because green staff is
unaware of the org itself, or its flow lines.
A lot of the time, when one sees a declining statistic, it is only that
certain lines are out or being misrouted.
The lines will flow if they are all in and people wear their hats. If
the body and despatch lines flow, the erg will prosper. If they are
disarranged, they won't flow and won't prosper.
No executive or staff member has any right to establish or alter
terminals and lines without express written permission from the Office of
LRH.
Believe it or not there will be people around in orgs who have no
faintest concept of its pattern-or the existence of an erg. And these will
be the first to attempt large changes. And these are the first you should
send to the staff training officer to get checked out on their posts.
It is an Ethics offence to issue orders altering lines without clearance
from the Office of LRH.
LRH:ml.rd Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
113
Remimeo
All Dissem Hats
All Dist Hats
All Communications Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1965
HANDLING OF PHOTOGRAPHS
Photographs when sent through the communication line either by mail or
through the Comm Centre must always be routed either in boxes for such or
between two sturdy pieces of cardboard which will riot bend.
NEVER put a paper clip on any photograph, either to keep several
together or to attach dispatches to. JUST NEVER PUT A PAPER CLIP ON ANY
PHOTOGRAPH FOR WHATEVER REASON!
The reason for such protection of photographs is simple. If any
photograph has the least bend or break in it, it cannot be used for
photolithograph reproduction in magazines or printed matter as the bend or
break causes a white streak to appear in the reproduction which cannot be
corrected or used.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
114
Remimeo All Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JULY 1966
DESPATCHES, SPEED UP
DESPATCHES, STALE DATE
INTERNAL DESPATCHES
Any staff member receiving an internal org despatch that has been
enroute more than three days (dated the fourth day earlier than date of
receipt) must report the matter to the Director of Communications who must
thereupon request the Director of Inspection and Reports to investigate and
report to Dir Comm and order any resulting Ethics action.
If an internal despatch is received back by the originator more than six
days after origin the same procedure must be followed.
If an answer to a despatch is not received back by the originator in a
period of six days the same procedure is followed.
These time lags of 3 days and six days are to be considered extreme.
If damage results or expense occurs because an urgent message was not
marked RUSH or if a RUSH message did not promptly arrive, the same
procedure is followed.
EXTERNAL DESPATCHES
Any external despatch received with a date of 3 days earlier plus
ordinary transmission time must be so reported to Dir Comm and the
procedure is the same as Internal Despatches.
If a despatch is not answered in six days plus double transmission time,
the same procedure is followed.
On Rush Despatches, any despatch older than I day is considered stale
dated where telegraph or telex exists.
STALE DATE
The term "Stale Date" (used previously by banks on cheques) means any
despatch or answer that is older than one should reasonably expect when one
receives it or any answer that is older in date fromorigin to answer or
answer to receipt than one should reasonably expect.
VIAS
These regulations apply to all despatches and include all vias.
EXTRAORDINARY LOCATIONS
Locations which are not served by airmail, telex or telegraph are
considered extraordinary locations and stale date occurs only when
reasonable expectancy is exceeded.
TIME MACHINE
All orders or queries may go on Time Machine.
A junior may place queries or info on a Time Machine to a senior and may
complain to Dir Comm re stale date.
A junior Org may place queries or info going to a senior Org on a Time
Machine and may complain to Dir Comm re any stale date.
COPYING DESPATCHES
Anyone sending a stale date complaint to the.Dir Comm must first answer
or handle any despatch he is holding and send it to the Dir Comm with its
answer.
Dir Comm copies or xeroxes the original and the answer promptly and
sends the original on to its next recipient and uses the copy only for
investigation.
ALL ANSWERS DATED
Answer notes on despatches and answers must hereafter be dated by the
answerer.
All despatches are. of course dated by the originator.
LRH:lb-r.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
115
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 OCTOBER 1966
Remimeo
All Staff Hats
Dir Comni Hat
Dir I & R Hat
Inspections
Officer Hat
STALE DATE REPORTS
When reporting a stale date to the Director of Comms, bear in mind that
a weekend during which a staff member is not on post does not count as two
working days in the routing of a despatch. A despatch dated Friday, October
7th and relayed by the next ternimal on Monday, October 10th is not stale
dated right there if the terminal was not on post on the 8th or 9th, and
did not receive it till the I Oth.
In order to pinpoint the exact source of any delay in handling and/or
forwarding a despatch, all points through which it passes must not only
initial and okay it, but date it as well. A series of initials tells the
Director of I & R nothing as to which of them might be responsible for any
delay and necessitates body traffic.
Where action required on a despatch will take such time as to make it
impracticable for the originator to receive back his order or request
within six days of the date of origin, the person carrying out the order or
request must briefly acknowledge receipt of the despatch to avoid a stale
date report on himself.
Such examples are where a Purchase Order is sent to Financial Planning
by Purchasing Officer and where Printing LWson Officer must obtain and get
accepted quotes for the printing of materials.
The acknowledgement can be sent direct to the originator and should
preferably put in the R factor as to what is being done.
Apparently losing sight of a comm cycle can be upsetting to a staff
member. Keep him posted.
LRH:lb-r.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
116
L. RON HUBBARD Founder
Gen Non-Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1968
(Amends HCO Pol Ltr of 23 April 1968)
TELEX COMM CLARITY
(Dev-T Series)
Communications-particularly telex communications-are to be written in
such a way as to be understandable. Vital words are not to be spared under
the guise of "saving money", or some such consideration. All words
necessary to the understanding of the communication are to be used.
Dev-T, expense, waste of time and executive man hours are spent by
incomplete communication.
EXAMPLE:
Origination
127WW HCOESNT Immediately convene Board of I to investigate dropped
stats in Wollongong Love HCOESWW.
Reply
127WW2 HCOESWW Done Love HCOESNT
This reply is incorrect as it doesn't say what this is all about and now
requires executive time in looking up the original telex.
Correct reply would be:
127WW2 HCOESWW B of I convened on Wollongong stats. Love HCOESNT.
Another example of incorrect communication would be an originating telex
needing clarification, thereby requiring 3 telexes before one can begin to
comply or answer. Telex lines are for speed and quite often there is not
time to get clarification. Therefore a message may go unanswered.
Every person on these lines is ordered to groove this in and be
thoroughly conversant on the subject of telex communications and how to
write them. Seniors are to ensure this is enforced.
LRH:ID:jc.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
Irene Dunleavy Staff LRH
Communicator for L. RON HUBBARD
Founder
[Note: The telex numbering in the above Policy Letter has been corrected to
the standard form using the letter designation of the originating office.
The original 23 April '68 issue and 13 May '68 mimec, issue used non-
standard numbering. A fully corrected mimeo, as above, was issued on 23
July 1971.1
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF IS APRIL 1968
Gen Non-Rernimeo
To ensure speed and accuracy of relay Telex traffic, communicators must
always include the word relay and destination, i.e. DELD "RELAY PAYER AOA".
LRH:jc.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
117
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 SEPTEMBER 1969
Remimeo
ORDERS OF THE DAY
Orders of the Day are hereby established in all orgs.
The purpose of the OOD (Orders Of the Day) is to keep staff informed of
Executive intention, Org expansion and progress, Org condition and Ethics.
A poorly informed staff does not work well as a group towards common
targets and goals.
The form of the OODs is black on white mimeo (or type-written and
displayed on staff notice board in small orgs) and has the following
general layout:
I A heading giving the date, org, org condition and other pertinent
information such as number on staff etc.
2. The first item is always a short extract or quote from LRH of a
general interest nature.
3. The next section is any orders, targets, or items by Execs arranged
in order of Exec seniority.
4. Any ethics notices.
5. Notices, orders, items of interest, targets, target completions,
general org news and wins.
6. The OOD may not be used to advertise housing, cars for sale etc.
Outside of these general lines there are no other specifications for OODs.
The LRH Comm as I/A approves all OOD items before they are published.
The intention of this Pol Ltr is to see that staff are kept well
informed on the org progress and command intention.
The biggest error that can be made with OODs is to fail to inform and
only order. OODs are not EDs and do not replace them.
Proposed by Rodger Wright
Jim Keely
RosVosper
LRH:RW:ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Anne Tampion
Allan Ferguson
Tom Morgan
Leif Windle
Jane Kember
118
- LRH Comm WW - Qual See WW - HCO Area See WW Ad Council WW - HCO Exec See
WW - Org Exec See WW - Public Exec See WW - Policy Review Section WV - The
Guardian WW for L. RON HUBBARD Founder
HUBBARD COMMUNICATIONS OFFICE 1912 19th Street, N.W., Washington 9, D.C.
HCO POLICY LETTER OF 2 JULY 1959
Issue 2
DEVELOPED TRAFFIC
THE DELIRIUM TREMENS OF CENTRAL ORGS
There is a phenomenon which costs a Central Org two thirds of the effort
of its staff members and executives.
Stemming from various causes and cured by Process S2 it nevertheless
deserves notice as itself.
I have been working for 2 years on "Analysis of Organizations by
Inspection of its Comm Lines." It is now a fairly complete little science
in itself.
"Developed Traffic" is a statement you will begin to see now. It is
condemnatory. The symbol DevT means on a dispatch, "This dispatch exists
only because its originator hasnot handled a situation, problem or an
executive order."
It also means, "Responsibility for your post very low." Also it means,
"You should be handling this without further traffic." It also means, "You
are manufacturing new traffic because you aren't handling old traffic."
Also it means "For Gawd's Sake!"
Every time traffic is developed somebody has flubbed.
"Developed" Traffic does not mean usual and necessary traffic. It means
unusual and unnecessary traffic.
Example: Dept Mat is told "Buy some chairs for the Academy." If this
goes properly, the chairs simply get bought, the Dept Mat estimating
students, state of exchequer and economical available materiel and
arranging delivery. Dept Mat may have to ask a couple verbal questions of
other departments to execute, but this is routine and necessary.
This can be used to DevT in this fashion. Issuing executive of order
"Buy some chairs" is asked "How many?" "What style?" "How much?" "From what
firm?" Or somebody else is asked these at length. Dept Mat is now worse
than a camouflaged hole. Dept Mat is making the acquisition of chairs
costly in terms of consuming dispatch time, other staff members' time,
upset and delay. This is DevT.
DevT costs us the services of 66 2/3% of our personnel. Hence, large
staff, no effectiveness.
Unwilling personnel always makes DevT out of every situation, problem,
order and policy. Take unwilling personnel off the lines and traffic
busyness drops by 2/3rds and effectiveness increases by many times.
"I want a book," gets answered by DevT, gets shunted into other depts,
gets mixed up in billing, makes an ARC break in field which develops more
traffic. Let an unwilling, irresponsible person on our lines, a real
victim, and we get enormously increased busyness, enormously lowered
dissemination.
Look for DevT, Org Sees and HCO Communicators and shoot it from guns
hard before we all get shot.
L. RON HUBBARD
NOTE: A request that a cook book be bought developed 29 dispatches in DC,
all of major executive level. A presentation of a bill that the receiving
terminal in the org knew was valid, and had money to pay, was used to
develop 15 cables and 135 dispatches and almost wiped out the office. An
incorrect price on an item caused 235 internal dispatches and major ARC
breaks with central orgs. An order to mimeo a flyer for one city caused I
Y2 hours of flashbacks to an Assoc Sec. All persons authoring the DevT
listed above are being suspended pending flattening of Process S2.
LRH:bg.rd Copyright (D 19 5 9 by L. Ron Hubbard ALL RIGHTS RESERVED
119
L. RON HUBBARD
Central
HUBBARD COMMUNICATIONS OFFICE
37 Fitzroy Street, London W. I
HCO POLICY LETTER OF 7 JULY 1959
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 S 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.
120
I have now gone a little further and have found a process which knocks
out the contra-survival postulates. The pity of it is, a person who now
wants to live is being victimized by times he didn't want to. So my actions
here are not accusative. They are, I hope, classifiable as "being
effective". It eradicates the urge to be killed and proofs one against
people who have that urge.
The process is "From where could you communicate to a victim", The
process number is Process S2.
As by earlier cable this is to be run on every member of staff until
flat. It may not take too long on most.
There are other benefits. Comm is restrained by a person who fears he
will hurt something. And we can stand an -upward grading of comm.
In the future, admit no person to staff until this process is flat.
Exception, casual hirings for clerical or materiel posts .... but these may
not be maintained on staff without being processed on above.
Once this process is flat, we will take the attitude that staff members
do not have cases.
I could easily write a book of data on all this. The process itself is
quite a triumph and can be used broadly.
But right now I'm concerned with the forward thrust of Scientology. It
requires about two good staff members today to handle the errors of one
indifferent one developing problems and traffic. The volume of work of our
staffs could be done, therefore, by one third the people. If we salvage
them all we could put out three times as much dissemination and have many
times the income.
It's worth getting serious about. So let's get that process flat on
everybody from me on down.
L. RON HUBBARD
NOTE: The process is best run, by auditors on whom it is not flat, fully
muzzled with the question phrased: "Think of a place from which you could
communicate to a victim".
L. RON HUBBARD
LRH:gh.cden Copyright (D 1959 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The above 7 July '59 issue is the same basic Policy Letter as the 2
July '59 issue published in the First Edition, with some minor corrections
and the addition of the Note at the end by LRH. I
121
CenOCon
SHSBC Students
Franchise
Field
Do it Now.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO BULLETIN OF 19 AUGUST 1959
(Re-issued as HCO Policy Letter of 29 May 1963)
HOW TO HANDLE WORK
One of the best ways to cut your work in half is not to do it twice.
Probably your most fruitful source of Dev-T is your own double work.
This is the way you do double work.
You pick up a despatch or a piece of work, look it over and then put it
aside to do later, then later you pick it up and read it again and only
then do you do it.
This of course doubles your traffic just like that.
One of the reasons I can handle so much traffic is that I don't do it
twice. I make it a heavy rule that if I find myself handling a piece of
traffic, I handle it, not put it into a hold or a later category.
If I happen to be prowling through my basket in the Message Center Stack
to see what's there, I do what I find there.
If I am given a message or a datum that requires further action from me,
I do it right when I receive it.
This is how I buy "loafing time".
Now I'm not trying to hold me up as a model of virtue as the man who
always does his job; I do many jobs and many hats; I am holding myself up
as an ambitious loafer and as a buyer of valuable loafing time.
There's no need to look busy if you are not busy.
There is no need to fondle and caress work because there isn't enough of
it.
There's plenty of work to do. The best answer to work of any kind is to
do it.
If you do every piece of work that comes your way WHEN it comes your way
and not after a while, if you always take the initiative and take action,
not refer it, you never get any traffic back unless you've got a psycho on
the other end.
In short, the way to get rid of traffic is to do it, not to refer it;
anything referred has to be read by you again, digested again, and handled
again, so never refer traffic, just do it so it's done.
You can keep a comm line in endless foment by pretending that the
easiest way not to work is to not handle things or to refer things.
Everything you don't handle comes back and bites. Everything you refer has
to be done when it comes back to you.
So if you are truly a lover of ease, the sort of person who yawns
comfortably and wears holes in heels resting them on desks, if your true
ambition is one long bout of spring fever, then you'll do as I suggest and
handle everything that comes your way when it comes and not later, and
you'll never refer anything to anybody that you yourself can do promptly.
That people begin to point you out as a model of efficiency, as the
thing expected to cop the next world's speed record, that articles begin to
appear about the marvels you are creating, is all incidental. You and I
know we did it so we could be lazy and not have to work. For it can be
truly said that the way to all labor of a long and continuous grind is by
putting off the action when the message is received and in referring it all
to somebody else, that's the way to slavery, to tired muscles and tattered
brains; that's the route to baskets piled high.
So come loaf with me.
Do it when you see it and do it yourself.
LRH:jw.vmm.rd Copyright g 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
122
CenOCon Franchise Field
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 SEPTEMBER 1959
(Re-issued as HCO Policy Letter of 21 November 1962)
COMPLETED STAFF WORK (C.S.W.) -
HOW TO GET APPROVAL OF ACTIONS AND PROJECTS
THE MOST IMPOR TANT PIECE OF YO UR HA T
There is an old term called "Completed Staff Work" which we will now
employ in order to reduce Dev T and increase speed of action.
The term "Completed Staff Work" means-an assembled package of
information on any given situation, plan or emergency forwarded to me
sufficiently complete to require from me only. an "Approved" or
"Disapproved".
Here is what slows down approval and action and develops traffic:
Somebody sends me a skimpy piece of information and demands a solution. As
more information is required than is presented, I must then take over the
person's Hat and assemble the missing data using my own time and lines. I
must then dream up a solution and then order an action to be taken. This
causes a slow-down on any action, causes my lines, already loaded, to be
used for information assembly and brings about a feeling of emergency. My
pending basket overloads and confusion results. This would be called
"Incomplete Staff Work". It is incomplete because I have to complete it by:
I . Assembling the data necessary for acolution;
2. Dreaming up the solution based on written data only;
3. Issuing orders rather than approving orders.
I
If you are mad at your boss you can always ruin him with "Incomplete
Staff Work". You forward him a fragment of alarming data without collecting
the whole picture. This makes him do a full job of information collection.
You give him no recommended solution. This makes him have to achieve a
solution by remote examination of data; such solutions are often wrong as
they are made without full data. Then you make him issue arbitrary and
forceful orders that may ARC break some area and hurt his reputation.
That's how to get even with a boss. And even if there's no intention of
harming him, sending "Incomplete Staff Work" to your boss does harm him by
making him send for information-getting despatches on already crowded
lines, by making him guess at the situation, by making him cook up
solutions which may be unreal, and by thrusting him into the role of an
arbitrary tyrant.
Now that we've seen the negative side, let us examine the positive side.
"Completed Staff Work" is an assembled despatch or packet which:
I . States the situation
2. Gives all the data necessary to its solution
3. Advises a solution; and
4. Contains a line for approval or disapproval by myself with my
signature.
If documents or letters are to be signed as part of my action, they
should be part of the package, all ready to sigp, and each place they have
to be signed is indicated with a pencil mark with a note in the
recommendations saying signatures are needed.
123
Wrong example: A despatch from Canada saying "Central Organization here
is spending large amounts". Look what I now have to do. I have to find out
what is meant by "large amounts", who is doing it, if it is dangerous,
figure out a way to ,curtail it and issue orders about it, None of this is
my Hat. I am being forced to wear the Hat of the informing person.
Right example: I receive a packet (cable is no good and delays the
situation's being handled as many more cables will be needed). This packet
is covered with a despatch which says:
" 145CA. Central Organization here fast approaching insolvency. Data
enclosed. I recommend: Director of Materiel be transferred to the post of
Ext. Course Director that is now empty and that Jules Bentley be hired on
the Dir. Mat. post at 25 units; that the Assn. See. be reprimanded for bad
financial management and be ordered to budget his outgo; that a purchase
order system be enforced; that a staff member ordering anything without
permission have the item deducted from his pay; that the Dir. of PrR. be
given lessons in letter writing.
Approved Disapproved
Signed: Jane
HCO See. Canada."
Attached are copies of Ad Comm reports showing insolvency, a summary of
amounts spent in last two months, a summary of income~ for last two months,
a list of trivial items bought lately at high cost.
What I do then is check the approval line and sign. A cable is sent by
my Communicator: "145CA2 OK best = Ron". The whole packet is airmailed
back. But you must ask in your despatch to have a-cable reply if you
consider it that urgent.
On receipt of the cable the HCO See Canada issues the local Sec EDs and
takes the other needed actions.
Action could occur because the data, solutions and orders were all
assembled as "Completed Staff Work".
If you want to hold down your post or project don't insist on my
collecting the data you should collect, dream up the solution you, more
familiar with the scene, should achieve, and don't put me in a position of
issuing unreal orders you can't then carry out.
We are a big team and a good one. I know any error on this in the past
has occurred because you didn't know exactly what I wanted.
"Completed Staff Work" is what I want. Then you have your Hat, you can
do more to help, and our lines can stay freer and faster.
There have been good examples of this in the past. Let's make the
circumstances more general.
If you get the letters CSWP on an item it means "Complete the Staff
Work, Please".
L. RON HUBBARD
LRH:gl.rd Copyright @ 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
124
Rernimeo
sthil staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 NOVEMBER AD 14
OFFLINE AND OFFPOLICY
YOUR FULL IN BASKET
(HCO Sec. Hat Check on all Executives and send me a despatch
personally each time you have done so- I despatch per checkout.)
These two data are paramount in handling Scientology Communication Lines
and your own In Basket.
I . The first duty of an executive is routing properly and seeing that
others route properly. If an executive does not do this, then the lines in
his or her area will stack up and become so tangled that nobody can follow
them or get through them. This reduces income and dissemination-producing
traffic volume-and general effectiveness. By "routing properly" is meant to
see that everyone around them routes properly. Forwarding something already
improperly routed creates Dev-T and fails to handle misrouting where it is
occurring.
2. Know and make known policy. The first thought of an executive in
handling a despatch requiring a decision must be: "Is this already covered
by planning or policy?" If the executive knows existing policy he or she
will find that 99% of despatches "requiring decisions or solutions" are
already cared for by policy and, the policy being unknown or non-existent,
only then require "special handling". In short, if the matter is (a)
covered already by policy, (b) if the sender should know that policy, or
(c) if the first executive receiving the despatch knows policy, then the
despatch should stop right there. This leaves flowing only traffic where
policy does not exist or despatches about specialized matters.
The answer to put on a despatch demanding something already covered
by policy
is not some unusual solution. The answer on the despatch should be of two
kinds-(a)
to a person outside who would have no clue of policy, or (b) to somebody in
an org
who should know policy. In the case where (a) originates a query, the
proper answer is
"Policy on this is In the case of (b) originating a query already
covered
by policy the answer is "Look up old (recent) policy on this."
To outside people, policy is largely unknown. Thus one has to look up
the policy or recall it to handle. But such seldom have questions needing
subtle points and field policy is very well known in orgs such as "Give
them what we promised if it was promised." "Keep entheta to a minimum" etc,
etc. A simple "Sorry, it's against policy," is the simplest (and usually
best) solution to outside wild queries or ideas. Why explain? You're not
training a staff member.
Where a staff member is involved, it is expected he or she will know
policy or can look it up.
If an executive gives the despatch querying for policy an "unusual
solution" where policy already exists, then a problem will occur as this
solution will clash with the other existing policy and the staff member
goes spinning off to no-policy no-org. And the organization eventually
becomes paralyzed. Any org that has an executive who doesn't keep up with
policy and general planning and who is always replying to queries with
unusual solutions of his own will soon find its income dropping out the
bottom as it's being stuck on the track with counter-solutions. Soon,
nobody will know what policy is, so in disagreement the org disintegrates.
It is no longer an org-only a bunch of individuals working at cross
purposes.
MISROUTING
Routing consists of forwarding a proper communication to its proper
destination or, more pertinent to an executive, indicating how types of
despatches are routed to staff members who route org despatches.
125
Misrouting would be misrouting indeed if one forwarded an improper
despatch to anyone else and failed to shoot it back to its originator.
An improper despatch is one which hasn't any business on the lines. This
is the soul of Dev-T (Developed Traffic)-the forwarding of improper
despatches. One can forward all the proper despatches in the world without
causing Dev-T. The moment one forwards an improper despatch to anyone but
the originator, one has involved other terminals and blocked their lines
too.
When you forward a despatch which should never have been written you
become a party to the original Dev-T. Because the despatch is improper it
will do nothing but snarl up In baskets all the way along the line. The
ONLY correct action is to send it to the originator as improper.
IMPROPER
By improper we don't mean insulting or obscene. We mean:
(a) Has nothing to do with the person to whom it is sent or forwarded, or
(b) Is already covered by policy which should be known to the originator
or the forwarding person.
Under (a) we get nonsense despatches, despatches to the wrong people,
obvious lies, "everybody says" despatches, despatches calculated only to
Make trouble, useless entheta and so on.
Under (b) we have (A-HA! discovered!) the staff member who is ignorant
of what's going on or what policies cover his or her post. We reasonably
expect that, let us say, a Registrar has read those policies, old and new,
that cover registration. From a general staff member we expect general
planning to be at least known as general policy letters all go into his or
her basket and so have been available.
OFFLINE
A despatch is offlinewhen it is sent to the wrong person.
OFFPOLICY
A despatch is offpolicy when originated by or forwarded by someone who
should know that the matter is already covered by policy.
DEV-T
Traffic is developed (developed traffic, Dev-T) by originating or
forwarding an offline or offpolicy despatch to anyone but the sender. This
may seem obscure when we say a person originating an offpolicy despatch
should not send it to anyone but the sender-i.e. himself. He has the policy
letters and general planning just as available to himself as they are to
anyone in Scientology orgs. So querying by despatch about a policy that can
be looked up is just being too lazy to look it up, isn't it? And putting
the load on one's seniors to do one's own work.
When you forward an offpolicy despatch to anyone but the sender, you, if
you're an executive:
(a) Involve other lines and
(b) Fail to take the opportunity to spot a staff member weak on policy.
Your duty as an executive is to send the despatch to its source with
orders to look up policy on this. Your duty is not to quote policy. He or
she (the originator) is the one in mystery. Let the originator do the work.
Nay, worse, prowl about that person a bit and see how bad it is and order
if needed a full check out of the person on policy letters applying to his
or her post. That's one's job as a senior executive. Not being a computer
for the org that turns out answers.
Those staff members who habitually forward queries or something
adequately covered in write-ups of their own duties to others are DYNAMITE
in an organization.
126
The policy on them has always been THEY LEARN THEIR JOB AND DO THEIR JOB OR
THEY GO. We can't afford them. They can cost us the whole organization, and
in two or three cases almost have.
They're too expensive when they don't learn their hats and general
policy or push their duties off on others. One of them in an org costs at
least two additional staff members to take care of their Dev-T and duties.
Actual fact. Even where the Dev-T doesn't blow up an org. I could not
possibly exaggerate their dangerousness to an org, fellow staff members and
Scientology.
People who won't or can't learn policy or who continually alter it have
not progressed case-wise to Level 1. They cannot receive a comm so can't
answer or respond properly and they do awfully wild things. They never dig
what we're at, so they create a mess.
DUTIES OF AN EXECUTIVE
An executive keeps the organization on the road by getting people to get
the job done. He may also have his own work and does that too and probably
works very hard at it. But his organization duties are concerned mainly
with enforcing proper routing and making people learn and adhere to policy.
If an executive won't do that his post area or org is in a continual mess.
FLOODED IN BASKETS
All you have to do is look at an Executive's In Basket to know whether
he or she is performing his or her executive duties. Although he or she may
empty it daily, if there's much org traffic flowing through it you know at
once that the person does not properly handle offline or offpolicy
despatches.
This executive may be working day and night on the In Basket. It's the
volume of org despatches that says the executive is not handling offline
and offpolicy despatches or who has not provided proper routing in his post
area. Such an executive works himself or herself half to death and is still
unable to get his people out of the red.
If the In Basket is merely stacked up, and isn't being handled at all,
it tells us that this person simply doesn't do any job at all but is
kidding people. In actual experience when we find a stacked up, unmoving.
In Basket we also find (a) pretended busyness or (b) just plain no action
on post or (c) outright lies. But these conditions cause an area of upset
in the org because somebody else above or below that person on the org
board is unable to get his job done because of that "camouflaged hole"
(means post not filled but only appears to be, thus leaving a hole in the
line up). Such people always cause overwork by persons above or below them
and are pretty dangerous to have around.
POLICY ON DEV-T
Our policy on finding an habitually full In Basket which never gets
handled is to (a) attempt to get the person's hat on and if that fails (b)
transfer them to a post they really can do and if they don't work there (c)
dismiss. We don't ever add "processing" into our policy of handling such
people as they are well below Zero and take too much work on them to make
them useful.
Policy now regarding the executives who work hard but have fantastic
staff despatch volume is (a) have them read this policy letter and if their
volume doesn't reduce (b) hat cheek them on this policy letter and if their
volume still doesn't fall to very little traffic (c) have them do the org
board in clay, do Scientology orgs over the world in clay, do their post in
clay and review all policy letters relating to their post and the org and
planning in general.
The complaint is not that this executive isn't working. The complaint is
that this executive is not putting his post area together and helping,
through discipline of offline, offpolicy despatches to put an organization
there and put Scientology across over the world. -
Such an executive, freed of the burden of handling offline and offpolicy
despatches will begin to do his own work industriously, will come out of
protest and begin to handle and disseminate Scientolo.gY and will cease to
flood Scientology lines by forwarding offline and offpolicy despatches.
127
Further, the executive will also supply routing directions for his
general traffic that brings about a smooth flow in his unit or department
or org or continent.
SUMMARY
You never send further an offline or offpolicy despatch. You always
route it back to the source, the staff member who sent it.
On an offline despatch You see to it that the source routes it properly
whether it comes from above or below and that the originator of an offline
despatch from below studies the org board. On this last you must also be
sure the org board reflects the actuality of the real organization and is
functioning. When you skip doing that you can't of course get offline
routing cured as there isn't a visible line. Nobody has put the org board
there to be known. Hence, lots of offline despatches.
On offpolicy despatches, you yourself must be familiar with policy in
order to tell if something is covered by policy. In order to get somebody
to follow policy you must of course be sure that the policy is available
and that you have done everything you could to help get policy easily found
and known. Time spent on the study of policy is very well spent. And when I
ask for clarification of or existing policies in your area you should give
that top priority as you won't be able to do your job unless you help on
policy when needed. And the way to help on policy is to write up all the
policies for your hat or area and send them to me if I ask for them so I
can review and publish them. A group cannot function at all without agreed
upon policy and of course it can never grow. Its In Baskets get too full.
There's no way to get a post filled and working. There's no real comm, only
Dev-T. The resulting confusion stops any expansion. So the org stays tiny
and works madly and stays poor. No policy. All Dev-T. Each person present
wears all the hats and also wears them all differently. That's not an org.
It's a bunch of auditors pooling their confusions.
We are suckers for origination acceptance. Being trained auditors we are
conditioned to letting people originate. But that's in session. You're not
auditing when you're an executive. An improper despatch is actually not an
origin at all. It's a confession that one isn't on staff or should be
trained to come on staff. Such a "staff membe?' is still a field auditor
knocking around in the erg if he doesn't know policy. Critical, blundering,
creating Dev-T, fouling up lines. Pretty grim. An executive's job is first
to put an org there by providing comin lines amongst the group and from the
org to public and public to org. That's the first, the very first
responsibility of an executive whether Assn See or PE Director or D of T or
any executive.
ROUTING
When routing arrangements are made inside the org-from staff member to
staff member-we call it ORGANIZING.
When routing arrangements are made or communication invited from org to
public and public to org we call it PROMOTION.
The executive duties of an executive are primarily concerned then, with
ORGANIZING and PROMOTION and seeing that the arranged actions are executed.
Having put the lines there, the executive must see that they truly exist
and go on existing. We call this "getting people's hats on" and "keeping
people's hats on" inside the org, and public to org and org, to public we
call "making sure promotion is executed."
The bulk of any executive's job is seeing that things are executed.
Seeing that lines are followed, policy followed, promotion carried out.
Even the D of T, making sure students are taught only straight technology,
is executing policy. The D of P, seeing that pes get gains, is really only
following policy and making sure it is followed.
For a very senior executive to actually forward further on a query he
has received from a staff member the answer to which is already covered by
policy is a very serious thing. Why? Because the action says this senior
executive doesn't know policy, or at the very least isn't putting on the
hats of his staff members and juniors and so hasn't got a functioning org.
128
For a very senior executive to forward an already misrouted despatch is
a confession of the most gross ignorance of his or her own org board.
HARD WORK
It is not saintly then for an executive to merely work hard. In fact,
where that work is mainly invested in handling the In Basket, that hard
work is just causing hard work in other places too. It is quite stupid to
get tied down to an In Basket full of staff despatches. The only way this
can happen (countless staff queries or infos) is by failing to spot offline
and offpolicy despatches and return them to source, saying "Misrouted. See
Org Board," for offline. Or saying for offpolicy, "Policy already exists on
this. Look it up, please," or saying "This is contrary to general planning.
Please look up recent policy letters."
MAKE THEM WORK
The surest cure for such floods of despatches is always to make the
source work harder because he or she goofed by sending an offline or
offpolicy despatch.
Some offline offpolicy despatches are originated out of pure laziness.
"Takes too long to look it up, I'll ask the HCO See" is the usual line of
thought. The poor HCO Sec, already too overworked to look up policy, gives
in desperation an unusual solution. This really messes it up. The solution
given can only be as good as the data offered and if that data is wrong,
the solution is very wrong, and as the query originated in laziness it is
probably wrong in data and so any effort to answer it at all will only
louse things up.
Hence, it is contrary to the best interests of the org to give the
source the proper routing for offline despatches. If you do, you don't
handle the real trouble-the staff member doesn't know it's an org yet and
so will not be able to do his or her job. You must get that staff member
familiar with the org board or you'll have betrayed the org. You see, other
staff members also suffer with the offline originations from this person.
And as an executive you aren't protecting your own people from offline
origins if you don't handle the person doing it when spotted. Cure it and
you help not just your In Basket-you'll take a very heavy load off other
staff members too. You see, yours isn't the only In Basket in the org, and
if you are an executive you're the one who must handle the routing for only
you have the immediate authority to do so. Expansion depends chiefly on
your taking that action.
On offpolicy despatches, by which we mean the staff memberdoesn't know
his policy and so does things contrary to it or wants to know if it is
policy, why should you study up your policy letters? You are probably
fairly well up on them. The person who isn't is the source of that
despatch. So you must make sure that that person gets industrious on the
subject of policy and bums some midnight oil on old and new policies and
general planning.
So again, by your looking it all up for the offender, you cripple your
organization by leaving uncared for an area in it that will goof. And that
staff member's goof can destroy the whole org! That's no exaggeration.
Why are you working so hard as an executive to put the org there and
make it grow if there aren't elements around that are destroying it? If
there were no such elements your org would just grow and all your work
would be promotional or service. That you are always continuously creating
your department, unit or org or defending it somehow, means there must be
something knocking it down. The symptom of that something is the offline or
offpolicy despatch.
For you to be totally effective you yourself must know routing (the org
board) and know policy and the general planning in progress.
And for an org board to be known it must exist and be real and must say
what departments, units and staff members do.
And for policy to be known it must exist and be findable.
To make minor changes on an org board and double assign (2 or more hats
to one person) is quite usual in an Qrg. To make major changes such as
Adcomm in Charge of HCO or training done by the Accounts Unit would be a
gross violation of policy. And
129
so your org board must to that degree be a standard org board. But you
still have to do routing on it and provide routing for it.
To invent policies or supplement policies without sending them through
channels as completed staff work (which means routed to the board, with all
related policy letters clipped to the requested change and the new policy
letter all written ready for issue) will break down the Scientology lines
in that area.
You don't believe it? Australia got into its whole enquiry mess because
the senior executives either did not know or follow the long standing
policy concerning the prompt return of money to a dissatisfied pc. That
cost the org thousands and thousands, a year of grief, and risked getting
Scientology banned in Australia. A policy not known or altered is death.
Not from me but from the community in which the org operates.
Still don't believe it? Washington D.C. either did not know or did not
follow the explicit policy concerning receiving favours from preclears but
only half-heartedly reported them to an uninformed HCO which didn't know or
didn't follow the full intent and spirit of the policy and never told me as
was implied in the original policy letter. The wife of that person giving
the favours brought on the whole FDA mess that cost us tens of thousands
and two years of grief and almost knocked out Scientology in the U.S.
Policy is survival for a group.
ONLY PRACTICAL POLICY AGREED UPON AND FOLLOWED PROVIDES THE ARC THAT IS
THE LIFE ITSELF OF ANY GROUP. It's the mores, the policies, whatever you
want to call them that makes a group or an organization alive and
breathing.
Bad policy, bad mores, and you have a dying group, a dying organization.
Governments whose policies are unreal are perishing. They act like
criminals. There's where anyone gets his distaste for "policy"-he has
looked at the policies of dying groups and is imitating how they are
regarded.
But as in control there is good control and "bad control" so in policy
there is good policy and bad policy. It has a bad name with some people. It
bores them. They also kill groups. So if your organization is going to live
it must have real, living policy and respect it and use it.
All right, so we're serious now. Org boards and policies must exist and
be followed and the person who makes sure of that is a Scientology
executive.
The clue to violations is the continuously full In Basket, whether
moving or not. If an executive's In Basket is always full, then he or she
either isn't (a) working at all or (b) is working like mad but is not
handling offline or offpolicy despatches by getting the lines in and the
policy known.
You can't escape it, there it is.
There is nothing wrong with working hard as an executive. I do. There is
nothing wrong with having lots of traffic through an In Basket. A busy org
does. There is everything wrong with an executive having a lot of staff
traffic because 99% of it is offline, and offpolicy and if you don't act to
correct it you not only don't have time to breathe, you also will wind up
with no income and no org.
Fact.
LRH:jw.rd Copyright Q 1964 by L Ron Hubbard ALL RIGHTS RESERVED
130
L. RON HUBBARD
Remimeo
Sthil Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JANUARY 1965
DEV-T
(Adds to HCO Pol Ltr Nov. 17, 1964)
The commonest cause of OFFLINE despatches is:
A staff member writes a despatch to himself but routes it to somebody else.
Example: Registrar writes a despatch to the Org See asking how to meet a
quota of interviews. This is Dey-T because it is offline. Why is it
offline? The staff member responsible for increasing interviews is the
Registrar, not the Org Sec. Therefore the despatch should be routed to the
Registrar and routing it to anyone else is misrouting. Informing the Org
Sec, 'I am doing so and so to increase the number of interviews" is quite
in order, but it's a despatch containing a report, requiring no answer. The
correct routing of a query about increasing interviews would be to the
Registrar. Thus, the above example's routing would be the Registrar to the
Registrar.
When a staff member generates a lot of despatches about his post, these
are usually misrouted if they go to anyone else but himself. Since who else
should wear that hat? Not the Org See or Assn Sec. Not the HCO Sec. Only
the staff member himself or herself.
In orgs a goodly number of people think staff members senior to them
also wear their hats. This is definitely not true. The Assn See or Org See
does not wear every other hat in the org. If he does, he is a pretty poor
organizer. And if he lets staff force him to, then he isn't much of a
leader.
You can detect peopl who fear responsibility or consequences of their
most ordinary actions by the number of despatches they send others which
should only have gone to the staff member himself or herself.
It's the figures on the weekly report sheet, the volume of work
accomplished, the resume of results that inform others about a hat and the
activities and effectiveness of the person wearing it. An Org/Assn Sec only
needs to look at these reports, not his in-basket, to know if posts are
being held. It may make one feel grand and responsible when others must
come to one for help on their jobs but it sure doesn't make a strong org to
have "what-do-l-dos" flying up to the head of the org day and night. People
exist who do their jobs without a lot of Dev-T about how to do them, what
to decide, how to think. And people exist who do their jobs without getting
everyone else in trouble.
OTHER PEOPLE'S HATS
There is another type of Dev-T which one encounters. And that is the
origination of comm that should have been originated by someone else.
This has several guises. You see it in a usual form in Academics where
some student is always asking questions "so that the others will
understand". The student himself or herself understood the instructor but
asks a question so "the others will understand also". This is, of course, a
student trying to wear the instructor's hat or another student's student
hat. 1 can usually detect this one and break it right there with "Are you
asking because you don't get it or because you think the others haven't?"
Such a student can lengthen study hours horribly without helping anyone a
bit.
A staff member occasionally tries to originate for another hat than his
or her own. It is easily detected. The despatch has to do with the Academy
but is from the HGC, etc.
Such a despatch is usually misrouted also. It is sent to a department
head or the HCO Sec or somewhere. Trying to handle it gets pretty deadly as
it's a double snarl.
131
The originator shouldn't have originated it and also should have sent it
elsewhere if he or she did originate it. If the HGC thinks it has to wear
the Academy hat then the despatch should go to the Academy and nowhere
else. At least send it to the hat it most concerns.
This gets even more snarled when it jumps an org-to wit, an HGC staff
member originates a despatch for the Academy and sends it to, let us say,
the National Central Org. In the other org, unfamiliarity with the org
board of the originating org can cause action to be taken. It isn't noticed
that the HGC is talking for the Academy.
When action is taken other than returning the off-origin despatch to its
sender, a great many evils can result. The least of them is that it gets
the sender in trouble when acted upon.
Example: A staff auditor proposes to the Assn Sec that students be
trained better in 8c because of a recent HGC flub. The Assn Sec jumps on
the D of T. The D of T privately pounds the staff auditor into the ground.
III feeling in orgs usually stems from these off-origin despatches.
In the above example, the staff auditor should have taken it up
emphatically on the basis of a flub in the HGC with the D of P who then
would take it up with the D of T still on the basis of an HGC flub. Then it
has a chance of straightening out. You see, lacking data, the person
originating an off-origin despatch usually assigns wrong cause. In the
above example it may have been certification at fault, not the Academy at
all. One can drown in a sea of errors on these off-origin despatches.
Basically what ails governments is their dependence on spy reports, police
reports, etc. The reporting person does not wear the hat which should have
originated.
When a staff member does not himself originate when he or she should, it
will show up in the OIC reports and in emergencies. It is handled by
putting on the person's hat, auditing or personnel transfers, not by off-
origin despatches.
Did you know you can let an entheta despatch drop right there and create
less entheta by doing so? Try it sometime.
Not all off-origin despatches are entheta, of course.
Part of this type of despatch is of course off-zone. Perth originating
for Sydney. Or Los Angeles originating for New York. Or Assoc See London
(as once happened years ago) doing business only in Australia. Or LA
getting pcs only from Nevada. Here one sees somebody operating for the
wrong zone or for only part of their whole zone. On a smaller look, a staff
member doing only part of his job produces a similar result. And somebody
doing another staff member's job is another version of it.
Off-origin despatches or work can make an awful lot of Dev-T-not always
pleasant.
ORG BOARD DEV-T
An out of date Org Board can cause Dev-T.
A staff that doesn't have a well done Org Board cannot help but make Dev-T.
An Org Board is what we use instead of Appointment lists inside orgs. If
it isn't posted on the Org Board, it hasn't been appointed. Why? Because an
appointment is effective only if its work will be routed to it. If nobody
knows about an appointment, then how can anything but Dev-T occur?
Thus prime preventers of Dev-T are:
I . A well done Org Board.
2. A complete Org Board containing all appointments.
3. A staff checked out on the Org Board.
4. All new staff checked out on the Org Board.
13*2
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:
I . 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.
LRH:jw.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
133
L. RON HUBBARD
Remimeo
Sthil Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 FEBRUARY 1965
DEV-T ANALYSIS
(Continues HCO Pol Ltrs of 17 Nov '64
and 31 Jan'65)
Probably the basic reason for the expansion of bureaucracies is Dev-T.
When Admin staff in one of our orgs begins to exceed Tech staff then it
is obvious that a lot of Dev-T is on the lines. Proof of this is the
continual finding that an increase in Admin staff does not lead to an
increase in income but on the contrary often heralds an era of decreased
gross income.
Within reason, you must not increase Admin staff numbers until you have
thoroughly hunted down all Dev-T and taken adequate remedies for it.
When a government sees a lot of despatches it thinks it needs a lot of
people. These, making more Dev-T, then seem to need many more people, etc.
The cure for a lot of despatches without a lot of new income showing up is
a brisk analysis of the org's comm lines.
This is simply done.
1. Look around for constantly full and not emptied In baskets. When you
find one in which the traffic does not move, look the post over
carefully and decide which one of the following to do on the basis of
what you find on that post (a) educate or (b) replace. If, when (a) is
done, the basket again remains as before, do (b).
2. Look into people's baskets for despatch and letter dates. If you find
a basket where these are quite old, find out why and make up your mind
what to do about it on the basis of what you find.
3. Look into drawers for cached despatches, letters, etc. If you find a
drawer full, realize somebody is staying clean on the boards by hiding
what should be visible. Find out why this violation is occurring and act
accordingly.
4. Look over the traffic flow of the principals of the Org (Assn/Org
See, HCO Sec) and analyze their traffic on the basis of the number of
offline, offpolicy, off-origin despatches. Note what staff members are
doing these and act accordingly.
Make the principals of the org keep logs of offline, offpolicy, off-origin
despatches and also bodies brought with despatches. After one week, take
these logs and, as they spot the Dev-T artists in the org, act accordingly.
The main thing to know is never get reasonable about Dev-T. If it
doesn't cure by education or other means, then you have no choice but to
act. The sooner you act, the better for everyone.
NO WORK
The Anglo-Saxon race has a crazy spot on the subject of work. The whole
ambition is to not work.
This is quite at variance with several other races and normal thetan
behaviour.
Easily the greatest source of Dev-T is non-compliance or no-comm.
You can say all you want about despatches and analyze them thoroughly
and with benefit to all.
134
But the most deadly conditions, the things most likely to produce the
greatest floods of traffic in the long run are non-compliance and no-comm.
One or the other of these is the basis of any emergency.
So in analyzing traffic to increase income and efficiency, be very alert
to the points of non-compliance and no-comm.
In our ordinary despatch system these are not easily spotted as we
seldom keep copies of our despatches.
The way to locate these spots is by questioning the principals of the
org and getting a list of:
I . Emergencies of the past 3 months and what departments and personnel
were most closely connected to them.
2. Present time problems of the principals with the org and the names of
the staff members most closely connected with these.
Compare lists I and 2. You will find that there are names common to both
these lists.
Query what despatches remain unanswered by these persons or what orders
have not been complied with. This selects out one or two people.
You now have the basic sources of Dev-T in the org which cause more
visible Dev-T to build up.
Act accordingly. And don't get "reasonable".
Principals seldom realize that their softness on bad Dev-T offenders
works great hardship on other staff members. The real overt is against
other staff members by not acting effectively to locate and reduce Dev-T.
As an example, I know of an instance where two staff members' non-
compliance and neglect of orders cost an org f 20,000 cash in one year
alone and brought the org to a point where only heroic action saved it.
Only two out of 50 were responsible. The other 48 were working their heads
off trying to make a go of things. These two, by non-compliance with
despatches, with no-comm, sabotaged all promotion and the entire PO system
and nobody could tell how it was happening. When they departed, not only
the losses vanished but org income doubled.
So don't ever get soft where you see non-compliance or unanswered
despatches. You're looking at trouble and future emergencies that may wipe
out the org.
DEV-T ANALYSIS
You can pretty well size up a whole org just by watching its despatch
lines and baskets.
If you were very skilled at this, you really wouldn't need to move out
of the communicator's chair to spot every bad and good point in the org.
Without analysis by Dev-T, an org is carried on the backs of a few
desperate staff members.
Why do it the hard way? Watch and handle Dev-T sources and you'll be
able to breathe again.
LRH:jw.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
135
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 OCTOBER 1965
All Executives
DEV-T DATA
EXECUTIVE RESPONSIBILITY
Executives may not OK anything done or to be done below their level
unless their immediate junior has also stated or attested with initial that
it is OK.
Unless one can fix responsibility for actions there is no responsibility
anywhere and the whole show goes to pot.
Never let a junior say, "Is this OKT'
projects.
Always require the junior to state or initial, "This is Okay" on all work,
actions or
An organization permitting a lot of "Is this OKT' will soon go to
pieces. Things are or aren't OK. Make them say so. Hang them if it's a
false attestation.
"Is this okay?" is Dev-T and should be chitted as such.
LRH:ml.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
136
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JANUARY 1968
DEV-T SERIES, PART OF
OVERFILLED IN BASKET
BAD NEWS
If an executiye, is trying to do his or her job and looking ahead and
handling things and yet is being hit constantly with bad news and problems
and has his In basket loaded continually
(a) HE IS GETTING NON COMPLIANCE AND FALSE REPORTS and
(b) HIS JUNIORS ARE NOT GETTING HIS ORDERS EXECUTED and
(c) HIS JUNIORS ARE NOT PUTTING IN ETHICS BUT LEAVING IT ALL TO HIM.
What he sees is bad news and hard to handle items and an overfilled In
basket.
He does not see (a) (b) and (c) above as they are out of view and often
blurred by efforts by juniors to LOOK and SOUND active in his sight while
actually really loafing and goofing or outright betraying him.
This is the most senior datum in all Dev-T policy-that
IF YOU ARE BEING HIT BACK BY LINES YOU ARE TRYING TO HANDLE then YOU
HAVE UNSEEN NON COMPLIANCE AND FALSE REPORTS ON YOUR LINES. ,
Therefore, to remedy this situation, when an Executive is being knocked
about by his lines, bad news, disasters, etc. and he feels PTS he must
apply this formula mercilessly
(A) MAKE THE PENALTIES FOR NON COMPLIANCE AND FALSE REPORTS TOO
GRUESOME TO BE FACED AND ENFORCE THEM
(B) LOCATE AND DISCIPLINE THE JUNIORS WHO DO NOT
EXECUTE OR DO NOT GET ONE'S ORDERS EXECUTED
and
(C) SACK EVERY JUNIOR WHO WILL NOT PUT IN ETHICS IN THEIR OWN AREA
ON THEIR OWN.
The only reason an otherwise competent and industrious executive gets
hit by bad news and has an overloaded in basket lies in (a) (b) and (c)
above and the only effective remedy is (A) (B) and (C).
It takes far more ethics and far steeper enforced penalties to make an
organization work than Scientologists have been using.
If you don't learn and use the above you will not be a big success and
your life will be miserable and your post untenable.
We work in a jungle of non compliance and false reports called the wog
world. Our ethics must be proportional to our ability to do good or we will
all vanish.
You must give attention to this Pol Ltr or you'll never cure the Dev-T
on your lines. It all comes from Non Compliance, False Reports and your
juniors patty-caking around and not getting in Ethics on their own, no
matter HOW it may look from your post.
Of course your lawyers and accountants "know best" and have OUT ETHICS
and therefore give you the most trouble as they are outside your control
perimeter as "experts" and so you have more legal and accounts problems
than others. This Pol Ltr still applies to them too.
You CAN function as an Executive if you do your job and do (A) (B) and
(C) above. Otherwise, lord help you, your juniors will get you shot by (a)
(b) and (c). A good fellow is a dead good fellow when he's dead. So being a
good fellow is NOT the solution to getting a job done. The solution for an
Executive is (A) (B) & (C).
L. RON HUBBARD
LRH:jp.rd Founder
Copyright @ 1968 137
by L. Ron Hubbard
ALL RIGHTS RESERVED
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JANUARY 1969
DEV-T SUMMARY LIST
(Add to Dev-T Policies)
The following list is a summary of items which Develop (Increase) Traffic.
It is based on years of experience with the subject of Dev-T.
1. FALSE REPORTS
A report that is false can cause greatly increased useless action
including at times Bs of I, despatches verifying it, etc.
2. NON-COMPLIANCES
I
Failure to comply with an order can set an emergency flap going which
crowds the lines with despatches. One consequence of non-compliance when
repeated over a long period is to move a large number of Targets into PT in
a sort of frantic jam. Catastrophes can occur because of non-compliance.
3. ALTERED COMPLIANCE
Something was introduced or changed in the orders which made them non-
optimum. This sometimes wastes and repeats all earlier traffic.
4. NO REPORTS
The scramble to find out if something has been done increases traffic.
This includes lack of data forwarded as it should have been. It causes as
well anxiety and uncertainty.
5. COMM FORMULA UNUSED
All orders out answers in are on the Comm Formula. Failing to answer the
question asked can triple traffic.
6. INFO FAILURE
Those in charge fail to brief their juniors. These then have no idea of
what's going on and develop other traffic in conflict. Reversely, juniors
fail to inform seniors of data they have.
7. LACK OF CSW
Failure to for-ward an assembled package of information on any given
situation, plan or emergency or failure to forward complete information on
any despatch, sufficiently complete to require only an approved or not
approved, slows down approval and action and develops traffic. It often
requires returning for completed staff work, or the senior concerned must
take over the person's hat and assemble the missing data using his own time
and lines. And thus traffic develops.
8. SUPPRESSION ON LINES
Lines get closed by arbitraries so that vital info does not get through
or vital action is not ordered.
138
9. CROSS ORDERS
Juniors issue so many orders unknown to a senior and across his lines
that a senior's orders are obscured or lost. Things get very confused, very
active but non-productive.
10. PRESENT TIME ORDERS ONLY
Basic Programmes or standing orders or policy go out by not being
enforced. PT orders only are being forwarded or handled. This eventually
balls up in a big wad and an organization vanishes. Primary Targets go out.
11. NON-EXISTENT TARGETING
Targets are not set, major targets are unknown. Actions are then
unproductive.
12. UNREAL TARGETS
Targets are set and worked on which are not derived from any useful major
target.
13. CROSS TARGETS
The senior's target system is neglected due to conflicting targets being
set on lower levels.
14. BUGGED TARGETS
A target develops bugs in its forwarding which are not seen or reported.
The target stalls. A furious traffic burst may eventually occur to redo it
and catch it up.
15. HOBBY HORSES
A staff member can "ride his favourite hobby horse", ordering and
complying only in his favourite area, neglecting areas of greater
importance. His orders often cross-order and distract from important
targets and create Dev-T, vital actions being neglected.
16. STALEDATED ORDERS AND DISPATCHES
Staledating delays action, often important, and creates anxiety and
emergencies. New (developed) traffic results in an attempt to get an answer
or compliance.
17. FORMULA EVASION
Areas or persons fail to follow the conditions formulas assigned or
actually indicated and pursue the wrong or no formula.
18. INCORRECT CONDITIONS
Incorrect conditions are assigned or assumed with consequent ball up of
lines.
19. HAT DUMPING
producing.
This is referring everything to someone else. It greatly increases traffic
without
20. CHANNEL SKIPS
Something is not forwarded in channels but skips vital points and if
acted on confuses the area of the points skipped.
21. V10LATED PURPOSE
A Division, Dept or staff member or materiel used for things it was not
organized to do. It disrupts its normal lines.
139
22. BACKLOGGING
If traffic or bodies begin to be backlogged one can stall completely
just handling the queries about the backlog without getting anything really
done.
23. OFF ORIGIN (Statements and Despate
A terminal originates something not its hat.
24. OFF LINE
Despatches or orders are passed in a manner to deny info on record.
25. INCORRECT ORGANIZATION
The Comm System or procedures are not organized so as to be easily used.
They are either not organized at all or are made too complex to be useful.
26. ORG BOARD DEV-T
An out-of-date Org Board can cause Dev-T. A staff that doesn't have a
well done Org Board cannot help but make Dev-T. A staff that doesn't know
the Org Board will make Dev-T.
27. UNTRAINED STAFF
Staff not grooved in on the lines mainly deal in Dev-T and although they
even look busy seldom accomplish much.
28. UNPRODUCTIVE PERSONNEL
Keeping a personnel on a post who is a flagrant Dev-T source.
29. PEOPLE WHO PRESENT PROBLEMS
Problems presented by juniors when solved by a senior cause Dev-T
because the source of the problem usually won't use the presented solution
either.
30. HAVING TO HAVE BEFORE THEY CAN DO
Projects stall "because of FP" or "because it would be nice to have a
3 1. PERMITTING DEV-T
The biggest single goof anyone can make is failing to recognize
something as Dev-T and going on to handle it anyway. One's basket soon
overflows. The reason for "overwork" and "heavy traffic" is usually
traceable to permitting Dev-T to exist without understanding it or
attempting to put the Dev-T right.
32. LACK OF EXECUTIVE RESPONSIBILITY
Is this OK?
Executives may not OK anything done or to be done below their level
unless their immediate junior has also stated or attested with an initial
that it is OK.
Unless one can fix responsibility for actions there is no responsibility
anywhere and the whole show goes to pot.
Never let a junior say "Is this OK?" Always make him state or initial
"This is OK" on all work, actions or projects.
"Is this OK?" is Dev-T and should be chitted as such.
140
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 tl-dngs 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.
LRH:Idm.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
141
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JANUARY 1969
Issue 11
DEV-T SUMMARY LIST ADDITIONS
Adds to HCO P/L 27 Jan '69
(add to Dev-T Policies)
An actual example of Dev-T (Developed Traffic) follows:
A warm wind came up and the heating system on the "MV APOLLO" was no
longer required to be on. A message was sent to the Engine Room to "turn
off the heat".
The order was not complied with.
The order was repeated some time later to a steward to send a messenger
to the Engine Room and tell them to "turn the heat off the fans". The
messenger was not sent by the steward, but the steward instead told the I &
R (Inspections and Reports) of the Engine Room who was making his
inspection rounds, to turn down the heat.
Again the order had to be repeated, this time to a messenger who went to
the Engine Room and gave the order to "turn the heat off the fans" to the
Engineer of the Watch.
He replied, "We turned it down a short while ago!"
The messenger accepted this ALMOST and reported back to the senior
executive, who again had to send the messenger to repeat the order to "turn
off the heat". This time the messenger returned with the compliance that
the heat had been turned off.
FOUR TIMES the message had to be repeated before compliance was
reported.
Developed Traffic.
From the above some new forms of Dev-T can be isolated.
36. ACCEPTING AN ALMOST
The messenger accepted the ALMOST of turning down the heat. The order
was to turn it off
An executive or communicator or messenger who accepts and forwards an
"almost" is permitting Dev-T.
Orders given are to be executed and reported DONE, not to be nearly done
or almost done.
A communicator can often be tripped up by this form of Dev-T. It is most
easily spotted by insisting that the original order or, orders be returned
with the compliance so that any terminal on the line can tell at a glance
what was ordered, and what was done.
37. FAILURE TO GET AN ORDER CLARIFIED
Upon questioning it was found that the messenger had not fully
understood what was required and passed this uncertainty on to the Engineer
of the Watch.
38. IRRELEVANT INFORMATION
The Engineer of the Watch, when told to "Turn the heat off the fans",
gave the messenger the irrelevant information, "We turned it down a short
while ago".
142
A later check revealed that he did indeed comply and turn the heat off
but failed to inform the messenger of this, giving her only the irrelevant
information that they had earlier turned it down.
This form of Dev-T can also take the form of forwarding to a senior
large quantities of irrelevant information, jamming his lines, and reducing
his productiveness. The opposite of this, of course, is failure to inform
one's seniors of relevant data (see P/L 27 Jan '69, Dev-T Summary point 6).
39. REASONABLENESS
A staff member or executive can be "reasonable" and accept reasons why
something cannot be done, accept incomplete cycles as complete, and fail to
follow through and get completions.
All of which results in further traffic. This form of Dev-T is best
handled by knowing and applying HCO B 19 August '67, "The Supreme Test"
[Volume 7, page 362).
THE SUPREME TEST OF A THETAN IS HIS ABILITY TO MAKE THINGS GO RIGHT.
40. FAILURE TO TERMINATEDLY HANDLE, REFERRAL
The only tremendous error an organization makes, next to inspection
before the fact, is failing to terminatedly handle situations rapidly. The
fault of an organization's woffle, woffle, woffle, Joe won't take
responsibility for it, it's got to go someplace else, and all that sort of
thing, is that it continues a situation.
What you should specialize in is terminating the end of a situation, not
refer it to someone else. Complete the action now.
41. FAILURE TO COMPLETE A CYCLE OF ACTION and REFERRAL
One of your most fruitful sources of Dev-T is your own double work.
You pick up a despatch or a piece of work, look it over and then put it
aside to do later, then later you pick it up and read it again and only
then do you do it.
This of course doubles your traffic just like that.
If you do every piece of work that comes your way WHEN it comes your way
and not after a while, if you always take the initiative and take action,
not refer it, you never get any traffic back unless you've got a psycho on
the other end.
You can keep a comm line in endless ferment by pretending that the
easiest way not to work is to not handle things or to refer things.
Everything you don't handle comes back and bites. Everything you refer has
to be done when it comes back to you.
Complete the action, do it now.
42. FAILURE TO RECORD AN ORDER
Failing to make an adequate record of an order given, losing or
misplacing the order can result in endless Dev-T.
The original orders being lost or not recorded at all, wrong items are
purchased, incorrect actions are taken, cross orders are given, and a
tremendous waste of executive time and money occurs straightening the
matter out.
This is one of the most serious sources of Dev-T.
43. UNCLEAR ORDERS
An executive giving an unclear order puts uncertainty and confusion on
the line right at the very beginning of the cycle of command.
The safe way on an important programme or action is to Target it.
143
44. MISUNDERSTOOD ORDERS
Orders misunderstood by the recipient will not be properly complied with
as the order was misunderstood. The incorrect or no action following will
require further traffic to correct.
As an executive, originate clear precise instructions and orders.
As a junior, duplicate the order, and never fail to clarify if you have
mi.sunderstood.
45. RELAYING AN ORDER IN A CONFUSING MANNER
Communicators and messengers can create Dev-T and foul up actions by
poor relay of information.
46. CLEANING CLEANS
done.
Doing something that is already done or ordering something to be done
already
47. REPEATED TRAFFIC
The same traffic repeated to the same executive is Dev-T. Often takes
the form of information or compliance reported by telex and then the same
information being sent by despatch. There are times when a telex is
followed by a more lengthy despatch or report, but this should only occur
when extra information is really needed.
48. FAILURE TO WEAR YOUR HAT
A person on one post not doing that post but doing every other post
creates endless Dev-T, all despatches and origins being off-origin and he
covering the hole of his own post.
The person himself is the Dev-T.
49. UNUSUAL SOLUTIONS
Requests for authority to depart from the usual are dangerous when
okayed as they then set up areas of difference and cause policy to wander
and misfit at the joints.
Juniors who propose unusual solutions generally don't know the policy or
orders anyway.
The proper thing to do is order a checkout on the appropriate policy.
50. REMOVING PARTICLES OFF THE LINE
Apart from being a serious offense, taking comm particles off another's
desk or out of their In Basket or off the comm lines causes Dev-T, and lost
time in searching for the missing particles and can sabotage projects or
actions, vital data being missing.
51. SLOWCOMMLINES
Despatches held up on lines cause other despatches to be originated
about the same subject, causing Dev-T to both sender and recipient.
The power of an organization is directly proportional to its speed of
particle flow (letters, despatches, telexes, bodies).
LRH:KD:Idm.ei.rd Copyright@ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Ken Delderfield LRH Comm Aide CS-7 for L. RON HUBBARD Founder
144
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 OCTOBER 1969
Admin Know-How No. 23
DEV T
The entire, complete and only major source of Dev T is ignorance or
failure to grasp CONFUSION AND THE STABLE DATUM as covered fully in
"Problems of Work" (and LRH Tapes of 1956).
Unless an executive or staff member fully grasps the basic principles of
Confusion and a Stable Datum then the org board is completely over his
head, the reason for posts is not understood and Dev T becomes routine.
A post on the org board is the STABLE POINT. If it is not held by
someone it will generate confusion. If the person that is holding it isn't
really holding it, the confusion inherent in that area on the org board
zooms all over the place near and far.
Any executive getting Dev T knows at once what posts are not held
because Dev T is the confusion that should have been handled in that area
by someone on post. With that stable terminal not stable, Dev T shoots
about.
Excessive transfers in ah org promote fantastic Dev T as the posts do
not really get held as people are on them too briefly. "Musical chairs"
(excessive transfers) can destroy an org or area.
The remedy is to get people trained up (OEQ to handle their posts, to
get people on post who do handle their posts.
An essential part of such training is a study of "Problems of Work" and
a full grasp of how a st , able terminal handles and prevents Confusion. If
the person cannot fully grasp this principle, he is below the ability to
conceive of terminals and barely able to perceive lines. He cannot
communicate since there are no terminals to him.
REMOTE AREAS
If an area remote from an executive does not contain a stable point to
which he can send his comm and get it handled, then his comm only enters
Dev T into the area and he gets back floods of despatches and problems but
no real handling. The area is not organized and does not have people in it
who have grasped "Problems of Work" or how it applies to an Org Board or
even why there is an Org Board.
Communicating into a disorganized area without first organizing it to
have at least one stable terminal is foolishness.
An Org Board is that arrangement of persons, lines and actions which
classifies types of confusions and gives a stable terminal to each type. It
is, as effective as its people can conceive of terminals and understand the
basic principle of Confusions and Stable Data.
A good executive arranges personnel and organization to handle types of
actions and confusions. He does not broadly Comm into disorganized areas
except to organize them.
145
Any area which gives an executive excessively Developed Traffic (Dev T)
is an area where the persons supposed to be the stable terminals in that
area are not holding their posts and do NOT understand what they are or why
and do not know what an Org Board is and have never understood the
Scientology fundamental known as Confusion and the Stable Datum. They are
NOT doing their post or organizing their areas.
An executive's evidence of this is the receipt from there of Dev T.
The executive's action is to get somebody THERE, get him to understand
Confusion and the Stable Datum and how it applies to posts as Stable
Terminals, get him trained up and use that now stable point to handle
further confusions.
If an executive goes on handling Dev T of people who are not stable
terminals that handle their areas, HE WILL BE FORCED TO WORK HARDER THAN IF
THE POST WERE EMPTY. At least if it were empty, he would get only the
confusion of that area. As it is if the post is improperly held and wobbly
he gets not only the area confusion but also the enturbulation of the
wobbly incumbent.
Volumes could be written about this subject. But there is no reason
whatever not to be able to grasp the fundamentals concerning confusion and
stable data, confusion and stable terminals, apply it to Org Boards, to
areas and to expansion.
Chaos is the basic situation in this universe. To handle it you put in
order.
Order goes in by being and making stable terminals arranged to handle
types of action and confusion.
In organizing units, sections, divs, depts, orgs or areas of orgs you
build by stable terminals.
You solve areas by reinforcing stable terminals.
Executives who do not grasp this live lives of total harassment and
confusion.
The whole secret of organization, the whole problem of Dev T, the basic
ingredient of all expansion is contained in this.
LRH:rs.ldm.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
146
L. RON HUBBARD Founder
Remimeo Dev-T
Series
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 NOVEMBER 1969
DEV-T GRAPHED
Confusion and the Stable Datum is graphed on every org board.
The stable terminals are at the top of every section, department,
division or portion of the org, as seen on the org board.
If you consider each area small or large as a BOX CONTAINING PUSHED
ACTIONS AND RESTRAINED CONFUSIONS and its In Charge or executive the Stable
Terminal that makes this happen you will really grasp what Dev-T is. Dev-T
occurs when the stable terminal of a box on the org board is not stable but
is itself a confusion.
There are five major conditions on an orgo board, one right and four wrong.
The actions that should be pushed in any box on the org, board are
labeled on the org board as belonging to that box. The Confusions that are
supposed to be handled in that box are easily deduced.
A stable terminal pushes the actions that belong to his area on the org
board and handles or suppresses the confusions of that area or aligns them
with the correct flows.
Many people do not relate an org board to reality or understand that it
itself is a pattern which handles flows and actions and dispenses with
confusions. However its stable points must be stable and held as stable
terminals or the org board gets into confusions and develops Dev-T.
All Dev-T is a result of the above violations of staff members being
stable terminals.
If you study this and really understand it you will have made a big
break through in grasping the science of organization.
L. RON HUBBARD
Founder
LRH:rs.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
147
CORR~ECT
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STA B LE
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All will go smooth when all
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148
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149
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150
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151
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152
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[pic][pic]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JUNE 1968
Remimeo
Flag Order
ETHICS
The Purpose of Ethics is
TO REMOVE COUNTER INTENTIONS FROM THE ENVIRONMENT.
And having accomplished that the purpose becomes
TO REMOVE OTHER INTENTIONNESS FROM THE ENVIRONMENT.
Thus progress can be made by all.
Many mechanisms can exist to mask a counter intention.
One has an intention to expand the org. An "expert" says it is difficult
as "The building society . . . .". The impulse is to then handle the
problem presented by the 11 expert", whereas the correct ETHICS action is
to remove his Counter Intentionedness or Other Intentionedness. If he were
an EXPERT he would simply say "OK. I'll handle my end of the expansion".
There are many ways to handle counter and other intentionedness.
There is a fine line between Ethics and Tech.
The point where a thetan goes mad is very exact. It is the point where
he begins to obsessively stop something. From this the effort becomes
generalized and he begins to stop lots of other things. When this includes
anyone who or anything that would help him as well as those people and
things that help, the being is suppressive. His intentions counter any
other intention, particularly good intentions.
Other intentionedness comes from unawareness or dispersal. By removing
things which disperses others. Offering bottled medicine to cure "the
blues" is a direct distraction. It is the purveyor of the distraction who
is the target.
The person who enters on Sen groups to then sell other-answer is of
course an enemy.
However we go about accomplishing the above is the action of Ethics. The
above is the purpose.
L RON HUBBARD
Founder
LRH-js.cden Copyright Q 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
153
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1965
Issue III
Gen Non-Rernimeo Post Org Public Boards
HCO (DIVISION 1)
JUSTICE
OFFENSES & PENALTIES
These are the penalties we have always more or less used, and these are
the offenses which have been usually considered offenses in Scientology.
Formerly they were never written down or routinely enforced, there was
no recourse, and these lacks made staff members uncertain of their fate.
They knew something happened but not why. They knew certain things were
frowned on but not how much or little. The penalties were suddenly
administered without warning as to what they would be or for what offense.
This then is a Code of Discipline which we have almost always more or
less used, made plain for everyone to see, with limits against over-
punishment and recourse for those who are wronged.
Accordingly this Code of Offenses and their penalties becomes firm and
expressed policy.
Lack of specified offenses, penalties and recourse brings everyone to
uncertainty and risk at the whim of those in command.
There are four general classes of crimes and offenses in Scientology.
These are ERRORS, MISDEMEANORS, CRIMES AND HIGH CRIMES.
1. ERRORS. Errors are minor unintentional omissions or mistakes. These
are auditing "goofs"; minor alter-is of tech or policy; small instructional
mistakes; minor errors or omissions in performing duties and admin errors
not resulting in financial loss or loss of status or repute for a senior.
Errors are dealt with by corrections of the person, reprimand or
warnings by seniors.
Certificates, Classifications and Awards may not be cancelled or
suspended or reduced for an Error. The offender may not be transferred or
demoted or fined or suspended for Committing an Error. No Committee of
Evidence may be convened because of an Error.
Repeated corrections, warnings or reprimands by a senior can, however,
bring the repeated error offenses into the category of Misdemeanor.
2. MISDEMEANORS. These are non-compliance; discourtesy and
insubordination; mistakes resulting in financial or traffic loss;
commissions or omissions resulting in loss of status or the punishment of a
senior; neglect or gross errors resulting in the need to apply the
Emergency Formula to their person, section, unit, department, organization,
zone or Division; knowing and repeated departures from standard technology,
instructional procedures or policy; continued association with squirrels;
abuse or loss or damage of org materiel; waste of org materiel; waste of
funds; alteration of senior policy or continued ignorance of it; consistent
and repeated failures to wear their hat regarding Dev-T; refusing an E-
Meter check; refusing auditing when ordered by a higher authority;
disturbing a course or class; disrupting a meeting; the discovery of their
having an undisclosed criminal background in this lifetime; the discovery
of an undisclosed tenure in a mental hospital; processing a known Trouble
Source or the family or adherents of a Suppressive Person or Group;
omissions resulting in disrepute or financial loss; inadequate or declining
income or traffic in a section, unit, department, org, zone or Division;
assisting the inadequacy or decline of income or traffic in a section,
unit, department, org, zone or Division; failure to acknowledge, relay or
comply with a direct and legal order from an executive staff member;
Auditor's Code breaks resulting in a disturbance of the preclear; failure
to follow the Instructor's Code resulting in disturbed students;
contributing to a crime;
failure to appear before a Committee of Evidence as a witness or interested
party when personally given summons or receiving summons by registered
post; refusing to testify before a Committee of Evidence; showing contempt
or disrespect to a Committee of Evidence when before it; destroying
documents required by a Committee of Evidence or refusing to produce them;
withholding evidence; false swearing on a signed statement or form;
impeding Justice; refusing to serve on a Committee of Evidence; refusing to
vote while a member of a Committee of Evidence; misconduct; issuing data or
information to wrong grades or unauthorized persons or groups or issuing
data or information broadly without authority.
Such offenses are subject to direct punishment by order and for a staff
member the punishment is the assignment of a personal condition of
emergency for up to three weeks and for an executive staff member the
assignment of up to a three months personal condition of emergency.
Personal conditions of emergency reduce pay or units one third for the
period assigned.
Recourse may be had by requesting a Committee of Evidence for return of
pay but not damages.
The same offenses may be used for a Committee of Evidence but not both a
Committee and punishment by direct order-one or the other.
However if any of these offenses become the subject of a Committee of
Evidence the penalty for a misdemeanor may be increased to include
suspension of a single certificate and/or classification (but no more) or a
minor demotion or transfer, but not dismissal. None of these offenses may
be made the subject of dismissal by direct order or Committee of Evidence.
Persons may not be dismissed for misdemeanors. Nor may any certificates,
classifications or awards be cancelled.
Non staff or field or franchise Scientologists committing those of the
above (except org) offenses applicable may have a Committee of Evidence
convened on them.
Where serious, repeated or of magnitude harmful to many, the same
offenses can be re-classed as Crimes by a Convening Authority.
3. CRIMES. These cover offenses normally considered criminal. Offenses
which are treated in Scientology as crimes are theft; mayhem; harmful
flagrant and continued Code Breaks resulting in important upsets; non-
compliance with urgent and vital orders resulting in public disrepute;
placing Scientology or Scientologists at risk; omissions or non-compliance
requiring heavy intervention by seniors consuming time and money, with Dev-
T; failure or refusal to acknowledge, relay or execute a direct legal order
from an International Board Member, or an assistant board member; being or
becoming a Potential Trouble Source without reporting it or taking action;
receiving auditing while a Potential Trouble Source; withholding from local
Scientology executives that he or she is a Potential Trouble Source;
failing to report a Potential Trouble Source to local HCO; organizing or
allowing a gathering or meeting of staff members or field auditors or the
public to protest the orders of a senior; being a knowing accessory to a
Suppressive Act; using a local Scientology title to set aside the orders or
policies from the International Board; following illegal orders or illegal
local policies or alter-is, knowing them to be different or contradictory
to those issued by the International Board; not directly reporting flagrant
departures from International Board policy in a section, unit, department,
org, zone or Division; being long absent from post while a senior executive
without advising the board member of his or her division; permitting a
section, unit, department, org, zone or Division to collapse; not taking
over as a deputy in a crisis not otherwise being handled; passing org
students or pcs to outside auditors for private commission; using an org
position to build up a private practice; taking private fees while on staff
to audit outside pes, run private courses, coach or audit students or org
pcs; embezzlement; taking commissions from merchants; reselling org
materiel for private gain; using an org position to procure personal or non-
Scientology funds or unusual favours from the public, a firm, student or
pc; impersonating a Scientologist or staff member when not authorized;
inciting to insubordination; instigating a local power push against a
senior; spreading destructive rumours about senior Scientologists;
pretending to express a multiple opinion (use of "everybody") in vital
reports, which could influence assistant board or board decisions; not
reporting the discovery of a Crime or High Crime to Saint Hill while in
authority or as a member of a Committee of Evidence or as a witness before
a Committee of Evidence; refusal to accept penalties assigned in a recourse
action; refusal to uphold
discipline; getting another staff member disciplined by giving false
reports about him or her; overworking an executive by ignoring one's
duties; falsifying a communication from higher authority; falsifying a
telex message or cable; causing a staff member to lose prestige or be
disciplined by giving false reports; seeking to shift the blame to an
innocent staff member for the consequences of one's own offenses;
protecting a staff member guilty of a Crime or High Crime listed in this
code; stealing or seducing another's wife or husband; committing offenses
or omissions that bring one's senior staff member, unit, department, org or
zone official to personal risk and/or a Committee of Evidence, civil,
criminal or court; wilful loss or destruction of Scientology property;
making out or submitting or accepting false purchase orders; juggling
accounts; illegally taking or possessing org property; causing severe and
disreputable disturbances resulting in disrepute; obtaining loans or money
under false pretenses; condoning circumstances or offenses capable of
bringing a course, section, unit, department, org, zone or Division to a
state of collapse; holding Scientology materials or policies up to
ridicule, contempt or scorn; heckling a Scientology Instructor or lecturer;
falsely degrading an auditor's technical reputation; impersonating an
executive staff member; pretending Scientology certificates,
classifications or awards not actually held to obtain money or credit;
selling auditing hours or training courses for advance which are not then
delivered as to hours and time in training (but not results or subject
matter); using Scientology harmfully; not bringing a preclear up through
the grades but overwhelming the preclear with high levels; processing or
giving aid or comfort to a Suppressive Person or Group; knowingly using
Scientology to obtain sexual relations or restimulation; seducing a minor;
neglect or omission in safeguarding the copyrights, registered marks, trade
marks, registered names of Scientology; issuing the data or information or
instructional or admin procedures without credit or falsely assigning
credit for them to another; issuing any Scientology data under another
name; condoning the suppression of the word "Scientology" in its use or
practice; allying Scientology to a disrelated practice; neglect of
responsibilities resulting in a catastrophe even when another manages to
avert the final consequences.
Crimes are punished by convening Committees of Evidence and may not be
handled by direct discipline. Crimes may result in suspension of
certificates, classifications or awards, reduction of post, or even
dismissal or arrest when the crime clearly warrants it. But such penalties
may not be assigned by direct discipline. Certificates, Classifications or
Awards may not be cancelled for a crime.
4. HIGH CRUVIES. These are covered in HCO Policy Letters March 7, 1965,
Issues I and 11 and consist of publicly departing Scientology or committing
Suppressive Acts.
Cancellation of Certificates, Classifications and Awards and becoming
fair game are amongst the penalties which can be leveled for tliis type of
offense as well as those recommended by Committees of Evidence.
A reward system for merit and good performance also exists.
LRH.jw.cden Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
CANCELLATION OF FAIR GAME: The practice of declaring cople FAIR GAME will
cease. FAIR GAME my not appear on any Ethics Order. It causes bad puLfi c
relations. This PIL does not cancel any policy on the treatment or handling
of ari SP.
(From HOO PIL 21 October 1968-Volume 1, page 489.)
COMMITTEE OF EVIDENCE (COMM EV): A fact finding body composed of impartial
persons
properly convened by a Convening Authority which hears evidence from
persons it calls before it,
arrives at a finding and makes a full report and recommendation to its
Convening Authority for his or
her action.
(From HOO P/L 7 September 1963, COMMITTEES OF EVIDENCE-Volume 1, page 538.)
[The above Policy Letter has been added to by HCO P/L 12 July 1971 Issue
III, Offenses and Penalties-Addition, and HCO P/L 29 ly 1971 Issue III,
Penalties for the Hiring or Recruiting of Institutional or Insane Persons,
the lat4ur being modified by HOO P/L 21 July 1972 Issue IV, Staff
Qualification Requirements for Hiring Cancelled, in the Year Books.)
156
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MARCH 1965
Issue II
Remirneo
HCO (DIVISION 1)
JUSTICE
STAFF HAT
RIGHTS OF A STAFF MEMBER, STUDENTS AND PRECLEARS TO JUSTICE
1. HCO is the Justice agency of Scientology and Scientologists in
addition to other functions.
2. All matters of internal Justice in orgs, Committees of Evidence and
complaints are taken to the HCO personnel so indicated on the Org Board.
3. All Scientologists and staff members in accepting posts or
membership agree to abide by the HCO Codes. These include the Justice
Codes.
4. HCO Justice applies to all Scientology and Scientologists.
5. When we say Legal matters we mean outside law and law agencies such
as attorneys, civil courts, suits, contracts and corporation and copyright
matters. This comes under Division 3.
6. When we say JUSTICE we mean HCO, Division 1, Internal activities such
as Committees of Evidence, internal enforcement and discipline. Scientology
Justice safeguards the rights of Scientologists, prevents injustice,
prevents punishment by whim, and brings order. Before the Justice Codes,
discipline was inequitable and often unjust. The HCO Justice Codes bettered
this by making offenses and penalties known and milder. HCO Justice
prevents wrongful disgrace, demotion, transfer or dismissal and protects
the staff member's reputation and job from being falsely threatened.
7. In a Condition of Emergency assigned to a Department or org, staff
members may be subjected to demotion, transfer or dismissal as the
Assignment of the Condition of Emergency suspends the Justice Codes. There
is no recourse, then. In addition, offenses may still be made the subject
of Committees of Evidence. The thing to do is not get into such a state.
Lessened traffic and other matters all found on the OIC charts of each week
are the sole evidence used to assign a Condition of Emergency. A Condition
of Emergency cannot be assigned unless these graphs show a declining
condition.
8. When the org or department is not in a Condition of Emergency, the
protective Justice Codes are in full force.
9. A staff member who believes he has been falsely wronged (unless a
Condition of Emergency exists in his department or org) may request a
Committee of Evidence of HCO with himself as an Interested Party and this
must be granted him. He must however agree to abide by its findings. It can
restore any lost pay in cases of injustice but not damages. No senior
executive in the org may be named as an Interested Party in matters of
recourse requested by a junior but below the level of Executive Councilman
may be called as witnesses. An Executive Councilman cannot be called before
any Committee of Evidence by anyone in his or her org including other
Councilmen of that org. Only a senior org may call Executive Councilmen of
a junior oig before a Committee of Evidence and then only for a crime or
high crime and then only in the premises of the senior org. Do not then
seek to name Executive Councilmen as interested parties in any Committee of
Evidence and do not seek to name any member of any senior org in any
Committee of Evidence requested by anyone in an org junior to it.
157
10. If a staff member wishes to sue a fellow staff member or right a
wrong he or she may request a Civil Committee of Evidence of HCO. HCO
usually [appoints] one senior staff member on which the two contenders can
agree. The senior staff member holds a session or sessions and both
contenders must abide by his findings and award of any money or damages or
return of property. There is no further appeal. A Civil Committee of
Evidence follows the same procedure and has the same rights as any other
Committee of Evidence. A Civil Committee of Evidence may not be called by
contending co-auditors. These must seek out the D of P and abide by the D
of P's advice.
11. Students or pcs may not request Committees of Evidence for causes
occurring during a course or an intensive but may appeal in writing to the
Division 2 Service Executive. They must report matters covered under the
Justice Code, however, to HCO.
There are no student rules and regulations except the Justice Codes. All
others are abolished. The penalties that can be awarded are for an error,
an instructor reprimand, for a misdemeanor, a pink sheet which must be
completed before classification is given, for a crime, one to three weeks
at the student's expense in the HGC. A Committee of Evidence can also be
convened on a student or preclear for offenses as covered in the Justice
Codes.
12. In times of stress, commotion, riot or threats to person, an HCO
personnel may instantly deputize any other Scientologist merely by saying
loudly, "HCO. Bring Order," making it known in any way that the
Scientologist or Scientologists present should intervene or act. Any
Scientologist whose help is thus commanded at once becomes deputized by
Division I by the fact of required assistance and may not be charged before
a Committee of Evidence for any act committed in rendering assistance to
HCO during the period of stress and must be protected by the organization
from any civil authority and the organization must pay any fines or
expenses incurred or reasonable costs for damage to dress or hospital aid.
When the incident is over, the HCO personnel must say, "HCO thanks you for
bringing order," thus ending the deputization.
An HCO Personnel requiring an eviction of a person or persons from a
premises or meeting or area need only point to the person or persons and
say, "HCO. Order!" Any staff member or Scientologist present is instantly
deputized as above and must act promptly to carry out the eviction or be
liable under Justice Codes when failing to do so. This can be used in any
circumstances, no matter how mild the offender even down to slovenly or
unauthorized persons on the premises or in any office. When the person or
persons are removed, the HCO personnel removes the deputization by saying,
"HCO thanks you for order." These orders apply even when the person causing
a disturbance is an officer, director or councilman of another division and
none may be disciplined for complying but may be liable under Justice Codes
for not doing so.
13. When personnel of other divisions foresee stress or danger, while
they themselves have ample authority in their own divisions to handle their
own personnel, where Scientologists in general are involved, they may not
take Justice in their own hands as it is a Division 1 HCO hat and Divisions
must not cross in functions. Where mixed divisions or not staff persons are
concerned they should be careful to have an HCO personnel present or
available, a wise precaution in event of the possibility of charges or
Committees of Evidence resulting, in which case an HCO personnel as a
witness would bear weight.
L. RON HUBBARD
LRH:ml.cden Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
158
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 MARCH 1965
Issue III
Gen Non-Remimeo
function:
1 Only the criminally inclined desire a society in which the criminal
is free to do as he pleases.
2. Only the criminally inclined are frightened enough of Justice to
protest and complain that it exists.
3. Without order nothing can grow or expand.
4. Justice is one of the guards that keeps the channel of progress a
channel and not a stopped flow.
5. All reactive minds can exert pain and discomfort on a being. They
demand the suppression of the good and the production of the bad.
Therefore, in administering Justice, restrain just a trifle more than a
bank can compel a bad action. The external threat need be just enough to
make the internal pressure to do wrong the lesser of two discomforts.
Judgment lies in how much external restraint to apply.
6. Decent people are in favour of Justice. Don't confuse the opinion of
the majority who wish it with the snarls of the few who fear it.
HCO (DIVISION 1)
JUSTICE HAT
ADMINISTERING JUSTICE
There are some things to firmly keep in mind when you have to use HCO's
Justice
7. A person who is dramatizing his criminal intent can become very angry
if he is not prevented from hurting others.
8. A thetan is good. He invented a bank to keep others good. That
mechanism went wrong. And that's why we're here.
9. In a session you would keep a burglar from bursting in the room and
disturbing the preclear. In Scientology you keep offenders out so we can
get on with our session with society.
10. Look up the person who rails against Justice most and you will have
the one you have been looking for.
11. The only overt in handling Justice is not to work for the greatest
good of the greatest number.
L. RON HUBBARD
LRH:ml.bp.eden Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
159
Gen. Non Remirneo
M.A.
Post B Board
injustice.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
CO POLICY LETTER OF 27 MARCH 1965
THE JUSTICE OF SCIENTOLOGY ITS USE AND PURPOSE
BEING A SCIENTOLOGIST
The reason we have Justice Codes is to have justice. We don't want or need
When we have no codes, "justice" can be anything any authority cares to
make it.
We have had too much caprice passing for justice. It is time we had
justice.
Committees of Evidence work. 1 recall one Tech Director accused of
tampering with a student. 1 was told he was about to be disciplined and
sacked. I stopped that action and had a Committee of Evidence convened.
Accurate testimony revealed the story false and the Tech Director innocent.
Without that Committee he would have been ruined. I know of other instances
where a Committee found the facts completely contrary to rumour. Some are
guilty, most are innocent. But thereby we have justice and our necks aren't
out. If a person is to keep the law, he or she must know what the law is.
And must be protected from viciousness and caprice in the name of law. If a
person doesn't keep the law knowing well what it is he or she hurts all of
us and should be handled.
The enturbulence of the society around us is fantastic. There is no just
civil law left, really. It is that lawless and disorderly condition in the
society about us which makes it hard for us to work. Shortly we will be
even more powerful. That power must not be lawless or we will have anarchy
and dismay, enough to stop our growth.
If we have a superior law code and legal system which gives real justice
to people we will swiftly flow easily over the society and everybody will
win.
Where we fail to apply our own administration, technology and justice
procedures to the society around us (let alone Scientology) we will fail.
There is too much truth in our lives not to cause a social upheaval.
Therefore, let us have justice and expand into higher order, not plunge the
world into darkness because our power as a group struck innocent and guilty
alike.
A Scientologist must understand his own justice system. Without
understanding again there will be no justice.
Already the following points need correction in the uninformed person
concerning our justice.
A Committee of Evidence is not a court. It is simply a fact-finding body
with legal powers, convened to get at the facts and clean up the ARC Breaks
caused by rumour. When it has the truth of it, then a Convening Authority
acts-but only in exact accordance with a Justice Code.
Our justice really rehabilitates in the long run. It only disciplines
those who are hurting others and gives them a way to change so they can
eventually win too-but not by hurting us.
A Seientologist who fails to use Scientology technology and its
administrative and justice procedures on the world around him will continue
to be too enturbulated to do his job.
That sounds extreme to anyone.
But if you look it over, you will find that the "power" of the "Society"
and "State" is pretended and is made from an effort to be powerful where
they actually lack power. Our situation is quite the reverse. Ours is the
power of truth and we are capable of power as a group, having power as
individuals due to processing and power of wisdom due to superior
technology.
Therefore when we grant too much beingness to their "power" we are
granting validity to a falsehood and so it recoils on us.
160
We are in short, knocking our own heads off by failing to use our
knowledge and authority when we administer or handle our fellow man or
society. It's like refusing auditing to somebody or not making it possible.
It's also investing a lie with power. Society is losing ground because its
"power" is based on a pack of falsehoods. We will lose ground if we empower
those lies.
There's real magic to be seen here. For instance every upset we have is
traceable to our not knowns or failing to apply our technology and Admin
and Justice procedures to the society around us and its individuals, firms
and groups.
This is worse than you think. A Scientology executive not handling Dev-T
(Developed and unnecessary traffic) from a government in accordance with
our Dev-T policies when it was off-line and off-policy recently caused an
upset. A government official was off-policy (his own bureau's) and the
Scientology executive did not follow our procedure of (a) send it back to
source (b) correct the policy error and (c) inform his superiors when
results were not obtained. You say, "But that's wild! Run a government by
Scientology Admin." Well, all 1 know is that it caused trouble when we
didn't.
Evidently it's not "them" and "us". It's just "us" and a false "them."
So all we have to do is to get their hats on and they're us.
Failure to take our usual justice actions on offenders against us will
result in eventual chaos. What matter if they don't appear before the
Committee of Evidence we convene on them? How do we know they won't? How
could the Victoria Parliament ever come right if we failed to (a) Convene a
Committee of Evidence (b) Follow our legal procedures?
No, they just stay "they".
Has anybody informed the F.D.A. of our amnesty? Well, did you know the
F.D.A. was looking for a way out of their mess for fear we'd sue for a
million? They'd drop the E-Meter case if they thought we wouldn't sue.
How do we know if we don't try?
So therefore we must use Scientology tech, Admin and Justice in all our
affairs. No matter how mad it sounds, we only fail when we don't.
And therefore every Scientologist should understand his own tech, codes
and procedures.
Some Scientologists believe when a Committee of Evidence is convened
that they are at once suspended.
Nobody can be suspended or punished by the convening of a Committee of
Evidence. It's there to find the truth. Only when its findings are
submitted to its Convening Authority and where the Convening Authority acts
can anyone be suspended or transferred or demoted.
Don't react to Scientology Justice as though it were "wog" law. In
society's "courts" one is given the works and truth has little bearing on
the findings. A mean judge or clever attorney and small legal errors decide
a lot of their cases. Wog courts are like throwing dice. There is huge cost
and publicity and punishment galore even for the innocent.
So we must preserve our Justice.
And use it.
That's the main lesson. If we don't use it in all questions where the
truth of the matter is in doubt we'll just go on being wogs.
If we don't exhibit our science as a group and show a good example, what
can we achieve?
So let's grow up to our own technology and take responsibility for it.
And wear our hats as Scientologists to the world.
LRH:wmc.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
161
L. RON HUBBARD
Gen Non-Rernimeo
BPI
Mag Article
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 APRIL 1965
SCIENTOLOGY MAKES A SAFE ENVIRONMENT
We're working to provide a safe environment for Scientology and
Scientologists in Orgs everywhere.
The dangerous environment of the wog world, of injustice, sudden
dismissals, war, atomic bombs, will only persist and trouble us if we fail
to spread our safe environment across the world.
It starts with our own orgs. They must be safe environments.
Only good tech and Justice can make the Org environment safe. Like an
auditing room, we must be able to work undisturbed by the madness at our
doors.,
We can make every org a safe island then by expanding and joining those
orgs, bring peace and a safe environment to all the world.
It not only can be done. It is happening this moment. Push it along.
Support policy, good tech and Justice.
L. RON HUBBARD
LRH:mb.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
162
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 APRIL 1965
Remimeo All Staff Sthl Staff Post Bulletin Bd All new Staff Members HATS
DISMISSALS, TRANSFERS AND DEMOTIONS
It may not have come to the notice of all staff that HCO Justice policy
letters forbid staff members being sacked, demoted or transferred.
Only persons with "Temporary" or "Probationary" status can be dismissed
as they are not staff completely as yet. Only persons with Acting or Deputy
status can be demoted as the appointment is not permanent.
All others, to be demoted, transferred or dismissed without their
consent must be called before a Committee of Evidence. If the findings of
the Committee recommend dismissal, demotion or transfer, only then may it
be done.
A Committee of Evidence is convened by the Office of LRH through the HCO
Secretary and is composed of 5 other staff members like yourself. Its
purpose is entirely to obtain evidence and recommend action which the
Office of LRH then modifies or orders. No other Justice actions or
punishments exist in tl-ds org than those found in Justice pamphlets or
Letters.
If a person is wrongly dismissed, demoted or transferred he or she may
request a Committee of Evidence from the HCO Secretary and may have
recourse. A person so requesting may not also request their seniors to also
be tried but evidence may be obtained from them (seniors). If your seniors
have acted outside the Justice Codes they can be handled in exactly the
same way by higher authority.
Your job is secure. It is also covered by the Justice Codes of HCO.
These are found in HCO (Hubbard Communications Office) Policy Letters which
arrive in mimeograph form in the HCO Secretary's Office and which are also
being made available in booklet form.
Keep the Justice Codes for a secure job and a peaceful organization.
L RON HUBBARD
LRH:wmc.cden Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO P/L 12 July 1971 Issue 111, Appointment of HCO Area
Secretaries, in the 1971 Year Book.]
163
Remimeo BPI
15.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 APRIL 1965
Issue 11
ETHICS
PETITION
The right to Petition must not be denied.
It is the oldest form of seeking justice and a redress of wrongs and it
may well be that when it vanishes a civilization deteriorates thereby.
Therefore these policies apply:
I . Any one individual has the right to petition in writing any senior or
official no matter how high and no matter by what routing.
2. No person may be punished for submitting a petition.
3. No two persons or more may simultaneously petition on the same matter
and if so the petition must at once be refused by the person petitioned.
Collective petition is a crime under Ethics as it is an effort to hide
the actual petitioner and as there may be no punishment for a petition
collective petition has therefore no excuse of safety and is to be
interpreted as an effort to overwhelm and may not be regarded as a
petition.
4. No generality may be used in a petition such as a report of
collective opinion unspecified as to identities. This is to be
interpreted as an effort to ARC Break a superior and the petition must
be refused.
5. Only one person may petition on one matter or the petition must be
refused.
6. Threat included in a request for justice, a favour or redress
deprives it of the status of "petition" and it must be refused.
7. Discourtesy or malice in a request for justice, a favour or redress
deprives it of the status of "petition" and it must be refused.
8. If a "petition" contains no request it is not a petition.
9. There may be no special form for a petition beyond these policies.
10. A petition which cannot be deciphered or understood should be
returned to the sender with a request that it be made legible or
comprehensible, but this should not be interpreted as a refusal or
acceptance of the petition.
11. A copy of a petition seeking justice against another person or group
must be sent that person or group to qualify the request as a petition.
No action may be taken by the person or group but he or they should
append the copy to their own statement of the matter and send it at once
to the executive being petitioned.
12. Petitions are normally directed to the heads of activities such as
the head of a portion of an org (HCO or the Org in the persons of the
HCO Executive Secretary and the Organization Executive Secretary) or the
Continental Heads of orgs or to Mary Sue Hubbard or L. Ron Hubbard.
13. Petitions may not demand Committees of Evidence or punishment for
executives but may only state what has happened and request the matter
be righted.
14. A petition is itself and is not a form of recourse and making a
petition does not use up one's right to recourse.
All petitions delivered in person verbally or in person with a note
particularly when this restricts a senior's freedom of motion, must be
refused.
16. HCO Secretaries or Communicators receiving petitions directed to be
forwarded to higher executives which do not comply with these policies
should append a
164
copy of this policy letter to the petition and return it to sender. The
sender should then reform the petition into acceptable form and return it
on the same channels. When receiving his petition back with this policy
letter attached to it, the sender must not assume it has been refused and
become apathetic. He or she should realize that a favour has been done for
a petition in violation of these policies would have to be refused by the
person to whom the petitioner addressed it and that by rewording or
complying with these policies the petition now has a chance and will
undoubtedly be given courteous attention. A petitioner should consider
himself fortunate if a discourteous or collective.or threatening petition
is returned as it would not be regarded as a petition by the executive to
whom it is addressed and might colour his or her opinion of the petitioner,
perhaps obscuring some real wrong which might well have received attention.
L. RON HUBBARD
LRH:ml.rd
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MAY 1965
ETHICS
PETITIONS
(Add to HCO Pol Ltr 29 April 1965)
No person under sentence or awaiting a Committee of Evidence may validly
petition the Office of LRH.
A petition may only be submitted before or after the full course of
Scientology Ethics has been taken.
As all Ethics actions such as a Committee of Evidence are reviewed, in
effect a line already exists due to the Ethics action and the facts will be
on it.
Therefore a communication from a person under legal sentence from Ethics
Officers or a person named in a Comm Ev may not petition. Ethics actions
must be permitted to take their. course.
A protest from Ethics actions worded as a petition routinely causes
further investigation as the "petitioner" is. actually only protesting
Ethics actions and is handled as such.
L. RON HUBBARD
LRH:ml.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
165
Remimec,
Staff Member Hats
Executive Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MAY 1965
STAFF MEMBER REPORTS
Staff Members must personally make certain reports in writing.
Failure to make these reports involves the executive or staff member not
making a report in any offence committed by a junior under him, or, in case
of job endangerment, by a senior over him.
These reports are made to the Ethics Section of the Department of
Inspection and Reports.
The report form is simple. One uses a clip board with a packet of his
division's colour flash paper on it. This includes a piece of pencil carbon
paper. This is the same clip board and carbon one uses for his routine
orders.
It is a despatch form addressed simply to the Ethics Section. It is
dated. It has under the address and in the centre of the page the person or
portion of the org's name. It then states what kind of a report it is (see
below).
The original goes to Ethics by drawing an arrow pointing to "Ethics" and
the carbon goes to the person or portion of the org being reported on by
channels (B routing).
The following are the reports required:
1. Damage Report. Any damage to anything noted with the name of the
person in charge of it or in charge of cleaning it.
2. Misuse Report. The misuse or abuse of any equipment, materiel or
quarters, meaning using it wrongly or for a purpose not intended.
3. Waste Report. The waste of org materiel.
4. Idle Report. The idleness of equipment or personnel which should
be in action.
Alter-Is Report. The alteration of design, policy, technology or
errors being made in construction.
Loss or Theft Report. The disappearance of anything that should be
there giving anything known about its disappearance such as when it
was seen last.
A Found Report. Anything found, sending the article with the
despatch or saying where it is.
8. Non-Compliance Report. Non-Compliance with legal orders.
9. Dev-T Report. Stating whether Off-Line, Off-Policy or Off-Origin
and from whom to whom and subject.
10. Error Report. Any error made.
11. Misdemeanor Report. Any misdemeanor noted.
12. A Crime Report. Any crime noted or suspected but if suspicion
only it must be so stated.
13. A High Crime Report. Any high crime noted or suspected but if
only suspected must be so stated.
7.
166
14. A No-Report Report. Any failure to receive a report or an
illegible report or folder.
15. A False Report Report. Any report received that turned out to be
false.
16. A False Attestation Report. Any false attestation noted, but in
tl-ds case the document is attached to the report.
17. An Annoyance Report. Anything about which one is annoyed, giving
the person or portion of an org or org one is annoyed with, but the
Department of Inspection and Reports and a senior org are exempt and
may not be reported on.
18. A JOB Endangerment Report. Reporting any order received from a
superior that endangered one's job by demanding one alter or depart
from known policy, the orders of a person senior to one's immediate
superior altered or countermanded by one's immediate superior, or
advice from one's immediate superior not to comply with orders or
policy.
19. Technical Alter-Is Report. Any ordered alteration of technology
not given in an HCOB, book or LRH tape.
20. Technical Non-Compliance Report. Any failure to apply the
correct technical procedure.
21. Knowledge Report. On noting some in vestigation is in progress
and having
data on it of value to Ethics.
These reports are simply written and sent. One does not expect an
executive to front up to personnel who err. One does expect an executive to
make a report routinely on the matter, no matter what the executive also
does.
Only in this way can bad spots in the organization be recognized and
corrected. For reports other than one's own collect and point out bad
conditions before those can harm the org.
These reports are filed by Ethics in the Ethics files in the staff
member's folder or in the folder of the portion of the org. A folder is
only made if Ethics receives an Ethics Report.
Unless the staff member is part of a portion or an org that is under a
state of Emergency, FIVE such reports can accumulate before Ethics takes
any action. But if the report is deemed very serious, Ethics may take
action at once by investigating.
If a State of Emergency existed in that portion of the org or org, ONE
report can bring about a Court of Ethics as there is no leeway in an
Emergency Condition.
The most serious reports, which are the only ones taken up at once, are
technical alter-is, non-compliance, any false reports, false attestations,
no reports, misdemeanours, crimes and high crimes. The others are left to
accumulate (except in Emergency when all reports on that portion or org are
taken up at once).
CLEANING THE FILES
An amnesty for a portion or an org or a general amnesty can be declared
by the Office of LRH Saint Hill. An amnesty will be effective up to a date
three months before it is issued. The Ethics files are therefore nullified
previous to the date declared in the Amnesty.
An amnesty signalizes a feat of considerable moment by a portion of an
org or an org or Scientology.
An HCO Executive Letter can compliment a portion of an org or an org and
wipe out the Ethics Files of the portion of an org or the org complimented.
An award is usually added for the persons responsible.
167
An assignment of a State of Normal Operation after an Emergency (but not
assigning affluence) cleans the portion of an org or the org's Ethics
Files.
An individual may clean his own file by approaching Ethics and offering
to make amends.
The person may be shown but may not touch his Ethics files which are
always kept locked when the office is empty. The person should present a
written and signed Amends Project Petition to Ethics. Ethics attaches the
person's file to it and sends it safely to the Office of LRH "Ethics
Authority Section". If accepted as adequate amends by the Office of LRH it
is authorized by the "Ethics Authority Section" and returned to Ethics
which places it on its "Projects Time Machine".
When accomplished the Amends Project is taken off the Time Machine and
forwarded to the Inspections Section which inspects and verifies it is done
and sends all to the Office of LRH "Ethics Authority Section" which then
authorizes the retirement of the reports on the person.
If the project comes off the Time Machine without being done, the matter
goes at once to a Court of Ethics.
Any Amends Project must benefit the org and be beyond routine duties. It
may not only benefit the individual. Offers to "get audited at own expense
in Review" are acceptable as auditing will benefit everyone.
"To get trained at own expense up to and serve the org two years
afterwards" is acceptable amends. But the person's staff pay is also
suspended entirely
during any auditing or training undertaken as amends. "To get another
department's
files in order on my own time" would be acceptable amends. Getting a
celebrity into
Scientology would be acceptable amends. No work one would normally do
himself on
post is acceptable amends. A donation or fine would not be acceptable
amends. Doing
what one should do anyway is not amends, it is the expected. No org funds
may be
employed in an Amends Project.
No amends are thereafter accepted if the person has failed to complete
an amends project since the effective date of the last amnesty applying to
the person's portion or org.
Any bonus specifically given by the person's name also cleans the
person's Ethics Files without comment.
The responsibility for handling the cleaning of files is that of the
Ethics Section of the Department of Inspection and Reports which notes
amnesties, compliments and specific bonus awards and handles its Ethics
files accordingly.
No Amends Projects may be accepted except through the Office of LRH and
a superior may not bring a junior who wishes his files cleaned by Amends
into Ethics and assist him to make the proper project applications. It must
be voluntarily done by the junior.
No amnesties, compliments or bonuses may be made or declared except by
the Office of LRH and authorized also from Saint Hill.
L. RON HUBBARD
LRH:ml.cden Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
168
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MAY 1965
Issue 11
Gen Non-Remirneo
Just as pcs have indicators so do orgs.
HCO Div I
Dept Insp & Rpts (Dept 3)
Ethics Section
INDICATORS OF ORGS
There is a probable long list of Good Indicators. When these are
present, Efl-des is quiet and hangs onto an interrogation, etc only long
enough to get policy and technology in.
There is a probable long list of BAD Indicators. When these are present
Ethics becomes industrious in ratio to the number of bad indicators.
The first indicators, Good or Bad, are Statistics-the OIC graphs for
units, sections, departments, divisions and the org. When these are rising,
the rise is a GOOD INDICATOR.
When these are failing the fall is a BAD INDICATOR.
The second of these indicators, good or bad, is TECHNICAL GAINS. When
technology is in cases are gaining. This is a Good Indicator. When
technology is out, cases are losing. This is a Bad Indicator.
Ethics only exists to hold the fort long enough and settle things down
enough to get technology in. Ethics is never carried on for its own sake.
It is pushed home only until technology is functioning and then technology
resolves matters and Ethics prowls off looking for other targets.
We don't hang people because we started to hang them and so must do so.
We start to hang people and keep right on tying the noose in a workmanlike
fashion right up to the instant we can get tech in-which of course makes
the noose unnecessary.
But if tech never does get in then we complete the hanging.
You will find if you label a Suppressive you will some day get him back
and get tech in on him. If you don't ever label they wander off and get
lost.
Labelling as a Suppressive is our hanging.
When things are bad (Bad Indicators heavily visible) putting a body on
the gallows is very salutary. We call it "Putting a head on a pike". Too
many BAD Indicators and too goofed up a situation and we must put a head
oil a pike. Then things simmer down and we can begin to get tech in.
That's the whole purpose of Ethics-to Get Tech IN. And we use enough to
do so, to get correct standard tech in and being done.
When there are lots of bad indicators about-low and failing statistics,
goofed cases, we get very handy with our Interrogatories and put the place
very nearly under martial law-we call this a State of Emergency. Once
Emergency is declared, you
169
usually have to put a head or two on a pike to convince people that you
mean it. After that necessity level rises and the place straightens up. If
an Emergency is continued beyond a reasonable time, we resort to very heavy
discipline and Comm Ev the executives who wouldn't get off it.
Ethics, then, is applied to the degree required to produce the result of
getting tech in. Once tech is really in on a person (with a case gain) or a
tech division, let us say, and auditors actually audit standard processes
by the book, we know it will resolve and we ease off with Ethics.
Ethics, then, is the tool by which you get Good Indicators In by getting
tech in. Ethics is the steam roller which smooths the highway.
Once the road is open we are quite likely to skip remaining
investigation and let it all be.
But somebody promising to be good is never good enough. We want
statistics. Bettered statistics.
SYMPTOMS OF ORGS
Orgs have various symptoms which tell us how things really are Ethic-wise.
One of these is Dilettantism.
DILETTANTE-ISM
Dilettante = One who interests himself in an art or science merely as a
pastime and without serious study.
In an org, this manifests itself with "people should live a little."
"One needs a rest from Scientology." "One should do something else too."
All that kind of jazz.
It also manifests itself in non-consecutive scheduling, part-time
students, "because things are different in this town and people can come
only two nights _". Ask what they do with other nights. Bowling. Horse-
racing.
Boy, you better mark the case folders of staff. You have a Suppressive
aboard. Maybe six.
Scientology, that saves lives, is a modern miracle, is being compared to
bowling. Get it?
That org or portion just isn't serious. Scientology is an idle club to
it, an old lady's sewing circle. And to somebody, selling training and
auditing are just con games they put over on the public.
SUPPRESSIVES!
Root them out.
WILD RUMOURS-This Symptom is caused by Potential Trouble Sources. Find
whose case roller-coasters (gets better, gets worse). Investigate. You'll
find a Suppressive or two outside the org.
Put a head on a pike with an HCO Ethics Order and publish it widely.
ARC BROKEN FIELD-The Johannesburg Comm Ev Order of last week is a
perfect method of handling the situation. Appoint a Comm Ev Chairman to
inquire into matters and form a list of interested parties based on reports
he will now receive.
BAD TECH-When results just don't happen in the Academy, HGC or Review
one or another, look for the Potential Trouble Sources and Suppressives.
Only they can
170
keep tech out. Put a big head on a pike and then begin to interrogate every
slip in the place. Suddenly Tech is in again.
There are many such symptoms.
AT THE ROOT OF EVERY BAD CONDITION WILL BE FOUND A SUPPRESSIVE PERSON.
Locate your Potential Trouble Sources by locating passers of rumours,
etc. Then locate the Suppressive and shoot.
Calm reigns. Tech is in.
And that's all one means to accomplish.
Today TECHNOLOGY WORKS ON EVERY CASE. If the local org can't handle a
case, Saint Hill can.
If you get tech in well enough in an org, tech handles all. Beautifully.
But if Jit is out, only Ethics can bat down the reasons it can't be gotten
in.
OPTIMUM STATE
The optimum state of an org is so high that there is no easy way to
describe it. All cases getting cracked, releases and clears by the
hundreds, command of the environment. Big. That's an optimum state for any
org.
If it isn't rising toward optimum today, it is locally being held down.
The viewpoint of Ethics is there is no adequate reason why an org is
stumbling except Ethics reasons. Let others take care of any other lacks.
Ethics never gets reasonable about lack of expansion. If Ethics shoves hard
enough others will get a high enough necessity level to act.
So when an org is low:
Find out where its statistics are down and who is a PTS or an SP and
ACT.
That's the job of Ethics. Thus little by little we take off the breaks
for a cleared Earth.
LRH:wmc.cden Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
171
L. RON HUBBARD
Rernimeo
All Staff Hats
Inspectic;n Officer
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 AUGUST 1965
THINGS THAT SHOULDN'T BE
If you see something going on in the org or incorrect that you don't
like, and yet do not wish to turn in an Ethics chit, or indeed don't know
who to report, WRITE A DESPATCH TO THE INSPECTION OFFICER.
Tell him what you have noticed and give him what data you can.
The Inspection Officer will then investigate it and make a report to the
right executives or turn in an Ethics chit on the offending persons
himself.
Don't just natter if there's something you don't like.
Tell the Inspection Officer. Then something can be done about it.
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
Sthil
Staff
Students
Preclears
L. RON HUBBARD
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 AUGUST 1965
HOUSING
STAFF, STUDENTS, PRECLEARS
Any staff member, student or preclear living in rented quarters is to be
held responsible for leaving the quarters in as good condition as he found
them. This of course doesn't include normal wear and tear.
If a claim is presented by a landlord, and the Scientologist feel$ it is
unjust it is a matter for the Inspection Officer to inspect and decide.
If the Scientologist is found to be at fault, the non-payment of such
damages will become an Ethics matter. The intention is that justice be
given both the Scientologist and the property owner. Therefore damages may
be awarded a property owner, but should be in proportion to the actual
damages done.
There are many Scientologists living in East Grinstead and with the
course expanding, there will be a lot more in the future. Housing is
limited already. There is no need to further this condition by creating bad
will with the local property owners. This Policy is in keeping with our
Scientology justice codes.
LRH:ml.rd Copyrightoc 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
172
Rernimeo All Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I SEPTEMBER AD 15
Issue VII
Div I
ETHICS
ETHICS PROTECTION
Ethics actions must parallel the purposes of Scientology and its
organizations.
Ethics exists primarily to get technology in. Tech can't work unless
Ethics is already in. When tech goes out Ethics can (and is expected to)
get it in. For the purpose of Scientology amongst others, is to apply
Scientology. Therefore when tech is in, Ethics actions tend to be dropped.
Ethics continues its actions until tech is in and as soon as it is, backs
off and only acts if tech goes out again.
The purpose of the org is to get the show on the road and keep it going.
This means production. Every division is a production unit. It makes or
does something that can have a statistic to see if it goes up or down.
Example: a typist gets out 500 letters in one week. That's a statistic. If
the next week the same typist gets out 600 letters that's an UP statistic.
If the typist gets out 300 letters that's a DOWN statistic. Every post in
an org can have a statistic. So does every portion of the org. The purpose
is to keep production (statistics) up. This is the only thing that gives a
good income for the staff member personally. When statistics go down or
when things are so organized you can't get one for a post, the staff
members' pay goes down as the org goes down in its overall production. The
production of an organization is only the total of its individual staff
members. When these have down statistics so does the org.
Ethics actions are often used to handle down individual statistics. A
person who is not doing his job becomes an Ethics target.
Conversely, if a person is doing his job (and his statistic will show
that) Ethics is considered to be in and the person is protected by Ethics.
As an example of the proper application of Ethics to the production of
an org, let us say the Letter Registrar has a high statistic (gets out lots
of effective mail). Somebody reports the Letter Registrar for rudeness,
somebody else reports the Letter Registrar for irregular conduct with a
student. Somebody else reports the Letter Registrar for leaving all the
lights on. Proper Ethics Officer action = look up the general statistics of
the Letter Registrar, and seeing that they average quite high, file the
complaints with a yawn.
As the second example of Ethics application to the production of an org,
let us say that a Course Supervisor has a low statistic (very few students
moved out of his course, course number growing, hardly anyone graduating, a
bad Academy statistic). Somebody reports this Course Supervisor for being
late for work, somebody else reports him for no weekly Adcomm report and
bang! Ethics looks up the person, calls for an Ethics Hearing with
trimmings.
We are not in the business of being good boys and girls. We're in the
business of going free and getting the org production roaring. Nothing else
is of any interest then to Ethics but (a) getting tech in, getting it run
and getting it run right and (b) getting production up and the org roaring
along.
Therefore if a staff member is getting production up by having his own
statistic
173
excellent, Ethics sure isn't interested. But if a staff member isn't
producing, shown by his bad statistic for his post, Ethics is fascinated
with his smallest misdemeanor.
In short a staff member can get away with murder so long as his
statistic is up and can't sneeze without a chop if it's down.
To do otherwise is to permit some suppressive person to simply Ethics
chit every producer in the org out of existence.
When people do start reporting a staff member with a high statistic,
what you investigate is the person who turned in the report.
In an ancient army a particularly brave deed was recognized by an award
of the title of Kha-Khan. It was not a rank. The person remained what he
was, BUT he was entitled to be forgiven the death penalty ten times in case
in the future he did anything wrong. That was a Kha-Khan.
That's what producing, high statistic staff members are-Kha-Khans. They
can get away with murder without a blink from Ethics.
The average fair to poor statistic staff member of course gets just
routine ethics with hearings or courts for too many misdeeds. The low
statistic fellow gets a court if he sneezes.
Ethics must use all org discipline only in view of the production
statistic of the staff member involved.
And Ethics must recognize a Kha-Khan when it sees one-and tear up the
bad report chits on the person with a yawn.
To the staff member this means-if you do your job you are protected by
Ethics. And if you aren't so protected and your statistic is high, cable
me.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
174
Remimeo All Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 NOVEMBER 196S
REPORTING OF THEFT AND ACTION
TO BETAKEN
When a theft occurs in the Organisation, a routine set of actions should
occur. These actions are as follows:
1. The person discovering the theft goes immediately to the Ethics
Officer and makes a full verbal report of the article/articles stolen,
when they were last tbere-who was responsible for their safety-and any
further data that he has on it.
2. The Ethics Officer writes down all details of the theft and the
articles stolen.
In the cases where large objects such as a machine, car, or the building
has been broken into and something taken, he calls the Police immediately
giving full details of the theft.
3. The Ethics Officer then makes a Xerox copy of the details of the
theft and takes it to the Insurance Officer, Dept of Records, Assets and
Materiel, Org Division.
4. The Insurance Officer takes the Report and immediately notifies the
Insurance Company with which the article was insured.
These actions should be done speedily as in some cases unless a theft is
reported immediately to the Police and the Insurance Company, the Insurance
is not collectable.
It is the responsibility of the Insurance Officer to see that all
articles of value are insured.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
175
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1965
ETHICS CHITS
When anyone receives an Ethics Chit which the recipient feels is
incorrect, the answer is not to issue another chit naming the person that
issued the first chit. Such action merely sets up a vicious circle of
Ethics Chits going between two persons.
The purpose of Ethics is to get Technology and policy in and get the org
going, not to start slanging matches. Therefore if anyone receives an
Ethics Chit, he or she should first take a good look at his or her actions
and see what needs to be done in order to avoid a repetition of the
offence.
If, however, after careful consideration they consider the chit really
unjustified, they should politely despatch the Ethics Officer, stating
briefly their reasons, supported where possible with data and ask for the
chit to be withdrawn.
If, in light of the data received, Ethics is satisfied that the chit was
incorrectly issued, he/she can return the chit and explanation to the
originator asking for the chit to be withdrawn. If the originator decides
now to withdraw the chit after seeing the explanation he returns it to
Ethics requesting cancellation and Ethics removes the chit from the file.
If the originator is dissatisfied with the explanation the chit should
not be withdrawn. The originator sends the despatch and chit back to the
Ethics Officer with 'To Ethics-File' written on it. Ethics infos the
receiver and files. In this case, the receiver can if he wishes appeal by
despatch to the Ethics Officer and ask for a hearing. Thereupon, the Ethics
Officer calls both the originator and the receiver (unless the originator
is a Secretary or above) to his office and, taking only the facts set out
in the receiver's despatch to Ethics, makes a quick investigation.
The Ethics Officer then makes one of the following adjudications:
I . Have the Ethics Chit destroyed.
2. Have the Ethics Chit destroyed and if he finds that the Chit
was carelessly or incorrectly issued (bearing in mind what
information was available to the originator at the time of issue),
indicate the incorrectness to the originator and order any necessary
checkouts on the relevant Policy Letterls violated to correct the
originator into future on-policy handling.
3. If he discovers the Chit to have been a willful and knowing
false report convene an Ethics Hearing on the originator (not for
the fact of filing, only for the willful and knowing false report);
or if the originator is a Director or above, request an Executive
Ethics Hearing be convened by the Office of LRH via the HCO Area
Secretary.
Order the Ethics Chit to remain on the file.
Take up all the receiver's Ethics Chits and hold the hearing
accordingly.
4.
5.
If the originator is a Secretary or above the Ethics Officer and the
receiver visit the Secretary in his Office for the hearing on appointment.
But a Secretary or above need not grant the appointment at all if so
inclined. In such a case the hearing is held without the originator in the
Ethics Office.
No person may be penalized for issuing an Ethics Chit.
This policy letter is retroactive from this date. In other words old
chits may be protested as above.
LRH:emp.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The original issno of this Policy Letter contained errors in the
fifth paragraph which have been corrected in this edition. Also, point 2
above, which was incomylete in the original inimeo, has been corrected and
completed, and a new item as point 3 has been inc rided. The corrections
and additions are shown in italics.]
L. RON HUBBARD
176
Remimeo
Guardian Hat
Exec Secs Hat
HCO Area Sec Hat
Dir I & R Hat
All HCO Hats
LRH Comm Hat
law:
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1966
REWARDS AND PENALTIES
HOW TO HANDLE PERSONNEL AND
ETHICS MATTERS
The whole decay of Western government is explained in this seemingly
obvious
WHEN YOU REWARD DOWN STATISTICS AND PENALIZE UP STATISTICS YOU GET DOWN
STATISTICS.
If you reward non-production you get non-production.
When you penalize production you get non-production.
The Welfare State can be defined as that state which rewards non-
production at the expense of production. Let us not then be surprised that
we all turn up at last slaves in a starved society.
Russia cannot even feed herself but depends on conquest to eke out an
existence-and don't think they don't strip the conquered! They have to.
Oddly enough one of the best ways to detect a Suppressive Person is that
lie or she stamps on up statistics and condones or rewards down statistics.
It makes all SP very happy for everyone to starve to death, for the good
worker to be shattered and the bad worker patted on the back.
Draw your own conclusions as to whether or not Western Governments (or
Welfare States) became at last Suppressives. For they used the law used by
suppressives: If you reward non-production you get non-production.
Although all this is very obvious to us, it seems to have been unknown,
overlooked or ignored by 20th Century governments.
In the conduct of our own affairs in all matters of rewards and
penalties we pay sharp heed to the basic laws as above and use this policy:
We award production and up statistics and penalize non-production and
down statistics. Always.
Also we do it all by statistics-not rumour or personality or who knows
who. And we make sure every one has a statistic of some sort. We promote by
statistic only. We penalize down statistics only.
The whole of Government as government was only a small bit of a real
organization-it was an Ethics function Plus a Tax function Plus a
Disbursement function. This is about 3/100ths of an organization. A 20th
Century government was just these 3 functions gone mad. Yet they made the
whole population wear the hat of government.
We must learn and profit from what they did wrong. And what they mainly
did wrong was reward the down statistic and penalize the up statistic.
The hardworker-earner was heavily taxed and the money was used to
support the indigent. This was not humanitarian. It was only given
"humanitarian" reasons.
177
The robbed person was investigated exclusively, rarely the robber.
The head of government who got into the most debt became a hero.
War rulers were deified and peacetime rulers forgotten no matter how
many wars they prevented.
Thus went Ancient Greece, Rome, France, the British Empire and the US.
This was the decline and fall of every great civilization on this planet:
they eventually rewarded the down statistic and penalized the up statistic.
That's all that caused their decline. They came at last into the hands of
Suppressives and had no technology to detect them or escape their
inevitable disasters.
Thus, when you think of "processing Joe to make a good D of P out of him
and get him over his mistakes" forget it. That rewards a down statistic.
Instead, find an auditor with an up statistic, reward it with processing
and make him the D of P.
Never promote a down statistic or demote an up statistic.
Never even hold a hearing on someone with an up statistic. Never accept
an Ethics chit on one-just stamp it "Sorry, Up Statistic" and send it back.
But someone with a steadily down statistic, investigate. Accept and
convert any Ethics chit to a hearing. Look for an early replacement.
Gruesomely, in my experience I have only seldom raised a chronically
down statistic with orders or persuasion or new plans. I have only raised
them with changes of personnel.
So don't even consider someone with a steadily down statistic as part of
the team. Investigate, yes. Try, yes. But if it stays down, don't fool
about. The person is drawing pay and position and privilege for not doing
his job and that's too much reward even there.
Don't get reasonable about down statistics. They are down because they
are down. If someone was on the post they would be up. And act on that
basis.
Any duress levelled by Ethics should be reserved for down statistics.
Even Section 5 investigates social areas of down statistic. Psychiatry's
cures are zero. The negative statistic of more insane is all that is "up".
So investigate and hang.
If we reverse the conduct of declining governments and businesses we
will of course grow. And that makes for coffee and cakes, promotion, higher
pay, better working quarters and tools for all those who earned them. And
who else should have them?
If you do it any other way, everyone starves. We are peculiar in
believing there is a virtue in prosperity.
You cannot give more to the indigent than the society produces. When the
society, by penalizing production, at last produces very little and yet has
to feed very, many, revolutions, confusion, political unrest and Dark Ages
ensue.
In a very prosperous society where production is amply rewarded, there
is always more left over than is needed. I well recall in prosperous farm
communities that charity was ample and people didn't die in the ditch. That
only happens where production is already low and commodity or commerce
already scarce (scarcity of commercial means of distribution is also a
factor in depressions).
The cause of the great depression of the 1920s and 1930s in the US and
England has never been pointed out by Welfare "statesmen". The cause was
Income Tax and
178
government interference with companies and, all during the 1800s, a gradual
rise of nationalism and size of governments and their budgets, and no
commercial development to distribute goods to the common people, catering
to royal governments or only a leisure class still being the focus of
production.
Income tax so penalized management, making it unrewarded, and company
law so hampered financing that it ceased to be really worthwhile to run
companies and management quit. In Russia management went into politics in
desperation. Kings were always decreeing the commoner couldn't have this or
that (it put the commoner's statistic up!) and not until 1930 did anyone
really begin to sell to the people with heavy advertising. It was Madison
Avenue, radio, TV and Bing Crosby not the Gre-e-eat Roosevelt who got the
US out of the depression. England, not permitting wide radio coverage,
never has come out of it and her empire is dust. England still too firmly
held the "aristocratic" tradition that the commoner mustn't possess to
truly use her population as a market.
But the reason they let it go this way and the reason the great
depression occurred and the reason for the decline of the West is this one
simple truth:
If you reward non-production you get it.
It is not humanitarian to let a whole population go to pieces just
because a few refuse to work. And some people just won't. And when work no
longer has reward none will.
It is far more humane to have enough so everyone can eat.
So specialize in production and everybody wins. Reward it.
There is nothing really wrong with socialism helping the needy.
Sometimes it is vital. But the reasons for that are more or less over. It
is a temporary solution, easily overdone and like Communism is simply old-
fashioned today. If carried to extremes like drinking coffee or absinthe or
even eating it becomes quite uncomfortable and oppressive. And today
Socialism and Communism have been carried far too far and now only oppress
up statistics and reward down ones.
By the way the natural law in this Pol Ltr is the reason Scientology
goes poorly when credit is extended by orgs and when auditors won't charge
properly. With credit and no charge we are rewarding down statistics with
attention and betterment as much as we reward up statistics in the society.
A preclear who can work and produces as a member of society deserves of
course priority. He naturally is the one who can pay. When we give the one
who can't pay just as much attention we are rewarding a down social
statistic with Scientology and of course we don't expand because we don't
expand the ability of the able. In proof, the most expensive thing you can
do is process the insane and these have the lowest statistic in the
society.
The more you help those in the society with low statistics the more
tangled affairs will get. The orgs require fantastic attention to keep them
there at all when we reward low society statistics with training and
processing. The worker pays his way. He has a high statistic. So give him
the best in training and processing-not competition with people who don't
work and don't have any money.
Always give the best service to the person in society who does his job.
By not extending credit you tend to guarantee the best service to those
with the best statistics and so everyone wins again. None is owed
processing or training. We are not an Earthwide amends project.
No good worker owes his work. That's slavery.
We don't owe because we do better. One would owe only if one did worse.
179
Not everyone realizes how Socialism penalizes an up statistic. Take
health taxes. If an average man adds up what he pays the government he will
find his visits to medicos are very expensive. The one who benefits is only
the chronically ill, whose way is paid by the healthy. So the chronically
ill (down statistic) are rewarded with care paid for by penalties on the
healthy (up statistic).
In income tax, the more a worker makes the more hours of his work week
are taxed away from him. Eventually he is no longer working for his reward.
He is working for no pay. If he got up to f 50 a week the proportion of his
pay (penalty) might go as high as half. Therefore people tend to refuse
higher pay (up statistics) as it has a penalty that is too great. On the
other hand a totally indigent non-working person is paid well just to loaf.
The up statistic person cannot hire any small services to help his own
prosperity as he is already paying it via the government to somebody who
doesn't work.
Socialisms pay people not to grow crops no matter how many are starving.
Get it?
So the law holds.
Charity is charity. It benefits the donor, giving him a sense of
superiority and status. It is a liability to the receiver but he accepts it
as he must and vows (if he has any pride) to cease being poor and get to
work.
Charity cannot be enforced by law and arrest for then it is extortion
and not charity.
And get no idea that I beat any drum for capitalism. That too is old-old-
old hat.
Capitalism is the economics of living by non-production. It by exact
definition is the economics of living off interest from loans. Which is an
extreme of rewarding non-production.
Imperialism and Colonialism are also bad as they exist by enslaving the
population of less strong countries like Russia does, and that too is
getting a reward for non-production Like they did in Victorian England from
all the colonies.
Parasitism is Parasitism. Whether high or low it is unlovely.
All these isms are almost equally nutty and their inheritors, if not
their originators, were all of a stamp-suppressive.
All I beat the drum for is that the working worker deserves a break and
the working manager deserves his pay and the successful company deserves
the fruits of its success.
Only when success is bought by enslavement or rewards are given to bums
or thieves will you find me objecting.
This is a new look. It is an honest look.
Reward the up statistic and damn the down and we'll all make out.
LRH:ml.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
180
L. RON HUBBARD
Rernimeo
Staff Status I
Check Sheet
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 MARCH 1968
(HCO POLICY LETTER OF 31 OCTOBER 1966 Issue II
Amended and reissued)
ADMINISTRATIVE KNOW-HOW
GENERAL FOR ALL STAFF
JOB ENDANGERMENT CHITS
If you are given orders or directions or preventions or denied materials
which makes it hard or impossible for you to raise your statistics or do
your job at all, you MUST file a job endangerment chit on your next highest
superior.
If you are admonished or ordered to a hearing for NOT doing your job and
having low statistics and have NOT previously filed a job endangerment chit
at the time it occurred, you have no defense.
You should not come to a hearing as a defendant and say you were
prevented or inhibited from doing your job. Unless you have filed a job
endangerment chit previously when your job was endangered the statement MAY
NOT BE ACCEPTED by the Hearing Officer or the Comm Ev.
POLICY
Most people who have trouble with policy or admin do so simply because
they don't know it or can't or don't use it.
Such a person can be told anything and tends to take it as fact.
Policy exists to speed the wheels and make a job do-able.
policy".
But sometimes one has a senior who continually says this or that is
"against
Always respectfully ask for the date of the Policy Letter and to see a copy
of it.
Then you will know that what you propose is or is not against policy. If
no policy letter can be produced or if what you proposed is NOT against
policy and is still refused, you must file a job endangerment chit.
WHERE TO FILE
FORMERLY ONLY ONE COPY WAS WRITTEN. THIS IS NOW MODIFIED.
USING CARBON PAPER, MAKE AN ORIGINAL AND TWO COPIES. SEND ONE COPY TO
THE PERSON BEING FILED ON.
SEND TWO COPIES TO THE ETHICS OFFICER.
THE ETHICS OFFICER WILL FILE ONE IN THE FILE OF THE PERSON NAMED AND ONE
IN THE FILE OF THE PERSON WRITING THE CHIT. THESE COPIES MUST BE CAREFULLY
PRESERVED IN EVENT OF A COMM EV OR HEARING AS THEY ARE NECESSARY DEFENSE
PAPERS.
WHAT TO FILE
Full details, without rancor or discourtesy, must be given in the
report, including time, places and any witnesses.
181
VEXATIONS FILING
Anyone filing job endangerment chits on superiors or equal or juniors
must be able to back them up.
One cannot be given an Ethics Hearing or Comm Ev for a false job
endangerment chit unless it contains a willful and knowing false report
which endangers somebody else's job. But even so, no Ethics Hearing may be
ordered for the fact of filing, only for a willful and knowing false
report.
So if your facts are straight there is no slightest risk in filing a job
endangerment chit. On the contrary, it is dangerous NOT to file one. For
then one has NO defense.
PERSONAL MATTERS
Sometimes a staff member is imposed on in such a way as to prejudice his
job such as having to do off line favours.
This is an occasion for a job endangerment chit.
If one is threatened with punishment if one files a job endangerment
chit, one must then file a second chit based on the threat.
If an org as a whole seems to refuse job endangerment chits or ignore
them, one can be filed with Worldwide simply by sending it direct to "HCO
Ethics Worldwide, Saint Hill Manor, East Grinstead, Sussex."
WRONGFUL DISMISSAL
Dismissal without following proper procedure of a Hearing may be sued in
the Chaplain's Court, Division 6. If no Chaplain's Court exists in the
local org then one surely does in the Continental Org and one can file such
a suit there or at Saint Hill.
CHITS BY SENIORS
Seniors let down by juniors had better file job endangerment chits
before calling a lot of Ethics actions. Staff members are seldom willful,
they are just unknowing. Senior chits on juniors should carry a copy to
the. junior on channels as well as Ethics.
FALSE REPORTS
When one finds he has been falsely reported upon he should file a job
endangerment chit.
HEARINGS ON CHITS
Ethics action is not necessarily taken because a chit has been filed on
one. But if too many chits occur in a staff member's file, an investigation
should be ordered and only if the Board so recommends does Ethics action
then occur.
STATE OF MIND
Don't sit around muttering because you are being kept from doing your
job.
And don't be timid about filing a job endangerment chit.
Don't accept orders you know are against policy or at least unworkable.
File a job endangerment chit.
There is no vast THEY weighing you down. There is only ignorance of
policy or misinterpretation or arbitrary interference.
If you are willing to do your job, then know your job and do it. And if
you are being shoved off so you can't do it you MUST file a job
endangerment chit.
You have a right to do your job, you know.
L. RON HUBBARD
Founder
LRH:jc.rd Copyright @ 1966, 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The reissue expanded the section under "Where to File".]
182
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 DECEMBER 1968
(Note: This data is turned out as an HCOB and a Pol Ltr [issued as each
one] as may apply very broadly in both the OEC and Level IV or above
Courses.)
THE THIRD PARTY LAW
I have for a very long time studied the causes of violence and conflict
amongst individuals and nations.
If Chaldea could vanish, if Babylon turn to dust, if Egypt could become
a badlands, if Sicily could have 160 prosperous cities and be a looted ruin
before the year zero and a near desert ever since-and all this in SPITE of
all the work and wisdom and good wishes and intent of human beings, then it
must follow as the dark follows sunset that something must be unknown to
Man concerning all his works and ways. And that this something must be so
deadly and so pervasive as to destroy all his ambitions and his chances
long before their time.
Such a thing would have to be some natural law unguessed at by himself.
And there is such a law, apparently, that answers these conditions of
being deadly, unknown and embracing all activities.
The law would seem to be:
A THIRD PARTY MUST BE PRESENT AND UNKNOWN IN EVERY QUARREL FOR A CONFLICT
TO EXIST.
or
FOR A QUARREL TO OCCUR, AN UNKNOWN THIRD PARTY MUST BE ACTIVE IN PRODUCING
IT BETWEEN TWO POTENTIAL OPPONENTS.
or
WHILE IT IS COMMONLY BELIEVED TO TAKE TWO TO MAKE A FIGHT, A THIRD PARTY
MUST EXIST AND MUST DEVELOP IT FOR ACTUAL CONFLICT TO OCCUR.
It is very easy to see that two in conflict are fighting. They are very
visible. What is harder to see or suspect is that a third party existed and
actively promoted the quarrel.
The usually unsuspected and "reasonable" third party, the bystander who
denies any part of it is the one that brought the conflict into existence
in the first place.
The hidden third party, seeming at times to be a supporter of only one
side, is to be found as the instigator.
This is a useful law on many dynamics.
It is the cause of war.
One sees two fellows shouting bad names at each other, sees them come to
blows. No one else is around. So they, of course, "caused the fight". But
there was a third party.
Tracing these down, one comes upon incredible data. That is the trouble.
The incredible is too easily rejected. One way to hide things is to make
them incredible.
Clerk A and Messenger B have been arguing. They blaze into direct
conflict. Each blames the other. NEITHER ONE IS CORRECT AND SO THE QUARREL
DOES NOT RESOLVE SINCE ITS TRUE CAUSE IS NOT ESTABLISHED.
One looks into such a case THOROUGHLY. He finds the incredible. The wife
of Clerk A has been sleeping with Messenger B and complaining alike to both
about the other.
Farmer J and Rancher K have been tearing each other to pieces for years
in continual conflict. There are obvious, logical reasons for the fight.
Yet it continues and does not resolve. A close search finds Banker L who,
due to their losses in the fighting,
183
is able to loan each side money, while keeping the quaff el going, and who
will get their lands completely if both lose.
It goes larger. The revolutionary forces and the Russian government were
in conflict in 1917. The reasons are so many the attention easily sticks on
them. But only when Germany's official state papers were captured in World
War 11 was it revealed that Germany had promoted the revolt and financed
LENIN to spark it off, even sending him into Russia in a blacked out train!
One looks over "personal" quarrels, group conflicts, national battles
and one finds, if he searches, the third party, unsuspected by both
combatants or if suspected at all, brushed off as "fantastic". Yet careful
documentation finally affirms it.
This datum is fabulously useful.
In marital quarrels the correct approach of anyone counseling, is to get
both parties to carefully search out the third party. They may come to many
reasons at first. These reasons are not beings. One is looking for a third
party, an actual being. When both find the third party and establish proof,
that will be the end of the quarrel.
Sometimes two parties, quarreling, suddenly decide to elect a being to
blame. This stops the quarrel. Sometimes it is not the right being and more
quarrels thereafter occur.
Two nations at each other's throats should each seek conference with the
other to sift out and locate the actual third party. They will always find
one if they look, and they can find the right one. As it will be found to
exist in fact.
There are probably many technical approaches one could develop and
outline in this matter.
There are many odd phenomena connected with it. An accurately spotted
third party is usually not fought at all by either party but only shunned.
Marital conflicts are common. Marriages can be saved by both parties
really sorting out who caused the conflicts. There may have been, in the
whole history of the marriage several, but only one at a time.
Quarrels between an individual and an organisation are nearly always
caused by an individual third party or a third group. The organisation and
the individual should get together and isolate the third party by
displaying to each other all the data they each have been fed.
Rioters and governments alike could be brought back to agreement could
one get representatives of both to give each other what they have been told
by whom.
SUCH CONFERENCES HAVE TENDED TO DEAL ONLY IN RECRIMINATIONS OR
CONDITIONS OR ABUSES. THEY MUST DEAL IN BEINGS ONLY IN ORDER TO SUCCEED.
This theory might be thought to assert also that there are no bad
conditions that cause conflict. There are. But these are usually REMEDIAL
BY CONFERENCE UNLESS A THIRD PARTY IS PROMOTING CONFLICT.
In history we have a very foul opinion of the past because it is related
by recriminations of two opponents and has not spotted the third party.
"Underlying causes" of war should read "hidden promoters".
There are no conflicts which cannot be resolved unless the true
promoters of them remain hidden.
This is the natural law the ancients and moderns alike did not know.
And not knowing it, being led off into "reasons" whole civilizations have
died.
It is worth knowing.
It is worth working with in any situation where one is trying to bring
peace.
LRH:ei.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
184
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 FEBRUARY 1969
AN ETHICS POLICY LETTER
JUSTICE
In an extension of 3rd Party technology (see HCOB of THIRD PARTY LAW) I
have found that false reports and suppression are very important in 3rd
Party Technology.
We know as in the above HCOB that a Third Party is necessary to any
quarrel. Basically it is a 3 Terminal Universe.
In reviewing several org upsets I have found that the 3rd Party can go
completely overlooked even in intensive investigation.
A 3rd Party adds up to suppression by giving false reports on others.
In several cases an org has lost several guiltless staff members. They
were dismissed or disciplined in an effort to solve enturbulation. Yet the
turbulence continued and the area became even more upset by reason of the
dismissals.
Running this back further one finds that the real 3rd Party, eventually
unearthed got people shot by FALSE REPORTS.
One source of this is as follows:
Staff Member X goofs. He is very furious and defensive at being accused.
He blames his goof on somebody else. That somebody else gets disciplined.
Staff Member X diverts attention from himself by various means including
falsely accusing others.
This is a 3rd Party action which results in a lot of people being blamed
and disciplined. And the real 3rd Party remaining undetected.
The missing point of justice here is that the disciplined persons were
not faced with their accusers and were not given the real accusation and so
could not confront it.
Another case would be a 3rd Party simply spreading tales and making
accusations out of malice or some even more vicious motive. This would be a
usual 3rd Party action. It is ordinarily based on False Reports.
Another situation comes about when an executive who can't get an area
straight starts to investigate, gets 3rd Party False Reports about it,
disciplines people accordingly and totally misses the real 3rd Party. This
enturbulates the area even more.
The basis of all really troublesome 3rd Party activities is then FALSE
REPORTS.
There can also be FALSE PERCEPTION. One sees things that don't exist and
reports them as "fact".
Therefore we see that we can readily run back an investigation by
following a chain of false reports.
In at least one case the 3rd Party (discovered only after itwas very
plain that only he could have wrecked two divisions, one after the other)
also had these characteristics:
1. Goofed in his own actions;
2. Furiously contested any knowledge reports or job endangerment
chits filed on him;
3. Obsessively changed everything when taking over an area;
4. Falsely reported actions, accusing others;
5. Had a high casualty rate of staff in his division or area.
These are not necessarily common to all 3rd Parties but give you an idea
of what
can go on.
After a lot of experience with Ethics and justice I would say that the
real source of upset in an area would be FALSE REPORTS accepted and acted
upon without confronting the accused with all charges and his or her
accusers.
An executive should not accept any accusation and act upon it. To do so
undermines the security of one and all.
185
What an executive should do, on being presented with an.accusation or
down stats or "evidence" is conduct an investigation of false reports and
false perceptions.
An area is downstat because of one or more of the following:
1. No personnel;
2. Personnel not trained;
3. Cross orders (senior orders unattended because of different
junior orders);
4. Area doing something else than what it is supposed to do;
5. An adjacent area dumping its hat;
6. False perception leading to false stats;
7. False reports by rumour or misunderstanding;
8. False reports from single rare instances becoming accepted as
the condition of the whole;
9. False reports on others defensively intended;
10. False reports on others maliciously intended (real 3rd Party);
11. Injustices cumulative and unremedied;
12. Actions taken on others without investigation and without
confronting them with their accusers or the data.
This is a list of probable causes for an upset or downstat area.
SECURITY
The personal security of the staff member is so valuable to him
apparently that when it is undermined (by false accusations or injustice)
he becomes less willing and less efficient and is the real reason for a PTS
condition.
JUSTICE
The only thing which can actually remedy a general insecure feeling is a
renewed faith in justice.
Justice would consist of a refusal to accept any report not
substantiated by actual, independent data, seeing that all such reports are
investigated and that all investigations include confronting the accused
with the accusation and where feasible the accuser, BEFORE any disciplinary
action is undertaken or any condition assigned.
While this may slow the processes of justice, the personal security of
the individual is totally dependent upon establishing the full truth of any
accusation before any action is taken.
Harsh discipline may produce instant compliance but it smothers
initiative.
Positive discipline is in itself a stable datum. People are unhappy in
an area which is not well disciplined because they do not know where they
stand.
An area where only those who try to do their jobs are disciplined
encourages people to hide and be inactive.
But all discipline must be based on truth and must exclude acting on
false reports.
Therefore we get a policy: Any false report leading to the unjust
discipline of another is an act of TREASON by the person making the false
report and the condition should be assigned and its penalties fully
applied.
A condition of DOUBT should be assigned any person who accepts and
disciplines another unjustly on the basis of a report which subsequently
turns out to have been false.
This then is the primary breakdown of any justice system-that it acts on
false reports, disciplines before substantiation and fails to confront an
accused with the report and his accuser before any discipline is assigned,
or which does not weigh the value of a person in general against the
alleged crime even when proven.
LRH:Idm.ei.rd Copyright (D 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
186
Remimec,
All Exec Hats
HCO Area Hat
I & R Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1969
ETHICS, THE DESIGN OF
It is very easy for a staff member and even an Ethics Officer to
completely misunderstand Ethics and its functions. In a society run by SPs
and controlled by incompetent police the citizen almost engramically
identifies any justice action or symbol with oppression.
Yet in the absence of true Ethics no one can live with others and stats
go down inevitably. So a justice function must exist to protect producers
and decent people.
To give you an example, when a little boy this life, the neighborhood a
block around and the road from home to school were unusable. A bully about
five years older than I named Leon Brown exerted a very bad influence over
other children. With extortion by violence and blackmail and with
corruption he made the area very dangerous. The road to school was blocked
by the 5 O'Connell kids, ranging from 7 to 15 who stopped and beat up any
smaller child. One couldn't go to school safely and was hounded by the
truant officer, a hulking brute complete with star, if one didn't go to
school.
When I was about six I got very tired of a bloody nose and spankings
because my clothes were torn and avidly learned "lumberjack fighting" a
crude form of judo from my grandfather.
With this "superior tech" under my belt I searched out and found alone
the youngest O'Connell kid, a year older than I, and pulverized him. Then I
found alone and took on the next in size and pulverized him. After that the
O'Connell kids, all 5, fled each time I showed up and the road to school
was open and I convoyed other little kids so it was safe.
Then one day I got up on a 9 foot high board fence and waited until the
12 year old bully passed by and leaped off on him boots and all and after
the dust settled that neighborhood was safe for every kid in it.
So I learned about justice. Kids would come from blocks away to get help
in their neighborhood. Finally for a mile around it was a safe environment
for kids.
From this I learned two lessons:
I . Strength is nothing without skill and tech and reversely, without
skill and tech the strength of brutes is a matter of contempt.
2. Strength has two sides, one for good and one for evil. It is the
intention that makes the difference.
On further living I found that only those who sought only peace were
ever butchered. The thousands of years of Jewish passivity earned them
nothing but slaughter.
So things do not run right because one is holy or good. Things run right
because one makes them run right.
Justice is a necessary action to any successful society. Without it the
brute attacks the weak, the decent and the productive.
There are people who suppress. They are few. They often rise up to being
in charge and then all things decay. They are essentially psychopathic
personalities. Such want position in order to kill. Such as Ghenghiz Khan,
Hitler, psychiatrists, psychopathic criminals, want power only to destroy.
Covertly or overtly they pay only with death. They arrived where they
arrived, in charge of things, because nobody when they were on their way up
said "No". They are monuments to the cowards, the reasonable people who
didn't put period to them while they were still only small bullies and
still vulnerable.
Ethics has to get there before tech can occur. So when it doesn't exist
or goes out then tech doesn't occur and suppression sets in and death
follows.
187
Reports.
So if someone doesn't hold the line, all become victims of oppression.
TWO SECTIONS
The Ethics Section is in Department 3. This department is called Inspection
and
In small orgs there is only one person in that department.
Primarily his duties consist of Inspecting and Reporting to his
divisional head and the Executive Council.
That is the first section's function.
WHEN inspection reveals outness and reports (such as graphs or direct
info to the EC) do not result in correction THEN it is a matter for the
second section.
The second section of Department 3 is Ethics.
Now it is an Ethics matter. If correctly reported outnesses that
threaten the org are NOT corrected then one assumes that suppression
exists.
Because he has files of damage reports and chits and because he can see
and investigate, the Ethics Officer locates WHO is causing outnesses and
suppressing the org. By condition assignments, publication and Comm Evs he
gets in Ethics.
It occasionally happens that it is someone high up in the org. It
sometimes happens his seniors or the EC scold him for daring to report on
things or to them. Then he knows the suppression is high up and he is
delinquent in duty if he does not report it to the next highest org and if
no action there right on up to the Sea Org. Anyone removing him for daring
to report the factual results of his inspections can be severely handled by
upper organizations. The Ethics Officer can only be in trouble if he fails
to do his job and keep in Ethics.
Hitting people with conditions is such a small part of Ethics that it is
almost an abandonment of post. Letting people be hit with wrong conditions
is a Comm Ev offense.
Letting an SP collapse stats or an org is a shooting offense.
An Ethics Officer uses Ethics to protect Ethics upstats and keep the
stats up and to smoke out crimes that push people and stats down. It is a
simple function.
The basic duties of Dept 3 are what it says. Inspection and Reports.
These alone usually work. When they don't and stats fall or people fall off
the org board, one goes into Ethics actions.
You don't let incompetent and suppressive people on staff in the first
place and you crowd Ethics in on them if they're found to be there.
You DON'T confuse an executive's effort to get the stats up with
suppression.
The E/O is making the environment safe so that production can occur and
service can be given. He is making it unsafe for those who by neglect or
continual errors or suppression push stats down and get good staff members
to leave.
If none of this is well understood and yet someone is making it
impossible to work, find a 9 foot high board fence ......
The E/O must know his Ethics policy. He must understand why he is there.
And the rest of the people in the org should understand it too.
L. RON HUBBARD
Founder
LRH:rs.ldm.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
188
Remimeo
Page I of
Every Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 SEPTEMBER 1967
NEW POST FORMULA
THE CONDITIONS FORMULAS
Every new appointee to a post begins in non-existence. Whether obtained
by new appointment, promotion or demotion.
He is normally under the delusion that now lie is "THE (new title).
He tries to start off in power condition as he is usually very aware of his
new status or
even a former status. But in actual fact he is the only one aware of it.
All others except
perhaps the personnel officer are utterly unaware of him as having his new
status.
Therefore he begins in a state of non-existence. And if he does not
begin with the non-existence formula as his guide he will be using the
wrong condition and will have all kinds of trouble.
The Non-Existence Formula is
1. Find a comm line
2. Make yourself known
3. Discover what is needed or wanted
4. Do, produce and/or present it.
A new appointee taking over a going concern often thinks he had better
make himself known by changing everything whereas he (a) is not well enough
known to do so and (b) hasn't any idea of what is needed or wanted yet. And
so lie makes havoc.
Sometimes he assumes he knows what is needed or wanted when it is only a
fixed idea with him and is only his idea and not true at all and so he
fails at his job.
Sometimes he doesn't bother to find out what is really needed or wanted
and simply assumes it or thinks he knows when he doesn't. He soon becomes
"unsuccessful".
Now and then a new appointee is so "status happy" or so insecure or so
shy that even when his boss or his staff comes to him and tells him what is
needed or wanted he can't or doesn?t even acknowledge and really does go
into non-existence for keeps.
Sometimes he finds that what he is told is needed or wanted needs
reappraisal or further investigation. So it is always safest for him to
make his own survey of it and operate on it when he gets his own firm
reality on what is needed or wanted.
If the formula is applied intelligently the person can expect to get
into a zone of by-pass where people are still doing his job to fill the
hole his predecessor may have left. This is a Danger Condition-but it is
the next one higher than non-existence on the scale. If he defends his job
and does his job and applies the Danger Formula he will come through it.
He can then expect to find himself in Emergency Condition. In this he
must follow the Emergency Formula with his post and he will come through
it,
189
He can now expect to be in Normal Operation and if he follows the
formula of that, he will come to Affluence. And if he follows that formula
he will arrive at Power. And if he applies the Power Formula he will stay
there.
So it is a long way from Power that one starts his new appointment and
if he doesn't go UP the scale from where he really is at the start, he will
of course fail.
This applies to groups, to organizations, to countries as well as
individuals.
It also applies when a person fails at his job. He has to start again at
non-existence and he will build up the same way condition by condition.
Most failures on post are occasioned by failures to follow the
Conditions and recognize them and apply the formula of the condition one is
in when one is in it and cease to apply it when one is out of it and in
another.
This is the secret of holding a post and being successful on a job or in
life.
Here are the formulas of conditions given in order of advance upward:
NON-EXISTENCE
1. Find a comm line
2. Make yourself known
3. Discover what is needed or wanted
4. Do, produce and/or present it.
DANGER
I By-pass (ignore the junior normally in charge of the activity, handle
it personally).
2. Handle the situation and any danger in it.
3. Assign the area where it had to be handled a Danger Condition.
4. Handle the personnel by Ethics Investigation and Comm Ev.
5. Reorganize the activity so that the situation does not repeat.
6. Recommend any firm policy that will hereafter detect and/or prevent
the condition from recurring.
The senior executive present acts and acts according to the formula above.
EMERGENCY
I . Promote, that applies to an organization. To an individual you had
better say produce. That's the first action regardless of any other
action, regardless of anything else, why that is the first thing you
have to put their attention on. The first broad big action which you
take is promote. Exactly what is promotion? Well, look it up in the
dictionary. It is making things known; it is getting things out; it is
getting one's self known, getting one's products out.
2. Change your operating basis. If for instance you went into a
condition of emergency and then you didn't change after you had
promoted, you didn't make any changes in your operation, well you just
head for another condition of emergency.
190
So that has to be part of it, you had better change your operating basis,
you had better do something to change the operating basis, because that
operating basis lead you into an emergency so you sure better change it.
3. Economize.
4. Then prepare to deliver.
5. Part of the Condition of Emergency contains this little line-you have
got to stiffen discipline or you have got to stiffen Ethics.
Organizationally when a state of emergency is assigned supposing the
activity doesn't come out of that emergency, regardless of what caused
the emergency, supposing the activity just doesn't come out of the
emergency, in spite of the fact they have been labelled a state of
emergency, they have been directed to follow the formula, they have been
told to snap and pop and get that thing straightened out, and they are
still found to be goofing, the statistic is going down and continues to
go down, what do you do? There is only one thing left to do and that is
discipline because life itself is going to discipline the individual.
So the rule of the game is that if a state of emergency is ignored and the
steps are not taken successfully then you get an announcement after a wl-
dle that the condition has been continued and if the condition is continued
beyond a specified time, why that's it, it has to walk forward into an
Ethics matter.
NORMAL OPERATION
1. The way you maintain an increase is when you are in a state of Normal
Operation you don't change anything.
2. Ethics are very mild, the justice factor is quite mild, there are no
savage actions taken particularly.
3. A statistic betters then look it over carefully and find out what
bettered it and then do that without abandoning what you were doing
before.
4. Every time a statistic worsens slightly, quickly find out why and
remedy it.
And you just jockey those two factors, the statistic bettering, the
statistic worsening, repair the statistic worsening, and you will find out
inevitably some change has been made in that area where a statistic
worsens. Some change has been made, you had better get that change off the
lines in a hurry.
AFFLUENCE
I Economize. Now the first thing you must do in Affluence is economize
and then
make very very sure that you don't buy anything that has any future
commitment
to it, don't buy anything with any future commitments, don't hire
anybody with
any future commitments-nothing. That is all part of that economy, clamp
it
down.
2. Pay every bill. Get every bill that you can possibly scrape up from
any place, every penny you owe anywhere under the sun, moon and stars
and pay them.
3. Invest the remainder in service facilities, make it more possible to
deliver.
4. Discover what cau~ed the Condition of Affluence and strengthen it.
191
POWER
1. The first law of a Condition of Power is don't disconnect. You can't
just deny your connections, what you have got to do is take ownership
and responsibility for your connections.
2. The first thing you have got to do is make a record of all of its
lines. And that is the only way you will ever be able to disconnect. So
on a Condition of Power the first thing you have to do is write up your
whole post. You have made it possible for the next fellow in to assume
the state of Power Change.
If you don't write up your whole post you are going to be stuck with a
piece of that post since time immemorial and a year or so later somebody
will still be coming to you asking you about that post which you occupied.
3. The responsibility is write the thing up and get it into the hands of
the guy who is going to take care of it.
4. Do all you can to make the post occupiable.
POWER CHANGE
There are only two circumstances which require replacement, the very
successful one or the very unsuccessful one.
What a song it is to inherit a successful pair of boots, there is nothing
to it, just step in the boots and don't bother to walk. If it was in a
normal state of operation, which it normally would have been in for anybody
to have been promoted out of it, you just don't change anything.
So anybody wants anything signed that your predecessor didn't sign, don't
sign it. Keep your eyes open, learn the ropes and, depending on how big the
organization is, after a certain time, why see how it is running and run it
as normal operating condition if it's not in anything but a normal
operating condition.
Go through the exact same routine of every day that your predecessor went
through, sign nothing that he wouldn't sign, don't change a single order,
look through the papers that had been issued at that period of time-these
are the orders that are extant and get as busy as the devil just enforcing
those orders and your operation will increase and increase.
Now the fellow who walks into the boots of somebody who has left in
disgrace had better apply the state of emergency formula to it, which is
immediately promote.
WISHING YOU SUCCESS.
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
. 192
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 FEBRUARY 1970
(Adds to HCO Pol Ltr 23 Sept 1967,
New Post Formula, The Conditions Formulas)
DANGER CONDITION
2nd Formula
The Danger Condition for the person assigning the condition has been
long known and published.
However, out of all the original formulas conditions published, DANGER
is the only condition which has not had a formula for the person or
activity to which it was assigned. There are therefore TWO DANGER FORMULAS.
One is for the person who assigns the condition. This is (as originally
released)
1. Bypass (ignore the junior normally in charge of the area, handle
it personally).
2. Handle the situation and any danger in it.
3. Assign the area where it had to be handled a Danger Condition.
4. Handle the personnel by Ethics Investigation and Comm Ev.
5. Reorganize the activity so that the situation does not repeat.
6. Recommend any firm policy that will hereafter detect and/or
prevent the situation from recurring.
That formula, fully valid, is for a senior. If he doesn't follow it, he
will always be in trouble.
BUT HOW ABOUT THE PERSON, UNIT, ORG OR ACTIVITY TO WHICH THE DANGER
CONDITION WAS ASSIGNED?
The one on the receiving end has not had a formula to follow.
1 have worked out the SECOND DANGER FORMULA, meaning the formula applied
by the person, unit, org or activity which has been assigned a DANGER
CONDITION.
A. List the consequences if the situation had remained unhandled.
B. Work out any conflicts of orders which prevent compliance and
production and get them adjusted.
C. Work out any misunderstoods and get them clarified.
D. Survey and improve comm outflow and inflow.
E. Reorganize Mest (Matter Energy Space and Time) more
efficiently.
F. Work out means of becoming more secure.
G. Present the completed formula in writing as above to the one who
assigned the condition for permission to upgrade.
All these actions A to G apply to the subject and area of the person,
unit, org or activity, whichever has been assigned the DANGER CONDITION.
Above all, be sincere, courteous and honest in applying the formula.
LRH:jz.rd Copyright @ 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
lCancelled by HCO P/L 9 April 1972, CorrectDanger Condition Handling, in
the 1972 Year Book.)
193
L RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JANUARY 1968
ETHICS
DEV T
POL LTR #2 IN EVERY HAT
CONDITIONS ORDERS
EXECUTIVE ETHICS
ANY EXECUTIVE MAY ASSIGN ANY CONDITION AND IMPROVE ANY CONDITION HE
ASSIGNS TO ANY PERSON IMMEDIATELY JUNIOR TO HIM ON HIS COMMAND CHANNEL OR
WITHIN HIS OWN OFFICE OR AREA.
To assign or improve a Condition it is only necessary to write the order
and send it to Mimeo or the duplication unit which duplicates it and sends
the copies to Dir Comm for issue.
The Ethics Officer files these in the Ethics Files and a copy in the
file of the issuing executive.
The E/O must see that the order is complied with and the formula
followed. The issuing executive must also demand compliance.
In event of a down statistic of an executive's area of control, the
absence of personally issued Ethics Conditions Orders may constitute
grounds for removal on a charge of out-ethics in his area.
An executive who tolerates non-compliance, false reports or down stats
in his control area without taking personal ethics actions as above is not
an executive.
AN ORDER SO ISSUED IS CALLED A "CONDITIONS ORDER" AND IS PUBLISHED ON
THE DIVISIONAL FLASH COLOUR PAPER NOT GOLDENROD.
Where a Mimeo or duplication line jams, an executive may post the order
in his own handwriting on the staff notice board, filing two copies with
the E/0, all on his division's colour flash paper, using carbon paper and
clip board.
No executive may be removed for issuing Conditions Orders but may be
removed for not issuing them in the presence of non-compliance, false
reports or down stats.
An executive is defined as anyone in charge of an org, part of an org, a
division, a department, a section or a unit.
As Scientology now brings TOTAL freedom, it must also have the power and
authority to bring total discipline or it will not survive.
Heavy In-Baskets, inability to get things done, down stats failures all
stem from non-application of ethics. If Ethics is in one can get in Tech.
If Tech is in one can get in Admin.
Fast flow depends on a total flow without inspection. Therefore Ethics
has to be very harsh when errors occur otherwise the whole line stops.
Students and pcs are also subject to Conditions Orders from their
supervisors and auditors.
LRH:jp.rd Copyright Q 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
194
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 APRIL 1965
EMERGENCY, STATE OF
When an org or portion of an org has consistently down statistics
(O.I.C.) or numerous non-compliances or offences, it is declared to be in a
STATE OF EMERGENCY. This can be assigned to a unit, sub-section, section,
department, division or the entire organization. It is not assigned to a
person.
A small flag on a pin is placed on the org board at the end of the org
board name of the portion or organization. The flag is bright red.
The condition is assigned only by the Office of LRH.
Flags are also used for other conditions assigned. These too are
assigned only by the Office of LRH.
Conditions including Emergency are ended when a new condition is
assigned or just ended. This is done only by the Office of LRH.
To end an Emergency condition the portion of Scientology to which it is
assigned must follow closely the Emergency Formula. On any condition
assigned, its formula must be followed scrupulously and the steps taken
must be reported one by one by the most senior person in the portion. In
the case of an org in Emergency the reports are made to the Office of LRH
Saint Hill by the HCO Executive Secretary or HCO Area Secretary in the
absence of an HCO Executive Secretary.
In addition to following the Emergency formula closely, the following
policies apply to the portion in a State of Emergency:
ETHICS STIFFENED
1. A report of an error, misdemeanour or crime on any staff member in
that portion counts as five reports in other conditions and is acted on
by a Court of Ethics at once.
CREDIT WORTHLESS
2. The credit of the portion is worthless and it may have only those
bare things necessary to carry out the Emergency formula so that it can
promote or deliver.
NO NEW PERSONNEL
3. No personnel may be added to the portion in a State of Emergency. No
new people may be hired on for the portion in a State of Emergency. No
personnel may be transferred to a portion that is in a State of
Emergency unless an incumbent is transferred off, and in such a way that
the personnel of the portion does not increase in number.
RIGHTS
4. Precedent and privilege are suspended for the officers and staff
members of a portion in a State of Emergency.
STATUS
5. No staff statas may be increased in a portion in a State of
Emergency.
If the State of Emergency is continued beyond the allotted time period,
then these policies apply:
6. Deputy, Acting and Provisional assignments and appointments are
cancelled throughout the portion.
7. The fact of having been part of a portion which did not recover is
filed in the personnel files of each staff member present in that
portion at the moment the State of Emergency was assigned, and the
statement is made on a red sheet of paper.
8. The executive personnel will be ordered before a Committee of
Evidence to the
195
end of removing them from the portion or demotion. In the case of an org
this is done by a senior org and in the case of Saint Hill by the Office of
LRH.
The State of Emergency is a serious condition. For it takes a series of
serious blunders to reduce statistics or bring about local infamy or a
public or press smear campaign.
The State is not idly assigned and is assigned only after a steadily
declining statistic or a series of non-compliances or offences resulting in
overwork for seniors of the org or near catastrophe.
Persons newly transferred into a portion in Emergency or promoted in it
are governed by these policies:
9. Persons newly transferred into a portion in Emergency are only
affected by the State if they succumb to their working conditions and
cease to do a normal job of work.
10~ An executive newly transferred to a portion in a State of Emergency
is not personally liable to Ethics unless he or she fails to submit
Executive Reports on what is observed and new offences found in the
portion.
11. Taking charge of a post in an Emergency portion by new assignment and
bringing that post up to normal operation is credited in the Office of
LRH personnel records on a white sheet with blue ink and counts heavily
in new appointments from Saint Hill.
12. A person in the portion to which the State of Emergency has been
assigned at the time it was assigned who is promoted, is only assigned
temporarily, but if he or she succeeds in restoring the post's
statistics in a reasonable time period, the fact is noted in the Office
of LRH personnel records, but the fact is also noted that the person was
already in the portion at the time of Emergency and must be cleared of
any suspicion that the original Emergency was not traceable to him or
her before the assignment can become an appointment.
HOW TO PREVENT AN EMERGENCY
13. Don't accept illegal orders from anyone that are contrary to policy.
14. Do not let the orders of a higher superior be changed by one's
immediate superior. Always follow the higher superior's orders and
request to see them in writing when in doubt.
15. Don't "cover up" for others. Report offences to Ethics in writing.
16. Report any immediate superior's illegal orders or alter-is as an
effort to endanger one'sjob and statistics.
17. Do your post by the book.
18. When you actually can't apply a policy report it at once to the
Office of LRH Policy Review Section with all data (not conclusions) so
that it can be reviewed intelligently and meanwhile apply it as best you
can.
19. Handle Dev-T (off-line, off-origin, off-policy) by sending it back to
sender and reporting it to Ethics.
20. If you see people standing about loafing when they should be working
report it to Ethics.
21. Report things that need improving to your Secretary or to your
Executive Secretary.
Don't let technology slip for technology going out is the only basic
circumstance in your portion of an org or the org that can put it beyond
rapid recovery. Report all alter-is or technical omissions or offences
to Ethics promptly.
Do your own job as well as you possibly can and aside from making
required reports let the rest of your portion or org get on with it.
24. If you are not being permitted to do your assigned job by being
pulled off it or by being given off-policy orders or by letting an
immediate superior endanger your job with illegal orders or alter-is,
report it to my office at Saint Hill as well as to your own Ethics
Section, even if you have to go outside the org and off channels to get
the report (with your home address on it) to me; for there is no surer
way
196
to bring about or continue an Emergency Condition than by failing to comply
with the exact orders being issued in an effort to end it.
We have the whole world to handle now. We must set a high example of
teamwork and dedication if we are to bring it off.
The scraggly militia usually go down before the regulars in any
campaign. The regular is not even better, man for man, than the militia.
The regulars know how to operate as a team. They have confidence in one
another. And even when numerically inferior they bring off victory over a
rabble by co-operation and discipline amongst themselves.
We are very very few in numbers compared to two and a half billion wogs.
We can easily make it technically the world around IF we are a high
precision team in a superiorly organized organization.
At the moment 1 write this policy letter, in the Case-Cracking Section
at Saint Hill we are handling every case from psychotic or neurotic to
release in 8 to 35 hours.
The technical impact of this alone is enough to tear Man's faulty
organizations to ribbons.
To that fact (itself enough) add the actual attainment of real clearing.
Once more there goes Man as he has known it.
To that add the upper structure of OT and there goes an aberrated
Universe.
And only if we ourselves are a highly functional precision team can we
hope to stand up.
We are just at the end of our Dissemination Phase and just at the
beginning of our Organization Phase (the Third Phase as you can see on the
Org Board). Our militia days are over.
We have no choice whatever except to become the best organized precision
team that has ever been known.
Therefore we must be able to recognize, assign and handle any Emergency
that arises in our midst.
L. RON HUBBARD
Note: Man's organizations never recognized the need for statistics and the
recognition of Emergency or its signs. Therefore, for instance, a
government bureau, in a Condition of Emergency, is given the right to
buy anything it wants (thus breaking the government, as Emergency type
people always have to have before they can do) and is given the
solution of putting in personnel and more personnel "to get the work
done" when actually it was Dev-T of those already there that brought
about their Emergency. Thus one realizes one must never pour in more
and more personnel when a statistic goes down. One must change the
situation, not multiply the numbers of those involved. It tells us at
once that Man is, therefore, least efficient in his biggest bureaus!
And that his least efficient organization must be his largest
organization -you have it-the government. An organization should only
increase in size as things get better and never when things get worse.
LRH:wmc.rd Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
197
Gen Non-Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I SEPTEMBER 1965
Issue III
MAILING LIST POLICIES
(Preserved policy from former Policy
Letters which have been cancelled)
The elementary Emergency formula for a down org is:
1. Promote Promote Promote.
2. Then change bad spots and re-organize.
3. Then economize, cut off all Purchase Orders except postage,
communications and rent.
4. Get ready to Deliver to the people who will be coming in as a
result of the promotion and deliver.
To promote you must have a full mailing list. Anyone who failed to get
his mailing list back off old invoices will probably make about thirty or
forty thousand pounds less between now and Christmas-which is punishment
enough for not following my late '64 orders where the job was skimped.
I see two orgs that are limping also have a very small mailing list. Any
connection?
Rush the project ordered in '64 wherein you culled your addresses back
from old invoices and you'll have lots of people and money again.
Scientologists never get truly lost.
Then get onto Book Promotion, put a return self-address card for "more
info" in the back of every book you sell and get your list up both from the
book sale and the card. Omitted that?
Look over the earlier 1965 Policy Letters that define promotion. That's
all it is.
But promotion is successful when you use books to front for you and a
flop when you don't. If you think promotion is costly it's because the
money isn't invested in getting books sold. Books are your first line of
promotion.
Re-organize your book department if it doesn't slam back a book at every
orderer within 24 hours of the receipt of the order. Why be poor all the
time?
1. Place ads
2. Get mailing lists from anywhere.
3. Get mailing lists by selling books.
4. Sell more books to them.
5. Have good processing available for them and say so loudly.
6. Have good training available for them and say so loudly.
Do just those things and do only those things and you'll be 10 times
your size with a lot more pay.
It's very easy. Why keep doing it the hard way?
I'm interested in review that only those orgs are poor which haven't
been following my direct orders. Well, anybody has a right to be poor, I
suppose, if he has an appetite for it. Personally I don't care for it. It
must be a carefully acquired taste. As a brand new idea in those orgs that
are struggling, why not get rich by doing what Ron says?
HANDLING NEW ADDRESSES IN CENTRAL ORGS AND OFFICES
Starting right away, this is the; drill for new book buyers. This drill
also will be kept in and followed.
1 . A person buys a book personally or by mail for the first time.
2. The invoice is made out with the name and address bright and
clear on all copies.
3. One copy goes to shipping or books whether mailed or just handed
out.
4. One copy goes to own Address. (This is true of all orgs
including City Offices. Whatever is done with remaining invoice
copies is according to standard accounts procedure.)
5. Address cuts a plate or stencil and puts a date on it and a
designation like BB 3/3/65, meaning the person bought a book on
313/65.
6. This plate is put in File A and receives whatever goes out to
File A for six months.
7. Any new invoice, indeed all invoicesI go to Address. If a BB in
File A buys more books or training or processing Address obliterates
the BB 3/3/65 on the plate or stencil either by just flattening it
on a metal plate or cutting a new stencil in case of less durable
stencils. and puts it in the regular active files.
8. The Distribution Secretary must not place whole lists in the
hands of Field Staff Members but may send prospects to Field Staff
Members of proven value to the org.
CITY OFFICES
City Offices must send a copy of the invoice of all memberships it sells
or issues free to the Continental Office that issues the Continental
Magazine. It must also send a copy of all other invoices for whatever
service, including book sales, to the Continental Office, so that these
people can get the minor issues of the Continental Magazine, plus any other
promotional mailings that go out from the Continental Office. As the City
Office, has collected the membership money for the memberships that the
Continental Office is servicing with magazines, and as the Continental
Office does promotion for the City Offices, the senior org draws on the
junior org's Book Acct for promotion in the junior org's area.
A City Office must maintain some sort of an Address unit, and Central
Files. Until it has funds for buying addressing equipment, it keeps a card
file for each name in its Central Files which is anyone who has bought
service (includes PE) or bought books, with appropriate abbreviations on
the card to match tabbing of a full Central Org Addressograph. Of course,
in such a case, when a mailing is to be done by the City Office, then it
will be necessary for someone to type duplistickers from this card file-but
that is still an address unit functioning. As it can accumulate funds for
equipment, it can get an Elliott addressing machine or some other piece of
inexpensive equipment for addressing. It is not conceived that an
Addressograph would be secured until the City Office had reached full
Central Org size. The silk screen Elliott Addressograph is probably cheaper
and easier to use than duplistickers even as one can write one as fast as a
duplisticker.
The names and addresses of City Offices must be carried in each issue of
every magazine mailed by the Continental Office, and other broad
promotional pieces.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
199
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Remimeo HCO POLICY LETTER OF 30 SEPTEMBER 1965
Advisory Councils
Advisory Committees AllDivisions
STATISTICS FOR DIVISIONS
(Note: We will call the Advisory Council the Ad Council,
- never AdCoun, to avoid any errors in confusing it with AdComm)
Each whole division has a statistic on which it is judged as to condition.
While this gross divisional statistic does not cover all the statistics
of the division, it is the primary divisional statistic.
An ADVISORY COUNCIL meeting can be very brief if it has these statistics
tallied by AdComms and plotted and submitted by OIC. Then when a gross
divisional statistic is up the Ad Council can find out why and reinforce
what caused the rise. And when a gross divisional statistic is down, the Ad
Council can go through all the remaining statistics of that division and
take action accordingly. Thus the Ad Council need not cover all the
statistics of an org at its meeting. Only the gross divisional statistics
and take action only when these vary widely up or down.
The Advisory Committees of the Divisions record all statistics but
headline in their report their gross divisional statistic for quick
reference. They include all their statistics, headline their gross
divisional statistic.
The gross divisional statistics are:
Exec Division 7 -
Gross Income of the Org.
TI-ds of course reflects best the total Org operation and is what the Exec
Division is promoted or demoted for so it is the Division 7 Gross
Statistic.
HCO Division 1 -
Total Org Letters In - Total Org Letters Out.
As HCO has personnel, Ethics and such matters, if they do their job there
is a heavy outflow in of all mail types for HCO and the Org and a heavy
outflow out from all divisions. If the Personnel Officer gets hard workers
and puts their hats on and if Insp & Rpts and Ethics are quick off the mark
and if the HCO Area Sec runs a good division and handles all about, the
Letter In-Letter Out will tell the tale. HCO sees to it, Org pours out
letters and mailing pieces.
HCO Dissem Division 2 -
Number of new Enrollments of Students and Pcs for the week,
and gross Book Sales.
Although this division has Registration, magazines, etc, etc, all these add
up to enrollments, which of course is the final result of all magazines,
letters, promotion and advance enrollment. Book sales are our oldest index
of future business.
Org Division 3 -
Credit collections vs Bills paid.
It will be seen that gross income is established by many in the Org but
collections as a special income is purely the Org Division's. Bills paid
require gross money in, so reflect the gross-no money in, no bills paid.
This is a dual statistic which shows the industry of the division in
general. It even touches materiel as no bills paid equals no supplies.
Monies paid into Reserve Payment do not count as Bills Paid.
200
Tech Division 4 -
Number of Students and Pcs completed in the week.
The number enrolled is really only partly the Tech Division's as if they
give good service they will get enrollments. However, the completions are
the real index of a Tech Division and show up any weakness of the division.
So their statistic is only total completions of courses and auditing. This
of course includes graduations from any course and completion of any result
for the pc that brings a Grade Cert or just ends intensives.
Completed of course means only certified or classed or graded. However
completion of a 25 hour intensive which satisfied the pc (no review at end
even if one occurred before the end) counts as a pc completed. Five hour
rehabs which did not result in a Grade are not completions. Five hour
assists bought as assists are done of course in Qual and so are not a Tech
statistic.
Qual Division 5 -
Cash Collected by reason of the Division for the week.
This division's certs and grades and awards are all really the Tech
Division's work. But we early found that a Qual Division's various services
were paid for when good and not when bad. So this division's gross
statistic is how much cash was paid-not later collected, for Qual Division
services.
Dist Division 6 -
Number of field staff member commissions paid/
number of new addresses added to CF both for the week.
This dual statistic reflects a healthy Dist Div. The number of new
addresses added to CF means of course new people buying things from the
org. Therefore its advertising quality and basic services can be judged
even though assisted by other divisions as well. The number of field staff
commissions paid reflects its leadership of field staff members.
New people is the business of the Dist Div.
SUMMARY
There are many other statistics, many even more important than these.
But these gross statistics tell one at once if the Division Secretary is
alive and has his division functioning. Thus they provide indicators by
which management can be done.
The AdComms of course handle all their statistics.
The Ad Council handles the gross divisional statistics looking for steep
ups (to assign affluence) or steep downs (to assign emergency).
Gross Income only hereafter influences the Exec Division and is assigned
from Saint Hill. All other divisions are assigned conditions by the Ad
Council in accordance with the gross divisional statistics.
LRH:ml.rd
Copyright @ 1965
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: The last sentence under HCO Div I has been added per HCO P/L 15
December 1965.1
[Considerable evolution of the Statistics for Divisions has occurred since
this policy was first written
by LRH. As of August 1973, the following P/Ls have amended the above issue:
L. RON HUBBARD
2714167 Tech Division Statistic, 1-345, 4-10 1819/71 AOLA Division
6 Defined, 1971 Year Book
22/9/69 HCCStatistic, 1-357, 4-12 5112171 S tatistics-Dissom
Division, 19 71 Yea Book
2913/70 Tech and QualStats Revised, 1970Year33ook 10/2/72 111 &
revised reissue of 1216/73
17/6/70 11 CIC Charige-Cable Change, 1-359 Higher Ory-New Name to
CIF Definitions,
5/2171111 FEBC Executive Director Org GDSes, 1972 & 1973 Year
Books
1971 Year Book 7/6172 AO and AOSH Money for Training-GDS
512171 V Org Gross Divisional Statistics Revised, for Quals,
1972 Year Book
1971 Year Book 514173 All Orgs-Two Additional HCO GDSes
12/3/7111 Treasury Divisions GDSes-A110,gs, 3-5 Tech/Admin Ratio
andPersonnelPointsStats,
218/71111 Hatting Points GDS Change, 1971YearBook 1973 Year
Book)
201
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 JANUARY 1966
Rernimeo Exec See Hats Secretary Hats
HOLD THE FORM OF THE ORG
DON'T BRING ABOUT DANGER
CONDITIONS
As long as executives fail to hold firm the form and channels of the
org, their own posts and the org will be a confusion. Worse, it will cease
to exist.
Executives must insist upon the privileges and responsibilities of their
posts and not permit by-pass and misrouting.
The whole org is run on statistics. It is not run on rumours. The more
you follow statistics and the less you listen to rumour the better off you
will be.
Orders are issued to form the org and better statistics and that's all.
There are no other reasons for orders, chits and upsets. Actions which
don't increase statistics should be eliminated. Irrelevant orders and chits
having nothing to do with statistics should never be issued.
To hold the form of the org it is vital that:
1 . The AdCouncil minutes only order Secretaries and only on Gross
Divisional Statistics as they appear.
2. Executive Secretaries order and chit only Secretaries.
3. That Secretaries order and chit only Directors.
4. That Directors only order and chit Section Officers.
5. That Section Officers only order and chit persons In Charge or, if
there are none, the staff directly under them.
6. Exec Sees and Secretaries can cross chit.
7. Directors can request and chit only via Secretaries when they cross
divisions.
8. Anyone can file a Job Endangerment Chit with Ethics on anyone. This
however is normally filed on a direct senior and only when explicit
policy has been violated by an order or chit on one's own post and only
when the order or chit might worsen a statistic.
9. If all else fails, petition the Office of LRH.
SEC EDS
Sec Eds issued by the AdCouncil may only change Secretaries as
personnel. They can advise the Secretary on personnel but may not demote,
transfer or dismiss a Secretary's personnel (exception, when sweeping an
erg of temporaries, staff that hasn't passed Review for Staff Status 1).
An AdComm's orders forwarded to the Office.of LRH for a Sec Ed always go
via the AdCouncil. But again an AdComm may only order Directors and may not
demote, transfer or dismiss a Director's personnel.
A Director should order Officers.
Officers should order In-Charges.
When personnel is assigned directly to an Executive such as a personal
secretary, one may of course order or chit that person directly as there is
no command echelon.
202
REASON
Danger Conditions are handled on By-Pass. Where a Danger Condition is
assigned, the senior can by-pass anyone to get the job done and does.
The Conditions in sequence are:
6. Power
5. Power Change
4. Affluence
3. Normal Operation
2. Emergency
1 . Danger
0. Non-Existence.
level.
By-pass creates a Danger Condition which drops into Non-Existence from any
It is true of all Conditions that if you use one lower than you are in
you will bring the next lower one about. If you use the Normal Operating
Formula when you are in Affluence you will certainly descend into
Emergency.
Therefore if you are in Normal or Emergency Condition and start by-
passing you will quickly descend into Danger Condition (statistics will
drop steeply) and achieve the only Condition below Danger which is Non-
Existence.
Thus if you by-pass you infer the Condition is Danger when it isn't. And
you drop the org or any portion of it into Non-Existence.
So don't by-pass unless you are in Danger Condition. A Danger Condition
exists where statistics show continuing emergency or a steep steep fall. If
a Danger Condition exists, you handle the situation, by-pass anyone at all
and then the personnel who ignored it. So if you by-pass all the time (Exec
Secs issuing orders to Directors, Secretaries ordering Officers, Directors
ordering general staff members) you will infer a Danger Condition and get
non-existence of the Section, Department, Division or the whole activity.
Moral: Only when a Danger Condition exists should a senior by-pass the
command chain, so if you are only in Emergency or only in Normal Operation
or even Affluence DON'T BY-PASS or you will crush statistics.
SUMMARY
Learn your Org Board.
Make your staff learn it.
Handle the org by statistics only.
Order only your immediate juniors.
Don't by-pass (except in Danger Condition).
Don't infer a Danger Condition that doesn't show on a graph.
Hold the org firm by holding its lines and chain of command firm.
And you will prosper and expand.
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
[Note: The sequence of Conditions listed above has been amended to include
Emergency, and the paragraph immediately following this list has been
adcled, per HCO P/L 8 February 1966, Issue 11.]
203
Remimeo
Executive Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 JANUARY 1966
DANGER CONDITION
The Conditions of Operation are (6) Power, (5) Power Change, (4)
Affluence, (3) Normal, (2) Emergency, (1) Danger and (0) Non Existence.
The formula of a Danger Condition is:
1 . By-pass (ignore the junior or juniors normally in charge of the
activity and handle it personally).
Handle the situation and any danger in it.
Assign the area where it had to be handled a Danger Condition.
2.
3.
4. Handle the personnel by Ethics Investigation and Comm Ev.
5. Reorganize the activity so that the situation does not repeat.
6. Recommend any firm policy that will hereafter detect and/or
prevent the condition from recurring.
The senior executive present acts and acts according to the formula
above.
A Danger Condition is normally assigned when:
I . An emergency condition has continued too long.
2. A statistic plunges downward very steeply.
3. A senior executive suddenly finds himself or herself wearing the
hat of the activity because it is in trouble.
PERSONNEL
In Step 4 of the Danger Formula one has to call in Ethics to investigate
and must order a hearing and also a Comm Ev as indicated on any person or
persons whose negligence or non-compliance brought the situation about.
EXAMPLES
Example I
The AdComm of the Distribution Division never orders or takes effective
action to remedy the gross divisional statistic which has been at
continuing emergency level for some time.
The Org Exec See is being pulled in to handle the situation as the
statistic's continuous low will swamp the org eventually and no reasonable
advices from the Org Exec See have been accepted or used despite the
continuing danger to the org from that Division.
The Org Exec See therefore acts personally with personal work and (1) By-
passes the Secretary, (2) Gets the FSM programme going and ads placed and a
Congress scheduled and advertised all on an urgent basis, all on a by-pass
of existing channels, (3) Has the Division assigned a Danger Condition, (4)
Orders an Ethics investigation of
204
all personnel in the Division and brings any persons whose non-compliances
or crimes were responsible before a Committee of Evidence including the
Secretary, (5) Appoints personnel and reorganizes the Distribution
Division, (6) From the Ethics Investigation and Comm Ev, sifts out any
needful policy or change and forwards it to the Office of LRH for
consideration for issue.
Example 2
The Letters in-Letters out statistic takes a very steep dive (perhaps
only 1/5th the former number). The HCO Area See instantly acts to (1)
Bympass all lines, (2) Get mailings out urgently, put expediters on writing
letters~ get a magazine in the mails, all off her own bat, using anyone to
hand, (3) Demand the Dissem and Dist Divs be put in Danger Condition and if
refused cables LRH, (4) Order an Executive Ethics investigation of all
areas of outflow that would be responsible for org outflow and demands of
the HCO Exec See a Comm Ev on any personnel found by investigation to have
been negligent or non-compliant with policy concerning letters and any kind
of mailing out, and failing to get such assignment cables LRH, (5) Demand
new personnel on key outflow posts, (6) Recommend any firm policy
outgrowing from the investigation and Comm Ev to the Office of LRH.
Example 3
The Tech See suddenly discovers he or she is totally wearing the D of T
hat and statistics are falling in that Dept although there is a D of T. The
Tech See has already attempted to get the D of T's hat on many times. The
Tech See then: (1) By-passes the D of T, (2) Immediately handles the
Academy on a personal full time basis to sort out the students, establish
precise schedules, get in proper check sheets and routes slow students to
Cramming and nattery ones to Ethics and gets completions going, (3) Gets
the Department assigned a Danger Condition, (4) Demands an Ethics
investigation and a Comm Ev on personnel on whom non-compliance or crimes
are discovered, (5) Gets a new D of T and/or Supervisors, (6) Recommends
any firm policy found required in the Ethics Investigation or Comm Ev.
EXECUTIVE DIRECTOR
When I find a hat forced upon me despite all efforts of mine to handle
it previously and which I have then to handle, I follow the Emergency
formula.
When an org is in general danger or a dangerous situation has arisen, I
follow the Danger Condition Formula.
By the time anything gets to a point where I have to wear the hat,
statistics on it must have been bad for some time and I find by experience
that non-compliance will be discovered inevitably, which is why the
situation rolled all the way up the lines to me.
As Danger Condition is handled by a by-pass of those who were supposed
to handle it, then I also by-pass in assigning a Danger Condition, which is
to say, the Condition is assigned not by chain of command but by direct See
Ed.
SUMMARY
Emergencies when they continue are usually caused by crimes or
negligence and are always accompanied by non-compliance.
A continued emergency inevitably results in real catastrophe for higher
executives. It causes them heavy overwork at the very least. Sometimes a
danger condition threatens finally the whole org unless handled.
In the current society the manager or executive has no recourse to law
or the culture. Errors can be made or omissions can occur unknown to him,
which actually can threaten not only his job but his person.
205
The usual action in our organizations is to let things run as long as
they run well. When they begin to show poorer statistics an Emergency
Condition is assigned and we usually talk it over with the person who is
head of that activity, and try to help. If the condition continues we warn.
And if the statistics still go down, we usually transfer and find somebody
else. At the point where a senior executive finds he is being made to look
bad by continued emergency on a lower echelon, he has no choice but to
assign a Danger Condition. The head of the activity is not always removed
but certainly must be investigated. If permanent, it takes a Comm Ev to
remove or transfer.
It will always be found that non-compliance with policy and orders has
for some time existed. It will sometimes be found that lies and false
reports also existed. And one always finds negligence and idleness and
inattention where statistics continue to go down.
It is very bad to assign a Danger Condition or to By~Pass unless the
statistics are continuing to go down or have continued at a dangerous level
for some time without real improvement.
A senior executive is soft in the head if he thinks statistics just stay
down. They are always held down hard. Emergencies don't just happen because
someone is idle. Emergencies are made actively. It takes a lot of counter-
effort to jam an org's flows-if you don't believe it then measure it by the
effort you exert trying to get things going. What's pushing back so hard?
Emergencies are made. They don't just happen. And any hearing in an area
where statistics just won't come up will reveal not mere negligence but
actual crimes as well.
The senior executive's only protection is to handle the bad situation
and follow the Danger Condition formula.
If that seems ruthless, it still is necessary if one is to be at all
successful.
ASSIGNMENT
Only the AdCouncil, an Executive Secretary or Secretary may assign a
Danger Condition. A Director or Officer may request one on their sections
or personnel.
If one was incorrectly assigned and statistics were in fact up it will
of course come out in the hearing.
L. RON HUBBARD
LRH:mLrd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
(Note: The original mimeo issue of this Policy Letter omitted Emergency
from the Conditions of Operation in the first paragraph. Emergency has been
included here per amending HCO P/L 8 February 1966, Issue 111.]
206
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1966
Remimeo
Staff Hat
DANGER CONDITION, WARNING
THE JUNIOR WHO ACCEPTS ORDERS
FROM EVERYONE
It has been found in the hearings on personnel after a Danger Condition
was assigned that:
A PERSONNEL UNDER YOU WHO ACCEPTS ORDERS FROM ANYONE WHO COMES ALONG WHO
HAS ANY RANK WILL PUT YOUR SECTION, DEPARTMENT OR DIVISION AND YOU INTO A
DANGER CONDITION AUTOMATICALLY.
This operates as a permanent by-pass.
If you allow it or don't catch it in time, your statistics will fall like a
shot duck.
Therefore if you find a junior going off lines for his orders and not
refusing all orders from others you must put him in a Danger Condition. For
if you don't you will soon be in one yourself.
Danger Condition is a very funny thing. It actually exists as a natural
phenomenon in organizations, hitherto undetected.
If by-pass of command channels occurs, the exact formula will begin to
operate whether anyone says so or not. And the only cure for this plague is
to follow the formula itself. That works. Nothing else does.
Be careful of that junior who accepts anyone's orders. He or she is like
a charge of dynamite under an executive. Someday it will all blow up.
Juniors must follow the orders of their own seniors or Danger Condition
results.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
207
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I FEBRUARY 1966
Gen Non-Remimeo Issue 11
Exec Sec Hats
LRH Comm Hat Exec Div
DANGER CONDITIONS
INSPECTIONS BY EXECUTIVE SECRETARIES,
HOW TO DO THEM
An Executive Secretary who does not get around his or her divisions now
and then and see what is going on can make a lot of mistakes.
Inspections are desirable. But when an Executive Secretary makes one he
or she commonly issues an order or two, and if this is done without that
division's secretary being present it is a by-pass and willy-nilly begins
the formula of the Danger Condition and can unmock a section or department
or even that Division.
A senior can inspect, chat, advise, but must never issue an order on a
by-pass unless he or she means to handle a dangerous situation and start
the formula. For the formula will run, regardless, if a by-pass begins.
The way to inspect, then, is to collect the seniors and go around, and
issue orders only to the next senior on the command channel, never to his
or her staff.
Example: HCO Exec See wants to see if books are stored safely. The HCO
Exec See can nip out and look on his or her lonesome providing no orders
are issued. Or the HCO Exec Sec grabs the Dissem See and the Dir Pubs and
the head of the books section and goes out and looks. And if the HCO Exec
Sec wants a change in it all, the order is issued to the Dissem Sec only.
It is a great temptation to tell Books-in-Charge how and where to put
what, for an HCO Exec Sec is one normally because he or she is smarter and
more knowledgeable about orgs. But if one is to advise Books-in-Charge, one
had better have the rest of the command chain right there and talk to the
next senior below HCO Exec Sec.
You would be surprised how many random currents a senior type senior
like an Exec Sec can set up with a few comments that skip the command
channels and what a mess it can make for a Secretary or Director, no matter
how wise the comments.
Secretaries who order a director's officers in the absence of the
director or, much worse, section staff without Director or Section Officer
thereby court and make trouble.
You can unmock a section or a whole department by sloppy command lines.
It is not merely the "correct" thing. It's the vital thing to follow
command channels as nobody can hold his job if he is being by-passed by a
senior. He feels unmocked, and the Danger Condition formula begins to
unroll.
The correct way to route an order to a person two or three steps down
the command channel is to tell the next one below you to order the next,
and so on.
If you have to tell the Director of Tech Services to have his Housing
Officer post a list of houses on the bulletin board, you really don't have
a Director of Tech Services anyway as he would have done it as the natural
thing. So an order in such an obvious rase is not the right comm. The right
comm is an Ethics chit on the Dir of Tech Services for not posting the
available houses on the bulletin board.
A smart senior is a senior because he is smarter. But when this is not true
and the
208
junior is smarter, you get an intolerable situation where the senior
interferes. If a dull senior interferes continually on a by-pass, it's a
sure way to start a mutiny. And a senior who doesn't inspect or get
inspections done does not know and so looks dull to his juniors who have
looked.
The safe way in all cases is to issue orders that are very standard on
policy and obvious and to issue them to the next one on the command channel
and then in the future inspect or get an inspection. If on the inspection
one finds non-compliance with a standard on-policy order, one promptly
calls for a hearing on the next one down the line who received the order.
Here's a terribly simple example: Org Exec See sees statistic for Tech
Div down. Issue order to Tech See, "Get the gross divisional statistic up
at once." Now nothing could be plainer or more standard. In two weeks the
Org Exec See looks at the statistic, sees it is even further down and calls
for a hearing on the Tech See for non-compliance or a Comm Ev to get all
the evidence in about the matter.
This is about as basic as you can get with an inspection, an order and a
further action all by a senior, the inspection being done by OIC and
reported by graph.
Life in actual fact is very simple and an org is today a very elementary
mechanism.
It is easy to run an organization providing one makes it run and handles
things in it that refuse to run.
Where an Exec See is baffled on occasion is the apparent unwillingness
of a section to function. Now this is so far down the command channel that
info on it does not easily arrive back at the top.
The thing to do where possible is personally inspect. Or get it
inspected. One often finds the silliest things.
Example: Book Shipping statistic is really down, man, down. One orders
and harangues and argues trying to get books shipped. One gets the quantity
of books looked into. It's okay. One gets shipping materials looked into.
They're okay. A Shipping clerk is on the Org Board. But orders to the
Dissem See just never get books shipped. So finally one gathers up the
Dissern See, Dir Pubs and Books~in-Charge and goes down to Book Shipping-
Lo! They have been building a machine that wraps books tightly when a rock
is rolled off a bench! (This actually happened in DC in about 1958.) It has
taken a month to build it and will require another to finish it and one and
all in that Division are convinced this is the answer. The order? "Break
that machine up and start wrapping books by hand and I want that backlog
gone in one week." To the Dissern See, of course, in front of everyone for
his soul's sake. And publish the order in writing as soon as possible.
So you see, you have to inspect because what seems logical and okay to
juniors may be completely silly. Remember, that is why they are juniors and
have seniors.
Frankly you can never guess at what holds some things up. You have to
look. Often you can solve it for them. But solve it with their agreement
and on command channel if you want it done.
You can't always sit in an ivory tower and issue orders. You have to
know the ground and the business.
Over a period of fifteen years of active management of these
organizations I have a pretty good idea of what can happen in one. And to
one.
I try to be right more often than wrong. I don't try to be perfect as
one's best plans are often goofed. I try to get done what can be gotten
done. And I carry a little
209
more pressure on the org that it can really accomplish.
I inspect. You would be surprised at how often I do and what I find out.
It sometimes looks to people that I use a crystal ball in taking the
actions I take because they see no possible route by which the data could
have reached me.
They forget how many lines I keep in operation. And also, I do operate
on a "sixth sense".
For instance all accounting summaries today are done for governments,
not for management. A manager has to develop a sixth sense concerning
financial status of the org. One has to be able to know when the bills are
up, the income inadequate and to know when to promote hard and stall
creditors even with no data from accounts or contrary data that proved
false.
Today with OIC this is easy. But I ran orgs successfully with no OIC for
years just by sensing the financial situation. In theory accounts keeps one
fully posted. In actual fact they often goof in filing bills owed and even
in depositing money.
There are many things one can sense, OIC or no OIC.
The thing to do is to inspect or to get the area you sense is wrong
inspected.
I have today LRH Communicators. They are pushing projects home. They
also ran tell me why projects won't push home because they have looked.
An Exec Sec or a Secretary has HCO's Inspection and Reports and a Time
Machine to check compliance. And this is how it should be.
But nothing will substitute for inspection by one or for one.
And the Exec See who thinks it's a desk job is being very naive. The org
would run better if Exec Secs had no in baskets.
If an Exec See watched statistics like a hungry cat at a mousehole and
inspected like fury every time one went down or stayed down, the org would
expand and prosper.
Providing Inspection was done.
L. RON HUBBARD
LRH:ml.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
210
Remimeo
Executive Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1966
Issue III
DANGER CONDITION
RESPONSIBILITIES OF DECLARING
BY-PASS = Jumping the proper terminal in a chain of command.
If you declare a Danger Condition, you of course must do the work
necessary to handle the situation that is dangerous.
This is also true backwards. If you start doing the work of a post on a
by-pass you will of courseunwittingly bring about a Danger Condition. Why?
Because you unmock the people who should be doing the work.
Further, if you habitually do the work of others on a by-pass you will
of course inherit all the work. This is the answer to the overworked
executive. He or she by-passes. It's as simple as that. If an executive
habitually by-passes he or she will then become overworked.
Also the Condition of Non-Existence will occur.
So the more an executive by-passes, the harder he works. The harder he
works on a by-pass, the more the section he is working on will disappear.
So purposely or unwittingly working on a by~pass, the result is always
the same-Danger Condition.
If you have to do the work on a by~pass you must get the Condition
Declared and follow the formula.
If you Declare the Condition, you must also do the work.
You must get the work being competently done, by new appointment or
transfer or training or case review. And the condition is not over when the
hearings are over. It is over when that portion of the org has visibly
statistically recovered.
So there are great responsibilities in declaring a Danger Condition.
These are outweighed in burdensomeness by the fact that if you DON'T
declare one on functions handled by those under you which go bad, it will
very soon catch up with you yourself, willy-nilly and declared or not you
will go into a Danger Condition personally.
There's the frying pan-there's the fire. The cheerful note about it is
that if the formula is applied you have a good chance of not only rising
again but also of being bigger and better than ever.
And that's the first time that ever happened to an executive who started
down the long slide. There's hope!
There is one further footnote on a Danger Condition. I have carefully
studied whether or not HCOBs and Policy Letters and actions by me were by-
passes. And a search of statistics refutes it as when I give the most
attention to all echelons of an org wherever the org is, its statistics
rise and when I don't they fall. Therefore we must assume that advice is
not a by~pass, nor is a general order by me.
211
Where there is disagreement on a command channel I am trying to forward
then a by-pass occurs.
So we can assume correctly on experience and statistics that danger
conditions occur only when there are fundamentaldisagreements on a command
channel.
If you yourself then ferret out the disagreement ones of those under
your orders you will clear your command lines.
Review can always find disagreements when they exist with a meter.
Where Danger Conditions are declared, the declaring executive should
make an effort to find the disagreement with himself, policy, the org or
Scientology as a basic Review action on persons found responsible for a
Danger Condition. The only errors are not to look for them and not to find
all the disagreements the person has on the subject of his superiors and
post, policy, technology or orders.
This is why a low leadership survey grade person can be counted on to
put wherever he is in danger. His disagreements are too many and he doesn't
execute and thereby secretly puts his superior into by-passing and a danger
condition inevitably occurs.
It needn't occur.
We have the data, now.
LRH:ml.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
212
L. RON HUBBARD
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I FEBRUARY 1966
Issue IV
STATISTICS, ACTIONS TO TAKE
STATISTIC CHANGES
When statistics change radically for better or for worse look for the
last major alteration or broad general action just before it and it is
usually the reason.
Example: Letter out statistic falls and falls. In investigating look for
the last major change in that area and if possible cancel it and the
statistic will then rise. Let us say that just at the top of the down drop,
the 3rd week in November, the Dept of Registration was given new dictation
equipment. Take it away and restore the old arrangement and routing pattern
that was in use with it and sit back and see what happens. The statistic
will probably recover.
Example: The Field Staff Member Commission statistic has been very low
and suddenly leaps to affluence. You want to reinforce it so you study what
happened just before it. As it takes a bit of time on a statistic that has
longer comm lines, you look a bit earlier. You find the Dir Clearing began
to send FSMs big info packets they could give people. So you okay lots of
such info packets to be given out and the affluence of the statistic
continues. And you write LRH what made it do that so a Pol Ltr can be
written.
I learned this while researching the life force of plants. Everytime I
saw a research bed of plants worsen, I queried what routine had been varied
and found invariably some big change had been made that wasn't usual.
It is change that changes things for better or for worse. That's the
simplicity of the natural law.
If you want to hold a constant condition, don't change anything.
If you are trying to improve something make changes cautiously and keep
a record of what is changed (like all orders must be by SEC EDs). Then you
watch statistics and if they decline you hastily wipe out the last change.
And if they improve you reinforce the change that began it.
For instance we know the 7 Division System pattern works for the better
it's gotten in in an org the more its graphs go up.
The Org Board of summer 1964 also works for a small org because it
started their statistics up. But it was not good enough to maintain height
of statistic when a certain size was reached. So we got the 7 Division
pattern of 1965.
It is of course obvious that if Joe as Org See did okay and if replaced
with Bill who is only IS the Org Division will falter.
But frankly it is not just a personnel question by far.
Personnel equates against case gain more than personality. In December
1965 at Saint Hill, the gross divisional statistics very closely matched
the case progress of the Secretaries of each division. You can almost
assign a post by:
I . Grade of Release, and
2. Leadership Survey, plus
3. Experience in org.
Those 3 factors take into no account personality or aptitude much
contrary to all the tests the 19th Century psychologist or 18th Century
phrenologist would have made and used.
213
So while personnel changes are always a possible reason for radical
shifts in statistics, they are by no means the major ones.
Shifts of comm lines, functions, policies, equipment, duties, locations
are quite often far more responsible for graph shifts.
Personnel comes into it this way: When you make a bad rearrangement and
you have an incompetent personnel also you have disaster!
If you make a bad rearrangement and the personnel are good the statistic
drop may be only a small one as they cope. So even small drops should be
investigated, particularly around good personnel.
The morals are these: If you have a disaster (big Danger Condition) find
the big change which preceded it or the missed order and get that fixed and
also shift personnel.
If you see a person who has a good record coping like mad, inspect the
area of that post to find what needs fixing up, what changes were made that
overpressured that post and get it right.
THE PAUSED STATISTIC
During expansion, one has areas where statistics become level.
Here statistics pause because lines jam. People get overworked and
confused.
The traffic is just too heavy.
And where do you really repair in such a case? More clerks? No! Always
look to the lines of the highest post in the overloaded area and get them
eased.
In expansion the person who never notices is the man in charge. And his
lines are the most crippling to the org if jammed.
Example: Org Sec and Org Division stacked up and coping frantically. Org
Exec See wonders what to do. Their statistics are paused (in a level line).
They are overworked. Hire more clerks? No. Sort out the Org See and be sure
more help is furnished on that post. Then the Org Sec (with a personal
Secretary to sort her mail, etc.) looks up and starts sorting out the
Division.
The old trick I used to use was to tell an overworked director "Draw me
up a list of all the hats you are wearing". And he or she would finally
bring one in, round-eyed. "35 hats!" I recall one saying.
I would take the one nearest the director in duties and fill it with a
staff member and the department would ease off.
Somebody like the Div 7 See or the LRH Communicator can do this to Exec
Sees. If they are slaving, make them put on somebody to unjam their lines.
They'll straighten the rest out.
So a paused statistic comes from the jammed lines of the topmost
executives and is best remedied by easing them.
An org today is not run on personalities. It's run on statistics. All
orders are based on statistics. The old personality system used by the
business world and military is as yesterday as the rack and almost as
cruel. Go modern. Use statistics only.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
214
Rernimeo
Executive Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 FEBRUARY 1966
APPOINTMENTS AND PROMOTIONS
When a staff member is promoted, the principle will be solidly held that
if the post just vacated by him or her goes into Emergency or Danger
Condition within 90 days the promotion is to be suspended and the staff
member is to resume his or her former post.
It is obvious that a post which is not well organized or is held up by
personality alone will slump if changed.
A staff member being promoted may therefore object to the personnel
officer concerning a successor he does not believe capable.
The staff member being promoted has a dual responsibility-to learn his
new post and to write up his old hat and break in his successor properly.
In expanding organizations our greatest liability is promotion. It is
vital and necessary, but it tends to lose lines and leave a messy lower
strata in the orgs which can swamp them.
This follows as well Policy on undoing changes which occurred just
before a slumped statistic.
The Advisory Council and AdConims must always look at this factor of
persons promoted off a post just before a slump as the probable best reason
for the slump.
Similarly a person taking over a new post is in a Power Change Condition
and must not alter anything or do anything rash until enough time passes
for him to appreciate what the new post is all about. Most slumps following
after a promotion occur because the new occupant of the old post has either
lost the post's lines or has made some brand new order that applies to
nothing real. There is no majesty and innocence like ignorance. The first
day of a yacht under a new owner is the hardest day of its life as he
throws all the bits overboard that propped open the hatches thinking they
were kindling wood, tries to hoist the sails with a can opener and runs the
engine on the galley fuel.
A staff member is rarely promoted unless his statistic is good. That
means the old post he leaves is in good shape. If the old post slumps under
a new appointee then that new appointee must have thrown away the lines and
ordered the main cabin turned into the sail locker and the engine into the
anchor. It will take the old holder of the post weeks to get it running
again and he is obviously the only one that can. Further, he goofed in
letting an incapable or fast change artist fill his former shoes and he
didn't yell when he noticed next day that the keel had been hoisted as the
mainsail as soon as he. promoted, left his old post.
New brooms love to sweep clean. Especially the competent orders of old
brooms.
Taking over a post in danger or emergency is a feather in one's cap when
it rises to normal under new management.
Taking over a post in normal operation and getting it into emergency or
danger requires a lot of stupid changes or no work at all and should be the
subject of an Ethics hearing.
But also, the old holder of the post must be returned to it regardless
of holes left at the top for otherwise a hole exists below and the org will
sink into it.
1 speak from long, hard experience. Time and again I have had to resume
a post I had left because it collapsed. So I have become very careful of
who succeeds me on a post. Very careful indeed. And 1 train them
individually and heavily no matter what new post 1 now hold. The bigger we
get the more I get promoted so I have to keep it up.
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
215
Remimeo
Exec See Hats
See Hats
LRH Comm Hat
Director Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 FEBRUARY 1966
DANGER CONDITION DATA
WHY ORGANIZATIONS STAY SMALL
The size of an organization depends upon this law:
A LARGE ORGANIZATION IS COMPOSED OF GROUPS. A SMALL ORGANIZATION IS
COMPOSED OF INDIVIDUALS.
If you really understand this principle and use it properly you will be
able to have a large organization.
There are other factors such as (1) the desirability and quality of
one's commodity, (2) the able promotion of it, (3) the ability of the heads
of groups in the organization to catch dropped balls and (4) the close
following and comprehension of the policies of the organization and its
groups.
But the gross monitoring law is as above. When one does not know this
and apply it one has a small, semi-bankrupt organization that overworks
everyone and underpays.
This rule applies to a planet or a nation and is most readily seen in
these gross terms. A planet with nations will be far more prosperous than a
planet with one central government governing the individuals of a planet.
Socialism fails (and it always fails) because of two factors:
(a) The government seeks to run the individual, and
(b) Socialism unmocks companies.
At this writing the prosperity difference (and there is one, Russia
currently starving) between the democracy of the US and England and the
Super Socialism of Russia is that the "West" still has companies and the
"East" (Russia and China) have abolished them. Russia seeks to run the
individual. It has collective farms, etc., but they won't leave a manager
alone-to manage-they govern his workers.
To the degree that England and the US tax the individual and seek to
govern him they will dwindle in size.
England at this writing is undergoing one unmock of the whole empire
solely because it is by-passing the manager and the governor and directly
seeking to govern individuals through income tax, "benefits", etc.
The US is about to come to pieces. Like all big countries on the way out
it never looks so good as when it is already about to fall apart. The US is
by-passing the states and US companies and is therefore putting the
governors, managers and the states and companies in Danger Condition. This,
unrepaired, will unmock states and companies and collapse the sub-group on
which the big group called the US depends for an organization is composed
of groups. Non-Existence is the Condition just below Danger. A Danger
Condition carried on too long drops down scale to non-existence. A large
group made up of non-existences is of course non-existent itself. Thus by-
pass by the heads of a big organization of the heads of its internal small
organizations works toward non-existence. It is really quite simple. To
make an organization get smaller all one has to do is by-pass the sub-
groups and run the individuals only and the org will collapse or struggle
along at near-collapse NO MATTER HOW BRIGHT ITS MANAGER MAY BE OR HOW HARD
HE OR SHE WORKS OR HOW BRIGHT THE STAFF IS, OR HOW GOOD THE PRODUCT, the
violation of the law in the second paragraph will decay.
Fantastic, isn't it?
All one has to do to make an organization grow is apply the law that a
large organization is composed of groups. It is NOT composed of
individuals.
216
In absolute proof of this, in a tiny org it is always observed that
everyone there wears each one all the hats. It is a madhouse of individual
cross-endeavour. Show me an org that stays small and I will show you an org
where every staff member is wearing all the hats in the place. They can't
grow because they violate the law that a large organization is composed of
groups.
Russia, just yesterday sweeping the world has begun to lose ground and
her empire withdraws. Russia won't allow companies. She never says to the
head of Georgia "Get your statistics up, bub" and leaves him to it. Instead
she governs the Georgian individual with spies, secret police and even
income tax and is more apt to shoot the head of Georgia if his statistics
do rise as he is then looked on by a paranoid central government as capable
enough to be a menace. Russia once governed via cells and did so as long as
she was expanding. Now she has Income tax! Russia expanded despite bad
management solely because she was composed of cells and collectives-but she
went too far and erased the individual entirely, so, though growing she
starves. Her groups were mainly dedicated to politics, not production,
which is a frailty of governments anyway. But the basic group is composed
of individuals. (For heaven's sakes don't tell Russia as we don't want her
growing-tell her she must govern her individuals individually and she'll
vanish. You can tell the US, if you like, but only because no president yet
ever listened to anything except his popularity poll and with only a four
year career, isn't likely to. In the US, the government itself vanishes
regularly and only the companies, with plenty of interference, keep the
civilization going.)
England's sad old empire was great as long as India was run by the East
India Company, etc. etc. Its colonies and dominions did fine right up to
the moment the government in Westminster and Whitehall started to run the
natives as individuals, by-passing the company controlled colonies. Then
the "Empire" started to go broke because it never was a political empire
but a commercial one. As a political empire it uniformly failed until about
350 years ago it began to charter companies to rule and govern foreign
lands. Then it got an "empire". When it began to by-pass its company heads
and set up crown controlled governors and then by-pass these it ceased to
be an English Empire and it looks today that soon there won't even be an
England. It could not control even one colony the moment it started to
govern individual colonial citizens on a by-pass of the colonial companies.
You can use the same argument they use. That "concentrating only on
groups is hell on the individual". Marx used that line. Well it isn't true.
When you get too big a group the individual in it, suffering the whole
pressure of the state suffers. The reverse is true-"by concentrating only
on groups the individual is protected and prospers".
Now we get to the philosophic question in the law, how large is large,
how small is small.
Oddly this is easily answered, unlike most philosophic conundrums. You
have to have the answer to "how big should a group be in order for the
individuals in it to be effectively managed without oppression in order to
get the job done". That asks and answers it. A correct group size is one
where the individuals in it are not made too small by the group being too
large. This is a ratio question. The Government of England! and the
individual Englishman are of incomparable magnitude. What the hell can Joe
Cockney a citizen do against the Government of England! Nothing! So Joe
Cockney goes to pieces. You can't have a comm line between a Billion
horsepower motor and one grasshopper! Something is going to explode and it
isn't the Billion h.p. motor. It's the grasshopper. Therefore when the
management unit is too big the individual (despite all the protection laws
in the world) becomes apathetic and can't work or doesn't see himself as
important enough to bother about.
So what is a proper sized basic group?
A GROUP IS A PROPER SIZE WHEN THE INDIVIDUALS IN IT CAN EASILY APPROACH
THE MANAGER OF THAT GROUP ON A FAMILIAR FRIENDLY BASIS AND BE SURE HE KNOWS
WHAT THEY'RE DOING AND WHY AND IF THEY'RE DOING IT.
The individual in that group is not oppressed. His charm counts. He
feels up to arguing with that manager. The executive (with a deputy on his
side) feels up to confronting the rest of the group. His own personality
counts.
217
The only reason you have strikes and labour unions is that this group
law has been violated. Too many individuals in the group for them to know
intimately their manager on a friendly co-operative basis.
This is all Marx is about. Marx is really a protest against too big a
group solved by creating a protective state (an overwhelmingly large group)
that "rescues" the individual! So Communism is a mess. For by making a
state group one overwhelmed the individual and sure enough the only
criticism of Communism that a Communist will tolerate is that it has too
big a "bureaucracy" by which he means too big a government for an
individual to confront. Communism goes even further. It abolishes the
individual utterly! It forces him to be a group. And that is very bad for
individuals are the building block of the small group. So Marx neither knew
nor solved the basic, problem of government. He didn't know the above 2
laws about organizations and groups so Communism, supposed to solve
individual oppression, is the most individually oppressive form of
Government on this planet.
How many individuals can effectively compose a group?
It depends on the ability of the manager to handle men on an individual
basis. This varies. But such men or women as can handle a large number are
very, very rare. So we take a safe answer.
A fairly safe answer is six-the manager of the group plus five
individuals, one a deputy manager.
This is determined by the answer to this question:
How many subordinates are you willing to work with on the job? Five
others is about all you'd care to stretch it. Two others would be too
comfortable-even too dull. But you can stretch it up to five.
Thus we could stretch out an org composed of groups of six persons-a
manager, a deputy and four-making 6 maximum in each group.
And you now have the size of the largest building blocks it takes to
make a big org. Six persons in each.
If we pyramid this we have (each maximum):
5 staff members and their In-Charge as a unit;
5 units and the section executive in a section;
5 sections plus the department's director in a department;
3 departments and the secretary, a deputy and a communicator in a
division;
4 divisions in a portion and the Org Exec Sec and a deputy and a
personal see;
3 divisions and the HCO Exec Sec plus her deputy and a personal sec in
the HCO portion.
Or with a full Exec Division set up:
4 ES Comms in an Office for the Org Exec Sec and a personal see;
3 ES Comms in an Office for the HCO Exec Sec and her personal sec.
But we build downwards by groups of six if we expand further, rarely
exceeding 5 and an Executive.
You see then that the moment the HCO Exec Sec starts handling Address in
Charge, the jump is too great as it puts Address in Charge up against the
equivalent of the total executives of units and sections of HCO! It makes
his group too big. It makes him too small (being such a small part). He
gets rattled, feels oppressed, tends to snarl because he is overwhelmed-his
group is too big so he is too small. Simple as that.
So long as an Executive only handles 2, 3, 4, 5 people he can handle his
job because they know him. The people under him can handle their sub-Uoups
so long as they contact only 2, 3, 4, 5 people and themselves.
For instance, so long as there are only 5 Continental Orgs, Exec See
218
Communicators will feel comfortable, providing the Continental orgs have
each 2, 3, 4, 5 orgs under them and have in their turn ES Communicators.
So proper organization for expansion builds in blocks of 6 maximum-5 +
an executive. That can be 5 groups plus an Executive as you go up or 5
staff members plus an executive as you go to the bottom.
Wherever this is violated the organization (whether a nation or a
company or us) will dwindle. Where it is kept, the organization will grow.
I warn you that 5 plus an executive sized groups is hard work, even a
strain at times, but it can be done. 6 or 7 + an executive is quite too
much. And a Government vs Joe Doakes is a complete smash as Joe is only
maybe 1/70,000,000th as big as the Government!
So never by-pass. Completely aside from the true mechanics of the Danger
Formula where by-pass results in non-existence, it is hell on the Executive
and every member of the organization to have continual violation of the
maximum groups size.
If an executive feels overworked, even with all Dev-T cared for and
policed, then that executive has below him violations of group size and is
by-passing some point that should have an executive below him, with a group
under that executive. The overworked executive is trying to handle more
than five other people directly. (Five staff members or five group
executives.)
It's like boxes in boxes in boxes. But in this case 6 boxes at the most
fit comfortably.
If a department has 8 sections under its director, then we have to group
the sections by giving the Director 2 who each control 4 sections. This is
a very comfortable director for he has a group of 2 + the director. He can
loaf. But his assistants will sweat. So add I assistant and divide the
department's sections into 3 groups, 3, 3 and 2 and you will have a more
efficient department.
That's the way you juggle it about to prevent overwork by Executives and
overwhelm of individuals.
If you want to increase efficiency on a 5 + executive group, always make
one of the 5 a deputy and slightly senior to the other 4. The four can then
approach the deputy to see if they should approach the executive on matters
they feel uneasy about. This adds a gradient.
There are various ways to juggle this about. An executive with 7
sections can take 3 himself and give a deputy 4, etc. Lots of ways to do it
but just stay at or below I + 5 if you can.
The senior to the group exec is not counted as a member of the group.
Here and there we violate this. A Comm Ev is not as acceptable as a
Hearing because one person faces more people. Jury trials are a horrible
strain and a cruelty because one has to face about 14 people! (Judge,
prosecutor, jury.) Too many!
So those are the laws which underlie organization.
But you can have it all on the org board and not practise it and
collapse. If an Exec See is approacliing 15 staff members past their
executives, it can wreck the place as the staff members go into apathy, the
secretaries go into non-existence and bang! no org.
So completely aside from Danger Condition, violations of following
proper group organization will bring any organization, a planet, a state,
an org, into a mess.
This is what underlies the decline and fall of civilizations: the state
begins to govern the individual!
An organization is composed of groups not individuals. And that truth
followed and practised in the flesh as well as on paper will bring about a
happy civilization, a happy nation and a flourishing org.
219
SUMMARY
A LARGE ORGANIZATION IS COMPOSED OF GROUPS, A SMALL ONE IS COMPOSED OF
INDIVIDUALS.
The primary difference between the opulent West and the starving East is
that the West still permits companies. This means to some extent the
Western nations are composed of groups so they are still somewhat
successful.
A GROUP IS A PROPER SIZE WHEN THE INDIVIDUALS IN IT CAN EASILY APPROACH
THE MANAGER OF THAT GROUP ON A FRIENDLY BASIS AND BE SURE HE KNOWS WHAT
THEY ARE DOING AND WHY AND IF THEY ARE DOING IT.
More than 5 persons plus their executive tends to be too large a group.
The persons under an executive can of course be executives of groups.
And the five persons below each of those executives can be executives of
groups.
If things aren't organized this way the individual is crushed. The
executive is crushed by overwork and the persons under him are overwhelmed.
By-pass of an executive, aside from putting him in danger, overwhelms
the members of his group and makes them do less and makes them feel
attacked and lessens their sense of their own power.
2 + an executive is also a group but the executive is not really working
to capacity.
With all Dev-T cared for an executive will be overworked if he is over
more than four subordinates.
The principal reason orgs stay small is no matter how fancy their org
boards they do not actually practise what is on the board but by-pass or
pay no real attention to command lines and so in actual practice are only
one or two oversized goups-which results in them staying small and being
overworked and also underpaid as their system in actual practice is
inefficient.
The moral is, practise proper grouping as provided by the org pattern,
never by-pass and so expand and have a happy staff.
L. RON HUBBARD
LRH:ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
220
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 NOVEMBER 1966
Issue I
ADMIN KNOW-HOW
STATISTIC, INTERPRETATIVE
STATISTIC ANALYSIS
The subject of making up statistics is probably well known. How one
draws one. But the subject of what they mean after they are drawn is
another subject and one which executives should know well.
Things are not always what they seem in statistics.
BACK LOGS
A backlog caught up gives one a high soaring statistic which promptly
slumps. To call the soar affluence and the slump emergency is an executive
error.
When you see a leaping and diving pattern on something that can be
backlogged you can be very sure it has been.
This activity is working in fits and starts, usually only occasionally
manned.
For a long time, nothing is done or counted, then suddenly a month's
worth is all counted in one week.
So when you see one of these draw a line halfway between peaks and
depressions, more or less the same distance from each and you can then read
the statistic as rising or falling.
CAUSATIVE STATISTICS
In any set of statistics of several kinds or activities, you can always
find one or more that are not "by luck" but can be directly caused by the
org or a part of it.
An example is the "Letters Out" and "Completions".
Gross Divisional Statistics. Whatever else is happening, the org itself
can improve these as they depend only on the org, not on "fate".
So if you see the gross divisional statistics generally down or going
down for the last couple or three weeks and yet see no beginning upsurge in
the current week in "Letters Out" and "Completions", you know that the
org's management is probably inactive and asking to be removed. For if they
saw all stats going down they should have piled in on "Letters Out" and
"Completions" amongst other things as the least they could do. They can
push those up.
So amongst any set of statistics are those which can be pushed up
regardless of the rest and if these aren't, then you know the worst-no
management.
ENROLLMENT vs COMPLETIONS
If you see a statistic going up in "Completions" and see a falling
"Enrollment" statistic you know at once the body repeat sign-up line is
out.
People who graduate are riot being handed their Certs and Awards by a
Registrar
221
but are being given them by Certs and Awards or in mass meetings, or in
some way repeat sign-up is not being procured.
Thus the 40% to 60% repeat sign-up business is being lost.
This also means, if continued over a long period of time, that bad
technology is present as poor word-of-mouth advertising is going around.
Look in such a case at a third statistic, Qual Collections. If this is
poor or very, very high, you can be sure that lack of enrollments is caused
by bad tech.
A very high Qual Collections statistic and a low enrollment statistic is
a terrible condemnation of the Tech Division. Gross income will soon after
collapse as tech service just isn't good.
COMPARING STATISTICS
Thus you get the idea. Statistics are read against each other.
A statistic is a difference between two or more periods in time so is
always comparative.
Also two different statistics are comparative such as in examples
above.
PREDICTION
You can predict what is going to happen far in advance of the
occurrence, using statistics.
High book sales mean eventual prosperity. Low book sales mean eventual
emergency all along the line.
High gross income and low completions mean eventual trouble as the org
isn't delivering but is "backlogging" students and pcs simply by not
getting results. Carried on long enough this means eventual civic and legal
trouble.
Low FSM commissions may only mean no FSM programme. But if there is an
FSM programme, then it may mean bad tech. So a low Completion and low Qual
will mean an eventual collapsed FSM statistic also as the FSM's own area is
being muddied up by failed cases.
High book sales, high letters out, high Tech and high Qual statistics
mean the gross income statistic will soon rise. If these are low then gross
income will fall.
Bills owed and cash in hand are read by the distance between the two
lines. If it is narrowing, things are improving; if widening, things are
getting worse. If they are far apart and have not closed for a long while,
with the cash graph below, the management is dangerous and not at all
alert.
THE DANGEROUS GRAPH
All statistics on one set of graphs giving a sinking trend line is a
dangerous situation.
One draws a trend line by choosing the mid-way point between highs and
lows and drawing a line.
If all these lines or most of them are down, the management is inactive.
FALSE COMBINATIONS
When a Continental Org includes its own org on its combined graphs for
area orgs
222
it can have a very false picture.
Its own org's stats obscure those of the area orgs which may be dying.
Thus if you include a big function with a lot of small ones on a
combined graph you can get a very false idea.
Thus, graph big functions as themselves and keep them out of small
functions of the same kind.
The Continental Org should not be part of a Continental Exec Div's
statistics. Similarly SH stats should not be part of WW's.
A combined statistic is of course where you take the same stats from
several functions and add them up to one line. A very large function added
into a combined graph can therefore obscure bad situations. It can also
obscure a totally inactive senior management as the big function under its
own management may be wholly alert and competent but the senior management
is masked from view by this one going concern, whereas all its other points
except the big one may be collapsing.
THE BIGGEST MISTAKE
The one big godawful mistake an executive can make in reading and
managing by graph is being reasonable about graphs. This is called
JUSTIFYING A STATISTIC. This is the single biggest error in graph
interpretation by executives and the one thing that will clobber an org.
One sees a graph down and says "Oh well, of course, that's and at
that moment you've had it.
I have seen a whole org tolerate a collapsed Completions graph for
literally months because they all "knew the new type process wasn't working
well." The Tech See had JUSTIFIED his graph. The org bought it. None
thought to question it. When it was pointed out that with the same
processes the preceding Tech See had a continual high graph and a
suppressive was looked for it turned out to be the Tech See!
Never JUSTIFY why a graph continues to be down and never be reasonable
about it. A down graph is simply a down graph and somebody is goofing. The
only explanation that is valid at all is "What was changed just before it
fell? Good. Unchange it fast!" If a graph is down it can and must go up.
How it is going to go up is the only interest. "What did we do each time
the last few times just before it went up? Good. Do it!"
Justifying a graph is saying, "Well, graphs are always down in December
due to Christmas." That doesn't get it up or even really say why -it's
down!
And don't think you know why a graph is up or down without thorough
investigation. If it doesn't stay up or continues down then one didn't
know. It takes very close study on the ground where the work is done to
find why a graph suddenly rose or why it fell.
This pretended knowledge can be very dangerous. "The graph stays high
because we send out the XY Info Packet" as a snap judgment may result in
changing the Dissem See who was the real reason with his questionnaires.
And the graphs fall suddenly even though no Info Packet change occurred.
GROSS REASONS
Graphs don't fall or rise for tiny, obscure, hard to find reasons. As in
auditing, the errors are always BIG.
Book sales fall. People design new flyers for books, appropriate display
money, go
223
happen.
mad trying to get it up. And then at long last one discovers the real
re~son. The book store is always shut.
A big reason graphs fall is there's nobody there. Either the executive
is double hatted and is too busy on the other hat, or he just doesn't come
to work.
STICKY GRAPHS
Bad graphs which resist all efforts to improve them are made. They don't
just
A sticky graph is one that won't rise no matter what one does.
Such a graph is made. It is not a matter of omission. It is a matter of
action.
If one is putting heavy effort into pushing a graph up and it won't go
up then there must be a hidden counter-effort to keep it down.
You can normally find this counter-effort by locating your biggest area
of non-compliance with orders. That person is working hard to keep graphs
down.
In this case it isn't laziness that's at fault. It's counter-action.
I have never seen an org or a division or a section that had a sticky
graph that was not actively pushing the graph down.
Such areas are not idle. They are not doing their jobs. They are always
doing something else. And that something else may suddenly hit you in the
teeth.
So beware of a sticky graph. Find the area of non-compliance and
reorganize the personnel or you, as an executive, will soon be in real hot
water from that quarter.
Those things which suddenly reared up out of your In basket, all claws,
happened after a long period of sticky graphs in that area.
Today's grief was visible months ago on your stats.
SUMMARY
The simple ups and downs of graphs mean little when not watched over a
period of time or compared to other graphs in the same activity.
One should know how to read stats and what they mean and why they behave
that way so that one can take action in ample time.
Never get reasonable about a graph. The only reason it or its trend is
down is that it is down. The thing to do is get it up.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
224
Org Exec Course
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 FEBRUARY 1967
ADMIN KNOW-HOW
THE RESPONSIBILITIES OF LEADERS
A few comments on POWER, being or working close to or under a Power,
which is to say a leader or one who exerts wide primary influence on the
affairs of men.
I have written it this way, using two actual people to give an example
of magnitude enough to interest and to furnish some pleasant reading. And I
used a military sphere so it could be seen clearly without restimulation of
admin problems.
The book referenced is a fantastically able book by the way.
THE MISTAKES OF SIMON BOLIVAR
AND MANUELA SAENZ
Reference: The Book Entitled:
The Four Seasons of Manuela by Victor W. von Hagen, a
biography.
A Mayflower Dell Paperback. Oct 1966. 6/-
Simon Bolivar was the Liberator of South America from the yoke of Spain.
Manuela Saenz was the Liberatress and Consort.
Their acts and fates are well recorded in this moving biography.
But aside from any purely dramatic value the book lays bare and
motivates various actions of great interest to those who lead, who support
or are near leaders.
Simon Bolivar was a very strong character. He was one of the richest men
in South America. He had real personal ability given to only a handful on
the planet. He was a military commander without peer in history. Why he
would fail and die an exile to be later deified is thus of great interest.
What mistakes did he make?
Manuela Saenz was a brilliant, beautiful and able woman. She was loyal,
devoted, quite comparable to Bolivar, far above the cut of average
humanoids. Why then did she live a vilified outcast, receive such violent
social rejection and die of poverty and remain unknown to history. What
mistakes did she make?
BOLIVAR'S ERRORS
The freeing of things is the reverse unstated dramatization (the
opposite side of the coin) to the slavery enjoined by the mechanisms of the
mind.
Unless there is something to free men into, the act of freeing is simply
a protest of slavery. And as no humanoid is free wl-dle aberrated in the
body cycle, it is of course a gesture to free him politically as it frees
him only into the anarchy of dramatizing his aberrations with NO control
whatever and without something to fight exterior and with no
exteriorization of his interest he simply goes mad noisily or quietly.
Once as great a wrong as depiaving beings has been done there is of
course no freedom short of freeing one from the depravity itself or at
least from its most obvious influences in the society. In short one would
have to de-aberrate a man before his whole social structure could be de-
aberrated.
If one lacked the whole ability to free man wholly from his reactive
patterns, then one could free man from their restimulators in the society
at least. If one had the
225
whole of the data (but lacked the Scientology tech), one would simply use
reactive patterns to blow the old society apart and then pick up the pieces
neatly in a new pattern. If one had no inkling of how reactive one can get
(and Bolivar of course had no knowledge whatever in that field), there yet
remained a workable formula used "instinctively" by most successful
practical political leaders.
If you free a society from those things you see wrong with it and use
force to demand it do what is right, and if you carry forward with decision
and thoroughness, and without continual temporizing you can, in the
applications of your charm and gifts, bring about a great political reform
or improve a failing country.
So Bolivar's first error, most consistent it was, too, was contained in
the vital words "you see" in the above paragraph. He didn't look and he
didn't even listen to sound intelligence reports. He was so sure he could
glow things right or fight things right or charm things right that he never
looked for anything wrong to correct until it was too late. This is the ne-
plu&-ultra of personal confidence, amounting to supreme vanity. "When he
appeared it would all come right" was not only his belief but his basic
philosophy. So the first time it didn't work, he collapsed. All his skills
and charm were channeled into this one test. Only that could he observe.
Not to compare with Bolivar but to show my understanding of this:
I once had a similar one. "I would keep going as long as I could and
when I was stopped I would then die." This was a solution mild enough to
state and really hard to understand until you had an inkling of what I
meant by keeping going. Meteors keep going-very, very fast. And so did 1.
Then one day ages back I finally was stopped after countless little
stoppings by social contacts and family to prepare me culminating in a navy
more devoted to braid than dead enemies and literally I quit. For a while I
couldn't get a clue of what was wrong with me. Life went completely
unlivable until I found a new solution. So I know the frailty of these
single solutions. Not to compare myself but just to show it happens to us
all, not just Bolivars.
Bolivar had no personal insight at all. He could only "outsight" and
even then he did not look or listen. He glowed things right. Pitifully it
was his undoing that he could. Until he no longer could. When he couldn't
glow he roared and when he couldn't roar he fought a battle. Then civic
enemies were not military enemies so he had no solution left at all.
It never occurred to him to do more than personally magnetize things
into being right and victorious.
His downfall was that he made far too heavy use of a skill simply
because it was easy. He was too good at this one thing. So he never looked
to any other skill and he never even dreamed there was any other way.
He had no view of any situation and no idea of the organizational or
preparatory steps necessary to political and personal victory. He only knew
military organization which is where his organizational insight ceased.
He was taught on the high wine of French revolt, notorious in its
organizational inability to form cultures, and that fatally by a childhood
teacher who was intensely impractical in his own private life (Simon
Rodriguez, an unfrocked priest turned tutor).
Bolivar had no personal financial skill. He started wealthy and wound up
a pauper, a statistic descending from one of the if not the richest man in
South America down to a borrowed nightshirt to be buried in as an exile.
And this while the property of Royalists was wide open, the greatest land
and mine valuables of South America wide open to his hand and that's not
believable! But true. He never collected his own debt of loans to
governments even when the head of those governments.
So it is no wonder we find two more very real errors leading to his
downfall. He did not get his troops or officers rewarded and he did not aim
for any solvency of the states he controlled. It was all right if there
were long years of battle ahead for them to be unpaid as no real riches
were yet won, but not to reward them when the whole place was at his
disposal! Well!
226
The limit of his ability consisted of demanding a bit of cash for
current pay from Churches-which were not actively against him at first but
which annoyed them no end-and a few household expenses.
He could have (and should have) set aside all Royalist property and
estates for division amongst his officers, their men and his supporters. It
had no owners now. And this failure cost the economy of the country the tax
loss of all those productive estates (the whole wealth of the land). So it
is no wonder his government, its taxable estates now inoperative or at best
lorded by a profiteer or looted by Indians, was insolvent. Also, by failing
to do such an obvious act he delivered property into the hands of more
provident enemies and left his officers and men penniless to finance any
support for their own stability in the new society and so for his own.
As for state finance the great mines of South America, suddenly
ownerless, were overlooked and were then grabbed and worked by foreign
adventurers who simply came in and took them without payment.
Spain had ran the country on the finance of mine tithes and general
taxes. Bolivar not only didn't collect the tithes, he let the land become
so worthless as to be untaxable. He should have gotten the estates going by
any shifts and should have state operated all Royalist mines once he had
them. To not do these things was complete, but typically humanoid, folly.
In doing this property division he should have left it all up to
officers' committees operating as courts of claim without staining his own
hands in the natural corruption. He was left doubly open as he not only did
not attend to it, he also got the name of corruption when anybody did grab
something.
He failed as well to recognize the distant widespread nature of his
countries despite all his riding and fighting over them and so sought
tightly centralized government, not only centralizing states but also
centralizing the various nations into a Federal state. And this over a huge
land mass full of insurmountable ranges, impassable jungles and deserts and
without mail, telegraph, relay stages, roads, railroads, river vessels or
even foot bridges repaired after a war of attrition.
A step echelon from a pueblo (village) to a state, from a state to a
country and a country to a Federal state was only possible in such huge
spaces of country where candidates could never be known personally over any
wide area and whose opinions could not even be circulated more than a few
miles of burro trail, where only the pueblo was democratic and the rest all
appointive from Pueblo on up, himself the ratifier of titles if he even
needed that. With his own officers and armies controlling the land as
owners of all wrested from Royalists and the crown of Spain, he would have
had no revolts. There would have been little civil wars of course but a
court to settle their final claims could have existed at Federal level and
kept them traveling so much over those vast distances it would have
crippled their enthusiasm for litigation on the one hand and on the other,
by dog eat dog settlements, would have given him the strongest rulers-if he
took neither side.
He did not step out and abdicate a dictatorial position. He mistook
military acclaim and ability for the tool of peace. War only brings
anarchy, so he had anarchy. Peace is more than a "command for unity", his
favorite phrase. A productive peace is getting men busy and giving them
something to make something of that they want to make something of and
telling them to get on with it.
He never began to recognize a suppressive and never considered anyone
needed killing except on a battlefield. There it was glorious. But somebody
destroying his very name and soul, and the security of every supporter and
friend, the SP Santander, his vice-president, who could have been arrested
and executed by a corporal's guard on one one-hundredth of available
evidence, could suborn the whole treasury and population against him,
without Bolivar, continually warned, loaded with evidence, ever even
reprimanding him. And this brought about his loss of popularity and his
eventual exile.
He also failed in the same way to protect his military family or Manuela
Saenz from other enemies. So he weakened his friends and ignored his
enemies just by oversight.
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His greatest error lay in that while dismissing Spain he did not dismiss
that nation's most powerful minion, the Church, and did not even localize
it or reward a South American separate branch to loyalty or do anything at
all (except extort money from it) to an organization which continually
worked for Spain as only it could work-on every person in the land in a
direct anti-Bolivar reign of terror behind the scenes. You either suborn
such a group or you take them out when they cease to be universal and
become or are an enemy's partner.
As the Church held huge properties and as Bolivar's troops and
supporters went unpaid even of the penny soldiers' pay, if one was going to
overlook the Royalist estates, one could at least have seized the Church
property and given it to the soldiers. General Vallejo did this in 1835 in
California, a nearly contemporary act, with no catastrophe from Rome. Or
the penniless countries could have taken them over. You don't leave an
enemy financed and solvent while you let your friends starve in a ggame
like South American politics. Oh no.
He wasted his enemies. He exported the "godos" or defeated Royalist
soldiers. They mostly had no homes but South America. He issued no
amnesties they could count on. They were shipped off or left to die in the
"ditch"-the best artisan in the country among them.
When one (General Rodil) would not surrender Calloa fortress after Peru
was won, Bolivar after great gestures of amnesty failed to obtain surrender
and then fought the fort. Four thousand political refugees and four
thousand Royalist troops died over many months in full sight of Lima,
fought heavily by Bolivar only because the fort was fighting. But Bolivar
had to straighten up Peru urgently not fight a defeated enemy. The right
answer to such a foolish commander as Rodil as Bolivar did have the troops
to do it, was to cover the roads with cannon enfilade potential to
discourage any sortie from the fort, put a larger number of his own troops
in a distant position of offense but ease and comfort and say, "We're not
going to fight. The war's over, silly man. Look at the silly fellows in
there, living on rats when they can just walk out and sleep home nights or
go to Spain or enlist with me or just go camping," and let anybody walk in
and out who pleased, making the fort Commander (Rodil) the prey of every
pleading wife and mother without and would-be deserter or mutineer within
until he did indeed sheepishly give up the pretense-a man cannot fight
alone. But battle was glory to Bolivar. And he became intensely disliked
because the incessant cannonade which got nowhere was annoying.
Honors meant a great deal to Bolivar. To be liked was his life. And it
probably meant more to him than to see things really right. He never
compromised his principles but he lived on admiration, a rather sickening
diet since it demands in turn continuous "theatre". One is what one is, not
what one is admired or hated for. To judge oneself by one's successes is
simply to observe that one's postulates worked and breeds confidence in
one's ability. To have to be told it worked only criticizes one's own
eyesight and hands a spear to the enemy to make his wound of vanity at his
will. Applause is nice. It's great to be thanked and admired. But to work
only for that? And his craving for that, his addiction to the most unstable
drug in history-fame-killed Bolivar. That self offered spear. He told the
world continually how to kill him-reduce its esteem. So as money and land
can buy any quantity of cabals, he could be killed by curdling the esteem,
the easiest thing you can get a mob to do.
He had all the power. He did not use it for good or evil. One cannot
hold power and not use it. It violates the power formula. For it then
prevents others from doing things if they had some of the power so they
then see as their only solution the destruction of the holder of the power
as he, not using power or delegating it, is the unwitting block to all
their plans. So even many of his friends and armies finally agreed he had
to go. They were not able men. They were in a mess. But bad or good they
had to do something. Things were desperate, broken down and starving after
14 years of civil war. Therefore they either had to have some of that
absolute power or else nothing could be done at all. They were not great
minds. He did not need any "great minds", he thought, even though he
invited them verbally. He saw their petty, often murderous solutions and he
rebuked them. And so held the power and didn't use it.
He could not stand another personality threat.
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The trouble in Peru came when he bested its real conqueror (from the
Argentine), La Mar, in a petty triumph over adding Guayaquil to Colombia.
Bolivar wished to look triumphant again and didn't notice it really cost
him the support and Peru the support of La Mar-who understandably resigned
and went home, leaving Bolivar Peru to conquer. Unfortunately, it had
already been in his hands. La Mar needed some troops to clean up a small
Royalist army that was all. La Mar didn't need Peru's loss of Guayaquil-
which never did anybody any real good anyway!
Bolivar would become inactive when faced with two areas' worth of
problems-he did not know which way to go. So he did nothing.
Brave beyond any general in history on the battlefield, the Andes or in
torrential rivers, he did not really have the bravery needed to trust
inferior minds and stand by their often shocking blunders. He feared their
blunders. So he did not dare unleash his many willing hounds.
He could lead men, make men feel wonderful, make men fight and lay down
their lives after hardships no army elsewhere in the world has ever faced
before or since. But he could not use men even when they were begging to be
used.
It is a frightening level of bravery to use men you know can be cruel,
vicious, and incompetent. He had no fear of their turning on him ever. When
they finally did only then he was shocked. But he protected "the people"
from authority given to questionably competent men. So he really never used
but three or four generals of mild disposition and enormously outstanding
ability. And to the rest he denied power. Very thoughtful of the nebulous
"people" but very bad indeed for the general good. And it really caused his
death.
No. Bolivar was theatre. It was all theatre. One cannot make such errors
and still pretend that one thinks of life as life, red-blooded and factual.
Real men and real life are full of dangerous, violent, live situations and
wounds hurt and starvation is desperation itself especially when you see it
in one you love.
This mighty actor, backed up with fantastic personal potential, made the
mistake of thinking the theme of liberty and his own great role upon the
stage was enough to interest all the working, suffering hours of men, buy
their bread, pay their whores, shoot their wives' lovers and bind their
wounds or even put enough drama into very hard pressed lives to make them
want to live it.
No, Bolivar was unfortunately the only actor on the stage and no other
man in the world was real to him.
And so he died. They loved him. But they were also on the stage too,
where they were dying in his script or Rousseau's script for liberty but no
script for living their very real lives.
He was the greatest military general in any history measured against his
obstacles, the people and the land across which he fought.
And he was a complete failure to himself and his friends.
While being one of the greatest men alive at that. So we see how truly
shabby others in leaders' boots amongst men must be.
MANUELASAENZ
The tragedy of Manuela Saenz as Bolivar's mistress was that she was
never used, never really had a share and was neither protected nor honored
by Bolivar.
Here was a clever, spectacular woman of fantastic fidelity and skill,
with an enormous "flaire", capable of giving great satisfaction and
service. And only her satisfaction ability was taken and that not
consistently nor even honestly.
In the first place, Bolivar never married her. He never married anybody.
This opened up a fantastic breach in any defense she could ever make
against her or his enemies who were legion. So her first mistake was in not
in some way contriving a marriage.
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That she had an estranged husband she had been more or less sold to was
permitted by her to wreck her life obliquely.
She was too selfless to be real in all her very able plotting.
For this marriage problem she could have engineered any number of
actions.
She had the solid friendship of all his trusted advisers, even his old
tutor. Yet she arranged nothing for herself.
She was utterly devoted, completely brilliant and utterly incapable of
really bringing off an action of any final kind.
She violated the power formula in not realizing that she had power.
Manuela was up against a hard man to handle. But she did not know enough
to make her own court effective. She organized one. She did not know what
to do with it.
Her most fatal mistake was in not bringing down Santander, Bolivar's
chief enemy. That cost her everything she had before the end and after
Bolivar died. She knew for years Santander had to be killed. She said it or
wrote it every few days. Yet never did she promise some young officer a
nice night or a handful of gold to do it in a day when duelling was in
fashion. It's like standing around discussing how the plainly visible wolf
in the garden that's eating the chickens must be shot, even holding a gun,
and never even lifting it while all one's chickens vanish for years.
In a land overridden with priests she never got herself a tame priest to
bring about her ends.
She was a fantastic intelligence officer. But she fed her data to a man
who could not act to protect himself or friends, who could only fight
armies dramatically.
She did not see this and also quietly take on the portfolio of secret
police chief. Her mistake was waiting to be asked-to be asked to come to
him, to act. She voluntarily was his best political intelligence agent.
Therefore she should have also assumed further roles.
She guarded his correspondence, was intimate with his secretaries. And
yet she never collected or forged or stole any document to bring down
enemies either through representations to Bolivar or a court circle of her
own. And in an area with that low an ethic, that's fatal.
She openly pamphletecred and fought violently as in a battle against her
rabble.
She had a great deal of money at her disposal. In a land of for-sale
Indians she never used a penny to buy a quick knife or even a solid piece
of evidence.
When merely opening her lips she could have had any sequestrated
Royalist estate she went to litigation for a legitimate legacy never won
and another won but never paid.
They lived on the edge of quicksand. She never bought a plank or a rope.
Carried away by the glory of it all, devoted completely, potentially
able and a formidable enemy, she did not act.
She waited to be told to come to him even when he lay dying and exiled.
His command over her who never obeyed any other was too absolute for his
own or her survival.
Her assigned mistakes (pointed out at the time as her caprice and play
acting) were not her errors. They only made her interesting. They were far
from fatal.
She was not ruthless enough to make up for his lack of ruthlessness and
not provident enough to make up for his lack of providence.
230
The ways open to her for finance, for action, were completely doorless.
The avenue stretched out to the horizon.
She fought bravely but she just didn't take action.
She was an actress for the theatre alone.
And she died of it. And she let Bolivar die because of it.
Never once did Manuela look about and say,. "See here, things musn't go
this wrong. My lover holds half a continent and even I hold the loyalty of
battalions. Yet that woman threw a fish!"
Never did Manuela tell Bolivar's doctor, a rumoured lover, "Tell that
man he will not live without my becoming a constant part of his entourage,
and tell him until he believes it or we'll have a new physician around
here."
The world was open. Where Theodosius, the wife of Emperor Justinian II
of Constantinople, a mere circus girl and a whore, ruled harder than her
husband but for her husband behind his back-and made him marry her as well,
Manuela never had any bushel basket of gold brought in to give Bolivar for
his unpaid troops with a "Just found it, dear" to his "Where on Earth ....
?" after the Royalist captives had been carefully ransomed for gaol escapes
by her enterprising own entourage and officer friends. She never handed
over any daughter of a family clamoring against her to Negro troops and
then said, "Which oververbal family is next?"
She even held a colonel's rank but only used it because she wore man's
clothing afternoons. It was a brutal, violent, ruthless land, not a game of
musical chairs.
And so Manuela, penniless, improvident, died badly and in poverty,
exiled by enemies and deserted by her friends.
But why not deserted by her friends? They had all been poverty-stricken
to a point quite incapable of helping her even though they wanted to-for
she once had the power to make them solvent. And didn't use it. They were
in poverty before they won but they did eventually control the land. After
that why make it a bad habit?
And so we see two pathetic, truly dear, but tinsel figures, both on a
stage, both far removed from the reality of it all.
And one can say, "But if they had not been such idealists they never
would have fought so hard and freed half a continent," or "If she had
stooped to such intrigue or he had been known for violent political actions
they would never have had the strength and never would have been loved."
All very idealistic itself. They died "in the ditch" unloved, hated and
despised, two decent brave people, almost too good for this world.
A true hero, a true heroine. But on a stage and not in life. Impractical
and improvident and with no faintest gift either one to use the power they
could assemble.
This story of Bolivar and Manuela is a tragedy of the most piteous kind.
They fought a hidden enemy, the Church; they were killed by their friends.
But don't overlook how impractical it is not to give your friends power
enough when you have it to give. You can always give some of it to another
if the first one collapses through inability. And one can always be brought
down like a hare at a hunt who seeks to use the delegated power to kill you-
if you have the other friends.
Life is not a stage for posturing and "Look at me!" "Look at me." "Look
at me." If one 18 to lead a life of command or a life near to command one
must handle it as life. Life bleeds. It suffers. It hungers. And it has to
have the right to shoot its enemies until such time as comes a golden age.
231
Aberrated man is not capable of supporting in his present state, a
golden declared age for three minutes, given all the tools and wealth in
the world.
If one would live a life of command or one near to a command, one must
then accumulate power as fast as possible and delegate it as quickly as
feasible and use every humanoid in long reach to the best and beyond his
talents if one is to live at all.
If one does not choose to live such a life then go on the stage and be a
real actor. Don't kill men while pretending it isn't real. Or one can
become a recluse or a student or a clerk. Or study butterflies or take up
tennis.
For one is committed to certain irrevocable natural laws the moment one
starts out upon a conquest, either as the man in charge or a person near to
him or on his staff or in his army. And the foremost law, if one's ambition
is to win, is of course to win.
But also to keep on providing things to win and enemies to conquer.
Bolivar let his cycle run to "freedom" and end there. He never had
another plan beyond that point. He ran out of territory to free. Then he
didn't know what to do with it and didn't know enough, either, to find
~omewhere else to free. But of course all limited games come to end. And
when they do their players fall over on the field and become rag dolls
unless somebody at least tells them the game has ended and they have no
more game nor any dressing room or houses but just that field.
And they lie upon the field, not noticing there can be no more game
since the other team has fled and after a bit they have to do something and
if the leader and his consort are sitting over on the grass being rag dolls
too, of course there isn't any game. And so the players start fighting
amongst themselves just to have a game. And if the leader then says, "No,
no" and his consort doesn't say, "Honey, you better phone the Baltimore
Orioles for Saturday", then of course the poor players, bored stiff, say,
"He's out ... .. She's out." "Now we're going to split the team in half and
have a game."
And that's what happened to Bolivar and Manuela. They had to be gotten
rid of for there was no game and they didn't develop one to play while
forbidding the only available game-minor civil wars.
A whole continent containing the then major mines of the world, whole
populations were left sitting there, "freed". But none owned any of it
though the former owners had left. They weren't given it. Nor were they
made to manage it. No game.
And if Bolivar had not been smart enough for that he could at least have
said, "Well! You monkeys are going to have quite a time getting the wheels
going but that's not my job. You decide on your type of government and what
it's to be. Soldiers are my line. Now I'm taking over those old estates of
mine and the Royalist ones near by and the emerald mines just as souvenirs
and me and Manuela we're going home." And he should have said that 5
minutes after the last Royalist army was defeated in Peru.
And his official family with him, and a thousand troops to which he was
giving land would have moved right off smartly with him. And the people
after a few screams of horror at being deserted would have fallen on each
other, sabered a state together here and a town there and gotten busy out
of sheer self protection in a vital new game, "Who's going to be Bolivar
now?"
Then when home he should have said, "Say those nice woods look awfully
Royalist to me, and also those 1,000,000 hectares of grazing land, Manuela.
Its owner once threw a Royalist fish, remember? So that's yours."
And the rest of the country would have done the same and gotten on with
the new game of "You was a Royalist".
232
And Bolivar and Manuela would have had statues built to them by the TON
at once as soon as agents could get to Paris with orders from an adoring
populace.
"Bolivar, come rule us!" should have gotten an "I don't see any unfree
South America. When you see a French or Spanish army coming, come back and
tell me."
That would have worked. And this poor couple would have died suitably
adored in the sanctity of glory and (perhaps more importantly) in their own
beds, not "in a ditch".
And if they had had to go on ruling they could have declared a new game
of "pay the soldiers and officers with Royalist land". And when that was a
gone game, "Oust the Church and give its land to the poor friendly
Indians".
You can't stand bowing back of the footlights forever with no show even
if you are quite an actor. Somebody else can make better use of any stage
than even the handsornest actor who will not use it.
Man is too aberrated to understand at least 7 things about Power:
I Life is lived by lots of people. And if you lead you must either let
them get on with it or lead them on with it actively.
2. When the game or the show is over, there must be a new game or a new
show. And if there isn't somebody else is jolly well going to start one
and if you won't let anyone do it the game will become "getting you".
3. If you have power use it or delegate it or you sure won't have it
long.
4. When you have people use them or they will soon become most unhappy
and you won't have them any more.
5. When you move off a point of power, pay all your obligations on the
nail, empower all your friends completely and move off with your pockets
full of artillery, potential blackmail on every erstwhile rival,
unlimited funds in your private account and the addresses of experienced
assassins and go live in Bulgravia and bribe the police. And even then
you may not live long if you have retained one scrap of domination in
any camp you do not now control or if you even say, "I favour Politician
Jiggs." Abandoning power utterly is dangerous indeed.
But we can't all be leaders or figures strutting in the limelight and so
there's more to know about this:
6. When you're close to power get some delegated to you, enough to do
your job and protect yourself and your interests, for you can be shot,
fellow, shot, as the position near power is delicious but dangerous,
dangerous always, open to the taunts of any enemy of the power who dare
not really boot the power but can boot you. So to live at all in the
shadow or employ of a power you must yourself gather and USE enough
power to hold your own-without just nattering to the power to "kill
Pet&', in straightforward or more suppressive veiled ways to him as
these wreck the power that supports yours. He doesn't have to know all
the bad news and if lie's a power really he won't ask all the time,
"What are all those dead bodies doing at the door?" And if you are
clever, you never let it be thought HE killed them-that weakens you and
also hurts the power source. 'Vell, boss, about all those dead bodies,
nobody at all will suppose you did it. She over there, those pink legs
sticking out, didn't like me." "Well," he'll say if he really is a
power, "why are you bothering me with it if it's done and you did it.
Where's my blue ink?" Or "Skipper, three shore patrolmen will be along
soon with your cook, Dober, and they'll want to tell you he beat up
233
Simson." "Who's Simson?" "He's a clerk in the enemy office downtown."
"Good, when they've done it, take Dober down to the dispensary for any
treatment he needs. Oh yes. Raise his pay." Or "Sir, could I have the power
to sign divisional orders?" "Sure."
7. And lastly and most important, for we all aren't on the stage with
our names in lights, always push power in the direction of anyone on
whose power you depend. It may be more money for the power, or more
ease, or a snarling defense of the power to a critic, or even the dull
thud of one of his enemies in the dark, or the glorious blaze of the
whole enemy camp as a birthday surprise.
If you work like that and the power you are near or depend upon is a
power that has at least some inkling about how to be one, and if you make
others work like that, then the power-factor expands and expands and
expands and you too acquire a sphere of power bigger than you would have if
you worked alone. Real powers are developed by tight conspiracies of this
kind pushing someone up in whose leadership they have faith. And if they
are right and also manage their man and keep him from collapsing through
overwork, bad temper or bad data, a kind of Juggernaut builds up. Don't
ever feel weaker because you work for somebody stronger. The only failure
lies in taxing or pulling down the strength on which you depend. All
failures to remain a power's power are failures to contribute to the
strength and longevity of the work, health and power of that power.
Devotion requires active contribution outwards from the power as well as
in.
If Bolivar and Manuela had known these things they would have lived an
epic, not a tragedy. They would not have "died in the ditch", he bereft of
really earned praise for his real accomplishments even to this day. And
Manuela would not be unknown even in the archives of her country as the
heroine she was.
Brave, brave figures. But if this can happen to such stellar
personalities gifted with ability tenfold over the greatest of other
mortals, to people who could take a rabble in a vast impossible land and
defeat one of Earth's then foremost powers, with no money or arms, on
personality alone, what then must be the ignorance and confusion of human
leaders in general, much less little men stumbling through their lives of
boredom and suffering?
Let us wise them up, huh? You can't live in a world where even the great
leaders can't lead.
L. RON HUBBARD Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
234
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JULY 1967
FIXED PUBLIC CONSUMPTION OF PRODUCT
Any Scientology organisation (or any organisation) which is working in
any way upon a fixed statistic of consumption will eventually fail. By
"fixed consumption" is meant estimates of the public's consumption of
product as a limit on production.
There are several ways to "fix a consumption statistic". These are:
1. Provide just so many auditors for the HGC to agree with expected pes.
Schedule just as many courses in the Academy as one thinks there will be
students.
3. Provide just enough quarters to handle the expected quantity of
business.
Unless one disregards the expectancy and unless one simply furnishes all
the service one can, regardless of past statistics, the org will go
downhill.
Several orgs work on the basis that there is just so much business and
that one must only cater to that. Sydney, Auckland and some others have
gone so far as to hold a one student course with hours arranged to fit that
student. Joburg has in the past let the pc decide how and when he is to be
audited and has had a registrar assigning the hours (with 35 auditors on
the payroll and pes getting 2 hours each a week, 35 auditors were
delivering only 100 auditing hours a week!).
Any org that does not simply provide good uniformly scheduled service
will fail.
Let us have an example of a car industry working on a fixed consumption
statistic. The directors look up the last year and see that 1,000,000 cars
were bought. They decide then, for this year, to make 1,000,000 cars. As
they keep doing this year to year they eventually begin to make less and
less cars and one day go out of business.
That is NOT the way to go about it.
What the directors should have done was ignore the last year's stat and
call in the head of production and ask, "How many can you make this next
year?" The guy says, "2,500,000". The Board says, "Good. Make them." Then
the Board calls in their Distribution Division and says, "Tell the dealers
they will get 2 and 1/2 times as many cars next year so be sure and get
ready to sell them." And the Board calls in the letter reg and says, "Write
every owner of one of our cars that he is going to be very pleased with his
next model. And mail a magazine to all of them once every two months
tracing the new model's development."
Now, in practice of course no car industry has any letter reg or Central
Files of customers and their Dist Div is a sort of list of dealers so that
Board couldn't do that. But a Scn org can!
Now let us examine the exact same procedure in a Scientology org if it
were followed.
Wrong way: The Exec Council sees how many students and pcs were trained
and processed last year and arranges to train and process that many this
year. The registrar working alone must keep up some quota so begins to make
special deals in desperation,
The org goes downhill. Like Auckland, Sydney and Joburg did.
235
Right way: The Exec Council calls in the Tech See, Director of Training
and Director of Processing and Director of Tech Services and says, "What is
the maximum number of students and pes that we can handle?" These
executives figure it out and say, "500 students and 210 pcs." The Exec
Council then tells them to do it, and calls in the Dissem See and says,
"Have your people contact and sign up 750 students and 350 pcs in the
coming year." They call in the Dist See and say, "Double the names in CF."
They call in the HCO See and say, "Get in Ethics in this whole area and
also locate and give us a list of all failed cases in the past three
years." This last list they give to their Field Staff Members with orders
to offer a free S & D and get the people in.
The Exec Council does NOT work on a fixed statistic of last year or any
year. It DOES NOT CONSIDER IT IS STOPPED BY A FIXED CONSUMPTION. It does
not try to limit its business to expected business.
Of course it is silly to think there is any limit on the people who are
to be trained and processed. We have not even touched the 3,000,000,000
potential Scientologists on this one planet.
If you schedule a continuous course in the Academy and teach it, it will
fill up. IF you don't break it into arbitrary periods. People who run a
course every six weeks or every year always eventually fail. You have to
run a continuously enrolling course.
At Saint Hill we held to enrolling every M onday for many years. Then a
couple years ago I ordered enrolment on arrival (any day of the week) and
enrohnents increased.
If the service is there it will be used. If it is there only by wait it
will not be used.
Sometimes you have to teach a full course to an empty Academy for weeks
or months when you start this, but given good, well and precisely scheduled
classes and all tech in, the place will fill up and stay filled.
Sometimes HGC auditors sit around for weeks with no pes after a full HGC
is organised but they will eventually have pes if the service is there.
There IS NO FIXED CONSUMPTION.
When you do not provide the service first, it will not be used. You
cannot drum up business unless the service is certain. The best way to have
certain service is to provide it before it is demanded. Then, as it exists,
it will be used.
You can promote before your service is complete only so long as the
service will be there when demanded.
In general org management it is very easy to fall for a fixed
consumption idea and limit everyone to it. The only sure way to proceed is
to operate with maximum possible service while bringing maximum pressure to
bear on the Dist and Dissem Divisions to fill the place up.
There is no limit to the number of students and pcs. Why limit the sign
ups?
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
236
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1967
CONDITION OF LIABILITY
Below Non-Existence there is the Condition of Liability. The being has
ceased to be simply non-existent as a team member and has taken on the
colour of an enemy.
It is assigned where careless or malicious and knowing damage is caused
to projects, orgs or activities. It is adjudicated that it is malicious and
knowing because orders have been published against it or because it is
contrary to the intentions and actions of the remainder of the team or the
purpose of the project or org.
It is a liability to have such a person unwatched as the person may do
or continue to do things to stop or impede the forward progress of the
project or org and such a person cannot be trusted. No discipline or the
assignment of conditions above it has been of any avail. The person has
just kept on messing it up.
The condition is usually assigned when several dangers and non-
existences have been assigned or when a long unchanged pattern of conduct
has been detected.
When all others are looking for the reason mail is getting lost, such a
being would keep on losing the mail covertly.
The condition is assigned for the benefit of others so they won't get
tripped up trusting the person in any way.
Such a person, assigned a Condition of Liability, may not w7ear any
insignia or uniform or similai clothing to the group and must wear a dirty
grey rag tied around the left arm.
The formula of liability is:
I . Decide who are one's friends.
2. Deliver an effective blow to the enemies of the group one has been
pretending to be part of despite personal danger.
3. Make up the damage one has done by personal contribution far beyond
the ordinary demands of a group member.
4. Apply for re-entry to the group by asking the permission of each
member of it to rejoin and rejoining only by majority permission, and if
refused, repeating 2 and 3 and 4 until one is allowed to be a group
member again.
CONDITION OF TREASON
When one knowingly takes the pay or favours of a group's or project's
enemies while appearing to be a friend of or part of the group or project,
the Condition is Treason.
The formula for Treason Condition is:
1. Deliver a paralyzing blow to the enemies of the group one has worked
against and betrayed.
237
2. Perform a self-damaging act that furthers the purposes and or
objectives of the group one has betrayed.
3. Inform the group, project or org one has betrayed of one's previous
betrayal and I and 2 above and petition each member for forgiveness.
4. Abide by their reaction or decision.
CONDITION OF DOUBT
When one cannot make up one's mind as to an individual, a group, org or
project a Condition of Doubt exists.
The formula is:
1. Inform oneself honestly of the actual intentions and activities of
that group, project or org brushing aside all bias and rumour.
2. Examine the statistics of the individual, group, project or org.
3. Decide on the basis of "the greatest good for the greatest number of
dynamics" whether or not it should be attacked, harmed or suppressed or
helped.
4. Evaluate oneself or one's own group, project or org as to intentions
and objectives.
5. Evaluate one's own or one's group, project or org's statistics.
6. Join or remain in or befriend the one which progresses toward the
greatest good for the greatest number of dynamics and announce the fact
publicly to both sides.
7. Do everything possible to improve the actions and statistics of the
person, group, project or org one has remained in or joined.
8. Suffer on up through the conditions in the new group if one has
changed sides, or the conditions of the group one has remained in if
wavering from it has lowered one's status.
CONDITION OF ENEMY
When a person is an avowed and knowing enemy of an individual, a group,
project or org, a Condition of Enemy exists.
The formula is:
I . Exan-dne oneself and one's mind or have it examined to be sure that
one's attitude is not based on prejudice or aberration or mere
similarity to something else.
2. Decide if one's reaction to the individual, group, project or org is
based on one's personal fear or the urging of others or on actual
menace.
3. Assume the Condition of Doubt and apply its formula.
LRH:mwp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[The forniulas for the Conditions of Enemy and Treason given above were
modified by HCO P/L 23 October 1967, Enemy Formula, page 245, and HCO P/L
16 October 1968, page 247, respectively. The penalties (grey rag, etc)
associated with the above conditions formulas were cancelled by HOD P/L 6
October 1970 Issue III, Ethics Penalties, and reinstated by HCO P/L 19
October 1971 (corrected & reissued 22 Oct 71), Ethics Penalties Reinstated,
and then later modified by HCO P/L 16 November 1971, Conditions, Awards and
Penances. These Policies can be found in the 1970 and 1971 Year Books. A
corrected table of Conditions is given in HCO P/L 14 March 1968 on page
247.1
238
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 OCTOBER 1967
Issue V
CONDITIONS ON ORGS OR DIVISIONS OR DEPTS
CLARIFICATION
If an Org, or Division or Department is assigned a Condition below
Normal Operation as a whole entity, it applies to all staff members at once
EXCEPT
those individual staff members who can immediately show in person the Org's
Ethics Officer their true statistic as being Normal Operation or above.
The Org's E/O issues at once an Ethics order in a form to upgrade these
individuals promptly.
Form of Conditions Change -
ETHICS OFFICER ORDER
Org
Date
The (Org) ( Dil
assigned a general Condition of
of the statistics of
upgraded to
Dept) having been on inspection (name)
(post) his/her condition is
(If this order obtained by false statistic or misrepresentation, a
Condition of Non-Existence will be assigned.)
Signed
Org Ethics Officer
This is placed in the staff member's file and that staff member assumes
the upgraded condition, not the general condition.
If the statistic however is ever proven to be false or the order
obtained by misrepresentation or coercion or bribe or faver, the staff
member is then placed in a Condition of Non-Existence for one week or until
the N-E formula is followed whichever takes the longer.
The heads of the Org, Division or Dept may never be so upgraded. They
may protest directly for a re-evaluation to the assigners with statistical
proof, meanwhile assuming the assigned condition. In protesting they also
send copies of all stats and order to the Int E/0.
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
239
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 OCTOBER 1967
Issue VI
Remimeo
ETHICS
FAILURE TO FOLLOW OR APPLY CONDITION
Any executive failing to assign or enforce Conditions penalties below
normal is himself assigned the condition he or she should have assigned
until that post's stats are up (not necessarily that person's as transfer
may be needed).
Any staff member failing to apply the formula or the penalties of a
Condition assigned unless relieved by the E/O or the assigning authority or
review of actual stats shall be downgraded one Condition level.
If he or she still fails to follow the downgraded formula and penalty
within 24 hours of receipt of the downgrade, it is downgraded one more and
so on.
Sagged stats or crimes or high crimes are inexcusable. Seniors must
always seek to raise stats and prevent crimes and high crimes by Condition
Assignment$ the moment they are aware of the sag or the crime or high
crime.
Staff members who see in their own sagged stats a Condition coming up
should act fast to get the stat up up before a Condition has to be
assigned.
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
240
L. RON HUBBARD Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1967
Remimeo
ADMIN KNOW-HOW
CONDITIONS, HOW TO ASSIGN
Every post and part of an org must have a statistic which measures the
volume of product of that post. The head of a part has the statistic of
that post.
Every post or part of an org has a product. If it has no product it is
useless and supernumerary.
An Exec See has the products of his or her portion of the org. The first
product of an Exec See is of course his or her portion of the org's
divisions. If the portion itself does not exist then of course the Exec See
has no stat at all as an Exec See even if very busy-so he or she is not an
Exec See despite the title. This is true of a department head, a section
head and a unit head. One can't really be the one in charge if the thing
one is in charge of doesn't exist. Also things that don't exist themselves
can have no product.
The whole rationale (basic idea) of the pattern of an org is a unit of 3.
These are
THETAN
I
MIND BODY PRODUCT.
In Division One the HCO Sec is the thetan, Department One the MIND,
Department Two the BODY and Department Three the PRODUCT. The same pattern
holds for every division.
It also should hold for every department and lower section and unit.
And above these it holds for a portion of an org.
In the HCO portion of the org we have the HCO Exec See as the thetan,
the Exec Div (7) as the MIND, Division One as the BODY and Division Two as
the PRODUCT. And so with other parts of an org. They always go
THETAN
I
MIND D BODY ---->PRODUCT.
Now if you know and understand and can apply this you can not only plan
or correct an org or one of its parts, you can also assign Conditions
correctly. You need data gained from inventories or counts of items or the
statistic assigned and drawn.
It is not enough to only follow graphs. That is a lazy lazy lazy no
confront method when used alone. Graphs can be falsified, can be too fixed
on one thing and can ignore others unless you read all the graphs of the
part you are interested in.
Graphs are a good indicator and should be used wherever possible. BUT
you must also keep in mind that it requires ALL the graphs to be wholly
accurate in a Conditions assignment and the most accurate Conditions
assignment possible and that the graphs must be based on ACTUAL figures.
So, to begin, you look at the graphs. You look for recent ups and downs.
Then you look for trends (long range drifts up or down). Then you look for
discrepancies.
241
Like high enrollment-low income, high letters out, low enrollment weeks
later.
It is safe enough at first to simply assign moderate conditions
(Emergency, Normal, Affluence) by the current ups and downs of the graphs.
This should result in expansion.
EXPANSION (product increase) is THE WHOLE REASON you are assigning
conditions in the first place, so you expect reasonably that if you assign
conditions by graph you will get expansion.
Now, after a while (weeks or months) you see you are getting expansion
so you go on assigning conditions by graph. An Exec Sec would also inspect
the physical areas of Dangers and Affluences as a matter of course.
BUT let us take the reverse case. You assign conditions by graph (and
inspections of Danger and Affluence) and what you are assigning conditions
to DOESN'T expand!
Well, now we get to work. There is something wrong.
The first thing that can be wrong is that what you are assigning
conditions to really doesn't exist. The Director of Comm does not have a
Department of Comm. He has only a messenger-telex operator, no way to
handle his other departmental functions and answers the phone himself.
So, finding no Department REGARDLESS OF OTHER REASONS ("can't get staff"
"income too low" "no quarters") you bang him with a Condition of Non-
Existence. Because he obviously doesn't exist as a Dir Comm, having no Comm
Dept. (Non-Existence is also assigned for NO USE and NO FUNCTION.)
Now, if this assignment to the Dir Comm of Non-Existence-with no further
help from you, mind-does not result in a Cbmm Dept in a reasonable time you
assume he doesn't want one to be there and you assign a Condition of
Liability.
You don't explain it all away. That's what he's doing so why imitate him?
You don't say, "He's just overwhelmed-new-needs a review-natter natter
figure figure." You simply ASSIGN!
He STILL doesn't get a Comm Dept there.
You inspect. You find the Ethics Officer isn't enforcing the Liability
penalty ("Pete is my pal and I . . ."). So you assign the Ethics Officer a
Condition of Liability as he gets, naturally, what he failed to enforce.
Now they mutiny and you assign a Condition of Treason, shoot both of
them from guns and fill the posts.
The new incumbents you tell, "The boys before you aren't here now and
aren't likely to be trained or processed until we get around to the last
dregs so we hope you do better. You begin in Non-Existence. I trust you
will work your way out of it at least into Danger before the week is out.
As you are just on post, the penalties do not apply for Non-Existence. But
they will after 30 days. So let's get a Dept of Comm and an Ethics
Section."
Now of course, if the E/O had to be shot from guns, Dir I & R is at once
assigned a DANGER CONDITION complete with penalties as that section was in
his/her Dept.
If there's no HCO (Div 7, 1, 2) part of the Org the LRH Comm of that org
yells for the next senior org to act. And if there's no LRH Comm the next
senior org should see that it's gone by lack of stats or reports or
expansion and act anyway.
Now you say, "But that's ruthless! No staff would .....
Well, such a statement reasoning is contrary to the facts.
I I
The only time (by actual experience and data) you lose staff and have an
unstaffed org is when you let low stat people in. Low stat personnel gets
rid of good staff members. An org that can't be staffed has an SP in it!
Orgs where Ethics is tight and savage grow in numbers!
242
Man thrives oddly enough only in the presence of a challenging
environment. That isn't my theory. That's fact.
If the org environment is not challenging there will be no org.
We help beyond any help ever available anywhere. We are a near ultimate
in helping. At once this loads us up with SPs who would commit suicide to
prevent anyone from being helped and it lays us wide open as "softees" to
any degraded being that comes along. They are sure we won't bite so they do
anything they please. Conditions correctly assigned alone can detect and
eject SPs and DBs.
So if we help so greatly we must also in the same proportion be able to
discipline. Near ultimate help can only be given with near ultimate
discipline.
Tech can only stay itself where Ethics is correctly and ruthlessly
administered. Admin like ours has to be high because our orgs handle the
highest commodity-life itself.
So our admin only works where tech is IN. And our tech works only where
Ethics is in.
Our target is not a few psychiatric patients but a cleared universe. So
what does THAT take?
The lowest confront there is is the Confront of Evil. When a living
being is out of his own valence and in the valence of a thoroughly bad even
if imaginary image you get an SP. An SP is a no-confront case because, not
being in his own valence, he has no viewpoint from which to erase anything.
That is all an SP is.
BUT the amount of knowing havoc an SP can cause is seen easily if only
in this planet's savage cruel wars.
An executive who cannot confront evil is already en route to becoming
suppressive.
Next door to the "theetie-weetie" case is the totally overwhelmed
condition we call SP (suppressive person).
It is so easy to live in a fairyland where nothing evil is ever done.
One gets the image of a sweet old lady standing in the middle of a gangster
battle with bodies and blood spattering the walls saying, "It's so nice
it's only a boy's game with toy guns."
The low statistic staff member who never gets his stats up is making low
stats. He isn't idle. It's a goodie-goodie attitude to say, "He just isn't
working hard." The chronic low stat person is working VERY HARD to keep the
stat DOWN. When you learn that you can assign conditions and make an org
expand.
When stats WON'T come up, you drop the Condition down. Sooner or later
you will hit the REAL condition that applies.
Conversely as you upgrade conditions you will also reach the condition
that applies. Some staff members are in chronic power. Who ever assigns it?
They take over a post-its stats soar. Well, to measure just stats of the
post taken over as his condition is false since his personal condition is
and has been power. And if it is power, then that personal condition should
be assigned.
That is very easy to see.
BUT what if you have a personnel who whenever he or she takes over a
post the stat collapses!
Well you better assign that one too. For just as the one in Power works
to maintain up stats, the one in the lower condition, whether one qares to
confront it or not, works too and is just as industriously collapsing not
only his own post stats but also the stats of posts adjacent to his! So he
is at least a Condition of Liability as the post if vacant would only be in
Non-Existence! And as somebody next to it might do a little bit for it, it
might even get up to Danger Condition, completely unmanned!
243
DISCREPANCIES
When there are discrepancies amongst statistic graphs SOME graph is
false.
When you find a false graph you assign anyone who falsified it
intentionally and knowingly a Condition of Liability for that action is far
worse than a non-compliance.
And you had better be alert to the actual area where the false graph
originated as it has a tiger in it. Only physical inspection of a most
searching kind (or a board if it is distant) will reveal the OTHER crimes
going on there. There are always other crimes when you get a false report.
Experience will teach one that if he really looks.
RECIPROCITY
It is more than policy that one gets the condition he fails to correctly
and promptly assign and enforce.
It's a sort of natural law. If you let your executives goof off and stay
in, let us say, a Danger Condition yet you don't assign and enforce one,
they will surely put YOU in a Danger Condition whether it gets assigned or
not.
Remember that when your finger falters "on the trigger".
That natural law stems from this appalling fact.
We didn't, a long long time ago, get in Ethics. We goofed. And the whole
race went into the soup where it remains to this day.
And if we are to live in this universe at all at all we are going to
have to get in Ethics and clean it up.
Whether that's easy to confront or not is beside the point. The horrid
truth is that our fate is FAR more unconfrontable!
Now we have to have highly skilled Tech to bail us out. And I assure you
that tech will never get in or be used beneficially at all unless
I . We get Ethics in, and
2. Unless Scientology orgs expand at a regular rate.
Only then can we be free.
So that's how and WHY you assign and enforce conditions. It's the only
way everyone finally will win.
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
244
L. RON HUBBARD Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 OCTOBER 1967
Remimeo
LRH:jp.rd Copyright @ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
ENEMY FORMULA
(Modifies HCO Pol Ltr of 6 Oct 1967
on Lower Conditions Formulas)
The formula for the Condition of Enemy is just one step:
FIND OUT WHO YOU REALLY ARE.
245
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 FEBRUARY 1968
ADMIN KNOW-HOW #18
STATISTIC RATIONALIZATION
"Rationalizing a statistic" is a derogatory term meaning finding excuses
for down statistics.
Finding excuses or reasons why a stat is down does NOT bring it up and
at best is a scathing comment on the lack of foresight or initiative of the
executive in charge of the area.
What is wanted is (1) prevention of stats going down and (2) quick
action to bring them up.
Being reasonable about their being down should be regarded as AGREEMENT
WITH THEIR BEING DOWN. Which is, of course, suppressive.
"Well, the letters out stat is down because we were paying a girl so
much per letter and 'policy' stated we could not hire anyone so we fired
her and that's why letters out is down."
That was an actual rationalization given in Wash D.C. for the collapse
of the org last year.
To begin, there is no such "policy" and surely no policy exists to have
down stats. So, here the felony is compounded by seeking to blame policy
for a down stat which for sure revealed the action as a suppressive effort
to rationalize (and get away with) a down stat.
The only reason stats are down, ever, is because somebody didn't push
them up. All other reasons are false.
IDtE FIXE
Some people have a METHOD of handling a down stat which is a fixed idea
or clich6 they use to handle all down stat situations in their lives.
These people are so at effect they have some idea sitting there "that
handles" a down statistic.
"Life is like that." "I always try my best." "People are mean." "It will
get better." "It was worse last year."
They KNOW it isn't any use trying to do anything about anything and that
it is best just to try to get by and not be noticed-a sure route to
suicide.
Instead of seeking to prevent or raise a declining stat in life such
people use some fixed idea to expWn it.
This is a confession of being in apathy.
One ran always make stats go up. Hard work. Foresight. Initiative. One
can always make stats go up. That's the truth of it, and it needs no
explanations.
LRH:jp.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
246
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 MARCH 1968
Remimeo
The following is the corrected table of Conditions:
Power
Power Change
Affluence
Normal Operation
Emergency
Danger
Non-Existence
Liability
Doubt
Enemy
Treason (below Enemy) is defined as Betrayal after trust. Formerly was
differently placed and defined as accepting money.
LRH:jc.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
Remimeo
LRH:ja.ei.rd Copyright (D 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 OCTOBER 1968
(Reissued from Flag Order 1474
of the same date)
The formula for the condition of Treason is
"Find out that you are"
247
L. RON HUBBARD Founder
L. RON HUBBARD Founder
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1969
Rernirneo Issued as an FO
ETHICS PROTECTION CONDITIONS,
BLUE STAR, GREEN STAR, GOLD
STAR
(Modifies, clarifies any earlier FO on Ethics
Protection)
BLUESTAR
A Class II Auditor who has his Staff Status 11 may assign his or her own
ethics conditions when requested to do so.
He or she may be given Ethics Hearings or removed from post pending an
ordered Comm Ev for crimes or high crimes.
GREEN STAR
Scientologists who are CLASS IV Auditors or above and who have graduated
from an Org Exec Course may NOT be assigned arbitrary Ethics Conditions but
may be required by seniors to assign themselves a Condition. There is no
penalty if they do not.
Such may not be given a Court of Ethics.
They may be Comm Eved for HIGH CRIMES only as per earlier Pol Ltrs.
These include failure to take Responsibility and failure to act with
initiative in circumstances which, not handled, bring damage to others or
serious overwork.
Such a person duly appointed to a post or duty who then, by absence from
it, neglect of it or failure to show initiative on it, brings about a
decline of the post and damage to it or areas around it or HIGH CRIMES may
be Comm Eved, but must be Comm Eved in order to remove him or her from the
post.
Such a person is called a GREEN STAR.
A CLASS VIII Auditor who has completed the Org Exce Course has all the
above Ethics Protection and also may not have any Comm Ev finalised on him
until the Comm Ev held and all evidence is forwarded to the Sea Org for
Review on his request.
He is called a GOLD STAR.
CERTS AND AWARDS
May issue an appropriate cert for the above awards when attested to by
an HCO Area See in any org.
NOTE
Nolle of these Ethics protections are valid and none can be claimed
unless actually applied for and awarded by Blue, Green and Gold Star
certificates. These can be awarded in any official org and can be applied
for also by mail.
The certificate must be explicit and quote the actual lines of this Pol
Ltr.
LRH:sdp.ei.cden Copyright(D1969 by L. Ron Hubbard ALL RIGHTS RESERVED
248
L. RON HUBBARD Founder
Remimeo
HUB13ARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 APRIL 1969
Issue 11
HATS, NOT WEARING
The formula for Treason is very correctly and factually, "Know THAT you
are".
It will be found, gruesomely enough, that a person who accepts a post or
position and then doesn't function as it will inevitably upset or destroy
some portion of an org.
By not knowing that he is the treason in fact.
(post name) he is committing
The results of this can be found in history. A failure to be what one
has the post or position name of will result in a betrayal of the functions
and purposes of a group.
Almost all organizational upsets stem from this one fact:
A person in a group who, having accepted a post, does not know THAT he
is a certain assigned or designated beingness is in TREASON against the
group.
L. RON HUBBARD
Founder
LRH:ja.ei.rd Copyright Q 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
249
Gen Non-Remirneo Hang Near New Org Board varnished over or relettered
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MAY ADI 5
Issue III
ORGANIZATION
THE DESIGN OF THE ORGANIZATION
As our Org Board and Org pattern we have not only an Org Board but a
"philosophical system", which gives us the levels of able and extra able
beings and an analysis of one's own life as well.
If you'look at the levels written above the departments you find the
spans of the Bridge which are followed to Release, Clear and OT. You can
easily see which ones are missing in one's own life and the lives of
others. These are the upper end of the awareness scale.
life. When you look at the department names you can see what is missing in
your own
You can also see where your post or your job breaks down, for every job
has all these "department names".
When you look at the Division names you see what the Cycle of Production
must be in this Universe to be successful. By studying this you can see why
other businesses fail. They lack one or another of these divisions.
Although the organization seems to have a great many departments, and
would fit only a large group, it fits any org of any size.
The problem presented me in deriving this board was how to overcome
continual org changes because of expansion and applying it to organizations
of different sizes. This board goes from one person to thousands without
change. Just fewer or more posts are occupied. That is the only change.
The staff ratio here is one administration person in the five non-
technical divisions to one technical person in the Technical and
Qualifications Divisions (excepting only staff staff auditors and field
staff members who count as Admin personnel). Staff is added in rotation
amongst the non-technical divisions every time a technical person is put in
the Technical or Qualifications Divisions.
The board is entered from the left and proceeds to the right.
It is actually a spiral with 7 higher than and adjacent to 1.
The organization corrects itself through the Review Division, under the
authority of the 7th Division.
Organizations go in phases. The phases agree with the Cycle of Production.
A forming org, unable yet to function fully, is a CLASS ZERO Org. It is
only at Recognition and gives a Class Zero Course only and uses only Grade
Zero processes. When it can give a Level I Course and use Grade I processes
it is a Class I Org. And so on. The HGC of the org may not process above
the class allowed in the Academy. The Review Case Cracking Unit only may
use processes above the class of the Org and then only when its Review
personnel are so authorized by Saint Hill.
There are two tendencies Man has that this board resolves.
Man's systems are based on groups and masses of people.
Every person on this Org Board is "statistized". That means the job he
does is a statistic that can be verified. He is not lost in a group.
The tendency of filling up every box indicated on an organization chart
(which
250
Man usually does) is checked by the formula that there must be only one
Admin. staff member for every tech as above. Thus Divisions 4 and 5 are
heavy with personnel containing five times as many as all the other
divisions.
In expanding, each department acquires seven sections, every section
then acquires seven sub-sections, every sub-section acquires seven units.
At this time of issue we find Scientology itself just at the end of its
Dissemination Cycle (Division 2) and just entering upon the Organization
Cycle (Division 3). There will be a full and long Organization Cycle. This
will eventually be followed by a Qualifications Cycle in which we adjust
civilization. After that will come a Distribution Cycle in which we use
Scientology elsewhere in the Universe, and then will come the Source Cycle
again, finding us all on a higher plane.
This pattern will probably be in use for a very long time.
This board is one of the very few things in Scientology which is not
completely new. It is taken from an ancient organization and which I have
refined through considerable experience by adding Scientology and our
levels to it. It is based on an extremely successful pattern.
This org pattern is designed not to make money or Scientologists as one
might think. Its whole purpose is to make the "Ability to Better
Conditions", which is the mission of Scientology.
THE LEVELS
Your main interest in this board is of course its levels.
There are over thirty-two levels to the left of the board, covering the
average human states.
Our board shows how we move up onto the Bridge at Communications (Level
0), and then progress division by division to Level VII. One Division
equals one Level left to right.
The abilities recovered in these levels are marked above the department
names (Communication, Perception, Orientation, Understanding, etc.) and
take us all the way to a new state at VII.
As he progresses along this line left to right, a level is given the
person each time a division is passed.
At Level V we find we can move people from the lowest human states onto
the Bridge, before we ourselves exit at the top.
Thus we leave behind us a Bridge.
own.
In 1950 when I said "For God's sake Build a Better Bridge," I had to do it
on my
But here it is, not only a bridge but also an organization to carry the
weight of the spanning, a very needful thing.
L. RON HUBBARD
Founder
LRH:mh.jp.cden Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: See HCO P/L 15 December 1969, Class of Orgs, page 254, which cancels
classes of Orgs and permits any official Org to "perform and teach any
Class or Grade up to IV".]
251
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 OCTOBER 1967
THE PUBLIC DIVISIONS
This Policy Letter founds THE PUBLIC DIVISIONS.
The theory of the Org Board is basically
I-
HCO
DIVS
PUBLIC
14 DIVS
We have hitherto had only the Mind and Body (HCO and Org Divs) in an
Org. Consequently we have not expanded fast enough into the Public.
Our task is to make a cleared civilization. As we have not provided for
the public on our org board, it tends to become another determinism.
In order not to redo or alter the 1965 on 7 Division pattern we will
leave all that valid up to a time an org has more than 50 staff members.
At that time the org must have 3 Public Divisions instead of just one
Div (6) devoted to it.
Thus when an org gets over 50 staff members, its divisions become 9. It
is then called a NINE DIV ORG.
The 3 new divisions are HEADED by THE PUBLIC EXECUTIVE SECRETARY.
Former Division Six is simply expanded with each Dept becoming a
Division with added functions.
The Division then becomes
DIVISION NINE - Executive Div
Dept 27 - Office of LRH
Dept 26 - Office of HCO ES
Office of Org ES
- Office of Public ES
Dept 25
DIVISION ONE
Dept
Dept
Dept
- HCO Div
I - Routings Appearances & Personnel
2 - Communications
3 - Inspections & Reports
252
DIVISION TWO - DISSEM Div
Dept 4 -Promotion
Dept S - Publications
Dept 6 - Registration
DIVISION THREE - TREASURY
Dept 7 -Income
Dept 8 -Disbursements
Dept 9 - Records, Assets & Materiel
DIVISION FOUR - TECH Div
Dept 10 - Tech Services
Dept I I - Training
Dept 12 - Processing
DIVISION FIVE - QUALIFICATIONS
Dept 13 - Examinations
Dept 14 - Review
Dept 15 - Certs & Awards
DIVISION SIX - Public Planning
Dept 16 - Public Planning
Dept 17 - Public Communications
Dept 18 - Public Reports
DIVISION SEVEN - Public Activities
Dept 19 - Facilities
Dept 20 - Activities
Dept 21 - Clearing
DIVISION EIGHT - Success
Dept 22 - Expansion
Dept 23 - Population
Dept 24 - Success
The various sections of old Div 6 are then spread under 3 divisions
controlled by the Public Executive Secretary.
The full functions of the new departments are expressed in the purpose
of the Public Executive Secretary.
TO HELP LRH CONTACT AND PROCESS THE PUBLIC AND PUBLIC BODIES AND TO MAKE
AND GUIDE THE GOVERNMENT OF A CIVILIZATION.
(Note: I am designing these 3 divisions also so they can stand alone and
form the org board of a small org or Franchise holder who will then add the
earlier two parts [HCO and Org] when he comes up to Academy level.)
L. RON HUBBARD
Founder
LRH:jp.rd Copyright@ 1967 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO PIL 12 September 1968, The Public Divisions, Volume 6, page
11.1
253
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1969
Remimeo
URGENT
CLASS OF ORGS
(Cancels any Pol Ltrs or Eds
or orders to the contrary
including HCO PL 6 Feb 66.)
There is no such thing as a classed official org.
Any official org (not a Franchise or Gung Ho group) can perform and
teach any Class or Grade up to Class IV.
This includes Standard Dianetics HDC and HDG.
ONLY an official org can teach Academy Courses and qualify students for
Scientology certificates.
HDG can ONLY be taught by an official org. (This qualifies Supervisors
to teach HDC elsewhere.)
Dianetic Certificates can only be issued by an official org even when
the course is taught elsewhere.
The difference between an official org and a Franchise or a Mission is
that an official org is looked to as a distribution point for source, runs
on policy, is responsible for its area and looks to its Continental Org and
WW for policy.
It maintains the quality and standard of tech. It sets a standard for
instruction.
If it maintains its ratio of Admin personnel to Tech (auditors and
supervisors) on a 2 Admin maximum for every tech person and inclines toward
I Admin. to I Tech, and promotes well, maintains a professional image,
develops no backlogs and delivers excellent service and cares for its field
with ARC it should be far better paid and more solvent than any Franchise.
The idea of a "Public Division Org" is not very good. It is far better
to develop a full org.as in LRH ED 49 INT, Organization Program No. 1.
So long as an org functions crisply with the services it can deliver and
defends itself as per Assistant Guardian actions, it can become very
prosperous, serve its community and do its large share in bettering the
community and doing its share in clearing the planet.
L. RON HUBBARD
Founder
LRH:rs.eg.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
254
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 FEBRUARY 1968
Issue II
Remirneo
Issue as a Flag Order SEA ORG ZONES OF PLANNING
The Sea Org is an obvious success. Its promotional and mission actions
resulted in a highest ever worldwide statistic in early Feb 1968.
The Zones of Activity of the Sea Org are therefore of general interest
and are outlined for future Sea Org planning.
MISSIONS TO ORGS
The Sea Org sends its officers to individual orgs with unlimited powers
to handle (a) Ethics (b) Tech (c) Admin.
A general Sea Org Mission handles all three.
Individual Sea Org Missions go out to handle only one of the above also.
An individual Sea Org mission may be sent to handle a specific
situation.
The most successful Sea Org mission to date handled (a) Ethics (b) Tech
(c) Admin and a specific situation.
PROMOTION
Sea Org promotional tours where Sea Org members address the public are a
major item.
These work well in any way but would do best on invitation from orgs and
long term advance notice to public.
General Sea Org promotion, magazine, literature, is effective in general
world wide stats as well as Sea Org stats.
SEA ORG TECH
Controlling the upper end of the Bridge and having so many Class VI and
Class VIIs and OT Grade Vs and OT Grade VI personnel, the technical level
of the Sea Org is very high.
That the public knows it and these OT levels are real and exist and are
available is a factor in world wide stats, persuading people to begin the
lower end of the bridge.
SEA ORG ACTIONS
The actions of the Sea part of the Sea Org being adventurous, is good
will advertising.
The confront and organizational ability of Sea Org personnel is high
above that of purely admin personnel.
Such activities give a strong base for Sea Org predominance.
PUBLIC CONTROL FACTORS
The Sea Org has an area of public or political control based on
A. ETHICS ACTION
B. PEACE
C. FINANCE AND ADMIN
The above are the basic elements in Sea Org planning for use in future
activities and for use by orgs in coordinating with the Sea Org.
LRH:jp.rd Copyright Q 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
255
L. RON HUBBARD Founder
NOT HCO POLICY LETTER CORRECT
COLOUR FLASH
BLUE ON WHITE
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
LRH ED 49 INT ES Hats
ORGANIZATION PROGRAM NO. 1
[Includes correction of PES functions per LRH ED 58 Intl
HCOES for activation
Date 9 December 1969
Where an org is forming or where its stats are low or its performance
poor or it is failing it is URGENT that this LRH ED be put into immediate
effect.
As the form of the org is the first thought and action of the HCO Exec
See, he or she should activate this ED as it applies, promptly and
positively.
Where an org has less than five staff do the following, no matter
whether it is forming or performing poorly or failing.
If the org has less than 3 persons in it bring it up to 3 persons or it
isn't an org.
Appoint this much org board
HCO ES OES PES
The senior auditor of the three is the Org Exec Sec.
The one who can type or manage is the HCOES. The one with the best
public reach is the Public Exec See.
These three beings give you the first glance at the 2 to I Admin-Tech
ratio. An org may have 2 or less Admin personnel to every Tech personnel
(auditor or instructor). There must never be more than 2 Admin to I Tech.
No matter how many functions you see on a 9 division Org Bd each one of
the above is responsible for all the major functions which appear in his
org portion.
This org board goes down to as few as 3 staff members as above or as
high as thousands.
In its most basic view, in such a tiny org the major duties are as follows:
HCOES - Form of org, Reception, Registration, Procurement letters,
Central Files, Ethics, Personnel, Appearance of org and staff, any LRH Comm
and Assistant Guardian duties, Communications, legal.
The functions that MUST be covered for the org's basic survival are Form
of the org, Reception, Registration, and Central Files. These are the
income getting actions of her org. Anyone who ever buys anything from the
org whether via the PES such as a book or small course, is INVOICED with
the person's name and address very legible and correct on the invoice and a
copy of this goes to Central Files and into a folder and into a file
cabinet. To omit these actions prevents the org from having a record for
the Registrar to use to contact and sign people up and the org will
probably fail or go broke. This one admin action is the most neglected and
the most destructive. Addresses for mailings come from CF folders and out
of this Address will grow. These folders never decay unless the person dies
or asks to be taken off the list. Everything relating to comm with this
person and new invoices etc including phone notes goes in his folder.
256
OES - The Org Executive Secretary-Org Exec See combines Accts, Tech and
Qual functions. Elementary banking and bill paying (with the registrar and
PES both able to invoice in, giving the money over to the OES with an
invoice copy) is done by the OES. All auditing and major course supervision
is done by the OES. The combination of duties may look all but impossible
to combine but the strange part of it is, they do and I have done all three
at once in a small unit. The trick is to arrange one's time. The major
functions that must be done for the org to be successful are safeguarding
funds by recording and banking and paying bills, auditing pcs, teaching
students and correcting those cases that fail or students that are slow. If
one of those functions is omitted, especially correction (Qual) then the
org will falter and fail.
PES -The Public Executive Secretary-Public Exec See works to get NEW
people. He does not work on people who have already bought something unless
they are dissatisfied or ARC Broken with service and muddying up his field
at which time he severely gets the HCO ES to bring them in and smooth them
out and the OES or a higher org (preferably) to handle them as a tough
case. If the HCO ES fails to handle or the OES has out tech, the PES can
have a very hard time of it. By low level public courses, Sunday Services,
invitations, lectures and contacts and book sales, the PES gets people into
the org, drives them in in a number of ways. When they are in and getting
some service the HCO ES signs them up for higher level higher priced
auditing and training. The PES also runs group processing sessions and co-
audits and schedules such activities. As soon as possible he gets in a
Field Staff Member Program using persons who have had service. Getting
people to give their success stories is part of it.
THE PES GETS OUT A TWICE MONTHLY NEWS LETTER TO HIS FSMs TELLING THEM
WHAT IS BEING SUCCESSFUL AND WHAT IS NOT. HE COAXES FRANCHISES TO SELECT TO
HIS ORG AND GIVES THEM ADVICE, PARTICULARLY BASED ON WHAT OTHER FRANCHISES
ARE DOING WELL. HE KEEPS HIMSELF INFORMED OF WHAT IS SUCCEEDING AND KEEPS
OTHERS ADVISED OF IT AND KEEPS THE PICTURE CURRENT WITH CONTINUAL
REOBSERVATION. He also sells memberships as well as books, tapes, meters,
insignia. Methods of getting new names and getting people into the org
vary. One follows the formula of pushing what was successful and dropping
what wasn't. However, all of the above functions are accomplished by the
PES. He is also the PRO and seeks to establish PRO Area Control meaning
keeping the area handled so the org is well thought of no matter how hard
this is to do where there is an active enemy or a muddied tip field or a
hostile press.
TECH BACKLOGS are the primary menace in an org. If it can't deliver
auditing it will shortly find no pcs apply. Neither a tech nor qual backlog
must ever exist and must be reduced.
An org is far better off selling courses and when pcs tend toward
backlog the org increases its tech staff on a long range and starts heavily
pushing courses on a short range basis as there is no real limit to the
number of students one can handle. Students also disseminate better and an
org that only audits pcs stays small and is more expensive to run.
ALL AUDITORS ACTIONS
action.
Whenever an org has a tech or qual backlog it is usual to call an "all
auditors"
Any admin personnel assist with scheduling and getting pes in to the
auditors without making pes wait or wasting an auditor's time.
All tech trained personnel in the org devote a certain number of hours
in the day to delivering auditing for tech or qual and spend a certain
amount of time on their regular posts until the backlog is gone.
Too many of these "All Auditors" can cut an org to bits. They are only
done so long as there is a backlog. If too frequent the HCOES should get in
volunteer (but paid) field auditors to help (which was always MSH's
successful solution to tech backlogs). The HCOES is personnel so if
personnel stays short, particularly tech personnel, then the HCOES is not
taking adequate personnel action and doesn't have a Program to get adequate
or qualified staff auditors. Such programs are vital, their training and
support costs money. The program "Steal the VIs and VIlls from another
257
org" is both dishonest and org wrecking and recoils on one's org
eventually. Interne' programs for students help this problem and are to be
found in recent Policy Letters
The above describes a 3 man functioning org. Yet it also describes all
orgs. It is a circle. The HCOES, mind, routes people to the org's body, the
OES, who routes them to the PES as FSMs and the product of the basis of a
field. From a field stimulated by processed trained people the PES routes
new people to the HCOES and around it goes
If tech and org integrity and service are good, you get an expansion.
More and knowledgeable people in the field stimulate more and more new
People who then by being routed to the HCOES etc. Around and around.
The cycle is only interrupted by inattentive or poor service resulting
in ARC Breaks in the field which if not handled end expansion. Even the
attacks of competitors and the press have never stopped this circle. Only
inattentive service or staff inattention to functions or poor service halts
it. AN ORG THAT BELIEVES ANYTHING ELSE IS DELUDING ITSELF. Thus
organization and function is everything.
THE BIGGER ORG
No matter how many staff members an org may have the above portions,
functions and actions apply.
What occurs is that the HCOES, the OES and PES begin to acquire
assistants These have post titles. The org board seems to have a larger
form. But it is always the same org board, the same functions.
Let us say now we have an HCOES, an OES and a PES. And we have two more
staff members making five.
One of these is an auditor. One is a typist. As you must never exceed 2
to I of Admin-Tech ratio and if possible keep it below that (it's less the
bigger the org so that a fifty staff member org has half its staff in tech
and will go awry financially if it doesn't have half in tech) as regards
these two additionals, the auditor goes to the OES for auditing and
training help and the typist goes to the HCOES to help write letters to
people in CF.
Now let us say we have 5 non tech staff applicants show up. Obviously 4
will have to go into pre-staff tech training but one can go to the PES
temporarily.
Meanwhile the OES has some students graduating so the HCOES persuades
some to interne which helps the OES.
And so it goes. The functions gradually build up. But they are always
assistants to the HCOES or the OES or the PES.
COMBINED HATS
You normally fill posts by overload noted. But you always bend toward
Registration and Tech Service and Promotion.
In the HCOES portion hats can combine like LRH Comm-HCO Area See-Ethics
Officer.
As the Guardian's Office is very successful, in areas under pressure we
try to keep this "single-hatted" on its own line to the Gdn WW. It is a
catch-all front line troops org correction sort of hat.
As the LRH Comm is a split off of the old HCO Area Sec hats these two
combine very easily as HCO Area Sees were LRH's first communicators.
Where there is an LRH Comm single-hatted the org would have to be a 40
or 50 staff member org. [See footnote.]
An E/O is more important to single hat in a larger org but if not single
hatted must be a specific duty of the HCOES or the HCO Area See.
258
The OES as he struggles up the line for more tech staff finds accounts
something he can well shed and so, an accounts personnel comes under his
early tech allocations. This is not stated in previous policy. The OES
assigns his better auditors to Qual actions but he continues to do tech
actions until the org is safely large. Early policy on VIIIs placed them in
Qual. However it assumes an org is there. An VIII in a tiny org would have
to be the OES and the Case Supervisor and. also audit and it would be quite
a lot of more staff members later before he was now not the Case
Supervisor.
Early on the OES splits apart training and processing as separate
departments and then finally a Qual. Until he has the traffic for it he
patches up the PCs other auditors flubbed. But if he is very clever in a
small org, the OES shunts all the goofed up hard PCs up to a larger org
right away and is satisfied to collect the FSM of it as such PCs stall his
lines or may be beyond local skill. That's what larger orgs are for. The
rougher PCs.
The PES with his share of staff concentrates on his small courses, book
sales and magazine actions as the logical zones to fill and with greater
success tries to get a single-hatted Director of Clearing to handle FSM
actions and see them through.
SHRUNKEN ORGS
We have covered the tiny org but the whole thing applies to an org that
has shrunk.
The only real reasons an org shrinks are because it
(a) Followed illegal or destructive orders from above.
(b)
Failed to do its job as an org as outlined in the earlier part of this
paper-in other words was disorganized.
(c) Failed to give good service and got its field muddied up with ARC
Breaks.
(d) Didn't outflow (letters, magazines, had no PES functioning).
(e) Didn't train or process its own staff.
(f) Didn't look or act sufficiently professional in staff member
appearance and conduct or in quarters.
(g) Let huge backlogs occur without giving fast good tech service.
(h) Monitored its rate of sign-up against what a lazy OES was willing to
get handled or would arrange to get handled.
(i) Let its Admin-Tech ratio go kooky.
0) Was subjected to internal suppression which blew off good staff and
lost its safe environment without anyone locating the SP.
(k) Let itself be raided of auditors by the call of big money in
Franchise.
(1) Lot staff procurement be turned into freeloading.
To resolve these or other troubles one has to
A. Confront what it was.
B. Remedy it vigorously.
C. Get in the pattern and actions given in this ED NOW NOW NOW.
REORGANIZATION
To use this ED to reorganize an org or to increase its effectiveness,
restudy the basic functions of the HCOES, OES, and PES as given here,
consider that these three people are the working people of the org and need
assistance. Don't consider them executives. Consider the HCOES with her
hands full of interviews-registrationcomm-Ethics functions, consider the
OES as having his hands full of PCs and students and doing accounts between
Case Supervision and lecturing and consider the PES scrambling around the
area selling new people the idea of coming in for service and
259
running an FSM sales staff, organizing groups and placing and collecting
for books in bookstores and you see them in the expected light, acting but
needing help. If you see these as high status orderers of destiny with
uncalloused hands operating from mysterious forces with incomprehensible
requirements, the org is up the chimney already. We at the top of
Scientology work and work hard. And the duties are as roughly outlined at
the beginning of this ED. All the way to the top I still C/S case folders
or keep tabs on the C/Sing for pes around. 1 still drive students to
complete. I intervene when your books show cash-bills reversed. I work in
the other two ES sectors, actually work in them and do my own research-
writing hats besides.
Right this moment, I am handling your org personally.
The first question I'm asking, "Have you got Ethics Program No. I
basically done?" Right away get the results packaged and sent off.
The second question, "Have you got a backlog in Tech or Qual? How many
auditors anywhere in the ore. OK, get an All Auditors going now, today!"
The third, "What's the state of ARC Breaks in your field? OK PES round
them up and get them to the HCOES and then into Qual to get their overts
pulled. Overts? You heard me. Overts. Then put in their Life Ruds."
The fourth question, "Where's your Ethnic survey, PES, on what people
think staff should be dressed like? To look more professional. Get it done,
and on HCOES orders get the money squeezed out of the OES and buy some
outfits for the Ethics Upstats and reliable contracted execs. And get this
place cleaned and neated up."
The fifth question, "What's your outflow? That's not good enough. Get it
organized-magazine, Info packs, letters from letter reg. All hands onto any
stuffing-mailing cycle."
The sixth question, "How neat and complete is your CF? Get any and all
folders out of mothballs and get a project going on it as you can."
The seventh question, "What state is your Address in? Good. Work it over
so it is the exact index of your CF as you can. Meanwhile use it."
The eighth question, "What's your Tech-Admin ratio? All right, get the
trained auditors into Tech and Qual and off Admin posts. Assign one to
HCOES and one to PES up to a 2 to I ratio and put the rest on full time
training. Get personnel staff member procurement going right away of people
who will be Ethics upstats. OK, let's post it up holding as many posts
stable as we can but double triple hatting them where we can't cover."
The ninth question, "How is Staff Training Program No. 1 going.? All
right, smooth those out. Soon as they're ready get this staff audited."
The tenth question, "What students do you have on courses that are slow
or blowey. All right Registrar here's HCOB 23 November 69. OES to Starrate
it for action on the Tech Auditors and Registrar to sell each slow student
a five hour Student Rescue Intensive."
The eleventh question, "Have you got your staff broken contracts list?
Turn it over to the HCOES's people for further action. Oh, you say some of
the VIIIs you trained up were lured off by a higher org and Franchise?
Well, we'll make do here and audit with what we've got and I'll pass the
contract breaker names to the Sea Org for their further attention, poor
souls."
"You say what do you do with the bill collectors and the enemy and the
half complete project on surveying salesmen? Well, I'll tell you. You turn
those over to the respective Exec Secs each comes under and the enemy to
the Guardian's Office and get the show on the road. You'll never clear the
planet sitting around here worrying. Remember the old maxim? When all else
fails, do What Ron Said."
0 L U G
............
111 1 C`---- . 4s
Love,
Ron
L. RON HUBBARD
Founder
[The above issue is amended by HCO PIL 9 July 1970, LRH Comm-Single
Hatting,
which states: "Amends LRH ED 49 INT by omitting 'where there is an LRH Comm
single-hatted the O,g would have to be a 40 or 50 staff member Org.' "I
260
All Dissern Hats
All Public Div. Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 DECEMBER 1969
Issue 11
HOW TO CLEAR YOUR COMMUNITY ILLUSTRATIONS
The following illustrations are the basic steps in Clearing your community.
These steps are covered in detail in HCO Pol. Letters in the Org Exec
Course.
The Illustrations must be prominently displayed in Numerical order in
the Central Files area, the Letter Registrar area and the Division 8
Department 22 area in your org.
Sets of these pictures are to be printed up by Pubs Org for display
purposes in the above areas.
Pubs Org should also have these printed photo litho as a small picture
book for FSMs,
W/O Cathy Cariotaki
F/Expansion Officer
W/O Richard Gorman F/Artist for
LRH:DH.RG.CC.rs.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
Lt. Cmdr. Diana Hubbard CS-6
for
L. RON HUBBARD Founder
261
-TRT- f5M MAM FER50WAI- CIDRTM-'T, EX-M PF-OPLF14TERESMI> Awt:~ SELEIZTS
TAN FOR
sc VT
Flip
W4*EN -fl4E F,%M SELECTS A
PERSW FOR ORC7 SEWICES
HE GIVES HIM A SEUCTION
SLIP, KLEPIN6 A r-oPY OF THT:
SLIP FOk H I 1ASEV AND SEMINEr
(-~OHES 70 THE DIR. 01: UEARMT
AND 114F- ADVANC-M BOOKINEr
Rrr-,Qrl
too \pA
%of 0-'on CC51
sb)p
Ab\NJA 9 CE
j(
UR. OF
262
FOLLOWS UP 141S CONTACTS BY*,
S'V-B-1RQt THFM
HANbINQr OUT IMFO PACKS
WRITINC-f LMERS
'RUNNIN(r A QrROUP
263
[pic]
DIV-M HANDLES PEOPLE WHO HAVE NEVER bOUC;rHT ANYTHING FR~)M AN ORCT.
-T"I-: ~IR- OF CLRARINEr
SMS OlJr A STIRIES OF
3 1 NFO PAcKS To NAMES, CONTAC-TS,GPOUP usTs ANU FRANCHISE LISTS WHO HAYE
NEVEp, 80TJAT ANYTH ING FROM -w om.
264
'M'CH MFO PACK STILS A B.60K
HAS A SW0lKT ARTIC LE N900T
5QEt4T0l-%y NND h ISOOK
4~IkVER r-~m.
[pic][pic]
blY.X INVITES THE PUBLIC To COME IN MR h FREE LECTURF,(RE. COURSF-).
"X..,
265
[pic][pic][pic][pic]
,DIV. ME SELLS THEM A BOOK AND HAS A RT-GISTRPP, AVAILABLE TO SICTM 114EM
UP FOR AN ORG SLPVICF-.
266
[pic][pic]
WHEN A PERSON BUYS SOMETHING FROM
WE ORGTHF- CASHIER MAKES OUT AN INVOICE WITH THE ~Q!S NAME ON IT AND
S*ENDSA COPYTO CV-41RAL T-ILES IN LAY.-H.
I
-my_ nGISTRAk "
-flAf~ IUVOICE COPY)N A
'FOLD ~ K W iTil THE
P/
C 5 NAME ON IT
AND FlUS l+lE FOLDER IN CF.
10 01CS
>0 elk\
loelo
Rv-qtSTRAR
267
[pic][pic]
L)ivn HANbLES PEOPLF- WHO HAVE BOUGHT SOM-TKING FROM THE ORG.
A I-F-7TEP, KG WRITES TO ALL NAIAPS IN CF KEEP 1% THE COM t4- I.-INFE IN,
A14SWF-RING RUESTIONS, (FFERINGr SEPOIKES A0 HFLPING WITH THE PROBLEMSOF
EACH INDIVIDUAL.
268
[pic]
,c, 1 W, tL
~61
269
DIY, SE -
SELLIR6 *I- "NTHLY "GAZIHES; FLYERS
DIVIX 'SIE~DS OU)
U TH
N -
APE sp ZA
Bo"SeT P MAINING PROCESSING,
CONGRF-SsEs ETC., 1~
-,TIC., MD ADVA~CF REGISTRATION
PACKS To AiL NAME
IN CENTRAL FILES.
1:4
11
1/k
[pic][pic][pic][pic][pic][pic]
-THF- PC COMES INTo T1AF- ORG FOR A SERVIC-E
SIGNS UP V41TH
TWE REGISTRAR
RAYSTHECAISMER
270
[pic][pic][pic]
Rv-crr-WES SERVICE FROM TKH DIVISION
!UTIST lEb FIC, c,-JGNS
UP TOR )%146414ERSE"KE
(IF NOT SATIST-l",
PC- IS SENT TO GkUA 1--)
271
[pic]
SATtSFIM Ks GET THUR FRIENDS INTEREXF-P,
SELL INEM BOOKS, AND SMU THEM FOP\ ORG SERVICES
272
[pic][pic][pic]
MEER 1~ KRSOM HAS PUKSASM T14E SiRVICES
AVAILABLE AT A LOWER CLASM ORG,,TH'F'Rf-Gl 517khl~ OT- THAT ORG. ST-LECTS
THE KRSON FOR MORE AbYANCED S~RVICES AT A HIGHER CLASSED OKI
HIGRIta -
;tR6 Pug
615TRAR
0".
-THf- LOWElk GRG ~\UEIYES
I C00 COMM15510H KR ALL
SIERY ICES THE SELECTEE
SIGHM UP AND P01) FOR.
A
H I (Imp, ovk~
1M. Or. CLEARM1 AT 1YE
W *14sk ORr'j.
SErs IIJAr A to%
1 COMMISPON 45 MJP
bl/k ir.
TO -ME 1.0wr:,P, c)PG
M*.
' ~CSOKMA��
V1 IN
273
[pic][pic][pic]
SOON THE WHoa COMMUNITY IS PROCEEDING ON TMf- ROUTF- TO CLEAR AND OT
274
[pic]
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 SEPTEMBER 1965
ONLY ACCOUNTS TALKS MONEY
(HCO Policy Letter of March 15, 1965 Revised)
Scientology organizations are service organizations. Now, it goes
without saying, that service costs money. So please don't equate service
with the idea that it is all give away. People expect to pay for good
service, and they do pay for good service, unless you barrier the line, or
by some foolish handling, convince them otherwise.
It is the job of the Distribution Division to find people to communicate
to, and the job of the Letter Registrar to communicate to these on an
individual basis and to promote to them the service that best suits their
needs and goals, and the job of the Advance Scheduling Reg to see that they
are scheduled for that service and to help them get to the org for it, and
the job of the Body Reg is to see to it that when they get to the org, that
they are signed up and routed to that service, and when they have had it,
to see that they did, and to bridge them to further service. The whole
operation here is to CHANNEL PEOPLE TO THE PROPER SERVICE, AND WHEN THEY
HAVE RECEIVED THAT SERVICE, TO CHANNEL THEM TO FURTHER SERVICE. Now, the
above org personnel, knowing about the Road to Truth and hence knowing an
infinity more about the person usually, than he or she knows about himself
or herself, must take responsibility for this and channel them and keep
them on the Road until the person cognites and reaches for the rest of the
Road himself. Even then, they must now and then be kept from falling into
pitholes, side paths, etc, that the confusions and randomities and
distractions of life present.
But none of this has anything to do with money, except that such
services are
expected to be paid for. Money is an Accounting function. Whe , n money is
a concern of
a Registrar, and "How is he going to pay for this" and "We have got to keep
our units
up", and "Gads, I have got to write up a note form now", and "That's going
to cost
him too much", when any Registrar's concern is all about money, money,
MONEY,
MONEY, MONEY-he or she gets all inverted into what are we going to get out
of it,
instead of what the person is going to get out of it. In all his years of
auditing, which
exceed anything any of the rest of us have even dreamed about, Ron has
never talked
to the guy who wanted some auditing or whatever about money. Yes, it was
understood it was going to cost something and what it would cost, but that
was the
end of it. Ron's concern was for the guy and getting him better, and he was
not
even remotely worried about the money, and the money rolled in because he
got the
guy better. Sometimes he was paid in eggs and cheese, but the guy was
wanting to
pay because he got service. Ron never had a problem about money, and he
never
talked about money. The Registrar's concern about money barriers the line
for
someone coming in, and that's an overt any Scientologist recognizes-to
barrier the line
of someone coming into Scientology.. When a Registrar answers up to
someone's desire
for service with a confused mess concerning money, that confusion is a
barrier. And if a
Registrar's concern is on money instead of service then her communications
are going
to communicate a confusion, and barrier the line. It amounts to an alter-
is, so
REGISTRARS ARE FORBIDDEN TO TALK, WRITE OR THINK ANYTHING
ABOUT MONEY.
Well, how about money, then? How does this get handled?
Simple. MONEY IS AN ACCOUNTING FUNCTION. It IS the proper concern of
Accounts. (Div 3-Dept of Income.)
With Accounts, money is simply collected. Accounts collects from the
person the amount of the price of the service desired. That is all there is
to it. It collects the amount, invoices it and routes a copy of the invoice
through the org lines to the Division that the service is to be delivered
in, so that they may know it is all right to go ahead and deliver the
service.
The Invoicing Cashier in Department 7, Division 3 is at post preferably
in a wicket. This is exactly like a theatre ticket front, complete with the
glass window with
275
the hole (small and awkward) in it to talk through and the hole at the
bottom to slide money through. Any accounts office door, if up front in the
org, can be fixed with a half door to look like this. It would not at all
be out of place for the cashier to wear a green eyeshade, and have a very
detached attitude about anything except money or money matters, Very
businesslike. Posted on the outside of the wicket or immediately in the
area on display signs are the prices for books, materials and services
offered by the org. If the cashier is asked for data, he points to the
proper sign.
A person coming into the org first comes into Reception. If the person
wants a service he or she is routed to the Body Registrar. The Body Reg
talks about and signs the person up for service. If the person has a
question about the cost, the Body Reg says "You will need to talk to
Accounts about that" and routes them to the Invoicing Cashier, who shows
them the prices on the display signs. When the Body Reg has signed the
person up for the service on proper contract and release forms, the person
is routed to the Invoicing Cashier for paying. When paid the white copy of
the invoice goes to the person, and the pink copy is routed immediately to
the Division the service is to be performed in-generally Tech (pink gets
routed to Dept 10-Tech Services)-or Qual (pink gets routed to the Invoicing
Officer of Dept of Review).
The Invoicing Cashier (Dept 7) always expects for the service to be paid
for i.e. expects cash, not credit. The subject of credit must not be
brought up by the Invoicing Cashier. For example, the question would be
"Are you going to pay this by cash or check?"-NEVER "Is this going to be
cash or credit?" If the person is going to ask for credit, then it must be
his origination. In the event it is asked for, then it must have the Org
Sec's OK, who before giving it, must check the person's past credit record
with the org. People who have a bad payment record on their org bills must
not be extended further credit. When credit is extended, a proper note must
be signed at 12% interest if not paid in 90 days and they must sign the
debiting invoice.
When the service is completed with the person, the last person he sees
on the org lines is the Body Registrar, who channels the person to further
service.
The Reception area, Invoicing Cashier, and Book Store should be located
close to one another. If someone comes in wanting a book, he or she is
routed to the Book Store in which books are on display, but separated as to
if they are for Beginners or Advanced Scientologists. The books for
Beginners and to the public books should be prominently marked by Display
signs. When the book or books are selected, the person pays the Invoicing
Cashier and receives their invoice (white). The book must be paid for
before it is handed over to him or her. The pink invoice is marked 'Book
Store-Delivered' and routed at the end of the day to the Shipping
Department for entry on the Book Dept Income Sheet and then to the
'Shipped' records.
The Book Store should be close to the Reception area but remember that
to have Reception selling books is crossing Divisions. Reception only
routes, However, in the immediate Reception area should be Display posters
on books, Free Introductory Lecture, BS Course, graphs, and other
promotional material-all prominently displayed. If someone comes in asking
"What is Scientology", the Receptionist routes him to the Free Introductory
Lecture by giving him an Invitation, and routes him to the Book Store for a
book that covers Beginning Scientology. The Receptionist is forbidden to
try to explain Scientology or processing. If someone comes in not knowing
what they want, but that they want to talk to someone about Scientology,
the Receptionist routes them to the Body Reg to channel them into a
Service.
The Letter Registrar may not talk money. However, he or she may enclose
rate cards for org services and book price fists.
So please each Division do its own work. Registrars- channeling to
service; Reception-routes; and only Accounts talks money.
L. RON HUBBARD
LRH:mh.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
(See also HCO P/L 3 August 1970, Registrars May Now Talk Money-Only
Accounts Talks Money Details, in the 1970 Year Book; HCO P/L 11 March 1971
Issue 1, Registrar Invoicing Line, Volume 2-page 349, Volume 3-page 268;
HCO P/L 26 October 1971 Issue II, Statistic of the Body Registrar, and HCO
P/L 2 February 1972, Invoicing Clarification, in the 1971 and 1972
YearBooks.]
276
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 NOVEMBER 1968
Remimeo
LRH:ei.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
Remimeo
SENIOR POLICY
We always deliver what we promise.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JULY 1968
GROSS INCOME SENIOR DATUM
L. RON HUBBARD Founder
THE SIZE NOT THE QUALITY OF AN ORG'S MAILING LIST AND THE NUMBER OF
MAILINGS AND LETTERS TO IT DETERMINES THE GROSS INCOME OF AN ORG. IF THIS
IS NOT KNOWN AS A SENIOR DATUM TO EXEC SECS AND KEPT IN BY THEM THEIR
CONDITION IS TREASON.
L. RON HUBBARD
Founder
LRH:js.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
277
Rernimeo
Pub Div Hats
Div 2 Hats
HCO ES Hat
OES Hat
PES Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 NOVEMBER 1969
Issue I
CENTRAL FILES
VALUE OF
THE GROSS iNcbME OF THE ORG AND WHY
The easy way orgs give away their Central Files or pieces of them to
other orgs indicates a complete miss on their value.
The average file folder in a CF file never costs less than $10 a folder to
obtain.
When you think of all the work and mailings of the Public Divisions and
realize that the direct Product of that thought and activity is a CF folder
you begin to get some idea of what it cost to have a folder to file.
The gross income catastrophes that follow giving another org the CF
folders of its area are fantastic. One check showed Wash DC dropped and
lost around $27,000 Gross Income in about one quarter after it gave away
pieces of their CF to small East Coast US orgs which didn't even have the
facilities to use them.
SH left half a ton of US CF folders in London unshipped to the US for a
long time. The astonishing thing is the tame presentation of at least
$280,000 worth of folders to ASHO with no thought of making any deal.
Jbg some years ago "misplaced" its basic 6500 CF address list and lost
the files utterly. It took 2 years to find the list (they had left it in an
old attic) and then for 2 more years did nothing with it. Stats down all
the time of course.
Treasonable propaganda to the effect "it's an old file" "those names
aren't hot anymore" encourage the disuse and disposal of CF files.
Yet a 5 year old file where the person has been written to dozens of
times can suddenly come alive, the person walking into the org.
I have seen dozens of "disposed" "inactive" files worked over and
produce thousands of dollars.
So a file is worth at least SIO or more to get but it is worth hundreds
when continually written to.
An org's potential fortune, its potential gross income is its CF. So
what would you think of a staff member or executive who simply gave away
big pieces of the gross income.
Well, think the same thing of someone who gives away CF folders. Or who
lets their address go stale. Or who fails to keep them up and work them
over.
In the US if anyone changes his address, the Post Office only keeps the
change of address card for 6 months. DC, failing to mail to a 40,000 CF
list two or three times a year lost 27,000 of those names because the
people moved, the address change at the PO got torn up and nobody could be
reached anymore.
278
The process by w1iich you get your Gross Income, your portion of
proportionate pay and which pays for further dissem. and PRO and service is
not a mysterious action. People don't just walk in out of the blue.
The Public Divisions get people into CF (by definition, CF is "people
who have bought something from an org"). Then Div 2 gets them into higher
services by Lty Reg or phone actions. Then upper orgs get them into upper
services by paying FSM commissions to the lower orgs.
It can get very baffling how this simple and ONLY source of gross income
can be so missed that an org gives away its CF.
Even if "that folder" has bought everything that org has, it is still
worth a 10% FSM commission to the org who owns it if that org selects it
and sends it literature.
Honest, believe me, this is the only route by which you get in gross
income:
I . Public Div actions
2. Div 2 actions
3. Good service actions
4. FSM to upper orgs.
There isn't any other route for all other routes also have to follow
this route. Even Pub Div FSM selections come back into CF for further
action after first service.
Public Div actions mean "New names to CF."
Is CF then only able to sell to "new" names? If so your Division 11
isn't worth scrapping. Or your Divs IV and V need a hammering for having
out-tech and muddying up a field.
Listen: There is no other route to Gross Income than via CF.
Aside from dead people or people who want off the list or people who
move with no address change THERE IS NO VALID CF AGE.
Address of course is the CF index as well as who gets the magazine.
"Yes", somebody says, "but SIOUX Falls is West of our territory
And the
org there said Listen, I wouldn't give another org the time of day
if rny org got
the CF.
Stop being so big hearted with your org's future gross income.
An OES, worried about having enough money to keep the org going and
provide services would be amazed to find out what would happen to his GI if
he forced this Pol Ltr to be checked out on the whole org. I'll bet better
than 90% of staff haven't a clue as to how or why or by what route they get
ANY income at all. It's all in this Pol Ltr.
L. RON HUBBARD
Founder
LRH:rs.ei.rd Copyright (Z) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
279
EXECUTIVE DIRECTIVE
ED 805 INT (Originally issued as Flag Order 340)
SPEED OF SERVICE
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON WHITE
I I January 1968
In the matter of courses and students SPEED of service is of vital
importance.
The prosperity of a business is directly proportional to the speed of
flow of its particles (despatches, cables, goods, messengers, students,
customers, agents, etc.).
To prosper, service must be as close to instant as possible.
Anything which stops or delays the flows of a business or delays or puts
a customer or product on WAIT is an enemy of that business.
Good management carefully isolates all stops on its flow lines and
eradicates them to increase speed of flows.
Speed of service is of comparable magnitude to quality of service and
where exaggerated ideas of quality exist they must become secondary to
speed.
Only then can a business prosper.
P RA 7-,~ . 47 .
p
. \1~ ' . c- :
p
0 p
............
[The above ED has also been issued as HCO PIL 27 December 1972, same
title.1
280
L. RON HUBBARD Founder
All Fran. HIds.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MARCH 1968
(HCOPolicy Letter of October 29, 1959 Issue 11
amended and re-issued)
SERVICE
It has come to my attention'that some Central Orgs are not quick to
furnish service and co-operation to Franchise Holders or Field Auditors,
and also that these are sometimes upset with Central Orgs.
It is not true that Franchise Holders are all out to destroy Central Orgs.
It is not true that all Central Orgs are out to do in Franchise Holders.
Both Central Orgs and Franchise Holders are inter-dependent. Further, I
have never intended Scientology Orgs or Groups to be bits of third dynamic
each opposed. For nine years Dianetic and Scientology Orgs and Groups have
tended to individuate to my sorrow.
We will win if we are Scientology not a lot of isolated groups.
The watchword is SERVICE.
I don't care how many rules you break if they're broken to give
unselfish service to one another and the public. We live for service not
for rules.
If the combined power of all of us and all organizations were exerted as
a shoulder to shoulder effort we would take this planet just as we are and
with no more than we know.
"Competition" is a trick of the weak to fetter the strong.
Where there's a group to be helped or a preclear to be processed or a
student to be trained, see that it's done and if it gets done don't count
the costs in broken rules.
We are essentially an evolutionary group. All of us together. We must
not fetter ourselves beyond increasing our own efficiency, nor must we
entangle our purposes with arbitrary laws which do not further our cause.
Service is the watchword. Orderly service is preferable to disorderly
service but any service is better than no service.
We are essentially breakers of "now-I'm-supposed-to's". Don't fall into
our own new rituals so hard that we are no longer brave and effective.
Worldwide we are doing better today because of orderly comm lines and
administrative patterns, we are making more headway and suffer less
confusion, but don't worship our rituals. Be as orderly as you can. Follow
our rules as best you can. But a rule can be wrong and service and our
mission can never be wrong.
Use the rules until they prevent you from doing your job. But if these
stop you, then to hell with the rules! Get the show on the road!
LRH:jc.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
281
CenOCon
SHSBC Students
Franchise
Field
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 MARCH 1963
RE-ISSUE SERIES (11)
A MODEL HAT FOR AN EXECUTIVE
(Re-issue of HCO Bulletin of September 19, 1958)
- Primary -
To accomplish the purposes of the organization and/or his department on a
hats.
continuing basis by the use of adequate organization and personnel.
To get people in his or her department or organization to get the work
done.
To understand the jobs of staff members and to get them to ably wear all
of their
- Secondary -
To gain compliance with old or create new standard policy as necessary
and to gain compliance in particular with the policy laid down by the Board
and the policy already existing in standard hats.
Planning of campaigns and activities to create new or fulfill old
demands and to utilize thereby personnel.
Personnel: Improving his personnel's understanding of their posts and
duties and improving their interest and activity on that post.
Acquiring new personnel as needed on that post.
Adjusting work burden.
An executive must realize that this is his whole hat as an executive and
that any other activity in which he is engaged than the above is another
hat and should be written up as such and is no part of his executive hat.
He must also be certain that an adequate amount of his time is spent
filling his executive post, not another post he holds as a staff terminal.
See HCO Bulletin of August 27, 1958, entitled "Executives of Scientology
Organizations". (Re-issue Series [3) dated October 30, 1962.)
The task of an executive, is to put hats on people. Therefore, he should
be very careful not to violate hats by introducing emergency programmes
which pull off hats or by "temporarily" pulling people off post to do jobs
not covered by their hats. If he has such jobs not covered by hats he
should make provisions for their accomplishment in existing hats or create
new hats.
Executives should not write critical or confusingCspatches to terminals
having to do with their performance of duty.
Such matters as conduct or rearrangement of post should be taken up with
the terminal directly. The only writing is done after the fact of
arrangements.
Wide open comm lines such as we have cannot tolerate critical, confusing
or distempered dispatches. There is no reason here to learn by experience
what is already known-entheta on free comm lines can disturb an
organization's comm system beyond belief. This applies equally to
dispatches from terminals to executives.
In the case of an executive in one part of the world having difficulty
with the conduct of a terminal in another part of the world, do not
dispatch the terminal.
282
Dispatch instead the executive in that part of the world closest to the
terminal-explain the situation to that executive and have him take it up
personally with the terminal. Even in a local operation, if you cannot
interview the terminal in question, do not send a critical dispatch to him.
Have the nearest executive to the terminal take it up with that terminal.
No dispatch goes directly to such a distant terminal.
(THE A13OVE IS FACT; THE FOLLOWING IS MY OPINION
AND MAY BE CONSIDERED CONTROVERSIAL:)
1.
Anyone will discover, in actually dealing with people, that these factors
dominate:
People are willing to do their best and will until hammered about it.
2. Most causes for complaint are basednot on misconduct but on
misunderstanding.
3. Only personal contact can restore understanding.
4. Written criticism or anger is rarely repaired by more writing. A
breach opened by writing is usually susceptible to being healed only by
personal contact. The moral is, therefore, don't open the breach with a
distempered dispatch.
5. Don't let a detected error drift. Take it up and correct it when
found.
6. Don't accumulate "bad marks" against a terminal before acting. Forget
old "bad marks" when they have been corrected.
7. A terminal has his side of the story. As the person on the job he has
more valid data than the executive. Listen and question before you
decide you're outraged.
8.
The only capital an executive has is the willingness TO WORK. Preserve it.
No person can be driven to labour-as every slave society has found out.
They always lose. When a man is whipped, that work he then does still stems
from his willingness alone. Anger made it smaller.
Terminals that are confused and have gone wrong are patched up just as
an auditor patches up an ARC break. The terminal is also conscious of his
own overt acts and thoughts.
The only persons an executive cannot handle are those who continually
say or dramatize: "It can't be done". These persons are already spoiled by
bad 8c in life. No matter if the person is the attorney or the accountant
or the head sweeper, if his response to all solutions offered is, "It can't
be done" (either stated or acted out) the executive has only two answers:
order him to intensive intensives or fire him. Short of this action, the
executive has no other course to take. Threats, penalties, scoldings, all
accomplish nothing.
We have then three classes of possible personnel:
I . The willing
2. The defiant negative
3. The wholly shiftless.
To handle these we have three classes of action only and none in
between. (An authentic case of white is white and black is black.)
Class One (above): Handle them as outlined here with understanding,
intelligence, helpfulness, courage and compastion.
Class Two (above): Process only, or fire.
Class Three (above): Process only, or fire.
Class two and three are non-employable. Why burden the staff or
economics of the organization with them.
The Willing include the overbearing, the meek, the swift, the slow, the
efficient, the worried. Threats and punishing regulations do not help them-
only hurt the innocent with the guilty. Tight scheduling, insistence,
reason, crispness, and ARC help them.
283
The Unwilling are bait only for auditors or the unemployment bureau.
Leave a post vacant rather than hire them. You'll wish you had.
Don't confuse a clash of personalities, independence and lack of
subservience with unwillingness to do. The military does this and look at
it! If you only want a staff that won't talk back, join the army-they
punish people for communicating or deserting. Some very high class bastards
can do some high class jobs.
The Unwilling only do or say "can't" no matter what solution or task is
offered. Usually they don't talk. Sometimes they are models of meekness.
But like a hunting dog that won't kill chickens, they are no good to you.
If they're out of your organization or department, you have only the
willing left-so why look further in executing than being decent. The man
who doesn't appreciate it isn't with you anyway. So that leaves only one
code of conduct for an executive to follow, the one outlined here. His
personnel hat excludes the Mr. No and Miss Can't and Master Flop. An
executive needs as much discipline and anger as he lets the Unwilling in.
The first principle of an executive is to accomplish the goals of the
organization and department. He must employ the Willing and maintain ARC.
And remember that there's an R in it,
A quarter of a century of leadership in this life has taught me that the
only underprivileged posts there are, are posts of leadership. As one rises
on the scale of authority his flaws magnify and so does his power to hurt
and destroy. It would take an archangel to be a perfect executive. Despite
the trying nature of an executive post it yet must be filled-and filled
with understanding, intelligence, helpfulness, courage and compassion. When
a lack of these enters upon an organization's comin lines, the organization
sickens and is gone-just as ourWorld at large is doing.
Our staff are willing. I believe in them and trust them. Nobody could
ever do the job we're all doing-but we're doing it.
A hundred thousand years of future are looking at us-we can only measure
up by doing our jobs as best we can today-with understanding, intelligence,
helpfulness, courage and compassion-to the greatest good of the greatest
number of dynamics. It is a large order-but the first to fill it must be
our executives.
HOW TO ISSUE INSTRUCTIONS TO PERSONNEL
I . Have a definite clear-cut and correct estimate of situation.
2. Make a precise, properly communicative statement in writing of
exactly what you want done.
3. Reissue 2.
4. Reissue 2.
5. Reissue 2.
There are no other steps.
Every time you issue a direct, precise and orderly order you may
generate a confusion. It runs out as the order is repeated over and over.
The "reasons why" "the order is hard to duplicate" is the run off of a
confusion. Don't Q & A with the confusion. Just issue the order again while
maintaining good ARC.
L. RON HUBBARD
LRH:jw.rd Copyright@ 1958, 1963 by L. Ron Hubbard ALL RIGHTS RESERVED
284
All Execs
Rernimeo
Org Exec Course
Introductory
stats up.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 OCTOBER 1968
IMPORTANT
ADMIN KNOW-HOW
When trying to get stats up you must realize that what GOT stats up will
GET
Using new, unusual experiments can crash your full intention.
In new Programmes the BUGS have not been worked out. It's like a newly
designed piece of machinery. The clutch slips or the h.p. is sour.
New programmes are undertaken on a small scale as PILOT PROJECTS. If
they work out, good. Spot the bugs, streamline them and prove them. Only
then is it all right to give them out as broad orders.
So it isn't good for an EC to hand out strings of orders. Or for an
executive to start a lot of new projects.
There is a thing called STANDARD ADMIN. It comes from the Policy
Letters.
When we produced the wild, soaring tech stats with the Sea Org Class
VIII Auditor programme IT WAS BY PUTTING IN THE EXACT PROCESSES AND GRADES.
By going Super Standard we got 10017o case gain.
It is the same with Policy. If you get an org in with Super Standard
Policy-Promotion, form and Admin-the stats SOAR.
TELEX ORDERS
Instead of sending out a mad avalanche of orders on Telex, an exec
should only send the number and date of the Pol Ltr he wants in AND THEN
SHOULD RIDE THAT ONE ORDER until it is in.
To choose WHAT Policy Letter is of course the trick. One has to know
something about the Conditions of the org before sending the order.
TRYING TO GET ALL POL LTRS IN at once can also swamp an org. "Get on
Policy" is a meaningless remark. Get on such and such a Policy, if it is
obviously out, is a very valuable action.
GENERAL EXEC ACTIONS
EDs are there to say WHAT policy should be concentrated on, not to give
new orders.
An Executive who is wise, gets in Policy on a gradient (little by
little, building it up higher and higher, keeping the old in while adding
in the new).
To understand how to do this, one must be able to conceive of basic
outnesses. It requires real genius to discover how gross and how basic an
outness can be.
An Exec pounds away with a high level policy on how to do accounting. Is
his face red when he finds the reason for the muddle is that there isn't
anyone in the division!!!
285
Once we almost "did our nut" trying to find what outness had unmocked an
org. All sorts of involved conclusions were reached. All manner of orders
given without any improvement. And then "murder outed". EVERY registrar in
the org had been removed and no new ones appointed. The public couldn't
find anyone to sign them up.
I once sent a Continent into Power simply by discovering that it had not
appointed people to the posts of Exec See in any org! How "out" can it get?
As soon as Exec Sees were appointed, the whole Continent went into Power.
I once read an ED which (a) removed all executives but one and then (b)
gave 20 complex orders "to be done at once". The one remaining personnel
could not have executed any of them. I at once cancelled ALL EDs not issued
by myself and shortly up went the stats.
Wondering why no mail is ever mailed does not call for a complex policy.
It calls for a policy about the form of the org, how it must have Exec
Sees, Divisional Sees. For there to be no mail going out can only mean
there's nobody on post!
A Divisional See trying to get in his division's policy must look first
for GROSS outnesses. They are never small. And then he must get them in by
Policy. Then they'll stay in.
There IS a Standard Admin. It deals in simplicities. People are on post.
Particles flow. Promotion is done. Tech is delivered. The org board is up
and is followed.
If policy isn't in at that level of largeness, it will never go in on
higher points.
Knowing an org inside out is also knowing who to tell to do what and
what policy to get in when. It's like knowing how to drive a car. It won't
go if you don't know where the ignition switch is located. Policy outnesses
occur and unusual ideas are put forth only by those who don't know what is
usual in the first place.
Like Standard Tech, in Standard Policy the results come from getting in
the basics and doing them well.
L. RON HUBBARD
Founder
LRH:jp.ei.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
286
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MARCH 1969
ORGANISATION
It may be that in studying policies and org boards or trying to get
something going, the basic of organisation may be missing.
Organisation is the sub-division of actions and duties into specialised
functions.
One can organise a series of actions to be done by himself or herself.
This would consist of seeing what has to be done, doing what one can do
first and then the remainder as a feasible series of events, all to
accomplish a final completion of a cycle of action which forwards one's
assigned or postulated purposes.
A group is organised so as to permit flows and accomplish specialised
actions which are completed in themselves and from which small actions or
completions, the group purpose, assigned or specialised, is forwarded or
accomplished.
There is a difference between directing and doing which some people have
trouble separating apart. A person in charge of an activity is sometimes
found deficient in organisational understanding and so tries to do all the
actions himself. This if done to excess effectively can break up a group
and render it useless since all members but one have no function, having
been robbed by this one-man monopoly on action.
True,' an active and competent person can do things better. But he can
really never do more than he can do. Whereas a well organised group, each
with specialised functions, coordinated by the in-charge, can accomplish
many times the work only one can do.
Because it is organised makes a group harder to defeat than the individual.
A competent individual who has been let down too often by groups tends
to take it all on himself rather than whip the group into shape and get
things organised.
The correct action when faced by urgent necessity arising from
incompetence of a group or other causes, is to
I . Handle it
2. Organise the group to handle such things and do their jobs.
One can get stuck on I and if he or she does, then will have trouble and
overwork from there on out. Because he or she omits also doing 2.
The major failure of any group is to fail to organise.
Workers of the world may arise but if they are not quickly organised
before or after the fact, they will promptly be put back down!
The major cause of not organising is just not understanding what is meant
by it.
For example, an executive is told he is in charge of seeing that the X
project is done. He doesn't know much about it. He has two men who do know.
The incorrect action is to try to do the X project himself or issue a lot
of unreal orders about it. The
287
correct action is to call up the man who does know, give him the other as
an assistant and tell them to get on with it. Then, without interfering,
the executive who received the order should get more knowledgeable about
the X project so he can be sure it is done, while still letting the
designated people get on with it.
This comprehension of organisation is as simple as this-put somebody on
the job and let him get on with it. On a project, make a survey of all the
things there are to do, group types of actions into simple posts, assign
people to them, provide the comm lines, materiel and liaison and let the
group get on with it.
Any post, no matter how junior, has to be organised.
Anyone in charge of people has to be able to organise functions and work.
Any executive has to know his target policies and be able to write them
up, particularly the primary targets.
Failing that, one gets very little done and is badly overworked. And the
rest of the group is wasted.
So, high or low, get a grip on this thing called organisation. It's
gruesomely simple.
Honest.
LRH:nt.ei.rd Copyright@ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
288
L. RON HUBBARD Founder
Remirnec,
Executive Secretary Hats
Executive Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 DECEMBER 1969
Cancellation of
HCO PL 19 July 1963
and London Sec Ed May 4, 1959
EXECUTIVE DUTIES
(The cancelled PL, and Sec Ed above stated that an Executive "got people
to get the work done." This principle has been found to result in some
Executives believing they were not supposed to work. It is an old
management definition. Much more experience on the subject in Scn orgs and
the Sea Org show the following to be more fundamental and more workable.)
An Executive handles the whole area while he gets people to help.
An Executive in charge of an org would "single-hand" (handle it all)
while getting others to handle their jobs in turn.
This gives a practical and workable approximation of what top stat
executives actually do do.
The executive who sits back and waits for others to act when a situation
is grave can crash an entire activity.
Essentially an Executive is a working individual who can competently
handle any post or machine or plan under him.
He is a training officer as well. He designates who is to do what and
sees that a training action is done by himself or others to be sure the
post will be competently held. An executive who accepts the idea that if a
person has a school degree in "waffing Wogglies" or sewing on buttons he
can at once be trusted to waff wogglies or sew buttons is taking a
personnel by recommendation, not by his experience with the personnel whose
work-organization potential has never been tested under that executive. A
camouflaged hole (undetected neglect area) may very well develop in such a
circumstance, which can suddenly confront the executive with a time
consuming disaster.
Thus an executive accepts help conditionally until it is demonstrated to
be help, and meanwhile does not relax his control of a sector below him
until he is sure it is functioning.
In this way an executive is one who does and backs off spots
continually. He could be said to always be doing himself out of a job by
getting the job competently done. However, in actual practice, as post
personnel does shift, he has to be prepared at any time to wade back in and
put it right.
The Supreme Test of an Executive (as in the HCOB Supreme Test of a
Thetan) is to MAKE THINGS GO RIGHT.
To the degree he can maintain his observation, communicate and get
supervision done (see HCO PL on the Key Ingredients) he can achieve
production or service and satisfy users.
As observation is often faulty, especially over long distances, as
Communication is not always received or studied and as supervision is often
absent, the Executive must develop a sensitivity to indicators of outnesses
and systems to correct them.
A very good Executive knows how to "play the org board" under him. He
has to know every function in it. He has to know who to call on to do what
or he disorganizes things badly.
An Executive also has to know neighboring org board arrangements in the
same org, the org board of allies and of enemies.
289
An Executive has to know what users need and want and furnish it. When
normal and routine posts fail under him, the Executive is of course forced
into Non Existence as an executive, has to find what is needed and wanted
and produce it. He applies the whole Non Existence formula to the
situation.
Only if he does not handle fully once he does see an outness does an
Executive go into Liability.
An Executive deals with the frailty of human variations and
distractions. When these engulf his area and he is confronted with the
fruits of alteration and non-compliance, of posts not held and duties
suddenly found left undone, it is up to the Executive to get them done any
way he can. Having handled he applies the Danger formula (or lower as it
appears) to the neglected area.
An Executive has to be somebody who cares about his job and wants to got
things done. If he only wishes the title for status he is of course heading
himself and his area for disaster and it could be said that such an
executive, not meaning to do the job but only wanting the title, is in
Doubt or lower on the third dynamic.
The Executive thinks of the area and organization first and repairs.
Then he thinks of the individual and straightens him out.
An Executive who is worker-oriented winds up hurting all the workers.
The workers depend on the organization. When that is gone they have
nothing.
An organization cannot have more taken out of it than is being put into
it. Efforts to bleed an organization of more blood than it has destroy it.
The preservation of his organization is a first consideration of an
Executive.
In an Executive's hands an organization or one of its areas must be
"VIABLE." That is, it must be capable of supporting itself and thus staying
alive. When his area is parasitic, dependent on others outside it, without
producing more than it consumes, the area and its workers are at severe
risk and in the natural course of events will be dispensed with, if not at
once, eventually.
Thus an Executive is someone whose own sweat and energy keeps an
organization or an area of it functioning. In this he earns and uses help
and they in turn take over executive roles in their subordinate areas and
keep them alive and producing.
An Executive is in the business of SURVIVAL of his area and its people
and providing with service or production an abundance which makes the area,
his own services and that of his subordinates valuable.
If an Executive so functions his own survival and increase is guaranteed
even by natural law. If an Executive functions for other reasons it is
certain the ground will vanish from under him eventually again by natural
law.
An Executive is in fact a worker who can do all and any of the work in
the area he supervises and who can note and work rapidly to repair any
outnesses observed in the functioning of those actions in his charge.
The best liked executive who is most valued by his workers as someone
they need is an executive who functions as described above. One who seeks
to survive on favours given and does not otherwise measure up is not in
fact regarded highly by anyone.
Whatever ideology one finds himself in, the above still applies. The way
to the top may well be marrying the boss's daughter, but the way to stay
there still requires the elements described herein. As bosses' daughters
are few, a sounder way is to learn all the jobs well and study this policy
and just become an Executive.
LRH: nt.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
Founder
[Cancelled by HCO P/L 28 July 1971, Admin Know-How No. 26, in the Executive
Division Volume.3
290
Gen Non-Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 MARCH 1965
Issue 11
ADMINISTRATION
FLOWS AND EXPANSION
THE FAST FLOW SYSTEM
We have introduced many new principles in administration in recent
policy letters. Here is one which if left out would cause mystery.
This is the principle of traffic flows we now use. It is called the FAST
FLOW SYSTEM OF MANAGEMENT.
A being controlling a traffic or activity flow should let the flow run
until it is to be reinforced or indicates a turbulence will occur and only
then inspects the part of the flow that is to be reinforced or is becoming
enturbulated and inspects and acts on only that one flow.
This principle would operate on a committee of 3 in this fashion: the
committee does not act as a body. Each member acts individually in three
spheres of influence (three types of flow). There is no committee
(collective) action until one of the three members wants concurrence from
the other two on greatly reinforcing a flow or until the other two, by
observation, see the third is going adrift. Only in these cases does the
committee act as a Committee. In other words all 3 members go about their
work independently until there is a change in one of their three spheres
and then they act. Otherwise the flows of orders and actions are
independent. Not doing it like this is why Committees have gotten the
reputation of being unable and a waste of time.
To do this one, of course, needs another principle: that of Indicators.
An Indicator is something that signals an approaching change rather than
finding the change is already present and confirmed.
We get this from auditing. An auditor audits so long as things go
evenly. He knows when they will begin to deteriorate or change by an
Indicator. He acts on seeing the indicator. He doesn't wait until the
collapse or total change of the pe occurs and then look it over and act.
The pe could be run into the ground or a good process that was bettering
the case could be neglected if an auditor could not PREDICT from indicators
how it was going before it was gone.
In supervising a number of sections or departments, it would work this
way:
The person in charge does not examine every action or decision on the
lines. If all despatches of all the activities went through his or her one
pair of hands the volume would be too great and would jam. The executive's
"plate" would be too full and this would halt any expansion of the
activities as the executive would feel overworked, yet in actual fact would
be getting nothing much done. The flows which needed watching would be
buried in a huge volume of flows that did not need watching.
Instead, the principle of flows tells us that the executive should have
statistical INDICATORS such as OIC charts on every part of the activity
each week and should act only on the basis of the charts' behaviors.
If a chart went down the Executive would not wait for that area to
collapse before inspecting it. At a dip point the executive should go over
all the plans and traffic and despatches of the area dipping down and
unearth the real reason why it did dip. If the matter needs minor remedy,
it should be corrected. If then the graph still dipped down, the executive
would not only be advised of it by the OIC Indicators but would know,
having inspected earlier, what had to be done on a more drastic scale to
get the graph going up again.
The OIC system must be used and all data plotted and circulated to the
Executives in an org before this system will work.
If the OIC system is put into effect fully the executive can then (and
only then) let go the comm lines and let the traffic flow.
291
He then only needs to:
I Keep alert for and correct Dev-T (off-line, off-policy, off-origin and
non-compliance);
2. Keep an eye on the weekly OIC charts;
3. Find from OIC the upward trends and inspect and find out what's
working so well it can be reported;
4. Be alert to any down dip and inspect the activity itself and
correct the matter; and
S. Spend most of his time getting his own job done (since
executives do have jobs besides supervision).
The one thing he mustn't do is "get reasonable" about dips or zooms and
not act to really check the decline or to reinforce the rise:
(a) Thinking one does know when he has not gotten it inspected
closely;
(b) Not believing the graph and Indicators; and
(c) Not acting, are the fatal errors.
Doing I to 5 tells us who's an executive and doing (a), (b) and (c)
tells us who shouldn't be an executive.
If this system is in effect the org can't help but boom.
We will call this the FAST FLOW SYSTEM OF MANAGEMENT.
It is a very precise art. It's like auditing. One predicts the slumps
and reinforces the tendency to boom.
It can't miss. If it's done completely.
LRH:ml.rd Copyright Q 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
Remimeo
L. RON HUBBARD
[LRHNOTE: Study this. Shows why of 01C.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 FEBRUARY 1968
ORGANIZATION - THE FLAW
I looked for a long time for any flaw in the idea of organization. It does
have a
flaw.
The basic flaw in organization is INSPECTION BEFORE THE FACT. That means
inspection before anything bad has happened.
Violations are so harmful they destroyed every great civilization -the
Roman, the British, the lot. For every flow is slowed or stopped.
The prosperity of any organization is directly proportional to the speed
of its particles-goods, people, papers.
World trade, world shipping, world prosperity is dying only because of
the cumulative effect of inspection before the fact. Passports, customs,
safety regulations, general government interference before anything bad has
occurred add up to a SUPPRESSIVE SOCIETY and therefore, soon enough, a dead
one.
Penalty after the fact has occurred disciplines the criminals and does
not pull down the majority to criminal level.
Scientology organizations must never lose sight of the reason
organizations have decayed.
LRH:adv.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
292
Remirneo
All Staff Hats
Sthil staff
Exec Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 APRIL AD 15
ALL DIVISIONS
Use: Executives should keep a stack of these 23 Apr AD15 Pol Ltrs near
their desk and staple one to every despatch or report received which
violates it. Circle para violated and return to staff member.
(Changes HCO Pol Ltr on CSW slightly in that conclusions or solutions are
no longer acceptable from a junior to a senior, only data.)
PROBLEMS
The most senior organizational policies there are follow:
1. NEVER solve the problem any junior presents to you. NEVER NEVER NEVER
NEVER NEVER NEVER.
ALWAYS investigate for the true cause of the trouble. ALWAYS ALWAYS ALWAYS
ALWAYS ALWAYS ALWAYS.
3. SOLVE only the problem you find after very careful investigation of
the whole matter and after you have examined all possible causes of the
problem.
4. NEVER solve a problem that has already been solved in general policy.
IF someone thinks the policy is wrong or is itself the source of the
problem then (a) he or she must be made to fully read the policy (b)
demonstrate what it is supposed to solve (c) look over the problem he or
she thinks the policy is wrong on to find the actual causes of the problem
he or she is trying to solve.
The primary aberration in situations that are being mishandled is:
6. THE PERSON IS UNABLE TO RECOGNIZE SOURCE.
Example: A person A sees another B drop a wall mirror and break it. A
puts in a purchase order specifying thicker glass. B next day drops a chair
down steps and A puts in a PO for new stair carpeting. B a week later runs
a car into a wall and A proposes a different design for the iall. If this
kept on and B was never singled out by A or A's seniors, then dozens of
unusual solutions are entered into the org, not just POs but policy changes
as well! Why? A is "below source" and doesn't recognize the causes of his
problems. Therefore his solutions are alter-is of existing situations and
result in alter-is of tech, policy and orders. Soon the area around A is in
a complete. confusion. What about B? He probably generalizes with "they
said" "everybody knows" etc on entheta and so remains "invisible" behind
his generalities. B can be spotted best by damage reports whenever damage
occurs. As they are filed as a statistic in B's file, it soon becomes a
visible datum. The cause of confusion in A's area is not A. It is A's
inability to perceive causes. Thus any system which isolates actual causes
disenturbulates a group and makes unusual solutions unnecessary and only
then can policy go in,
293
Therefore we get some other very senior org policies:
7. NEVER accept a conclusion from a junior. NEVER.
8. ALWAYS demand facts of a junior. Always.
9. NEVER take a generality from a junior.
10. ALWAYS challenge any conclusion a junior offers.
11. NEVER act on a junior's data until you have fully investigated the
situation.
12. ALWAYS investigate until you find the basic policy violation that
started the problem in the first place.
TECHNICAL
13. Making Scientology work on pcs and students is the ONLY way you can
salvage org situations.
14. If Scientology is not applied exactly per HCOBs and tapes technical
will "go out" and within a few months the area will be spinning with
unusual solutions.
15. The fastest way for a technical executive to become overworked is to
violate the policies in this policy letter.
16. The fastest way for a technical executive to get into trouble and a
mess is to accept an auditor's conclusions and propose a solution.
Example: An instructor says, "Process ROO doesn't work on certain cases.
When these cases come on course could I please order them to Review
auditing?" Serious blunder by a senior, "Yes." Why? Because the instructor
isn~t capable of spotting an ARC Broken student-can't confront ARC Breaks.
Therefore quite often the instructor lets ROO be run on an ARC Broken
student. The correct technical executive action, and the ONLY correct one
on receiving such a report, is to promptly personally investigate.
Investigation even of the students' case folders would disclose that the
instructor ignores ARC Breaks from comm cycle blunders by new student
auditors, that the instructor won't give ARC Break assessments (who else
could give one on a Zero Level course?) but sometimes runs R6 EW on the
students under the guise of "an assist for a misunderstood word". I think
that's enough trouble to get the instructor's senior into a hurricane of
trouble if only from blown students and no riew enrolments! (This is an
actual example. The final result was a Comm Ev for the technical executive
and the instructor, the first for proposing and alter-ising policy and
technology, the second for forcing auditing (rather than doing assessments]
on Zero Level students. The Comm Ev had to be ordered at the request of
their tech senior because neither would accept orders to remedy the above
conditions but just kept on fouling up students.)
NON COMPLIANCE
18. If you think for one moment that a staff member who won't or can't
follow clear, definite policy, will follow your orders either, you
dream.
19. The first thing you know about an off-policy type personnel is that
none of your instructions are being carried out either, usual or
unusual.
20. Look, if they can't apply vividly clear policy, they sure can't apply
a brief order.
SUMMARY
21. You can conclude that where you have a personnel who cannot perceive
the causes of things you will have a continual spinning mess.
294
None of the problems presented for solution are the actual problems that
exist. In A and B above, the problem presented was "How to get more durable
things." This could not be solved because it was the wrong problem and
didn't exist. The right problem was "How to get B to stop breaking
everything in sight," A senior, not seeing B at all (not being around B),
accepting a problem and a conclusion from a junior (A) soon is involved in
endless discussions over "How to get more durable things." This never
solves. Because it wasn't the problem. Further, any order the senior gives
A is also never put into effect without wild alter-is. Why? A, unable to
see sources, can't see the senior as a source either and really takes his
orders from anyone who comes along! Students, pes, the garbage man.
22. The basic problem of management then is the problem of cause
blindness. People in the org who cannot see cause cannot solve problems,
for to solve a problem one must see what is causing it!
23. And the solution to all this lies in the policies in this policy
letter.
24. And auditing people up to an ability to perceive and perceive the
causes of things is the primary solution to all problems.
25. Until you get them there you use any mechanism necessary to follow
orders. Only in that way will they ever make it.
26. When tech goes out, when HCOBs aren't followed or tapes known and
used exactly, the Road Out is blocked.
27. Nobody has any right to a bank.
28. For when they are permitted such a right they block the road for the
rest.
29. The only person you could completely trust is a Clear. And unless the
clear is also trained in Scientology tech and admin also you could never
accept his vote on org matters.
That's the truth.
And that's why we're going to make it all the way.
30. If we're determined we will make it, we will make it.
LRH:ml.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
(Note: By Organizational Policy is meant that policy which makes the
organization into an organization and keeps its flows fast and its
design uncomplicated. In absence of these policies the design becomes
altered and flows cease and the org dies.)
[Note: The mimeo issue of this Policy Letter and the First Edition of
Volume 0 skipped the number 6 in the numerical sequence. The text above and
the earlier texts are identical; only the numbering has been altered to
include the skipped 6.1
295
Remimeo
Exec Hats
Comm Hats
D Insp & Rpts Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I MAY 1965
Issue 11
ORDER BOARD AND TIME MACHINE
Executives must have and use an "Order Board".
In Scientology if it is not written it is not true. ThatVa major policy.
It applies to all.
Every order an Executive issues must be in writing.
He does this on a Clip Board. There is a sheaf of paper on it of his
Division's colour. It has a sheet of pencil carbon and a ball-point slipped
through the top of the clip. It can have a hook on the back to slip on a
belt for persons walking about. This is the Order Board.
Even when one gives a verbal order it is also written down.
The executive keeps no copies of his orders. This is done by the
Department of Inspection and Reports.
The original is handed to the person being ordered. The other is sent to
the Inspection section of the Department of Inspection and Reports. If one
is away from his Comm station, the carbons are left on the Order Board
until one returns, when the copies are all sent to Inspection.
COMMUNICATOR ACTION
The carbon of an order is sent to Inspection because it is obviously a
carbon copy and an order. It is not otherwise designated.
An original sent through the Comm Lines is obviously an original order
as it is not a carbon. It is simply delivered to the addressee's basket.
JUNIOR'S ACTION
The person receiving the order does it, says he has (or couldn't) on the
original order he received and sends it TO INSPECTION. However even if he
sends it to his issuing superior the Communicator sends it to Inspection
only.
INSPECTION ACTION
Inspection has a Time Machine. This is a series of baskets advanced one
basket every morning.
A carbon of an order is placed in today's basket.
When the original comes in, the carbon is dug out of the basket (by date
and colour flash) and original and carbon are clipped together and routed
to the issuing executive.
Orders not complied with in one week of course fall off the Time Machine
by appearing in the basket being emptied today. (It was filled one week ago
and advanced once each day.)
296
A copy is made of the order and it is sent to Ethics for filing in the
staff member's Ethics folder and counts as a report against the staff
member.
The carbon is returned to issuing Executive to show his order has not
been complied with, so that he can handle the situation. No report from the
Executive is required in this instance as a copy is already in Ethics.
The Executive should investigate or ask Ethics to do so if the matter is
of considerable importance.
If an original is returned to Inspection which has no carbon, it is
copied and held and the copy is sent to the Executive with a "Sir, there is
a lost carbon of your order. Did you fail to turn one in?" This disciplines
a forgetful executive. When Inspection receives the answer it attaches the
original to it and sends it back to the Executive.
VERBAL ORDER
A junior may report a verbal order to Ethics as it places his statistics
and job in danger by leaving it open to have it said the order was
otherwise.
PROJECT ORDER
If something requires more than two weeks to do it is a project and
cannot be ordered without clearance from the Office of LRH Design and
Planning Authority section. If a project has been okayed it has a number
and its number must be put on the order as Project Number -.
Inspections file projects in their own files. This is also Time Machined
by one month's emptying of a file drawer or one~ year's emptying of a file
drawer. Projects run only for one month or one year and must be routinely
inspected by Inspections which then reports to the Office of LRH with any
progress or lack of it.
URGENT ORDERS
Orders marked Urgent by an Executive are entered into a one day time
machine and handled in one day as described above for one week.
LRH:mh.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
[Added to by HCO P/L 19 February 1972, Order Board and Time Machine
Addendum, in the 1972 Year Book.]
297
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 APRIL 1969
(Reissued from Flag Order No. 407 of
January 23, 1969, same title)
ORDERS AND RESPONSIBILITY
Orders occur where responsibility has failed.
Non-Compliance only occurs when orders have had to be issued. False reports
only occur where ignorance of data or avoidance of orders occurs. And the
down spiral begins when responsibility has failed.
I don't think I need overrun this by drawing further pictures.
LRH:lw.ei.rd Copyright (c) 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
L RON HUBBARD Commodore
298
Remimeo All Staff
HUBBARD COMMUNICATIONS OFFICE
Saint I-Ell Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 DECEMBER 1969
Issue 11
URGENT
ORDERS, QUERY OF
It occasionally happens that an order is issued or a policy is enforced
or is found to exist which if put into full effect in a certain area would
result in loss or destruction.
Someone told to man up, for instance, all Admin departments, sees that
this would upset the Tech-Admin ratio.
Instead of putting the order into effect he should query the order with
A. The name of the issuer and the exact order.
B. The reason it would result in loss or destruction if put into effect.
C. A recommendation resolving the problem the order sought to solve.
Non-Compliance as a method of avoiding a destructive order is very
risky. It is far, far better, in writing, to make the above submission.
Going ahead and putting the order into effect even though it means loss
and destruction without advising anyone is itself very destructive,
Sometimes a policy is interpreted incorrectly so that if one put it into
effect fully as interpreted, loss and destruction would result. An instance
of this was a type of course omitted from a policy letter. Someone did not
query but instead closed the course and refunded thousands in advance
payments. This was a misinterpretation of the policy which was only
discussing course levels. The correct action of one and all would have been
to have queried.
Another instance was an order that cancelled out and fired the personnel
of a letter registrar because a fixed pay rate was being paid. The org
followed the order and promptly went into debt as this was the only typist
available and her dismissal was destructive of all income. Half a dozen
people at least should have queried the order before executing.
A policy written for an affluent large org is pushed on a tiny org. It
executes even though it doesn't seem correct. The result is destructive.
The very meaning of policy can be shifted by re-interpretation. When
this is done and is seen to be destructive anyone following the re-
interpretation is just as guilty as the mis-interpreter. The correct action
is query.
Even "You're fired" can be an incorrect order and can be queried if done
as above.
"Your Class VIII is appointed HCO ES Canada." Great. But you know you've
only got one VIII. To permit the order to be carried out is destructive. An
order placing your best auditors into Admin leaving Tech crippled should
have the living daylights queried out of it even by the janitor.
IT DOES NOT RELIEVE ONE OF RESPONSIBILITY WHEN ONE EXECUTES A
DESTRUCTIVE ORDER. The one who follows it is in fact far more guilty than
the
299
issuer since the one following it is right there, able to OBSERVE whereas
the issuer may not be.
The Query should go to the issuer formed as ABC above. If it is still
insisted upon and still is destructive send it and all particulars to the
nearest Sea Org unit. Label it DESTRUCTIVE ORDER and ask for help in
handling, Refuse meanwhile to put it into effect.
NO ONE CAN BE COMM EVED FOR QUERYING AN ORDER IN PROPER FORM.
Using this Policy to avoid routine actions plainly not resulting in loss
or destruction WHICH NOT DONE do result in loss or destruction can result
in an investigation and the one who refused the order can be held at fault
for any resulting destruction.
This policy mainly applies to new, non-routine orders or attempted changes.
Placing an org or person in an incorrect condition comes under this policy.
L. RON HUBBARD
Founder
LRH:rs.eg.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
300
Rernimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JULY 1965
All Divisions
POLICY, HOW TO HANDLE PEOPLE WHO
QUOTE POLICY TO SHOW YOU THEY
CAN'T FOLLOW IT
Some orgs will find that certain personnel will use policy to stop
action.
When these just don't want to do their job, although it's easily
understood in Policy Letters, they tell you certain policies are wrong or
can't be followed.
The best and only effective way to handle this is to say:
"Since you are an expert on policy, permit me to ask you a few
questions." Take up a Pol Ltr applying to their post and start doing a hat
check on it.
Since such a person is using policy to stop action and show policy
wrong, a rebuttal such as the above will adequately discourage the
practice.
If people won't work, they throw out lines and find ways to use policy
to discuss it.
Policy is valuable.
But ALL policy exists solely to get the job done and establish points of
agreement that permit flows of traffic.
When traffic doesn't flow and somebody says, "Policy so and so prevents
it," then Hat Check at once and you'll be amazed to find they don't even
know enough of it to disagree with it.
Disagreement with policy is disagreement with getting the job done. And
is always accompanied by total lack of data on the policy being quoted.
It's a sure cure.
L. RON HUBBARD
LRH:ml.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
301
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Rernimeo HCO POLICY LETTER OF 4 NOVEMBER 1969
All Hats Issue II
Applies to all
SO Units and
Scri Orgs and Groups
F=chise
FSms
LRH Comrn Hat
E/0 Hats COMPLIANCE vs DISCUSSION
Effecting compliance to LRH orders can often require liaison with
another post or posts on the Org Board to co-ordinate the correct actions
called for by the order.
Speed of action often necessitates that such liaison be conducted verbally.
They should be brief and to the point whether verbal or written. There
is no need to extend discussion beyond the point of agreement and
understanding of others' or another's actions on the same order and of how
they affect one's own actions and priorities. The order is what it is.
If it is difficult to reach agreement and understanding you can be quite
sure that something in the LRH order (OR in an earlier LRH order in the
same area or to the individual now having difficulty) has been not
received, not understood, or has been alter-ised.
This fact must be recognised early before the situation gets out of
hand. The major indicators are
(a) nothing concrete can be arranged to be done after a certain
point,
(b) and discussion goes around and around indefinitely,
(c) somebody says, "Well, because of this important significance
over here, we have to do something else or words to that effect,
which can be very very convincing.
They can occur between executives and executives, between executives and
juniors, between juniors and juniors.
The ONLY action that will restore order into the confusion is the re-
establishmerit of the STABLE DATUM already placed into the time and place-
the exact LRH order or statement-which will allow form and event to occur.
If the parties concerned cannot successfully re-establish the exact LRH
order as the Stable Datum on which to agree by simply looking at it again,
then they must go to their nearest LRH Communicator who will get the LRH
origination correctly duplicated either by use of duplication drills or by
request for clarification if there is a genuine query.
For any Scientologist to knowingly permit a confusion on or
misduplication of an LRH order, programme or directive to persist without
communicating about it to the LRH Comm is a serious Ethics offense against
the group and Mankind and should be handled as such where poor performance,
emergency or catastrophe results therefrom.
The number of staff members and field members who take care to exactly
duplicate and carry out Ron's intentions is very large and they are each
highly appreciated.
There is no reason why this shouldn't include all of us. You are invited
to see that it does include all of us. The LRH Cornins and Ethics Officers
particularly,
LRH:KU:Idm.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
302
Ken Urquhart CS-7 for L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1966
ADMINISTRATIVE KNOW-HOW
LEADERSHIP
Leadership is one of the most misunderstood subjects in Man's
dictionary. But it is based almost solely on the ability to give and
enforce orders.
An order or directive is necessary to bring about coordination of
function and activity without which there could be disagreement and
confusion.
In an organisation there is more than one person functioning. Being of
comparable,rank and having different purposes (hats) they can come into
conflict and disagreement in the absence of a plan or order or directive.
So, without orders, plans, programmes, one does not have an organisation.
One has a group of individuals. We see in earlier policy letters that a
group composed only of individuals cannot expand and will remain small.
Oddly enough, such a group will also remain unhappy. It will have a low
affinity with the public and each other and if you know the Affinity-
Reality-Communication triangle, you will realise that all three points drop
if one does. Agreement being the basis of Reality, you will find a group of
individuals will disagree with each other and have a low Reality on what
they are doing or what to propose and even what to do.
Most people confuse a "taut ship" with a harshly led ship. Actually
harshness has nothing to do with it. The right word is positiveness.
If a group is led by someone whose programmes and orders are very
positive, then the group has a chance of going into agreement with one
another and so their Affinity improves and so does their Communication and
Reality.
So if one issues no orders, a group will remain a group of individuals,
out of agreement with each other, will do little and will remain small or
at least nonexpanding.
Bill, of equal rank to Joe, cannot give an order to Joe nor vice versa.
Thus no orders exist between them. Occasional agreements do occur but as
their jobs are different, they rather tend to disagree on what is
important.
A person with a senior standing to both Bill and Joe can give the two an
order and this becomes the basis of an agreement.
The order doesn't even have to be liked by Bill and Joe. If they follow
it, they thus "agree" to it and being in agreement on this they get Reality
and Communication on it as well.
Even poorly thought out orders angrily given, if issued and enforced,
are better for a group than no orders at all. But such orders are the low
end of the scale,
Positive, enforced orders, given with no misernotion and toward visible
accomplishment are the need of a group if it is to prosper and expand.
The group is full of "good fellows". This does not give it success.
The group is full of plans. These do not give it success.
What it needs are positive orders leading to a known accomplishment.
Many obstacles can exist to that accomplishment but the group will
function.
We call it "leadership" and other nebulous things, this ability to
handle a group, make it prosper and expand.
All leadership is, in the final analysis, is giving the orders to
implement the programme and seeing that they are followed.
One can build this up higher by obtaining general agreement on the how,
why and what of programmes. But to maintain it there have to be orders and
directives and acceptance or enforcement thereof-else the group will fall
apart, sooner or later.
303
Positive orders and directions on positive programmes inevitably cause
expansion. Being wise or a good fellow or being liked, does not accomplish
the expansion. People in the group may be cheerful-but are they going
anywhere as a group?
So the whole thing boils down to:
Positive directions and their acceptance or enforcement on known
programmes bring about prosperity and expansion.
No or weak orders bring about stagnation and collapse.
The ideal is to have programmes with which the whole group or a majority
agrees fully. Then to forward these with positive orders and obtain
compliance by acceptance or enforcement.
But regardless of the enthusiasm for a programme, it will eventually
fail if there is no person or governing body there to issue and enforce
orders to carry on the programme.
Thus we have the indicators of a very bad executive whose group will
disintegrate and fail no matter how cheerful they are with the executive.
Bad leaders:
I . Issue no or weak orders,
2. Do not obtain or enforce compliance.
Bad leadership isn't 11grouchy" or "sadistic" or the many other things
man advertises it to be. It is simply a leadership that gives no or weak
orders and does not enforce compliance.
Good leadership:
I . Works on not unpopular programmes
2. Issues positive orders
and
3. Obtains or enforces compliance.
These facts are as true of a governing body as they are of an
individual.
A typical example of a bad governing body, at the present stage of its
formation at least, is the United Nations. It has great ideas about how
better Man should be perhaps, but
I . It issues a confused babble of orders when it issues any
and
2. It issues orders for which it can obtain little or no
compliance.
Note that it is also insolvent, at war within itself and that it has not
made a dent in its prime programme, the prevention of war.
However these things come about, they are nevertheless true. It is a
very poor governing body and far more likely to vanish than expand,
You can count completely on the fact that an executive or a governing
body that does not adhere to not unpopular programmes, that does not issue
positive orders and does not obtain or enforce compliance will have down
statistics.
And you can be sure that an executive or governing body that formulates
or adheres to not unpopular programmes, that issues positive orders and
that obtains or vigorously enforces compliance will have up statistics.
Wisdom? Popularity? These unfortunately have little or nothing to do
with it.
The way to have up statistics, a prosperous and happy group is far more
simple than complex Man has ever realized.
LRH:jp.rd Copyright @ 1966 by L. Ron Hubbard
ALL RIGHTS RESERVED
304
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 DECEMBER 1966
ADMIN KNOW-HOW
EXPANSION
THEORY OF POLICY
It is not very hard to grasp the basic principle underlying all policy
letters and organisation.
It is an empirical (observed and proven by observation) fact that
nothing remains exactly the same forever. This condition is foreign to this
universe. Things grow or they lessen. They cannot apparently maintain the
same equilibrium or stability.
Thus things either expand or they contract. They do not remain level in
this universe. Further when something seeks to remain level and unchanged
it contracts.
Thus we have three actions and only three. First is expansion, second is
the effort to remain level or unchanged and third is contraction or
lessening.
As nothing in this universe can remain exactly the same, then the second
action (level) above will become the third action (lessen) if undisturbed
or not acted on by an outside force. Thus actions two and three above
(level and lessen) are similar in potential and both will lessen.
This leaves expansion as the only positive action which tends to
guarantee survival.
The point of assumption in all policy letters is that we intend to
survive and intend so on all dynamics.
To survive, then, one must expand as the only safe condition of operation.
If one remains level one tends to contract. If one contracts one's
chances of survival diminish.
Therefore there is only one chance left and that, for an organisation, is
expansion.
PRODUCT
To expand any company needs a demanded product and will and skill to
produce and deliver it. It can be a service or an item.
If a company has a demanded product and will and skill to produce and
deliver it, it must organise to expand. If it does it will survive. If it
organises to stay level or seeks to grow smaller it will perish.
This is easily observed in nations. Whenever one seeks to remain the
same or to lessen itself it usually perishes. It need not seek only to
expand its borders. It can also expand its influence and service. Indeed,
the effort to expand borders in a nation without increasing a demand for
its influence and products is a primary cause of war. If a nation expanded
the demand for its influence and products it would expand without war. When
a nation seeks to merely expand by force of arms and does not expand the
demand for its products one gets a dark age or at least a social
catastrophe.
Rome, early on, was in great demand for its social technology and
manufacturing skill and only a cruel streak in her made her wage war to
expand. Britain, for instance, was ready to welcome Roman baskets and
pottery and art and had been demanding
305
them for nearly a century when Caesar's vicious ambitions actually wrecked
the smooth progress of Rome by enforced expansion by arms in excess of the
demand for Roman products. This was one Roman product nobody wanted-Caesar
and his legions.
Psychiatry's product of further insanity was not in demand by the people
but by the state which sought to crash people or at least hold them down.
So psychiatry expanded by government regulation not by popular demand and
so at this writing stands in danger of complete extinction, for its
influence depends utterly on "expanding" into the legislatures and
government treasuries and no expansion whatever of any demand from the
public and no product except slaughter.
The Roman Catholic Church once had a healing product, by actual
treatment and by relies and miracles and was in great demand by the public
and eventually even the barbarians. But she began to fight progress in
science and knowledge and her product turned into exported ignorance backed
by autos-da-f6 (burning heretics) and thus ceased to expand and today is
rapidly shrinking.
Buddhism, earlier than that, expanded continuously as it never sought
new extension of territory other than that of learning. Buddhism failed in
India alone because its monks became licentious, ceased to deliver true
teachings and were swept up, most likely, in India alone, by the Muslim
conquest of that unhappy country sometime around the seventh century.
Britain of the 20th Century actively sought to contract her empire and
did so to the tune of internal economic catastrophe.
SINGLE PRINCIPLE
Thus it should be obvious that contraction leads to death and expansion
to life providing that one maintains a demand for itself and the will and
skill to produce and deliver a product.
If as ours is, the product is very beneficial and if we continue to
produce and deliver the demand is assured. In this we are fortunate. And we
are also fortunate that try as they will no squirrel is ever able to
duplicate our product since one variation (that of changed brand) leads to
others and they promptly have neither product nor demand-that observation
is itself empirical. No squirrel has lasted more than 2 or 3 years in the
past sixteen years. And there have been many. That they squirrel shows
enough bad faith to drive away the public the moment the public hears of
the original.
Thus, providing we maintain the will and skill to produce and deliver we
can expand and proper expansion that will continue is possible.
All our policy then is built on EXPANSION.
It assumes we wish to survive.
And it stresses the production and delivery of a straight non-squirrel
product.
It is calculated to ensure a continued and widening demand by ensuring
that product remains good and beneficial.
The technology itself is complete but it expands also by experience of
administration of it and simplifying its presentation.
But to alter the basics of the technology will stop expansion because it
is what we are producing, not what we are building.
We are building a better universe. It has not been a good universe to
live in so far but it can be.
Our punitive force is our Ethics system and it exists to ensure the
quality of the product and to prevent the blunting of demand for the
product.
306
INTERPRETATION OF POLICY
The organisation then has all its policy rigged to expand.
It takes many things to ensure expansion.
Thus when you are interpreting policy it should be interpreted only
against EXPANSION as the single factor governing it.
Thi~ can serve to clarify questions about policy. The correct
interpretation always leads to expansion, not holding a level or
contraction.
For example, policy bars the entrance of the healing field. This is
solely because there is too much trouble with the occupiers of that field
and only outright war (with no demand) could solve them. This seems to be a
brake on expansion. It is only a brake on expanding by war in the absence
of demand. Therefore the right way to expand is to gradually build up
general public demand, let experience by the public see that we heal and
when the demand is there and howling for us, reinterpret the policy or
abolish it as a brake to expansion. As one can only expand by external
demand for the product, if one seeks to expand in the absence of a specific
demand for the product, one has war and war doesn't lead to expansion any
more than burning heretics and other brutalities expanded the Catholic
movement.
So one interprets policy against Proper Expansion that is proper.
CORRECT EXPANSION
Expansion which when expanded can hold its territory without effort is
proper and correct expansion.
Hitler (like Caesar) did not "consolidate his conquered territory". It
was not possible to do so, not because he did not have troops but because
he didn't have a real demand for German technology and social philosophy
before conquering. Thus Hitler lost his war and fascist Germany died. It is
almost impossible to consolidate territory where one was not invited in in
the first place and force had to be used in order to expand.
One can remove a real suppressive by force to ensure demand will then
build, providing he does not seek to force the product on the suppressive
and all those around the suppressive.
The suppressive, as an individual, can be removed by force because he is
an anti-demand factor using falsehood and lies to prevent demand from
occurring. But one, in removing the suppressive, has to be sure one's own
product and delivery are still correct and straight and in no way
suppressive of anything but suppressives.
Further one must leave~ at least a crack in the door and never close it
with a crash on anyone because a demand still may develop there.
The only way to start a full scale revolution is totally and thoroughly
slam the door. One must always leave a crack open. The suppressive can
recant and apologize. The pauper can by certain actions, no matter how
improbable, secure service. Etc.
In short, use force only to shut down false anti-demand factors. Yet
leave the door at least a crack open in case demand without duress
develops. Never finally shut off a possible demand.
You can stimulate demand. You can create it. But you may only
comfortably and properly expand into demand.
Removal of a suppressive only brings a potential appearance of demand
from the area he dominated. That potential, by some means, the best of
which are good dissemination and service examples, must become demand
before one can truly occupy territory.
307
Thus areas taken purely by force of arms can never be held by force of
arms in the absence of demand for product and thus demand by the area for
occupation and consolidation.
As we have a product that frees in an ultimate sense and de-aberrates
there is of course an end to the game. But it is so far ahead, embracing a
whole universe, that it requires minimal consideration.
Expansion requires area to expand into. And we are in no danger of
running out of that.
If we were dependent as nations often think they are on boundary
expansion on one planet, or into one planet's populations as companies
think they are, we would have brakes on expansions due to territorial or
population limitations alone. But we are not likely to encounter such
barriers for a period of time so long we can consider our expansion
potential as infinite-and are the only organisation that honestly can so
consider. We are not conquering land in the government sense anyway.
OVER-EXPANSION
All factors, then, in policy are rigged for expansion.
And this brings about a possibility one can be asked about, that of
overexpansion.
One can "over-expand" by acquiring too much territory too fast without
knowing how to handle it. One can conquer new territory as fast as one
wants IF he knows how to handle the situation.
There are several ways one can "over-expand". They all boil down to over-
extended administration lines in a single administrative unit.
In this one must know the principle on which the org board was
originally conceived. It is that of Thetan-Mind-Body-Product.
If there is a thetan, a mind (organisation potential not a harmful mass)
can be set up, a mind wl-dch will organise a body which will produce a
product.
If any one of these elements (Thetan-Mind-Body-Product) are missing then
an organisation will fail.
Man is so aberrated all mental actions seem to him to be reactive mind
actions. But there has to be in organisations a data and problem-solution
coordination unit in order to set up a body. (A thetan can do this without
a lot of mass, having his memory and perception and intelligence.) We have
then an Advisory Council to coordinate acquired data, recognise and resolve
problems. Above it there has to be a thetan somewhat detached from it. This
may be a higher mind (Ad Council) operating as a director to the lower Ad
Council.
The mind must operate to form a body. This body is the Mest (Matter
Energy Space and Time) and staff of the organisation.
This body must produce a product. This in the HGC, for instance, is
resolved cases.
Any smaller part of the whole organisation is also a Thetan-Mind-Body-
Product. Often the executive is both thetan and mind but as soon as traffic
gets too heavy, he must form a separate mind such as an administrative
committee or a personal staff to compose the mind. In such a smaller unit
than the whole org, there is yet a body (the staff and Mest of the unit).
And there must be a specific product. The product sometimes is absent and
sometimes incorrectly assigned but if so the unit won't function.
Over-expansion occurs only when one tries to handle the larger volume
with the same Thetan-Mind-Body-Product numbers one had before.
308
overwork.
This tells you why single practitioners can't expand their practices
without
It also tells you why some executives are upset at the idea of expansion
as they (lacking organisational insight) see it solely as overwork. They
don't see that when you expand volume and traffic you must expand the
organisation.
There is a wrong way and a right way to expand an organisation.
The wrong way is to add staff and facilities endlessly (like governments
tend to do) without adding to the organisation itself.
If you had huge affluences occurring steadily you would soon go into
collapse if you did not expand also by organisational units or branches.
In taking over a new field or area of operation, for instance, one errs
when he adds that traffic to the basic organisation's traffic.
In the presence of huge escalating affluences one must analyse what is
causing them and reinforce them. BUT one must also see what new KIND of
traffic is being added.
If one finds a new KIND of traffic then one sets up a sub-organisation
unit to handle it which is complete in itself.
If we are now getting "business men" in quantity we set up, under the
control of the original organisation:
I . a thetan to supervise it
2. a mind to coordinate it
3. a body to handle it, and
4. a new product called "released/cleared business men".
If we then were to find the now unit, struggling to form itself into 7
divisions on its own by now, gets a lot of demand and statistics on an Org
Exec Course, it must cease to gratuitously coach it and set up its
"Business Academy" teaching thc~ Org Exec Course as Dept 10, appointing a
thetan, mind, body and achieving a product "trained business men" and see
that units to support it occur in other divisions and an Ethics unit to
prevent blunting of demand and re-aberration. This can even go backwards.
One sets up in Dissem a unit called "Business Course Project Promotion
Section" and stimulates the demand and then when it is there puts in its
Department 10.
Soon all seven divisions have extra units to care for this new action,
each unit with a Thetan-Mind-Body-Product. The products are different but
they all add up to "trained business men", whether they are creating
demand, financing or servicing.
So over-expansion is only under-organisation in the main.
One can of course "over-expand" by attempted servicing in the absence of
demand causing thus losses in finance. In such a case only concentrate on
creating new demand not on servicing old demands. This by the way is the
most common error in organisations of ours. They shrink because they are
not creating new demand and concentrate only on creating demand in those
already demanding (which is lazy-easy).
New demand is expensive to develop. Thus you often see finance units
frowning on "new demand" expenses and cutting down magazines in number of
issue, not buying new mail lists, etc.
To start a new sub organisation, one sets up on the basis of potential
demand, sets up Ethics to prevent demand-blunting or bad internal service
or performance, works on increasing the demand, introduces service, sets up
external Ethics to prevent blunted demand, increases the demand by
dissemination to new. and old areas of demand, increases service, ensures
product, increases the organisation (not just staff), increases demand in
new and old areas, stiffens up Ethics, improves service facilities, etc.,
etc.
309
It's continuous expansion of volume, continuous expansion of
organisation, continuous expansion of demand. Where one lags behind the
others one gets trouble.
It is almost impossible to run a non-expanding organisation with ease.
One gets into financial crises, staff troubles and overwork. Decay has set
in. And fighting it is sure to overwork an executive. The easiest course is
to expand. Then one has the help.
Summary: In understanding policy one must understand its key and that is
expansion.
Only a Scientology organisation has an unlimited horizon. But any
organisation must expand to survive.
The only ways you can "over-expand" are to fail to expand with new
demand and keep pace with it evenly with organisational expansion as well
as numbers.
It is easier to expand than to "remain level".
Organisations and units which do not expand cannot stay level and so
contract.
Org executives and personnel are overworked only when they cannot afford
to expand and thus cannot get the help they need to do the work, quite in
addition to there being more problems made by contraction than by
expansion.
Scientology organisations are designed for expansion.
Expansion requires an expansion of all factors involved and when
something expands out of pace with the rest which is not expanding at the
same rate, trouble is caused.
Uniform expansion of demand, Ethics and service into new fields and
areas as well as old areas of operation is needful to trouble-free
activities.
Each member and unit of an organisation has a product which is
different, contributes to the whole product of an organisation.
The ultimate product of Scientology is a universe that is decent and
happy to live in, not degenerated and made miserable by suppressives as it
has been. This is accomplished by the de-aberration of individuals and the
prevention of blunted demand and re-aberration by suppressives and this is
the method of expansion.
If in these early days of Scientology we have any troubles they occurred
by an earlier imbalance of expansion.
Demand was created without handling suppressives which unequal expansion
gave us a backlog of unhandled ethics in the society. All we need do is
catch up our backlog in those organisational functions which were not
expanded when they should have been and all will go smoothly.
Any time you do not expand uniformly with all functions you get an
appearance of over-expansion by some functions. The best answer is not to
cancel the expanded functions which over-reached but to catch them up by
expanding the ones one neglected in support. You will have trouble wherever
you cut back an expansion as that is contraction. The answer, within
reason, is to advance all else to catch up to the expanded portion while
still, more calmly, expanding it.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
310
Gen Non-
Remimeo Execs SH Org Exec
couse
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 DECEMBER 1966
ADMIN KNOW-HOW
HOW TO PROGRAMME AN ORG
SAINT HILL PROGRAMMES
In past years we have had many problems resulting in programmes as
follows:
The sequence of rmjor programmes at Saint Hill:
To provide a home for LRH and family in Commonwealth area so
Commonwealth area could be organised and made self-supporting.
To provide admin facilities for LRH in Commonwealth area.
To make Commonwealth area self-supporting regardless of US funds or
customers. (Not yet resolved.)
To train technical and admin staffs for Commonwealth orgs.
To make Commonwealth outer orgs run on their income without their using
all the bills sums owed SH or Ron as part of their operating funds.
To find financial support for SH activities resulting in the SHSBC which
also accomplished the next above.
To handle Commonwealth activities and organisations and also handle US
activities. (Solved by Telex and OIC and later the Exec Div WW.)
To establish SH general broad promotion. (Solved by The Auditor.)
To provide facilities for administering critical high level Tech such as
Power Processes. (Solved by SH HGQ
To organise SH so it could be administered (made needful by '63264
collapse of multiple corporative set-up). (Solved by 7 Div System completed
by end of 1965.)
To refine the Qual Div to prevent all "failed cases", train staff and
improve Tech.
To get Reports of Tax, etc. off continual crash programmes. (Solved by
Treasurer but incomplete of any guarantee of chartered accountant
compliance.)
To get field auditors to cooperate and stop conflicts with orgs (FSM
programme).
To refine the Tech Div. (Finished about August 1966.)
To get in smooth operation on Ethics system.
To operate the Clearing Course and to assembly line Clears. (Still under
refinement but more or less complete.)
To establish and operate OT Course. (Just now under development.)
To beat back continuous attacks by suppressives in the 3rd and 4th
dynamics. (Solved by establishing Intelligence Branch.)
To train up staffs at SH and in outer orgs'by Staff Status and Org Exec
Course.
To improve the Cash-Bills ratios of orgs.
To safeguard income once earned by better financial planning.
To reform Ad Councils into representative bodies (now complete with the
formation of an Executive Council).
311
To assemble all Scn materials. (Flopped by reason of non-compliance but
lately re-instituted.)
Dictionary Project to prevent misunderstood words. (In sporadic and
jerky action to this day.)
To handle legal situations which built up by non-compliance by attorneys
internal and external in org. (Under solution by forming Guardian Legal
Branch.)
To improve and maintain affluences. (Just begun.)
To help Scientology dissemination and attack more broadly to prevent
such quantities of legal defense. (OT Activities programme just begun.)
To safeguard, continue and expand all Scientology orgs. (Worked on a
bit, not really concentrated on except for Cash-Bills and Staff Status.)
General improvement of finances. (OT Activities.)
Buildings for Scn orgs. (OT Activities.)
To establish better audio-visio educational facilities. (Barely begun.)
These have been and are the major programme steps which have been
implemented or are under development at Saint Hill since 1959 and forward
to the end of 1966.
Some of the years covered acquired names such as:
1965 - The Year of Organisation. 1966 - The Year of the Clears. 1967 - will
probably be the Year of the O.T.'s.
It will be noted that each of these programmes solved a self-evident
problem.
It must be realized then that these problems did exist.
If the problems exist again, remember there was already a solution
programme and usually it has only been dropped and the problem reappeared
because it had been dropped. The proper directive action is to re-implement
and improve the solution which is to say in the case of SH, the carrying
out of the successful programmes noted above.
Ad Councils are always advancing new programmes and often it is only an
old programme dropped out that needs re-instituting, not a new solution.
Certainly an old problem has cropped up again.
There have been other programmes of course. Many solutions to old
problems and of major importance, are found in Policy Letters. Some
programmes although necessary have never been successfully implemented.
There was the motion picture programme but it is dogged by technical bugs
and became part of the Audio-Visio programme now being attempted. There has
been the re-write of all books programme but I've been too overworked to
attempt it.
Other future, self-evident programmes will come into being. They will
only fail if earlier programmes, dropped out or not given reorganisation
when needed, bring old problems into view by exposing them. All the
problems underlying the programme solutions above still potentially exist,
held in abeyance only by the programmes.
The best way to form programmes is to isolate actual problems at any
level of operation and solve them either by removing elements that make
them or by instituting a programme. Sensible planning tends toward both
actions.
An unsuccessful programme usually will be found to be solving the wrong
problem or is itself an improper solution to an actual problem.
If you want to establish the validity of a new programme offered by
someone, ask him what problem it is seeking to solve. You ran then see if
you already have a solution to the problem, but most often you will see
that no clarified idea of the problem existed and so the solution is poor
or inadequate.
312
The common problem of an org is not the development of programmes but
failure to execute existing ones.
Another difficulty with orgs is that they often alter the existing
programme so that it no longer resolves the problem the programme was set
up to handle.A current example is magazines. Magazines exist to solve the
problem of public unawareness of an org~ An org has no space unless it is
sending out anchor points to make it. And it is in non-existence for its
Scientology public unless it mails magazines regularly. Magazines do not
develop much new public-that is another, largely unsolved, problem.
Magazines exist to continue the awareness of the existing Scientology
public. Now as these people are already aware of Scientology, the awareness
one is trying to develop is that of the org and its services. Recently
Continental magazines began to issue only Scibntology data. The ads making
the Scientology public aware of the, org were toned down and omitted and
the Cash-Bills ratio worsened in orgs. The orgs started toward non-
existence. Significantly the trend was begun by a someone who did not like
orgs but was in favour of Scientology. Issue Authority erred in not looking
at old magazines and comparing them to the current layout. There was a vast
difference. No ads in current ones. The programme had been altered.
Artists are taught to be "original" and to alter. Yet successful artists
painted the same picture their whole lives under different names. These
just seemed new.
To change, alter or drop a programme one must know what the programme
was there to solve. Just change for change's sake is mere aberration
(making the lines crooked).
It's a good exercise for a senior executive to list the problems the org
really does have. To know the programmes of an org that are in is to see
what problems an org would have if they were dropped.
It's healthy to revert a programme now and then by meticulously
examining how it was originally when it was very successful and then put it
back the way it was originally. This is done not by adjusting lines but by
looking up old magazines, old policy, old despatches and issue pieces, even
old tapes. What did it used to consist of? If it is no longer successful:
(a) the programme was altered or dropped and
(b) the org will have a problem it once had long ago, or
(c) (rare) the causes of the problem have been removed and the
problem no longer exists.
There's lots of trial and error in developing a programme. That's why
any new programme should only be a "special project" for a while, off the
org main lines really, under special management. If a "special project"
starts to show up well in finance (and only in finance), then one should
include it "in" with its new staff as an org standard project.
To run new programmes in on existing lines is to disturb (by distraction
and staff overload) existing programmes and even if good the new will fail
and damage as well existing programmes.
Provide, then, staff and money to pioneer a new programme as a "special
project". If you don't have money or staff to do this you would do far, far
better simply looking over the problems the org faces and get in the old
programmes that handled them. These are known winners and don't forget,
they cost a lot to find and prove as the thing to do. And they took a long
time.
Take the Central Files,. Letter Reg set-up in orgs. That's a standard
programme. Developed in London and D.C. in the mid '50s. If you dropped it
out, an org would fail. The problem is "how to achieve special individual
contact with existing clientele and maintain existing already developed
business." One large firm, I was told the other day, that has put in our 7
division system was stunned to find they had never contacted their existing
business clientele. They only had done businqs with new clientele. This
cost them perhaps 200,000 sales a year! They promptly put in our CF-Letter
Registrar system with a vengeance.
In their case (as in a forming or reorganised org) they weren't even
aware of the problem and so had no programme for it.
It is often the case that one can develop a programme that removes the need
of
313
I
some other programme. If one removes the factors that make the problem, one
can dispense with the programme that solves it. But this is so rare it is
non-human in most instances.
For instance, doctors are a public solution to the problem of human body
illness. If one removed this problem, one could remove the "doctor
programme" safely. That's why doctors sometimes fight us. We are thought to
be working to remove the problem to which they are a programme. One would
have to have more than a better cure. One would have to remove in the 4th
Dynamic (Mankind) the causes of illness. These would not be what people
think they are as the problem persists and so does the "doctor programme"
in the society. It can't be the right problem. Only enough is known of the
causes of illness to make the problem appear to be handled. Actually the
bad statistic of ill people is rising. We have entered the field in
research only far enough to know that suppressives make people ill but
that's a sufficient departure to make it an Ethics problem, not one in.
treatment! By extension of thds theory one might find this problem not
caused by Pasteur's geims but by suppressive groups. In that case one would
increase ethics programmes. Eventually, if this solved it, the "doctor
programme" would be diminished as no longer the only solution.
The above is not a statement of intention or a plan. It is an example of
how an old standard programme can become less important. Note that one
would have to (a) state the problem better than it had been stated, (b)
isolate causes of the real problem, (c) institute a "special project" to
handle those causes, (d) see if the problem was now better handled, (e)
abandon it if it didn't handle the problem or (f) make it a standard
programme if it did prove effective, (g) diminish the old programme.
So just dropping a proven programme (without going at it as above [a] to
[f] ) can be a catastrophe as it can let in an old problem when one already
has quite enough problems already.
Abandoned programmes that were successful are currently the main cause
of orgs being in any difficulty.
You can always make an org run better by studying old successful
programmes and getting them back in.
If you were to take the above list at Saint Hill, the major SH
programmes since 1959, and simply revert them (make them more like the
original) and reinforce them, income would probably double.
If we abandoned as few as five of these the SH org would undoubtedly
collapse.
If we added six new programmes directly into the org without seeing the
problem to be solved we could distract staff to a point where the old
standard programmes would suffer and the org would collapse.
Sometimes, even in our orgs, we enter new arbitraries which make new
problems we don't need. Those are the sources we can do without. If we
didn't routinely abolish such org-generated problems we would fade away in
a year.
Therefore we cherish and forward the existing programmes we have and
study them continually to be sure they don't "go out".
This is not a list of the problems faced at Saint Hill, it is a list of
solutions. For these programmes may accidentally be solving problems we
cannot yet clearly state.
This is not a list of all major programmes in Scientology. These are
found in the Policy Letters of past years and particularly 1965.
This is a list of the major SH programmes for use by SH executives and
as an illustration to others on how to programme and to show them that as
Scientologists we use our knowledge of the mechanics of life, problems and
solutions,, to govern programmes.
If all the problems we faced were only ours only we could of course
simply audit them out. But we exist in a 3rd and 4th Dynamic which is not
merely aberrated but quite batty. This thrusts problems on us (finance,
international ignorance and intolerance, religious and psychiatric cults,
suppressive governments, retarded or misused scientific technology, lack of
human dignity and a host of other factors).
314
currents.
We exist therefore in a rather madly tossing sea, beset by numerous counter
As we grow we can remove vicious causes that make our problems problems.
Only then can we begin to drop certain programmes as the problems will
cease to exist. But at this writing those problems do exist and holding
them in check are numerous solutions we call programmes.
Where one of our standard programmes fails through lack of recognition
We then see a problem charging in on us demanding crash programming by
higher executives.
When we let uninformed or worse people put in new arbitraries or
solutions that solve no problem we disturb old programmes and soon have
heavy trouble through unnecessary programming. (Watching a new
inexperienced Ad Council propose "programmes" is a painful experience to a
trained and effective executive. These proposed measures look silly because
they confront no real problems of the org and are dangerous because they
will distract the org from correct existing programmes of which the new Ad
Council seems blissfully unaware.)
When an org doesn't know its programmes it can get pretty silly and
deeply in trouble. If it also knows its problems it is fortunate.
But any Scientology org is rich in programmes already proven and tested
and in exact drill. If it just keeps these going it will win even if it
doesn't see the problems.
As it wins the org expands, can afford more assistance, is less under
duress. Then it can begin to examine the problems themselves (still keeping
the solution as a programme) and possibly remove some of the causes of the
actual problem. Only when the problem is gone can one drop a programme.
A Scientology org is best fitted to do this,as its staff is going up
tone by processing and is more and more able to confront and see source.
Therefore it eventually can remove the causes of its problems since it can
(a) see the problem and (b) see the bad sources which make the problem.
Until it can see, it is not safe to drop any of the solutions. And as
orgs are a channel or a way in themselves they always will have a bottom
strata of people who cannot yet see the problems and so need explicit
programmes to follow. As the lower strata moves up, a new lower strata, by
expansion, takes its place so there is no real end to programmes until the
day comes when the Universe is sane.
And that's not tomorrow or even the day after.
But we are making steady, relentless progress in that direction. Diainly
because of our programmes, well applied.
LRH:jp.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
Founder
315
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
Gen Non
Rernimec,
Execs SH
Org Exec Course
HCO POLICY LETTER OF 24 DECEMBER 1966
Issue 11
Correction and Addition
ADMIN KNOW-HOW
HOW TO PROGRAMME AN ORG
CORRECTIONS AND ADDITION
SEQUENCE OF PROGRAMMES CORRECTION
The Sixth SH programme from the top on page one states, "To find
financial support for SH activities resulting in the SHSBC which also
accomplished the next above. " This does not refer to "next above" but to
two above, "To train technical and admin staffs for Commonwealth orgs." The
Saint Hill Special Briefing Course was founded (a) to train tech and admin
staffs for Commonwealth orgs and (b) was found to be the solvency factor of
Saint Hill which was being looked for.
"Next above", "To make Commonwealth orgs run on their income without
using all the bills sums owed SH or Ron as part of their operating funds"
has only partially been solved and the SHSBC was not founded to solve it
although it helped. The 7 Div system began to solve it (financial
independence of outer orgs) but only where a good Qual Div was put in first
and all area failed or overrun cases were picked up. It is notable that
Sydney and Adelaide, reported by Auckland to have put in no Qual Div even
after 2 years of urging, were low orgs on the totem pole. Others that did
get in a Qual Div and pick up their failed cases and overruns improved very
markedly. So the solution to solvent outer orgs that could run without
using SH or Ron's income lay in (a) establishing a fine Qual Div, (b)
picking up their area's "failed cases" and also repairing all overruns, (c)
training their staffs on tech and admin in the new Qual and (d) putting in
a fine Tech Div. Those that really did that are going very well. Sydney,
which butchered cases once by overrun R2-12, evidently completely neglected
the programme and remains insolvent.
ADDITION
To make a simpler statement of What is a Programme, the following is
offered:
1. The org has a problem relating to its function and survival.
2. Unless the problem is solved, the org will not do well and may even
go under.
3. The solution is actually an org activity or drill. We call this a
PROGRAMME.
4. To find and establish a programme, one conceives of a solution and
sets it up independent of org lines with its own staff and finance as a
SPECIAL PROJECT.
5. When a special project is seen to be effective or, especially,
profitable, it is then put into the erg lines as worked out in the
"special project". bringing its own staff with it.
6. The usual place to carry a special project is under the Office of LRH
or the Office of the HCO Exec See or Office of the Org Exec Sec.
Programmes go in their appropriate departments and divisions, one to
six, not seven.
OVERHAULING A PROJECT
When a programme goes bad, gets altered to a point of unworkability or
carelessly conducted or is dropped without orders to do so, two things may
happen.
316
1. The Exec Sec (or LRH, Guardian or Asst Guardian or LRH Comm) over
that division puts the executives wl-dch 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 See (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, 1, the HCO Exec See,
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 (1) & (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 refind
these and complete cycle on them.
L. RON HUBBARD
Founder
LRH:jp.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
317
Remirneo
Starrate on all Execs
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JANUARY 1969
OT ORGS
What it takes to make an org go right is the intelligent assessment of
what really needs to be done, setting these as targets and then getting
them actually fully done.
We have all the data necessary to make orgs boom.
Therefore we find that when they don't, these faults must be present:
I . Completely unreal analysis of what needs to be done to make things
really go.
2. Cross orders-juniors setting other targets across vital targets.
3. Non-compliance with vital target accomplishment.
4. False reports on actions or false data concerning targets.
5. Failure to doggedly follow through on one action and get it done
fully and completely.
6. Distractions leading to any of the above.
MAJOR TARGET
The desirable overall purpose being undertaken. This is highly
generalized, such as "To become an auditor".
VITAL TARGET
By definition a VITAL Target is something that must be done to operate
at all.
Man's worst difficulty is his inability to tell the important from the
unimportant. "Every target is the same as every other target" is part of A:-
-A=A.
It takes good sense to be able to survey an area and find out
1. What MUST be done.
2. What SHOULDN'T be done.
3. What is only desirable to be done.
4. What is trivial.
As Man all too easily specializes in stops he tends to stress what
SHOULDN'T be done. While tl-ds enters into it, remember that it's a STOP.
STOPS ALL OCCUR BECAUSE OF FAILED PURPOSES.
BEHIND EVERY STOP THERE IS A FAILED PURPOSE.
A stuck picture or a motionless org are similar. Each has behind it a
failed purpose.
THERE IS A LAW ABOUT THIS-ALL YOU HAVE TO DO TO RESTORE LIFE AND ACTION
IS TO REKINDLE THE FAILED PURPOSE. THE STOPS WILL AT ONCE BLOW.
That law (it comes out of OT VIII materials) is so powerful it would
practically revive the dead!
It applies to orgs.
It applies to cities or nations.
When you diverge from a constructive purpose to "stop attacke', the
purpose has
318
been abandoned. You get a stop. The real way to stop attacks is to widen
one's zone of responsibility. And pour the coal on the purpose. Thus all
attacks one makes should be in THE DIRECTION OF ENLARGING ONE'S SCOPE AND
AUGMENTING BASIC PURPOSE.
Thus, in the case of Scientology orgs one should attack with the end in
view of taking over the whole field of Mental Healing. If our purpose was
this then it had to be this on all dynamics. We only got into trouble by
failing to take responsibility for the whole field!
We'll win back by reasserting that responsibility and making it good.
Targets, to that degree, are purposes.
Purposes must be executed. They are something to DO.
can't.
OT
Let~us look at the definition of OT-cause over Thought Life Form Matter
Energy Space and Time.
As one falls away from that one becomes a SPECTATOR, then one becomes an
effect. Then one is gone.
One causes things by action. Not by thinking dim thoughts.
One can be doing an IN basket as simply a spectator.
In the society today spectatorism is very common. Magazine writers,
reporters write weird pieces that look at how odd things are. The writer
doesn't understand them at all. He just watches them.
Spectatorism is not so low as total effect.
The total effect-no cause-person has mainly a case. He doesn't even
look.
Thus there is a gradient scale of OT. It's not an absolute. One is as OT
as he can CAUSE things.
One of the things to cause is target attainment. When somebody can push
through a target to completion he's to that degree OT.
People who don't push targets are either just spectators or they are
total effect.
ORGSTATE
Ai~Org is somewhere on the OT scale. Any org is. Of any kind.
An org can figure out the vital targets and push them through to completion
or it
It's a gradient scale.
An org succeeds or fails to the degree its individual executives and
staff members
can measure up to the OT formula: Cause.
Scientology orgs must become cause over their environments.
They do this by each executive and each staff member accomplishing
targets,
small and large.
Thus:
(a) if the targets of what MUST be done to operate at all are set and
(b) are carried out with no non-compliance and
(c) if no false reports are entered into it,
Then
That org is way high on the OT scale
AND IT WILL CONQUER ITS ENTIRE ENVIRONMENT COMPLETE.
That's really all there is to it.
319
One way to fail at it is do (a) with things that are so general that
they invite no
doingness.
Some guys are so bad off they set targets like "Move the Mountain"
and give one
and all a big failure. Since there's no way to do it and probably no reason
to either,
that's an SP target. So what MUST be done means just that. What is vital
and
necessary. Not what is simply a good idea.
Here's some MUST targets as examples:
A. Get Tech delivered 100% in the org itself.
B. Get the public aware of its being delivered and wanting it.
C. Get the admin machinery in to get the public in and out.
Or another series:
D. GET 10,000 trained auditors into the org field.
E. Get the public aware of the project and wanting training.
F. Set up terrific 100% snap-pop courses to handle the flow.
Or another:
G. Get a L 100,000 reserve cushion.
H. Get all Accounts staff and Executives checked out on Finance Policy.
I. Shove the throttle down on promotion.
J. Deliver fantastic service.
K. Get enough tech people in training to handle the flows.
L. Find bigger poshier quarters to handle the flow when it rises.
M. Get all staff onto the OEC to diminish flow line flubs.
You get the idea.
An exec who is just a spectator to his In basket flow is doing nothing
but cultivating Dev-T.
You can assess the situation.
You can drive targets home to full completion.
Every executive and every staff member is somewhere on the OT Scale. And
he can rise higher just by setting up the targets and plowing them through
to done, done, done.
Yes, it requires ideas. But ideas come from interested looking and
sizing it all up before you set the target in the first place.
You can even raise an org by gradients so as not to overwhelm it. Set
and make small targets. Then bigger and bigger ones.
Well, you get the idea.
It's the ORG's road to OT.
LRH:bw.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
NOTE: This Policy Letter has been corrected as per HCO P/L 23 January 1969
OT ORGS CORRECTION.
320
I
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 JANUARY 1969
(Reissued from Flag Order No. 1734,
same date and title)
TARGETS, TYPES OF
There are several VALUES of targets. Not all targets are the same value
or importance.
There are, in any org "understood" or continuing targets which came from
FOs or Pol Ltrs and Mission Orders.
PRIMARY TARGETS
There is a group of "understood" targets which if overlooked, brings
about inaction.
The first of these is
SOMEBODY THERE Then
WORTHWHILE PURPOSE Then
SOMEBODY TAKING RESPONSIBILITY FOR THE AREA OR ACTION Then
FORM OF ORGANIZATION PLANNED WELL Then
FORM OF ORGANIZATION HELD OR REESTABLISHED Then
ORGANIZATION OPERATING
If we have the above "understood" targets we can go on BUT IF THESE DROP
OUT OR ARE NOT SUBSTITUTED FOR then no matter what targets are set
thereafter they will go rickety or fail entirely.
In the above there may be a continual necessity to reassert one or more
of the "understood" targets WHILE trying to get further targets going.
VITAL TARGETS
Under this heading comes WHAT WE MUST DO TO OPERATE AT ALL.
This requires an inspection of both the area one is operarating into and
the factors or materiel or organization with which we are operating.
One then finds those points (sometimes WHILE operating) which stop or
threaten future successes. And sets the overcoming of the vital ones as
targets.
CONDITIONAL TARGETS
It is interesting that one can go into an art type "perfection" with
targets and groom up Primary Targets far beyond the need to accomplish
purposes.
You've seen chaps work all their lives to "get rich" or some such thing
in order to "tour the world" and never make it. Some other fellow sets Tour
the world and goes directly at it and does it. So there is a type of Target
known as a Conditional Target: If
I could just then we could and so accomplish This is all
right of
course until it gets unreal.
321
There is a whole class of Conditional Targets that have no IF in them.
These are
legitimate targets. They have lots of WILL in them, "We will and
then
Sometimes sudden "Breaks" show up and one must quickly take advantage of
them. This is only "good luck". One uses it and replans quickly when it
happens. One is on shaky ground to count on "good luck" as a solution.
A valid conditional Target would be
"We will go there and see if the area is useful."
All conditional targets are basically actions of gathering data first
and if it is okay, then go into action on a vital target and Operating
target basis.
This could add up like this:
CT I - Survey Lower Slobovia to see if it would be a suitable place for an
org.
This survey done, if it is positive one then goes into Primary Targets
and Operating Targets.
The Primary Targets would be
Lower Slobovia One: Appoint Local Organization Officer here for Lower
Slobovia.
Lower Slobovia Two: Form up Lower Slobovian Org-Personnel.
Lower Slobovia Three: Train up Org-Staff Training Officer.
Lower Slobovia Four: Translate texts. (Translation Section)
Lower Slobovia Five: Finance Formation. (Finance Section)
Lower Slobovia Six: Transport LS Org. (Transport Section)
Lower Slobovia Seven: Prepare LS bIdg in LS BEFORE ORG ARRIVES-LS Org
Officer.
Thus we would establish Lower Slobovia. AND IT WOULD ALL GO OFF WELL TO
THE DEGREE THE PRIMARY TARGETS WERE MADE, DONE, COMPLETED.
Primary Targets setting on Lower Slobovia would fail if some primary
target were omitted in the first place (never set) or if the Conditional
Target findings on LS were a false report.
Thus we are very hot on "false report" and very hot on "non-compliance".
OPERATING TARGETS
An operating target would set the direction of advance and qualify it.
It normally includes a schoduled'TIME by which it has to be complete so as
to fit into other targets.
Sometimes the time is set as "BEFORE". And there may be no time for the
event that it must be done "before". Thus it goes into a rush basis "just
in case".
To get all the Shoe Salesmen in Boston enrolled on a PE Course would be
an operating target. This would then go into the framework of a primary
target as to the remaining targets set.
Operating targets often look like "basic purpose". They can come before
or after primary targets. But an operating target has its own series of
Primary targets. To enroll all the shoe salesmen you need somebody in
charge of it, a PE Supervisor, literature, a handbook for salesmen, etc.
etc. which are all set as Primary targets.
Sometimes an elaborate Operating and Primary Target series falls apart
because there was no Conditional Target set, i.e. to find out if Boston had
any salesmen and which types were responsive. You might find the Operating
Target had been set with no inspection.
322
So, again, we can move backward and find that an Operating Target needs
a Conditional Target ahead of it-to wit, an inspection.
PRODUCTION TARGETS
Setting quotas, usually against time, are production targets.
These often fail because they are unreal or issued for other reasons
than production (i.e. propaganda).
As statistics most easily reflect production, an org or activity can be
so PRODUCTION TARGET conscious that it fails to set Conditional, Operating
or Primary Targets. When this happens, then Production is liable to
collapse for lack of planning stated in other types of targets.
Production as the only target type can become so engulfing that
Conditional Targets even when set are utterly neglected. Then Operating and
Primary Targets get very unreal and stats go DOWN.
YOU HAVE TO INSPECT AND SURVEY AND GATHER DATA AND SET OPERATING AND
PRIMARY TARGETS BEFORE YOU CAN SET PRODUCTION TARGETS.
A normal reason for down statistics on production is the vanishment of
Primary Targets. These go out and nobody notices that this affects
production badly. Production depends on other prior targets being kept in.
PROGRAMMES
TIME.
Programmes are made up of all types of targets coordinated and executed. ON
Programmes extend in time and go overdue to the extent the various types
of targets are not set or not pushed home or drop out.
Programmes fail only because the various types of targets are not
executed or are not kept in.
SUMMARY
You can get done almost anything you want to do if types of targets are
understood, set with reality, held in or completed.
People whose own purposes have failed often cannot either set or
complete targets. The remedy is to rehabilitate their own purposes which
then blows off the stops.
People who stop targets actively have failed so badly that they can only
think in terms of stops.
This whole subject of Targets and purposes is probably a large one.
These are just rough notes and the naming of the different types which is
itself a considerable advance.
It is of help in grasping what is going on and gets one somewhere.
LRH:sdp.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
323
L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JANUARY 1969
Issue II
(Reissued from Flag Order No. 1736,
same date and title)
PLANNING AND TARGETS
(There are at this writing 3 HCO Pol Ltrs of near date on this subject
of Targets. The area has never before been examined or written up as a
philosophic subject.)
Plans are NOT targets.
All manner of plans can be drawn and can be okayed. But this does not
authorize their execution. They are just plans. When and how they will be
done and by whom has not been established, scheduled or authorized.
This is why planning sometimes gets a bad name.
You could plan to make a million dollars but if when, how and who were
not set as targets of different types, it just wouldn't happen. A brilliant
plan is drawn as to how to convert Boston Harbour into a fuel tanker area.
It could be on drawings with everything perfectly placed. One could even
have models of it. Ten years go by and it has not been started much less
completed. You have seen such plans. World's Fairs are full of them.
One could also have a plan which was targeted-who, when, how-and if the
targets were poor or unreal, it would never be completed.
One can also have a plan which had no CONDITIONAL TARGET ahead of it and
so no one really wanted it and it served no purpose really. It is unlikely
it would ever be finished. Such a thing existed in Corfu. It was a half
completed Greek theatre which had just been left that way. No one had asked
the inhabitants if they wanted it or if it was needed. So even though very
well planned and even partially targeted and half completed, there it is-
half finished. And has remained that way.
A plan, by which is meant the drawing or scale modeling of some area,
project or thing, is of course a vital necessity in any construction and
construction fails without it. It can even be okayed as a plan.
But if it was not the result of findings of a Conditional Target (a
survey of what's needed or feasible) it will be useless or won't fit in.
And if no funds are allocated to it and no one is ordered to do it and if
no scheduling of doing it exists, then, on each separate count it won't
ever be done.
One can define Planning as the overall target system wherein all targets
of all types are set. That would be complete planning.
COMPLETE PLANNING
To get a Complete Plan okayed one would have to show it as:
(a) A result of a Conditional Target (survey of what's wanted and
needed).
(b) The details of the thing itself, meaning a picture of it or its scope
plus the ease or difficulty in doing it and with what persons or
materials.
324
(c) Classification of it as Vital or simply useful.
(d) The Primary Targets of it showing the organization needed to do it.
(e) The Operating Targets showing its scheduling (even if scheduled not
with dates but days or weeks) and dove-tailing with other actions.
(f) Its cost and whether or not it will pay for itself or can be afforded
or how much money it will make.
Complete Planning would have to include the Targets and the Plan of the
thing.
Thus, by redefining words and assigning labels to target types we can
get a better grip on this.
A Plan would be the design of the thing itself.
Complete Planning would be all the targets plus the design.
Thus we see why some things don't come off at all and why they often
don't get completed even when planned. The Plan is not put forward in its
Target framework and so is unreal or doesn't get done.
Also it's a great way to lose or waste money.
Sometimes a Conditional Target fails to ask what obstacles or opposition
would be encountered or what skills are available and so can go off the
rails in that fashion.
The whole subject of Plans, Targets and target types is new in the realm
of analyzed thought.
It is a subject to "get the feel of" and "learn to think concerning"
rather than a fully "canned" subject.
But if these points are grasped, then one sees the scope of the subject
and can become quite brilliant and achieve things hitherto out of reach or
never thought of before.
L. RON HUBBARD
Founder
LRH:Idm.ei.rd Copyright (D 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
325
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JANUARY 1969
Remimeo
TARGET TYPES
(Note: This is a developing subject, new in philosophy.
It is part of the philosophy Scientology.)
You should learn the names and types of targets for quick use and
classification of what you are trying to do.
MAJOR TARGET - The broad general ambition, possibly covering a long only
approximated period of time. Such as, "To attain greater security" or, "To
get the org up to 50 staff members".
PRIMARY TARGET - The organizational, personnel, communication type targets.
These have to be kept in. These are the terminals and route and havingness
and org; board type targets. Example: "To put someone in charge of
organizing it and have him set remaining primary targets". Or, "To re-
establish the original comm system which has dropped out".
CONDITIONAL TARGETS - Those which set up EITHER/OR to find out data or if a
project can be done or where or to whom.
OPERATING TARGETS - Those which lay out directions and actions or a
schedule of events or timetable.
PRODUCTION TARGETS - Those which set quantities like statistics.
PROGRAM - The complete or outline of a complete target series containing
all types.
While there may be other types of targets, these (more fully described
in HCO P/L 14 Jan 69, 16 Jan 69, 18 Jan 69 and Correction HCO P/L 23 Jan 69
and this one, HCO P/L 24 Jan 69) should be studied and every target set
should be classed as one or more of the above.
"Complete Planning" and "Programmes" are synonymous at this time and
PROGRAMMES is the preferred word.
L. RON HUBBARD
Founder
LRH:Idm.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
326
Remimeo
Gung-Ho
FSMs
Pub Divs
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JANUARY 1969
Issue 11
PURPOSE & TARGETS
(This is No. 5 in the Target Series)
Out of data of OT VIII has come some material that cannot be relegated
to that level. It is minor to that level but major to our operations.
The reason we are fought where we are fought is contained in its major
part in Purposes.
Purposes often fail and wind up in stop.
Stopped purposes can then be dramatized.
In Scientology we use (quite correctly) FREEDOM. While not the most
basic purpose TO BE FREE is a common purpose to all thetans.
This tends to key in (restimulate), in some persons, the stop of being
free. They themselves wanted to be free. They were stopped, they dramatize
the STOP of being free and try then to stop us. We restimulated (keyed in)
their own purpose to be free or free others and where we are opposed the
person or persons dramatizes the stop or disagreement.
Also where we not only restimulate the stop but oppose arid deny him as
well, we get an enemy.
We are then stopping stoppers. While this is necessary to save the day,
it is preventable if begun early enough.
The psychiatrist is not the only "freedom stopper" we will ever meet.
Many people who have been in healing and mental treatment in the times
before we came along had only failures. So anything offered to them
(including their own) will be looked on as a failure at best or at worst a
fraud.
That it really can be done in Scientology is not only outside their
reality but regenerated the failed purpose they have had to be free and
free others and they dramatize STOP.
While this is not the total reason (interrelations also restimulate
ethnic values meaning customs) it is a big reason for dedicated opposition
to us.
We restimulate their failed freedom efforts and they dramatize what
stopped them. So they irrationally seek to stop Scientology.
This would also be true for products of a commercial nature. It is good
advertising technology.
Freedom is one of the buttons that gets us forward. It is also the
button that restimulates the opposition into efforts to stop us.
In dissemination then to such people, theoretically one need only get
them remembering when they wanted to be free or free others to blow their
stops. But as they may have many crimes now built up on top of it some may
just spin.
But in all discussions with persons opposing Scn, one should try the
approach of getting them to remember their efforts to be free or to free
others and let them talk. As you listen you will realize they were without
Scientology to help them and they didn't have a chance.
Led in from that point you may get a very receptive person.
LRH:Wm.ci.rd Copyright 1969 by L. RonWubbard ALL RIGHTS RESERVED
L. RON HUBBARD Founder
327
Remimeo
Senior OEC
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1969
ADMIN KNOW-HOW #22
THE KEY INGREDIENTS
When we look at organization in its most simple form, when we seek
certain key actions or circumstances that make organization work, when we
need a very simple very vital rundown to teach people that will produce
results we find only a few points we need to stress.
The purpose of organization is TO MAKE PLANNING BECOME ACTUALITY.
Organization is not just a fancy complex system, done for its own sake.
That is bureaucracy at its worst. Org boards for the sake of org boards,
graphs for the sake of graphs, rules for the sake of rules only add up to
failures.
The only virtue (not always a bad one) of a complex unwieldy meaningless
bureaucratic structure is that it provides jobs for the friends of those in
control. If it does not also bring about burdensome taxation and threatened
bankruptcy by reason of the expense of maintaining it and if it does not
saddle a people or production employees with militant inspections and
needless control, organization for the sake of providing employment is not
evil but beyond providing employment is useless, and only when given too
much authority is it destructive.
The kings of France and other lands used to invent titles and duties to
give activity to the hordes of noble hangers-on to keep them at court,
under surveillance, and out of mischief out in the provinces where they
might stir up their own people. "Keeper of the Footstools" "Holder of the
Royal Nightgown" and other such titles were fought for, bought, sold and
held with ferocity.
Status seeking, the effort to become more important and have a personal
reason for being and for being respected gets in the road of honest efforts
to effectively organize in order to get something done, in order to make
something economically sound.
Organization for its own sake in actual practice usually erects a
monster that becomes so hard to live with that it becomes overthrown.
Production losses, high taxes, irritating or fearsome interference with the
people or actual producers invites and, accomplishes bankruptcy or revolt,
usually both even in commercial companies.
Therefore to be meaningful, useful and lasting, an organization has to
fit into the definition above:
TO MAKE PLANNING BECOME ACTUALITY.
In companies and countries there is no real lack of dreaming. All but
the most depraved heads of companies or states wish to see specific or
general improvement. This is also true of their executives and, as it forms
the basis of nearly all revolts, it is certainly true of workers. From top
to bottom, then, there is, in the large majority, a desire for improvement.
More food, more profit, more pay, more facilities, and, in general, more
and better of whatever they believe is good or beneficial. This also
includes less of what they generally consider to be bad.
Programmes which obtain general support consist of more of what is
beneficial
328
and less of what is detrimental. "More food less disease" "More beautiful
buildings, less hovels" "More leisure less work" "More activity less
unemployment" are typical of valuable and acceptable programmes.
But only to have a programme is to have only a dream. In companies, in
political parties, useful programmes are very numerous. They suffer only
from a lack of execution.
All sorts of variations of programme failure occur. The programme is too
big. It is not generally considered desirable. It is not needed at all. It
would benefit only a few. Such are surface reasons. The basic reason is
lack of organization know-how.
Any programme, too ambitious, partially acceptable, needed or not needed
could be put into effect if properly organized.
The five year plans of some nations which are currently in vogue are
almost all very valuable and almost all fall short of their objectives. The
reason is not that they are unreal, too ambitious or generally
unacceptable. The reason for any such failure is lack of organization.
It is not man's dreams that fail him. It is the lack of know-how
required to bring those dreams into actuality.
Good administration has two distinct targets
I . To perpetuate an existing company, culture, or society.
2. To make planning become actuality.
Given a base on which to operate, which is to say land, people,
equipment and a culture, one needs a good administrative pattern of some
sort just to maintain it.
Thus 1 and 2 above become 2 only. The plan is "to continue the existing
entity". No company or country continues unless one continues to put it
there. Thus an administrative system of some sort, no matter how crude, is
necessary to perpetuate any group or any subdivision of a group. Even a
king or headman or manager who has no other supporting system to whom one
can bring disputes about land or water or pay is an administrative system.
The foreman of a labour gang that only loads trucks has an astonishingly
complex administrative system at work.
Companies and countries do not work just because they are there or
because they are traditional. They are continuously put there by one or
another form of administration.
When a whole system of admin moves out or gets lost or forgotten,
collapse occurs unless a new or substitute system is at once moved into
place.
Changing the head of a department, much less a general manager and much,
much less a ruler, can destroy a portion or the whole since the old system,
unknown, disregarded or forgotten, may cease and no new system which is
understood is put in its place. Frequent transfers within a company or
country can keep the entire group small, disordered and confused, since
such transfers destroy what little administration there might have been.
Thus, if administrative shifts or errors or lack can collapse any type
of group, it is vital to know the basic subject of organization.
Even if the group is at effect-which is to say originates nothing but
only defends in the face of threatened disaster, it still must plan. And if
it plans, somehow it must get the plan executed or done. Even a simple
situation of an attacked fortress has to be
329
defended by planning and doing the plan, no matter how crude. The order,
"Repel the invader who is storming the south wall," is the result of
observation and planning no matter how brief or unthorough. Getting the
south wall defended occurs by some system of administration even if it only
consists of sergeants hearing the order and pushing their men to the south
wall.
A company with heavy debts has to plan even if it is just to stall off
creditors. And some administrative system has to exist even to do only
that.
The terrible dismay of a young leader who plans a great and powerful new
era only to find himself dealing with old and weak faults, is attributable
not to his "foolish ambition" or "lack of reality" but to his lack of
organizational know-how.
Even elected presidents or prime ministers of democracies are victims of
such terrible dismay. They do not, as is routinely asserted, "go back on
their campaign promises" or "betray the people". They, as well as their
members of parliament, simply lack the rudiments of organizational know-
how. They cannot put their campaign promises into effect not because they
are too high flown but because they are politicians not administrators.
To some men it seems enough to dream a wonderful dream. Just because
they dreamed it they feel it should now take place. They become very
provoked when it does not occur.
Whole nations, to say nothing of commercial firms or societies or
groups, have spent decades in floundering turmoil because the basic dreams
and plans were never brought to fruition.
Whether one is planning for the affluence of the Appalachian Mountains
or a new loading shed closer to the highway, the gap between the plan and
the actuality will be found to be lack of administrative know-how.
Technical ignorance, finance, even lack of authority and unreal planning
itself are none of them true barriers between planning and actuality.
Thus, we come to the exact most basic steps that comprise administration.
First is OBSERVATION. From beginning to end observation must serve both
those in charge and any others who plan. When observation is lacking, then
planning itself as well as any and all progress can become unreal and
orders faulty and destructive. Observation in essence must be TRUE. Nothing
must muddy it or colour it as this can lead to gross errors in action and
training.
Next is PLANNING itself. Planning is based on dreams but it must be
fitted to what is needed and wanted and what men can do, even with
stretched imaginations or misgivings. Planning has to be targeted and
scheduled and laid out in steps and gradients or one will be laying
railroad tracks that pass through oceans or boring tunnels in mountains
that do not exist or building penthouses without putting any building under
them to hold them up.
The essence of planning is COMMUNICATION and the communication must be
such that it can be understood and will not be misunderstood. For unless
those who oversee and those who do know what their part of the plan is,
they cannot execute their share and very well may oversee and do quite some
other action, leaving a monstrous gap and even a structure that ate up
their time and funds but now has to be torn down.
The next is SUPERVISION and supervision is dually needful. It serves as
a relay point to which plans can be communicated and from which
observations as reports can
330
be received; and it serves as the terminal which communicates the plans as
orders and sees that they are actually done. This gives one the genus of
the Org Board as a central ordering point which has other relay ordering
points taking care of their part of the whole plan or programme. These
points are often also the points which care for local occurrences which
must be handled and their frailty is that they become so involved with
local occurrences, oddities and purely local concerns that they do not or
can not give any attention to receiving, relaying and overseeing their part
of the main plan.
Then there are the PRODUCERS who produce the service or the structure or
the product required by the plan. Many plans are marvelous in all respects
but putting somebody there to actually DO the required actions that make
the plan real. The primary fault is to use persons who already have
projects and duties to which they are committed and, with their local
knowledge, see must be continued at any cost but who are forced to abandon
existing programmes or duties to start on this new activity, solely because
the new activity has the stress given it in orders and the old activities
are seemingly ordered left alone. Old companies and old countries could be
said to be "that collection of incomplete and abandoned projects which is
confused and failing".
Finally there is the USER, those who will use or benefit from the
programme when it is realized and completed. When planning fails to take
this element into account, only then can the whole programme fail utterly
for it, regardless of dreams, labor and expense, is finally seen to be of
no value anyway. Thus all great programmes begin with an understanding or a
survey of what is needed and wanted and a nose and value count of those who
will use it and a costing action in time, labor, materials and finance,
compared to the value of it, even if only'aesthetic, of those who will use
it in any way if only to know they have it or to be proud of it or to feel
better or stronger because they have done it.
Thus one gets the points which are the true administrative points:
1. OBSERVATION even down to discovering the users and what is needed and
wanted.
PLANNING which includes imaginative conception and intelligent timing,
Targeting and drafting of the plans so they can be communicated and
assigned.
3. COMMUNICATING which includes receiving and understanding plans and
their portion and relaying them to others so that they can be
understood.
SUPERVISION which sees that that which is communicated is done in
actuality.
5. PRODUCTION which does the actions or services which are planned,
communicated and supervised.
6. USERS by which the product or service or completed plan is used.
Administrative Systems or organizations which lack at least the
rudiments of the above system will not bring off the dream and will
accumulate an enormous lot of uncompleted actions. Not a few failures,
bankruptcies, overthrows and revolutions have occurred because one or all
of the above points were awry in an existing organization.
The amount of heroic executive overwork which comes from the omission of
one or more of these vital essential points accounts for the ulcers which
are the occupational disease of those in charge.
When some or all these points are awry or gone, an executive or ruler or
his
331
minister is reduced to an anxiety which can only watch for the symptoms of
bankruptcy or attack or revolt.
Even if so reduced, an executive who fends off disaster while getting in
a system which satisfies the above points has an enormously bettered chance
of winning at long last.
plain.
The dual nature of an administrative system or an organization now
becomes
Let us pry apart I and 2 above. The effort to hold an existing
organization together is really different than trying to get a plan into
actuality. In practice one has an organization of some sort. It has
functions and it has local concerns and problems. And it has programmes and
actions from past control centrals or which were locally generated.
To push in upon this plans which, no matter how well conceived or
intentioned, are additional to its load will cause a great deal of
confusion, incomplete projects left dangling and general upset.
To place new programmes into action, two prior actions are necessary
A. Put in a whole new system paralleling the old existing system.
B. Survey the old system and its existing programmes to preserve them,
eradicate them or combine them with the new plans.
To leave A and B undone is to court disaster. Whether one is aware of
the old programmes or the old organization or not THEY REMAIN AND WILL
CONTINUE even if only as a pile of undone, unsorted papers nobody knows
where to file or as a pile of odd unfinished masonry some future generation
can't identify or will identify with scorn of administrations in general.
New leaders are sometimes looked upon as a worse scourge than a foreign
enemy and new patterns of rule are often subjected to overthrow simply
because they did not, out of ignorance or laziness, do A and B above.
One sometimes finds a company unit or a military officer left in some
unheard of place for years, at continuing expense, guarding or nibbling at
some project in a bewildered or philosophic fashion.
The activity remained unremembered, unhandled when a new broom and new
planners entered the scene.
This can get so bad that a company or a nation's resources can be broken
to bits. The old plans, disorganized, not known, discredited, are
superseded by new plans and new ambitions. The old plans are in the road of
the new plans and the new plans prevent old plans from completing. The
result is an impasse. And the men in charge, even at the level of junior
executives, become even more puzzled and bewildered than the workers and
begin to believe no new plans can ever be done, blame the ignorance of the
populace and the cruelty of fate and give up.
All they had to do was put in a complete new parallel system as in the I
to 6 outline above for their new plans and to meanwhile preserve and
continue the old system while they survey for preservation, eradication or
combination of it. It is sometimes even good sense to continue old projects
to completion currently with new projects just to maintain stability in the
company or country and somehow find new finance and new people for the new
plans. It is often far less costly than to simply confuse everything.
332
Furthermore, all NEW and untried plans should have PILOT PROJECTS which
by test and use must be successful before one incorporates them and their
new workers into the old system as a parallel dependable activity.
A "chicken in every pot" as a campaign promise could easily succeed if
organized as in I to 6 above.
There is a lot to organization. It requires trained administrators who
can forward the programmes. But a "trained" administrator who does not
grasp the principles of organization itself is only a clerk.
At this current writing Man has not had administrative training centers
where actual organization was taught. It was learned by "experience" or by
working in an organization that was already functioning. But as the
principles were not the same company to company and nation to nation, the
differences of background experiences of any set of administrators differed
to such a degree that no new corps could be assembled as a team.
Thus it was said to require a quarter to a half a century to make a
company. But the number of ineffective bureaucracies and national failures
which existed stated clearly that there were too few skilled administrators
and too few training activities.
Man's happiness and the longevity of companies and states apparently
depend upon organizational know-how. Hiring specialized experts to get one
out of trouble is a poor substitute for knowing what it is all about in the
first place.
Organization is actually a simple subject, based on a few basic patterns
which if applied produce success.
If one would dream and see his dreams an actuality, one must also be
able to organize and to train organizational men who will make those dreams
come true.
L. RON HUBBARD
Founder
LRH:rs.ei.rd Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
333
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 OCTOBER 1969
PROGRAMMING
(Reissue of HCOB 12 Sept 1959; refer also to HCO Pol 4 Dee 1966
"Admin Know-How - Expansion, Theory of Policy" and
HCO Pol 24 Dec 1966 Issue 11 "How to Programme an Ore'.)
Dianetics and Scientology have never suffered from lack of programmes.
There have always been programmes. And there will always be better
programmes and maybe for dissemination purposes, the PERFECT programme.
But what happens to all these programmes?
Alas, 1 found out the facts of this some years ago, and out of it came
the organizational pattern which is working so splendidly in Central Orgs.
But the facts that I found out all had to do with execution of programmes.
We get a wonderful idea. It's a slayer. It will tear the tops right off
the skyscrapers and send them in for a book. And months later we wonder
what happened to this marvellous programme.
Well, I'll tell you what happened. Nobody did it.
That's the swansong of almost every programme that gets thought up. It
was great, but nobody did it....
And before you think I'm being critical of all the Staffs, I'll give you
the rest of my findings on this subject.
Programmes didn't get done because everybody was so overloaded with what
they were already doing that they didn't have a chance to start the new
programme no matter how good it was. Programmes were already in the run.
Many of these were so fundamental-such as sale of books or answering
letters to incoming preclears and students-that nobody could start on the
new programme. And as a result the new programme didn't get started no
matter how marvellous it seemed to be.
The reason Executives used to keep pulling people off post all the time
was this thing programming. The Executive had, he thought, a better idea or
was trying to carry out an old idea. And to get it going he would draft the
whole staff to do it and the basic programmes would go begging.
Do you know that nearly every function of a Central Org was at one time
a brand new wonderful programme? Well, it was. And this gradually sifting
out of activities brought us to a rather final form with one more step to
go and that step is programmes, a Department of Programmes. A Department
which can carry through new or stunt programmes without bringing the whole
place in ruins by tearing everybody off their standard programmes.
Programming is important enough to pay a lot of attention to. And there
is a lot of gen about it. And the gen all adds up to no matter how many
programmes you have, each one consists of certain parts. And if you don't
assemble those parts and run the programme in an orderly fashion, it just
won't spark off. These are some of the principles about programmes. And you
had better have them because your new HAS Co-Audit Course is a programme.
and has to be done like a successful programme. And your preclears are a
programme and have to be done like a programme. If you don't know these
facts of life, here they are:
MAXIM ONE: Any idea no matter if badly executed is better than no idea
at all.
MAXIM TWO: A programme to be effective must be executed.
MAXIM THREE: A programme put into action requires guidance.
MAXIM FOUR: A programme running without guidance will fail and is better
left undone. If you haven't got the time to guide it, don't do it: put more
steam behind existing programmes because it will flop.
MAXIM FIVE: Any programme requires some finance. Get the finance into
sight before you start to fire, or have a very solid guarantee that the
programme will produce finance before you execute it.
MAXIM SIX: A programme requires attention from somebody. An untended
programme that is everybody's child will become a juvenile delinquent.
334
MAXIM SEVEN: The best programme is the one that will reach the greatest
number of dynamics and will do the greatest good on the greatest number of
dynamics. And that, my people who want to become victims by going broke,
includes dynamic one as well as dynamic four.
MAXIM EIGHT: Programmes must support themselves financially.
MAXIM NINE: Programmes must ACCUMULATE interest and bring in other
assistance by virtue of the programme interest alone or they will never
grow.
MAXIM TEN: A programme is a bad programme if it detracts from programmes
which are already moving successfully or distracts staff people or
associates from work they are already doing. Doing that is adding up to
successful execution of other programmes.
Let us now take a squint at this all in one piece. Wrong example: We
decide to run an ad in the Hatmakers' Weekly to attract people into the PE
Course. We place the ad. We forget the time this special course is to
start. We have nobody there to answer the phone on inquiries on the Course.
We have nobody there to greet the people and make them feel at home when
they arrive. We have nobody to instruct the Course. We get a bill for
monies three weeks later that we can't pay.
Right example: We decide to hit the hatmaker trade as a source of PE. We
rule out seven other programmes in favour of this one. We have a staff
meeting on it and gen everybody in on the existence of this programme. We
see that we have made a lot of money from Co-Audit enrolments and we
earmark this to pay for the advert, for the salary of the person who will
run the programme. We appoint a special person to administer this
programme. When the advert has been placed and appears, our person
appointed to it goes on to it full time. Reception is genned again to send
all hatmaker calls to this person and to refer to this person all hatmaker
bodies. All persons who may also be acting as Reception are genned with
this data. The person appointed doesn't sit back to wait for the business
to come in. This person reaches for hatmakers with letters and phone calls.
This same person that has been contacted by the hatmakers is then on deck
the zero hour evening to greet them all and get them into their seats and
make sure the instructor is there and to instruct it himself if no
instructor appears. If the programme is sweepingly successful in terms of
new enrollees, then we make sure we leave the person appointed for it in
the first place right on duty pushing hatmakers into the PE. And we have a
programme. And it was successful. And we got somewhere.
A pitiful wrong example of the above was when I was running the first Am
College PE as the experimental set-up some years ago. We started to get in
longshoremen by the squad. And they brought in other longshoremen. The
person in charge thought longshoremen were low cast and tried to get
intellectuals instead, thus switching off the programme. You never saw a
programme dwindle quite so fast as the longshoremen did. The correct action
would have been to notice that longshoremen were responding heavily and to
put somebody maybe even out of their ranks onto the payroll to pressure
away at longshoremen. A million pound programme was let go up in a puff of
nowhere.
A wonderfully right example is the Director of Processing staff auditor
set-up of a Central Organization. That was once just a programme. It
prospered. It's still with us. Every field auditor looks at it with envy
and snarls and tries to copy it. But he doesn't programme. He is doing
everything else in the shop. He can't programme a special clinic drill with
his attention everywhere at once. It's now thoroughly against the law in a
Central Organization to let a Director of Processing take preclears. That's
how far it goes. And we get wonderful results and, all is well and the only
squawks you hear about HGCs are from pure green-eyed jealousy or maybe an
occasional real goof that the Central Organization jumped on days before
anybody else did.
Programming requires execution. It requires carry-through. It requires
judgement enough to know a good programme and carry it on and on and to
recognize a bad one and drop it like hot bricks.
There's nothing wrong with the will to do amongst Scientologists. Now
let's see if we can't up dissemination by adherence to good, steady
programming that wins.
LRH:rs.rd Copyright (D 1959, 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: This Policy Letter was also earlier issued as HCO P/L 20 August 1969
with abbreviation of the words Director of Processing to D of P,
Organization to Org, Preclears to PCs, and Department to Dept. The above
issue eliminated these abbreviations.]
L. RON HUBBARD Founder
335
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 MARCH 1965
Issue 11
POLICY: SOURCE OF
According to Webster's New World Dictionary:
POLICY., Political wisdom or cunning; diplomacy; prudence; artfulness.
Wise, expedient or crafty conduct or management. Any governing
principle, plan or course of action.
The last definition is the one we use.
According to the World Book Encyclopaedia Dictionary, the one we most
use (published by Field Enterprises Educational Corporation, Merchandise
Mart Plaza, Chicago, 54, Illinois, USA):
POLICY: A plan of action; way of management. Practical wisdom;
prudence. Political skill or shrewdness. Obsolete-the conduct of
public affairs; government.
The sense in which we use policy is the rules and administrative
formulas by which we agree on action and conduct our affairs.
A "policy letter" is one which contains one or more policies and their
explanation and application.
It is issued by the Hubbard Communications Office, is written by L. Ron
Hubbard or written (more rarely) for him, has the agreement of the
International Board and is basic organizational law in organizations.
A "policy letter" is not Scientology org policy unless written or
authorized by L. Ron Hubbard and passed as a resolution or covered by
blanket resolution of the International Board and issued or published by an
HCO. It is not policy if any of those steps are missing.
The International Board is composed of three Board Members, L. Ron
Hubbard, Chairman, Mary Sue Hubbard, Secretary, and Marilynn Routsong,
Treasurer. It is the controlling board of Scientology.
The Chairman, Hubbard Communications Office and HCO Secretaries and
staffs compose Division I of the International Board and all orgs.
The Secretary and all Organization Secretaries (US and Saint Hill) or
Association Secretaries (Commonwealth and South Africa) and their staffs
compose Division 2 of the International Board and all orgs.
The Treasurer, Assistant Treasurers, all accounting executives, and
assistants for Materiel and their staffs compose Division 3 of the
International Board and all orgs.
Policy for all divisions and orgs is made as above.
There are no other boards or board members, individual board members,
officers or secretaries with the power of issuing policy. Boards issue
Resolutions. Individual board members or officers can issue directives,
general orders, and orders. These expire .if not re-issued as policy.
Other officers issue Administrative Directives in place of policy
letters but these may only forward policy.
Secretarial Executive Director orders apply mainly to personnel or local
conditions, expire in one year if not stated to expire earlier, may only
last one year in any event.
Policy letters apply broadly to all orgs and Scientologists without
exception.
336
Almost all policy has been developed by actual experience.
The only way policy can be changed is by writing up a policy letter in
full and sending it to L. Ron Hubbard for approval or disapproval.
Policies cover hats, duties, lines, procedures, rules, laws and all
other aspects of Scientology activity except technology.
Technology is covered in HCO Bulletins.
HCO Bulletins are written by or (more rarely) for L. Ron Hubbard and are
issued by HCO and HCO Secretaries. They do not require sanction by the
International Board.
No one else may issue or authorize an HCO Bulletin.
HCO Bulletins are recommended technical data. Certificates are awarded
on the data contained in them and violation of it can therefore cause a
suspension of the certificate. This is the main power of the HCO Bulletin.
An HCO Bulletin becomes policy only if mentioned in a policy letter.
A book may become policy if made so by a policy letter.
HCO Policy Letters are printed or (more commonly) mimeographed in green
ink on white paper. This colour combination may not be used for any other
releases in Scientology. Reprinted policy letters sometimes appear in
magazines in black ink on white paper but they are not the original.
HCO Bulletins are printed or mimeographed in red ink on white paper.
This colour combination may not be used for any other purpose in
Scientology. Reprinted HCO Bulletins sometimes appear in magazines in black
ink on white paper but they are not the original.
Committees of Evidence are called for in any violation of the publishing
or counterfeiting of an HCO Policy Letter or an HCO Bulletin or their
colour combinations or signatures.
The only other official paper from L. Ron Hubbard and HCO is the HCO
Executive Letter, usually a direct executive order or a request for a
report or data or news or merely information. It is not policy but should
be answered if an.answer is requested. It is blue ink on green paper.
Using the colour combination for any other purpose or counterfeiting one
calls for a Committee of Evidence.
See EDs and HCO Executive Letters are basically LRH comm lines but are
used by International Board Officers also if authorized~
The other Divisions (2 and 3) have other means of comm, with other
colour flashes.
If it is not in an HCO Policy Letter it is not policy.
Letters.
HCO Policy Letters do not expire until cancelled or changed by later HCO
Policy
No officer or Scientology personnel may set aside policy even when
requesting revision.
LRI1Jw.rd Copyrighti'-~ 1965 by L. RonWubbard ALL RIGHTS RESERVED
. L. RON HUBBARD
337
Gen Non Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1965
DIVISIONS 1, 2,3
THE STRUCTURE OF ORGANIZATION
WHAT IS POLICY?
The only reason anyone fights good policy is they're too stupid or too
inexperienced in an org to understand it. Unable to grasp it, they are too
lazy to work at trying. They miss words, don't see reasons, imagine
situations are otherwise and in general can't grasp it. So they try not to
use it or dream up their own. People with bad study histories can't grasp
policy. For policy also follows the rules of study.
Therefore never put a person with bad study history on a key executive
post. They can't grasp policy as they can't study it either.
Only personnel with quick study histories, fast passages through
courses, can be counted on to put in an org or department pattern and keep
it wheeling. The others are too involved in their own troubles and too
imperceptive to be of any use in making an org boom.
Such people do however sometimes have a use even when not straightened
up. They do well in pioneer areas where they have to do it all off the cuff
and where their very inability to accept anything causes them also to
refuse defeats and discouragements. Their inability to grasp a situation is
often of benefit when bravery is required. This does not however excuse
efforts to make them more capable and as they grow older and more
experienced, they will also become brave and quick and will follow policy.
Following policy is a matter of grasping situations and knowing policy
well enough to apply the right policy to the right situation-where no
policy covers, an experienced, quick person can easily extend the idea of
general policy to cover it, knowing it isn't covered.
The dull person has never even grasped basic general policy and so
confronted with usual or unusual situations alike, can't find any policy to
cover anything and so acts in any old way.
On the other hand, policy, to fit and be of benefit, must be itself born
out of great insight and familiarity with the facts. Government policy is
usually written by clerks who have never heard a shot fired in anger.
Therefore almost all current government policy is completely silly. Nobody
can apply it as it fits nothing and just gets everyone in trouble.
Therefore a quick person with good judgement in the field and in the real
situation can get through only by following his own policies and insights.
This, is easily mistaken for a dull person acting against policy that is
good.
But even dull policies provide wide agreement as a basis for work co-
ordination and so something happens on a larger scale. Individual policy
making on every post is the definition of chaos. Thus even bad policy is
usually more workable than individual policy and can make stronger orgs.
Brilliant policy based on experience of course can cause orgs to zoom.
We conclude then that where we see a person constantly off policy in an
area that has worked well when on policy, that we must act.
Where we have a large organizational scope we must have workable policy
that is followed. For just lacking policy good or bad and lacking its being
followed, we stay small by definition.
NO POLICY EXISTING MAKES SMALL NON-EXPANDING DEPARTMENTS OR ORGS.
POLICY GOOD OR BAD EXISTING BUT NOT FOLLOWED MAKES CHAOTIC DEPARTMENTS
OR ORGS AND CAUSES SHRINKAGE.
GOOD POLICY BASED ON ACTUAL SITUATIONS EXPERIENCED FOLLOW-
ED WELL MAKES AN EXPANDING DEPARTMENT, ORG OR CIVILIZATION.
338
The smaller the org, unit or department the less policy is needed.
Reversely, the less policy is used the smaller will become the org, unit or
department.
One can always safely assume, when policy is available, that non
expansion is the direct result of the policy remaining unknown or not
followed. The steps to take are therefore:
Expansion formula:-
1. PROVIDE GOOD POLICY.
2. MAKE IT EASILY KNOWABLE.
3. BE STRENUOUS IN MAKING SURE IT IS FOLLOWED.
This is the most broad possible formula for expansion.
Profitable expansion of a unit, department, org, company, empire or
civilization depends utterly on the above formula being applied.
If it is well applied, literally thousands of other impeding factors
drop into unimportance.
This applies to anything, even a person, but the bigger the number of
individuals involved the more rigorously it has to be followed.
The bigger the size of the activity concerned (the more people involved
in it) the more damage can result from failures to follow policy.
Thus orgs or companies which halt expansion mysteriously only need to
have more policy, or to make policy more easily available or to be more
vigorous in requiring it to be followed.
Policy is a guiding thing. It is composed of ideas to make a game,
procedures to be followed in eventualities and deterrents to departures.
The basic policy of an activity must be the defining and recommending of
a successful and desirable basic purpose.
Take a Navy, to get a more distant comparison. If a Navy has the basic
purpose of defending a nation and its citizens and expanding their scope,
and if the policy is the guiding principle behind all other policies and if
these in turn are developed from experience and made known and followed,
then oddly enough even new inventions or new philosophies of state could
not prevent that Navy from doing its job and expanding the nation. The US
Navy might very well have won the war with Japan in its six weeks if those
who headed it in Washington had not been mere political puppets subject to
every Congressional and Presidential whim. The text books were very clear
about what the Navy should do. But King, Nimitz and Short, the Admirals
involved, had been chosen by whim, favoritism and capacity for liquor, not
by raw statistics of "good Navy activity". They had been trained at an
Academy where the basic principles of "Good Navy" and raw statistics on
personnel had not been used to choose an Academy head or Instructors. So
King, Nimitz and Short, as Admirals listened to current political rumours
or whims (being only confirmed in political not naval policy) and so let
Pearl Harbour happen. How? Their own naval text books said "During times of
negotiation with an unfriendly state, the position of the fleet should be
at sea, whereabouts unknown." That is line one of the Navy textbook on
Tactics and Strategy. Where was it? In Pearl Harbour during many days of
hostile negotiation between Roosevelt and the Japanese-the most dangerous
naval rival. Where were King and Nimitz? At a cocktail party with the
politicians. Where was Short? Giving his all ashore, having given his men
full weekend liberty and having ordered all ammunition stowed below for a
coming Admiral's inspection. So Pearl Harbour could happen. But did the
humans learn? No. True, Short, acting on his Washington orders
notwithstanding, was removed and eventually court-martialed. But King and
Nimitz took over the whole Navy for more than four heartbreaking years of
"promote by political whim" "what policy?" and defeat in battle after
battle until aircraft turned the tide of war and the army and an atom bomb
finally finished it. Now the Navy'is really no more. A few subs. A few
patrol ships. The rest in mothballs. People think the Navy is small now
because of new weapons. No, it is small because it (a) didn't clearly
express its basic purpose, (b) didn't educate its people well in the policy
it did have, (c) let political opinion shift it about, (d) chose its
officers by rumour, cabal and social presence and (e) forgot its texts when
the emergency loomed. Result, long war, now no Navy with anything-officers
palling with men, ships in the bone yard. Could the Navy have done its job
in 194 1? Yes. Had its original policies regarding officer training and
339
selection been followed ruthlessly despite all politics over the years,
King, Nimitz and Short would not have been in charge or would have acted by
policy had they been. The fleet would have been at sea during negotiations
and the strike on Pearl Harbour would have been a Jap bust. The fleetwould
have been there to knock out the Jap in his own home ports. The war might
have ended with Japan in the first six weeks. The point is not whether it
is good or bad to have a Navy. The point is that here is an actual
organization and an actual occurrence.
Therefore one can learn that:
An individual, species, organism, organization, to succeed, survive and
expand in influence must have a formulated BASIC PURPOSE.
To keep beings from growing, the reactive bank is almost entirely made
up of false and booby trapped purposes. Thus we can see that, by its having
been impeded so thoroughly in past ages, the idea of having a personal or
organizational or group basic purpose, is an extremely valuable one.
Without one expressed or unexpressed, a being or an organization or
group without one doesn't grow but shrinks and becomes weak-in this
universe nothing can remain long in an unchanging state. Given a
potentially successful basic purpose that is acceptable to the being,
organization or group, one can then formulate POLICY.
POLICY is a rule or procedure or a guidance which permits the BASIC
PURPOSE to succeed.
The basic purpose runs through time. When it is impeded, distracted
from, not complied with, thwarted or stopped, a state of failure of the
basic purpose occurs in greater or lesser degree. Sometimes challenges to
it cause it to strengthen but only when the challenges are consistently
overcome.
A being, organism, organization, group or species or race learns in
forwarding its basic purpose or meeting challenges to its basic purpose
certain lessons. Certain procedures or courses of action, rules or laws
were conceived at times of stress and some of them were successful. Those
that were not successful or helped the opposition were bad. Those that were
successful forwarded of course the basic purpose and were good.
The successful ideas or procedures that assisted the basic purpose were
then dignified by the status of proper ideas, acts, procedure or policy.
Those that were unsuccessful in assisting the basic purpose became bad
policy.
Ideas or procedures that distracted from or balked the basic purpose
were called
offenses.
Things, groups, other determinisms that challenged or sought to stop or
refused to comply with the basic purpose became enemies or opposition.
Therefore Policy is derived from successful experience in forwarding the
basic purpose; overcoming opposition or enemies, ending distractions and
letting the basic purpose flow and expand.
Policy laid down which is thought up independent of experience in
similar situations is either the result of great foresight and is
successful or it is simply stupidity, in that it seeks to handle situations
which will never exist or if they do, won't be important.
Policy based solely on bad rumours, unverifie~, whic ' h may or may
not reflect
actual existing conditions or which is laid down at the insistence of some
self-interested person or minority without taking the rest of the group
into account
is very destructive policy simply because it does not match the conditions
which
actually exist and so, in itself, may impede or distract from the basic
purpose. An
example of this is legislation by legislators who, otherwise uninformed,
act because
of pressure groups, minority riots or simply sensational press that seeks
not
legislation but simply to feed the appetite of a disaster hungry public.
If bad policy or laws or actions based on rumour rather than raw facts
become too frequent and general, then the basic purpose of a being,
organization or group becomes itself distracted, smothered and forgotten
and the result is shrinkage, loss of power, death and oblivion. X1though it
is often too late when bad policies or pressure group laws have been the
order of the day to slash them all from the books and exhume the basic
purpose, the action of sweeping away unreal, inapplicable and impeding laws
and policies which were based originally on rumour and bad sources can
340
have the effect of rejuvenation on a being, a group or an organization
which has begun to die. Periodic sweep-outs of antiquated and didactic laws
(rather than general concepts and sub-purposes) must be undertaken by a
being, organization, group or race or species. However, such an action must
be carefully done, selecting only those laws or rules which came into being
because of pressure groups or infrequent enemies or which were derived from
no experience. And before throwing any policy away one must carefully
examine its history to see if it is still restraining an enemy or
forwarding some sub-purpose. For throwing away a lot of lessons could also
collapse the forward thrust of the basic purpose which has "gotten this far
for some reason."
SUB-PURPOSES are the purposes of the various sections or parts of the
being,
organism, group, race or species which forward the basic purpose. They must
amplify,
qualify and/or describe the action or procedure of the part of the whole in
a brief and
crisp way so as to hold them in function in their support of the basic
purpose. They
could also be called, the PURPOSE OF A PART OF THE WHOLE, or as we use
them,
the purpose of a post, unit, department or an org with a special function.
When one
hears of the PURPOSE of his hat or section, unit, department, org or
Division, he is
observing the SUB-PURPOSE of a part of the whole organism which is vital to
the
action of forwarding the BASIC PURPOSE of the movement. Indeed he may never
know what the BASIC PURPOSE really is and only know the SUB-PURPOSE of his
own hat, section, unit or department. However, by studying the various SUB
PURPOSES of several hats or sections he could probably figure out the SUB-
PURPOSE
of the Department and by studying the various SUB-PURPOSES of the
departments of
an org he could probably guess at the BASIC PURPOSE of the whole being or
organization or movement. If study of SUB-PURPOSES either fails to locate
any or
ends in being unable to relate them into any large PURPOSE, one is of
course studying
a disorganized movement. I
. One can change a SUB-PURPOSE (cautiously indeed) or add parts with new
SUB-PURPOSES, and leave a movement (a) unaffected, (b) increased in scope,
or (c) decreased in size and influence.
One can, up to a point, add Policies on and on, limited only by the
ability to get them known and leave an organization or movement (a)
unaffected, (b) increased in readiness to meet emergencies, or (c)
crippled. The wisdom of the policy and whether or not it was a successful
solution to some actually possible confusion or crisis determines whether
or not it should be added or deleted. Foresight plays a large role in
formulating a SUll-PURPOSE or a Policy. These two are never wholly the
product of chance or experience; indeed they may be 80% wise foresight and
20% experience and still be good useable SUB-PURPOSES or Policies.
Twentieth Century Science sought to discount wisdom entirely and beings and
organizations were educated or developed with no SUB-PURPOSES whatever and
all policies were developed either by clerks, teachers or legislators
inexperienced in any part of life or were taken from past experience only
with no refinement of any wisdom. The failures of governments and systems
and races in the first half of the Twentieth Century were wholesale and the
wars frequent and senseless.
Personal, state, or organizational or social chaos results from adding
parts with no well defined SUB-PURPOSES, enforcing Policies based on rumour
or taken from the data of mere theoreticians in their ivory towers, an
irresponsible press or legislators in their self-interested heads and smoke-
filled rooms. A study of how the pressure groups, clerks, theoreticians and
irresponsible press and duly elected but completely unselected and
uneducated legislators destroyed individualism, states, businesses,
civilizations and races would be only a study of how not to organize and
survive, how to ignore, abandon or discredit all basic purposes, sub-
purposes and successful policies. The scene was one of indescribable chaos
that filled one with protest and dismay. If there was a wrong way to do
things it became the order of the day and youth went into a complete
apathy, purposeless and drifting and the world began to die a little each
day, the mental hospitals became flooded, life ceased to be any fun at all.
Things are not always like this and indeed don't have to be.
Mismanagement or misgovernment of self, an organization, group or state
would then consist of failing to forward the BASIC PURPOSE, not grasping
and specifying SUB-PURPOSES, and not experiencing and formulating policies
to, strengthen successful ideas or actions that forward the Bake and Sub-
Purposes and impede ideas or actions that retard them and not recognizing
actual enemies or oppositions or planning and carrying out successful
campaigns to handle them. Failing in any of these actions the individual,
group, organization, state, civilization, race or species will falter, fail
and die.
341
, Recognizing the Basic Purpose, supplementing it with Sub-Purposes for
the parts of the whole, and learning and enforcing the policies which bring
success, spotting actual enemies or oppositions and planning and carrying
out campaigns to overcome them, removing distractions, rewarding the
forwarding of Basic Purpose and SubPurpose and penalizing actions which
retard, an individual, group, organization, civilization, race or species
survives, gets better, lives on higher and higher planes.
The game of life has the formula of having and forwarding a Basic
Purpose and supplemental Sub-Purposes.
This is done by the Formula of Policy which consists of:
Conceiving, recognizing, testing and codifying successful ideas,
actions and procedures that forward the Basic Purpose and retard its
opposition;
2. Making these policies known and in greater or lesser degree
understood; and
3. Getting these policies followed.
If in (3) policy is to be followed, there must be discipline, but even
more important, there must be ways of choosing personnel other than by
sloppy rumour or social presence.
Personnel can only be chosen on raw statistics supported by ample data
containing figures. If the raw data is good, then one assumes that basic
purpose is being forwarded as it is meeting with success. The raw data
already has a curve in it as it is tabulated against the success of basic
policy. So the person whose raw data is good must have been forwarding
basic purpose, therefore must be either a screaming genius at originating
ideas that forward the Basic Purpose or a wizard at knowing, applying and
following policy. Either way he or she is worth all the diamonds of
Kimberley.
Such a person will inevitably rise in the organization or group if raw
data alone is observed in selecting and promoting personnel.
If the person is a screaming genius at originating policy and has not
made enough errors to reduce his successful raw data, and has stayed on-
policy otherwise so as not to reduce the effectiveness of those around him,
he will eventually rise to a level which makes policy and the whole
organization will benefit. Similarly a person who grasps and follows policy
very well and forwards the Basic Purpose well and who is very capable will
sooner or later rise to a position of trust that safeguards against
sweeping changes that will retard or crash the group or organization and so
is vital at higher levels.
Out of these two general types of being one gets the leadership levels
of a movement. But they will never arrive at all if those in charge ever
use anything but statistics in judging them since their very success will
cause enough cabal to influence high levels against them if these high
levels ever use fragmentary rumours or opinions in handling personnel.
RAW DATA means assembled but otherwise unevaluated data. It is
"uncookeX' and "unflavoured" and "untouched by human hands". It, in short,
is uncontaminated or unchanged data. It is native and natural and
unspoiled. And the only data that answers those qualifications is
statistical data. "How many or how few and how much or how little in what
time." That is the only data that a senior official in a group,
organization or state ever dare use in selecting and promoting personnel.
The "state" of the person, the "result of his tests", "the examination
figure" are all useless to a senior official deciding upon who to promote
or pass over. His decision will be wrong in exact proportion that he
permits opinion to enter and raw data to drop out.
Introducing opinion into personnel selection is a study of "how crazy
can one get." How much liquor a man can hold, how acceptable socially is
his wife, his breath, his taste in ties are all completely disreldted data.
For how does anyone know at the top really what the environment is now like
at the bottom? Maybe that lovely music room-board room requires a pink
necktie, a purring wife and endless capacity for drink, but is that the
organization's environment? It is not! Maybe the organization's environment
demands an allergy to liquor, a complete tart for a wife, overwhelming
breath and neon ties. And maybe tomorrow's board level will too! The world
changes, it does not become softer. Only some people do.
The psychiatric or school test alike are written and administered by
people in ivory towers who again have no contact with the organization's
real environment.
342
Statistical as they may try to be, such tests are utterly worthless. They
are not on-the-job statistics. They are classroom or laboratory statistics.
They are definitely cooked data. And when used for personnel and promotion
they cook a lot of careers. And by putting eggheads on post, they cook a
lot of parts of an org if not the whole thing. They have some small value
in determining someone's quickness or slowness, but the conditions are too
unreal and the necessity level of real environmental emergency is missing.
It's like a plane crash synthesized in bed. No jolt. So, poor (but not the
worst) of cooked data.
Maybe the working environment demands a dumb guy who is too slow to
panic at awesome futures! Yet bright enough to see what policy applies.
When men with small experience in it can qualify to run the world, they can
only then administer tests to advise who should run it.
Only statistics that represent action and accomplishment are fair tests
of ability and who deserves promotion or the gate.
Therefore the only organization that is a sound organization is one
WHOSE EVERY ACTIVITY can be tabulated by statistics.
If you wish to reorganize you must do so with an eye toward "Can this
post (dept or Division) be statisticized?" Any body of people such as "the
typing pool" or "the instructors" must be broken down to individuals one
way or another. One has three things then that must be tabulatable: (a) the
individual, (b) the part and (c) the whole. Each of these must be so
organized as to be capable of being seen through accomplishment or lack of
it. Only firds is fair organization. All other types are unfair, will not
select out leaders or good workers and subject these to the enturbulence of
the lazy or those with other philosophies to fry.
If you have any other type, people are promoted or fired by rumour, back-
biting or common brag and either type has only liability. In using them one
destroys empires and every great civilization that is dead died because
opinion and rumour were the key causes of personnel changes.
It is unfair to every decent staff member to have an org that cannot be
tabulated by relative income, work or traffic.
The common way of the dead and dying past was to put some fellow in
charge and, then shoot him or reward him if things went wrong or well and
neglect the rest. This works unless a society only protects the man at the
bottom and routinely weakens the man at the top. When that happens, the
system is useless. Only by chance do things go well. So chance is added to
rumour as the means of promotion or the gate. No wonder the Asiatic, a
member of our oldest civilizations, says "Fate!" and explains it all. He
had too many rulers who ruled by rumour or chance or didn't rule at all.
And so the power died. Only when you can find out who did which or why can
you be just. And only when an organization can be fully viewed top to
bottom through raw data of how much or how little can individual show be
rewarded and individual nuisance be weeded out.
REALITY
Reality in policy, in orders, in advice depends upon either great
insight or great experience. Combining both gives great success.
'But no matter how great the insight may be, viewing the actual
condition is a vital step to resolving it. Remote solutions not based on
experience or close inspection are usually unreal.
Therefore no orders should ever be issued without data and experience
and insight. Data comes from tabulation of actions and amounts in
organizations. Experience comes from working in similar or parallel
situations. Insight comes from the ability to observe coupled with the
courage to see and the wit to realize without any thought of personal
importance.
Therefore, the soundest leadership comes from the most extended
experience and intimate knowledge of that or parallel circumstances.
Leadership without this will lack judgement.
Remote leadership is best when it itself is involved close to its hand
with the same problems. Therefore remote leadership must have under it
similar organizational problems and traffic at home that exist at the
remote point. Then understanding is quick and solutions are real.
343
For one organization to command another, they must be similar.
Management labour problems evolve from the communication formula
"CauseDistance-Effect with Intention at cause, Attention at effect, and
Duplication". A board room is not a macl-dne shop. The machinists seek to
duplicate the board or refuse to. If they fail to they always refuse to.
Thus only a working org of similar pattern can command a working org.
The commanded org will always seek to follow the pattern of the
commanding org and duplicate what it thinks the commanding org consists of.
A great tension exists at all points of non-duplication. This tension stems
from the effort to duplicate. If foiled trouble or breakage will occur at
that point. Where the subordinate org is unable to duplicate what it thinks
exists at the senior org then it suffers an ARC break of greater or smaller
magnitude. Patterns, officer authority, comm lines, all must be similar.
Size is not important in this. Org pattern is. If the subordinate org has
any hope of ever attaining the size, and if the purposes, pattern and
policies ate the same, that is enough. ARC will remain high, execution will
be good and expansion is assured, providing of course that the basic
purpose is good in the first place.,
1
EXPANSION
All that is needed to expand an org or its business, given a good basic
purpose and an area to expand into is the knowledge of the expansion
formula:
DIRECT A CHANNEL TOWARD ATTAINMENT, PUT SOMETHING ON IT, REMOVE
DISTRACTIONS, BARRIERS, NON-COMPLIANCE AND OPPOSITION.
The basic formula of Living (not Life) is:
HAVING AND FOLLOWING A BASIC PURPOSE.
Thus expansion is an increase in living. To increase living and raise
tone and heighten activity one need only apply the expansion formula to
living. Clean away the barriers, non-compliance and distractions from the
basic purpose and reduce opposition and the individual or group or org will
seem more alive and indeed will be more alive.
All an executive has to do to expand a part or the whole of an org is to
divine the basic purpose, divine or issue the sub-purposes, point out ail
area to expand into and then remove the distractions from, barriers to and
non-compliance with the basic purpose, and sub-purposes and put something
on the channels that augments existing impulses and expansion will begin.
It will be successful to the degree that the basic purpose is good, the sub-
purposes real and the policies are taken from real experience and
interpreted by persons facing similar current problems.
By the process, thereafter, of just removing barriers, distractions and
non-compliance expansion can be accelerated to a point where it overwhelms
all hostile efforts to contain it and the result is extremely gratifying in
terms of expansion at velocity. It seems completely magical. For life
instantly appears.
One must remember to channel a basic purpose. A channel has two
boundaries, one on either side of it. These must exist in an org. They
consist of discipline of those who would distract or stray or wander or who
help the opposition or suppress the basic purp9se or sub-purposes or who
cannot seem to learn or comply with policies or orders. Discipline must
only be aimed at the above and where it is random or doesn't serve to
channel, then it itself is a distraction or a barrier and will breed non-
compliance. But when entirely absent the force is let to wander and
expansion does not occur. Discipline must be precise, known, uniformly
applied and inevitable when the rules are broken. Those who do their job
welcome it as it helps keep others from preventing them from working or
acting or complying or getting their own jobs done.
L. RON HUBBARD
LRH:jw.rd
Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
344
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 MAY 1965
Gen Non-Remimeo
CANCELLATION
MIMEO DISTRIBUTION CHANGES
(SEC ED DISTRIBUTION)
HCO Pol Ltr 29 April 65 is cancelled.
SEC ED Distribution remains the same as before.
Putting it into the Mimeo line at Saint Hill slowed it.
It is desirable that a SEC ED is broadly distributed to a staff and that
SEC EDs of broad interest be distributed Internationally.
However our old system was best.
HCO steno releases the SEC ED as fast as possible with a seal and her
initials on it.
Cabled SEC EDs are instantly made up and issued on receipt FAST.
Distribute as best you can, just be sure it's effective.
On Airmail SEC EDs we'll try to send you enough for your staff.
'If we don't, distribute it as broadly as you can.
Keep SEC EDs off public notice boards.
Sthil staff should have, SEC EDs.
Secretarial Executive Directives are explicit temporary urgent orders.
Above all, SEC EDs are fast fast FAST.
Mimeo couldn't help but slow them at Saint Hill as SEC EDs are faster
than other items on the line and the traffic is heavy.
We'll solve this.
Meanwhile carry on as always, with as broad a distribution to staff only
as you can get.
LTD AND GEN NON-REMIMEO
SAINT HILL DISTRIBUTION
All Scientologists at Saint Hill get everything that is marked Remimeo,
General Non-Remimeo and Limited Non-Remimeo and all HCOBs.
The only exception is Class VI material or Power Process (VII) material.
This is not distributed to anyone but the persons designated such as "R6 Co-
audit" (Staff Prov Cl VI) or "Sthil R6 Studente' (D Unit course students)
or "Power Process Staff" meaning Review Technical Personnel in the
Qualifications Division only.
LRH:wmc.mh.cden Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
[Amended by HCO P/L 10 August 1966, SecEds, Executive Director & Guardian,
page 360.]
345
L. RON HUBBARD
Gen Non Rernimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 MAY 1965
Issue II
FLASH COLOURS AND DESIGNATIONS
SEC EDs, FORM
Secretarial Executive Director will now have the following form:
They will be on BLUE paper with BLUE ink.
They will begin with a number system as follows: Consecutive
number of an area followed by the local cable initials of the area or
the zone. Example, for Melbourne: SECED IOME. For Washington SECED I
ODC. For International SECED I OINT.
For a Continental zone only one would have SECED IOSA for South
Africa, meaning all orgs in South Africa.
The number is the consecutive number for that designation.
The initials SECED always precede a SECED Number.
All personnel orders will now also appear in SECED form.
The form itself shall be
SECRETARIAL EXECUTIVE DIRECTOR
Office of LRH
Number
(Any Addressee to which it is particularly directed.)
(Text with numbered paragraphs)
2. 3.
et ' . r_ 1.
4. C5
Initials only of HCO Personnel on seal
DUPLICATION
The small Banda methyl alcohol duplicator should be obtaine
Date
L. RON HUBBARD
d as early as
possible. It is not expensive.
Telex rolls containing Banda carbon are obtainable. Thus any Telex
SEC ED need only be taken off the telex and stamped with a seal and
initialled, its carbon paper then removed at which it will duplicate
at once on the Banda duplicator.
The machine is also easily used on any colour paper for other
purposes.
SEC EDs sent by mail, are sometimes done at Saint Hill ready for
issue, but until a Banda is secured, should be locally redone as a
mimeo when not received in quantity.
346
HCO EXECUTIVE LETTER
This will now be on WHITE PAPER with BLUE INK, using the old Info Letter
flash mark to make SEC EDs easier to identify.
HCO ETHICS ORDER
All Ethics Orders will now be on GOLD paper with BLUE ink. This includes
all local Committee of Evidence issues and other matters.
An Ethics Order may only be issued by the HCO Executive Secretary or an
HCO Area Secretary. Any findings must be passed by the Office of LRH but if
so are issued as an Ethics Order colour flashed gold with blue ink.
The form of an Ethics Order will be:
HCO Ethics Order
To:
From: The HCO Secretary
Date
(or Executive Secretary)
Subject: (Convening a Comm Ev, Ethics Court, findings, summons, etc.)
1. (Text with numbered paragraphs)
2.
3.
... .
X . c- :
. .........
ETHICS INTERROGATORY
HCO Secretary (or Executive Secretary)
An Ethics Interrogatory is used as a despatch to carry out an
investigation.
It is used to collect data to determine the facts of a situation.
It is on GOLD paper with BLUE ink.
Its form is as follows:
Interrogation Number -
HCO DIVISION I
Department of
Inspection and Reports
Ethics Section
To: (Name of person from whom Info is desired)
From: Ethics Section Officer
RETURN TO ETHICS PROMPTLY
Text of Query ......
(lots of space for reply)
Date
Initial of Ethics Section Officer
Any investigation is given a file number and that same number appears on
all interrogatories.
347
ink.
QUALIFICATIONS CHITS AND FORMS
All Qualifications chits are GREY and all forms of Qualifications are GREY.
The colour of ink is usually BLACK.
TECH DIVISION
Chits & Forms
All Technical Division chits and forms are now GREEN with normally BLACK
It is quite important for the Tech Division to use Green and the Qual
Division to use Grey paper as it makes admin between these two divisions
faster.
The Tech Division must NOT use white paper on its forms as these then
tangle up with the white of HCOBs and Pol Ltrs.
WHITE PAPER
WHITE mimeograph paper and RED, GREEN and BLUE ink in combination with
WHITE paper in mimeograph work is exclusively the Office of LRH and may not
be used casually in mailings or inside other divisions.
Any colour of ink may be assigned to divisions in combination with
coloured papers, but never with WHITE paper.
WHITE mimeo paper identifies for a staff member HCOBs and HCO Pol Ltrs,
and will now identify HCO Exec Ltrs, Info Letters having been abandoned.
SIGNATURES
When I have personally written anything only my name may appear on it.
The only exception is initials on a SEC ED. The reason for this is that
staff members could become confused as to the issuing person.
The practice of signing anything on WHITE paper with RED, GREEN or BLUE
ink that I have not myself written or dictated or personally released has
long since been abandoned and is not now done.
Thus a staff member can be sure that all current issues on white
mimeograph paper or blue SEC ED paper were in fact written by myself.
L. RON HUBBARD
LRH:wmc.rd Copyright @ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
348
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 SEPTEMBER 1965
Issue 11
St Hill only
ISSUE AUTHORITY REQUIRED FOR MIMEO
"OK needed from Issue Authority" means an OK is needed for all things
run through the mimeo machine, whether okayed previously to be mimeoed or
not.
The objects are twofold:
1. To save on mimeo paper and
2. To keep my mimeo policy and technical lines from being jammed. If too
much is put on these lines, the line-is cut just because it's too much for
people to read at the other end.
HCO Pol Ltrs, HCO Bulletins and HCO Exec Ltrs are especially my lines.
These are never "by the authority of" mimeo signatures. No Franchise info
issued by the Franchise Officer here is ever put on HCO Pol colour flash or
title.
There are HCO Admin channels, other flash systems, etc, for things that
bear "by the authority of".
The re-issue of a Policy Letter requires Issue Authority Okay.
Providing extra copies of anything requires Issue Authority Okay.
In addition, nobody else puts anything on HCO Pol Ltr, HCO Bulletin or
HCO Exec Ltr except myself over my own signature without any "by the
authority of". These are my own personal lines. When they appear in orgs,
they can be picked out easily from other mail and mimeos. 1 try to keep the
quantity down to keep from jamming people's lines. Therefore anyone else
putting traffic on these lines is unappreciated. They have other colour
flash anyway.
In filing, designation of where they were sent does not place them in a
different file. HCO Bulletins, HCO Pol Ltrs and HCO Exec Ltrs all go
chronologically. Saint Hill is not separate.
And no matter what colour flash or designation a mimeo has and whether
old or new or whether a stencil exists or not, before it goes into the
Roneo it needs Issue Authority Okay.
L. RON HUBBARD
LRH:ml.rd Copyright@ 1965 by L. Ron Hubbard ALL RIGHTS RESERVED
349
Gen Non-Remimeo LRH Comm Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 JANUARY 1966
Issue IV
OFFICE OF LRH
SEC EDS AND HCO EXEC LTRS
The LRH Communicator is responsible for seeing that See Eds and Exec
Ltrs requiring action by an org are executed and acknowledged.
The order is this:
I Int Exec Div LRH Comm: Enter the See Ed or Exec Ltr on the WW Project
Board, with area designation (Int, WW or an org-Int is every org, WW is
Int Exec Div SH only, an org is by area name).
2. Area LRH Communicator: Enter each See Ed or Exec Ltr applying to the
org on the Area Project Board.
3. Call the attention of the area persons who will execute it to the See
Ed.
4. Put it on the Org Time Machine (Int Exec Div Time Machine is used by
Int Exec Div LRH Comm).
5. Occasionally query in it to the person or persons responsible.
6. If there is a delay, info LRH Comm WW on it.
7. When executed; relay fact on to LRH via LRH Comm WW.
8. Locally file papers on it in the LRH Comm Completed Project F.
It is important if the See Ed or Exec Ltr name no specific person that
the Area LRH Communicator consult the Exec Sees in charge of the probable
division to get it specifically assigned to a person or persons who will be
responsible for doing it. If no person is designated then the LRH
Communicator must assign it to a person in the org off his or her own bat,
right or wrong. Any person to which a project is assigned is noted on the
Area Project Board.
See Eds and Exec Ltrs containing projects require doingness. They must
be done by someone.
When they are not done, but only discussed, then the whole line balls
up. The LRH Comm wants them done not discussed.
POLICY LTRS
Pol Ltrs are not put on the Project Board. They are routine in the org.
A Pol Ltr overlooked can become a Project such as "Project Get In Pol
Ltr 22 Nov 65". These are called into play by See Eds when overlooked by an
org.
The LRH Communicator can assign projects based on Pol Ltrs. This becomes
a local project. To do this the LRH Comm consults with the Exec Sees first.
If they agree it becomes a local project and goes on the project board. If
thrown off or forbidden, get authority from LRH at Saint Hill who will
order the Pol Ltr in by See Ed and it becomes a project.
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
350
Remimeo
LRH Comm Hat
Exec Sec Hat
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
Issue IV
SEC ED CHANGE IN ISSUE
AND USE
Any SEC ED written personally by the Executive Director will hereafter be:
WHITE PAPER
BLUE INK
Those SEC EDs issued for and on behalf of the Executive Director by
Executive
Secretaries or the AdCouncil
but will be signed:
BLUE PAPER
BLUE INK
ADVISORY COUNCIL (Location) for the Executive Director
(Location)
or: HCO Exec Sec or Org Exec See for the Executive
Director
(Location)
All SEC EDs for AdComms or Secretaries are:
DIVISION COLOUR PAPER
BLUEINK
and are signed by the named AdComm or Secretary "for the Executive
Director (Location)"
The LRH Communicator of the Area may sign and ok for issue any SEC ED
for the area providing only it is not contrary to policy or orders from a
higher org or the Int Exec Div (WW) or the Exec Dir.
No SEC ED or Executive Orders of any kind may be issued without an okay
by the LRH Communicator and ALL general Orders of the AdCouncil or an
Executive Secretary must be in SEC ED form and all general orders of
AdComms or Secretaries must be passed by the AdCouncil of that Org and
issued as SEC EDs with LRH Comm OK.
WW SEC EDs take precedence over local SEC EDs where there is any
conflict or question of importance and SEC EDs written by the Exec Dir
(white ones) take precedence over all others.
SEC EDs retain their traditional forms and seals.
A COPY OF EVERY SEC ED ISSUED MUST BE SENT TO WW.
This Policy Letter cancels Executive Orders of Divisions or orgs issued
in any other form than SEC EDs.
Direct orders to specific posts in own portion of an org need not be in
SEC ED form but any extensive project must be.
Directors may issue general orders and projects only as. SEC EDs by the
Secretary in the fashion described above for Secretaries and only with the
approval of their Secretaries.
L. RON HUBBARD
LRH:ml.cden Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
351
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 FEBRUARY 1966
Remimeo Issue V
AdCouncil Hats All Divisions
Exec Sec Hats
AdComm Hats SEC EDS
Secretary Hats
LRH Comm Hat DEFINITION AND PURPOSE
HCO Area Sec
HCO Steno Hat CROSS DIVISIONAL ORDERS
In a SEC ED neither an Advisory Committee nor a Secretary may order
another division than their own.
An Executive Secretary may issue a SEC ED that crosses divisions but
only those divisions directly under that Executive Secretary (HCO Exec See
SEC EDs may only order the two HCO divisions, Org Exec See SEC EDs may only
order the four [org] divisions).
The Advisory Council SEC EDs may order HCO and Org Divisions at the same
time.
Advisory Councils, in approving the text of SEC EDs before passing them
on to the LRH Communicator for an okay to issue should be very careful to
see that no AdComm issues SEC EDs to other divisions than their own.
The LRH Communicator in authorizing the issue of a SEC ED, should be
careful that this policy letter is not violated.
No SEC ED of any kind may be issued unless it has been authorized by the
LRH Communicator and any violation of issue authority should be reported to
the LRH Communicator WW who is to refer it to the AdCouncil WW for action.
SEC EDs improperly issued have no validity and need not be obeyed and
may not be used for hearings or Comm Evs.
The meaning of the word SEC ED is "Secretarial to the Executive
Director". The word "Secretarial" applies to the signature meaning it is
signed as official by a person other than LRH personally. It is the written
initials in the lower left hand corner that are "secretarial".
The system came into use to accommodate cable orders originally. By
being sealed and initialled by an official person like a notary public in
the org, the validity of the order was attested as a valid order of LRH.
Approval by an Advisory Council or an Exec See and authorization by the
LRH Communicator for issue are now both required before the secretarial
official in HCO (usually the HCO Steno) may seal, initial and issue the
order. It is this person who requires that the AdCouncil or an Exec See and
the LRH Communicator's initials appear on the original copy before she may
type, seal and initial and then publish a SEC ED.
The HCO Steno may not issue any SEC ED today which does not have the
initials of the AdCouncil or an Exec See and the initials of the LRH
Communicator on it or unless it is in the handwriting of LRH or has come
off the telex or through the mails from WW and is a valid communication
from proper persons there. The LRH Communicator WW must be the transmitting
authority from WW and must initial an~ despatch or telex before
transmission that is to become a SEC ED at the other end. The HCO Steno
must look for this before issuing. Her guide is that if the LRH
Communicator's initials are not on it she may not issue it, excepting only
it being in the handwriting of LRH or personally transmitted by him.
SEC EDs are fast orders and have top priority in transmission and
execution. They take precedence over all other orders both in transmission
speed and execution.
352
The priority of SEC EDs is as follows:
LRH Personally written or personally sent SEC ED AdCouncil WW SEC ED
Exec See WW SEC ED AdCouncil Area SEC ED Exec See Area SEC ED AdComm
Area SEC ED Secretary Area.
The penalty for not complying with a SEC ED is a misdemeanor and must
result in an Executive Ethics Hearing or an Ethics Hearing.
If Executive Secretaries in an area fail to respond to WW SEC EDs, they
are usually scheduled for early removal by WW.
SEC EDs have the virtue of making orders known and setting them on file
where they can be referred to by other than the recipient.
The only answers to a SEC ED if one isn't going to do it are:
I . An immediate petition to LRH on SEC EDs issued by LRH personally or
2. A job endangerment chit immediately filed in Ethics.
If this step is lacking and it is found that a SEC ED has not been
complied with, then an Executive Ethics Hearing or an Ethics Hearing MUST
follow when the non-compliance is discovered.
Every single major danger condition at Saint Hill in 1965 was found to
have had as its source the non-compliance with a SEC ED. If this policy
seems unduly harsh then add up that fact. Some of these danger conditions
involved day and night work by top brass. And every one of them would have
been prevented had Ethics had this attitude toward non-compliance with a
SEC ED. The cost of these non-compliances ran above f 10,000 and they
threatened the very existence of Scientology. And each one would have been
prevented had SEC EDs been complied with. From this, one should regard non-
compliance with a SEC ED without instantly petitioning or filing a chit for
job endangerment as something one does just before taking the arsenic.
The only thing that holds down the size of Scientology today is simply
non-compliance. The only thing that makes trouble is non-compliance.
The SEC ED system is designed to make orders public and get them
complied with fast.
Conversely, if the order wasn't in a SEC ED or Policy Letter, it does
not have Ethics force-that is to say one can't be seriously tried for it.
All current projects and programmes should be in SEC EDs so people know
what they are. Those written in despatches only are written in sand.
SEC EDs can be confidential and of limited issue.
text.
SEC EDs expire one year from their date of issue if not sooner by reason of
their
If a SEC ED is to be preserved beyond a year it must be converted into a
Policy Letter by sending it to LRH.
The Director of Inspection and Reports is responsible for routinely
checking the SEC ED file for non-compliances and when found must forward
the matter to Ethics for prompt action.
L. RON HUBBARD
LRH: ml.rd Copyright (c) 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
353
Remimec,
All Exec Hats
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 FEBRUARY 1966
Issue 11
SEC EDS
SEC ED OK (CONTINUED)
POL LTR CHANGES AND ORIGINS
"SEC ED" = Secretarially signed order of the Executive Director, expiring
one year from date of issue.
"POL LTR" = A letter laying down Policy continuing until cancelled by a new
Pol Ltr.
The Executive Secretaries may not change or edit a Secretary's or
AdComm's SEC ED but may only pass or send it back with comments.
A Secretary likewise may not change another lower executive's SEC ED in
the Secretary's Division but must only pass it on or send it back with
comments.
An Executive Secretary or a Secretary may have a job endangerment chit
filed for refusing to pass a SEC ED an executive believes vital to uphold
his or her statistic, with a full explanation of why.
The LRH Communicator may refuse to pass a SEC ED only if it is against
policy and if so, then the full reference of what policy letter or SEC ED
it violates must be fumished with the refusal. This means of course that an
LRH Communicator must be well up on Policy. Nebulous "It's against policy"
is a violation of the LRH Comm's instructions from me.
If no policy concerning such a SEC ED is known to exist yet the SEC ED
seems to the LRH Communicator to put the org at risk, the SEC ED must be
cabled to the LRH Comm WW for further advices.
If by refusing to issue a SEC ED, an executive's statistic becomes bad
and if this is traced beyond reasonable doubt in any resulting hearing on
that Executive, the LRH Communicator must be given a hearing.
On the other hand if a SEC ED is passed by an LRH Communicator that is
clearly against published policy letters and results in dropped statistics
then if any hearing occurs on the Executives whose statistics dropped the
LRH Communicator must be made interested party.
THEORY
The theory operating here is that SEC EDs are supposed to improve
statistics and that one cannot hold an executive responsible for his or her
statistic if that executive's orders are prevented from being issued.
An executive worth anything at all will issue specific orders to remedy
a dropped statistic or reinforce a climbing one and as that executive is
awarded or penalized only on the basis of the statistics he or she is
responsible for, interference with his or her orders can be serious.
354
Seniors usually advise a more junior executive who is doing normally.
One who is not gets into a Danger Condition easily and so specific orders
must be originated that by-pass his authority. Advising a junior who is in
affluence is pretty silly unless one simply says he better find out why and
keep doing it.
One can always quote actual policy letters or bulletins at any level
with no fear of making a danger condition unless one is quoting
inapplicable material.
POL LTR ORIGINATION
If an executive is going to be hung for a statistic then he is entitled
to give the orders up to a point where the org is endangered. At that
moment of course he or she goes into Danger Condition.
An executive can always even originate~ a policy letter or one that
cancels an impeding Pol Ltr or SEC ED if he or she thinks it will help his
statistic.
An originated cancellation of a Pol Ltr or a new Pol Ltr must go to the
Qual See for opinion and then the HCO Area See and then the Advisory
Council and any changes needed must be noted and it must be sent back to
the originator at any stage for rewrite before it can go to the LRH
Communicator and so on to LRH.
L. RON HUBBARD
LRH:ml.rd Copyright @ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
355
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MARCH 1966
Remimeo
All Staff Hats
Staff Status 2
Check Sheet ORDERS, PRECEDENCE OF PERSONNEL,
TITLES OF
AllDivisions
The following table gives the precedence, which is to say the greater
value or importance of orders or directions in Scientology. This table
shows what order to follow first and if one below is contrary to one above,
follow the upper one:
For anything relating to corporate status, starting or closing bank
accounts and vital planning:
For policy:
For all Technical Matters in Scientology:
For orders, or plans, expires in I year. For Personnel permanent
appointments:
For transfers of large sums or property, appointments of Exec Sees WW and
urgent matters relating to survival actions:
For Conditions assigned, personnel appointments and financial planning and
directions to Secretaries:
For orders to the divisions under the Exec See:
For orders to a division by its Advisory Committee:
For orders to Directors of the Division from its Secretary:
356
BOARD RESOLUTION
(Black ink on white paper, signed by all board members.)
HCO POLICY LETTER
(Green ink on white paper, signed by LRH.)
(HCO means Hubbard Communications Office.)
HCO BULLETIN
(Red ink on white paper, signed by LRH.)
SEC ED (SECRETARIAL TO THE EXECUTIVE DIRECTOR) (LRH)
(White paper, blue ink, signed personally by the Executive Director LRH.)
SEC ED (GUARDIAN)
(White paper, blue ink, signed by the Guardian, MSH for LRH.)
SEC ED (AdCouncil)
(Blue paper, blue ink, signed by the Advisory Council for LRH Exec Dir,
approved by LRH Communicator as not against policy and by HCO for
Personnel.)
SEC ED (Executive Secretary)
(Blue paper, blue ink, signed by the HCO Exec See or Org Exec See for LRH
Executive Director.)
SEC ED (Divisional AdComm)
(Colour of paper of the division, blue ink, signed by the Advisory
Committee of the Division for LRH Executive Director, approved by the
Advisory Council and the LRH Communicator and personnel orders also
approved by HCO Personnel Control.)
SEC ED (Divisional Secretary)
(Colour of the paper of the division, blue ink, signed by that Division's
Secretary for LRH Exec Director approved by the AdCouncil and LRH
Communicator and requiring HCO approval for personnel.)
For Directors of a department in ordering their own department:
For ordering personnel in work actions:
For ordering immediate juniors by their immediate superiors or one's
immediate clerical assistants or in a conference or in moments of urgency.
Not valid otherwise and not binding as evidence in Ethics hearings or for
reason for charging a noncompliance Ethics chit. Never accepted when
relayed through a member of the public or off channels.
WRITTEN ORDER (Director)
(Signed by Director, approved by his divisional Secretary.)
WRITTEN ORDER (Executive) (Signed by the departmental Officer or In Charge,
approved by the Department's Director.)
VERBAL ORDER
On all orders, orders from an HCO Exec See may not cross to Org
Divisions, orders from the Org Exec See may not cross to HCO Divisions
except in the Office of the Org Exec See Dept 19. Secretaries may not order
other divisions than their own. Directors may not order staff not in the
Director's departments. Officers may not order other sections than their
own. In Charges may not order other units than their own.
No order lower on the scale may cancel or set aside an order above it on
the scale. Any staff member accepting an illegal order who does not file a
job endangerment chit when he or she received it has no defence in any
resulting ethics hearing. In these organizations one must not permit
himself to be led astray by a senior with "private knowledge".
Anyone using policy to prevent statistics rising is liable to an Ethics
hearing or a Committee of Evidence. The response to a generalized statement
"That's against policy" is "What is the Policy Letter that covers it?" And
get it displayed.
It is possible to know where one stands only if one knows the seniority
of orders. The hardest position to be in is one where one's senior has
thrown the regulations away and is inventing his own-then none knows where
he stands.
Any written or published order may be cancelled by a published order
senior to it on the above chart except that, traditionally, Board Minutes
cannot cancel Policy Ltrs or HCO Bs, these being originated or modified by
the Executive Director whose powers only are ratified by the Board. HCO
Policy Letters and HCO Bs (Hubbard Communications Office Bulletins) are
considered technology and know-how and are outside Admin channels.
SENIORITY OF ORGS
The comparable order of a senior org cancels the order of or takes
precedence over an org junior to it.
The seniority is:
World Wide Continental Zone Sub-Zonal Area District Office Field Staff
Member Centre Franchise Holder Field Auditor Professional Member Lifetime
Member International Member Associate.
The AdCouncil WW can cancel or takes precedence over an Advisory Council
Continental. An Advisory Council Continental takes precedence over that of
an org junior to it.
357
Advisory Councils are senior to Advisory Committees. An AdCouncil runs
the whole org, an AdComm runs only one of its divisions.
Advisory Councils are advisory to the Board of Directors or the
Executive Director or the Guardian and have no other powers. They cannot
open or close bank accounts or change corporate status. They are appointed
by a senior AdCouncil or the Exec Director or the Guardian. An AdCouncil
consists of the two Executive Secretaries of an org and the Executive
Director.
An Advisory Committee exists for each division in the org (7) and is
advisory to the AdCouncil and is appointed by the AdCouncil of the org and
consists of the Secretary of the division and the three directors (heads of
departments) or in an Exec Division, the three Office Co-ordinators of the
3 Exec Div Offices who are the same as directors but have a different
title.
SENIORITY OF EXECUTIVES
The following table gives the seniority of executives:
EXECUTIVE DIRECTOR
THE GUARDIAN
EXECUTIVE SECRETARY
SECRETARY
DIRECTOR
CO-ORDINATORS
OFFICER
IN CHARGE
EXECUTIVE
GENERAL STAFF MEMBER
STAFF MEMBER
There is only I Exec Director, LRH, and he is Exec Dir for WW and for each
org. There are no assistant or deputy Executive Directors. (Orders issued
for the Exec Dir must be approved by the LRH Communicator as not against
policy and by HCO Personnel when personnel is appointed.)
There is only one Guardian, WW and each org. There may be Assistant
Guardians in larger orgs acting as liaison personnel for the Guardian.
There are two Executive Secretaries at WW, two in Continental Exec
Divisions, two in every other Exec Div. They are the HCO Exec Sec and the
Org Exec Sec. They head the 3 HCO and the 4 Org divisions respectively.
Together they with the Exec Dir, form the AdCouncil. They are appointed by
the Exec Dir, the Guardian or the AdCouncil WW. The WW (Worldwide) Exec
Secs are appointed by the Guardian by statistics.
There are 7 Secretaries in each organization. They head divisions. They are
the Chairmen of the Divisional AdComm. They are appointed by the AdCouncil
of the org with the approval of HCO Personnel and LRH Comm.
There are 18 Directors in an organization. They head departments. They are
appointed by their Secretaries with the approval of HCO Personnel and the
LRH Comm (Communicator).
There are 3 co-ordinators in an org. They are the same as directors but
head the 3 offices (departments) of the Executive Division. They are
appointed by the Division 7 Secretary with 'the approval of HCO Personnel
and LRH Comm.
These head sections within departments.
These head units inside sections.
A general term including any In Charge or above.
Any staff member who is not an Executive.
Any and all persons employed in an org whether an executive or general
staff member.
358
ACTING
DEPUTY
TEMPORARY
STAFFSTATUS
CLASS
GRADE
LRH:ml.rd
Copyhght@ 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
A prefix to a title meaning appointed conditionally and if shows good
statistics for a year will become of permanent title.
A prefix to a title meaning "in the place of". There may be a deputy for
each executive post in an org in addition to the person with the title. Or
it means "filling in until an appointment is actually made".
An impermanent assignment, either for reasons of expediency or under trial.
A number following the person's name on the org board that shows the state
of Administrative training of the individual as done in the staff training
section. Status numbers go from 0 for Temporary, 1 for Provisional, 2 for
Qualified general staff member on up for the various executive grades. If
no number appears after a name the person is holding the post without check-
out for it. A low ranking staff member can have a high status number as it
is qualified for, not "appointed to". This prevents qualified persons from
being by-passed in promotion.
A Technical Certificate in Scientology goes by Classes on the Gradation
Chart. The Class of a Scientologist's Certificate is noted in Roman
numerals after his name on the Org Board.
The case grade of a staff member is shown after his class as an auditor or
if no class, after a dash, in Roman numerals on an Org Board. Example: IV-
IV-2 means Class IV auditor, Grade IV pc, Staff Status 2 qualified as a
permanent general staff member. -IV-2 would mean Grade IV pc, 2 qualified
permanent general staff member but not trained as a Scientologist.
L. RON HUBBARD
359
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 AUGUST 1966
Amends HCO Policy Letter 7 May 1965
"Cancellation Mimeo Distribution
Changes (SEC ED Distribution)"
Gen Non-Rernitneo
SECEDS, EXECUTIVE DIRECTOR & GUARDIAN
All Executive Director and Guardian SECEDs are to be typed and run off
by Mimeo World Wide. They are to be distributed by HCO Steno Saint Hill
immediately upon receipt from Mimeo WW.
Executive Director & Guardian SECEDs are a fast, fast, fast line and
take priority over any other issue. It is, therefore, expected that any
SECED will be typed, run off and completely distributed within one hour of
receipt. Any failure to issue an Executive Director or Guardian SECED, or
any stop anywhere on this line will be considered a crime, if not a high
crime.
It is the responsibility of the LRH Communicator World Wide to see that
this line is kept moving at a fast rate of speed and to report any failures
to issue or stops on this line to Ethics who must immediately take Ethics
actions to remove the person responsible for the stopped line from his
post.
SECEDs which have not originated from the Executive Director or the
Guardian go to HCO Steno for typing, running off and distribution.
L. RON HUBBARD
LRH:lb-r.rd Copyright Q 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
360
EXECUTIVE DIRECTIVE
E.D. 1 INT
General Issue
RENAMING OF SECED'S
I . Secretarial Executive Director is now renamed Executive Directive.
NOT HCO POLICY LETTER
CORRECT COLOUR FLASH
BLUE ON WHITE
6 September 1966
2. The colour flash system of SECED's still remains the same for
Executive Directives.
3. Executive Directives are numbered consecutively starting from E.D. 1.
4. Executive Directives continue the SECED line and file and SECED's
less than I year old are in force.
5. Executive Directives issued by Ad Council will in future be signed Ad
Council for the Board of Directors for the Church of Scientology of
California U.K. for U.K. and the Commonwealth, Church of Scientology of
California for Western U.S., Founding Church of Scientology of D.C. for
D.C. and its churches, and Founding Church of Scientology N.Y. for New
York.
The Guardian WW for the Boards of Directors of The Churches of Scientology
0
21:7
. - ip 1 * ;t- *
. . . . . . . . . . . . . * .4~Q
361
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 OCTOBER 1966
Remimeo
SIGNATURES OF POL LTRS
(Modifies any existing Policy
re signature only of Pol Ltrs)
Any Policy Letter I have not personally written must bear the signatures
of:
1. The actual composer
2. Each passing agency or identity required to make it legal.
This may mean as many as five or six names may be signed to policy
letters I did not personally write.
The reason for this is that a recent policy letter that violated six
major policies re Ethics was slipped through and not questioned due to
bearing my name, whereas I had never seen it and it did not pass through
the required approval lines.
L. RON HUBBARD
Founder
LRH:lb-r.rd Copyright (D 1966 by L. Ron Hubbard ALL RIGHTS RESERVED
362
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1968
Remimeo
LRH Comm Hat
Any Executive Directive written personally by LRH will have the
following distinctive format:
EXECUTIVE DIRECTIVE FROM L. RON HUBBARD
It will be signed in the bottom tight-hand corner
L. RON HUBBARD
Founder
This is achieved by using pre-cut stencils, typing in the orders as with
any ED. The typewriter type face is "Prestige Elite".
LRH EDs will have a consecutive number series starting at one used only
for LRH EDs and will be distinguished from all other ED number series by
the initials LRH appearing before the usual ED designation.
The consecutive number is followed by the cable designation of the area
or zone or org to which the order is directed. The number series for each
designation begins again at one, e.g. LRH ED I INT.
Thus when filed there will exist a file of LRH EDs which contains in
numerical order only LRH EDs for any area and which may easily and rapidly
be referred to.
The flash colour will be blue ink on white paper. This flash colour may
only be used for LRH originated orders, and may not be used by any other.
All others use blue ink on pale blue paper.
Ken Delderfield
LRH Communicator WW for
L. RON HUBBARD Founder
LRH:js.rd Copyright @ 1968 by L. Ron Hubbard ALL RIGHTS RESERVED
363
Remimeo
Guardian
ECS
LRB Comms
HCO Area Sec
Qual See
All Staff
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1969
(HCO Policy Letter of 14 November 1966, Revised)
(Corrected and reissued)
HOW TO SUBMIT A PROPOSED POLICY LETTER
These are the rules one follows in proposing a Policy Letter:
I Make sure before you propose one that it is not already in existing
policy or is not
handling a non-existent problem (refer HCO Policy Letter of 23 April
1965,
PROBLEMS).
2. Write it clearly and simply so that the least experienced staff
member, or student, or pe to whom it would apply can understand it.
3. Type up the proposed Policy Letter exactly as it is to be issued.
4. Give in the top left-hand corner the distribution of the Policy
Letter (refer HCO Policy Letter of 14 April 1969, BULLETIN AND POLICY
LETTER DISTRIBUTION).
5. Give the title of the Policy Letter and any sub-titles or sections in
capital letters, following the format of existing Policy Letters.
6. To be approved (as per HCO Policy Letter of 20 October 1966,
SIGNATURES
OF POL LTRS), the proposed Policy Letter must bear the signatures of (1)
the
actual composer and (2) each passing agency or identity required to make
it legal,
as listed in paragraph JA8, below.
7. Attach to the proposed Policy Letter Completed Staff Work. Make sure
that all data is presented so that seniors up the line can attest on the
basis of this CSW that it is OK and that The Guardian in Policy Review
Section need only read the proposed Policy Letter and the CSW to OK and
issue it.
8. Send the proposed Policy Letter and CSW to the following terminals
for their signature and attestation that the proposed Policy Letter is
OK:
1. One's seniors in one's own Division
2. Qual Sec
3. HCO Area Sec
4. Ad Council (Local Org)
5. Exec Council (Local Org)
6. LRH Comm (Local Org)
7. Ad Council WW
8. Exec Council WW
9. LRH Comm WW
and finally to The Guardian WW (Policy Review Section) for
issue.
Any terminal along the way can either attest the Policy is OK, sign and
pass it on, or say it is not OK, state reason why and return to originator.
If you have a proposed Policy Letter sent to you which violates any point
above, so note before returning that it may be corrected and re-submitted
properly.
There is no effort to stop staff members from proposing necessary
policy, but to get it done properly so the line flows smoothly and rapidly.
I
LRH:ei.rd Copyright@ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
[Revised by HCO P/L 26 June 1971, same title, in the 1971 Year Book.]
364
Tom Armistead, for Ad Council WW Jim Keely, Qual Sec WW Bruce Glushakow,
HCO Area Sec WW Ad Council WW Exec Council WW Rodger Wright, LRH Comm WV
lane Kember, The Guardian WW for L. RON HUBBARD Founder
Remimeo
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 APRIL 1969
(HCO PL 2 July 1964 Revised)
(Cancels HCO PL 25 Jan 1966, Issue III)
(Corrected and Reissued)
BULLETIN AND POLICY LETTER DISTRIBUTION
Effective at once, the following is the policy on Distribution of HCO
Bulletins and Policy Letters issued from WW.
ORGS REMIMEO
(Remimeo means mimeo copies to be made by the Org)
Only an electronic stencil will be made of all Remimeo HCO Bulletins and
Policy Letters and mailed to each Continental Org (or Zonal Org).
The Continental Org (or Zonal Org) is then responsible for running off
HCO Bulletins and Policy Letters for their nearby Central Orgs. However,
when an Org gets large enough it may have its own stencil sent to them to
run off copies for their own staff and students.
A Continental Org (or Zonal Org) receiving a stencil as above is
responsible for all copies to be issued to the nearby Orgs, which are
dependent upon it. The local Org (if it hasn't been sent a stencil of its
own) may not Remimeo and re-orders will be at charge payable by the local
Org to their issuing Org at locally arranged prices.
ORGS NON-REMIMEO
(Non-Remimeo means HCO Bulletins and Policy Letters which are intended
for use but only by executives and therefore of limited distribution. It
means
not to be mimeoed again by the receiving Org.)
On Non-Remimeo a very few copies are sent to the Continental Orgs and
they in turn distribute to their nearby Orgs.
There are two classes of Non-Remimeo: General Non-Remimeo and Limited
Non-Remimeo. General Non-Remimeo distribution is based on I copy for Master
files, one copy to LRH Comm, one copy to The Guardian or. A/G, one copy
each to HCO ES, OES, PES, one copy to the reference files of all HCO Bs and
P/Ls kept in Reception for staff, one copy to the head of the Department
concerned and one copy to the post in the Dept concerned.
Limited Non-Remimeo means that copies only go to Master files, LRH Comm,
The Guardian or A/G, HES, OES, PES.
When compiling a mailing to a stencil receiving org of Non-Remimeo, one
takes the number required by the local Orgs served by the Continental Org
and sends that many to the Continental Org. In its turn the Cont Org
retains enough copies for themselves (including the Cont Exec Council) and
sends the correct number to each Org they serve.
365
These are the standard mimeo distribution symbols:
Remimeo
General Non-Remimeo
Limited Non-Remimeo
SH
ASHO
Franchise
Students
BPI
MA (Magazine Article)
Other special distribution may be indicated such as SHSBC, or Class VIII.
REMIMEO
This indicates main technical or Policy material.
Received by the Cont Org (or Zonal Org) in stencil form, copies are run
off for their staff, and for the staffs of their nearby Orgs and for their
students as they wish. They keep the stencil on file for additional copies
as needed. They file copies in their Master and general files in each Org
including the receiving Org.
The stencil Orgs have considerable discretion in how many they run off,
how many they send smaller orgs (but they must insure I copy for each staff
member in the local Org of Remimeo issues), whether they issue to students
or not. But they must keep the stencil for re-use and file in their own
Master files with the copy clearly stamped MASTER COPY.
LIMITED NON-REMIMEO
It is usually important that this does not get wide distribution as it
has to do with Org know-how, planning, etc, and could be misunderstood. So
it is not Remimeoed or strewn about. It may be taken up in Staff meetings
but that is about all. One never republishes a Limited Non-Renumeo in a
magazine.
GENERAL NON-REMIMEO,
The same as Limited Non-Remimeo but somewhat broader.
These usually deal with broader points of Admin or Tech of interest to
one or two production departments as well as the LRH Comm, The Guardian or
A/G, HES, OES, PES.
Again, they are never strewn about or broadly republished as they
could be
misunderstood. I
FRANCHISE
Franchise receives for a small fee technological materials, up to his
level of classification. The Franchise Officer WW receives one copy for his
files and one copy for each Franchise holder he is going to mail it out to.
See HCO PL 20 Feb 1969 for local org supply lines.
BPI
Broad Public Issue (BPI) is a designation that sometimes appears on a
Policy Letter or HCO B. This follows the same distribution procedure as for
Remimeo, with the exception that it is also put in 'The Auditor' and Cont
magazines.
366
These policies have become necessary by reason of new lines coming into
existence and various changes of the past needing clarification.
In recapitulation, mimeos may not be issued except as designated, extra
copies may not be furnished except for cash payment, and paper and postage
waste must be kept reduced. Fewer pieces make faster lines.
There's one exception to the above and that is the BULLETIN CHECK LIST.
This is issued once each month, before the 15th of the next month. It
will be air mailed to all Scientology Orgs independently. No electronic
stencil is cut for it. Two copies, one for the HES and one for the LRH
Comm, are sent by air mail to each Scientology Org independently.
This cross-checks whether or not the mimeo distribution system is
working. In listing all mimeos sent, the distribution designation of each
is given on the Bulletin Check List.
Where a relay point temporarily breaks down, its related orgs will
receive independent service direct until the matter is repaired, a matter
which is up to the Dir Comm WW and LRH Comm WW to work out.
PERMISSION TO MIMEO
Nothing may be mimeoed or distributed on these lines unless it has been
okayed by LRH, to prevent extraneous traffic from jamming the lines.
POSTAGE
Orgs.
Study to lighten postage, particularly air mail, for both World Wide and
Cont
Reduce it.
LRH:ei.cden Copyright @ 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
[Modified by HCO P/L 29 January 1970 Issue 11, Freedom to Remimeo, in
367
Revised for re-issue by:
LRH Comm WW - Rodger Wright
Qual See WW - Jim Keely
HCO Area See WW - Bruce Glushakow
Ad Council WW
LRH Comm WW -
The Guardian WW -
for
L. RON HUBBARD
Founder
Rodger Wright
Jane Kember
the 1970 Year Book.)
Central Orgs Franchise Field
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 OCTOBER 1962
RE-ISSUE SERIES (1)
BASIC PURPOSES OF A SCIENTOLOGY ORGANIZATION
(Taken from HCO Policy Letter of Nov. 27, 1959
and HCO London Letter of Jan. 9, 1958)
L. RON HUBBARD, FOUNDER. Purpose: To develop and disseminate Scientology.
To support and assist Scientologists. To write better books. To act as a
court of appeals in all organizational disputes. To form and to make
official policies and orders affecting the Founding Church.
FOUNDING CHURCH OF SCIENTOLOGY (HASI). Purpose: To disseminate Scientology.
To advance and protect its membership. To hold the lines and data of
Scientology clean and clear. To educate and process people toward the goal
of a civilized age on Earth second to none. To survive on all dynamics.
FOUNDING CHURCH CONGREGATION. Purpose: To communicate to the congregation
the principles and philosophy of Scientology. To ensure for each individual
an awareness of their health, happiness and immortality through good
training, processing and fellowship.
HUBBARD COMMUNICATIONS OFFICE. Purpose: To be the office of LRH. To handle
and expedite the communication lines of LRH. To prepare or handle the
preparation of manuscripts and other to-be-published material of
Scientology. To keep, use and care for LRH's office equipment. To assist
the organizations of Scientology and their people. To set a good example of
efficiency to organizations.
PUBLIC RELATIONS (under HCO). Purpose: To maintain and increase good public
relations for the organizations of Dianetics and Scientology.
EDITORIAL DIRECTOR (under HCO). Purpose: To keep material in publications
within Organization Policy, and to prepare publishable material.
HCO COMMUNICATOR. Purpose: To keep the communication lines flowing and the
files in order in HCO.
HCO BOARD OF REVIEW. Purpose: To validate for full results every
certificate ever issued in Dianetics and Scientology. To be the final
authority on any certificates to be issued. To be the final authority on
Clear certification.
ORGANIZATION SECRETARY. Purpose: To get people to get the work done. To
enforce the policies and advise the Board.
LEGAL. Purpose: To make legal the actions of the organizations of Dianetics
and Scientology and safeguard their public and private interests.
ADVISORY COUNCIL. Purpose: To advise the executives of the organization as
to needed changes and policies. To act as a meeting ground for department
heads. To assemble and report the statistics of finance and action to the
Executive Director. To advance ideas for promotion and improvement.
STAFF MEETING. Purpose: To gather agreement and permit staff origination
upon matters relating to personnel and duties. To report on performance of
duties. To suggest promotional, maintenance and organizational changes to
FC executives.
368
TECHNICAL DIVISION
TECHNICAL DIRECTOR. Purpose: To ensure good training and processing, good
service and ARC inside and outside the organization.
ACADEMY OF SCIENTOLOGY. Purpose: To train the best auditors in the world.
TRAINING ADMINISTRATOR. Purpose: To keep the materials and comm lines of
the Academy in good order. To keep a Roll Book. To prepare and collect
certification materials.
COMMUNICATION COURSE. Purpose: To give people a reality on Scientology and
to teach the communication formula by Dummy Auditing.
HUBBARD GUIDANCE CENTRE. Purpose: To do more for people's hqalth and
ability than has ever before been possible and to give the best auditing
possible. To help people.
PROCESSING ADMINISTRATOR. Purpose: To handle the persons, communications
and materials of the HGC to the end of improving and continuing the quality
and business of the HGC.
SCIENTOMETRIC TESTING IN CHARGE. Purpose: To give all and any tests or
exams that may be required to any department or organization or personnel,
and to keep and file results accurately to assist research and
presentation, and to have test materials in abundance to hand.
~Ij
PERSONAL EFFICIENCY FOUNDATION. Purpose: To make a better worker of the
worker, a better executive of the executive, a better homo sap on all
dynamics.
ADMINISTRATIVE DIVISION
Purpose: To ensure good and accurate communication inside organization. To
handle business and administrative affairs. To ensure good working quarters
and"conditions for and good work from organizational personnel.
DEPT OF PROMOTION & REGISTRATION. Purpose: To procure students and
preclears by actual, direct and personal contact using personal letters and
assuring an adequate number of students and preclears.
RECEPTION. Purpose: To create and maintain good communication and service
amongst staff, students and public.
DEPT OF MATERIEL. Purpose: To hold in readiness and good repair all the
communication materiel, files, addresses, furniture, equipment, quarters
and transport necessary to adequate function of the organization.
DEPT OF ACCOUNTS. Purpose: To keep the business affairs of the organization
in good order, to maintain the good business repute of the organization and
to see to it that the business activities of Scientology are up to date in
an excellent condition. To make sure that income exceeds outgo.
DISBURSEMENT " CLERK. Purpose: Break down income into proportions;
validate
bills; issue checks.
LRH:jw.rd Copyright@ 1962 by L. Ron Hubbard ALL RIGHTS RESERVED
L. RON HUBBARD
[Note: The original 9 Jan '58 issue had Advisory Committee in place of
Advisory Council, giving the same purpose as above, except that the person
to whom statistics of finance and action were reported was the Association
Secretary. The 27 Nov '59 issue changed Advisory Committee to Advisory
Council, giving the same purpose as above. HCO P/L 9 Sept '64, entitled
Purpose of AdComm, amended this purpose saying:
"Sometimes organizations tend to forget what the basic purpose of an
Adcomm is.
The original purpose is amended as follows:
'To advise the Assoc/Org See on Promotional Matters relating to the
various Departments.'
This purpose should be read at the beginning of every Adcomm meeting
held in all Orgs. It
should be prefaced, 'This meeting is held to advise etc.'- L. RON
HUBBARD"]
369
28 Feb. Hats (HCO B)
CHRONOLOGICAL INDEX OF CONTENTS
1957
1958
63
19 Sept. A Model Hat for an Executive
(HCO B reissued as HCO P/L 25 Mar. 1963) 282
21 Sept. Theory of Scientology Organizations
(HCO B reissued as HCO P/L 22 Oct. 1962) 31
6 Nov. The Three Basket System
.c_ ~04
15 Nov. The Three Basket System 04
1959
24 Apr. Organization Posts-Two Types
(HCO B reissued as HCO P/L 22 June 1964)
5 May Policy on See EDs and Hats
22 May Central Organizations Efficiency
(reissued 7 Nov. 1962)
26 May What an Executive Wants on his Lines
(reissued 10 Apr. 1963)
2 June Purchasing Liability of Staff Members
2 July Developed Traffic e Delirium Tremors of Central Orgs
6 July Yutflow,
7 July Staff Auditing Requirement
19 Aug. How to Handle Work
(HCO B reissued as HCO P/L 29 May 1963)
4 Sept. Completed Staff Work (C.S.W.)-How to
Get Approval of Actions and Projects
(reissued 21 Nov. 1962)
12 Sept. Programming
(HCO B reissued as HCO P/L 23 Oct. 1969)
15 Sept. Hats and Other Folders
1960
3 Oct Holiday Pay and Sick Leave
1961
31 Jan. Message Placement
I I Apr. How to do a Staff Job
26 May Quality Counts (reissued 21 June 1967)
29 May Quality and Admin in Central Orgs
21 Sept. Despatch Lines
20 Oct. Non-Scientology Staff (revised 7 Mar. 1967)
1962
105
64
71
106
57
19
00
120
122
123
334
65
so
108
73
45
46
109
23
12 Oct. Basic Purposes of a Scientodogy Organization 368
22 Oct. Theory of Scientology Organizations
(reissue of HCO B 21 Sept. 1958)
7 Nov. Central Organizations Efficiency
(reissue of 22 May 1959)
21 Nov. Completed Staff Work (C.S.W.)-How to
Get Approval of Actions and Projects
(reissue of 4 Sept. 1959)
1963
25 Mar. A Model Hat for an Executive
(reissue of HCO B 19 Sept. 1958)
10 Apr. What an Executive Wants on his Lines
(reissue of 26 May 1959)
25 Apr. Duties of a Staff Member
29 May How to Handle Work
(reissue of HCO B 19 Aug. 1959)
1964
31
71
123
282
106
21
122
IS Feb. The Equipment of Organizations
21 Feb. Staff Regulations-Auditing versus Job
22 June Organization Posts-Two Types
(reissue of HCO B 24 Apr. 1959) 105
10 Aug. Good Workers 44
4 Oct. Theory Check~ut Data (reissued 21 May 1967) 16
17 Nov. Offline and Offpolicy-Your Full In Basket 125
1965
Vital Data on Study
31 Jan. Dev-T
7 Feb. Keeping Scientology Working
(reissued 15 June 1970 & 28 Jan. 1973)
8 Feb. Dev-T Analysis
3 Feb. Politics
4 Feb.Safeguarding Technology
(reissued 7 June 1967)
5 Mar. Policy: Somce of
7 Mar. Offemes & Penalties
13 Mar. The Structure of Organization
What is Policy?
17 Mar. Administering Justice
17 Mar. Rights of a Staff Member, Students
and Preclears to Justice
21 Mar. Staff Members Auditing Outside Pcs
27 Mar. The Justice of Scientology-Its Use
and Purpose-Being a Seismologist
29 Mar. Excerpts from HCO P/L 9 Nov. 19654 &
26 Nov. 1964 (revised) for Staff Hats
Staff Member Loans
Staff Regulations
Reporting of Unusual Favours 53
29 Mar. Routing Despatches 110
29 Mar. The Fast Flow System 291
2 Apr. Heed Heavy Traffic Warnings III
5 Apr. Scientology Makes a Safe Environment 162
10 Apr. Dismissals, Transfers and Demotions 163
16 Apr. Handling the Public Individual 78
18 Apr. Contests and Prizes 56
23 Apr. Problems 293
29 Apr. Petition 164
30 Apr. Emergency, State of 195
May Order Board and Time Machine 296
May Organization-The Design of the Organization 250
1 May Staff Member Reports 166
7 May Canceflation-Minnec, Distribution Changes 345
8 May Flash CoJours and Designations 346
16 May Indicators of Orgs 169
26 May Communications-Registered Mail 112
26 May Petitions 165
11 June Correction to HCO P/L 26 May 1965
Communications-Registered Mail
I July Hats, The Reason for
10 July Lines and Terminals-Routing
19 July Policy, How to Handle People who
Quote Policy
28 July Handling of Photographs
15 Aug. Things that Shouldn't Be
24 Aug. Cleanliness of Quarters and Staff
Improve Our Image 94
26 Aug. Scientology Training-Twin Checkouts 13
27 Aug. Homing-Staff, Students, Preclears 172
1 Sept. Ethics Protection 173
1 Sept. Mailing List Policies 198
8 Sept. Supply Officer 58
13 Sept. Issue Authority Required for Minion, 349
15 Sept. Only Accounts Talks Money 275
22 Sept. Keys S7
30 Sept. Statistics for Divisions 200
13 Oct. Dev-T Data-Executive Responsibility 136
3 Nov. Equipment 61
15 Nov. Reporting of Theft and Action to be Taken 175
17 Nov. The Basic Principles of Promotion 82
20 Nov. The Promotional Actions of an Organization 84
15 Dec. Ethics Chits 176
1966
59
43
4 Jan. Office of LRH-Sec EDs & HCO Exec Ltrs
4 Jan. Scientology Organizations Communications
System: Dispatches
4 Jan. Staff Meeting
7 Jan. Leaving Post-Writing Your Hat
IS Jan. Hold the Form of the Org
Don't Bring about Danger Conditions
16 Jan. Danger Condition
19 Jan. Danger Condition
Responsibilities of Declaring
19 Jan. Danger Condition, Warning-The Junior
Who Accepts Orders from Everyone
370
9
131
35
134 29
40
336
154
338
159
157 54
160
112 66
113
301
114
172
350
101 55
70
202
204
211
207
1966 (..t.)
I Feb. Danger Conditions-Inspections by
Executive Secretaries, How to do Them
I Feb. Statistics, Actions to Take-Statistic Changes
3 Feb. See ED Change in Issue and Use
3 Feb. See EDs-Definition and Purpose
Cron Divisional Orders
13 Feb. See ED OK (Continued)
Pol Ltr Changes and Origins
23 Feb. Appointments and Promotions
28 Feb. Danger Condition Data
Why Organizations Stay Small
6 Mar. Rewards and Penalties
13 Mar. Orders, Precedence of Personnel, Titles of
30 Mar. The Three Basket System
(revised reissue of IS Nov. 1958)
17 July Despatches, Speed Up
20 July Staff Status (amended 19 March 1968)
10 Aug. SecEDs, Executive Director & Guardian
(amends 7 May 1965)
22 Aug. Addendum to HCO P/L 20 July 1966
"Staff Status"
6 Sept. ED I INT-Renaming of SecEDs
17 Oct. Stale Date Reports
20 Oct. Signatures of ?of Ltrs
3 Nov. Administrative Know-How-Leadership
6 Nov. Admin Know-How-Statistic Interpretative
4 Dec. Admin Know-How-Expansion
Theory of Policy
24 Dec. Admin Know-How
How to Programme an Org
24 Dec. Admin Know-How-How to Programme
an Org-Corrections and Addition
1967
12 Feb. Admin Know-How
The Responsibilities of Leaders 7 Mar. Non-Scientology Staff
(revision of 20 Oct. 196 1) 21 Mar. Org Exec Course 21 May Theory
Check-out Data
(reissue of 4 Oct. 1964) 7 June Safeguarding Technology
(reissue of 14 Feb. 1965) 21 June Quality Counts (reissue of 26 May
1961) 24 July Fixed Public Consumption of Product 12 Sept. Post, Handling
of 18 Sept. Study-Complexity and Confronting 23 Sept. New Post Formula
The Conditions Formulas
6 Oct. Condition of Liability
I I Oct. Clay Table Training (HCO B)
12 Oct. Operational, Definition of
18 Oct. Conditions on Orin or Divisions or Depts
Clarification
18 Oct. Failure to Follow or Apply Condition
20 Oct. Admin Know-How
Conditions, How to Assign
23 Oct. Enemy Formula (modifies 6 Oct. 1967)
26 Oct. The Public Divisions
1968
1968 (~nt.)
208 213 351
352
354 215
216 177 356
104 115
48
360
49 361 116 362 303 221
305
311
316
225
40 45 235
74
19
189 237
IS
62
20 Sept.
30 Sept.
4 Oct.
23 23 Oct.
3
239
240
241
245
252
19 Oct. When a student has finished a course...
25 Oct. Important-Admin Know How
9 Nov. Important-Standard Admin
21 Nov. Senior Policy
26 Dec. The Third Party Law
1969
14 Jan. OT Orgs
16 Jan. Targets, Types of
IS Jan. Planning and Targets
24 Jan. Purpose & Targets
24 Jan. Target Types
26 Jan. Compliance Reports
27 Jan. Dev-T Summary List
30 Jan. Dev-T Summary List Additions
5 Feb. Press Policy-Code of a Seismologist
(revised 15 May 1973)
13 Feb. Ethics Protection Conditions,
Blue Star, Green Star, Gold Star
24 Feb. Justice
6 Mar. Solentology is a Religion
7 Mar. Organisation
14 Apr. Bulletin and Policy Letter Distribution
20 Apr. Hats, Not Wearing
30 Apr. Orders and Responsibility
13 May How to Submit a Proposed Policy Letter
23 May Public Divisions Flash Colours
23 May Public Divisions Promotional Actions
17 June The Org Image
27 July What is a Checksheet
8 Sept. The Org Exec Course Introduction
9 Sept. How to Study this Course
14 Sept. Admin Know-How No. 22
The Key Ingredients
Stability
Orders of the Day
Organizational Fnturbulence
Programming
(reissue of HCO B 12 Sept. 19S9)
27 Oct. Admin Know-How No. 23-Dev.T
4 Nov. Compliance vs Discussion
4 Nov. Dev-T Graphed
10 Nov. Formef Staff Members
18 Nov. Central Files, Value of
The Gross Income of the Org and Why
6 Dec. How to Clear Your Community Illustration
7 Dec. Ethics, The Design of
9 Dec. LRH ED 49 INT-Org Program No. I
I I Dec. Appearancin in Public Divs
14 Dec. Org Protection
IS Dec. Clan of Orgs
15 Dec. Orders, Query of
19 Dec. Executive Duties
4
1970
7 Feb. Danger Condition-2nd Formula
(adds to 23 Sept. 1967)
15 June Keeping Scientology Working
(reissue of 7 Feb. 1965)
I Jan. Hat Write-ups and Folders 1973
Inspection of Hat Folders 68
5 Jan. Conditions Orders-Exec"tive Ethics 194 28 Jan. Keeping
Scientology Working
5 Jan. Dev-T Series, Part of (reissue of 7 Feb. 1965)
35
Overfilled In Basket-Bad News 137 15 May Press Policy-Code of a
Scientologist
10 Jan. politics, Freedom from 28 (revision of 5 Feb.
1969) 25
11 Jan. ED 805 INT-Speed of Service 280
6 Feb. Organization-The Flaw 292
8 Feb. Admin Know-How No. 18
Statistic Rationalization 246 ADMIN KNOW~HOW POLICIES
8 Feb. Sea Org Zones of Planning 255 IN THIS VOLUME
22 Feb. Ethics and Adirm-Slow, Admin 76
5 Mar. Administrative Know-How
Job Endangerment Chits 181 3 Nov. 1966 Leadership 303
14 Mar. Corrected Table of Conditions 247 6 Nov. 1966
Statistic Interpretative 221
19 Mar. Service 281 4 Dec. 1966 Expansion-Theory of Policy 305
19 Mar. Staff Status (amendment of 20 July 1966) 48 24 Dec. 1966
How to Programme an Org 311
15 Apr. Speed and accuracy of relay Telex traffic 117 24 Dec. 1966
How to Programme an Org
4 May Handling Situations 77 Corrections and Addition 316
9 May Executive Directive from L. Ron Hubbard 363 12 Feb. 1967
The Responsibilities of Leaders 225
13 May Telex Comm Clarity 117 20 Oct. 1967 Conditions, How to
Assign 241
22 May Promotional Action of LRH Communicator 90 8 Feb. 1968
Statistic Rationalization 246
31 May Auditors 42 5 Mar. 1968 Job Endangerment Chits 181
18 June Ethics 153 25 Oct. 1968 Important-Admin Know How
285
30 July Gross Income Senior Datum 277 14 Sept. 1969 The Key
Ingredients 328
16 Oct. Treason Formula 247 27 Oct. 1969 Dev-T 145
371
41
285
6
277
183
318
321
324
327
326
Vol. 7-623
138
142
25
248
185
26
287
365
249
298
364
see-103
91
95
12
1
11
328
4
118
5
a34
145
302
147
51
278
s 261
187
256
98
52
254
299
289
193
see- 35
GET ALONG BETTER WITH PEOPLE IN
YOUR LIFE AND CAREER
Buy These Books By L. Ron Hubbard
DIANETICS: The Modern Science of Mental Health
This is the book that burst on the Western World in 1950, went to the top
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It gives the fantastic discoveries about the human mind which resulted from
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Introduction to Scientology Ethics
Introductory manual for learning and applying the Scientology Ethics
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Science of Survival
The major work which is startling the scientific world with its accurate
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Dianetics: '55
Gives in detail the major discovery of the Communication Formula and how to
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Problems of Work
Scientology applied to the work-a-day world. Here L. Ron Hubbard addresses
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This book is a must for any executive or anyone who works near one. A
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Send your check/money order to:
Church of Scientology of California
ASHO PUBLICATIONS
2723 West Temple Street
Los Angeles, California 90026
Also, send for our complete catalog of Scientology and Dianetics books and
material. Note; Prices subject to change.
SAVE MONEY WHEN YOU BUY YOUR BOOKS
BY L. RON HUBBARD
As an Interriational Member of Scientology you recieve a 10% Discount on
all books priced over $1.25. You also recieve free magazines with vital
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Apply for your free membership to:
Membership Officer, your nearest Church of Scientology (see the list at the
back of this book)
HUBBARD SCIENTOLOGY ORGANIZATIONS
THE CHURCHES OF SCIENTOLOGY
ADVANCED ORGANIZATIONS
Church of Seismology of California Church of Scientology Church of
Scientology
Advanced Organization Advanced Organization United Kingdom Advanced
Organization Denmark
of Los An~elos Saint Hill Manor Jernbaregade 6
916 South Westlake Street East Camstead, Sussex, England i%$
Copenhagen V
Los Angeles, California 90006 Denmark
HUBBARD COLLEGES OF SCIENTOLOGY
Chu Mh of Scientology of California Church of Scientology Church of
ScientOlOgy
American Sal nt Hill I Organization Hubbard Cal lege of Scientology
Saint Hill Denmark
2723 West Temple Street Saint Hill Manor Jornbanegade 6
Los Angeles, California 90026 East Grinstead, Sussex, England 1606
Copenhagen V
Denmark
UNITED STATES
PUBLICATIONS ORGANIZATION
Church of Scientoiogy of California
Publications Organization
C/0 ASHO
2723 West Temple Street
Los Angeles, California 90026
CELEBRITY CENTRES
Church of scientology of California
CelebrityCentre
1551 North La Brea Avenue
Hollywood, California 90028
Church of Scientology
Celebrity Centre New York
65 East 82nd Street
New York, New York 10028
LOCALCHURCHES
WASHINGTON, D.C.
Founding Church of Scientology
2125 S Street, N.W.
Washington, D.C. 20008
AUSTIN
Church of scentology
2804 Rio Grande
Austin, Texas 78705
HAWAII
Church of scientology
143 Neese Street
Honolulu, Hawaii 96821
SAN DIEGO
Church of Scientology
926 "C" Street
San Diego, California 92102
SAN FRANCISCO
Church of Scientology of California
414 Mason Street
San Francisco, California 94102
LASVEGAS
Church of Seismology
2108 Industrial Road
Us Vegas, Nevada 89102
LOS ANGELES
Church of Scientology of California
2005 West 9th Street
Los Angeles, California 9WO6
PORTLAND
Church of Seismology
1607 N.E. 41st Street
Portland, Oregon 97232
SEATTLE
Church of Scientology
1531 4th Avenue
Seattle, Washington 98101
CONTINENTAL AND AREA ORGANIZATIONS
ST. LOUIS
Church of Seismology
3730 Lindell Boulevard
St. Louis, Missouri 63108
TWIN CITIES
Church of Seismology
730 Hennepin Avenue
Minneapolis, Minnesota 55403
BOSTON
Church of SciOntoogy
448 Beacon Street
Boston, Massachusetts 02115
BUFFALO
Church of Scientology
1116 Elmwood Avenue
Buffalo, New York 14222
DETROIT
Church of Scientology
19 Clifford Street
Detroit, Michigan 48226
MIAMI
Church of Scientology
1235 Byickell Avenue
Miami, Florida 33131
NEW YORK
Church of Seismology of New York
28 30 West 74th Street
New York, Now York 10023
PHILADELPHIA
Church of Scientology
8 West Lancaster Avenue
Ardmore, Pennsylvania 19003
SACRAMENTO
Church of Scientology of California
819 19th Street
Sacramento, California 95814
CHICAGO
Church of Scientology
1555 Maple Street
Evanston, I I linois 60201
CANADA
TORONTO
Church of Scientology
124 Avenue Road
Toronto 180, Ontario
VANCOUVER
Church of SdOntclOgy
4857 Main Street
Vancouver 10,
British Columbia
OTTAWA
Church of Seismology
292 Somerset Street, West
Ottawa
MONTREAL
church of seismology
1168 St. Catherine Street, W. 101
Montreal, Quebec 1-12Y 1 B5
UNITED KINGDOM
LOCALCHURCHES
saint Hill Foundation Saint Hill manor East Grinstead, Sussex
PLYMOUTH
Hubbard Scientology Organization
39, Portland Square
Sherwell
Plymouth, Devon
MANCHESTER
Hubbard Scientology organization
48 Faulkner Street
Manchester
LONDON
Hubbard scientology organization 68, Tottenham Court Road London W.I.
SCOTLAND
HAPI
Fleet House
20 South Bridge
Edinburgh, Scotland
AUSTRALIAINEW ZEALAND
ADELAIDE
Church of the New Faith
57 Puiteney Street
Fullerton, Adelaide 5000
South Australia
MELBOURNE
Church of the New Faith
724 Inkerman Road
North Caulfield 3161
Melbourne, Victoria, Australia
PERTH
CnurCh of the New Faith
Pastoral House
St. George's Terrace
Perth 5000
Western Australia
SYDNEY
Church of the New Faith
1 Lee Street
Syd hey 2000
New South Wales, Australia
AUCKLAND
Church of Scientology
New Imperial Buildings
44 Queen Street
Auckland, New Zealand
EUROPE AMSTERDAM AFRICA
PUBLICATIONS ORGANIZATION Church of scientology JOHANNESBURG
Singel 261
Church of Scientology Amsterdam, Netherlands Church of Sclentology
Publications Organization 99PollyStreet
010 SH Denmark BERLIN Johannesburg, South Africa
Jerntuanegade 6 Church of scientology CAPETOWN
1608 Copenhagen V 1000 Berlin 12
Denmark Giesebreohstrasse 10 Church of Scientoiogy
LOCALCHURCHES Beflin, Germany 3rd Floor, Garmour House
127 Plain street
COPENHAGEN MUNICH Cape Town, South Africa
Church of Scientology Church of Sclentology PORT ELIZABETH
Hovedyagtsgade 6 BM Munich 2
1103 Copenhagen K Lind.urmstrasse 29 Church of Scientology
Denmark West Germany 2 St. Christopher's
27 Westbotime Road
Church of Sclentology G15TEBORG Port Elizabeth, South Africa 6001
Frederiksborgvej 5 Church of Scientology DURBAN
2400 Copenhagen V Magasinsgatan 12
Denmark S-411 18 Gdtoborg, Sweden Church of Solentology
PARIS 57 College Lane
STOCKHOLM Durban, South Africa
Church of Scientology Scientology Kyrkan PRETORIA
12, rue de Is Montagne Ste Geneyie~o Kammakaregatan 46
75005 Paris, France S-1 11 60 Stockholm, Sweden Church of Scientology
VIENNA 224 Central House
MALM6 Cnr Central & Pretorious Streets
Scientology 6sterratch Church of Solentology Pretoria, South Africa
A-1070 Wien Skomakaregatan 12 BULAWAYO
Mariahliferstrasse S8AfStg. Wits S,211 34 MalmO, Sweden
Vienna, Austria Church of Scientology
BRUSSELS 508 Kirrie Bldgs.
Abencorn Street
Church of Scientology Bulawayo, Rhodesia
45A, Rue do I'Ecuyer
1000 Brussels, Belgium
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