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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 FEBRUARY 1971
Issue II
Remimeo
Org Series 23
LINES AND TERMINALS
There is a scale concerning lines and terminals.
ASSOCIATED TERMINALS
Handling flows and correctly changing particles.
GROUPED TERMINALS
LINES
PARTICLES
SIGNIFICANCES
FALSE TERMINALS
MISDIRECTED LINES
WRONG PARTICLES
FALSE SIGNIFICANCES (RUMORS)
MYSTERIOUS TERMINALS
CHAOTIC LINES
MENACING PARTICLES
DANGEROUS IMPRESSIONS
NONEXISTENT TERMINALS
NONEXISTENT LINES
NONEXISTENT PARTICLES
UNCONSCIOUS IMPULSES
THE CHAOS OF UNHAPPY NOTHINGNESS
Any organization and any individual staff member thereof is somewhere on
this scale.
The trick of the scale is the awareness factor. At a position on the
scale, the being or org is NOT AWARE of the scale levels above him.
Thus an organization at "mysterious terminals" is unaware of "false
significances" or anything else above "mysterious terminals." Thus an org
or individual at "mysterious terminals" is unaware of any falsity or any
oddity in significances or ideas.
Any level is the effect of any level ABOVE IT.
Any level is slightly at cause over any level below it.
Thus a well-organized group is not at effect and can make an effect upon
any group below it in awareness on the scale.
CAUSES
There are several causes for lower positions on the scale.
The first cause is degree of personal aberration where a personnel is
willfully throwing the terminals, lines, particles and significances into
disarray. Show me how he regards terminals, handles particles or routes and
I will know how sane or crazy he is. The significances given to terminals,
handling particles and lines is a direct index of sanity.
399
The second cause is unawareness. Drills on lines and terminals were once
thought to improve awareness. This is no longer held to be true. Drills
have to be done to BRING ABOUT awareness. People are not naturally aware of
other people, lines, various particles or ideas. Due to a century of
psychological instruction from childhood that they are animals and after
thousands of years of the "upper classes" regarding them as such, people
tend to favor a dangerously low or nonexistent awareness. A sort of
jurisprudence has been in effect that it is safer to be unaware as then one
is "not guilty." A humanoid who has just run over a child has a first
response of "I didn't see him." This is highly nonsurvival. If one never
notices safes about to fall on him he is soon dead. And painfully so.
Unawareness is a sort of blindness where the person looks like he is
looking but sees nothing. Degrees of this exist. One can make a terrible
lot of errors with this. Mr. A appears to the observer to be noticing,
smelling things and hearing whereas he registers no sights, has a blind
nose and tunes out all sound. "Did you read it?" "Yes." "What did it say?"
And you hear a lot of things then that weren't on the paper. There are even
degrees of registry. A person appears to see and yet doesn't. A person
appears to see and on being asked will say what he saw but can be unaware
of seeing, registering or saying he saw! This drives teachers quite mad.
One has the glib student who can parrot but cannot apply. This is a surface
registry without awareness. Thus drills such as the Admin Training Drills
or dummy runs on lines are needed to bring about awareness. A few very sane
fortunate fellows can see, register, understand and handle correctly
without any drills at all. Others need drills to bring about awareness
below a superficial response. To unaware people, terminals, lines,
particles and significances just don't exist.
The third general category is delusion. One sees A and believes it to be
G. This is a lower band of self-protection. Some workers (an awful lot of
them) will only take jobs which are mechanical "so they can daydream."
Their concept of a terminal is an altered terminal. A line goes somewhere
else. A particle is something else. And an idea is really another idea.
Such people are incapable of duplication. Say "I see the cat," they hear
"Cars are dangerous." They aren't really crazy. They just register
alterations of what they perceive.
The person who can attain the state of awareness of terminals as they
are, lines as they should be, particles as they exist and significances
that are the intended significances are very valuable people. An ideal
group can be made up of such people.
CONSTRUCTIVE ACTIONS
An organization consists of terminals, lines, particles and
significances.
An AGREEMENT factor has to be established and the group has to be aware
of it and use it.
This agreement factor would consist of
1. Purposes of the group.
2. A list of the hats including a short statement of the purpose and
function of each post.
3. A full list of the particles handled by the group and the changes
expected at each point of flow.
4. The flow lines of the particles being handled and changed.
5. The significances (technologies) of the group to form, flow and
change particles.
If an Org Officer does not compile these five things and make them fully
known and agreed to by all in the group, no organization will form or work.
Thus the PLAN of the group has to be laid out and drilled and known or
no organization will form.
400
One will just have a group of individuals colliding with each other with
no production.
The greatest source of confusion in a group are intermediate seniors who
knock hats off faster than they can be gotten on and lines out before they
can flow, all simply out of ignorance of the general plan of the
organization.
Those who cannot perceive one or more of the above five points or bodies
of data have to be drilled into awareness of them and dummy run.
Those who are quite crazy will frantically fight the hatting, stringing
of lines and changing of particles and will inject mad significances into
it all.
So the answer to how to make a group into an organization is to handle
the insane one, prepare the five layouts named above, drill and dummy run
everyone in the group on its entire pattern and expertly hat the specialist
actions required at each point of change.
Then one has an organization that can produce and be viable.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
401
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 MARCH 1971
Rernimeo
Prod OTg Hats Org Series 24
Tech Hats
Qual Hats
LINE DESIGN
HGC Lines, An Example
The present lines for the HGC in any org are the subject of HCOB 5 March
71, C/S Series 25, "The Fantastic New HGC Line," which is to be considered
part of this policy letter.
This modifies early Tech org boards to some extent.
The old line in '65 policy did not include a Case Supervisor as such and
shunted failed pcs to Qual Review.
Today Tech does its own pc repairs and Qual concentrates on cramming HGC
auditors as well as students. Qual can also cram the Tech C/S.
It is completely amazing that a statistic ceiling on well-done auditing
hours delivered could not have exceeded 250-300 well-done hours a week no
matter how many auditors were hired or posted. The post of the C/S
overloaded and the D of P post could not function well without overload.
The new line is capable of a statistic ceiling of 600 to 800 well-done
hours a week. After that a new second HGC is manned fully and given new
space.
The importance of a properly formed line, traveling in correct sequence
is then driven home.
An improper line will reduce the statistic ceiling by 1/2 to 1/3 of what
can be achieved by the same number of people.
The overload of seniors usually occurs because of improperly set up
lines.
Lines are invisible to most people and they are unable to conceive of
them until given full drills.
Unless this new C/S line is used you will not be able to average more
than 250 well-done hours a week no matter how many auditors you put in the
HGC. The auditors will be idle, confused and causing upsets.
If an org cannot get more than 250 well-done hours a week, it will find
that it cannot really make money from processing.
Thus the new line will give volume, quality and viability in processing
pcs.
Advantages of the line are that one HSST can handle up to 30 auditors.
The earlier ceiling was eight or ten auditors.
With higher volume, backlogs vanish rapidly.
The admin personnel in the line can be afforded.
Line design, then, is a strong and unsuspected cause of low statistic
ceilings.
Product and Org Officers must be intimately familiar with this HGC line.
And they must be aware of the fact that faulty line design can cripple an
org's income and overload its posts and excellent line design can double
the stat ceiling in any department while lightening the load.
L. RON HUBBARD
LRH:mes.rd.gm Founder
Copyright 0 1971
by L. Ron Hubbard
ALL RIGHTS RESERVED
402
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 MARCH 1971
Issue IV '
Remimeo
Org Series 25
Personnel Series 19
LINES AND HATS
It will be found that in organization there are MANY major factors
involved.
The following three, however, give the most problems:
1. Personnel
2. Hats
3. Lines.
Technology is a subdivision of both personnel (who may have to be
specially trained before they can be considered personnel) and hats (which
are mainly admin technology and line functions).
To solve any problem, one has to recognize what the problem is. One
cannot solve problem A by trying to solve problem B or C. Example: Problem:
broken-down car. You cannot fix the car by repairing the kitchen lino.
Example: You cannot floor the kitchen by fixing the car.
All this may seem obvious when obviously stated. But there is a more
subtle version. ANY PROBLEM THAT DOES NOT SOLVE IS NOT THE PROBLEM. There
must be some other problem.
Locating and isolating situations (problems) in an organization is the
technique of the Data Series. That technology will find for one the problem
that should be solved.
As there are three major organizational factors these then also form the
core of all organizational situations (or problems, same thing).
Each one of these'is its own zone-personnel, hats, lines.
Each one has its own problems. There are situations in personnel. There
are situations in hats. There are situations in lines.
They are related. They are not identical.
You will find you cannot wholly solve a problem in lines by solving
personnel. You cannot wholly solve a problem in hats by solving lines. You
cannot wholly solve a problem in personnel by solving the other two.
Example: Production hours are down. Fifteen new personnel are added to
the area. Production stays down. It was a problem in lines.
Example: Confusion reigns in the pipe shop. The lines are carefully
straightened out. Confusion still reigns. It was a problem in hats.
Example: Broken products are wrecking org repute. Hats are carefully put
on. Products continue to be broken. It was a problem in personnel.
403
Example: The org stays small. Executives work harder. The org stays
small. It was a series of problems in personnel, hats and lines, none
addressed at all.
You will see symptoms of all this in various guises. The test of whether
or not the right problem was found is whether or not production increased
in volume, quality and viability.
In actual practice one works on all three of these factors constantly-
personnel, hats and lines-when one is organizing.
You will find with some astonishment that failure to have or know or
wear or do a hat is the commonest reason why lines do not go in. That
personnel is hard to procure and train because hats and lines are being
knocked out. That hats can't be worn because lines or personnel are out.
Situations get worsened by solving the wrong problem instead of the real
problem. In the Data Series this is called finding the right Why.
Organizational problems center around these three things in the broadest
general sense. More than one can be present in any situation.
Production problems are concerned with the particles which flow on the
lines, changed by the hatted personnel, with consumption and general
viability. So to make a full flow from organization through to
distribution, one would add raw materials, changed state of materials and
their consumption. Organization is not an end-all. To have value it must
result in production.
But when personnel, hats and lines are not solved, production is very
difficult. Therefore to get production one must have an organization to
back it up. And personnel, hats and lines must exist and be functional. If
these exist, the rest of the factors of establishment can be brought into
being.
It goes without saying that organization involves other problems like
space, materiel, finance, etc. These and many more also enter into "Whys"
of no production. But dominating others are problems in personnel, hats and
lines. Others tend to solve if these are handled and organized.
L. RON HUBBARD
Founder
LRH:mes.sb.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
404
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 MARCH 1971
Remimeo
Org Series 26
VALUABLE FINAL PRODUCTS
By definition, a valuable final product is something that can be
exchanged with other activities in return for support. The support usually
adds up to food, clothing, shelter, money, tolerance and cooperation (good
will).
On an individual basis this is easy to grasp. The individual produces a
product or products which, flowed into the dept, div, org, company,
community, state, nation or planet, then returns to him his pay and good
will or at least sufficient good will to prevent his abandonment or
destruction.
Long-range survival of the individual is attained in this fashion.
A valuable final product (VFP) is valuable because it is potentially or
factually exchangeable.
The key word in this sense is EXCHANGEABLE. And exchangeability means
outside, with something outside the person or activity.
A valuable final product could as easily be named a VALUABLE
EXCHANGEABLE PRODUCT.
Sanity and insanity are matters of motive, not rationality or
competence. The sane are constructive, the insane are destructive.
Thus insanity on the part of the potential receiver of a VFP can prevent
an exchange of a final product the receiver should be able to use and for
which he should be willing to give active support and good will to the
producer. Example: Man starving; you try to sell him good food at
reasonable price for which he has money to pay. He tries to shoot you and
destroy the food. This is insanity since he is trying to destroy the
product he needs and can afford.
Crime is the action of the insane or the action of attempting seizure of
product without support. Example: Robbers who do not support a community
seek to rob from it supporting funds.
Fraud is the attempt to obtain support without furnishing a product.
Sanity and honesty then consist of producing a valuable final product
for which one is then recompensed by support and good will, or in reverse
flow, supporting and giving good will to the producer of the product.
Ethical basics, morale, social subjects, law, all are based on this
principle of the valuable final product. Previously it has been
"instinctive" or "common sense." It has not before been stated.
Civilizations which facilitate production and interchange and inhibit
crime and fraud are then successful. Those that do not, perish.
Persons who wish to destroy civilizations promote departures from these
basic rules of the game. Methods of corrupting fair interchange are
numerous.
405
The FACTORS are the first appearance of these principles.
The theory of the valuable final product is an extension of the FACTORS.
Parts of organizations or organizations, towns, states and countries all
follow the principles which apply to the individual.
The survival or value of any section, department, division or org is
whether or not it follows these principles of interchange.
The survival or value of any town, state or country follows these
principles of interchange.
You can predict the survival of any activity by confirming its
interchange regularities or can predict its downfall by irregularities in
this interchange.
Therefore it is vital that a person or a section, department, division
or part of an org or an org figure out exactly what it is interchanging. It
is producing something that is valuable to the activity or activities with
which it is in communication and for that it is obtaining support.
If it is actually producing valuable final products then it is entitled
to support.
If on the other hand it is only organizing or hoping or PRing and is not
producing an interchangeable commodity or commodities in VOLUME or QUALITY
for which support can be elicited and even demanded, it will not be VIABLE.
It doesn't matter how many orders are issued or how well org boards are
drawn or beautiful the plans to produce are made. The hard fact of
production remains the dominant fact.
How well organized things are increases production volume and improves
quality and thus can bring about viability.
But it is the valuable final product there and being interchanged that
determines basic survival.
Lack of viability can always be traced to the volume and quality of an
actual valuable final product.
Hope of a product has a short-term value that permits an activity to be
built. But when the hope does not materialize, then any hoped for viability
also collapses.
One then must organize back from the actually produced product.
For instance, a technical subject is capable of producing an exact
result.
IF persons are trained to actually produce the result AND THE RESULT IS
PRODUCED then one can exchange the technicians with the community for
support.
If the result is produced (by training the technicians well) then the
result can be interchanged with an individual for support and good will.
Where any of these factors suffer in volume or quality then an
interchange is difficult and viability becomes uncertain.
406
As individuals, communities and states are not necessarily sane, upsets
can occur in the interchange even when production is occurring.
Therefore the producer has a stake in maintaining the sanity of the
scene in which he is operating, and one of his valuable final products is a
scene in which production and interchange can occur.
The basics of valuable final products are true for any industrial or
political, or economic system.
Many systems attempt to avoid these basics and the end result would be
disaster.
The individual, section, department, division, org or country that is
not producing something valuable enough to interchange will not be
supported for long. It is as simple as that.
L. RON HUBBARD
Founder
LRH:mes.rd.gm Copyright G 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
407
HUBBARD COMMUNICATIONS OFFIC
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 JULY 1971
Remimeo
HASes Starrate
FEBC Grads Org Series 27
Starrate
FEBC Checksheet
Starrate
HCO ESTABLISHMENT FUNCTIONS
HCO means HUBBARD COMMUNICATIONS OFFICE.
The elementary and very simple actions of HCO are contained in this:
It is really hCo.
C = Communications.
To have Communications you have to have TERMINALS.
Flows can ONLY occur when terminals are rock steady and STABLE. There
can be NO flows and NO power without steady terminals. Hence, comm cannot
occur without stable terminals.
The ORG BOARD is the pattern of the terminals and their flows. So you
have to have an org bd. And the org bd must in truth be a representation of
what is in the org.
The org bd shows where what terminals are located in the org so flows
can occur.
HCO has recruitment which means it gets people from OUTSIDE the org to
be placed as terminals in the org = posts.
HCO has the posting of the org bd and designating the spaces in the org
so that flows can occur.
Hatting is a prime function of HCO because otherwise the terminals won't
know what they are supposed to be doing or what flows they handle or how.
HCO has INSPECTION to see that the flows are going right and that
terminals are functioning.
Ethics exists to handle gross outnesses in flows.
Then routing can occur.
Then production can occur.
In essence that is ALL there is to an HCO.
If it realizes its key is C for communications and that comm requires
terminals and an org bd so that flows can occur then HCO will function.
This action of putting in terminals is called ESTABLISHING
Thus HCO is the establishing division.
DISESTABLISHING
If HCO does not know this and if it makes numerous errors or alters
importances away from this, it DISESTABLISHES the org.
DIS = Take apart.
ESTABLISH = Put there.
DISESTABLISH = Take apart what is put there.
Thus disestablish means to take out terminals and tear things up.
In using the org itself as a source of personnel, then an "HCO" tears
things up far faster than it puts things there.
408
HAS
The HCO Area Secretary, HAS, has the function of ESTABLISHING THE ORG.
That means to find, hat, train, apprentice persons from OUTSIDE the org,
to locate them in the org and on the org bd and then route the raw
materials (public people in this case) along the line for production, which
means changing particles into a final product.
If HCO establishes the org then all will be well.
If it fails to recruit or hat or org bd or route or distribute comm or
police the lines, the org will stagger or fail.
The HAS is responsible for seeing that HCO establishes the org.
An HAS who is doing anything else is DISESTABLISHING.
HCO EXTERNAL
HCO has the incoming and outgoing flow lines as well.
This gives it Address. This means the location of the terminals OUTSIDE
the org that the org contacts.
This in itself is an org bd.
The HAS must insist that the outside terminals are also established.
This gives an international network of flows amongst terminals.
WHAT is produced and WHAT flows on the lines is the business of other
terminals outside HCO unless these threaten the functions of HCO.
SIMPLICITY
Now if you think there is anything more to it than this, work and work
and work to do it in clay, clean up the misunderstood words and become thus
able to envision and handle it.
Many policies exist about HCO. There is a lot of admin tech connected
with an HCO but ALL OF IT is entirely and completely concerned with how to
establish an HCO and an org.
This P/L should be known, known, known and any further confusion would
be plainly the result of personal aberration such as an inability to
conceive of a terminal or a space or a thirst for confusion only found in
very batty places.
The functions of an HCO and the duties of an HAS are so elementary and
so plain that they cannot be misunderstood even by experts.
HCO establishes the org.
That is the basic thing to know.
The techniques of how it is done are well recorded and broadly issued.
HCO does NOT disestablish the org.
HCO does NOT leave an org unestablished.
HCO ESTABLISHES THE ORG.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright c 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
409
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 JULY 1971
Remimeo
Org Series 28
Personnel Series 21
WHY HATTING?
A few days ago when I found that musical chairs and flubbed hatting had
unstabilized some areas, I wondered whether or not this might stem from
some social aberration that was very general in the societies in which we
are working.
And it seems to have been the case. I worked on it a bit and found this:
LAW: THE POWER OF A THETAN STEMS FROM HIS ABILITY TO HOLD A POSITION IN
SPACE.
This is quite true. In Scn 8-80 the base of the motor is discussed. It
holds two terminals in fixed positions. Because they are so fixed, power
can be generated.
If a thetan can hold a position or location in space he can generate
POWER.
If he cannot, he cannot generate power and will be weak.
We have known this for 19 years. It applies here.
Observation: MODERN SOCIETY TENDS TO CONFUSE AND UNSTABILIZE PERSONS WITH
ITS HECTIC PACE.
Observation: BEINGS WHO ARE AFRAID OF STRONG PEOPLE TRY TO WEAKEN THEM.
Observation: PERSONS WHO ARE PUSHED AROUND FEEL THEY CANNOT HOLD A POSITION
IN SPACE.
Observation: PEOPLE HATE TO LOSE THEIR POSTS AND JOBS. THEY FIND IT
DEGRADING.
In processing picking up this chain of lost positions achieves very good
gains and rehabilitates a person's ability to hold a job.
LAW: BY GIVING A PERSON A POST OR POSITION HE IS SOMEWHAT STRENGTHENED AND
MADE MORE CONFIDENT IN LIFE.
LAW: BY LETTING A PERSON RETAIN HIS POST HE IS MADE MORE SECURE.
LAW: BY HATTING A PERSON HE IS GREATLY STRENGTHENED AS HE IS HELPED TO HOLD
HIS POST.
A basically insecure person who feels he is unable to hold his position
in space, is sufficiently strengthened by hatting to feel secure enough to
do his job.
LAW: HAVING A HAT, BEING HATTED, AND DEMONSTRATING COMPETENCE MAKES A
PERSON FEEL CAPABLE OF HOLDING HIS POSITION IN SPACE AND HE BECOMES MORE
STABLE, CONFIDENT IN LIFE AND MORE POWERFUL.
410
LAW: UNHATTED PERSONS ON A POST CAN BECOME CRIMINAL ON THE POST BECAUSE
THEY FEEL INSECURE AND BECOME WEAK.
When a person is secretly afraid of others he instinctively will not hat
them or hats them wrongly and tends to transfer or move them about.
When a person is insecurely posted and insufficiently hatted he can try
to weaken others by trying to prevent their hatting and trying to get them
transferred or even dismissed.
This is apparently the social aberration at work.
The answer to a sane org and a sane society is not welfare and removal.
It is
Recruit them Train them Hat them Apprentice them Give them a
post.
This is so strong in truth it would de-aberrate the bulk of the crime
out of a society.
And it sure will put an org in POWER.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright c 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
411
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I AUGUST 1971
Issue III
Rernimeo
Org Series 29
INFINITE EXPANSION
There is no reason whatever to ever contract or reduce the size of an
org except covert destruction.
In theory there is no limit to the size of an org.
The 1967 org bd is capable of expanding to 200,000 staff members!
For our purposes, there is no real limit to expansion.
So long as property purchase does not commit future income dangerously
and so long as HASes keep the admin staff in a ratio of two to one
technical staff, there is no limit to expansion.
So long as cash-bills is kept more cash than bills there is no limit to
expansion.
So long as the staff produces what their posts call for there is no
limit to expansion.
So long as you DELIVER in quality what you SELL there is no limit to
expansion.
So long as you keep standard on admin and keep standard on tech, there
is no limit to expansion.
So don't get frightened, don't fire people, don't cut back. Understand
the above and the whole of this policy letter. And there is no limit to
expansion.
So EXPAND.
L. RON HUBBARD
Founder
LRH:sb.gm Copyright 10 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
412
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JULY 1972
Issue 11
Remimeo
Establishment Officer Series 22
Executive Series 14
Org Series 30
ESTO FAILURES
For several months I have been studying the Esto system in operation and
have finally isolated the exact points of any failures so they can be
turned to successes.
PUTTING IN THE SYSTEM
An Esto returning to an org can crash it.
The exact reasons for this are
A. The execs who heretofore did organizational work say, "Ali, here's
the Esto system at last," and promptly drop their organizational and
personnel actions.
Yet here is this lone E Esto, no divisional Estos, no one trained to
support him.
The right answer is when an E Esto goes into an org where there are no
Estos or only a TEO or QEO, he must gather up the execs and tell them it
will take him weeks to recruit and train Estos and that THEY MUST CONTINUE
ANY ORGANIZATIONAL ACTIONS THEY ARE DOING and that the HAS IS STILL
ESTABLISHING THE ORG.
Otherwise they let go their lines.
B. The new E Esto takes key production personnel from the divisions to
be Estos and they crash.
The answer to this is to RECRUIT the new Estos.
This is easier than it looks if you recruit idle area auditors to be
Estos.
If you do this remember that they went idle as auditors because they had
out-ethics, were PTS, had misunderstoods and out TR 0. To get them you do a
3 May 72 P/L, a 5 April 72 P/L, Method 4 on their courses and make them do
real TRs, especially Zero. And they'll be ready.
You get a list of area auditors and contact them and do the above on
them and you'll have Estos who are half-trained already.
Failing this or in addition to it just plain recruit.
C. The first post a new E Esto should take is Dept 1.
He does NOT "hat the HAS" or "just do programs." He rolls up his sleeves
and WORKS as director of Dept 1.
He recruits, he posts up Dept 1. He hats the hell out of Dept 1.
He makes a Department I that really really flows in personnel, puts up
org bds and hats.
WHEN he has a Department I FUNCTIONING he can begin to recruit Estos as
well as other org staff.
If he can't get a Dept I whizzing he has no business being an Esto, does
he?
413
He does NOT put in Dept 2 or act as Dept 3. He makes the HAS handle
these.
With a strong, working Dept 1, an Esto system can then go. in.
D. Musical chairs is the commonest reason any org collapses.
A "new broom sweeps clean" complex will wreck any org.
An E Esto on arrival, taking over Dept 1, FREEZES ALL PERSONNEL
TRANSFERS. He does not permit even one transfer.
The only exception would be where a musical chair insanity has just
occurred. If this was followed by a stat crash then one REVERTS THE ORG TO
THE UPSTAT PERIOD and then FREEZES PERSONNEL TRANSFERS.
But before one reverts one must evaluate the earlier period by stats to
be sure it WAS the upstat period.
By freezing personnel one protects what he is building.
Almost all musical chairing is the work of a suppressive except when it
is the work of an idiot.
E. Anyone trying to hold Dept I in a personnel-starved org is holding a
hot seat as any HAS or Personnel Director can tell you.
Body traffic to this dept in any medium-sized org defies belief.
It looks like Grand Central Station at the rush hour.
"I have to have " "Where is my Course Super etc.,
etc., etc., is the constant chant.
You can spend the whole day interviewing staff execs and get nothing
done.
There is a right way to do all these things and a billion wrong ways.
Obviously the answer to all their problems is to get and train new
people. Yet how can one in all the commotion?
Ninety percent of these requests are from people who are not hatting and
using the people they already have.
The right way is on any new personnel demanded one gets Dept 3 to do an
Inspection and Report Form for people in the area of the exec doing the
demanding. You will find very often unhatted, untrained and wasted
personnel and many outnesses.
You hold the line on personnel by saying: "Handle these unutilized or
halfworking staff or these outnesses. You are here on my procurement board
as entitled to the (give priority, 3rd, 8th) person we hire or recruit."
And get industrious in recruiting, using all standard actions for that
is the only way things can be solved.
Most orgs would run better on less people because the personnel are not
hatted or trained. One org, two years before this writing, made four times
as much money on half the personnel it now has.
Unhatted, the staff is slow and uncertain. Unproducing, the div heads
demand little.
But they sure can scream for more personnel!
No org ever believes it is overmanned.
F. Some divisions (like the usual Treasury or Dissem) can be
undermanned. Key income posts most often are empty.
When one mans up an org one sets priorities of who gets personnel.
This is done by PRODUCTION paralleling. One mans up against production.
414
New people come in through Div VI. They are signed up by Div 11.
Delivery is done by Div IV. Money is collected by Div 111. That gives you a
sequence of manning up.
You man income and delivery posts with new hirings.
The E Esto is trying to get in a Dept I so of course he gives this a
priority as well.
Until the income is really rolling in and the delivery rolling out. one
does very little about other areas.
Having gained VOLUME, one now begins to man up for quality. This means a
Cramming and a WC Section in Qual. It means more HCO.
One now hits for future quantity by getting auditors in training, more
upper execs in training.
When the org is so built and running and viable it is time the whole
Esto system got manned up.
G. Every 5th person hired on an average should be put in Dept I as a
Dept I extra personnel who does Dept I duties and trains part-time as an
Esto.
This gives the E Esto additional personnel in Dept 1.
It also begins an Esto right.
His most essential duties as an Esto are Dept I type duties.
You eventually have a bulging Dept 1. You have a basic Dept I that
functions well and will continue so. You have the Esto trainees who are
working in Dept I as Dept I personnel. And you have of course some new
people who are HCO Expeditors until they get in enough basics for real
regular posting.
This makes a fat Dept I and proves one can Esto!
SUCCESS
If an E Esto introduces the Esto system exactly as above and in no other
way, he will be a success.
Like an auditor varying processes or altering HCOBs, a new E Esto who
varies the above will bring about disaster.
Where E Estos have gone into orgs other ways or where the system has
been varied, stats have crashed.
By going in this way, as above, it can be a wild success.
How fast can you put in an Esto system? It takes months of hard work. It
depends really on how good the E Esto is at recruiting, org bding and
hatting.
If he's good at these things the time does not stretch out to forever.
For comparison, it took half a year each to build DC, Johannesburg and
SH to their highest peaks. They were all built from a Dept I viewpoint of
recruiting, org bding and hatting hard enough to get production.
So this is the oldest pattern we have-Dept I evolves the org.
When the org gets too big Dept I.Ioses touch. You extend it into each
div and you have the Esto system. And you have Estos.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
415
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1972R
Remimeo REVISED 20 DECEMBER 1978
(Revisions in this type style)
Establishment Officer Series 23R
Executive Series 15R
Org Series 31R
THE VITAL NECESSITY OF HATTING
On a graph analysis of past stats, my campaign on hatting where a hat
was a checksheet and pack apparently introduced a steady rise of the
international gross income.
Studying this further I discovered a new basic, simple fact:
HATTING = CONTROL
A person who is hatted can control his post.
If he can control his post he can hold his position in space-in short,
his location. And this is power.
When a person is uncertain, he cannot control his post, he cannot
control his position. He feels weak. He goes slow.
If he can control his post and its actions he feels confident. He can
work effectively and rapidly.
The key is CONTROL.
Control is the ability to START, CHANGE and STOP.
When he is hatted he knows the tech of HANDLING things. Thus he can
control them. He is at CAUSE over his area.
If you have an org composed only of weak wobbly posts, they tend to
collapse in on each other. There is no POWER.
The org then cannot be CAUSE over its environment because it is composed
of parts which are not cause. The whole is only the sum of its parts.
If all the parts are each one at cause, then the whole will be at CAUSE
over its environment.
Only an org at CAUSE can reach and CONTROL.
Thus a fully hatted org can be at cause over its environment, can reach
and control its fates and fortunes.
THUS THE PRIMARY TARGETS OF AN ESTO ARE
A. ESTABLISHED ORG FORM and
B. FULLY HATTED PERSONNEL.
BASIC SEQUENCE OF HATTING
1. Recruited or hired. Signs contract
416
2. Posted in HCO Expeditor pool or division if divisional recruit (per
HCO PL 2 Sept 74R RECRUITING AND HIRING).
3. In SO new recruit goes directly onto Product Zero in the Estates
Project Force and upon graduation from EPF goes to HCO Expeditor pool (Ref.
FO 372 7 PRODUCT TRAINING LINE-UP).
4. Staff Status Zero.
5. Eligible for student auditing but must have a stat and demonstrated
he has produced on post
6. Staff Status 1.
7. Staff Status //.
8. Posting as other than an HCO Expeditor.
9. Full hatting with a checksheet and pack with Word Clearing M6, M7 and
M4.
10. Method 1 Word Clearing, Primary Rundown or Primary Correction
Rundown.
11. Administrative or tech training (OEC or auditing).
No one should have any other training much less full-time training
before Step 10 in the above. Flag Orders in the Sea Org may change this
line-up slightly but it is basically the same.
There are time limits placed on how long it takes to do SSI and SSII. A
person who can't make it is routed to Qual where he is offloaded with
advice on how to get more employable. (In the SO it is Fitness Board.)
TIME-TESTED
The above is the route that has been tested by time and found good.
Other approaches have NOT worked.
Granting full-time training at once is folly. The person may get trained
but he'll never be a staff member. This is the biggest failure with
auditors-they don't know the org. Admin training with no org experience to
relate it to is a waste of time.
This was how we built every great org. And when it dropped out the org
became far less powerful.
Old-timers talk of these great orgs in their great days. And they will
tell you all about the org boarding and hatting that went on. How the
Hatting Officer in HCO and the Staff Training Officer in Qual worked as a
team. And how fast the lines flew.
The above steps have stood the test of time and are proven by stats.
RECRUITING AND HIRING
You never recruit with a promise of free courses or free auditing. Not
even HASes or HQSes. You recruit or hire somebody to be part of the team.
OPEN GATE
If any opinion or selection is permitted as to who is going to be let on
staff, all recruitment and hiring will fail.
By actual stats when you let anyone say "No! Not him! Not her!" the gate
shuts, the flow stops. And you've had it.
Requirements and eligibili , tyJail. The proof is that when they have
existed in orgs,
the org wound up with only PTSes and no-case-gains!
417
The right answer is FAST FLOW hiring. Then you have so many that those
who can't make it drift low on the org board or off. You aren't trying to
hold posts with unqualified people "who can't be spared."
In a short-staffed org "looking only for the best people" the guy nobody
will have gets put on an empty "unimportant" department. He's now a
director!
It only happened because you didn't have dozens.
The answer is NOT lock the gate or have requirements. The answer is HAT.
An org that isn't hatted goes weak and criminal.
Don't be selective in hiring or recruiting. Open the gates and HAT!
Follow the steps given above and you have it.
Don't spend coins like training or auditing (or travel) on people until
they have proven their worth. No bonuses or high pay for anyone until they
have reached and attained Step 8 (a good stat). The cost of such fast flow
hiring is not then a big factor.
The only trouble I ever had with this was getting div heads to UTILIZE
their staff. A FIRST JOB FOR AN EXECUTIVE IS TO GET THINGS FOR HIS PEOPLE
TO DO. AND KEEP THEM BUSY AT PRODUCTIVE THINGS.
So I used to have to go through the org that did FAST FLOW HIRING
regularly and get people to use their new people. And to move off those who
could not work.
This was ALL the trouble I had with the system.
And until I enforced FAST FLOW HIRING there was always some effort by
someone to close the gate.
ALL the great executives in Scientology came up in such orgs.
With a flow of people the best move on up. The worst, if any, drop off.
Only orgs with restricted hiring or recruiting give trouble.
IN A FAST FLOW HIRING ORG THE HAS AND ESTOs MUST BE ON THE BALL. THE
BREAKDOWN OCCURS WHEN THEY DO NOT HAT AND KEEP ON TOP OF THE PERSONNEL
SCENE.
Fast flow hiring only breaks down and,,gets protested where HCO and
Estos are not doing a top job. They have to really hahdie the personnel,
post them, hat them, keep the form of the org.
A fully formed org in a heavily populated location would need hundreds
of staff. It would make hundreds of thousands.
But only if it is fast flow hiring, hatting, holding the form of the
org, and only then could it produce.
L. RON HUBBARD
Founder
Revision as assisted by
Arden Hansen
FMO 2025 I/C
LRH:AH:ntjk.gm Copyright c 1972, 1978 by L. Ron Hubbard ALL RIGHTS RESERVED
418
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1972
Remimeo
Establishment Officer Series 26
Executive Series 16
Org Series 32
ESTABLISHING
HOLDING THE FORM OF THE ORG
If a person who could not play a piano sat down at a piano and hit
random keys, he would not get any harmony. He would get noise.
If the head of a division gave orders to his staff without any regard to
their assigned posts or duties, the result would be confusion and noise.
That's why we say a division head "doesn't know how to play the piano"
when he knows so little about org form that he continually violates it by
giving his various staff members duties that do not match their hats or
posts.
But even if one could play the piano, one would have to have a piano to
play.
SPECIALISTS
Each org staff member is a specialist in one or more similar functions.
These are his specialties.
If he is fully trained to do these he is said to be HATTED.
The combined specialties properly placed and being done add up to the
full production of an org.
The org form is then the lines and actions and spaces and flows worked
out and controlled by specialists in each individual function.
These specialists are grouped in departments which have certain actions
in common.
The departments having similar functions are grouped into divisions.
The divisions combine into the whole org form.
It is far less complex than it looks. It would be very complicated and
confusing if there weren't divisions and departments and specialized
actions. Without these you would get noise and very limited production and
income, and at great strain.
Take a theater as an example. There are people who advertise it; these
are the public relations people; they are hatted to get publicity and make
people want to come to the play; call them the PR Division. There are the
producers and directors; they are hatted to present a performance and make
it occur; call them the Production Division. There are the actors and
musicians; call them the Artists Division. There are the property men; they
are hatted to get costumes and items needed; call them the Property
Division. There are the stage hands and electricians and curtain and set
men; call them the Stage Division. There are the ticket sellers and money
handlers and payroll and bills payers; they are hatted on money and
selling; call them the Finance Division.
419
There are the people who clean the theater and show people to seats and
handle the crowds; call them the House Division. And there are the managers
and playwrights and score writers and angels (financiers); call them
loosely the Executive Division.
Now as long as they know their org board, have their flows plotted out,
are hatted for their jobs and do a good job, even a half-good play can be
viable.
But throw away the org board, skip the flows, don't hat them and even a
brilliant script and marvelous music will play to an empty house and go
broke.
Why? Because an org form is not held. Possibly an untrained unhatted
producer will try to make the stage hands sell tickets, the actors write
the music, the financiers show people to their seats. If he didn't know who
the people were or what their hats were he might do just that.
And there would be noise and confusion even where there was no protest.
People would get in one another's road. And the general presentation would
look so ragged to the public they'd stay away in droves.
ESTO ACTION
Now what would an Esto (or an Executive Director) have to do with, let
us say, an amateur, dilettante theatrical company that was about to bog.
Probably half the people had quit already. And even if there were people
in the company they would probably need more.
The very first action would be to Esto Series 16 the top men to make
money quick.
The first organizing action would be to kick open the hiring door. This
would begin with getting out hiring PR and putting someone there to sign
people up who came to be hired (not to test and audition and look at
references, but just to sign people up).
The next action would be to do a flow plan of public bodies and money.
So one sees where the org form reaches. Then a schedule.
The next action would be to do an org board. Not a 3-week job. (It takes
me a couple hours to sketch one with a sign pen for posting.) AND GET IT
POSTED.
One then takes the head of each of these divisions and hats him on what
his division is supposed to do and tell him to do it. NOW.
You make and post the flow plan, org bd and terminal location plan where
the whole company can see them.
Chinese drill on a flow plan to show them what they're doing and what
has to be done.
Chinese drill on the org board including introducing each person named
on it and getting it drilled, what he does and who he is.
You Chinese drill the terminal locations where each of these persons
(and functions) is to be found.
You get agreement on schedules.
You now have a group that knows who specializes in what and what's
expected of each.
You get the head of the whole company to work with and hat the heads of
his divisions.
420
Now you get the heads of divisions to hat their own staffs while you
help.
And you get them busy.
You then put the polishing touches on your own Dept I (personnel PR,
personnel hiring, personnel placement, org bds, hat compilations, hat
library and hatting hatting hatting).
And by hatting and insisting on each doing his specialized job and
getting seniors to HOLD THE FORM OF THE ORG by ordering the right orders to
the right specialists and targeting their production and MAGIC! This
amateur theatrical company gets solvent and good enough to wind up on
Broadway. It's gone professional!
You say, yes, but what about artistic quality9 What about the tech of
writing music and acting. . . .
Hey, you overlooked the first action. You kicked the door open on hiring
and you hatted and trained. And you let go those who couldn't get a stat.
Eventually you would meet human reaction and emotion and would put in a
full HCO and a full Qual particularly Cramming. But you'd still do that
just to be sure it kept going.
Yessir, it can't help but become a professional group IF you, the Esto,
established and made them HOLD THE FORM OF THE ORG and produce while they
did it.
An Executive Director can do all this and produce too. The great ones do
things like this. But here it is in full view.
A Scientology org goes together just like that. Which could be why, when
we want to get something started, we say:
"Get the show on the road!"
But there is no show until it is established and the FORM OF THE ORG is
held.
You are luckier than the amateur theatrical company's Esto. You have
policy for every post and a book of it for every division and all the tech
besides.
So there is no valid reason under the sun you cannot establish and then
hold the form of the org,
L. RON HUBBARD
Founder
LRH:nt.bh.ts.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
421
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JULY 1974
Issue I
Remirneo
Org Series 33
PRODUCTION BUGS
An analysis of failures to produce in several fields showed this fault:
EXPERIMENTING ON A STANDARD
PRODUCTION LINE.
Example: A cook can cook 30 dishes of various types successfully.
Instead of retaining these as they are and seeking on the side to create or
find new dishes, the cook experiments with and changes her 30 standard
dishes. The result is failed production.
Example: A musical group has 15 finished pieces of repertoire. Instead
of developing totally new pieces, they rewrite their existing repertoire.
The result is a failure to do good shows.
Example: An org is doing well with a standard CF letter writing
campaign. This personnel is pulled off onto phones only as an experiment.
The org stats crash. The correct action would be a pilot phone program
using new personnel and leaving the standard actions in.
In all cases the right thing to do is maintain without variation the
standard production line and if experimenting or change is to be done:
pilot it on the side with people or actions that do NOT impede standard
production.
There is always a better model in the research lab than there is on the
production line. The only bug occurs when the incomplete and unknown model
is shoved over as the standard production.
If on test and experience a new action, properly piloted, is better,
then *and only then is it added to the standard line.
L. RON HUBBARD
Founder
LRH:act.gm Copyright 0 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
422
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JULY 1974
Issue Il
Rernimeo
Org Series 34
WORKING INSTALLATIONS
Never unmock (take down or destroy) working installations.
A working installation is something that is operational.
The most flagrant violation of this is tearing up Div A to create Div B.
Division A is working. Somebody orders Division B to be strengthened.
A stupid or suppressive personnel person will tear up Div A to get
personnel for Div B.
The correct action is to find extra or new people for the new action.
MUSICAL CHAIRS (transfers of persons around an org) is THE SINGLE MOST
DESTRUCTIVE ACTION TO AN ORG'S STATS.
A failure to recruit and train new- people leads one tow9rd the
destruction of working installations.
Whenever a new unit has to be made up, the failure to recruit and train
shows up vividly. Essential people are ripped off their posts to form the
new unit and the destruction of working installations by this action shows
up at once in production stats.
It takes a great deal of work to find, hat and post people and get them
experienced enough to produce. It takes a lot of work to make a working
installation. But in one swoop some irresponsible personnel transfer can
destroy it.
In mechanical matters the same thing applies. It takes a lot of work to
make something operational. If for a while it is not used, a mechanic may
rob its parts to set up something else instead of getting new parts for the
something else. Then when the working installation is needed, it doesn't
function and a great deal of trouble and expense is put in setting it up
again. The trouble and expense is far more costly than getting the parts
elsewhere.
NEVER UNMOCK A WORKING INSTALLATION.
It will be far more costly than going to a lot of trouble and expense to
get the people or parts elsewhere.
L. RON HUBBARD
Founder
LRH:rhc.gm Copyright 0 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
423
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 SEPTEMBER 1976
Remimeo
All Staffs
Org Series 35
Executive Series 17
THE STAT PUSH
WHAT exactly is a stat push?
The danger in talking about this subject at all is that someone can do
an immediate make-wrong by saying, "This means don't try to raise any
stats."
So to understand this subject at all, one must have a pretty clear
idea of exactly
what is meant by "Don't push stats." 4
First of all one has to know precisely that STATISTICS ARE AN INDICATOR;
THEY ARE NOT AN OBJECT.
WHEN YOU PUSH THE INDICATOR YOU DO NOT OBTAIN THE OBJECT IT REPRESENTS.
PRODUCTION IS COMPLETED CYCLES OF ACTION, NOT JUST NUMBERS.
The figure " I " in "I apple" is not the apple.
Therefore pure, raw, naked stat pushing is an outpoint called "wrong
target."
Pushing a stat without doing anything to bring about the stat is
therefore an aberration.
Demanding a stat without doing anything to see that it occurs or putting
anything there to make it or correcting anything that is preventing it is
an aberration built out of either psychosis or ignorance of what should
really be done.
It is quite true that stats must be kept up. But unless they are kept up
by putting something there or correcting something that is there and
getting all the cycles of action done by all those who should do them, the
stats will DECREASE and eventually vanish.
An order, a telex, a yell to the effect "GET THE STATS UP" is so much
wasted time.
Further, such an order or telex or yell in any form has a very
deteriorating effect. Individuals or staffs look at it in a properly weird
light. They are there, they are doing what they can, they have problems and
tangles and barriers. And telling them to "Get the stats up" causes various
reactions, none of them very good. Essentially, it gives them neither help
nor direction and even subtly informs them that the person ordering either
does hot know or does not care what is going on and is not about to help.
The eventual reaction can become an ignoring of that command channel.
There are some specialized actions in stat pushing. Chief amongst them
is the "GI push."
The usual indicator of this is a neglect or abandonment of staff or
caring about staff. One sees no real effective attention on recruitment,
training, apprenticing, hatting, future execs. And when one sees this it
usually follows that there is a "GI push" going on somewhere in the
executive strata. Why this indicator? Well, you see, it only takes a small
handful of people to get in GI and where executive attention is fixated on
a "GI push" the various production staff, HCO and the rest of the org
aren't "necessary." You find this with EDs who reg instead of getting
Registrars and putting an org there, with EDs who go for credit unions and
odd financial deals. And you will
424
also find they have the biggest number and amount of refunds and the
biggest backlogs AND a shrinking and unhappy org. Unfortunately, they soon
also get a crashing GI for none of the support actions are being done
across the divisions.
The reason "GI pushing" happens so often is the structure of the society
itself. The only real crime for which one can be punished by the
governments of today is lack of money. In other crimes if one has the huge
sums necessary to hire lawyers one can often get off. But the crime of
having no money is the only crime one cannot get out of. There are even
laws which cause the arrest on the street of persons who do not have so
much money in their pockets or wallets: it is called "vagrancy." So with
the whole aberrated society on a big "GI push," with Wall Street measuring
values only in how much something costs, with wages and prices soaring, at
this writing, to total social disaster, it is no wonder that short-sighted
and untrained or even aberrated executives get into a "GI push."
The answer to not having money is, of course, to make more money. And
there is nothing whatever wrong with that. BUT that is not done with a "GI
push." It is done with putting a whole org there, every part of it
functioning and delivering with all the bugs out of its lines, and making a
lot, lot, lot more money. Fifty trained staff producing everything an org
is supposed to produce will make far more money than five guys
concentrating on GI only and letting the rest of the org go to blazes. The
GI made by the fifty will go on increasing. The GI made by the five (and
not backed up by the rest of the org) will decrease week by week and then
crash.
Let us take some examples of "stat pushing":
The room is cold and the staff is wearing overcoats and using blankets.
Mr. Stat Pusher walks over to the thermometer on the wall and sees that it
reads very low. So he yells at the thermometer, "Get the stat up!" Nothing
happens of course; it still says 15*, so he yells at the staff, "Get that
stat up!" Now, in this instance, having a stat pusher around, the org has
no Treasury Div and so there was nobody to pay the bills and the fuel
company has refused to deliver further fuel. The janitor is missing because
there is no HCO to hire one or keep one on post so there's no one to light
the furnace even if it had fuel. And due to an unhatted Financial Planning
Committee, that also doesn't meet or exist, no new boiler was ordered when
the old one blew up last year. The stat pusher seems incapable of observing
these facts, and is too unskilled to bring them to rights. So he continues
to yell "Get the stat up" and the staff wears more and more coats and
blankets until at last it is just a quiet scene of solid ice.
If the letters out stat is down, this is a bad INDICATOR. It is vital
that one keeps stats and observes when one goes down. It is extremely hard
to manage on one's post or in an org unless one has a stat. But, in going
down, WHAT is being indicated? A lack of letters out. So what does one do?
Does he yell "Get the letters stat up" or does he look into this? If he
looked into it he could find the real Why, handle it and the letters stat
would go up. He might find that the Letter Reges were all sacked so as to
increase the unit pay one week and that he has somehow gotten a nut onto a
personnel or finance post (whose R/Ses make even his head jerk back and
forth). He might find that the typewriters had broken down. He might find
that Dept 5 people were all being used by Div 5 to handle their files. At
the very least he will find something aberrated or ignorant going on which
has to be handled before the letters can be flooded out again. WHEN this is
found and handled, THEN the letters out stat will go up.
So Mr. Stat Pusher is essentially operating on a short circuit. He
cannot or will not look.
And there is another variety of stat aberration which comes about after
a lot of "Get the stat up" has failed. This is Mr. Stat Ignorer.
Mr. Stat Ignorer is driving along in a car and he looks at the
speedometer. It says 15 m.p.h. He glares at the needle for a moment and
then handles it. He pastes a piece of paper over it so it can't be seen.
And sits back and drives contentedly. If he'd looked, he would have found
he had three flat tires and an engine about to run out of oil and explode.
Then there is also Mr. Stat Faker. He knows that he will get in trouble
if his STAT is down. So he simply dreams up a figure and puts it on graph
paper. He is encouraged
425
and rendered confident in this because he is sure that no senior will come
around and notice the towers of unanswered letters or the huge backlogs of
cramming orders or the mobbed waiting room of unhandled public or the
mountain of uncorrected and unfiled address plates. He is confident because
no senior has in the last year or two. And he can say "I'm an upstat" when
the Ethics Officer tries to hit him for keeping the front door to the org
obstructed with his motorcycle. And he is recognizable by a caved-in case,
low morale and a hunted look of glee as he creeps through the org.
There is one common denominator the stat pusher, the stat ignorer and
the stat faker have. And that is AN ABSENCE OF SKILLED MANAGEMENT.
We have investigatory tech. It is there for use. We have the Data Series
evaluation tech. It is there for use. We have administrative tech. And it
is all published and there for use. And further, when it is known and used,
proven times without number now, production and prosperity occur AND show
up as statistics which INDICATE that production and prosperity are
occurring.
Yes, it is very, very true that an org or a manager or an auditor or
file clerk gets in trouble if his stats are down.
Yes, it is true that stats should exist and be used.
But it is equally true that the way to get a stat is to put something
there that can get something done and get the lines debugged and the scene
handled.
The fate of the stat pusher, the stat ignorer and the stat faker is to
look around one day and find no org.
It's a very long way between yelling or telexing or writing "Get the
stat up" and handling things and getting production cycles completed so
that the stat WILL go up.
The stat, properly stated and honestly kept, IS a vital indicator of the
scene. If you know how to use them you can get the areas that have to be
handled. And if you know your policy and tech you can find the real Whys
and get real handlings and get things whizzing.
We mean to have all the stats going up because this INDICATES a
bettering state of affairs for everyone.
The job of the Product Officer is NOT to yell "Get the stats up." The
Product Officer is there to notice and order things like "Get those letters
answered so they get answers." And the job of the Org Officer is to carry
out the handlings the Product Officer finds necessary to get production
rolling.
A fire-breathing Product Officer is worth his weight to every staff
member IF he is trying to get and is getting production which results in
bettered conditions, better products, better prosperity and THIS will
incidentally show up in the stats.
It's a world of things that have to be done and coordinated before the
stats go up.
We are in the business of people, we are in the business of a bettered
world. We have to have completed cycles of action. And these are shown in
stats.
We are also in a world of exchange and would be no matter what ideology
we lived under. We have to "make Gl" and we have to have "the stats up."
But our success is measured in terms of the ACTIONS we do, for only
those show up in the indicators called statistics.
So, okay. Let's go about it the right way. And find what is holding the
stats down and handle and correct those things and so, honestly and
swiftly, become upstat.
L. RON HUBBARD
Founder
LRH:lf.gm Copyright 0 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
426
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 SEPTEMBER 1976-1
ADDITION OF 17 APRIL 1977
Remimeo
All Staffs (Reissued 5 Dec 1977, to clarify the point that this PL
only clarifies HCO PL 20 Sept 76, THE STAT PUSH
and does not cancel it.)
Org Series 35-1
Executive Series 17-1
STAT PUSH CLARIFIED
This policy letter is revised. The second paragraph of the original said
that it was dangerous to talk about the subject because somebody could do
an immediate makewrong by saying "This means don't try to raise any stats."
Well, exactly that happened. There was a heavy campaign run into all
Flag Operations Liaison Offices and to orgs designed to discredit asking
for raises in stats. (The person who did it and failed to push production
quotas is suspended and under Comm Ev.)
The whole point seems to have been missed. It was this: You can't ask
for a NUMBER, you CAN and MUST ask for a SOMETHING.
That something is a product. It is a thing, a tangible item.
Right at this minute, as a result of a mission, HCO PL 16 Nov 76
"Production Quotas" has now been provided with thoroughly researched
subproducts one has to push in order to get the PRODUCTS. These are the
real tangible actions you have to take to get a number of actual products.
In other words, by getting many exact minor products, you then can achieve
the valuable final product.
STATISTICS are those numbers which simply count the products attained or
obtained.
Stat management is the only kind of management you can do on a
production scene. Management by statistics was brought to a fine art in
Scientology admin tech. To discredit it is, of course, to court failure.
Abusing statistical management is also something of a crime. It has been
done by some managers who said "Get the stats up" without ever saying what
subproducts you had to get that would then make up the product.
Stat management is a valuable tool and has gotten us over the years. To
discredit it first by saying first just "Get the stats up" without saying
how or what or why was one side of the pendulum. Then the pendulum swung
clear to the extreme and people were being made guilty for even watching
stats or demanding or working to raise them.
So let's get a little middle swing of the pendulum now.
It is perfectly all right to demand that stats rise so long as one says
what subproducts and products make up those stats and gives some indication
of what people should do to get the stats rising.
It is perfectly all right to do stat management.
427
And it is perfectly okay to come down hard on people or orgs who fail to
get their stats in viable range.
So long as you give them some idea of what small products (subproducts)
they have to get to make up the real products, you are NOT doing a stat
push.
So long as you give people some direction and guidance, you can yell for
stat increases all you want.
And you better.
L. RON HUBBARD
Founder
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:lf.kjm.gm Copyright 0 1976, 1977 by L. Ron Hubbard ALL RIGHTS
RESERVED
428
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 14 NOVE
Remimeo Flag Bu All Orgs
Ext HCO FB Admin Know-How Series 36
Org Series 36
Executive Series 18
Personnel Series 28
MANNING UP AN ORG
The Sequence of Posting Depts and Divs
You need an org bd first and an allocation board.
The sequence in which an org is manned up is roughly:
- Dept I
- Dept 11
- Reg and Body Routers and Intro people in Div 6
- Dept 12 (enough auditors and C/Ses to approach 2 admin to I tech
in org)
- Dept 6
- Dept 7
- Dept 3
- SSO and Supers in Qual to train staff
- Dept 5 for CF Address and Letter Reges
- Dept 4 for promo
- Dept 21 (LRH Comm)
- Dept 10
- Dept 20
- FR & execs
- Full Div 6
- Full Div I
- Full Div 4
- Full Div 2
- Full Div 5
- Full Div 7
- Full Div 3
(Note, an AO always mans up the AO dept or div along with the SH one in
each case.)
Wrong sequence of manning is Dept 6, Dept 12, Dept 6, Dept 12, Dept 6,
Dept 12, as you wind up with a stuck clinic that won't expand.
Wrong sequence will contract an org while trying to expand it as the org
will go out of balance, bad units, noisy and unproductive.
If manned in a correct sequence its income has a chance to stay abreast
of its new staff additions.
Emphasis on GI without comparable emphasis on delivery and organization
can throw an org into such a spin only a genius can run it.
Manned in proper sequence, and hatted as it goes, an org almost runs
itself.
429
Single-handing from the top comes from longstanding failures to man or
man in sequence, from earlier noncompliance with explicit orders or from
not understanding orgs in the first place.
An'unhappy org that doesn't produce has usually been manned only
partially and out of sequence.
The trick is planned manning, ignoring the screams of those who know
best or demand personnel; just manning by posting those who have been
screamed for the loudest is a sure way to wind up with no people and total
org problems instead of a total org that is prosperous and producing.
Incidently, this is a rough approximation of the sequence of hats the ED
gradually unloads as his org takes over.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
430
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 NOVEMBER 1976
Remimeo
All Staffs
Org Series 37
Executive Series 19
PRODUCTION QUOTAS
Ref.- HCO PL 8 Feb 72 Issue 11
Mgmt Series Vol 2
In a recent pilot, executed at my orders by the Staff Captain, it was
found that:
WHERE A STAFF MEMBER DOES NOT KNOW THE SUBPRODUCTS WHICH GO TO MAKE
UP A GROSS DIVISIONAL STATISTIC THE GDS WILL SUFFER AND FALL.
And it was also found:
WHERE SUBPRODUCTS ARE NOT GIVEN A QUOTA, QUOTAING A GDS FAILS.
The report on the pilot follows and is given in full as it is an
excellent example of what a Product Officer or executive runs into and how
it is solved.
" During the last two weeks, while running the FSO, I've had a lot of
experience with the above subject, and thought that the data that I have on
it might be useful to you.
" When first going into the org I pushed for actual products along with
quotaing of the GDSes.
"This went over very well, however, the day you sent a telex to quota
the products that make up the stat, things really started moving much
better.
"Your telex really opened the door for me as to how to go about getting
an org to work on products and get stats up.
"Here is the best example. The week before last on Monday or Tuesday the
student points were heading for bad downstats for the week. The D of T was
more or less tearing her hair out about how she could meet her quota. She
and the Tech Sec were trying to figure out what had changed.
"This was right after I had read your telex referred to above, so what I
did was to tell them how they had to work on the products that make up the
stat.
"The next step was to list out what the subproducts were that made up
the stat. I just made a very simple list, not necessarily a complete one,
of.- (1) course starts, (2) F/Ning students, (3) students that are on
target, (4) students that increase their production daily. Then made sure
the D of T would understand how these made up the stat.
"The next step after that was to change 1-4 above into 'number of.'
"This brought about what one could call instant sanity, and exclamations
of realizations of how the area could be handled.
431
"This was followed up by making the D of T work on each of these
products. It took a lot of work and figure out how to do, as far far from
all students were F/Ning, etc. It took actions like finding every bogged
student and debugging him on a flat-out basis.
"The end result was that the stat did not crash, but went up some, and
this week went up even more.
"Other actions were required in the area, such as the Qual Sec and Chief
Off sorting out the TRs Course, the D of T doing TRs, and more, but it
worked for sure.
"After this, we made this the pattern for the dept heads to follow: i.e.
work on the products and subproducts that make up the stat, list them out,
quota them, make the quotas, make your GDS quotas.
"It has also been put in on Dept 18 lines, so that Tours and external
Reges are no longer pushed on GI and bodies only. There is a pilot project
with Flag Service Consultant WUS since a few days which puts in a whole
subproduct system and quotaing and reporting on it, which was very well
received.
"However, what I also wanted to tell you, is that this does not go in
automatically, we're still catching bugs on it.
"These are the bugs that have been run across:
" 1. Dir Reg had a bunch of subproducts and products beautifully
quotaed, but when asked what his quotas were for 'closes' and 'completed
Reg cycles,' he dropped his jaw as he had not thought about that.
"He immediately quotaed these and production increased right away.
"2. The Dir Procurement (Dissem Sec HFA) had not set any quotas for
CF/Address as she stated that 'that area would not be possible to quota.'
Her M U was that she thought she had to quota every single area of
Addresso, rather than the part they were working on at the moment. She had
a major win on this.
"She also kept her quotas in her head as she 'hated to have papers lying
around.' She since has them all in a book and is very happy.
"3. The Dist Sec could not think of the subproducts that would produce
NNCE
"4. The Dir Income was working on subproducts in such a way that they
did not add up to his GDS, or rather, that they did not result in his GDS
quota being met, and tried to justify this,
"Several others required close personal contacts to list out what the
products would be that made up their stat.
"MUs are still coming up, but it sure works! It's brilliant, Sir.
"My picture of an org that operated on this basis with every staff
member should be incredible.
"Now, I have looked at the trouble an executive would run into
implementing the order to quota products that make up stats, and I can see
lots, unless you know exactly how to do it.
"This is what I see on it:
"You would have to keep the GDS quota there and in mind constantly, as
if you don't, things can slack off too easily.
432
"You would have to bring the terminals concerned to an understanding of
the cycle of working on products that make up the stat.
"You would have to get a list of what the products and subproducts are,
without making it miles long
"You would have to make sure that the list is complete, per policy and
actually makes up the stat.
"You would then have to make sure that the list is quotaed.
"You would then have to make sure that the quotas are met, and you would
have to watch out for anyone using it wrongly so the GDS quota is not met.
"On most of these you would have to make sure that there are proper
'figure out how to do's,' on how to go about getting the products.
"The above actually, now that I look at it, fits in exactly with your
PLs on Name, Want and Get the Products.
"I think also what is of importance is that you really break down what
it takes to get the products: i.e. if the DTS here was told to get 10 fully
paids into the org, she would be 'blank,' until you broke it down into-make
up the list of them, make so many contacts, get so many ETAs, etc.
"Pressure is still required to get a momentum and keep it going.
"Another example is getting out over 100,000 pieces of promo in one
week. It takes incredible detailed planning that covers everything; when
what has to be through I/A and on the assembly line, what checks have to be
gotten when, what has to be addressed when and franked, what all hands are
needed and when, etc. I had to force through exact planning on this with
targets assigned, etc., and then push like mad.
"The use of HCO PL Exec Series 7 is also very important in all this."
Therefore these conclusions can be considered valid and vital:
EVERY GDS MUST BE BROKEN DOWN INTO SUBPRODUCTS AND THE STAFF MEMBERS MUST
KNOW THEM IN ORDER TO ATTAIN A GDS.
And:
EVERY SUBPRODUCT MUST BE QUOTAED FOR A GDS QUOTA TO BE ATTAINED.
L. RON HUBBARD
Founder
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:nt.gm Copyright 0 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
433
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 JULY 1978
Rernimeo
Org Series 38
HELD FROM ABOVE
DOUBLE-HATTING
There are two types of double-hatting.
One of these, we all know about and is very common and quite
permissible. This is what might be called "level" double-hatting. In this,
for example, Mimeo Files is also Mimeo Files Equipment. So long as one does
not have a hat in each of separate divisions and the hat is all in one
division (and in a large org all in one department) not too much strain and
trouble will result.
The other type of double-hatting can be called "verticaP' double-
hatting. In this, the head of an area also holds an 1/C hat in his own
area.
We see this in " H17X' on org boards. "Held from above" is very common.
A Tech Sec is also D of P.
Well, in a small org that isn't making any money and isn't delivering,
this would be usual. Probably the Tech Sec would also be the only auditor.
But we are talking here about busy areas that produce where we condone
too much "HFA."
Vertical double-hatting is a sure way to be under stress.
Example: The Artillery Officer, 1 C of all artillery, takes on the hat
of "Ammunition Inventory 1/C." Well, he's so tiMp in counting shells he
omits to notice-as he should as Artillery Officer 1/C-that they just lost
their guns. Result-lost battle, court-martial. And all because he was
vertical double-hatted.
When a person occupies two points of different level on a command
channel he is asking for trouble. He is busy on the lower point, usually
because it is a full-time doingness, and so neglects many other sectors
that should be supervised from the higher point.
When 1 see "D of P" marked as HFA by the ED, 1 don't have to look at
stats or future Ethics Orders for that org. I know exActly what they will
be. The D of P post might be being done but the org will be in a shambles
for lack of active supervision. The ED will soon be the subject of a
mission.
Yes, one can do it for a week-even a month at times. BUT if one does not
straighten it out he'll be on the aspirin route.
Advice to any 1/C who is vertical double-hatted is
1. Recruit
2. Train
3. Hat
the lower post quick and see that it produces.
CRAWL BACK UP THE ORG BOARD.
L. RON HUBBARD
Founder
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:ab.dr.gm Copyright c 1978 by L. Ron Hubbard ALL RIGHTS RESERVED
434
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 AUGUST 1979R
Remimeo Issue 11
All Orgs REVISED 19 NOVEMBER 1979
All Staff
(Revisions in this type style)
Establishment Officer Series 39
Org Series 39
SERVICE PRODUCT OFFICER
(This HCO PL has been revised in order to show the importance of the
ProductlOrganizing Officer and Establishment Officer systems in relation
to the Service Product Officer. These systems are totally valid and
should be in full use in organizations.)
References:
The Flag Executive Briefing Course tape lectures
The Org Series
The Establishment Officer Series
HCO PL 9 Aug 791 CALL-IN: THE KEY TO FUTURE
DELIVERY AND INCOME
HCO PL 7 Aug 76 1 NAME YOUR PRODUCT
HCO PL 7 Aug 76 11 WANT YOUR PRODUCT
HCO PL 7 Aug 76 111 TO GET YOU HAVE TO KNOW HOW
TO ORGANIZE
HCO PL 20 Nov 65 THE PROMOTIONAL ACTIONS OF
AN ORGANIZATION
HCO PL 28 Jul 74 ADDITIONS TO PROMOTIONAL
ACTIONS OF AN ORGANIZATION
HCO PL 28 May 72 BOOM DATA
HCO PL 15 Nov 60 MODERN PROCUREMENT LETTERS
HCO PL 14 Feb 61 THE PATTERN OF A CENTRAL ORG
HCO PL 21 'Nov 68 SENIOR POLICY
HCO PL 28 Feb 65 DELIVER
HCO PL 23 Aug 79 1 DEBUG TECH
HCO PL 23 Aug 7911 DEBUG TECH CHECKLIST
HCO PL 9 Aug 79 111 SERVICE/CALL-IN COMMITTEE
HCO PL 10 Jul 65 LINES AND TERMINALS ROUTING
The post of SERVICE PRODUCT OFFICER is hereby established in the Office
of the CO/ED, Dept 19, of all Class IV and Sea Org orgs. His direct senior
is the CO/ED.
Until such time as a SERVICE PRODUCT OFFICER is posted the
responsibilities and duties are covered by the Service/Call-in Committee as
fully laid out in HCO PL 9 Aug 79 1, CALL-IN: THE KEY TO FUTURE DELIVERY
AND INCOME and HCO PL 9 Aug 79 111, SERVICE/CALL-IN COMMITTEE.
The VALUABLE FINAL PRODUCTS of this post are (1) flawlessly serviced and
435
completed paid pcs and students who re-sign-up for their next service, and
(2) high quality promotional items in the hands of volumes of public who
come in, sign-up and start an org service.
The main statistics for the SERVICE PRODUCT OFFICER are
(1) Number of pcs and students completed and re-signed on to their next
service. (This includes those actually routed on to the next upper org
for services and who do re-sign.)
(2) Number of public in and started onto a service.
Completion: By completion is meant those actions completed and attested
at C & A and accompanied by an acceptable success story.
Re-sign: By re-sign-ups are meant pcs and students who, after completion
of a service, see the Registrar to sign up again for another service while
in the org.
Promotional Items: Those items which will produce income for the
organization. By promotional items are meant those things which make
Scientology and our products known and will cause people to respond either
in person or by written reply to the result of receiving Scientology
commodities. These are tours, book outlets, Sunday services, events, upstat
image, fliers, info packs, handouts, books, ASR packs, specified service
promotion, etc.
There are of course many other stats that reflect the SERVICE PRODUCT
OFFICER'S subproducts and these are VSD, TOTAL GI, INTENSIVES COMPLETED,
BULK MAIL OUT, NUMBER OF PROMOTIONAL ACTIONS OF THE ORG IN, NUMBER OF FULLY
AND PARTIAL PAIDS GOTTEN INTO THE ORG AND ON TO THEIR NEXT SERVICE. These
are very important parts of the SERVICE PRODUCT OFFICER HAT, as they
reflect his subproducts which lead to his valuable final product.
SERVICE PRODUCT OFFICER
RESPONSIBILITIES AND DUTIES
The purpose of an organization is to deliver service to the public. The
primary functions which add up to delivery to the public are promotion,
sales, call-in, delivery itself and re-sign. The Service Product Officer is
responsible for the flow of PRODUCTS through these areas. He is a PRODUCT
OFFICER. He names, wants and gets products in these areas and thus ensures
that the organization is accomplishing its purpose of service to the
public.
Fhe full technology of Product Officers is explained in the Flag
Executive Briefing Course lectures, where the ProductlOrg Officer system
was developed. This system is still fully valid and is, in fact, the tech
of the Service Product Officer. He is solely interested in products. When
the Service Product Officer comes across a situation that requires
organizing, he gets his Organizing Officer to handle it. The 0/0
(Organizing Officer) should actually be operating a few steps ahead of the
Service Product Officer at a/1 times-organizing for immediate production,
per the ProductlOrg system. A full study of the ProductlOrg system, as
contained in the FEBC tapes, the Org Series and Esto Series 33, 34 and 35,
NAME, WANT AND GET YOUR PRODUCT, is recommended in order to attain a
thorough understanding of the actions of the Service Product Officer and
his Organizing Officer.
The Service Product Officer is not a stopgap at any point of the
promotion, sales, call-in, delivery and re-sign lines, where executives
have failed to post and hat staff This would be the responsibility of the
Exec Establishment Officer per Esto Series 1. Establishment Officers see
that short and long-range establishment are occurring in the organization
in the form of recruiting, hatting and training of staff The Esto system is
a necessary and very vital tool for the Service Product Officer and the
organizationand should definitely be in full use.
436
The Service Product Officer has the authority to directly order or work
with any terminal involved in the promotion, sales, call-in, delivery or re-
sign areas so long as he maintains direct liaison with their seniors.
The Service Product Officer must be fully aware of every post in the org
and what their jobs consist of. He must know who handles what cycles and
what cycles are on the lines. For instance, it is up to the Service Product
Officer to be aware of all promotional actions occurring in the org and who
is doing them, or if they aren't getting done. He must be aware of what
public aren't getting serviced and he ensures those responsible get them
serviced. He doesn't do this himself as a serious goof of any Product
Officer would be to go down the org board and do the job himself. The
Service Product Officer must ensure others get the work done. Otherwise, he
would wind up doing everyone's post and not getting anything done. It's
actually pretty overwhelming to think of a Service Product Officer as
responsible for doing everyone else's post duties. That's the sure-fire way
to sink fast. Where a product isn't getting out the Service Product Officer
debugs it using HCO PL DEBUG TECH, in order to get production. He is not
interested in first finding the person's MU or excuse, he is interested in
getting production occurring now. Let the Org Officer and Qual worry about
the staff member's MUs.
Divisional Secretaries are the Product Officers for their division per
the ProductlOrganizing Officer system. The Service Product Officer sees
that the Product Officers over the whole delivery cycle are getting their
products. He coordinates the flow of products from division to division. A
Service Product Officer doing his post fully and properly is, in fact, the
person that makes the org board work. He sees that products aren't jamming
up at one point of the line, but that they continue through the
organization.
The Service Product Officer walks into the Tech Div and finds the Tech
Sec sitting at his desk, shuffling paper and the pcs are piling high and
complaining about no service. The last thing the Service Product Officer
would do is start organizing the Tech staff around and scheduling the pcs.
No sir, that's a serious offense. The first thing he would do is find out
what can be produced RIGHT NOW, what auditors can be gotten into session
right now and makes the Tech Sec do it and GET IT DONE. This all takes
about 15 minutes and he gets the area flowing again and then, WHAM! . . .
he's out and into his next area. The Service Product Officer would not sit
down and just start word clearing or doing Exchange by Dynamics on the Tech
Sec. He would unstick the flows and get them moving. Then he would alert
HCO and Qual to this serious problem of unhattedness and demand it be
handled.
The basic sequence of the Service Product Officer on getting the
products flowing off the lines is PUSH, DEBUG, DRIVE, NAME IT, WANT IT, AND
GET IT. That's the only way you ever get a product. Products don't happen
on their own.
This means he tells the Tech Sec to get Joe Blow there in session now!
There is no general "audit these pcs." You'd never get a product that way.
The ED/CO has no authority to order the Service Product Officer to
perform the total duties of any one post. The Service Product Officer must
guard against being stuck into one post after another, doing it all himself
Nor is the Service Product Officer an "expeditor" for the CO/ED.
It is also very important that the Service Product Officer advise
seniors that he is going into their areas so as not to create a Danger
condition and wind up having to run the entire org. He also does this by
getting the seniors to handle their juniors so a product is gotten. He does
not walk in and cross-order the seniors of areas but works with them to see
that products are produced.
The Service Product Officer is one who comes up with BIG IDEAS on
getting public flooded into the org and being serviced swiftly. He is the
one who thinks along the line of PRODUCTS PRODUCTS PRODUCTS. By spanning
the divisions, he coordinates the product wanted and ensures each division
is aware of its part in getting this product and that their actions are
uniform. Where the Service Product
437
Officer spots diversity, or lack of uniformity, he must alert his Org
Officer or HCO. By doing the actions of coordination for a product and
product demand, the Product Officer creates a team and more importantly
sets the pace of the org's production and morale.
ORG LINES AND THE SERVICE PRODUCT OFFICER
There are certain aspects of the organization which the Service Product
Officer must be thoroughly trained in to do his job properly.
The Service Product Officer must be fully aware of all the Valuable
Final Products (VFPs) of each department and each division of the org.
Without this the Service Product Officer can create havoc, as he would be
ordering Division 6 to recruit or the Reges to supervise. By not knowing
cold the org VFPs, the Service Product Officer would certainly jam the
flows throughout the org board.
A serious fault in any executive is not knowing the functions of
terminals and the relation of one terminal to another. A key function of
any executive is that of routing. An executive that misroutes
communications and particles will tie his org in knots and wonder why no
products are coming out. Therefore, a Service Product Officer must know
cold every post function in the org and what particles belong on what
lines.
He has got to know where a product comes from and where it goes in order
to see it through the lines. A Product Officer's job is to name, want and
get a product. However, he must first know where that product is to come
from and where it is to go. This is an incredibly fundamental point.
In order for org lines to flow, routing forms (RFs) must be used. A
routing form is a full step-by-step road map on which a particle travels.
Every point a particle (which could be a student, pc, mail, etc.) must go
through to wind up at its destination must be listed on the routing form.
The Service Product Officerk Organizing Officer must ensure routing
forms exist and are in use for each and every line in an org he deals in.
Both he and the Service Product Officer must know these forms cold and be
able to instantly spot when a line is being abused or ignored so as to slam
in the correct routing.
A Service Product Officer must fully clay demo all the lines of an
organization for each and every product. This must include each particle
from entrance to the org and through all lines on which that particle would
flow until it leaves the org. Lines are the most fundamental point of
administration. To not have a full grasp of these lines would be
detrimental to any Product Officer.
SERVICE PRODUCT OFFICER
SEQUENCE OF ACTIONS
It is very easy for the Service Product Officer to become wrapped up in
one area while neglecting the others; however, this must not be done as,
while products might be getting through in one area, they may well be
seriously bogging in others. The Service Product Officer is concerned with
promotion, sales, call-in, delivery and re-sign. He begins his product
officering in promotion and gets products out there or started and moves on
to sales and gets them on to getting their products and so on through call-
in and delivery and re-sign. He then returns to the beginning, promotion,
and follows up on what he started there and gets even more production out.
This is basically how the Service Product Officer moves through the org.
Daily, the Service Product Officer must plan and battle plan out his
day. He must list those products he intends to achieve in each one of his
areas and then gets them.
The Service Product Officer is not an "information courier" or "data
gatherer." He is ahead of the game and knows the data. He must know what
public haven't been regged in the org yet, he must know who hasn't been
taken into session that day, or who
438
has been stuck in Ethics for 3 days, and ensure these things get handled.
Therefore he must be quicker and faster than anyone else in the org and run
run run.
PROMOTION
Promotion is the first action of the SERVICE PRODUCT OFFICER. He must
ensure the many promotional pieces and actions are getting done. Some of
these are
1. Selling of books.
2. Staff selling books.
3. Books placed in public bookstores.
4. Selling of books to FSMs, franchises, distributors, retailers
and salesmen.
5. Books sold on each public contact.
6. Books advertised in mags, ads, posters, fliers, etc.
7. ASR packs.
8. Info packs.
9. Div 6 handouts for lectures and free testing.
10. Posters on major services in Div 6.
11. Promo to field auditors, FSMs, gung ho groups, Dianetic study
groups.
12. Org mags.
13. Flag shooting boards.
14. Promo for future events and tours.
15. The AUDITOR (for SHs).
16. Clear News.
17. ADVANCE! mag (for AOs).
18. SOURCE mag (FSO).
19. 1 WANT TO GO CLEAR CLUB promo (AOs).
20. SHSBC/NED/INTERNSHIPS/NOTs/GRADES, etc., specified in promo.
21. Promo at points of public inquiry.
22. Free testing ads.
23. Fliers inviting people to buy Scientology books.
24. More-Info-Cards used in books.
25. Ads in newspapers.
26. Questionnaires to detect people's plans for training and
processing.
27. Enough letters to public so they come in.
28. All promotional actions per HCO PL 20 Nov 65, PROMOTIONAL
ACTIONS OF AN ORGANIZATION.
29. Book seminars, public campaigns and lectures.
30. Public Reception display (books, posters, handouts, etc.).
31. Tours and events, Sunday service.
32. Free testing line.
33. Handling of gung ho groups, keeping FSMs well supplied and
supervision of Dianetic study groups and FSMs.
34. Test centers outside the org as an extension.
35. Radio and TV advertisements.
36. Dept 17 services.
37. Reception greeting, handling, routing, chasing up people for
appointments and handling incoming calls with ARC and efficiency.
38. Formation of Dianetic counseling groups.
39. Weekly tape and film plays.
40. Promotes the org and standard tech to Auditors Association.
41. Contacts and sees any sign of ARC broken field and alerts
Chaplain to clean up the field.
The first thing a Service Product Officer would want to do is get out a
large volume of promo to at least get some activity occurring. This would
entail Dissem getting any promo laying around the org dug up and sent out
to students and pcs. They would get it out in letters and mailings, they
would get it handed out to students and pcs, they would pick up the half-
completed promo piece, have it fixed up and sent out. They would have promo
placed in Reception, in any public inquiry, etc. In other words, the
Service Product Officer ensures that the org fully utilizes what promo they
do have. He would also have specific promo pieces done to enlighten the
field on what services
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the org has. Where any of this bogged he would push-debug-drive-name it-
want it-and get it.
The Service Product Officer, in trying to get in any promotional items,
must review what resources he has. For example, is there a Dir Clearing; is
there a Receptionist; etc.? He must concentrate on getting those terminals
that already exist busy on promotional actions that will create the largest
volume of inflow, while his Organizing Officer works on getting more
immediate resources to increase the volume even further. It would be
senseless to have the Dir Clearing running around trying to form up groups
in an inactive field, single-handing, when he has FSMs that need to be
gotten on to selecting and driving in new public. The Service Product
Officer is concerned with priorities of promotional actions, so must be
totally aware of all the promotional items and actions that an org can
produce.
Actions such as "improved org appearance," "high ARC handling," and
"correct and efficient routing of public" can be put in instantly. If he
has 2 people in all of Dissem he still can and must get the particles
flowing and products coming off the line.
SALES
The sales lines consist of enlightening the public, having lines to sign
people up, getting public into the org and signed up for service.
The following gives you an idea of some of the sales actions and lines
in an org:
1. Body Reg phones and schedules public to come in for interview.
2. Use of CF to produce business.
3. Reges who accept advance registrations.
4. D of T procurement of students.
5. D of P procurement of pcs.
6. Receptionist sells to public coming in.
7. SHs in communication with the Class IV Org Tech Secs and
Registrars and targeting them for public completing and routing on
to the higher org.
8. AO's and SH's case consultant actions.
9. AO/SH events to Class IV Org academies to encourage upper level
auditor training.
10. Use of FSMs, Auditors Associations, personal contact, etc., to
get public into the org and on to their next service.
11. Fast lines so public are not left waiting to see the Reg.
The lines of routing a public person to the Reg, or from the Reg to a
service must be tight so public aren't lost, and the Reg is kept busy
continuously with the public. Therefore, the Service Product Officer must
police these lines and where he notices any lack of uniformity he gets his
Org Officer onto it. Nonuniform or slow routing interferes with the
product, so the Service Product Officer gets it speeded up now by push-
debug-drive-name it-want it-and get it.
The first actions of the Service Product Officer in the sales area are
to get all "in-the-org" public routed to the Reg on breaks or after course
end to be further signed up for additional service. He can also have Dissem
drilling done with Reges so as to increase sales in the org. His operating
procedure is products, products, products, now, now, now. His Org Officer
or HCO and Qual can worry about organize, organize, organize.
CALL-IN
Call-in is the action of getting fully paids into the org on to their
next service. This also includes getting partially paids fully paid and on
to their next service. These functions are of great concern to the SERVICE
PRODUCT OFFICER as undelivered services to the public can mess up a field
and increase the chance of refunds. The Service Product Officer should see
to it that the Call-in Units are given stiff targets and
440
that their production is not monitored by low auditor hours or low
producing training areas. The execution of needed programs to get Call-in
Units fully operational is under the Service Product Officer per HCO PL 9
Aug 79 1 CALL-IN: THE KEY TO FUTURE DELIVERY AND INCOME. This same policy
also lists out the functions of the Call-in Units. Call-in falls between
sales and delivery, as it deals with those either fully or partly paid and
needing only to finish payment and be called in and gotten onto service.
DELIVERY
The Service Product Officer must ensure that the service lines of the
org are fast and 100% standard, that pcs and students do complete quickly
and don't get lost off the lines.
The Service Product Officer is to have an alert line with the public set
up whereby if a student or pc's study or auditing is slowed, or if the
public person is dissatisfied in any way, he can alert the Service Product
Officer so it can be handled.
Some of the actions and lines to be product officered by the Service
Product Officer are as follows:
I . Tech Services arranges housing, has the pc met when he is
arriving and generally operates as the pc's host while in the org.
2. The many lines such as pc to Ethics, pc to Examiner, student to
Ethics, student to Qual, C/S Series 25 line and pc to D of P line
must be drilled so they are flawless and handled with ARC.
3. The most senior policy applied to this area is HCO PL 21 Nov 68,
SENIOR POLICY "WE ALWAYS DELIVER WHAT WE PROMISE."
4. There must be an adequate amount of auditors, Tech Pages and
FESers, Ds of P, Supervisors, Course Admins, etc.
5. The auditing line must be fast so no pcs wait to be serviced.
6. Use of all hands tech terminals in the org auditing when
required to handle backlogged service.
7. Getting students through their courses and on to their
internship at which point they can audit in the HGC.
8. Proper scheduling so every pc gets in 121/2 hours a week
minimum.
9. Recovering blown auditors, getting them fixed up and auditing.
The Service Product Officer ensures tech lines are fast. For instance, a
pc's folder not getting C/Sed for days, or idle auditors and Ds of P
"waiting" for pcs when they can be made to procure pcs, must be spotted and
handled by the Service Product Officer.
The Service Product Officer must be kept briefed on what pcs and
students arrive and how they are going to be handled. He must get around to
these areas (Training and HGQ to ensure that there are no slows with public
or anything that would get in the way of public receiving top quality
service.
Service to the public is the reason the org is there and service must be
kept fast and 100% standard and plentiful. This is a primary duty of the
Service Product Officer; he is there to ensure this occurs.
It is losses on service that keep public away, org income down and
staff pay low.
RE-SIGN-UP
The re-sign-up line is also very key to an organization's prosperity. It
brings further income, and proves conclusively that the last service
received by the public person was of high quality. This is why the Service
Product Officer must be very alert to the amount of re-signs. Some of the
things that should be watched for are
I . That the Reg is supplied with an upstat cert for his last
completed service to present to the student or pc.
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2. That the Reg knows fully how to handle the public person that
won't re-sign (by sending them to Qual).
3. The Reg must be provided with tech estimates, Grade Chart
information, etc., so he is aware ahead of time of what the student
or pc's next action is.
4. Tech terminals are fully briefed and the line is in that every
completion gets routed to the Reg. This must be drilled.
The public person should be serviced in your org until he/she requires
upper level service that your org cannot deliver,'at which point they
should be directed to the next higher org.
PITFALLS
The Service Product Officer can lose his effectiveness if he takes any
"hey you" orders or gets stuck in at various points. He is not an
expeditor. He is not an information and full-time coordinator terminal. He
is an executive, a Product Officer, and he is there to ensure the entire
machine runs.
He must be well versed on actions occurring in the org. He must also pay
strict attention to completing actions he has started and to carry a
handling through to a done. Otherwise he can wrap himself around a pole
with incomplete cycles which will ball up the line and prevent the service
lines from flowing flawlessly.
Where the Service Product Officer post bogs it is undoubtedly due to a
lack of an Organizing Officer, as with the speed in which a Service Product
Officer demands products, he requires a fast moving Org Officer. So it is
essential this post be provided with an Org Officer as soon as possible.
Those personnel in the org who are responsible for organization, any
Esto personnel, etc., are the people who put the units in the org there. It
is not the duty of a Service Product Officer to man and hat the org.
Therefore, it is a lot of sweat off the Service Product Officer~3 brow to
have a fully functioning Esto team backing up his actions in getting the
flow of products out of the organization.
SUMMARY
The Service Product Officer ensures all the actions of getting public
into, through and out of the org are accomplished with high quality
results.
It is extremely important that this post be manned in each and every
org. It doesn't just make the difference between a poor, empty org and a
good org. This post makes the difference between a good org and a booming
org.
L. RON HUBBARD
Founder
LRH:dr.gal.gm Copyright c 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 FEBRUARY 1980
Remimeo
Exec Hats
All Staff Hats
Esto Series 40
Org Series 40
Product Debug Series 9
ORDER versus DISORDER
(Ref- HCO PL 9 Feb 74R ETHICS-CONDITION BELOW
Rev. 17.2.80 TREASON-CONFUSION FORMULA
AND EXPANDED CONFUSION
FORMULA
HCO PL 30 Dec 70 ENVIRONMENTAL CONTROL)
I made a breakthrough recently, while investigating low production areas
and realized that a good deal more needs to be said on the subject of order
and disorder.
Order is defined as a condition in which everything is in its proper
place and performs its proper function. A person with a personal sense of
order knows what the things in his area are, he knows where they are, he
knows what they are for. He understands their value and relationship to the
whole.
A personal sense of order is essential in getting out products in an
area.
An orderly typist, for instance, would have all the materials requiring
typing, she would have ample paper and carbons within arm's reach, she
would have her correction fluid to hand, etc. With all preparatory actions
done, she would sit down to type with an operational typewriter and would
know what that typewriter was and what it was for.
She would be able to sit down and get her product, with no wasted motion
or stops.
But let's say you had a carpenter who couldn't find his hammer and he
didn't even know what a hammer was for and he couldn't find his chisel
because when he picked it up he put it down and couldn't find it again and
then he didn't know where his nails were. You give him a supply of lumber
and he doesn't know what it's for, so he doesn't categorize it where he can
put his hands on it.
How many houses do you think he would build?
The actual fact of the case is that a disordered person, operating in a
disorganized area, makes a 10-minute cycle into a 3-week cycle (believe it,
this is true) simply because he couldn't find his ruler, lost his eraser,
broke his typewriter, dropped a nut and couldn't find it again and had to
send off to Seattle for another one, etc., etc., etc.
BASICS
In working with a group of nonproductive technicians recently, I
discovered something interesting: out-basics. I actually found a lower
undercut to what we generally think of when we say "basics."
These technicians had reportedly researched a key piece of equipment and
had it all sorted out. But I found that they didn't even know the basic
fundamental of what that machine was supposed to do and what they were
supposed to be doing in their area.
That told me at once that they had no orderly files, no research data.
They were losing things.
443
Now, if they were losing things, that opened the door to another basic:
they couldn't have known where things were. They put down a tool over there
and then when they needed it again they would have to look all over the
place because they hadn't put it down where it belonged.
Their work was not organized so that it could be done and the tools were
not known.
So I checked this out. Were they logging the things they were using in
and out so they could find them again? Were they putting things away when
they were done with them? No, they weren't.
This is simply the basic admin coupled with the knowledge of what the
things one is working with are. It's orderliness and knowing what things
are, knowing what they are for and where they are, etc. That's the
undercut.
If people don't have a true knowledge of what the things they're working
with are, if there are omitted tools, inoperational tools, if they don't
know what their tools are supposed to do, if there are no files or if once
used, files are not reassembled and put back in the file drawer, if things
get lost and people don't know where things are and so on, they will be
running around spending 3 or 4 hours trying to locate a piece of paper.
That isn't production.
If a person can't tell you what the things he works with are, what
they're for and where they are, he isn't going to get out any product. He
doesn't know what he's doing.
It's like the carpenter trying to build a house without knowing what
he's got to build it with, without understanding his tools and raw
materials and the basic actions he must take to get his product. That's
what was holding up production in the area: disorderliness. And the basics
were out.
This is actually far below knowing the tech of the area-the actual
techniques used to get the product. The person does not even know what his
tools and equipment are or what they're supposed to do. He doesn't know
whether they are operational or inoperational. He doesn't know that when
you use a tool you return it to its proper place. When you have a despatch
you put it in a file where it can be retrieved. It undercuts even knowing
the orders and PLs relevant to his hat.
What are the basics that are missing? The basics of sitting down to the
table that one is supposed to sit down to, to do the work! The basics of
knowing what the tools, materials and equipment he works with are and what
he's supposed to do with them to get his product. Those are the basics that
are missing.
We are down to a real reason why a person cannot turn out products.
That is what is holding up such a person's production. It is well below
knowing the technique of his job.
Out-basics. Does the guy know where the file is? When he finishes with
that file does he leave it scattered all over the place or does he put it
back together and into the file where it can be found?
Now, a person who's working will have papers all over the place, but
does he know where they are and is he then going to reassemble them and put
them back in order or is he going to just leave them there and pile some
more papers on top of them?
If you find Project No. 2 scattered on top of Project No. 1, you know
something about that area. Basics are out.
This is a little piece of tech and with that piece of tech you've got
insight. You would have to have an overall picture of what the area would
look like when properly ordered and organized-how it would be organized to
get optimum production.
Then you could inspect the area and spot what's going on. You would
inspect on the basis of. how does the area compare with how it should be
organized? You would find out if the personnel didn't know what the things
in their area were or what they
444
were for, you would see if they knew the value of things in the area or if
there were altered importances, omitted files or filing, actions being done
out of sequence, inoperational tools or equipment, anything added to the
scene that was inapplicable to production, etc.
In other words, you can inspect an area by outpoints against this one
factor of orderliness.
This sort of out-basics and disorderliness cuts production down to
nothing. There just won't be any production at all. There will be no houses
built.
What we are talking about here is an orderly frame of mind. A person
with a sense of order and an understanding of what he is doing, sits down
to write a story or a report and he'll have his paper to hand, he'll have
it fixed up with carbons and he'll have his reference notes to hand. And
before he touches the typewriter, he'll familiarize himself with what the
scene is. He'll do the necessary preparatory work in order to get his
product.
Now someone else might sit down, write something, then dimly remember
there was a note someplace and then look for an hour to find where that
note was and then not be able to find it and then decide that it's not
important anyway and then come back and forth a few times and finally find
out he's typed it all up without a carbon.
There is a handling for this. Anyone trying to handle an area who
doesn't understand the basics of what they're dealing with and is in an
utter state of disorder must get a firm reality on the fact that until the
basics are learned and the disorder handled, the area will not produce
satisfactorily.
The following inspection is used in determining and handling the state
of such an area.
INSPECTION
This inspection is done in order to determine an area's knowledge of
basics and its orderliness. It can be done by an area's senior for the
purpose of locating and correcting disordered areas. It is also used as
part of debug tech as covered in HCO PL 23 Aug 79 DEBUG TECH. It is for use
by anyone who is in the business of production and getting products.
The full inspection below would be done, clipboard in hand, with full
notes made and then handlings would be worked out based on what was found
in the inspection (according to the Handling Section of this PL and the
suggested handlings given in parentheses below).
1. DOES HE KNO W WHAT ORGANIZATION, FIRM OR COMPANY HE'S IN? DOES HE
KNOW WHAT HIS POST OR JOB IS?
This is a matter of does he even know where he is. Does he know what the
organization or company he works for is, does he know what the post he
is holding is?
(If he is so confused and disoriented that he doesn't even know the
company or org he's in or doesn't know what his post is, he needs to
apply the Expanded Confusion Formula, HCO PL 9 Feb 74R and then work up
through the conditions.
Of course the person would also need to be instant hatted on his post-
the organization, his post title, his relative position on the org
board, what he's supposed to produce on his post, etc.
If he is doing this handling as part of his Expanded Confusion Formula,
simply have him get the instant hatting and carry on with his Confusion
Formula.)
445
2. A SK THE PERSON WHA T HIS PR OD UCT IS.
Does he know? Can he tell you without comm lag or confusion?
You may find out that he has no idea of what his product is or that he
has a wrong product or that he has confusions about his product. Maybe
he doesn't even know he's supposed to get out products.
(If this is the case, he must find out what his product is. If the
person's product is given in policy references, he should look these up.
If his product is not covered in tech or policy references, he'll have
to work out what it is.)
3. CAN HE RATTLE OFF A LIST OF THE BASIC ACTIONS, IN PROPER SEQUENCE,
NECESSARY TO GET OUT HIS PRODUCT OR DOES HE HEM AND HAW ON IT?
Does he know what to do with his product once it is completed?
He may try to tell you what he does each day or how he handles this or
that and what troubles he's having with his post. You note this, but
what you're interested in is does he know the basic actions he has to
take to get out his product. And does he know what to do with the
product once it is complete?
(If he can't rattle off the sequence of actions 1, 2, 3 then he'd better
clay demo the basic actions, in proper sequence, necessary to get out
his product and then drill these actions until he can rattle them off in
his sleep. If he does not know what to do with his product once
completed, then he'd need to find out and then drill handling the
completed product.)
4. ASK HIM WHAT HIS TOOLS ARE THAT ENABLE HIM TO GET THIS PRODUCT
Note his reaction. Can he name his tools at all? Does he include the
significant tools of his area? Does he include his hat pack as a tool?
(If he doesn't know what his tools are, he'd better find out what he's
operating with and what it does. A good workman knows his tools so well
he can use them blindfolded, standing on his head and with one arm tied
behind his back.)
5. 4 SK HIM TO SHOW YOU HIS TOOLS.
Are his tools present in the work area or does he have them out of
reach, down the hall or in some other room?
(He may have to reorganize his work space to get his tools within easy
reach and to get in some basics of organization. The purpose of such
organization would be to make production easier and faster.)
6. A SK HIM TO TELL YO U WHA T EA CH OF HIS TOOLS A RE.
Can he define them? Does he know what each of them are and what they are
for?
(If he doesn't know, he'd better find out.)
7. ASK HIM TO TELL YOU WHAT THE RELATIONSHIP IS BETWEEN EACH ONE OF HIS
TOOLS AND HIS PRODUCT
(If he can't do this, have him clay demo the steps he takes to get out
his products with each tool he uses, so he sees the relationship between
each tool and his product.)
8. ASK HIM TO NAME OFF THERAW MATERIALS HE WORKS WITH. ASK HIM TO SHO W
YO U HIS MA TERIA LS.
Does he know what his raw materials are? Are they in his work area? Are
they in order? Does he know where to get them?
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(He may have to find out what the raw materials of his post are (by
defining them) and where they come from. He should drill procuring and
handling them and then run Reach and Withdraw on them.)
9. DOES HE HAVE A FILE CABINET? FILES? ASK HIM WHAT THEY ARE.
Does he know what they are for? Does he know what a despatch is, etc.?
(He may have to be brought to an understanding of what files, file
cabinets, despatches, etc., are and what they have to do with him and
his product. He may have to clay demo the relationship between these
things. He will have to set up a filing system. Ref. HCO PL 18 Mar 72,
Esto Series 10, FILES.)
10. DOES HE HAVE A SYSTEM FOR LOCATING THINGS?
Ask to see it. Check his files. Does he have logs? Does he log things
out and correct the logs when he puts them back? Are the comm baskets
labeled? Does he have a specific place for supplies? Ask him to find
something in his files. How long does it take?
Does he have an orderly collection of references or a library containing
the materials of his field? Is it organized so as to be usable?
(If he has no system for locating things, have him set one up. Have him
establish a filing system, a logging system, label the comm baskets,
arrange supplies, etc. Get a reference library set up and organized.
Drill using the system he has.)
11. WHEN HE USES AN ITEM DOES HE PUT IT BACK IN THE SAME PLACE? DOESHE
PUTITBACK WHERE OTHERS CANFIND IT?
He'll probably tell you, yes, of course he does. Look around. Are
objects and files lying about? Is the place neat or is it a mess? Ask
him to find you something. Does he know right where it is, or does he
have to search around? Is there an accumulation of unhandled particles
around?
(Have him clay demo why it might be advantageous to put things back in
the same place he found them. Drill him on putting things back when he's
finished with them. Have him clean up the place, handling any
accumulation of unhandled particles.)
12. IF FEASIBLE, ACTUALLY GO WITH THE PERSON TO HIS PERSONAL LIVING AREA.
Is the bed made? Is the area clean? Are things put away9 How much dirty
laundry does he have? Is it stowed in a bag or hamper or is it strewn
about the place? People who had disorderly personal mest, I for I were
not getting out any products on post-they had no sense of order.
(If his personal quarters are a mess have him-on his own time of
coursestraighten up his personal area and keep it that way on a daily
basis. This will teach him what order is.)
HANDLING
Some areas, of course, will be found to be in excellent order and will
pass the inspection. These will most likely be high production areas.
Other areas will be found to have only a few points out which would
correct easily with the above handlings. These will probably be areas where
some production is occurring.
Where personnel have a concept of what order is and why it is important
they will usually be eager to correct the points of disorder that have
turned up on the investigation and may need no further urging, drilling or
correction, but will quickly set about remedying outpoints. For many bright
and willing staff members just reading this policy will be enough to get
them to straighten out their areas right away.
447
There is, however, a sector which has no concept of order, and may not
have the slightest notion of why anyone would bother with it. You will most
likly find them in apathy, overwhelm or despair with regard to their post
areas. No matter what they do they simply cannot get their products out in
adequate quantity and quality. They try and try and try but everything
seems to be working against them.
When you find such a situation, know that the area is in Confusion. You
are trying to handle an area which is in a confirmed, dedicated condition
of Confusion.
Such an area or individual would require the application of the Expanded
Confusion Formula (HCO PL 9 Feb 74R) including the handlings above. So if
these things confirm in an area you must use the Expanded Confusion Formula
and the handlings given above to full completion. Because, frankly, such an
area or individual is in a condition of Confusion and will remain in
Confusion until the Expanded Confusion Formula including the full handlings
from the inspection are applied.
Once out of Confusion the person would have to be brought up through the
rest of the conditions.
CAUTION
The condition of Confusion is a very low condition and should never be
assigned where it is not warranted. Where one or two points on the above
inspection were found to be out in an area, and where these corrected
easily, there would be no purpose in assigning Confusion to that area. In
fact it may worsen an area to assign an incorrect condition.
But where you have a long-term situation of no or few products combined
with a state of disorder, know that the area or individual is in a
condition of Confusion and that the application of the Confusion Formula
plus the handlings given in this PL will bring the area out of the muck and
up to square one where it can begin producing.
NOTE: If the inspection is done on a person or area and some of the
points are found to be out and handlings are done but no condition of
Confusion is assigned the area must be reinspected about a week later. This
way you will detect if an actual condition of Confusion was missed, as the
area will have lapsed back into disorderliness or will have worsened.
SUMMARY
A knowledge of the basics of an area and having orderliness in an area
are essential to production.
When you find a fellow who is a light year away from the basics and
doesn't have a clue on the subject of order and he's flying way up in the
sky someplace instead of just trying to put together what he's supposed to
put together or do what he's supposed to do, you've got your finger on his
Why for no production.
With the inspection and handlings given in this policy we can now handle
any degree of disorderliness and disorganization.
And order will reign.
Nonproductive areas become capable of producing.
Already-producing areas increase their production.
And production will roll.
L. RON HUBBARD
Founder
LRH:gal.gm Copyright 10 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
448
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 FEBRUARY 1980
Remimeo
I
Org Series 41
Finance Series 25
Executive Series 21
PRODUCTION AND ONE'S STANDARD OF LIVING
References:
BPL 19 Mar 71* Finance Series 7
BEAN THEORY-FINANCE AS A
COMMODITY
HCO PL 9 Mar 72 1 Finance Series I I
INCOME FLOWS AND POOLS-PRINCIPLES
OF MONEY MANAGEMENT
HCO PL 27 Nov 71 Exec Series 3, MONEY
HCO PL 3 Dec 71 Exec Series 4, EXCHANGE
FEBC Tapes
(NOTE.- I realize that management units, orgs and staffs are daily
pounded with false economic data. The real facts of life collide with much
false data. Such crippling data comes from many sources-school,
advertisers, government, bankers, propagandists, even parents who insisted
Johnny be a doctor so he could "live well" or set a horrible example
themselves. Many have had a hand in messing up people's wits on the
subject. It is a factor in inhibiting the individual prosperity of
executives, staff members and orgs. Where an area is not prospering, this
PL should be starrated on its people and the false data they have on this
subject stripped so that they then can prosper as they should.)
"Standard of Living" can be defined as the relative quality of a
person's or group's possessions, quarters, food, equipment, tools and
conditions of their area of work and existence. It is the state of the
person's living, including working, environment. Where its potential
continuance exists it is related to survival. It is a basic natural
economic law that personal production of VFPs and one's standard of living
are intimately related.
This applies to the individual as well as the team.
Where violations occur, inequities exist.
At a personal level one must produce in excess of his standard of living
just to retain and maintain it.
Actually, the "excess" means that because of overload, taxes, services,
plant, utilities, raw materials, machine and other costs additional to his
own work sphere, a person cannot expect to get the full value of his VFPs
all to himself. That is not economically feasible. The "excess" varies from
post to post and job to job but is never less than 5X minimum. In industry
it is considered to be at least IOX to maintain company standards and
solvency. The "excess" can be very high indeed in some industries. But in
any case any idea that it should be one for one is fatal. People who know
little of economics or management sometimes propose a worker should get the
full value of his VFPs-but all work and all VFPs require support services
and to neglect these would quickly bring on poverty. Even when working for
oneself alone, these "excess" factors exist and seldom drop below 5X as one
still requires support services. Corrected gross income divided by staff
has to be at least 5X the cost of the standard of living of the individual
staff member for that standard to be barely
449
maintained. This does not mean staff pay should be 1/5 of that figure. It
means that all the things (pay included) that go into maintaining their
welfare and work environment would have to be covered by 1/5 of that
figure. A fairly efficient and prosperous org with a hatted, industrious,
gung ho staff can very easily maintain quite acceptable standards at 1/10
that figure. The actual cash value of every piece of work done by a person
can actually be calculated. It is intricate and tricky to do and much
subject to over and under estimation but it can be done. It is not vital to
do this but one might just be curious about it. If so, do it for yourself.
Thus VFPs can be priced against what they bring in as part of the overall
scene even when they seem indirect. All the above figures are very rough
and subject to variation but this gives you some idea of what is meant by
"excess" in that law.
Where a number of people in a group or on a team do not produce VFPs in
excess of their standard of living they depress the standard of living of
the group or team.
Where some in a group do not only not produce VFPs but produce overt
products, they actively depress the standard of living of everyone in that
group or on that team.
Many economists and theorists seek to avoid that law. They do it to
gratify politicians or aggrandize some false philosophy whose true purpose
is suppression under other colors. But the law remains and its violation
breeds an epidemic of economic ills. Amongst such ills are inflation, super
bureaucracy, chaos with the marketplace and a decay of the civilization.
When a whole society demands a high standard of living and yet doesn't
concentrate on the personal production of VFPs, it is finished.
Products are the basis of a standard of living. They don't appear from
midair. They come from work truly done. Not from hope or false data.
It is a druggie's dream that machines, computers, under the dictatorship
will do it all. Machines can raise a standard of living by assisting in
production. But they can't do Man's living for him. Intelligently designed
and used, they permit, within limits, increases in population. But machines
are just tools. They have to be thought up, designed, built, run and
serviced and their raw materials and fuel have to be found and delivered
and their products promoted, delivered, used and often in their turn
serviced. The machine age was actually recognized as failed when world
leaders first began to urge population reduction on the planet to "improve
the individual standard of living." If machines were going to solve it all
why is the civilization now in such a steep decline? It took producing men
working in and with a machine age to make the society go. Not idle mobs on
welfare expecting a high standard of living while a few guys work their
guts out. Pie in the sky is nice but did anyone ever get to eat it? This
misinterpretation of the machine age was a heavy violation of the above
economic law. But the real harm of the machine age was creating a false
belief that one did not have to produce much to survive. This lowered
people's estimate of how much they would themselves have to produce to
survive, much less have a high standard of living. Factually one normally
has to work fast and expertly and in high volume to bring about any
acceptable standard of living for himself and his group. This is a point
the machine age obscures. But it remains vividly and demonstrably true.
An executive who works hard yet wonders about his own low standard of
living should look over his people to find those who are not producing VFPs
or who produce even overt products while yet demanding a living. They are
absorbing the potential raised standard of living of the group.
Where a group has a very low standard of living, it need only review the
above law and its potential violations to understand why.
One cannot, in fact must not, increase the standard of living of a group
in ways that violate the above law. It will eventually bring calamity on
that group.
In a society led astray by crackpot economics, violations of the above
law create a vast number of wrong examples. The rich (most of whom work
like mad) are seen as idle or even criminals. The best way of life is made
to appear to be idleness. One seems to be owed a living without any effort
on his own part. The producing worker should be fined by higher taxation.
These are not seen to be simply false data spread about to
450
wreck the place but are held as "truths." And in their wake comes a funeral
for that group or society.
There is even an economic theory spread about today called
"equalitarianism." It declares everyone should get the same pay and have
the same standard of living. It does not mention that anyone should do any
work. It holds that the better worker should not be better rewarded. It
would crash any society.
Then there is the "monetarist" who believes you can manipulate a whole
society with money alone. And no thought of any production. His answer to
production? (You won't believe this.) Decrease demand! In other words,
reduce everyone's standard of living!
Basic economics eventually catches up with all these weird false
pretenses. It may take time but, as in the law of gravity, the apple
eventually falls no matter how many crackpots advance theories to say it
can't fall, will go up, or vanish. Real basic economic laws are like that.
They catch up. So don't wonder about inflation and depression and decayed
civilizations. Basic economics caught up with the crackpots.
An executive has to pay attention to the basic law about a standard of
living. If he doesn't pay close attention to it. the standard of living of
himself and of his group will cave in.
He can be "a good fellow" and seek popularity by attempting to raise the
standard above what is earned. He and his group will crash.
He can be foolish and seek to raise his own rewards above what he
personally is earning in terms of VFPs. But both he and his group will
fail.
He can ignore the real producers of the group and not see that their
standard of living is comparable to their individual production. And he and
the group will fail.
He can ignore the nonproducers and the overt product makers and by so
ignoring them, tear his own and the group's standard of living to bits.
He can listen to a bunch of PR from a staff member about how valuable
that staff member is and surrender to it without ever really counting up
the real VFPs that staff member is not producing (or even preventing). (It
happens.) Only real VFPs count.
He can work himself half to death without demanding production from
others and have his own standard of living crash.
There are swarms of false data flying about today on this subject. It is
taught in schools, the very best schools; it is heard on the radio and seen
on TV and in the papers. The civilization, as it caves in, is blinded by
literally thousands of false ideas about what and how a standard of living
occurs. These, where they conflict with the basic law, actively prevent one
from prospering as they blind him to the truth of his scene.
In an org or management unit in Scientology, the real VFP is valuable
fine people who produce valuable final products who then make up a valuable
fine public. Every piece of work and duty in a management unit or an org
contributes to that.
The standard of living of an executive, a management unit, an org or a
staff member is determined by that one basic economic law: The personal
production of VFPs for the group and one's standard of living are
intimately related.
L. RON HUBBARD
Founder
for the
BOARDS OF DIRECTORS
of the
BDCS:LRH:ab.gal.gm CHURCHES OF SCIENTOLOGY
Copyright 0 1980
by L. Ron Hubbard
ALL RIGHTS RESERVED
*[Note: BPL 19 Mar 1971 mentioned under "References" on page 449 has been
revised and reissued as HCO PL 19 Mar 1971R, same title.)
451
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 SEPTEMBER 1980
Issue I
Rernimeo
(The contents of this policy have been taken from an LRH
OODs item of 15 May 71 and are now being issued in policy
form to bring forth the wealth of data formerly issued in the
Flag "Orders of the Day.")
Admin Know-How Series 38
Data Series 50
Esto Series 42
Org Series 42
OUT OF SEQUENCE
Out of sequence is the most common outpoint according to a survey of
despatches and projects a couple months ago.
The thing which gets most commonly out of sequence is the pattern of the
Key Ingredients as covered in HCO PL 14 Sept 69.
The correct sequence for a piece of work would be to plan, obtain
materials, and then work.
If this is made into work-plan-materials, everyone works hard but no
product will result.
As production is what morale depends upon. a smash of morale would occur
if the Key Ingredients were thrown out of sequence.
Omitted data runs a close second to out of sequence as the most common
outpoint.
When the sequence of a work project is thrown out and then data like
technology of how to do it is omitted, a group could work itself half to
death and have down morale as well from no product.
The right way to go about it is to have the tech of a job, plan it, get
the materials, and then do it. This we call organizing.
When this sequence is not followed, we have what we call cope. Too much
cope will eventually break morale. One copes while he organizes. If he
copes too long without organizing he will get a dwindling or no product. If
he organizes only he will get no product.
Coping while organizing will bit by bit get the line and action
straighter and straighter and with less work you get more product.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY BDCS:LRH:SA:bk.nf
Copyright c 1971, 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The original mirneo copies of this policy letter incorrectly labeled
it as "Admin Know-How 36" which has been corrected above.]
452
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1980
Remimeo
(Originally LRH OODs item
of 8 March 1971)
Org Series 43
Esto Series 44
ORG OFFICER
Org Officers think they approach HASes to organize. They don't.
HCO has not formed because Org Officers keep making demands on it
instead of doing their job. The organization it takes to get out a specific
product is instant stuff. HCO is a long-term build of the establishment.
Entering instant organization into HCO of course defeats its purposes and
prevents it from the long-haul actions necessary to form a whole org.
If an Org Officer considered himself the Product Officer's expeditor he
would begin to get the idea.
We have a Product Officer/Org Officer mission going in to expedite
FEBCs. The Product Officer will get the product-a competent graduated FEBC
on an airplane going home-being made and fired. The Org Officer will push
the materiel and lines into shape to back up the Product Officer. Now.
what's that have to do with HCO? Nothing.
The Org Officer makes sure there is a pack or tape or recorder or gets
them (not by despatch) and the Product Officer checks out, verifies,
grooms, solves FEBC problems, pushes cases.
The Course Super goes on supervising, Course Admin goes on admining.
What they're doing right with the student gets pushed and done more of. And
what organization there is gets more of from the Org Officer.
For instance,
SITUATION: Course numbers building up. You see this in orgs.
HANDLING: Put on a Prod-Org mission to get numbers completed and fired.
The Prod-Org team finds 3 who could be made ready to fire at first
glance and gives the order GO-GO-GO, to Action.
The personal cope was fire three NOW. The medium-range was get a mission
on it.
That is uptight production.
A Prod-Org team works in hours and days. Save an hour, save a day. Do it
in hours, do it in days.
By doing it they learn line and materiel outnesses and their reform CSWs
of lines and actions are written up when they're completed and that's their
first contact with the HAS and HCO.
453
Now with these reforms the general org action will be easier and faster
and a product backlog peak won't occur so fast again.
A Prod-Org team that writes despatches and harasses HCO just doesn't
know THAT THE PROD-ORG SYSTEM IS TO HANDLE BACKLOGS AND OMISSIONS IN
PRODUCTS. Having handled they can advise or order or get approval for line
changes and new recruitment, etc. These, the HAS can get in for the long
haul.
Prod-Orgs WORK, they don't just order.
L. RON HUBBARD
Founder
Compiled and edited for issue by Sherry Anderson Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
454
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Issue 11
Rernimeo
(Originally LRH OODs item
of 29 Oct 1970)
Personnel Series 31
Org Series 44
AN ORG BOARD
REF: HCO PL 28 Oct 70 ORGANIZING AND HATS
An org board is a list of hats with seniorities. The hats are in flow
sequence.
A hat is a duty. It outlines the actions necessary to accomplish a
production and receive what's needed, change and route it.
In theory the I/C holds all functions. When he doesn't fully outline
them they can't be hatted. If they're not hatted he wears them as an
unknown fog. Simple as that.
What defines a hat is a product.
If you count up the expected products you get the minimum number of
hats. The steps to get the product is the hat. Products are also composed
of lesser products, so hats can be enlarged. It's what you designate as a
product that makes a hat. It's the importance of that product to others on
the line that makes the hat's importance.
The completeness and size of the product make the seniority of the hat.
The overall product of a division determines the hat of the divisional
officer. The lesser products that when combined make the overall product
determine the rest of the division hats.
Until you can define in one go the overall product of a division you
aren't likely to be able to post any real part of its org board. For the
product of hats of that div add up to the div product.
When you see an unposted or unreal org board, the head of the div is not
producing a product with that div, no matter how busy it all looks or how
exhausting.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
455
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 SEPTEMBER 1980
Rernimeo
(Originally LRH OODs item
of I I March 197 1)
Org Series 45
ORG BOARD AND PRODUCTION
HCO PL 9 March 197 1, Issue 11, POSTING AN ORG BOARD, will solve a lot
of confusion about org boards,
Read it and then look at what you may currently have and lights may
blink like a pinball machine.
An org board does have something to do with getting the work done.
Quality as well as volume depend upon workable organization.
The opposite ends of the action are organization at one end and
production at the other.
Things get easier and better all around.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright c 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Org Series 63.1
456
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 SEPTEMBER 1980
Rernimeo Issue 11
(Originally LRH OODs item
of 10 Nov 1971)
Org Series 46
Exec Series 23
ORGANIZATION AND SURVIVAL
Well organized activities survive. The survival of individuals in those
organizations depends on the highly organized condition of the activity.
A small group, extremely well organized, has excellent chances of
survival.
Even a large group, badly organized, hasn't a prayer.
The essence of organization is org boarding, posting with reality and,
in keeping with the duties being performed, training and hatting.
To this has to be added the actual performance of the duties so that the
activity is productive.
The outward signs of a badly organized group are slovenliness and
fumbles.
Another ingredient that goes hand in hand with organization and survival
is toughness. The ability to stand up to and confront and handle whatever
comes the way of the organization depends utterly on the ability of the
individuals of the organization to stand up to, confront and handle what
comes the individual's way. The composite whole of this ability makes a
tough organization.
An individual who is not properly posted, isn't performing the duties of
the post, is not trained or hatted, is soft. He has no position to hold,
therefore he goes down at the first fan of a feather.
Confidence in one's teammates is another factor in organization
survival. Confidence in one's self is something that has to be earned. It
is respect. This is a compound of demonstrated competence, being on post
and being dependable.
After an individual has failed, confidence in him on the part of his
teammates sinks. He has lost face and is not respected. This, then, shows
itself up in numerous ways. It is up to that individual to earn back
confidence so that his teammates will again trust him. The way to do this
is to get properly org boarded, trained, hatted and to confront and handle,
with competence, whatever that post is supposed to control.
The ultimate in no confidence by a group in a team member is no post at
all, Reports from those who have no post or from those who are between
posts stress the horrors of having no post.
Our survival depends fully on becoming entirely and completely
organized. This will happen to the degree that every separate unit,
department and division in an org is properly org boarded, properly
performing the duties of the post, is trained and fully hatted.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS
of the
BDCS:LRH:SA:d~.grn CHURCHES OF SCIENTOLOGY
Copyright c 1971, 1980
by L. Ron Hubbard
ALL RIGHTS RESERVED
457
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1980
Issue I
Remirneo
(Originally LRH Flag Ship OODs
item of 7 March 1971.)
Org Series 47
Executive Series 24
Admin Know-How Series 39
HANDLING OVERLOADED POSTS
Reference:
HCO PL 28 Jul 71 ADMIN KNOW-HOW 26
Product and Org Officers can take over a grossly overloaded key post and
(a) increase its production and (b) reduce the work hours. They should take
over posts for 48 hours and give the incumbent a rest and see what gives.
The rules that seem to apply are
a. It is a key post of the area in question and
b. It is the most overloaded and/or most nonproductive post in that
area.
It's one thing to issue orders. It's another to do work.
One doesn't stand behind the guy. One takes him off the post and
actually does the work of the post.
While doing it one will see why it can't be done or isn't being done and
one can then get a good bright idea of how it can be done and get it in and
write it up.
One often finds he has to ask "What hat am I wearing?" when one finds he
is on overload.
Well, one solution is to just go over and really wear that hat and see
why it can't be worn, get an idea of how it can be worn, do the action to
see if it's right, write it up for issue and put the person back on it.
A junior often can't mesh up the lines so they work because he hasn't
the know-how and hasn't the authority. His proper action would be to figure
his post out and write it up for issue and get it in his hat. When he
doesn't do this it jams or overloads his own and other lines.
Where this situation exists and isn't changing, a Product Officer, Org
Officer or HAS or the divisional Product or Org Officers have an out. They
can take over such a post, do all its work for 48 hours with no help from
the incumbent, get an idea of how to debug it, see if that works, write it
up and turn the post back over.
L. RON HUBBARD Founder Compiled and issued by Sherry Anderson Compilations
Missionaire for the BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright* 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
458
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 SEPTEMBER 1980
Rernimeo
(Originally LRH OODs item
of 23 August 1972)
Esto Series 43
Org Series 48
ACTIVITY
We are in the midst of a great deal of activity.
This means a certain amount of disestablishment occurs.
Such times are the times when Dept I has to go FLAT-OUT.
It has to actually produce.
It has to get new people in, org boards revised, hats collected, people
on new posts HATTED!
It has to somehow hold the form of the org and keep it producing.
This is no time for Dept I people to sit at a desk doing their in-
baskets all day or studying.
This is the time when the org form situation is continually reviewed and
beefed up and hatted.
A hat is NOT an explanation. It is a checksheet and pack and it gets
DONE right now.
This is the time when you make up for fewer numbers with better
utilization. And you make up for increased traffic with greater efficiency
on each individual post.
Esto trainees who don't know or can't do these things won't be worth
anything in their own orgs.
The question is, can they do it or can't they9
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
459
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 SEPTEMBER 1980
Issue I
Remimeo
Hat Officei
(Originally LRH OODs item
of I I August 1972)
Org Series 49
HAT OFFICER
When a Hat Officer has somebody to hat, he hats that person fully. It
may take days. You don't keep changing Hat Officers on the same person day
after day.
Hat Officers, like auditors have th& pcs, should have a list of clients
they are hatting.
It isn't getting points that count. It's getting a fully hatted person.
A frequent change of Hat Officers, like a frequent change of auditors,
winds up with no completions.
Every Hat Officer post should have its list of clients. The Hat Officer
changes only when transferred. The post keeps the same clients.
It takes a firmly hatted staff to handle the scene we've got on the
planet today.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
460
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1980
Issue I
Remimeo
(Originally LRH OODs item
of 13 July 1971)
Org Series 50
THE USUAL
When in doubt do the usual, the routine, the standard.
If your hat says recruit, recruit. Don't do tool purchasing.
WHEN A POST DOES NOT DO ITS USUAL ACTIONS THESE BACKLOG AND APPEAR AS
TRAFFIC AND DEMANDS.
The post goes into desperation and tries to cope and, failing to do what
it was supposed to do in the first place, just goes more desperate.
A post will run wrong so long as it does not do the usual. And it will
go wronger and wronger.
Like auditing a pc. Every shortcut, every unusual solution, just makes
the pc worse. You can't go on with unusual solutions forever. The pc will
collapse.
So it is with a post.
Do what the post is supposed to do in the first place. Cope part of the
time, yes. But somehow get in the usual action.
If you don't you will feel desperate, 9,000 feet up and in a hurricane.
EVERY personnel line has gotten in this state.
Failing to recruit and do the usual has backlogged HASes over the world
to a point of total desperation. Yet I see no Personnel Procurement
Officers single-hatted on post in orgs. I see no new campaign for recruits.
I see no hammer to get standard forms signed.
Thus by not doing the basic usual actions, each HAS is going mad trying
to answer people who are demanding personnel. Then the HAS musical chairs
the place, destroys the org form.
WHY? Because the usual action of PPOs on post and records and lines and
personnel promo were not done.
Not doing the usual resulted in desperate solutions.
This is the way any post goes when it backlogs. It backlogs for lack of
the usual. Then it goes into total desperation.
The way to get out of the mess is each day do a couple hours of the
usual regardless of traffic and demands.
461
And surprise! One will dig out of it and get on top of it.
One has to know three facts.
1. The usual solution already exists. One has to find out or work
out what it is.
2. Unusual actions will backlog one and if continued will drown
one.
3. One can dig himself out if he spends some time each day getting
the usual lined up and in.
One's full hat usually contains the usual. A starter is to get the full
hat and know it.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
462
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1980
Rernimeo Issue 11
Hats Officer
HAS (Originally LRH OODs item
of 6 June 1971)
Org Series 51
Personnel Series 34
A MAJOR DUTY OF THE HATS OFFICER
REF: HCO PL 7 JANUARY 1966 LEAVING POST
If you leave a post without turning over your hat and grooving in your
relief, you are at risk. You can be called back for the next two years if
that post goes wrong.
You must HAVE a hat in a folder and its write-ups (all of them) and you
must turn it over.
The Hats Officer is supposed to see this is done. It is really his major
duty. He must see that it is done and he must be able to attest that the
relief on the post HAS and CAN DO and IS DOING the hat.
Hats, checksheets and packs are also furnished by the Hatting Section
under Hats Compilations. These are issued as prepared. However there is
ALWAYS a hat.
Anyone on post without a hat cannot be expected to be paid.
If a Hats Officer only compiles hats he unmocks the org.
The Hats Officer must be there in a flash at every post change and see
that the hat, and duties of the post are turned over and the relief grooved
in. Records, Assets and Materiel Dept 9 sees that the materials are turned
over and are correctly inventoried or the Dir of RAM or the Treas Sec can
be hit for any lost items,
This is an old, old drill.
There are standard ways to do things.
Any post not so turned over MUST be turneci over correctly with hat and
materiel or the org will shatter.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:ns.gm Copyright c 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
463
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 OCTOBER 1980
Issue II
Rernimeo
(Originally LRH OODs item
of 25 April 1970)
Org Series 52
MORE ON LINES AND HATS
REF: HCO PL 16 Mar 71 LINES AND HATS
The soggy feeling one gets from lines sometimes comes directly from the
line passing through a point which isn't wearing its hat.
Hats can be not worn through ignorance or through neglect. Many times
hats are
accepted not to help a group but "to have an opportunity to ." Like an
MD who studies medicine to "make money" or "to obtain better opportunities
with
women." So one has two reasons to wear a hat-(a) to do a job, (b) to have
an
opportunity to do something else.
When a hat is not worn for any reason at all, one gets a breakdown at
that point. We call this a "camouflaged hole." Somebody has a title but
doesn't do the duties or actions that go with it.
That is the soggy feeling's cause, the unworn hat. A group that cannot
or does not snap and pop and get on top of it has some members in it who
aren't wearing their hats.
The most common reason why hats aren't worn is because they are not
known.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright c 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
464
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 OCTOBER 1980
Issue 11
Rernimeo
(Originally LRH OODs item
of 6 April 197 1)
Org Series 53
ORG BOARD KNOWLEDGE
It is very funny to see what a green crew member does with an org bd.
He eventually gets to know one terminal, the Captain. Anything that he
wants he asks the Captain.
However, it can be worse than this. An org crew sometimes doesn't even
know the Captain! They are a sort of drifting mob.
Knowledge of the org board permits a crew to push in the lines.
Whether the lines and terminals are in or not depends upon the crew or
staff, not on one senior.
If the whole crew uses Knowledge Reports, sees the right terminals and
knows enough about lines and hats to force performance of duty and service,
then the org will form and smooth out and prosper.
A Knowledge Report to the MAA or E/O when someone has refused to do his
hat, senior or junior, will accumulate enough data to permit the reposting
of areas so they work.
In the final analysis service quality, cleanliness, production and
prosperity depends upon a staff or crew.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
465
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 OCTOBER 1980
Issue III
Rernimeo
(Originally LRH OODs item
of 17 September 1970)
Org Series 54
HATS
We're right at the beginning of handling the real WHYs in departures
from the ideal scenes.
We are establishing recruitment and we are beginning real hats that
include checksheets and packs.
Real hats made up of a factual checksheet and pack of FOs, PLs, HCOBs,
manuals and books and required to be trained on are THE missing items in
orgs over the world.
Ethics was designed to keep in tech and policy. We expand it to keep
policy in use.
As it has been used it was a personal target action not a tool to spot
out-tech and out-policy.
So ethics is going to have to shift target from the individual to the
drop out of know-how.
When you see how far out things are on this point of view over the world
in orgs it takes a bit of confronting.
Both auditing tech and all our admin policy has been very nearly lost
for three years!!!
Pretty awful.
But the plus side is look how we'll soar when we get it in!
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright c, 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
466
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 OCTOBER 1980
Remimeo
(Originally an LRH OODs item
of 21 September 1970)
Org Series 55
COPE
I've had an insight into what "cope" really is. It is the process of
finding and correcting outpoints without ever discovering a WHY and without
organizing any return to the ideal scene.
A coper goes "outpoint found-correct it; outpoint found-correct it;
outpoint found-correct it." This perpetual cycle never finds or corrects
WHY these outpoints. So it just gets worse and worse and worse.
If you start spotting outpoints and correcting them you are not dealing
with the Why but with the symptoms only. So an executive gets on a cycle of
outpoint spotted, corrected, spotted, corrected, spotted, corrected. With
no WHY located it will just wind up in a collapsed mess of cope.
If all one ever did was handle despatches one would really get into a
mountain of overwork while stats stayed down,
The WHY we face now is absence of recruiting, lack of full hats with
checksheets and packs.
The Why of that was failure to make the materials riled accessibly and
collatable. So it's a snake eats its tail. No hats then brought a condition
of no data available in files. A true dwindling spiral.
And no hats traces to the introduction of ethics into HCOs and that it
is easier to assign a condition than to compile or check out a hat. Hats
went out when ethics came strongly in. Without ethics in HCO, HCO can only
make stats recover by org form and hats.
Ethics has a role-after all else fails.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:ns.gm Copyright c 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
467
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 OCTOBER 1980
Remirneo Issue III
(Originally LRH OODs item
of 7 Nov 1970)
Org Series 56
"NOISE" AND ORGANIZATION
REF: HCO PL 14 Dec 70 GROUP SANITY
HCO PL 8 May 70 DISTRACTION AND NOISE
Each division is to have a completed org board.
In order to do this well it is best to study the Org Series.
"Noise" is the amount of disturbance and off-line actions and chatter
and general dev-t in an area.
In some divisional areas "noise" by far exceeds actual traffic.
An org board amongst other things reduces "noise" when it is well done
and known.
Improvement of production occurs when there is a good org board that is
also well known.
When you assess the effort expended on a post against the actual
production of a post you get an idea of the amount of "noise" present. One
can be expending lots of time and effort and yet attain no production.
Proper organization increases production and reduces effort by eliminating
"noise."
My insistence on getting org boards done, in and known comes from my own
post observation. For some time I have been seeing lots of "noise" and very
low production.
When this visibly began to eat into my own production (about April '70)
1 began to push in organizational steps. I restudied the subject (as you
see in the PLs of the Data Series, Personnel Series and Org Series) and
consulted existing realities. I was amazed to find how little technology
Man actually had on the subject and how wide a gap there was between theory
and reality.
Studying orgs themselves, including the ship, Flag Org, bureaux and orgs
as per LRH ED 123 INT (the ten social aberrations, later issued as HCO PL
14 Dec 70, GROUP SANITY) the worst items were "hiring, training,
apprenticeship and utilization" including production.
The first four would of course account for (if out) lack of production.
So far as an org is concerned, these are the functions of HCO.
Once these points are in you will see things begin to move better, noise
drop out and production increase while effort reduces.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BDCS:LRH:SA:dr.gm BOARDS OF DIRECTORS
Copyright 0 1970, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
468
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER 1980
Issue I
Remimeo
(Originally LRH OODs item
of 10 March 1971)
Org Series 57
ESTABLISHMENT AND THE HAS
REF: HCO PL 21 July 71 1 HAS STANDARD ACTIONS
The terminal for staff members and execs to contact when they want
personnel is the HCO Area Sec (HAS).
They do NOT route this through or to the Org Officer.
The HAS should work to put an establishment there.
The Org Officer helps the Product Officer to get products by organizing
the immediate area being concentrated on so it is smoothly producing.
You don't write Personnel to get personnel. You write the HAS.
The HAS channels to HCO on such matters.
When the concept of what is an establishment is grasped, all else is
easy.
Space, materiel, machines, personnel, hats, lines, control of the org
form, are all establishment. (Org Series 10, Product 1.)
The HAS uses Inspection and Reports (Dept 3 HCO) (stats) to measure the
volume, quality and viability of the establishment so more or less can be
put there. The HAS corrects the establishment using her other depts-
Personnel, org bd, comm lines and lines and Ethics.
Until everyone knows what is an HAS and what is an Org Officer they
won't be able to direct requests or comms and the system will jam up.
The HAS establishes, forms, puts there, corrects, posts, hats, org
boards, stats, corrects the org. All on a long-term basis.
The Org Offlicer organizes production areas for the Product Officer so
they produce.
The Product Officer gets the products of the establishment produced or
corrects the products.
Org Series No. 10 gives you the four types of products-1, 3, 2, 4. One
is the establishment itself. Three is correcting the establishment. Two is
what the establishment produces. Four is correcting the faulty product of
the establishment.
You can organize forever and get no production of valuable final
products.
You can produce valuable final products with no organization on a total
cope. But volume, quality and viability will be awful and the overload will
soon overwhelm.
469
So there are two sides to the coin-organize, produce.
There is long-term, steady, stable, expanding organizing. That's the
HAS.
There is instant, immediate, right-now organizing. That's the Org
Officer working with the Product Officer.
There is hammer-pound, right-now production of products. That's the
Product Officer backed up by the Org Officer close to hand and a bit out in
front.
There are also "Consumption" Officers who get the products wanted
outside and consumed. These are the Dissemination Secretary (Div 11) (old
public) and the Distribution Secretary (Div VI) (new public).
So you have a line-up: Organize an establishment, organize the
production area, produce, get the product wanted and consumed.
It's all that simple.
On this depends the uniforms, the pay, the facilities, the food, the
transport, personal success, expansion, general success and eventual
accomplishment of large targets.
When these points aren't understood, then all the shortages and upsets
and confusions you object to occur.
Wherever morale is low, somebody around that point doesn't understand
this or agree with prosperity.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted by the
BOARD OF DIRECTORS of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:SA:bk.gm Copyright c 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
470
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1980
Rernimeo
(Originally LRH OODs item
of 25 July 1971)
Org Series 58
HATTING THE RIGHT WAY
The sequence is instant hat, mini hat, fully hat.
Staff Status 0, Staff Status I and Staff Status 11 are minimum for a
recruit. (For the Sea Org it is Products 0, 1 and 2.)
As the recruit line works in, all these must be done while the person is
in the expeditor pool of his org. (Product 0 for Sea Org is the exception.)
Then expeditors are instant hatted for short jobs and mini hatted for
longer temporary jobs.
When posted, or apprenticed and posted, they are then fully hatted on
lower posts and apprenticed and fully hatted for more senior posts.
This should get programmed out for each staff member.
It takes a while to hat anyone fully. But it just has to be worked at. A
couple hours a day eventually arrives.
The reason most people who don't study regularly aren't studying is that
they have 3 or 8 or a dozen incomplete courses behind them. They begin to
define a course as "something you don't complete!"
This can get in the road of courses very badly.
The right way out is complete each pgm left incomplete or at least run
out the bypassed charge of past incompletes.
Word Clearing is the real big boost. Somebody the other day didn't know
what TR (for Training Drill) meant in an HCOB and the whole thing was blank
until he spotted it!
Clearing the purpose of a post is essential to hatting.
Well anyway, grab the slogan
TO BE HAPPY GET HATTED AND PRODUCE THE ACTIONS OF YOUR POST.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARD OF DIRECTORS
of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:SA:dr.gm Copyright Q 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
471
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead. Sussex
HCO POLICY LETTER OF 18 SEPTEMBER 1980
Issue II
Remimeo
(Originally LRH OODs item
of 28 March 1971)
Org Series 59
STATE OF ORGS
There are innumerable little out-org situations that need remedying.
They make life rough, consume time and edge up tempers.
By standing for about 45 minutes in one place observing I found five
bits that in themselves would each add up to a time-consuming confusion.
No transport unit, no purchasing unit, no line patrol or refinement were
visible.
This makes people seem to work very hard but results in no production.
Therefore it takes HAS officer-type observation as the org's lines are
out.
To adjust a line one (a) sorts out the particle types, (b) sorts out the
change points, (c) puts the correctly hatted terminals on it, (d) removes
needless terminals, (e) reduces the number of times something is handled,
(f) shortens the distance, and (g) increases the speed of flow.
If you do any one of these the line will get better. If you do them all
the speed is fantastic and the load lightens all around and products occur.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Org Series 41.]
472
L
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1980
Issue III
Remimeo
(Originally LRH OODs item
of 31 Oct 71)
Org Series 60
Personnel Series 39
FULL HATTING
A person is responsible for his own hatting. Dept I is also responsible.
As lack of full hatting is the WHY of declining organization it is very
important that persons be fully hatted.
The gradient is instant hatting, mini hatting and full hatting.
A person found on a post who is not fully hatted is liable to ethics
action.
Awareness of the scene does not seem to exist in the absence of hatting.
Thus unhatted persons look sort of blind.
For instance, an unhatted Dissem Div is completely unaware of no money,
no students, no pcs.
It's sort of strange. Mystery about the post seems to result in no
perception of its environment. Mystery on post equals mystery of
environment. You see this as a sort of frightened no confidence.
I think hatting even changes eyesight. We ought to test it out.
We already know that unhatted people get hurt more than hatted people.
We know overts stem from misunderstoods. And we know running overts changes
eyesight.
It then probably follows that unhatted people couldn't see a tiger if it
was biting them!
So, how to be mystified by it all and afraid-remain unhatted.
Get hatted and see.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARD OF DIRECTORS of the CHURCH OF
SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:SA:dr.gm Copyright c 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Personnel Series 38.1
473
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1980
Issue IV
Rernimeo
(Originally LRH OODs items of
26 February 1971 and 24 August 1970.)
Org Series 61
Esto Series 51
DRILLS
Drills have several purposes. To groove in a team action is a principal
one. To test a system fully. To groove in lines.
Whenever postings are changed, the new post holders have to be grooved
in on their posts (hatted and on-post trained) and then the team itself
must be drilled.
The two steps are always needed.
There's a maxim about all training that applies. It is this: TRAINING
MUST INCLUDE ALL THE ACTIONS AND APPROXIMATIONS OF THE ACTUAL.
This includes of course the whole cycle of an actual sequence of
actions. It's the sequence that counts.
The drilling of sequences of actions is a stable series of data that
prevents chaos from overwhelming one.
This applies to org lines as well. Dummy runs and dummy bullbait runs
serve as the drill.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARD OF DIRECTORS
of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:SA:dr.gm Copyright 0 1970, 1971, 1980 by L. Ron Hubbard ALL
RIGHTS RESERVED
474
HUBBARD COMMUNICATI
Saint Hill Manor, East Grinst
HCO POLICY LETTER OF 14 J
Rernimeo
Starrate on
all Execs Target Series I
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 a-cross vital
targets.
3. Noncompliance 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 this 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.
475
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 attacks," the
purpose has 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.
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.
ORG STATE
An 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 can't.
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.
476
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 noncompliance 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.
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 �100,000 reserve cushion.
H. Get all accounts staff and executives checked out on finance
policy.
1. 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.
477
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.
L. RON HUBBARD Founder LRH:bw.ei.rd.gm Copyright 0 1969 by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: This policy letter has been corrected as per HCO P/L 23 January
1969, OT ORGS CORRECTION.]
[Note: The Target Series designations and numbers have been added to the
target policy letters by the editor.]
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JANUARY 1969
Remimeo
Target Series 1-1
OT ORGS CORRECTION
(Correction to HCO Pol Ltr 14 Jan 69)
(The first paragraph below and the next heading "Vital Target" were left
out of issue.)
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.
(The HCO Pol Ltr 14 Jan 69 continues).
L. RON HUBBARD
Founder
LRH:Idm.ei.gm Copyright 0 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
478
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 16 JANUARY 1969
Remimeo
(Reissued from Flag Order No. 1734,
same date and title)
Target Series 2
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. bring
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 operating 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.
479
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.
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 bldg 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 "noncompliance."
480
OPERATING TARGETS
An operating target would set the direction of advance and qualify it.
It normally includes a scheduled 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.
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.
PROGRAMS
Programs are made up of all types of targets coordinated and executed.
ON TIME.
Programs extend in time and go overdue to the extent the various types
of targets are not set or not pushed home or drop out.
Programs fail only because the various types of targets are not executed
or are not kept in.
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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.
L. RON HUBBARD
Founder
LRH:sdp.ei.rd.gm Copyright c 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
482
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 JANUARY 1969
Issue 11
Remimeo (Reissued from Flag Order No. 1736,
same date and title)
Target Series 3
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 Harbor 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 theater 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.
483
(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.gm Copyright Q 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
484
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JANUARY 1969
Rernimeo
Target Series 4
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
reestablish 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 "programs" are synonymous at this time and
PROGRAMS is the preferred word.
L. RON HUBBARD
Founder
LRH:Idm.ei.gm Copyright c, 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
485
HUBBARD COMMUNICATI
Saint Hill Manor, East Grins
HCO POLICY LETTER OF 24 J
Issue 11
Remimeo
Gung Ho
FSMs
Pub Divs Target Series 5
PURPOSE AND 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 dramatize the stop or disagreement.
Also where we not only restimulate the stop but oppose and 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.
486
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.
L. RON HUBBARD
Founder
LRH:Idm.ei.rd.gm Copyright 0 1969 by L. Ron Hubbard ALL RIGHTS RESERVED
487