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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1972
Issue I
Remimeo
All Exec Hats
Admin Know-How Series 29
Executive Series 5
NOT-DONES, HALF-DONES AND BACKLOGS
There is a very definite, often unsuspected effect concealed in a
backlog. And it is of such violence that it can crash an area's stats while
seemingly working frantically.
BACKLOG (Webster's) noun: 3. an increasing accumulation of tasks
unperformed or materials not processed; verb: to accumulate as a backlog.
NOT-DONES AND HALF-DONES
Backlogs occur for various reasons. But the two main classes are (1) NOT-
DONES and (2) HALF-DONES.
For lack of seeing that a backlog exists, lack of supervision of
existing personnel, other-intentionedness of personnel, lack of personnel
to handle the usual or peak volumes, lack of know-how to handle, lack of
resources, and outright sabotage are some of the reasons that account for
NOT-DONES.
HALF-DONES are as bad as NOT-DONES as they bit and piece an area into a
quagmire. Suppose Detroit began to make half-cars. All their resources
would be devoured, yet nothing would really be produced, yet everyone would
look frantically busy; the executive worries would mount up to an
inconceivable fever pitch unless the half-done factor was handled.
But half-dones are not always as visible as half-cars. "Have you handled
Bets and Company suit?" "Oh yes." But the case is lost because the filing
papers were only half-prepared and half-filed.
The same reasons apply for HALF-DONES as are listed above for NOT-DONES.
The Why of many failures is found in NOT-DONES and HALF-DONES.
The primary effect (there are others) of NOT-DONES and HALF-DONES is the
building up of backlogs.
Now, no backlog ever quietly lies there. So long as anything else
depended upon the actions being done, there will be pressure or threat of
one kind or another on the backlogged area.
Thus, when an activity becomes backlogged, IT GENERATES NEW WORK NOT
CONCERNED WITH REDUCING THE BACKLOG AMOUNT.
Example: An insurance company backlogs claims payments. Torrents of
queries then demand why. The claims section spends its time answering the
queries, not reducing the number of claims. The volume of work doubles,
trebles, but no claims get paid.
BACKLOGGING AT ONCE DOUBLES THE WORK BY THE ADDITION OF DEMAND HANDLING.
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Example: A Central Files fails to stay filed into up to present time.
Demands for items in it cause others to consume all the file clerk's time
tearing CF apart to find particles.
A BACKLOG CAN INCREASE ITSELF BY ADDING DISORDER THAT UNDOES THINGS
ALREADY DONE.
Thus a backlog tears up the past work while building up future work.
Example: Personnel backlogs its files, causing it to backlog
appointments. This overloads areas. These areas start crashing down on
Personnel in mobs demanding it provide people. Personnel is then so busy
fending off people, it can't appoint. Yet is in frantic action.
A BACKLOG PREVENTS ITSELF FROM BEING HANDLED.
An org that has several backlogs in it becomes frantic and then goes
into apathy,
The cure is to:
1. Get people and do ALL HANDS actions to get the most important
backlogs done.
2. To find the real WHY of the backlog and handle it so a present time
state is then maintained. (Requires a program, followed and done.)
3. Check out staff on the book Problems of Work.
4. Get staff to do Training Drill Zero on their work areas.
5. Get staff to reach and withdraw from their materials of operation or
areas.
6. Do a survey of attitudes which reveals complaints and reasons for not-
dones, half-dones, backlogs.
7. Based on the survey, campaign hard to remedy NOT-DONES and HALFDONES.
8. Be very severe with any beginnings of any future backlogs.
When you see an area or org in apathy, know it has gone the route of not-
dones, half-dones and backlogs and handle.
When you see an area going frantic, know you are looking at not-dones,
half-dones and backlogs and handle fast before it goes into the much worse
condition of apathy.
Production is the basis of morale.
Not-dones, half-dones result in backlogs.
Backlogs destroy the possibility of future production.
Thus you know the situation of not-dones and half-dones will result in
backlogs.
The backlogs will prevent further handling.
This subject is the subject which makes executives harassed.
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Behind every upset there will be NOT-DONES, HALF-DONES and BACKLOGS.
So be very alert.
Dynamite is stick candy alongside of this very explosive subject.
Don't say I didn't tell you.
L. RON HUBBARD
Founder
LRH:mes.rd.gm Copyright C) 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
99
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I SEPTEMBER 1973
Remimeo
ADMIN KNOW-HOW No. 30
How is it that the highest paid salaried men in our current civilization
are administrators? They draw from a quarter to a third of a million
dollars per year. They are paid far far more than professional people, far
more than scientists, more than politicians who, above all people, should
be excellent administrators. WhY9 Because they are so rare. Business
schools may turn out graduates by the millions but very, very, very few of
them ever become topflight executives who can really administer. Why does
the civilization develop so very few of them? Because this civilization has
not had much workable administrative tech and has not even known the basic
natural laws which underlie administration.
The subject of administration is so poorly known because there is so
little data. And because there is so little, the subject itself is not
understood at all by the general population of the planet. Yet there are
very few on the planet who are not the direct effect of administrators.
You hear an administrator talk about PRODUCTION or GROSS INCOME and
possibly suppose this is just a peculiarity or a fixation and that these
facts are distant from general living. Perhaps some people suppose that
such talk and urgings is part of the capitalistic system or something for a
board of directors. General public reaction to such things is usually a
nothing-to-do-with-me. The usual attitude to law and accounting is a
"beyond me" and an "it's confusing" yet the person is subject every day of
his life to them. It is quite similar but even more mysterious with
administration.
Administration is not peculiar to capitalism. Or to any special field.
It embraces all of them, even law and accounting which are, in actual fact,
administrative specialties.
Let us look at this abundant and glaring evidence: Russia cannot feed
her people. She cannot clothe them. She has fantastic troubles in moving
them about. Russia, despite her PR, is a failure. She is a failure, not
because few people agree with her ideology, indeed, that ideology has crept
reachingly over the world.
And let us look at the capitalist juggling money, money bags and paper
gold and look as well at the health problems and cultural unrest that ride
as problems in his train. The severest criticism of the capitalist is that
communism and socialism grew up and flourished during his reign.
And look at the clanking, swanking military dictators who have replaced
the weak and diseased kings who once ruled the world. They are themselves
replaced by their own kind as fast as firing squads can be assembled by
newly ambitious dictators.
Why do these ideologies fail and why are they so oppressive while they
last?
THEY HAVE TOO FEW TRAINED AND SKILLED ADMINISTRATORS WHO CAN GET A SHOW
ON THE ROAD.
The SURVIVAL of any group depends utterly upon things like PRODUCTION
and EXCHANGE. That is the way the universe runs. When these factors are not
competently handled, the group is in poverty or vanishes.
Civilizations have not vanished because they had the wrong ideologies or
ran out
100
of resources. First and foremost they vanished because they had no
technology of the mind and could not handle people because they did not
know the basic fundamentals of life. And right along following that, they
did not really know the tech of administration or even what administrators
were or could do.
Their survival was in question the moment they did things with
individuals contrary to the basic laws of life: They began to believe they
would get reaction A by some strange rite, but instead of that got reaction
B. They not only did not have mental technology, they adopted practices
contrary to basic laws. And so they were torn with revolts. And wars.
And their survival fell to nothing when they did not know or practice
fundamental administration and violated the basic rules through ignorance
or sloth.
If one is going to have a group in this universe that survives and wins
through its obstacles, it must have and apply basic laws. It does not have
to be a perfect group but it must not be an ignorant group.
While the happiness of the individual may depend upon mental tech, apart
from any group, he cannot survive well as a group member if he has no
knowledge or understanding of administrative tech.
If one goes on living in this universe, he is sooner or later the
subject of administration as a member of a group. In cave days, if one had
to stay in his cave starving because of a saber-toothed tiger prowling, he
would have had two choices: he either stayed in his cave and starved to
death or he learned about saber-toothed tigers; when he knew about saber-
toothed tigers he would now have new choices of how to avoid, how to kill
or even how to employ saber-toothed tigers; when he had settled this he
would now have a path of action he could predict. The jungle in which he
lived was subject to certain rules, no matter who laid them down, God or
the old, old Biological Survey. In other words, even in cave days one was
the effect of an administrator.
When one had solved the crude tooth and claw existence, one could rise
to a small niche of administering on his own; animals could be
domesticated, plants when planted would grow, wood when carved would make
things, metal when formed would make things that made things.
The moment one was headed in the direction of survival he was headed in
the direction of production. So many killed deer made so many meals; it
also made so many hides which made so many beds and jackets. The exchange
with the deer was quite unequal as there was nothing for the deer and the
deer protested by ceasing to exist and one got into goats and cattle.
Similarly, when the wild roots gave out, for there was no exchange for the
roots, one had to plant them and tend them. Consumption any way one looked
at it eventually got into production that equalized, or tended to,exchange.
When one could administer a small area, so many plants, so many goats,
he was in his own right something of an administrator. He learned there was
technical tech and he learned there was administrative tech also. And these
things of all others continued to guide his survival.
One can of course decide not to go on living in this universe. But now
he falls into two new choices: he either goes to another universe or drops
into a sort of self cave. In the other universe he will probably find
himself under a new administrator or a new set of rules even if he alone
makes them. And if he chooses a sort of nowhere self cave, he has done so
because he never solved the saber-toothed tigers.
Thus one is confronted with certain incontrovertible facts. 1. HE MUST
SEEK THE TECH OF SURVIVAL AND APPLY IT; 2. HE WILL SURVIVE AS WELL AS HE
CAN ADMINISTER OR HANDLE ADMINISTRATION.
As a member of any group, the PRODUCTION and GROSS INCOME or
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EXCHANGE he hears his executives talking about APPLIES TO HIM DIRECTLY.
What ideology or system one embraces, his well-being, his safety, his
happiness, will relate to PRODUCTION and EXCHANGE and the ease with which
these are attained or maintained is determined directly by his
understanding of and ability to handle administration.
There are thousands and thousands and thousands who might give you far
far different basics for life. But watch it! They are touting for some
administrator or seeking to avoid ALL administration in every case, one or
the other!
One either lone-wolfs his life or one gets through with a group. In the
first place, one must think mainly of personal money or one must think of
the group's survival. The regulating factors in either case are
ADMINISTRATION resulting in PRODUCTION and EXCHANGE.
Bank robber or bank president, these harsh facts of life still apply.
Democratic politician or autocratic commissar, these are still the main
determining factors of life.
The welfare state seems so wonderful a dream to the socialist: why is it
then that ghetto people riot because THEY HAVE NO JOBS but are only on
welfare? It is true, surveys show. The recipients of welfare, whether a
Roman guttersnipe, a white Swede or a Black American become crippled as
beings: they are the TOTAL effect of administration, they have no cause-
factor short of a riot. They want JOBS. For they instinctively realize that
they are in little better position than the cave man with the saber-toothed
tiger outside. They have been disenfranchised as members of the group,
dwellers of the universe. They cannot exchange, a somewhat fearful thing,
they do not produce and they are forbidden causative control or causative
administration. They recognize, no matter how dimly, that they have been
set up as zeros. And this is not only unhappy, it is dangerous.
Reversely, when people offer nothing in exchange, do not produce and
cannot or will not administer, they become pawns. Sometimes they think they
are merely the subject of meanness or rancor. But if they do not produce or
exchange and cannot share in administration, they become zeros. Their fate
is decided already, by themselves. It would not matter for a moment what
some administrator did or did not do, such people have reduced their
survival to a point that it is prey to the lightest wind. These facts are
as inevitable as "apples fall," as harshly real as a tiger's claw and as
predictable as tonight's darkness. Their only possible choices are (1) to
cease to exist (which is impossible for a thetan) or (2) get in a position
or situation or state of mind to produce, exchange and administer. There is
a third choice-to leave this universe.
Life is, or can be, a pretty grim proposition. One may float along on
the production of others like the recently demised "Leisure Class" of 19th
century infamy or like a hobo being chased by every householder and cop.
One can go along in the numb world of the middle class watching his public
docility while he hypocritically sins behind doors and conforms with a
capital C. One can creakingly labor in the world of the endlessly-being-dug
ditch for some unknown pipe. Or one can simply confront the whole thing,
pain, misemotion, punishments, rewards and all and produce and exchange and
learn to handle the administrative system he is in and himself administer
his life and environ.
One can hear countless reasons why it is too awful or too deadly to find
out about the tiger. But you hear these reasons from the cowardly dead.
One can hear a million arguments against being a tiger or the
administrator who orders tigers about. But one is talking to people who are
not living.
The stark facts are these: one knows and handles administration, one
produces, one exchanges OR one dies as far as this universe is concerned.
That's why you hear an administrator who means well for the group
talking about
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PRODUCTION and EXCHANGE. That is why one never hears a politician who means
ill for the group mention them.
And that's why the person who can use administration to bring about
production and exchange is so highly paid by status and respect or why his
group is so highly paid. He is dealing in SURVIVAL. And the skills he uses
are well worth knowing and using.
Caves are damp. Bring on the tigers! The sun is shining.
L. RON HUBBARD
Founder
LRH:sr.gm Copyright Q 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
103
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 OCTOBER 1973
Remimeo
Admin Know-How Series 31
ADMINISTRATIVE SKILL
An administrator is one who can make things happen at the other end of a
communication line which result in discovered data or handled situations.
A very good administrator can get things handled over a very long
distance. A mediumly skilled administrator has a shorter reach.
As this scale declines, we get people who can make things happen only at
arm's length.
It is interesting that administrators are valued in direct proportion to
the distance they can reach and get things handled over. Persons who can
handle things only at arm's length are valued but not in proportion to a
long-reaching administrator.
The complexity of situations and things handled is also a test of the
administrator. If one began at the highest level of capability of handling
things thousands of miles away and at the bottom of the scale handling
things at arm's length, one would also find complexity entering the
picture.
The artisan can, by means of heavy mest communication lines and tools,
make all manner of things occur but mostly within his visual sight line.
The day laborer who can only handle a shovel usually can only handle the
simplicity of lifting a few pounds of dirt to a definite position.
One of the troubles PTS people have, as an example, is handling
something over a long-distance communication line. One can tell them to
handle the suppressive, but one must realize he may also be giving the
order to someone to handle another person several thousand miles away. This
is a high level of administrative skill and is usually no part of a PTSs
ability, whatever other technical considerations may intervene.
Estimating situations thousands of miles away and handling them
terminatedly is actually comparable to an OT ability.
There is no effort here to include artists and technicians who do work
with their hands, for this is another class of activity requiring enormous
technical skill and ability.
However, very few people understand the administrator or what he is or
what he can do, yet the whole world is the effect of good or bad
administrators.
The administrator has technology with which to discover and handle
situations and if he is a very good administrator his handling is
ordinarily constructive; but whatever it is, it is firm.
A skilled administrator therefore can be defined as ONE WHO CAN
ESTABLISH AND MAINTAIN COMMUNICATION LINES AND CAN THEREBY DISCOVER, HANDLE
AND IMPROVE SITUATIONS AND CONDITIONS AT A DISTANCE.
104
When you fully grasp this and realize it is the basic simplicity that is
the basic all of an administrator's further complex technology, you can
estimate an administrator's efficiency or effectiveness.
If you are engaged in administration, this basic truth will serve you
very well if you fully understand it and use it.
L. RON HUBBARD
Founder
LRH:rhc.nt.gm Copyright @ 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
0
105
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 DECEMBER 1973R
Remimeo REVISED 12 DECEMBER 1974
(Revisions in this type style)
Admin Know-How Series 32R
Q AND A CHECKSHEET
CHECKSHEET OF THE
HUBBARD CAUSATIVE LEADERSHIP COURSE
Any executive or officer or human being who does not know what Q and A
is and indulges in it will inevitably cause dev-t, produce little or
nothing and succumb.
Therefore this checksheet is a MUST for any executive.
NAME: DATESTARTED:
ORG- DATE COMPLETED:
POST.
1. HCOB 21 Nov. 73
THE CURE OF Q AND A
MAN'S DEADLIEST DISEASE
2. Demo each paragraph and look up the
Mis-U each time you can't.
3. HCOB 5 Dec. 73
THE REASON FOR Q AND A
4. Demo each paragraph and look up the
Mis-U each time you can't.
5. HCOB 24 May 62
"Q AND X' Starrate.
6. HCOB 13 Dec. 61
VARYING SEC CHECK QUESTIONS
7. HCOB 22 Feb. 62
WITHHOLDS MISSED AND PARTIAL
8. HCOB 29 Mar. 63
SUMMARY OF SECURITY CHECKING
9. HCOB 7 Apr. 64
ALL LEVELS Q AND A
10. TRs the Hard Way.
11. Upper Indoc the Rough Way.
106
12. Handling the not done, or "no interest" drug items from Drug RD or
getting a full Drug RD.
12a. Introspection RD.
13. 35 hours Op Pro by Dup given and received in co-audit (171/2 each
way).
Received
Given
14. HCOB 29 July 63
Section "Q and A Drill"
15. HCOB 20 Nov. 73, Issue 11,
F/N WHAT YOU ASK OR PROGRAM
16. Do in Clay: An auditor example of Q and A.
17. Do in Clay: An administrator's example of Q and A.
18. Do in Clay: How you have Qed and Aed with life.
19. Do in Clay: A Q and A with a body.
20. Do in Clay: A Q and A with a group.
21. Do in Clay: A correct auditor action in getting a question answered.
22. Do in Clay: A correct C/S action in getting a pc handled.
23. Do in Clay: An administrator correct non-Q and A action in getting a
target done.
24. Do in Clay: A personnel correct non-Q and A action in getting a
target done.
25. Do in Clay.. Correct non-Q and A action in verifying a target
reported done.
26. Do in Clay: A direct life handling of own life.
27. Do in Clay: A direct non-Q and A handling of own body.
28. Do in Clay: Straightforward handling the hell out of a situation.
29. Do in Clay: Straightforward handling of a group.
30. A final life result in real life
demonstrating that non-Q and A handling
is successful, attested and as a
success story,
107
3 1. Certificate as a "Competent Being" from Certs and Awards.
Auditor Attest
Super Attest
Student Attest
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1973, 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
108
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1976
Rernimeo Issue I
All Execs
All Purchasers
Admin Know-How Series 33
Esto Series 31
PRODUCT/ORG OFFICER SYSTEM
NAME YOUR PRODUCT
The Product/Org Officer system, covered fully in Flag Executive Briefing
Course tapes, contains the key phrase for any Product Officer. This is
NAME, WANT AND GET YOUR PRODUCT.
Breaking this down into its parts we find that the most common failure
of any Product Officer or staff member or Purchaser lies in the first item,
NAME YOUR PRODUCT!
On org boards and even for sections, one has products listed.
Departments have valuable final products. Every staff member has one or
more products.
IF PRODUCTION IS NOT OCCURRING, THE ABILITY TO NAME THE PRODUCT IS
PROBABLY MISSING.
Misunderstood post titles were collected once on a wide survey. Whenever
it was found a staff member did not seem to be able to do his job, it was
checked whether he knew the definition of the word-or words-that made up
his post title. It was found, one for one, that he could not define it even
though no unusual or special definition was being requested. In other
words, the first thing about the post could not be defined-the post title.
This may seem incredible, but only until you yourself check it out on staff
that habitually goof.
The ability to NAME the product required goes further than a mere, glib
definition. Some engineers once drove a Purchaser halfway up the wall by
glibly requesting "one dozen bolts." The Purchaser kept bringing back all
different thicknesses and lengths and types of bolts. The Purchaser was
going daffy and so were the engineers. Until the engineers were forced to
exactly name what they were seeking by giving it ALL its name. The
Purchaser trying to purchase could not possibly obtain his product without
being able to FULLY name it. Once this was done, nothing was easier.
A Product Officer can ask, beg, plead, yell for his product. But maybe
he isn't naming it! Maybe he isn't naming it fully. And maybe even he
doesn't know the name of it. A Product Officer should spend some time
exactly and accurately naming the exact product he wants before asking for
it. Otherwise he and his staff may be struggling around over many
misunderstood words!
When you see a staff whirling around and dashing into walls and each
other and not producing a thing, calmly try to find out if any of them or
their Product Officer can NAME what products they are trying to produce.
Chances are, few of them can and maybe the Product Officer as well.
Handle and it will all smooth out and products will occur.
L. RON HUBBARD
LRH:nt.gm Founder
Copyright 0 1976
by L. Ron Hubbard
ALL RIGHTS RESERVED
109
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1976
Rernimeo Issue 11
All Execs
All Purchasers
Admin Know-How Series 34
Esto Series 32
PRODUCT/ORG OFFICER SYSTEM
WANT YOUR PRODUCT
A Product Officer has to name, WANT and get his product.
Where no real or valuable production is occurring, one has to ask the
question, does the Product Officer really WANT the product he is demanding?
And does the staff member or members he is dealing with WANT the product?
The reason that a psychotic or otherwise evilly intentioned person
cannot achieve anything as a Product Officer or staff member is that he
does NOT want the product to occur. The intentions of psychos are aimed at
destruction and not at creation.
Such persons may SAY they want the product but this is just "PR" and a
cover for their real activities.
People who are PTS (potential trouble sources by reason of connections
with people antagonistic to what they are doing in life) are all too likely
to slide into the valence of the antagonistic person who definitely would
NOT want the product.
Thus, in an org run by or overloaded with destructive persons or PTS
persons, you see a very low level of production if you see any at all. And
the production is likely to be what is called "an overt product," meaning a
bad one that will not be accepted or cannot be traded or exchanged and has
more waste and liability connected with it than it has value.
One has to actually WANT the product he is asking for or is trying to
produce. There may be many reasons he does not, none of which are
necessarily connected with being psycho. But if it is a creative and
valuable product and assists his and the survival of others and he still
does not want it, then one should look for PTSness or maybe even a bit of
psychosis. And at the least, some withholds.
One does not have to be in a passionate mystic daze about wanting the
product. But one shouldn't be moving mountains in the road of a guy trying
to carry some lumber to the house site either.
The question of WANT the product has to be included in any examination
of reasons why a person or an org isn't producing.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright a 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
110
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1976
Remimeo Issue III
ALL EXECS
Admin Know-How Series 35
Esto Series 33
PRODUCT/ORG OFFICER SYSTEM
TO GET YOU HAVE TO KNOW HOW TO ORGANIZE
A Product Officer and ESPECIALLY an Org Officer has to know how to GET a
product.
All science and technology is built around this single point in the key
phrase "Name, want and get your product." Managers and scientists
specialize in the HOW TO GET part of it and very often neglect the rest.
There are many Product Officers who do NOT know enough about
organization to organize things so they actually GET their product. These,
all too often, cover up their ignorance on how to organize or their
inability to do so by saying to one and all "Don't organize, just produce!"
When you hear this you can suspect that the person saying it actually does
not know the tech or know-how of organizing or how to put an organization
together. He may not even know enough about organizing to shove aside other
paper on his desk when he is trying to spread out and read a large chart-
yet that is simple organization.
A bricklayer would look awfully silly trying to lay no-bricks. He hasn't
got any bricks. Yet there he is going through the motions of laying bricks.
It takes a certain economic and purchasing and transport tech to get the
bricks delivered-only then can you lay bricks.
A manager looks pretty silly trying to order a brick wall built when he
doesn't have any bricks or bricklayer and provides no means at all of
obtaining either one.
A Product Officer may be great at single-handing the show. How come? He
doesn't realize that building a show comes before one runs it. And even
though economics demand at least a small show before one builds a large
show, a very bad Product Officer who can't really organize either, will,
instead of making the small show bigger, make the small show smaller by
trying to run a no-show.
There is a HOW of organization. It is covered pretty well in the Org
Series and elsewhere. Like you can't put in comm lines unless you put in
terminals for them to connect with. Like you can't get particles flowing in
a profitable way unless they have something for them to run on. That's
simply the way things go in the universe in which you are operating. Now of
course you could build a new universe with different laws but the fact is,
that would require a knowledge of organization as well, wouldn't it?
The tech of how to produce something can be pretty vast. One doesn't
have to be a total expert on it to be able to manage the people doing it,
but one has to have a pretty good idea of how it goes and know enough NOT
to stop the guys who do know how to make bricks when one wants bricks.
If the product is to get somebody to come in to see you, then you have
to have some means of communication and some tech of persuasion to make him
want to come in to see you. Brute force may seem okay to cops but in
organization it seldom works. There is more tech to it than that.
If a Product Officer does not know there is tech involved in GETTING the
product, then he will never make his staff study it or teach anybody to do
it. And he will wind up with no product. So beware the Product Officer who
won't give time off for hatting! He doesn't know one has to know the tech
of getting his product. What do you think the OEC (Org Exec Course) Volumes
and the technical bulletins are all about?
One has to spend some time organizing in many different ways-the
organization itself, the hatting, the technical skill staff members would
have to have, to get anywhere in GETTING a product.
Sure, if you only organize and never produce you never get a product
either. But if you only produce and never organize. the only brick wall
you'll ever see is the one you run into.
L. RON HUBBARD
Founder
LRH:nt.gal.gm Copyright@ 1976, 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
112
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 NOVEMBER 1976
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 I I
- 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.
113
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 a 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
114
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 NOVEMBER 1978
Rernitneo
Admin Know-How Series 37
Personnel Series 29
HOW YOU HANDLE DEMANDS FOR PERSONN
(R ef.
HCO PL 22 Sept. 70 HATS
HCO PL 1 Jul. 65 HATS, THE REASON FOR
HCO PL 15 Sept. 59 HATS AND OTHER
FOLDERS)
HCOs get continual demands for personnel from all areas of an org. To
keep an HCO from going mad with all these demands, they must, on every
request, (1) have the Dir of I&R do a full utilization survey on the
division, dept or section requesting personnel and (2) do a full hat
inspection on all personnel in that division, dept or section.
Only if these two steps are done for each personnel request will sanity
reign in HCOs on the subject of personnel.
HCO PL 15 Sept. 59 HATS AND OTHER FOLDERS (Vol 0, page 65), HCO PL I
Jul. 65 HATS, THE REASON FOR (Vol 0, page 66) and HCO PL 22 Sept. 70 HATS
(Mgmt Vol, page 21 W must be well known by all staff in Depts I and 3.
Personnel can recruit madly, answering every frantic demand for
personnel, and yet HAVE THEM ALL WASTED for lack of full hats and full
training on those hats.
The whole org can sag and even vanish under these conditions.
So Personnel has a vested interest in hats being complete and staff
trained on them. For Personnel people cannot possibly cope with "no pay so
can't hire anyone" and "no people so can't produce."
So for every demand for personnel, A LWA YS demand a utilization survey
AND an inspection of hats in that area.
L. RON HUBBARD
Founder
LRH:kjm.gm Copyright C) 1978 by L. Ron Hubbard ALL RIGHTS RESERVED
*[Note: In Management Series Volume 2 see page 308 for the text of HCO PL
22 Sept. 70, HATS.]
115
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 SEPTEMBER 1980
Remimeo Issue I
(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
BDCS:LRH:SA:bk.nf BOARDS OF DIRECTORS
Copyright C 1971, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Admin Know-How 36.]
116
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1980
Issue I
Rernimeo
(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 July 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
BDCS:LRH:SA:dr.gm
Copyright C 1971, 1980 BOARDS OF DIRECTORS
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
117
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Issue VI
Remimeo
(Originally LRH OODs item
of I I June 1972)
Admin Know-How Series 40
Esto Series 46
PRODUCT OFFICERS
Worked last evening getting Tech to start shooting them through to
completions.
The P/L on Selling and Delivering Auditing (HCO PL 28 Sept 71) tells why
you have to audit a pc all at once whole program. Dribbling it out means
repairs due to life upsets before the guy made it.
So crowd it on and get a pc through. Then we'll have some products for
our coins.
A Product Officer has to name, want and get his products.
This means one says, "You there. Joe Blow. Want him completed. All right
get it DONE." Product by product. There is no general "Audit these pcs."
"Get up the hours." Hell, you never get a product that way.
"You there, George Thunderbird. I want you through your Primary and onto
and through course and classified. Get going, man, get going. Oh, you were
told to weedle the toofle before you woofled by Dorance Doppler. Org
Officer? Get that name-to F/MAA, get the cross orders the hell off my
lines. Now you George Thunderbird, I want you through your Primary and onto
and through course by I July. You got it? You got it now! Good. Well, get
with it. Get going!" Note on clipboard: Org Off to get cross order by
Dorance Doppler invest and report. "There's your slip." Note on progress
bd. Geo Thunderbird HSDA I Jul. "Now you Tobler Tomias, what's the tale;
how are you going? . . . Well standing there smoking and looking at the
scenery isn't going to do anything. If your girl doesn't like you anymore
the thing to do is drown your sorrows in the Primary RD. . . . Okay you are
to be an Exp Dn. All right, that's fine. I want you completed by 16 July. .
. . I don't care if that's a 16-hour day. Let's see, Primary RD by - and
Class IV Acad by - and _. Yes that's 16 July AT NOON. Man to hell with your
PTPs. Get going, man." And on the progress board. And from the board - "And
here's Bill Coal, he should be off the Primary today, where is he. All
right Bill-ah, you made it that far. Now you're on schedule. That's great.
HSDA. Get with it, man. You completed Primary 20 minutes ago and aren't on
the next course. Super!* What the
That's the way it goes for a Tech Prod Off. "We are finishing Agnes,
Trop and Goshwiler today. Today. Yes today. Certified and off lines. Got it
D of T? Well, do it!"
Push, debug, drive. Name it, want it, get it.
That's the only way you ever get a product.
Sad but true.
118
MEr-
They don't ever happen by themselves.
And all the public relations chatter in the world is not a product. I
know this Product Officer beat.
It's a piece of cake.
But it has to be DONE.
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:bk.gm Copyright* 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
*Supervisor
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Admin Know-How 38.]
119
I
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I JULY 1982
Remimeo
All Staff
Admin Know-How Series 41
MANAGEMENT COORDINATION
COORDINATION is the essence of management.
The word "management" implies there is something and some someones to
manage.
A business or company or organization implies others are present and are
engaged in a similar activity. It is a team.
Any organization, no matter how complex, is bound together by common
purposes.
If the different parts of such an organization are not coordinated, they
begin to cross each other's lines and tangle.
With such a tangle, one gets no forward progress.
The energy of the overall organization is absorbed by cross orders,
cross actions and the general purpose of the activity makes little if any
forward progress. This can be called "internal noise." The staff can be
numerous, appear busy, even frantic, yet no production is really
accomplished.
What is missing is COORDINATION. The efforts of each part of the
organization are not being directed and meshed into flows which would
achieve the common purpose.
THAT is what a manager is for.
The manager and his immediate assistants have to know where they are
going and have to make certain each part of the organization knows and that
the efforts of each individual segment of the organization are devoted to
forwarding the same general purpose.
Without that coordination action, the different elements of the
organization go into a tangle that results, not in the forwarding of the
general purpose, but in confusion and frayed temper and nerves.
The elements of coordination are planning, knowledge. information,
agreement and production.
Good coordination of team effort results in high ARC. This is called
"team spirit, morale, esprit," etc. But what it is in fact is agreement and
understanding within the team so they can each forward the general purpose
of the group. Confidence in the group by each individual part of it is
built with the above factors. Out of that, one can achieve meaningful and
worthwhile production.
Without it one gets various versions of catastrophe. The "hey you"
organization, the one-star team with everyone else on the sidelines
inactive or confused-there are many aspects of a lack of coordination.
120
Coordination is why we have Executive Councils, Advisory Councils, staff
meetings, mini programs for departments and all the rest of it. It is even
why we have an org board.
Any manager, at whatever level, will almost certainly fail if he does
not brief his troops, get their viewpoints, establish agreement and program
the general on-going activity and see that the program is executed.
A manager at any level has to use the tools of coordination. Otherwise
his organization's product will just be noise.
Oh, it is true that groups do not develop new ideas, that boards cannot
plan. This is beside the point. This does not mean they do not serve a
vital purpose. A manager uses them to coordinate! If he omits this, he has
lost his most valuable tool, the form of the organization and he cannot
possibly achieve any lasting results.
An org that doesn't hold Executive Council, Advisory Council and staff
meetings on a regular basis and does not use them to brief and iron out
disagreements and get cooperation is lost. It will have down statistics
very surely. For no one will know what the blazes is going on, so how can
they get their own job done? An answer is to splinter off and go one's own
way as best he can. And that fragments a group and it ceases to be an
organization but is just a lot of individual efforts.
The failure in such a case is simply a failure to coordinate!
Oh yes, management is there to plan. Good. If it is planning that will
forward the general purpose of the organization, if the various units of
the organization are briefed and the plan is adjusted to handle their
disagreements and if the plan is real and understood by one and all and if
they then cooperate and produce along these lines, you have forward
progress.
In our case all we're doing is selling and delivering a product. If we
do that we have a planet. Otherwise we don't.
Whether we do it in a few years or a few millennia is determined by
management. Does it coordinate or not?
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:kjm.gm Copyright @ 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
121
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 AUGUST 1982
Remimeo REISSUED 8 SEPTEMBER 1982
All Orgs
All Management
Personnel
All Executives
All Staff
Admin Know-How Series 42
TARGETS AND PRODUCTION
There is a direct coordination between the clarity and doability of the
targets of a program and any increase in stats.
If one can write good, simple, doable programs on matters important to
get done, they can get done. If the program is cloudy or the targets too
general, little comes of it. It does not show up in stats and can even
clutter up lines and impede production.
So it is very important to an exec and to staffs that the exec be able
to write clean, concise programs and staffs to recognize when they are not
and plead for correction.
Strategic planning gets bugged most often because middle management does
not put it in target form or if they do, put it in such cloudy or general
targets it cannot be done and does not achieve the desired result.
Faults in this can cost-factually-millions in unmade income or actual
losses and overwork.
But now today another factor is entering the scene. The world has gone
computer.
This does not mean computers can do actual work-they can't. But it does
mean they can keep track of things and operate to catch things which,
undone, wreck things.
In a very short while, at this writing, computers will exist at
management echelons to keep track of stats, demand programs and keep track
of their effectiveness. The computer will be able to detect very early
noncompliance both in writing and getting done programs.
Life will be much smoother as debugs will be demanded more quickly and
bad targets or line jams or staff overloads will be detected sooner and
remedied, resulting in more income, more service and more pay.
But all this will depend on three things:
1. The existence and soundness of the strategic planning and evaluation.
(This has never much been in doubt.)
2. The clarity with which planning can be programed. (This is currently
not good at all.)
3. The execution of targets called for at various echelons and staff
level. (This depends, to a large measure, on 2 above.)
To a computer, which cannot really think, a target is a target. If not
done in the expected time, it will squawk. If still not done, it will
demand a debug.
The debug will find: (a) the organization ordered did not give it to a
correct or the right staff member to do, (b) had no one there to do it or
(c) the target was simply
122
neglected at staff level or (d) the target was undoable in its existing
form. The right one will be found, action will be taken and the overall
scene will advance once more.
So it is very important, whether one is writing major, minor or mini
programs, that they be written absolutely on-policy from here on out.
This starts now, not waiting for computers, as it is valid in its own
right and Programs Ops are on the line. With computers, there will still be
Programs Ops to run them but the precision and speed will increase
amazingly.
The organizations in the world are getting bigger. They have to be more
efficient to also pay well. And this all comes down to the 1, 2, 3 above.
It is a miserable thing to be hit with a lot of confused, undoable
orders. And dangerous to one at staff level for one can be charged with
noncompliance when there was really nothing precise to comply with!
So the ability to coordinate programs and write excellent target-policy
targets is vital to the ability of all to work.
And when computers get on the job, electronic sparks will be flying all
over the place if target policy is not adhered to carefully and precisely.
So this policy is vital, computers or no computers.
OPERATING TARGETS MUST HEREAFTER BE WRITTEN IN SUCH A WAY THAT THEY ARE
FINITE AND NOT A GENERALITY SO THEY ARE PRECISELY DOABLE. Targets like
"Keep stats rising" or "Be nice to Joe" are not doable targets from a
computer's viewpoint or anybody else's.
But, computers aside, the one that does the target is NOT a computer and
with target clarity can do it far more easily.
Hear me, the 1, 2, 3 above are the make-break point of expand or not
expand.
So heed it.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:dr.gm Copyright a 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
123
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 AUGUST 1982
Remimeo
All Orgs
All Management
Personnel
All Executives
All Staff
Admin Know-How Series 43
BATTLE PLANS
A "battle plan" is defined as
A list of targets for the coming day or week which forward the strategic
planning and handle the immediate actions and outnesses which impede it.
Some people write "battle plans" as just a series of actions which they
hope to get done in the coming day or week. This is fine and better than
nothing and does give some orientation to one's actions. In fact, someone
who does not do this is quite likely to get far less done and be
considerably more harassed and "busy" than one who does. An orderly
planning of what one intends to do in the coming day or week and then
getting it done is an excellent way to achieve production. But this is
using "battle planning" in an irreducible-minimum form as a tool.
Let us take up definitions. Why is this called a "battle plan" in the
first place? It seems a very harsh military term to apply to the work-a-day
world of admin. 1 did not select this term; it sort of grew up by itself
amongst Sea Org executives. But it is a very apt term.
A war is something that happens over a long period of time. The fate of
everything depends on it. A battle is something which occurs in a short
unit of time. One can lose several battles and still win a war. Thus one in
essence is talking about short periods of time when one is talking about a
battle plan.
This goes further. When one is talking about a war, one is talking about
a series of events which will take place over a long period of time. No
general, or captain for that matter, ever won a war unless he did some
strategic planning. This would concern an overall conduct of a war or a
sector of it. This is the big, upper-level idea sector. It is posed in high
generalities, has definite purposes and applies at the top of the Admin
Scale. (Ref. HCO PL 6 Dec. 70, Personnel Series 13, Org Series 18, THIRD
DYNAMIC DE-ABERRATION.)
Below strategic planning one has tactical. In order to carry out a
strategic plan one must have the plan of movement and actions necessary to
carry it out. Tactical planning normally occurs down the org board in an
army and is normally used to implement strategic planning. Tactical
planning can go down to a point as low as "Private Joe is to keep his
machine gun pointed on clump of trees 10 and fire if anything moves in it."
"Middle management"-the heads of regiments right on down to the
corporals are covered by this term-is concerned with the implementation of
strategic planning.
The upper planning body turns out a strategic plan. Middle management
turns this strategic plan into tactical orders. They do this on a long-term
basis and a short-term basis. When you get on down to the short-term basis
you have battle plans.
A battle plan therefore means turning strategic planning into exact
doable targets
124
which are then executed in terms of motion and action for the immediate
period being worked on. Thus one gets a situation whereby a good strategic
plan, turned into good tactical targets and then executed, results in
forward progress. Enough of these sequences carried out successfully gives
one the war.
This should give you a grip on what a battle plan really is. It is the
list of targets to be executed in the immediate short-term future that will
implement and bring into reality some portion of the strategic plan.
One can see then that management is at its best when there is a
strategic plan and when it is known at least down to the level of tactical
planners. And tactical planners are simply those people putting strategic
plans into targets which are then known to and executed from middle
management on down. This is very successful management when it is done.
Of course the worthwhileness of any evolution depends on the soundness
of the strategic plan.
But the strategic plan is dependent upon programs and projects being
written in target form and which are doable within the resources available.
What we speak of as "compliance" is really a done target. The person
doing the target might not be aware of the overall strategic plan or how it
fits into it, but 1 assure you that it is very poor management indeed whose
targets do not all implement to one degree or another the overall strategic
plan.
When we speak of coordination (Ref. HCO PL 1 July 82, MANAGEMENT
COORDINATION), we are really talking about conceiving or overseeing a
strategic plan into the tactical version and at the lower echelon
coordinating the actions of those who will do the actual things necessary
to carry it out so that they all align in one direction.
All this comes under the heading of alignment. As an example, if you put
a number of people in a large hall facing in various directions and then
suddenly yelled at them to start running, they would, of course, collide
with one another and you would have a complete confusion. This is the
picture one gets when strategic planning is not turned into smooth tactical
planning and is not executed within that framework. These people running in
this hall could get very busy, even frantic, and one could say that they
were on the job and producing but that would certainly be a very large lie.
Their actions are not coordinated. Now if we were to take these same people
in the same hall and have them do something useful such as clean up the
hall, we are dealing with specific actions of specific individuals having
to do with brooms and mops-who gets them, who empties the trash and so
forth. The strategic plan of "Get the hall ready for the convention" is
turned into a tactical plan which says exactly who does what and where.
That would be the tactical plan. The result would be a clean hall ready for
the convention.
But "Clean up the hall for the convention" by simple inspection can be
seen to be what would be only a small portion of an overall strategic plan.
In other words the strategic plan itself has to be broken down into smaller
sectors.
One can see then that a battle plan could exist for the ED or CO of an
org which would have a number of elements in it which in their turn were
turned over to subexecutives who would write battle plans for their own
sectors which would be far more specific. Thus we have a gradient scale of
the grand overall plan broken down into segments and these segments broken
down even further.
The test of all of this is whether or not it results in worthwhile
accomplishments which forward the general overall strategic plan.
If you understand all the above (it would be a good thing to do it in
clay) you will have mastered the elements of coordination.
125
Feasibility enters into such planning. This depends upon the resources
available. Thus a certain number of targets and battle plans, to an
organization which is expanding or attempting big projects, must include
organizational planning and targets and battle plans so that the
organization stays together as it expands.
One writes a battle plan, not on the basis of "What am I going to do
tomorrow?" or "What am I going to do next week?" (which is fine in its own
way and better than nothing), but on the overall question, "What exact
actions do I have to do to carry out this strategic plan to achieve the
exact results necessary for this stage of the strategic plan within the
limits of available resources?" Then one would have the battle plan for the
next day or the next week.
There is one thing to beware of in doing battle plans. One can write a
great many targets which have little or nothing to do with the strategic
plan and which keep people terribly busy and which accomplish no part of
the overall strategic plan. Thus a battle plan can become a liability since
it is not pushing any overall strategic plan and is not accomplishing any
tactical objective.
So what is a "battle plan"? It is the doable targets in written form
which accomplish a desirable part of an overall strategic plan.
When one is talking about "mini programs" in an org, one is actually
talking about small battle plans at the lowest tactical levels. These must
be based upon a middle management tactical plan and this in turn must be
based on a strategic plan.
The understanding and competent use of targeting in battle plans is
vital to the overall accomplishment that raises production, income,
delivery or anything else that is a desirable end.
It is a test of an executive whether or not he can competently battle
plan and then get his battle plan executed.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:dr.gm Copyright C 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
126
REVISED
HUBBARD COMMUNICATIONS OFFICE See page 227
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 DECEMBER 1982
Remimeo
All Orgs
All Executives
All Management
Personnel
Org Series 64
Executive Series 36
Esto Series 54
Admin Know-How Series 44
THE TOOLS OF MANAGEMENT
(R efs:
HCO PL 28 July 72 Esto Series 26
Executive Series 16
Org Series 32
ESTABLISHING - HOLDING
THE FORM OF THE ORG
HCO PL I July 82 Admin Know-How Series 41
MANAGEMENT COORDINATION
HCO PL I I Apr. 70 THIRD DYNAMIC TECH)
There is a simplicity to managing effectively. It begins with the basics of
manage-
ment.
Although it may appear so to some, successful management is not a highly
complicated, esoteric activity. But, just as an auditor or a C/S must know
and be able to use the exact tools of first dynamic tech in handling cases
in order to achieve exact and standard results on a one-for-one basis, so
must an executive or manager know and be able to use the exact tools of
third dynamic tech in handling groups to achieve successful and exact
results in every instance.
Within the wealth of data on third dynamic tech contained in HCO Policy
Letters, the OEC Volumes and tapes and books on the subject, there are
certain definite, specific tools a manager uses. These are the tools of
management.
The difference between brilliant management and mediocre or no
management, at any level, lies in
1. Knowing what the tools of management are, and
2. Knowing how to use them.
Many people are not aware that, like a carpenter or any other workman, a
manager uses specific and exact tools. Thus, we see people here and there
who are doing the equivalent of using the handle of a chisel to drive nails
into wet concrete.
127
It is a common fault with inexpert workmen to find them using their
tools wrongly or not using them at all. They make a breakthrough when they
discover what the specific tools are for.
One can see this in people who can't mix sound or can't become mixing
engineers. They sit with all these knobs in front of them, reach out and
grab this knob or that one, hoping hopefully something will happen to the
sound. Yet every component they have in front of them is an exact tool to
do an exact thing with sound!
There are a lot of comparisons one could make, but the point is that
people in management positions have precise tools available to them in
Dianetics and Scientology which happen to be far better tools than have
ever been available on the planet.
One can have very good people on management posts who still can drown if
they don't know and put to use the basic management tools.
But without these being specified as exact tools one might not see the
simplicity
of it.
MANAGEMENT ECHELONS
Operating as it does into an expanding scene, Scientology has grown into
the need for and use of various echelons of management.
In orgs, for some time we have had division heads and above them we have
the Executive Council, headed by the CO or ED of the org.
The OEC (Org Executive Course) and the FEBC (Flag Executive Briefing
Course) have long been established as the essential courses for training
executives to manage successfully at org level.
These courses, and the OEC Volumes upon which they are based, teach the
form of the org and how to use the parts and posts and functions that go to
make up the whole. They give us executives who know how to correctly
utilize staff and their assigned posts and duties. We call it "knowing how
to play the piano"-it's a matter of knowing what key to hit when and which
keys to use in combination to produce a desired result. (Ref. HCO PL 28
July 72, ESTABLISHING-HOLDING THE FORM OF THE ORG.) In other words, it's a
matter of knowing and using one's tools.
The very least training we would expect for a div head in order for him
to "know how to play the piano" within his division is for him to have done
the OEC Volume that covers the form and functions of the division he heads
up. If he has also done the OEC and the FEBC, so much the better.
The very least we would expect of a CO or ED, a Chief Officer,
Supercargo, Org Exec Sec or HCO Exec Sec is for him to have done the OEC
and FEBC. Then we have an executive who is capable of "playing the piano"
across the divisions of the entire org, using the hats and posts and
functions correctly in order to achieve the utmost production from the org
as a whole.
Above the level of service orgs, we have middle management. Now one is
handling not one function nor only one org, but many orgs and their
functions. And still above that we have the senior executive strata of
management. Here we get into the vital need for "knowing how to play the
piano" across a much wider sphere, using the full scope of management tools
and using them with high skill. One might be using the same tools as lower
stratas of management but a higher level of expertise is required as one's
planning, decisions and actions are influencing far, far broader areas.
What has brought this about is the rapid expansion of Scientology into
wider
128
zones of responsibility and therefore increased responsibility with a
resultant increase in traffic. This naturally has to be handled by
increasing efficiency. What it has done, in effect, is push some up from
lower level management status to upper level management status,
necessarily. Without realizing it, some executives have been climbing a
status stairs in terms of influence and zones of control. And they can go
only so high without being terribly precise in their use of tools. After
that, without this acquired precision, they drown.
The obvious answer to all of this is an executive training program that
provides Management Status Checksheets through which an executive or
manager raises his status by becoming expert with his tools. And such a
program has now been developed!
MANAGEMENT STATUS CHECKSHEETS
The new executive training program consists of four status levels.
EXECUTIVE STATUS ZERO consists of simply putting the executive on post
and getting him instant hatted.
The Management Status Checksheets which then follow, and which carry a
prerequisite of OEC and FEBC, train the person intensively in the
recognition, selection and actual use of management tools. Working up
through these status levels, a manager not only becomes more proficient in
handling an org, any org, but becomes fully certified to operate at middle
or senior echelons of management.
1. EXECUTIVE STATUS ONE brings up the exec's awareness of the basic
tools of management and further develops his skill in their use.
Some of these basic tools are the Admin Scale, target policy, strategic
planning and programing, the use of org lines and terminals, org boards,
despatches and telexes, statistics and graphs, conditions, hats and
hatting, importance of files, personnel folders, ethics folders, etc. Each
one is a specific tool.
2. EXECUTIVE STATUS TWO covers the upper level tools of management and
enhances one's ability to effectively use such tools as survey tech, PR,
pilots, general economics, finance systems, cost accounting, control
through networks, admin indicators, morale, legal, goodwill, exchange,
missions (action missions), economical management and managing by
dynamics.
3. EXECUTIVE STATUS THREE takes up each of the eleven points upon which
the senior executive strata operates and trains the person in each of
these as a specialist action.
Middle and central management personnel should not draw full pay or be
bonus eligible until they have gotten up through Executive Status Three, as
they will not be operating effectively until they have done this.
With the release of the new Management Status Checksheets, precise and
gradient training levels for all echelons of management will exist
comparable to the precise and gradient training levels required for all
echelons of technical delivery-
Quite an unbeatable combination!
One winds up with managers fully familiar with their exact tools, having
the one-two-three of management tech at their fingertips, and "knowing how
to play the
129
piano" effectively across an org, a continent, a planet!
So the answer to current expansion is an action which is geared to bring
about even further expansion. And that is the only way to go!
It begins with the basic tools of management.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:pm.iw.gm Copyright 0 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
130
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 DECEMBER 1982
Remimeo
All Orgs
All Management
Personnel
All Executives
All Staff
Admin Know-How Series 45
WRITING PROGRAMS AND PROJECTS
(R efs:
HCO PL 18 Aug. 82 Admin Know-How Series 42
Reiss. 8.9.82 TARGETS AND PRODUCTION
HCO PL 9 Jan. 80 Executive Series 20
DEPARTMENTAL MINI PROGRAMS:
THE KEY TO ACHIEVEMENT
HCO PL 19 Aug. 71 PROGRAMS, USE OF -
HOW TO SAVE USELESS WORK
HCO PL 23 Oct. 69 PROGRAMING)
(The data in this issue has been excerpted from CBO 129, WRITING
PROJECTS for issue as a policy letter as it contains pertinent and valuable
data for hatting those engaged in writing programs or projects.)
Some years back in hatting an aide, I asked her to visualize a project
she had written being read and done at the receipt-point-in other words to
assume the viewpoint of the receiver, and to see if she would then do the
project.
After a study of this, she wrote the following excellent analysis of the
action.
"COMPLIANCE REPORT 8 August 1971
Re Hatting Action
Dear Sir,
I reread five of my projects to visualize a project of mine being done
and to see if I would do it and could easily do it if I received it.
I then also read some LRH written projects to see the difference and
compare.
1. 1 found I would not do a project or would not be interested in doing
it if
a. I didn't understand it well at first reading (unclear),
b. If it was too long and complex and therefore unconfrontable,
C. If the reality of WHY it was needed and what improvements it
would bring to my post or area was not clearly expressed in the INFO
or SITUATION of the project. In other words if the purpose of the
project wasn't real.
d. If, just in reading the project, I didn't KNOW what I was
supposed to DO with it or while it was underway.
2. Then I would have difficulty doing it
a. If each target didn't call for an ACTION, a DOINGNESS.
b. If each target called for more than one action (confusing).
C. If each target was not specifically directed to or assigned to
one person (me) or to somebody else on my orders.
d. If NO ONE in particular was responsible to get the project done.
e. If it went in such detail that it didn't give me any leeway to
operate in the existing scene and achieve the target, and if I was
left without any initiative to do it.
f. If each target wasn't a START-CHANGE-STOP with a definite time
sequence, it would be more difficult to put it in.
From this I get some POSITIVE points to look for when writing a project:
1. Clearly assign project responsibility to one terminal or group of
terminals.
2. Make the info and the situation REAL to the person by showing what the
existing scene is.
3. Show why the project needs to be done and what it will accomplish, and
sell it by doing so.
4. Have one ACTION per target and not more than one.
5. Have the time sequence properly indicated and visible in the project
and make it a clear start-change-stop cycle.
6. Don't go into too many details. Better even-refer to a PL where
details on HOW to do an action are contained.
7. On the other hand, don't assume that the receipt-point knows policy at
the fingertip. He most probably doesn't. Don't skip gradients on the
receipt-point.
8. Make it very clear as to who does what target.
9. Keep it short and simple, and each target short and words simple.
10. Watch for outpoints.
There are also the regular policies about targets and their types and
how they relate, which are observed.
I'm not saying all my projects were bad and not getting done! FEBC
Projects are a bit too long maybe, but do have lots of doingness in them.
One project is too detailed. One project, as you indicated, has good info
but is unclear as to who does what.
A good one, which had most points above in, got completed well.
Thank you for the hatting action.
Love,
Louise"
L. RON HUBBARD
Founder
CSI:LRH:pm.iw.gm Adopted as official
Copyright 0 1982 Church policy by the
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED INTERNATIONAL
132
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 JANUARY 1983
Remimeo
All Orgs
All FOLOs
All Management
Units
All Executives
Admin Know-How Series 46
STRATEGIC PLANNING
(R ef. -
HCO PL 22 Aug. 82 Admin Know-How Series 43
BATTLE PLANS
HCO Pl, I July 82 Admin Know-How Series 41
Reiss. 17.9.82 MANAGEMENT COORDINATION
HCO PL 18 Aug. 82 Admin Know-How Series 42
Reiss. 8.9.82 TARGETS AND PRODUCTION
HCO PL 29 Dec. 82 Admin Know-How Series 44
Org Series 64
Executive Series 36
Esto Series 54
THE TOOLS OF MANAGEMENT
HCO PL 9 Jan. 83 Admin Know-How Series 47
CHECKLIST FOR A STRATEGIC PLAN)
What is strategic planning?
Although it has already been described at some length in HCO PL 22 Aug.
82, BATTLE PLANS, strategic planning is of such vital importance in the
scheme of things that it merits more emphasis and in-depth study by those
responsible for it. So let us examine strategic planning further, both as
to its definition and use as well as its relationship to other aspects of
management.
STRATEGIC PLANNING - WHAT IT IS
The term "STRATEGY" is derived from the Greek words:
straftos, which means "general,"
stratos, which means "army,"
agein, meaning "to lead."
STRATEGY, therefore, by dictionary definition, refers to a plan for the
overall conduct of a war or sector of it.
By extrapolation, it has also come to mean a plan for the skillful
overall conduct of a large field of operations, or a sector of such
operations, toward the achievement of a specific goal or result.
This is planning that is done at upper echelon level, as, if it is to be
effective, it must be done from an overview of the broad existing
situation.
It is a statement of the intended plans for accomplishing a broad
objective and inherent in its definition is the idea of clever use of
resources or maneuvers for outwitting the enemy or overcoming existing
obstacles to win the objectives.
133
It is the central strategy worked out at the top which, like an
umbrella, covers the activities of the echelons below it.
That tells us what strategic planning is.
WHAT IT DOES
What strategic planning does is provide direction for the activities of
all the lower echelons. All the tactical plans and programs and projects to
be carried out at lower echelons in order to accomplish the objective
stream down from the strategic plan at the top. It is the overall plan
against which all of these are coordinated.
This gives a clear look at why strategic planning is so vitally
important and why it must be done by the upper level planning body if
management is to be effective and succeed.
What happens if strategic planning is missing? Well, what happens in the
conduct of a war if no strategic planning is done?
Key troops can be left unflanked and unsupported in key areas while
other troops fight aimless battles at some minor outpost. Supplies and
ammunition could be deployed to the wrong area or not forwarded at all.
Conflict of orders, jammed lines and maneuvers, wasted resources and lost
battles all result. With the lack of a plan, coordination is missing and
it's a scene of confusion and dispersal. In short, disaster.
What a difference between this and a strong, coordinated, positive
thrust toward attaining the objective!
Transposing all of this over into our own activity gives an even clearer
look at why strategic planning must be done at the upper levels of
management. The key word here is "done." It cannot be neglected or dropped
out. It cannot be assumed to be done. Strategic planning must be done and
stated and made known at least to the next lower levels of management so
coordination and correct targeting can take place.
PURPOSE AND STRATEGIC PLANNING
A strategic plan begins with the observation of a situation to be
handled or a goal to be met.
It always carries with it a statement of the definite purpose or
purposes to be achieved.
Once the purpose has been established, it is possible to derive from it
various strategic plannings.
Strategic planning is actually a very postgraduate form of "bright
idea." (RefHCO PL 17 Feb. 71, Data Series 23, PROPER FORMAT AND CORRECT
ACTION.)
In fact, STRATEGY CAN BE SAID TO BE HOW ONE IS GOING TO ACTUALLY
EFFECTIVELY AND SWIFTLY GET A PURPOSE MANIFESTED AND ROLLING IN THE REAL
PHYSICAL UNIVERSE AT SPEED AND WITH NO FLUBS.
Some strategic plannings are the result, really, of thumbnail
evaluations done on the broad overall scene.
Any strategic plan can encompass a number of major actions required from
one or more different sectors in order to achieve the purpose. These are
expressed in highly general terms as they are a statement of the initial
overall planning that has been done. From them one can then derive tactical
plannings. But all of these things have to fit together.
134
EXAMPLE
Situation: The ABC Paper Company, though continuing to produce its formerly
successful line of paper products, is also continuing to concentrate solely
on its regular, already-established clientele while neglecting a number of
its potential publics. The company is rapidly going broke and losing its
execs to companies where there is "more opportunity for expansion."
Purpose: Put a full-blown paper company there which reaches all of its
potential public for volume sales of existing and new products, while it
also continues to sell and service its regular clientele in volume, and
thus restore the company's solvency and build its repute as a lucrative,
progressive concern with opportunities for expansion.
Strategic Plan: The strategic planning, based on the situation and
established purpose, might go something like this:
1. The most immediate and vital action needed to arrest the losses is to
(without interrupting any ongoing business or unmocking any other unit) set
up and get functioning a new sales unit (alongside the existing one) which
will have as its first priority the development of immediate new clients
for the current line of products from among (a) retail paper outlets, (b)
wholesale paper outlets, and (c) direct mail order. Clean, experienced
salesmen will need to be procured to head up each of these sections, and
other professional salesmen will need to be located in volume. These can be
hired at very low retainer and make the bulk of their money on commissions.
This operation can then be expanded over broader areas using district
managers, salesmen who start other salesmen and even door-to-door salesmen.
As a part of this plan, commission systems, package sales kits and
promotion and advertising will need to be worked out. Getting this going on
an immediate basis will boost sales and offset losses and very shortly
expand the company into the field of stellar profits.
2. While the immediate holding action is going in, current sales and
servicing of clients must be maintained. At the same time, sales and
production records of existing staff will need to be reviewed as well as a
thorough accounting done of company books to find where the losses are
coming from. Any deadwood will need to be weeded out and those who do
produce retained. Should any embezzlement or financial irregularity be
found this will need to be handled with appropriate legal action. In other
words, the current operation is to be fully reviewed, cleaned up and its
production not only maintained but stepped up all possible, with production
targets set and met.
3. A program is to be worked out whereby surveys are done of all publics
to find out what new paper products the publics want or will buy. Based on
these survey results, a whole new line of paper products (additional to the
old established line) can then be developed, produced, promoted and sold
broadly. The program for establishing the new line of goods will need to
cover financing, the org boarding of the new production unit (including
clean executives, competent designers, any needed additional workmen) as
well as any additional machinery or equipment required. It will also need
to cover broad PR, promotion and sales campaigns that push the new products
as well as the old for volume sales of both. Inherent in this planning
would be a campaign to enhance the company's image as pioneers in the field
of new paper products with opportunities for expansionminded executives.
Such a strategic plan not only corrects a bad situation but turns it
around into a highly profitable and expanding scene for the future of the
whole company.
What one is trying to accomplish is digging the scene out of the soup
and expanding it into a terrific level of viability.
135
From this strategic plan, tactical planning would be done, taking the
broad strategic targets and breaking them down into precise and exactly-
targeted doingnesses which get the strategic planning executed.
One would have many people working on this and it would be essential
that they all had the purpose straight and that there be no conflicting
internal spots in the overall campaign. Somebody reading over such plans
might not see the importance of it unless they understood the situation and
had a general overall riding purpose from which they could refine their
tactical planning.
It is quite common in tactical execution of a strategic planning to find
it necessary to modify some tactical targets or add new ones or even drop
out some as found to be unnecessary.
The tactical management of a strategic planning is a bit of an art in
itself so this is allowed for.
Given a good purpose, then, against which things can be coordinated, the
strategic action necessary to accomplish it can then be worked out and the
tactical plans to bring the strategic plans into existence can follow.
This way a group can flourish and prosper. When all strengths and forces
are aligned to a single thrust a tremendous amount of power can be
developed.
So one gets the purpose stated and from that works out what strategy
will be used to accomplish the purpose and this then bridges the purpose
into a tactical feasibility.
When the strategic plan, with its purpose, has been put forward, it is
picked up by the next lower level of command and turned into tactical
planning.
STRATEGIC VERSUS TACTICAL PLANNING
Strategy differs from tactics.
This is a point which must be clearly understood by the various echelons
of management.
There is a very, very great difference between a strategic plan and a
tactical plan,
While tactical planning is used to win an engagement, strategic planning
is used to win the full campaign.
While the strategic plan is the large-scale, long-range plan to ensure
victory, a tactical plan tells exactly who to move what to where and
exactly what to do at that point.
The tactical plan must integrate into the strategic plan and accomplish
the strategic plan. And it must do this with precise, doable targets.
And that, in essence, is management.
BRIDGING BETWEEN PURPOSE AND TACTICAL
One error that is commonly made by untrained personnel is to jump from
purpose to tactical planning, omitting the strategic plan. And this won't
work. The reason it won't work is that unless one's targeted tactical plan
is aligned to a strategic plan it will go off the rails.
The point to be understood here is that strategic planning creates
tactical planning. One won't get one's purpose achieved unless there is a
strategy worked out and used by which to achieve it. And, based on that
strategy, one works out the tactical
136
moves to be made to implement the strategy. But jumping from purpose to
tactical. ignoring the strategy, one will miss.
So, between purpose and tactical there is always the step of strategic
planning. We could say that by a strategic plan is meant some means to get
the purpose itself to function.
It is actually a plan that has to do with cleverness.
One might be well aware of the purpose and might come up with a number
of tactical targets having to do with it. And possibly the targets will
work, in themselves. But the purpose is to get a situation handled and,
lacking a strategic means to do this, one might still find himself facing
the same problem.
Putting the actual bridge there between purpose and tactical, which
bridge is the strategic side of it, the purpose will have some chance of
succeeding.
USE OF MANAGEMENT TOOLS
Strategic planning is one of the vital tools of management.
Getting a truly strategic plan worked out can necessitate calling all
the other tools of management into play.
One needs to know org boards, lines and terminals, programing and target
policy, to name just a few of these tools. One has to have a familiarity
with personnel policy, statistics, graphs, conditions and the use of
ethics. A knowledge of finance policy is often required. Knowing and
utilizing the various networks can enter into it. And certain situations
will very clearly indicate the need for surveys or the use of PR tech
which, cleverly used, can not only correct a sour scene but can actually
turn it around to one's advantage.
These are all resources. Anyone doing strategic planning has got to be
able to use them and to be able to use them strategically, as that is what
this planning is all about.
The management terminal who does have these tools under his belt and who
clearly understands the sequence of purpose followed by strategic planning
which can then be turned into tactical planning will be a stellar manager
indeed!
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:pm.iw.gm Copyright 0 1983 by L. Ron Hubbard ALL RIGHTS RESERVED
137
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JANUARY 1983
All Orgs
All FOLOs
All Management Units
All Executives
All AVC Units and Issue Authority Terminals
Admin Know-How Series 47
CHECKLIST FOR A STRATEGIC PLAN
(Ref:
HCO Pl, 5 Jan. 83 Admin Know-How Series 46
STRATEGIC PLANNING
HCO PL 22 Aug. 82 Admin Know-How Series 43
BATTLE PLANS
HCO PL I July 82 Admin Know-How Series 41
Reiss. 17.9.82 MANAGEMENT COORDINATION
HCO PL 18 Aug. 82 Admin Know-How Series 42
Reiss. 8.9.82 TARGETS AND PRODUCTION
HCO PL 29 Dec. 82 Org Series 64
Exec Series 36
Esto Series 54
Admin Know-How Series 44
THE TOOLS OF MANAGEMENT)
Those writing strategic plans as well as those passing them have the
responsibility for ensuring:
I . That strategic plans are correct and will handle what they are designed
to handle.
2. That strategic planning is done to handle existing situations.
3- That no situation or goal requiring strategic planning is left
uncovered by an overall plan for its handling.
Additionally, those writing strategic plans have the responsibility for
getting themselves trained to proficiency in the use of this vital
management tool.
And those passing on strategic plans have the added responsibility of
correctly critiquing submitted plans, with no caprice or opinion entered
into the line. With standard, in-tech criticism given, those in planning
positions can be brought up to greater proficiency in their planning
through cramming, additional training and, as needed, ethics.
The following checklist is therefore offered as a guide for those
writing strategic plans and those whose job it is to approve such plans and
authorize them for issue.
138
CHECKLIST FOR A STRATEGIC PLAN
1. a. Has the strategic plan been preceded by correct observation of the
situation to be handled?
b. Is it a valid situation?
C. Has all the applicable data been examined?
(These points would show up in verification of the information section
of the plan.)
2. Is there a clear and comprehensive statement of the situation the
plan is designed to handle?
3. Is there a clear statement of the purpose to be achieved?
4. Is the purpose, as stated, based on and consistent with the
situation?
5. Is the purpose broad enough and stated in sufficiently broad terms so
that, when achieved, it will not only handle the situation but result in
increased viability?
6. Is the strategic plan itself aligned to and consistent with the
purpose?
7. Is the plan clearly expressed and understandable?
8. Does the plan include a strategy that will actually and effectively
implement the purpose and swiftly get it rolling in the physical
universe?
9. Is the proposed strategy actually clever and bright enough to achieve
the purpose?
10. Is the plan broad enough to fully accomplish the purpose?
11. Is it doable?
12. Does it cover, in broad general terms as required in a strategic
plan, the major actions and areas which need to be programed in order to
accomplish the purpose?
13. Where it uses any of the other tools of management, does it use these
correctly?
14. Does it take existing resources or lack of them into consideration?
15. Does it include strategic use of lines, terminals or networks where
the need for this is obvious?
16. Does it include the use of surveys and/or PR handling where these are
obviously indicated by the situation?
17. Does it tend to collapse purpose and tactical planning and omit the
needed strategy? (If so, it needs correction.)
18. Does the strategic plan effectively bridge between purpose and
tactical so that it can be used for coordination in tactical planning
and serve as an orientation point for precisely targeted actions?
139
The above checklist is not in any way intended to be used by planning or
approval terminals as a substitute for study of the references and full
data on strategic planning.
While other factors than those listed might need to be taken into
consideration, the checklist provides the main points upon which any
strategic plan would be judged.
And it is probably safe to say that any plan which had all of the above
positive points in would be worthy of the title "strategic" and highly
effective when executed.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:pm.sk.gm Copyright 0 1983 by L. Ron Hubbard ALL RIGHTS RESERVED
140
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JULY 1983
Remimeo Issue I
All Orgs
All Execs
All Management
Personnel
Executive Series 38
Esto Series 56
Admin Know-How Series 48
BASIC MANAGEMENT TOOLS
(R efs:
HCO PL 29 Dec. 82R Org Series 64R
Rev. 30 July 83 Executive Series 36R
Esto Series 54R
Admin Know-How Series 44R
THE TOOLS OF MANAGEMENT
HCO PL 31 July 83 Executive Series 39
Issue II Esto Series 57
Admin Know-How Series 49
MANAGEMENT TOOLS BREAKTHROUGH)
The following is a list of the materials which, out of the many tools of
management, comprise the BASIC MANAGEMENT TOOLS.
1. A DMIN SCALE: A scale for use which gives a sequence (and relative
seniority) of subjects relating to organization. The scale, from the top
down, includes Goals, Purposes, Policy, Plans, Programs, Projects,
Orders, Ideal Scenes, Statistics, Valuable Final Products. The scale is
worked up and down until it is (each item) in full agreement with the
remaining items. In short, for success all these items in the scale must
agree with all other items on the same subject.
2. TARGET- A TARGET is an objective one intends to accomplish within a
given period of time.
3. STRATEGIC PLANS: A STRATEGIC PLAN is a statement of the intended plans
for accomplishing a broad objective and inherent in its definition is
the idea of clever use of resources or maneuvers for outwitting the
enemy or overcoming existing obstacles to win the objective. It is the
central strategy worked out at the top which, like an umbrella, covers
the activities of the echelons below it,
4. PROGRAMS: A PROGRAM is a series of steps in sequence to carry out a
plan. Programs are made up of all types of targets coordinated and
executed on time.
5. PROJECTS: A PROJECT is a series of guiding steps written in sequence
to carry out one step of a program, which, if followed, will result in a
full and successful accomplishment of the program target.
6. ORDERS: An ORDER is the direction or command issued by an authorized
person to a person or group within the sphere of the authorized person's
authority. It is the verbal or written direction to a lower or
designated authority to carry out a program step or apply the general
policy. Some program steps are so simple that they are themselves an
order or an order can simply be a roughly written project. By
implication an order goes from a senior to juniors.
140-A
All orders of whatever kind by telex, despatch or Mission Orders must be
coordinated with current written command intention. You can destroy an
org by issuing orders to it uncleared and uncoordinated. Coordinate your
orders! Clear your orders!
7. COMPLIANCE REPORTS: A COMPLIANCE REPORT is a report to the originator
of an order that the order has been done and is a completed cycle. It is
not a cycle begun; it is not a cycle in progress; it is a cycle
completed and reported back to the originator as done.
When an executive or manager accepts "done" as the single statement and
calls it a compliance, noncompliance can occur unseen. Therefore, one
must (1) require explicit compliance to every order and (2) receive the
evidence of the compliance pinned to the Compliance Report. Such
evidence might be in the form of copies of the actual material required
by the order and procured, or photographs of it, ticket stubs, receipts,
a signed note stating the time and place some action was carried out,
etc. Evidence is data that records a "done" so somebody else can know it
is done.
It is up to LRH Comms, Flag Reps or execs to verify reports of dones or
get dones done. True compliances to evaluated programs are vital.
8. TERMINALS: A TERMINAL is something that has mass and meaning which
originates, receives, relays and changes particles on a flow line. A
post or terminal is an assigned area of responsibility and action which
is supervised in part by an executive.
A fixed-terminal post stays in one spot, handles specific duties and
receives communications, handles them and sends them on their way.
A line post has to do with organizational lines, seeing that the lines
run smoothly, ironing out any ridges in the lines, keeping particles
flowing smoothly from one post to another post. A line post is concerned
with the flow of lines, not necessarily with the fixed-terminal posts at
the end of the lines.
9. LINES: A LINE is the route along which a particle travels between one
terminal and the next or between grouped or associated terminals.
A COMMAND LINE is a line on which authority flows. It is vertical. A
command line is used upward for unusual permission or authorizations or
information or important actions or compliances. Downward it is used for
orders.
A COMMUNICATION LINE is the line on which particles flow. It is
horizontal. A communication line does not refer to physical equipment
but to the passage of ideas between two points. A flow of ideas, in two
directions, on paper, establishes a comm line.
The most important things in an organization are its lines and
terminals. Without these in, in an exact known pattern, the organization
cannot function at all. The lines will flow if they are all in and
people wear their hats.
10. ORG BOARDS: An ORG BOARD (ORGANIZING BOARD) is a board that shows
what functions are done in the org, the order they are done in and who
is responsible for getting them done. The ORG BOARD shows the pattern of
organizing to get a product. It is the pattern of the terminals and
their flows. We see these terminals as "posts" or positions. Each of
these is a hat. There is a flow along these hats. The result of the
whole org board is a product. The product of each hat on the board adds
up to the total product.
11. HATS: HAT is a term to describe the write-ups, checksheets and packs
that outline the purposes, know-how and duties of a post. It exists in
folders and packs and is trained in on the person on the post to a point
of full application of the data
140-B
therein. A HAT designates what terminal in the organization is
represented and what the terminal handles and what flows the terminal
directs. HATTING is the action of training the person on the checksheet
and pack of materials for his post.
12. TELEXES: A TELEX is a message sent and received by means of telex
machines at specific stations hooked up with one another. This is a fast
method of communication, similar to a telegram or cable.
Use telexes as though you were sending telegrams. Positiveness and speed
are the primary factors. Cost enters as a third. Security enters as a
fourth consideration, All have importance but in that order.
Telexes must be of such clarity that any other person in the org can
read and understand them. You must take responsibility for both ends of
a communication line. Write your communication (telex) so that it
invites compliance or answer without further query or dev-t. Entheta in
telexes on a long-distance comm line is forbidden.
Don't use telexes when despatches will do. Nonurgent communications on
telex lines jam them. Do NOT put logistics (supply) on a telex line.
Telex lines should only be used for communications concerning
operations.
13. DESPATCHES: A DESPATCH is a memo to or from another staff member in
your organization or in another. When writing a despatch, address it to
the POST-not the person. Date your despatch. Route to the hat only, give
its department, section and org. Put any vias at the top of the
despatch. Indicate with an arrow the first destination. Sign it with
your name but also the hat you're wearing when you write it.
As with telexes, despatches must be written so clearly that any other
person in the org can read and understand them, with the originator
taking responsibility for both ends of the communication line. And, as
with telexes, entheta in despatches on a long-distance comm line is
forbidden.
14. STATISTICS: A STATISTIC is a number or amount compared to an earlier
number or amount of the same thing. STATISTICS refer to the quantity of
work done or the value of it in money. Statistics are the only sound
measure of any production or any job or any activity. These tell of
production. They measure what is done. Thus, one can manage by
statistics. When one is managing by statistics, they must be studied and
judged alongside the other related statistics.
15. GRA PHS: A GRAPH is a line or diagram showing how one quantity
depends on, compares with or changes another. It is any pictorial device
used to display numerical relationships.
16. CONDITIONS: A CONDITION is an operating state. Organizationally, it's
an operating state and oddly enough in the mest universe there are
several formulas connected with these states. The table of conditions,
from the bottom up, includes Confusion, Treason, Enemy, Doubt,
Liability, Non-Existence, Danger, Emergency, Normal, Affluence and Power
or Power Change. There is a law that holds true in this universe whereby
if one does not correctly designate the condition he is in and apply its
formula to his activities or if he assigns and applies the wrong
condition, then the following happens: He will inevitably drop one
condition below the condition he is actually in. One has to do the steps
of a condition formula in order to improve one's condition.
17. PERSONNEL FOLDERS: A PERSONNEL FOLDER is kept in HCO for each person
employed by the org. The folder is to contain all pertinent personnel
data about the person: name, age, nationality, date employment started,
address (if other than the org), next of kin, social security number,
test scores, previous education, skills, previous employment, case
level, training level, name of post, former posts held and dates held,
production record on post(s), date employment ceased, copies of all
tests, and any other pertinent data.
140-C
Copies of contracts, agreements or legal papers connected with the
person are filed in the personnel folder. The originals of such papers
are kept in the valuable documents files.
A personnel folder is used for purposes of promotion and any needful
reorganization and so should contain anything that throws light on the
efficiency, inefficiency or character of personnel.
Personnel folders are filed by division and department in HCO, with the
personnel in separate folders filed alphabetically in their department.
There should be two sections in the personnel files: (1) present
employees and (2) past employees.
18. ETHICS FOLDERS: An ETHICS FOLDER is kept in HCO for each individual
staff member. It is a folder which should include his complete ethics
record, ethics chits, Knowledge Reports, commendations and copies, as
well, of any justice actions taken on the person, such as Courts of
Ethics or Comm Evs, with their results.
Filing is the real trick of Ethics work. The files do 90% of the work.
Ethics reports patiently filed in folders, one for each staff member,
eventually makes one file fat. When one file gets fat, call the person
up for Ethics action and his area gets smooth.
19. FILES: A FILE by definition is an orderly and complete deposit of
data which is available for immediate use. As FILES are the vital
operational line, it is of the GREATEST IMPORTANCE that ALL FILING IS
ACCURATE. A misfiled particle can be lost forever. A missing item can
throw out a whole evaluation or a sale. It is of vital interest both in
ease of work and financially that all files are straight.
20. DATA SERIES: The tool to discover causes. The DATA SERIES is a series
of policy letters which deal with logic, illogic, proper evaluation of
data and how to detect and handle the causes of good and bad situations
in any organization to the result of increased prosperity.
There is considerably more data on each of these tools contained in the
policy letters in the OEC Volumes, none of it complicated or difficult to
grasp.
The purpose of this policy letter is simply to advise the exec that
these are his tools-his most fundamental and basic management tools. And
that they are for USE and it is VITAL that he USE them.
Why9 Because use of these simple, basic tools means the difference
between a failing org and a flourishing one.
And we want organizations to flourish!
L. RON HUBBARD
Founder
CSI:LRH:iw.gm Adopted as official
Copyright 0 1983 Church policy by the
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED INTERNATIONAL
[Note: This issue was added just as the book was about to go to press and
after the subject index was completely typeset. Thus index entries from
this issue do not appear in the main subject index. However, a
supplementary subject index has been added on page 731.1
140-D
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 31 JULY 1983
Remimeo Issue 11
All Orgs
All Execs
All Management Executive Series 39
Personnel Esto Series 57
Admin Know-How Series 49
VITAL - IMPORTANT
MANAGEMENT TOOLS BREAKTHROUGH
(Refs: HCO PL 29 Dec. 82R Org Series 64R
Rev. 30 July 83 Executive Series 36R, Esto Series 54R
Admin Know-How Series 44R
THE TOOLS OF MANAGEMENT
HCO PL 31 July 83 Executive Series 38, Esto Series 56
Admin Know-How Series 48
BASIC MANAGEMENT TOOLS)
THE FIRST THING AN EXECUTIVE OR MANAGER AT ANY LEVEL NEEDS TO KNOW IS
THAT HE HAS TOOLS WITH WHICH TO MANAGE.
This applies to top levels of management, to middle-management echelons
and in every org from the CO or ED down through the Exec Council and every
head of a division or department.
BREAKTHROUGH
This datum is the result of a recent, eye-opening breakthrough.
The breakthrough was not a matter of discovering or developing or
improving the materials which make up the tools of management. Org boards,
the Admin Scale, target policy, planning and programing, statistics, graphs
and conditions (to name a few of these tools) have been a part of our
technology, well-defined, available for use and used for quite some years
now.
THE BREAKTHROUGH WAS IN DISCOVERING THAT A GREAT MANY EXECUTIVES DID NOT
LOOK UPON THESE AS TOOLS.
But unless one does recognize them as tools, unless one actually puts
them in the category of tools, like rakes and shovels and wheelbarrows, he
is apt to think of them as opinions or theories or something of the sort.
He won't recognize that he does have actual tools with which to manage.
And, not realizing this, he won't USE them in managing.
Such a scene could be compared to somebody building a house who didn't
even know he was trying to build a house and, should this be pointed out to
him, he would look at hammers and saws as if they were total strangers. He
wouldn't wind up with a house.
Any activity has its tools. And if one is going to engage in an
activity, he had better know what its tools are and that they are for use.
BASIC MANAGEMENT TOOLS
We are rich in management tools but the most fundamental of them-,
required for use at any executive level from the highest to the lowest, are
these:
ADMIN SCALE ORG TERMINALS CONDITIONS
TARGET POLICY SPECIFIC LINES PERSONNEL FOLDERS
STRATEGIC PLANS ORG BOARDS ETHICS FOLDERS
PROGRAMS HATS AND HATTING FILES
PROJECTS TELEXES DATA SERIES.
ORDERS DESPATCHES
COMPLIANCE REPORTS STATISTICS AND GRAPHS
140-E
Each of these fundamental tools is defined and covered briefly in HCO PL
31 July 1983, BASIC MANAGEMENT TOOLS.
None of these are complicated. They are actually SIMPLE but VITALLY,
VITALLY IMPORTANT.
One gets some terminals, gets them some lines, gets the channels of
command and echelon worked out, gets in strategic planning and with that
one can achieve some coordination.
But it is necessary to be able to conceive of purpose (which, in target
policy, becomes objectives). And it is necessary to be able to write
targets that will accomplish that objective or that purpose. To get the
targets done one needs lines and terminals there. And to have lines and
terminals, of course, one has to have an org board.
SIMPLE. But VITALLY IMPORTANT.
In laying out these tools we are laying out the fundamentals of
organization as that, most definitely, is what these tools are. And these
tools will give one an organization. Without them, you don't have an
organization; you have a mob. And if one cannot figure out purpose or
objectives or write targets and telexes and get hatting done and hats worn
they'll just keep on being a mob. But correct use of just this basic list
of management tools can turn a mob into a producing organization!
EXEC STATUS ONE CHECKSHEET
A fast, instant-hat type of checksheet called Exec Status One is being
provided to swiftly train execs and managers at all levels on these tools.
This is not a substitute for an OEC or FEBC. But it is vital that an
exec starts using these tools right now, instantly and at once yesterday,
if he considers himself an executive or is in a position of handling an
organization of any type, size or kind. Because if he doesn't use these
tools, he's going to lay an egg.
ETHICS
Once the exec has passed this first checksheet, Exec Status One, it's an
ethics offense to fail to use these tools properly. One would handle a
first or second offense with cramming, but after that it's a Court of
Ethics and, in the case of a person having trained on these tools
continuing to misapply or not apply these tools, it becomes a matter for a
Comm Ev.
SUMMARY
1. First, an executive or manager must know that actual TOOLS EXIST for
his use
in managing.
2. Second, he needs to know WHAT his tools are.
3. Third, he must realize that these tools are SIMPLE but VITALLY,
VITALLY
IMPORTANT, that they are for USE and he must USE THEM.
L. RON HUBBARD
Founder
Adopted as official
CSI:LRH:pm.iw.gm Church policy by the
Copyright 0 1983
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED INTERNATIONAL
[Note: This issue was added just as the book was about to go to press and
after the subject index was completely typeset. Thus index entries from
this issue do not appear in the main subject index. However, a
supplementary subject index has been added on page 731.]
140-F
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1971
Issue 11
Remirneo
All Executive Hats
Executive Series I
THE EXECUTIVE
(Note: Those personnel in orgs who are titled as executives are the Board
Members, the Commanding Officer or Executive Director or head of the org,
the HCO Executive Secretary, the Org Executive Secretary, the Public
Executive Secretary, the heads of divisions and the heads of departments.
In very large orgs the title is extended to heads of large sections. To
these listed persons especially this data on executives applies.)
Before one can adequately perform the duties of an executive in an
organization one would have to know what an executive is.
EXECUTIVE: One who holds a position of administrative or managerial
responsibility in an organization.
To give one some idea of the power associated with the word, Daniel
Webster, in 1826, defined it as "The officer, whether king, president or
other chief magistrate, who superintends the execution of the laws; the
person who administers the government, executive power or authority in
government. Men most desirous of places in the executive gift, will not
expect to be gratified, except by their support of the executive. John
Quincy."
Executive is used in distinction from legislative and judicial. The body
that deliberates and enacts laws is legislative; the body that judges or
applies the laws to particular cases is judicial; the body or person who
carries the laws into effect or superintends the enforcement of them is
executive, according to its 19th century governmental meaning according to
Webster.
The word comes from the Latin "Ex(s)equl (past participle ex(s)eC[itus),
execute, follow to the end: ex-, completely + sequi, to follow." In other
words, he follows things to the end and GETS SOMETHING DONE.
Taking up the definition part by part we can achieve a considerable
understanding of the nature and beingness of an executive.
"One who holds a position . . ."; a position is a place or location. It
is social standing or status; rank. It is a post of employment; job. The
sense of this is that an executive is a STABLE TERMINAL for his staff and
assistants. He is not continuously elsewhere or missing. He actually holds
his position, social standing, status, rank and performs his duties from
that position. He is known and visible and in one way or another reachable
or himself reaches those areas which need to be handled.
". . . of administrative . . ." in the definition would refer to his
actions in administering his area. Administer means "to have charge of;
direct; manage." It is taken from the Latin administr6re, to be an aid to:
ad-, to + ministr6re, to serve. From minister, servant. By this we see that
he has charge of, directs, manages and SERVES his area.
141
". . . or managerial. . ." refers to management, which is the act,
manner or practice of managing, handling or controlling something. Skill in
managing, executive ability, which means that the activity is HANDLED or
CONTROLLED by the executive.
". . . responsibility means the state, quality or fact of being
responsible, and responsible means legally or ethically accountable for the
care or welfare of another. Involving personal accountability or ability to
act without guidance or superior authority. Being the source or cause of
something. Capable of making moral or rational decisions on one's own and
therefore answerable for one's behavior. Able to be trusted or depended
upon; reliable. Based upon or characterized by good judgment or sound
thinking. This means essentially that an executive DOES NOT WAIT FOR ORDERS
TO ACT. He is the one who, guided by policy, acts on his own initiative to
handle and supervise his area and others and does not himself require
supervision.
". . . in an organization." An organization means the act of organizing
or the process of being organized. The state or manner of being organized:
"a high degree of organization." Something that has been organized or made
into an ordered whole. A number of persons or groups having specific
responsibilities and united for some purpose or work. Thus an organization
is an activity or area that is being organized or has been organized or
made into an "ordered whole."
Thus, from the words and definitions taken from the language itself and
the tradition of the culture, we can see what an executive is, what he does
and what he eventually has-an organization.
It is very interesting that one can examine the above definition and
subdefinitions and analyze an executive's general competence. Where any of
these things are missing in his character or duty or general conduct, there
is very likely to be a flaw in the activity he has under his authority. One
could go over these items one by one, for himself or for another, and he
would see at once what had to be improved and what was satisfactory in his
or others' executive beingness.
In order to competently achieve the beingness of an executive, one would
have to have the technology of how to organize and would have to have, as
well, a concept of the ideal scene of an organization in order to compare
it to any existing scene and would have to be familiar with the technology
required in that specific organization by which it produces the products
necessary for its survival.
In that every organization has value only to the degree it produces, one
can see that an executive should be able to achieve production long before
his organization is perfected and to be able to perfect the organization
while producing. Otherwise the organization would not be sufficiently
viable to survive and his status as an executive would cease.
Good executives are very valuable and the value consists of their
ability to obtain production and form the necessary and adequate
organization in order to do so. There are no stellar executives who do not
meet every piece and part of the above definitions.
L. RON HUBBARD
Founder
LRH:Idm.nt.bh.gm Copyright C 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
142
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1971
Rernimeo Issue III
All Executive Hats
Executive Series 2
LEADERSHIP
In order to get his job done, an executive must be someone from whom
others are willing to take orders.
The first test any follower of a leader requires the leader to meet is
competence. Does the leader know what he is doing9 This is already covered
in the definitions of an executive. For if an executive meets these
definitions, those to whom he must give orders are very likely to receive
them in confidence.
There is a great deal of mystique (qualifications or skills that set a
person or thing apart and beyond the understanding of an outsider)
connected with leadership. Most of this mystique is nonsense; however, it
is necessary that one who leads can attract attention and that he can
enthuse and interest others. Simply knowing more about the subject than
others or knowing more about organization than others can cause an
executive to be regarded respectfully or even with awe.
A common denominator to all good executives is the ability to
communicate, to have affinity for their area and their people, and to be
able to achieve a reality on existing circumstances. All this adds up to
understanding. An executive who lacks these qualities or abilities is not
likely to be very successful.
Understanding, added to competence, is probably the most ideal character
of an executive.
The ability to lead can also be compounded of forcefulness and
demandingness, and these two qualities are often seen to stand alone in
leadership without regard to competence and, though acceptable to juniors
to the degree that they will obey, are no long-term guarantee of an
executive's supremacy. While they are often part of a successful
executive's personality, they are not a substitute for other qualities and
will not see him through. He must truly understand what he is doing and
demonstrate competence on a long-term basis in order to achieve distinction
and respect.
In all great leaders there is a purpose and intensity which is
unmistakable. Plus there is a certain amount of courage required in a
leader.
A man who merely wants to be liked will never be a leader. Others follow
those who have the courage to get things done even though they say they
follow those they like. A broad examination of history shows clearly that
men follow those they respect. Respect is a recognition of inspiration,
purpose and competence and personal force or power.
The qualities of leadership are not difficult to attain, providing they
are understood.
L. RON HUBBARD
LRH:Idm.nt.gm Founder
Copyright 0 1971
by L. Ron Hubbard
ALL RIGHTS RESERVED
143
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 NOVEMBER 1971
Remimeo
Executive Series 3
MONEY
So you think the GI should be higher.
So you wonder why the staff isn't paid better.
In order to successfully solve these riddles it is necessary to know
something about MONEY.
Basically money is "an idea backed by confidence."
The idea is that the exchange of goods or services kind for kind is too
clumsy. To carry your dozen eggs all over town until you find someone who
has bread he will exchange for your eggs so you can have bread, is too
clumsy. That is called a "barter (trading) system" and is used in primitive
tribes. To solve this, men get the idea of making metal or slips of paper
represent the eggs and the bread. Thus you don't need to look all over
town. Anyone will buy your eggs that wants eggs and give you money and
anyone who has bread will accept money for it. Like: one money particle is
worth five loaves of bread or one dozen eggs or two hours of manual labor
or one booklet or a square inch of land or-or-or.
Confidence comes in that the money particle (piece of metal or paper or
some such symbol) WILL be further accepted after you have accepted it for
your eggs. This extends to confidence in the country that issued the coin
or the paper.
As metal has other uses-gold, silver, copper, bronze-it is more likely
to have confidence placed in it as the country could go broke and one would
still have his metal. With paper one has to have more confidence in the
country.
So MONEY is only something that can be exchanged confidently for goods
or services. It is a symbol which represents value in terms of goods or
services.
When money is paid out without buying value (as in welfare handouts or
war materials or bad stocks or just a promise with no backing) it itself
gets into trouble. It begins to buy less because it no longer represents
production or services or value.
When one begins to receive and spend money he gets into a field known as
ECONOMICS.
To understand money one must understand economics. Or he'll be made a
fool.
ECONOMICS
ECONOMICS in modern language means "the social science that studies the
production, distribution and consumption (using) of commodities (things)."
If you like money or want money or use money you cannot remain ignorant
of 46economics."
The reason Marx and socialists in general can fool everyone is that
there are very few people who know economics and economics itself is not a
science but a primitive
144
art. So just as you may stumble on this word "economics," so can the
supertotalitarian socialists make whole societies stumble and fall into
their hands.
The word originally meant "the science or art of managing a house or
household" and that is still its first meaning. From this grew up a study
of the whole community as a connected activity.
Remember, money represents things. It is a substitute for goods and
services.
What governments, people and even our orgs can't get understood is that
NO PRODUCTION = no money,
If one performs a valuable service and exchanges it for goods, he does
so through the item of money.
Production can mean producing a service or an item that can be exchanged
for goods and services.
If an activity does not produce and deliver and exchange with other
activities, no money is possible.
Example: Lack of good Division 6s (Public Division) in orgs makes it
impossible to exchange with the community. Equals no money.
This is what is behind low gross income.
The steps to take are get the org so it can produce a valuable service
in some volume and then exchange through Div 6 contacts that service with
the community for money. Then increase the volume and quality of the
service and increase the exchange through more Division 6 contacts. That
builds up to a big GI that will continue to be big and not slump.
As soon as one ceases to deliver the service the exchange breaks and the
GI collapses. No matter how hard you sell, if you don't deliver, you get
into trouble.
The staff member, as part of the org, may think his pay comes from
mysterious places. It does not. It comes from his own personal production.
The combined services of staff members give the org the valuable final
services it can exchange for money. If it does this, then the staff member
gets paid and cared for.
It is up to Division 6 to build up a DEMAND for the services and a
volume of people who then demand the service. It does this with surveys of
what the public will buy that the org can offer. It then makes the public
aware of this by ads and contacts. The public comes in and pays. The rest
of the org keeps itself functioning and delivers it.
That is really all there is to it.
When you see a staff unpaid or an org not very solvent, it is the data
above that is not grasped.
When you see an org solvent and its staff well paid, then the majority
there have grasped this and are doing it.
When they do it well enough and in enough volume, they control more and
more goodwill and expand.
People today are very badly taught on this subject. All money comes from
daddy. Governments roll it out in endless streams (and the currency becomes
worthless).
It's no wonder people believe in "luck" as the only thing that makes
them rich and
145
powerful. Or some wild idea that was never tried and would be a flop.
The truths of wealth are
Income of money on sales must be greater than outgo on bills.
Books, auditing and training, tapes and meters, must be sold for more
than they cost the org to produce or buy.
Money is simply that which represents delivered production.
Morale also depends upon accomplished and exchanged production.
Money does not equal morale. The idle rich are a wonderful study in
psychosis.
And welfare money degrades because it is not exchanged for delivered
production.
These are all factors in economics.
The way to good pay is an understanding of the subject as above and the
work necessary to make it so.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright C 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
146
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 DECEMBER 1971
Remimeo
Executive Series 4
EXCHANGE
So many tricks have been entered into economic systems, and so many
political fixations exist that a manager is often very hard-pressed trying
to bring about solvency for his activity.
Money can be manipulated in a thousand different ways.
There are "speculators" who seek to buy something (like land) cheaply
and sell it dear. Or sell it dear, depress the market and buy it back
cheaply. In either case they make a profit.
It is less well understood that "speculators" also operate on the
subject of money itself. By manipulating the value of one currency against
another they seek to obtain a profit. This is the "international banker" at
his daily work. He buys a hundred billion French francs for X dollars. Then
he causes a panic about dollars. The franc gets very valuable. He sells his
hundred billion French francs for 2X dollars. Then he says dollars are
great. He has "made" a huge new lot of dollars for himself.
Or he finds a crummy politician like Hitler, builds him a war machine,
gets paid back out of the plunder of Europe before Hitler collapses.
The banker loans George Manager 100,000 to modernize his plant. George
wanted 200,000. But he takes the 100,000. The banker holds the whole plant
as security. George doesn't make it as it really took 200,000 to do it. He
goes broke. The banker grabs the 5,000,000 plant. This includes the 100,000
now spent on new machines. The banker sells it to a pal for 2,500,000 and
makes that sum on his "loan."
The shareholders of Bide-a-wee Biscuit are told Bide-a-wee is busted.
The stock falls. A group buys the stock up for peanuts, emerges as the
owners of Bide-a-wee which turns out not to be busted.
All these and a thousand thousand other systems for making money,
indulged in too often, spoil CONFIDENCE and destroy money.
Eventually a whole religion like communism will grow up dedicated only
to the destruction of capitalism.
What has been dropped out is the idea of EXCHANGE.
Money has to represent something because it is not anything in itself
but an idea backed by confidence.
It can represent gold or beans or hours of work or most anything as long
as the thing it represents is real.
Whatever it represents, the item must be exchangeable.
If money represents gold, then gold must be exchangeable. To prove this,
the moment gold couldn't be individually owned, the dollar, based on it,
became much less valuable.
147
There has to be enough of the thing that money represents. By making the
thing scarce, money can be manipulated and prices sent soaring.
Economics by reason of various manipulations can be made into the most
effective trap of the modern slave master.
Periodically through history, not just in current times, monied classes
or those believed to control money have been torn to bits, shot, stoned,
burned and smashed. The ancient pharaohs of Egypt periodically lost their
country through tax abuses.
Money, in short, is a passionate subject.
Modernly, the lid is coming off the economic pot which is at a high
boil.
Too many speculators, too many dishonest men generating too much hate,
too many tax abuses, too many propagandists shouting down money, too many
fools, all add up to an explosive economic atmosphere.
A group has to be very clever to survive such a period. Their economic
arrangements and policies must be fantastically wise, well established and
followed.
As it exists at this writing, the only real crime in the West is for a
group to be without money. That finishes it. But with enough money it can
defend itself and expand.
Yet if you borrow money you become the property of bankers. If you make
money you become the target of tax collectors.
But if you don't have it, the group dies under the hammer of bankruptcy
and worse.
So we always make it the first condition of a group to make its own way
and be prosperous on its own efforts.
The key to such prosperity is exchange.
One exchanges something valuable for something valuable.
Processing and training are valuable. Done well, they are priceless.
In many ways an exchange can occur. Currently it is done with money.
In our case processing and training are the substances we exchange for
the materials of survival.
To exchange something, one must find or create a demand.
He must then supply the demand in EXCHANGE for the things the group
needs.
If that is understood, then at once it is seen that (a) a group can't
just process or train its own members; and (b) a group cannot give its
services away for nothing; and (c) the services must be valuable to those
receiving them; (d) that the demand must be established by surveys and
created on the basis of what is found; and (e) that continual public
contact must be maintained.
Thus, by bringing the problems of viability down to the rock-bottom
basics of exchange, one can cut through all the fog about economics and
money and be practical and effective.
If one is living in a money economy, then bills are solved by having far
more than "enough money" and not spending it foolishly. One gets far more
than "enough money" by understanding the principles of EXCHANGE and
applying them.
148
In another type of economy such as a socialist state, the principles
still work.
The principles of exchange work continuously. It does not go high and
collapse as in speculation or demanding money but failing to deliver. Or
delivering and not demanding money.
We see around us examples that seem to violate these principles. But
they are nervous and temporary.
What people or governments regard as a valuable service is sometimes
incredible and what they will overlook as valuable is also incredible. This
is why one has to use surveys-to find out what people want that you can
deliver. Unless this is established, then you find yourself in an exchange
blockage. You can guess, but until you actually find out, you can do very
little about it.
Once you discover what people want that you can deliver, you can go
about increasing the demand or widening it or making it more valuable,
using standard public relations, advertising and merchandizing techniques.
The fundamental is to realize that EXCHANGE is the basic problem.
Then and only then can one go about solving it.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright a 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
149
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JANUARY 1972
Issue I
Remimeo
All Exec Hats
Admin Know-How Series 29
Executive Series 5
NOT-DONES, HALF-DONES AND BACKLOGS
There is a very definite, often unsuspected effect concealed in a
backlog. And it is of such violence that it can crash an area's stats while
seemingly working frantically.
BACKLOG (Webster's) noun: 3. an increasing accumulation of tasks
unperformed or materials not processed; verb: to accumulate as a backlog.
NOT-DONES AND HALF-DONES
Backlogs occur for various reasons. But the two main classes are (1) NOT-
DONES and (2) HALF-DONES.
For lack of seeing that a backlog exists, lack of supervision of
existing personnel, other-intentionedness of personnel, lack of personnel
to handle the usual or peak volumes, lack of know-how to handle, lack of
resources, and outright sabotage are some of the reasons that account for
NOT-DONES.
HALF-DONES are as bad as NOT-DONES as they bit and piece an area into a
quagmire. Suppose Detroit began to make half-cars. All their resources
would be devoured, yet nothing would really be produced, yet everyone would
look frantically busy; the executive worries would mount up to an
inconceivable fever pitch unless the half-done factor was handled.
But half-dones are not always as visible as half-cars. "Have you handled
Bets and Company suit?" "Oh yes." But the case is lost because the filing
papers were only half-prepared and half-filed.
The same reasons apply for HALF-DONES as are listed above for NOT-DONES.
The Why of many failures is found in NOT-DONES and HALF-DONES.
The primary effect (there are others) of NOT-DONES and HALF-DONES is the
building up of backlogs.
Now, no backlog ever quietly lies there. So long as anything else
depended upon the actions being done, there will be pressure or threat of
one kind or another on the backlogged area.
Thus, when an activity becomes backlogged, IT GENERATES NEW WORK NOT
CONCERNED WITH REDUCING THE BACKLOG AMOUNT.
Example: An insurance company backlogs claims payments. Torrents of
queries then demand why. The claims section spends its time answering the
queries, not reducing the number of claims. The volume of work doubles,
trebles, but no claims get paid.
BACKLOGGING AT ONCE DOUBLES THE WORK BY THE ADDITION OF DEMAND HANDLING.
150
Example: A Central Files fails to stay filed into up to present time.
Demands for items in it cause others to consume all the file clerk's time
tearing CF apart to find particles.
A BACKLOG CAN INCREASE ITSELF BY ADDING DISORDER THAT UNDOES THINGS
ALREADY DONE.
Thus a backlog tears up the past work while building up future work.
Example: Personnel backlogs its files, causing it to backlog
appointments. This overloads areas. These areas start crashing down on
Personnel in mobs demanding it provide people. Personnel is then so busy
fending off people, it can't appoint. Yet is in frantic action.
A BACKLOG PREVENTS ITSELF FROM BEING HANDLED.
An org that has several backlogs in it becomes frantic and then goes
into apathy.
The cure is to:
1. Get people and do ALL HANDS actions to get the most important
backlogs done.
2. To find the real WHY of the backlog and handle it so a present time
state is then maintained. (Requires a program, followed and done.)
3. Check out staff on the book Problems of Work.
4. Get staff to do Training Drill Zero on their work areas.
5. Get staff to reach and withdraw from their materials of operation or
areas.
6. Do a survey of attitudes which reveals complaints and reasons for not-
dones, half-dones, backlogs.
7. Based on the survey, campaign hard to remedy NOT-DONES and HALFDONES.
8. Be very severe with any beginnings of any future backlogs.
When you see an area or org in apathy, know it has gone the route of not-
dones, half-dones and backlogs and handle.
When you see an area going frantic, know you are looking at not-dones,
half-dones and backlogs and handle fast before it goes into the much worse
condition of apathy.
Production is the basis of morale.
Not-dones, half-dones result in backlogs.
Backlogs destroy the possibility of future production.
Thus you know the situation of not-dones and half-dones will result in
backlogs.
The backlogs will prevent further handling.
This subject is the subject which makes executives harassed.
Behind every upset there will be NOT-DONES, HALF-DONES and BACKLOGS.
So be very alert.
Dynamite is stick candy alongside of this very explosive subject.
Don't say I didn't tell you.
L. RON HUBBARD
Founder
LRH:mes.rd.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
152
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 FEBRUARY 1982
Rernimeo
Staff Hats
(CANCELS and REPLACES BPL 6 Feb. 72R 1, Exec
Series 6R, EXECUTIVE INTENTION. Parts of this
BPL were originally taken from FO 2947, KNOW
BEST, written 15 Sept. 71. Exec Series 6RA now gives
the full text of this FO, as written by the Founder, in
HCO PL form.)
Executive Series 6RA
KNOW BEST
Recent breakdowns in US command channels and org decline was traced to a
group on a relay point who were intensely critical of management and "knew
best."
They did not "know best" since their actions were followed by decline.
The undermining of authority made it very difficult for command to
handle the resulting situation.
It is a betrayal of juniors for a person on a point of command channel
to undermine authority. For it sets the junior up for a rough time.
"Flag doesn't really know . . . " "They are not actually informed . . ."
is usually followed by "so we will . . ." and when the crash comes the
junior catches it. either by being the effect of a messed-up area or the
resulting discipline.
If Flag or management doesn't know, it's because the person saying "Flag
doesn't know . . ." is not informing his seniors and is not reporting.
In the final analysis, it is top management that has to pick up the
pieces.
In the final analysis, a person is comm-eved, not on some person's "know
best" ideas, but on F0s and policy letters. just what they say, line by
line.
In an area in which someone's withholds have caused natter about
management, there is a decay of confidence in the management. This makes a
decline in itself. Uniforms, living conditions, food, all can decline in
the area.
Then when top management tries to repair the situation, it is doing so
in an area that doesn't comply. So the situation is extended in time and is
much harder to remedy.
The usual cycle is
"We know best. 'They' don't know."
"So we will (goofball orders) .... 11
"It's going crazy so we won't tell 'them.'
"Now you see what 'they've' done."
"I can't for the life of me understand why all you fellows are now
catching it from 'them."'
153
You'll find all this on the Chart of Human Evaluation in Science of
Survival.
Someone who perverts comm lines causes trouble.
So a POLICY is laid down:
A JUNIOR WHO IS GIVEN ILLEGAL OR CONTRARY ORDERS AND WHO
FOLLOWS THEM INSTEAD OF FOs AND POLICY LETTERS AND EDs AND WHO DOES NOT
REFUSE THE ILLEGAL ORDERS AND WHO DOES NOT REPORT THE MATTER IS SUBJECT TO
COMM EV FOR ACCE1,117ING ILLEGAL ORDERS.
LEGAL ORDERS ARE DEFINED AS ORDERS KNOWN TO AND AUTHOR-
IZED BY FLAG IN WRITING OR AS FOUND IN POLICY, FOs, BASE ORDERS, EXECUTIVE
DIRECTIVES AND FLAG DIVISIONAL DIRECTIVES.
IF IT IS NOT WRITTEN AND SEEN IN WRITING, IT IS NOT TRUE.
VERBAL RELAYS OF FLAG COMMANDS ARE NOT ACCEPTABLE.
RELAYING OR CARRYING OUT A LEGAL ORDER IN SUCH A WAY AS
TO MAKE IT UNWORKABLE IS A COMM-EV OFFENSE.
ANYONE BREAKING DO" CONFIDENCE OR TRUST IN TOP MAN-
AGEMENT MUST BE REPORTED TO TOP MANAGEMENT WITH ALL FACTS BEFORE THE
SITUATION DECAYS BEYOND CONTROL.
If you want to know the plain truth of it, top management usually works
harder
and tries harder than anyone else to make things go right.
L. RON HUBBARD Founder
Issued by Mission Issues
Revision Project
Adopted as official Church policy by the CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:MIR:bk.gm Copyright 0 1971, 1982 by L. Ron Hubbard ALL RIGHTS
RESERVED
154
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 FEBRUARY 1972R
Remimeo REVISED 21 OCTOBER 1980
All Execs
All Staff (Cancels and replaces BPL 8 Feb. 72, Issue 11,
same title)
Executive Series 7R
TARGETING OF DIVISIONAL STATISTICS
AND QUOTAS
(BPL 8 Feb. 72 Issue 11, Exec Series 7, TARGETINGOF DIVISIONAL
STATISTICS AND QUOTAS, written by the Controller, contained
correct and vital data for all executives and staff members, so
I have issued it here as an HCO Policy Letter at the request of
the Board of Directors. It now has the full force of policy.)
According to HCO Policy Letter of Dec. 16, 1965, STATISTICS OF THE INT
EXECUTIVE DIV, a statistic is a number or amount compared to an earlier
number or amount of the same thing and refers to the quantity of work done
or the value of it in money.
In a Scientology organization every division, every department and every
post has an assigned statistic which represents its work or production.
Also in a Scientology organization there is always some individual assigned
as responsible for the work or production of every division, every
department and every post.
A staff member is required to report weekly the statistic of every post
for which he or she is responsible. To do this the staff member has to keep
a daily running record of such statistics; therefore, it is possible to
compare the statistic of one day to the statistic of the day before; to
predict by computation the projected statistic for the week as compared to
the already reported statistic of the past week and to cause actions to
occur which lead to the increase of the daily statistic and to the ultimate
increase of the weekly statistic.
That the individual is directly responsible for being able to affect and
increase such statistics is easily demonstrable-if a Letter Registrar
spends most of her time wiping spilled coffee off Central Files folders
rather than writing real letters which communicate and elicit responses for
service, then her statistic will certainly drop.
With the advent of HCO PL of Jan. 31, 1972, THE WHY IS GOD, there is no
justifiable reason left for anyone as to why statistics cannot be raised.
Therefore the reason for so few people directed into the organization for
Registrar interview will mean exactly and only that the Letter Registrar is
not producing.
Having, therefore, defined what a statistic is and having firmly
established that the individual is directly responsible for a statistic and
so can increase it, the subject of how targeting and quotas relate to
statistics can now be covered.
Quota is defined as a production assignment. It would be the number
assigned to whatever is produced. As an example, the Director of Training
is given the quota of 45 letters to produce per day or 225 letters per week
as part of his standard promotional actions.
Targeting is defined as establishing what action or actions should be
undertaken in order to achieve a desired objective. In the case of the
Director of Training it would be as simple as obtaining from Central Files
the necessary 45 folders, writing the
155
required number of letters, returning the folders to Central Files and
determining to remain on post daily until this was accomplished no matter
what (known as keeping his own ethics IN).
Any quota, can be targeted for increase daily and weekly. For instance,
the Director of Training can establish a quota of 5 extra letters per day
over that of the day before. This would mean he would write 45 letters one
day, 50 letters the next day, 55 letters the day after that, and so on.
In highly successful organizations the practice of setting quotas and
targeting has been in use for some time.
The Product Officer (or in the absence of the Product Officer, the
Executive Director) establishes with the divisional secretaries exactly
what quotas will be for the weekly divisional statistics in order to
increase them over those of the previous week and HOW this will be done.
The divisional secretaries do the same with their department directors, the
directors with their section in-charges, and the section in-charges with
the personnel under them.
The quotas established are real and are always higher than those of the
week before, with the idea in mind of creating a continually rising
statistical graph. If this is done, the statistics rise, the organization
expands, and more personnel are recruited, apprenticed and trained on posts
so that more production can occur to keep the statistics rising.
The targeting of actions necessary to accomplish the quotas are
definite, conform to policy and can be done. Do not permit nebulous
generalities to occur on the targeting cycle as nothing will be
accomplished and no quotas achieved.
All staff must keep a daily graph of their statistic and an accumulating
graph for the week, both on the same graph sheet. An accumulating graph
merely means you keep adding one day's statistic to those of the day
before. In the example of the Director of Training it would be 45 letters
Monday, 95 letters Tuesday (the 45 letters of Monday added to the 50
letters of Tuesday and so on). Daily the persons responsible check these
graphs with their juniors. From these graphs it is easy to see whether the
statistics are rising, whether quotas are being met and whether the
statistic will be higher than that of the prior week.
By such means targets can be unbugged, new targets established and new
quotas projected; or hatting and more establishing can occur, or ethics can
be put in where the individual appears incapable of keeping his own in (as
in the example of the Letter Registrar who spends more time going to the
canteen for coffee than on post).
A set time can be determined daily as to when each staff member should
have his graph posted for inspection-probably 2:00 P.m. would be best as
this is the time established as when the week starts and ends, from the
Thursday of one week to the Thursday of the following week. Seniors can
then easily make their inspection without being delayed while some staff
member computes and posts his graph.
By setting quotas and targeting towards their production, get your
statistics rising.
L. RON HUBBARD
Founder
Assisted by
The Controller
Approved and accepted by the
BDCSC: LRH: MSH:mes.rd.bk.gm BOARD OF DIRECTORS
Copyright C 1972, 1980 of the
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED OF CALIFORNIA
156
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 FEBRUARY 1972
Remimeo
Executive Series 8
THE TOP TRIANGLE
The explanation of the Scientology symbol, the S and double triangle,
should be more generally known.
And it should be very well known to executives.
There are two triangles, over which the S is imposed.
The S simply stands for Scientology which is derived from "SCIO"
(knowing in the fullest sense).
The lower triangle is the A-R-C triangle-its points being AFFINITY,
REALITY and COMMUNICATION. These are the three elements which combined give
UNDERSTANDING.
The upper triangle is particularly applicative to an executive but
applies to all Scientologists. It has not been widely known.
It is the K-R-C triangle. The points are K for KNOWLEDGE, R for
RESPONSIBILITY and C for CONTROL.
It is difficult to be responsible for something or control something
unless you have KNOWLEDGE of it.
It is folly to try to control something or even know something without
RESPONSIBILITY.
It is hard to fully know something or be responsible for something over
which you have no CONTROL, otherwise the result can be an overwhelm.
A being can of course run away from life (blow) and go sit on the
backside of the moon and do nothing and think nothing. In which case he
would need to know nothing, be responsible for nothing and control nothing.
He would also be unhappy and he definitely would be dead so far as himself
and all else was concerned. But, as you can't kill a thetan, the state is
impossible to maintain and the road back can be gruesome.
The route up from death or apathy or inaction is to KNOW something about
it, take some RESPONSIBILITY for the state one is in and the scene, and
CONTROL oneself to a point where some control is put into the scene to make
it go right. Then KNOW why it went wrong, take RESPONSIBILITY for it, and
CONTROL it enough to make it go more toward an ideal scene.
Little by little one can make anything go right by
INCREASING KNOWLEDGE on all dynamics
INCREASING RESPONSIBILITY on all dynamics
157
INCREASING CONTROL on all dynamics.
If one sorts out any situation one finds oneself in on this basis, he
will generally succeed.
Field Marshal Montgomery was supposed to have said that leadership was
composed of "knowledge, will power, initiative and courage." These are
assumed qualities in a man. This was good advice but offered no road out or
no avenue of INCREASE in capability.
The KRC triangle acts like the ARC triangle. When one corner is
increased the other two also rise.
Most thetans have a dreadfully bad opinion of their capabilities
compared to what they actually are. Hardly any thetan believes himself
capable of what he is really capable of accomplishing.
By inching up each corner of the KRC triangle bit by bit, ignoring the
losses and making the wins firm, a being at length discovers his power and
command of life.
The second triangle of the symbol of Scientology is well worth knowing.
It interacts best when used with high ARC. Thus the triangles interlock.
It is for use as well as all of Scientology.
L. RON HUBBARD
Founder
(Note: For much more information on this subject, obtain and listen to
the LRH tape "ZONES OF CONTROL AND RESPONSIBILITY OF GOVERNMENTS" No.
600IC03 SMC No. 7, State of Man Congress 1960. This tape is also on the
Class X checksheet.)
LRH:ne.rd.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
1~
158
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 FEBRUARY 1972
Remimeo
Executive Series 9
ROUTING
Strangely enough, a major duty of an executive is ROUTING. This means
pointing out the channels on which bodies, materials, products or
despatches and letters flow. Or making channels on which such things can
flow and putting terminals there to handle or change them.
An executive who does NOT route and who does not himself conduct a
continual line police action is soon drowned. He will lose his grip on his
post and his activity and "feel overwhelmed" and worked to death. Further,
the whole unit under him and units around him will go to pieces.
The difference between order and chaos is simply straightforward planned
flows and correct particles. It is the executive who controls this. So it
is in his hands whether he or she has chaos (no line or particle control)
or order (good line and particle control).
It is SO much simpler than it looks, and SO easy to overlook, that many
persons on executive posts look everywhere for "the answer" to their
troubles when it lies right under their nose-actually.
It begins with one's own desk and office. It is simple. Does one have an
in-basket? Does one have an out-basket? Does one use them? Is there any way
for things to get into the In and out of the Out?
Does one spend a part of each day clearing ALL traffic at once?
Is the traffic divided up into areas and types?
You say, "That's too simple. It's even silly. Here I am a Big Executive
and you're asking about these little pieces of paper. . . ."
Those little pieces of paper are what keep one informed and extend one's
reach! And they can turn into a blizzard and blow one right off post!
There is power in those lines.
So they must be in a neat pattern or the power recoils.
What drives one (and one's organization) off post is mishandled items.
The volume is not at fault. One can handle TONS of this stuff. It is the
mishandled bits that make the TONS look hopeless.
One often unwittingly generates mishandlings. And if he does NOT police
his lines, he can snow the whole org under.
A sharp executive can spot "developed traffic" (needless) miles away.
The slang term "dev-t" has been of vast use.
Pieces of paper that don't belong to one are sent back to originator.
159
Things originated by a post that aren't the business of that post.
These are the two basics of dev-t-"off-line" and "off-origin."
Juniors that don't do Completed Staff Work but load you up with problems
they should have solved are responsible for the worst of one's traffic.
So if all you knew was the above-baskets in and out and ways for traffic
to get in and out, what should come to you and what certain posts should be
sending-AND POLICED IT, you could reduce your traffic worries by three
quarters.
AN UNHATTED ORG is a madhouse to work in as no one knows what he's
supposed to handle or what others should do. They don't go idle. They
introduce Sahara sandstorms of dev-t.
An unhatted org is also a lazy org and refers everything to someone
else.
Bodies won't channel, correct materials won't arrive, money can't get in
or out, production is destructive and the place unpleasantly goes
insolvent.
To move such a scene up toward the ideal, one can at least begin to
police his own immediate desk and lines. Then one can police his own
immediate staff's lines and clean that up.
He can HAT those around him. "This is what you're supposed to handle.
This is what you DO."
He can even hat at a distance on his comm lines, "This despatch belongs
to supply. Send it to supply, not to me."
"CSW please" = "Work out how this problem should be handled and
recommend. Don't be dumping problems of your post on my plate" is the real
meaning of "CSWP."
Get an Admin Cramming in and send anyone who is dev-ting to it to get
checked out.
But mainly and foremost, get the place HATTED so it knows what it should
handle.
And first, last, and always conduct a line police action.
One of the first duties of an executive is ROUTING.
Now do you see where the "overload" is coming from?
Note: See dev-t policies, Problems of Work and the Org Series to get the
full scope and know-how of ROUTING. But the main thing is DO it. Do it
before you drown.
L. RON HUBBARD
Founder
LRH:ne.rd.gm Copyright C 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
160
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 FEBRUARY 1972
Remimeo
Executive Series 10
CORRECT COMM
Dev-t (developed or wrong traffic) destroys any real production in an
org while making the org seem frantically busy.
The downfall of HCO was THE FAILURE TO POLICE DEV-T.
The CAUSE of DEV-T is UNHATTEDNESS.
People who do not know what they are supposed to do or produce take on
traffic that does not belong to them, originate traffic they have no
business with and send it to wrong terminals who don't handle.
Not knowing their hats or posts, they refer things they should handle to
others who don't handle them either. The org loads up with not-dones and
half-dones and backlogs.
People who should refer what they know don't originate at all and sit on
hot emergencies and leave them unhandled. And if they do send them on, not
knowing the org board, they send them to the wrong terminals. And if they
send it to the right terminal, it goes in a way it can't be handled for
lack of comm expertise.
This goes for any type of particle-despatches, letters, bodies, money,
customers, materials, supplies, any particle.
Problems are brought to seniors instead of Completed Staff Work
(requiring a recommendation).
DEV-T means an UNHATTED, UNTRAINED, OFF-POLICY STAFF.
It means loads of overwork and little production or income.
AND DEV-T AND UNHATTEDNESS MEAN THAT THE PERSON AT THE TOP OF A
DEPARTMENT, DIVISION OR THE ORG HAS TO SINGLE-HAND.
It isn't an org, it's a mob.
Unhatted staff "go criminal," so ethics will be very heavy.
DISCIPLINE
A first action for an executive or any terminal is to demand CORRECT
COMM.
In its basic elements this means
1. The staff member originates things that apply or are the business of
HIS OWN
POST. (On-origin.)
2. The origin is sent to the right terminal that handles that. (On-line.)
3. If a post is supposed to originate, it does so. (Communicates.)
161
4. If a problem is encountered, it is forwarded ONLY with a full
recommendation for handling. (Completed Staff Work or CSW.)
5. One does NOT' accept a comm that is not the post business of the
originator. (Enforces on-origin.)
6. One does NOT accept a comm that does not belong to him. (Enforces on-
line.)
7. One insists that a post should originate, or do the duties, or
furnish the product or service of that post. (Enforces correct action.)
8. One never accepts a problem unless it has with it a sound
recommendation by the originator accompanying it. (Enforced CSW.)
9. One demands specific names and instances, not generalities.
(Nonsuppressive comm.)
10. One demands full particulars, not half-reports or vague generalities.
(Nonsuppressive comm.)
11. One demands comm be in proper form. (Correct despatch or completed.)
12. One has a place to receive the comm. (In-basket or place in org.)
13. One has to have a place to put the comm for delivery. (Out-basket or
comm center.)
14. One has to have standard lines and routes for particles to follow.
(Comm system or lines.)
15. One demands use of the system-1 warning, I admin cramming, I retread
as an expeditor or in Estates to redo basics-for frequent offenders.
16. One demands HATTEDNESS and people performing the duties of their
posts!
17. One demands an up-to-date org board and staff drilled on it.
18. One NEVER STALEDATES. He handles when he is expected to.
19. One does NOT go soft in the head or get reasonable or find
exceptions. THERE
IS NO SUBSTITUTE FOR CORRECT COMM AND CORRECT LINES.
MADHOUSE
An org that has no comm discipline is a madhouse. It will be expensive.
It will produce very little. It will try to deliver overt products.
And it will drive its execs up the chimney.
The immediate result will be a conclusion on the part of the execs,
"These blankety-blank-blanks are doing us in!" "The place is full of
suppressive people." "These guys are no-good bums!" And, "Start shooting."
Heavy ethics and offloads occur. These are almost always the result of a
whole org gone around the bend from dev-t.
Accidents happen. People get ill.
And the place falls apart.
162
CURE
The only known cure is TRAINING and HATTING.
For years we underestimated the number of persons needed to train and
hat a staff. The whole civilization has troubles because it hasn't even
known about hatting, much less that it took someone to do it.
Any failure of HCO was caused by its drowning in dev-t, even at last
generating it because it never had enough people devoted to training and
hatting, getting in org lines and comm lines.
HCO can do its job relieved of the whole burden of hatting.
The solution is THE ESTABLISHMENT OFFICER.
This person operates in a division, not under its secretary but under a
senior Establishment Officer.
He performs the duties of the departments of HCO for that division.
In a small org it requires a trained Establishment Officer for Divisions
7, 1 and 2 and another for Divisions 3, 4, 5 and 6.
In a larger org there is one in charge of all Establishment Officers and
an Establishment Officer in each division.
As the org grows, the larger divisions get assistant Establishment
Officers to the divisional one.
They do not establish and run away. They establish and maintain the
division staff, personnel hats, posts, lines, materiel and supplies.
Their first job is to get staff working at their posts producing
something and their next task is TO DRIVE DEV-T OUT OF EXISTENCE IN THAT
ORG.
SUMMARY
The booms and depressions of orgs, their successes and fall-aparts are
signaled by
CORRECT COMM - SUCCESS
DEV-T - FAILING.
The underlying cause is unhattedness.
So we are dealing in dev-t with a symptom. Like any disease, it soon
catches up with the body of the org and its health.
Dev-t is an expression of untrained, unhatted staff. It shows they do
not do the functions of their posts regardless of how busy or exhausted
they are.
And most important for an executive to know: There is seldom any malice
in it. It is just confusion. Even new people or new execs coming in to such
an area all full of enthusiasm and bushy-tailed will cave in from the
fantastic do-less motions of such an org.
Morale will be bad because PRODUCTION IS THE BASIS OF MORALE and who can
produce in the midst of all that noise????
The place will go into apathy and tiredness as one is hit all day with
OFF-LINE, OFF-ORIGIN COMM.
163
The executive's solution is to HAT, HAT, HAT, and get help hatting,
hatting, hatting; get the org board up,and DRILL, DRILL, DRILLED. Demand,
demand, demand the products of the post the person holds and only those
products. And police his lines and get the dev-t in his own area handled,
handled, handled; and never, never, never pull dev-t blunders himself; and
ALWAYS, ALWAYS, ALWAYS DO AND INSIST UPON CORRECT COMM.
The solution is do what you can and all you can to hat and reduce dev-t
and scream for an Establishment Officer to save the org.
CORRECT COMM IS THE SYMPTOM OF A HEALTHY, PRODUCING ORG AND A VALUABLE
EXECUTIVE AND STAFF MEMBER.
L. RON HUBBARD
Founder
LRH:mes.rd.gm
Copyright C 1972
By L. Ron Hubbard
ALL RIGHTS RESERVED
164
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I APRIL 1972
Remimeo
Establishment Officer Series 12
Executive Series 11
MAKING AN EXECUTIVE
FLOW LINES
If an executive has his flow lines wrong he will NEVER be a Product
Officer but only a comm clerk.
For some poor reason executives get themselves onto all comm lines in
their area. Probably it is an individual Why for each one. But the fact
remains that they do do it!
And they promptly cease to be useful to anyone. While they "work" like
mad!
Basically they have confused a comm line with a command line. These are
two different things. A comm line is the line on which particles flow, it
is horizontal. A command line is a line on which authority flows. It is
vertical.
Here is an example of a divisional secretary who can get nothing
accomplished while sweating blood over her "work."
Secretary being a relay messenger clerk
- - - - - - - - - - - -- lip.
- - - - - - - - - - --
ALL org traffic to Div In
and Out
Dept Dept Depl t
Wrong
Now quite obviously this secretary is suffering from "fear of juniors'
actions" or "having to know all." Exactly nothing will happen because the
person is plowed under with paper. No real actions are taken. Just relays.
One such secretary of a division even acted as the relay point on all
out and in BODY traffic. In short, just a divisional receptionist.
No product. Nothing happening at vast expense.
165
Here is another example. The correct one.
Div Secretary as Product Officer
Right
_4d&__ -
.414
This is known as horizontal flow.
It is a fast flow system.
The correct terminals in each department are addressed by terminals
outside the dept, directly. And are so answered.
Now we have a divisional secretary who is a PRODUCT OFFICER and whose
duty is to get each department and section and unit producing what it is
supposed to produce.
MISROUTE
So long as a command line is confused with the comm line an org will not
produce much of anything but paper.
INFORMATION
It is vital that an executive keep himself informed.
The joker is, the despatch line does NOT keep him informed. It only
absorbs his time and energy.
The data is not in those despatches.
The data an executive wants is in STATISTICS and REPORTS and briefings.
Statistics get posted and are kept up-to-date for anyone to look at,
especially but not only the executive. They must ACCURATELY reflect
production, volume, quality and viability.
Reports are summaries of areas or people or situations or conditions.
The sequence is (a) statistic goes unusually high, (b) an inspection or
reports are required in order to evaluate it and reinforce it.
166
Or (a) the statistic dives a bit and (b) an inspection or reports are
needed to evaluate and correct it.
Thus an executive is NOT dealing with the despatches or bodies of the
division's inflow and outflow lines but the facts of the division's
production in each section.
An executive makes sure he has comm lines, yes. But these are so he can
make sure stats get collected and posted, so reports can be ordered or
received and so he can receive or issue orders about these situations.
Despatch-wise that is all an executive handles.
INSPECTIONS
Personally or by representative, an executive INSPECTS continually.
His main duties are
OBSERVATION
EVALUATIONS (which includes
handling orders)
and SUPERVISION.
All this adds up to the production of what the division is supposed to
produce. Not an editing of its despatches.
A good executive is all over the place getting production done.
On a product he names it, wants it, gets it, gets it wanted, gets in the
exchange for it.
He cannot do this without doing OBSERVATION by (1) stats, (2) reports,
(3) inspections.
And he can't get at what's got it bugged without evaluation. And he
can't evaluate without an idea of stats and reports and inspections.
Otherwise he won't know what to order in order to SUPERVISE. And once
again he supervises on the basis of what he names, wants, gets, gets wanted
and gets the exchange for.
THESCENE
This is the scene of an executive.
If he is doing something else he will be a failure.
The scene is an active PRODUCTION SCENE where the executive is getting
what's wanted and working out what will next be wanted.
ABILITY
An actual executive can work.
A real fireball can do any job he has getting done under him better than
anyone he has working for him or under him.
He can't be kidded or lied to.
He knows.
167
Thus a wobble of a stat has him actively looking in the exact right
place. And evaluating knowingly on reports. And getting the exact right
WHY. And issuing the exact right orders. And seeing them get done. And
knowing it's done right because he knows it can be done and how to do it.
Now that's an ideal scene for an exec.
But any exec can work up to it.
If he does a little bit on a lower job each day, "gets his hands dirty"
as the saying goes, and masters the skill, he soon will know the whole
area. If he schedules this as his 1400 to 1500 stint or some such time
daily, he'll know them all soon. And if he burns the midnight oil catching
up on his study.
And he knows he must watch stats and then rapidly get or do
observations, so he can evaluate and find real WHYs quickly and get the
correction in and by supervision get the job done.
That's the ideal scene for the exec himself where he's head of the whole
firm or a small part of it.
If he can't do it he will very likely hide himself on a relay despatch
line and appear busy while it all crashes unattended.
An exec of course has his own admin to do but they don't spend hours at
it or consider it their job for it surely isn't. Possibly an hour a day at
the most handles despatches unless of course one doesn't police the dev-t
in them.
Most of their evaluations are not written. They don't "go for approval"
when they concern somebody's post jam. They are done by investigation on
the spot and the handling is actual, not verbal.
A desk is used (a) to work out plans, (b) catch up the in-basket, (c)
interview someone, (d) write up orders. Two-thirds of their time is devoted
to production. Even if a thousand miles away they still only spend 1/3rd of
their time on despatches.
An executive has to be able to produce the real products and to get
production. That defines even an Esto whose product has to do with an
established person or thing.
Any department, any division, any org, any area responds the same
wayfavorably-to such competence.
ANALYSIS
To attain this ideal scene with an executive, one can find out WHY he
isn't, by getting him to study this P/L and then find WHY he can't really
do it and then by programing him to remedy lack of know-how and other
actions increase his ability until he is a fireball.
If you are lucky you will have a fireball to begin with. But only the
stats and the truth of them tell that!
Esto action: Can you do all this and these things? If the answer is no
or doubtful or if the executive isn't doing them, find the Why and remedy.
L. RON HUBBARD
Founder
LRH:nt.mes.bh.ts.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
168
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 MAY 1972R
Remimeo REVISED 18 DECEMBER 1977
Executive Hats (Revision in this type style)
IMPORTANT
Executive Series 12
ETHICS AND EXECUTIVES
Any person holding an executive post (head of department or above) is
deemed an EXECUTIVE.
Evaluation has revealed that the breakdown in many orgs is a failure on
the part of executives to wear their ethics and justice hats.
It has been found that below administrative Whys there is usually an
ethics situation as well, which, unhandled, causes the administrative Why
not to function or raise stats,
In an area which is downstat, it is the duty of an executive to
investigate and find any out-ethics situation and get it corrected.
Ethics is a personal thing in relation to a group. Unethical people are
those who do not have ethics in on themselves personally.
It is the responsibility of the executive to see to it that persons
under his control and in his area get their personal ethics in and keep
them in.
Dishonesty, false reports, an out-ethics personal life, should be looked
for and, by persuasion, should be corrected.
When an executive sees such things, he or she must do all he can to get
the person to get his own ethics in.
When an area is downstat, the executive must at once suspect an out-
ethics scene with one or more of the personnel, and must investigate and
persuade the person to be more honest and ethical and correct the out-
ethics condition found.
If this does not correct, and if the person or area remains downstat,
the executive must declare the person or area in Danger and apply HCO PL 9
Apr. 72, "CORRECT DANGER CONDITION HANDLING."
The situation, if it does not correct, thereafter becomes a matter of
full group justice with Courts and Comm Evs. Persons whose ethics have
remained out must be replaced.
The seniors of an executive are bound to enforce this policy and to use
it on any executives whose personal ethics are out and who fail to apply
it. It will be found that those who do not apply this policy letter have
themselves certain dishonesties or out-ethics situations.
IT IS VITAL TO ANY ORGANIZATION, TO BE STRONG AND EFFECTIVE, TO BE
ETHICAL.
THE MOST IMPORTANT ZONE OF ETHICAL CONDUCT IN AN ORGANIZATION IS AT OR
NEAR THE TOP.
169
.1
Ethical failure, at the top or just below it, can destroy an
organization and make it downstat.
Historical examples are many.
THEREFORE, IT IS POLICY THAT AN EXECUTIVE MUST KEEP ETHICS IN ON HIMSELF
AND THOSE BELOW HIM, OR BE DISCIPLINED OR COMMEVED AND REMOVED FROM ANY
POST OF AUTHORITY, AND SOMEONE FOUND WHO IS HIMSELF ETHICAL AND CAN KEEP
ETHICS IN ON THOSE UNDER HIS AUTHORITY.
The charge in any such case for a staff member or executive is FAILURE
TO UPHOLD OR SET AN EXAMPLE OF HIGH ETHICAL STANDARDS.
Such offenses are composed of
1. DISHONESTY.
2. Use of false statements to cover up a situation.
3. Representing a scene to be different than it actually is to cover up
crimes and escape discipline.
4~ Irregular 2D connections and practices.
5. Drug or alcoholic addiction.
6. Encouraging out-ethics.
7. Condoning or failing to effectively handle an out-ethics situation in
self or others as an in-charge, officer or executive.
TECHNICAL
People with out-ethics withholds cannot see. This is proven by the
brilliant return of perception of the environment in people audited
effectively and at length on such processes.
Such people also seek to place a false environment there and actually
see a false environment.
People whose ethics are low will enturbulate and upset a group as they
are seeking to justify their harmful acts against the group. And this leads
to more harmful acts.
Out-ethics people go rapidly into Treason against the group.
A person whose ethics have been out over a long period goes "out of
valence." They are "not themselves."
Happiness is only attained by those who are HONEST with themselves and
others.
A group prospers only when each member in it has his own personal ethics
in.
Even in a PTS (potential trouble source) person, there must have been
out-ethics conduct toward the suppressive personality he or she is
connected with for the person to have become PTS in the first place.
People who are physically ill are PTS and are out-ethics toward the
person or thing they are PTS to!
170
Thus a group to be happy and well, and for the group to prosper and
endure, its individual members must have their own ethics in.
It is up to the executive or officer to see that this is the case and to
DO the actions necessary to make it come about, and the group an ethical
group.
EXEC OR OFFICER'S STEPS
FOR GETTING IN ETHICS
ON A STAFF MEMBER
STEP I
Inform the person personally he is in Danger condition by reason of acts
or omissions, down stats, false reports or absence or 2D or whatever the
circumstances are.
He is in fact IN Danger because somebody is going to act sooner or later
to hit him.
He may be involved already in some other assignment of condition.
But this is between you and him.
HE IS IN DANGER BECAUSE YOU ARE HAVING TO BYPASS HIM TO GET HIS ETHICS
IN, A THING HE SHOULD DO HIMSELF.
If he cooperates and completes this rundown and it comes out all right,
you will help him.
If he doesn't cooperate, you will have to use group justice procedures.
This is his chance to get ethics in on himself with your help before he
really crashes.
When he accepts this fact, Step I is done. Go to Step 2.
STEP 2
Ethics is gotten in by definition on the person.
GET THE DEFINITIONS FULLY UNDERSTOOD.
The following words must be Method 4 word cleared on all the words and
the words in their definitions on the person being handled.
"ETHICS: The study of the general nature of morals (morals [plural]
[noun]: The principles of right and wrong conduct) and of the specific
moral choices to be made by the individual in his relationship with others.
"The rules or standards governing the conduct of the members of a
profession."
"JUSTICE: 1. Moral rightness; equity. 2. Honor, fairness. 3. Good
reason. 4. Fair handling: due reward or treatment. 5. The administration
and procedure of the law."
"FALSE: Contrary to fact or truth; without grounds; incorrect. Without
meaning or sincerity; deceiving. Not keeping faith. Treacherous. Resembling
and being identified as a similar or related entity."
"DISHONEST. Disposed to lie, cheat, defraud or deceive."
171
"PRETENSE: A false reason or excuse. A mere show without reality."
"BETRAY: To be disloyal or faithless to."
"OUT-ETHICS: An action or situation in which an individual is involved
contrary to the ideals and best interests of his group. An act or situation
or relationship contrary to the ethics standards, codes, or ideals of the
group or other members of the group. An act of omission or commission by an
individual that could or has reduced the general effectiveness of a group
or its other members. An individual act of omission or commission which
impedes the general well-being of a group or impedes it in achieving its
goals."
Do not go to Step 3 of this until all the above words are cleared by
Method 4 Word Clearing.
STEP 3
Ask the person what out-ethics situation he or she is involved in.
It may take the person some time to think of it, or he may suppress it
and be afraid to say it for fear of consequences. Reassure him that you are
only trying to help him.
He may have brought it up in a session but did not apply it as out-
ethics. Coax him through this.
If his conduct and actions are poor or downstat, he for sure will be
able to come up with an out-ethics personal scene.
Sometimes the person is secretly PTS and is connected to a suppressive
or antagonistic person or group or thing. In such an instance he will
roller-coaster as a case or on post or have accidents or be ill frequently.
(See PTS tech for material on this and for future handling. Checksheet BPL
31 May 1971RG, Issue IV, PTS AND SP DETECTION, ROUTING AND HANDLING
CHECKSHEET, but go on handling with these steps.)
Sometimes the person just uses PR (brags it up and won't come clean). In
this case, an auditing session is required.
If the person gets involved in self-listing, get him audited on HCOB 20
Apr. 72, C/S Series 78, which gives the auditing session procedure. A
person can become very upset over a wrong item. It is easily repaired, but
it must be repaired if this happens.
By your own 2WC or whatever means or repair get this Step 3 to a clear-
cut out-ethics situation, clearly stated. Do not forget to go on with this
eventually if there is a delay in completing it. GIs will be in if correct.
STEP 4
Have the person work out how the out-ethics situation in which he or she
is involved would be a betrayal of the group or make them false to the
group or its ideals.
Do not make the person guilty. Just get them to see it themselves.
When they have seen this clearly and have cognited on it completely, go
to next step.
STEP 5
The person is now ready to apply the FIRST DYNAMIC DANGER FORMULA to
himself.
Give him this formula and explain it to him.
172
FIRST DYNAMIC FORMULA
The formula is converted for the Ist dynamic to
Ist 1. Bypass habits or normal routines.
I st 2. Handle the situation and any danger in it.
I st 3. Assign self a Danger condition.
Ist 4. Get in your own personal ethics by finding what you are doing
that is
out-ethics and use self-discipline to correct it and get honest and
straight.
Ist 5. Reorganize your life so that the dangerous situation is not
continually
happening to you.
I st 6. Formulate and adopt firm policy that will hereafter detect and
prevent the
same situation from continuing to occur.
Now usually the person is already involved in another group situation of
down stats or overt products or bad appearance or low conditions, Courts,
Comm Evs, for something.
It does not matter what other condition he was in. From you he is in
Danger.
So I st 1. and I st 2. above apply to the group situation he finds
himself in.
He has to assign himself a Danger condition as he recognizes now he has
been in danger from himself.
Ist 4. has been begun by this rundown.
It is up to him or her to finish off Ist 4. by applying the material in
Steps 2 and 3. He or she has to use self-discipline to correct his own out-
ethics scene and get it honest and straight, with himself and the group.
I st 5. is obvious. If he doesn't, he will just crash again.
Ist 6. In formulating and adopting firm policy, he must be sure it
aligns with the group endeavor.
When he has worked all this out AND DEMONSTRATED IT IN LIFE, he has
completed the personal Danger Rundown.
He can then assign himself Emergency and follow the Emergency Formula
(HCO PL 23 Sept. 67, pg. 189-190, Vol 0 OEC, "Emergency").
STEP 6
Review the person and his stats and appearance and personal life.
Satisfy yourself that the steps above and the out-ethics found were all
of it. That no wrong item has been found. That the person is not PTS.
Handle what you find. But if you find that the person did not improve
and gave it all a brush-off, you must now take the group's point of view
and administer group justice.
Your protection of the person is at end because he had his chance and is
apparently one of those people who depend on others to keep his ethics in
for him and can't keep them in himself. So use group justice procedures
thereafter.
173
If the person made it and didn't fall on his head and is moving on up
now AS SHOWN BY HONEST STATS AND CONDITION OF HIS POST, you have had a nice
win and things will go much much better.
And that's a win for everybody.
L. RON HUBBARD
Founder
Revision assisted by
Pat Brice
LRH Compilations Unit I/C
LRH:PB:dr.gm Copyright@ 1972, 1977 by L. Ron Hubbard ALL RIGHTS RESERVED
174
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 MAY 1972R
Remimeo REVISED 27 OCTOBER 1982
Int Finance
Network for
Enforcement
(Revised to update the distribution
in light of the new Finance Network)
ETHICS
Executive Series 13R
Finance Series 12R
Personnel Series 25R
PTS PERSONNEL AND FINANCE
PTS means Potential Trouble Source. This is a person who is connected to
a suppressive person, group or thing. (For further data on PTSness see HCOB
24 Nov. 65, SEARCH AND DISCOVERY and HCO PL 27 Oct. 64 (reissued 23 June
1967), POLICIES ON PHYSICAL HEALING, INSANITY AND POTENTIAL TROUBLE
SOURCES.)
NCG means No Case Gain despite good and sufficient auditing.
A chronically ill person, whether the person is known to be connected to
a suppressive or not, is always found to have been so connected and PTS.
IT IS UNSHAKABLE POLICY HEREAFTER THAT NO PERSON WHO IS PTS OR
CHRONICALLY ILL OR WHO GETS NO CASE GAIN MAY BE ON FINANCE OR REGISTRAR
LINES OR IN TOP COMMAND POSTS OR AS HAS OR ETHICS OFFICER OR MAA.
TECHNICAL FACT
A person who is connected to a suppressive person, group or thing will
dramatize a "can't have" or an "enforced overt have" on an org or staff
members.
A "can't have" means just that-a depriving of substance or action or
things.
An "enforced overt have" means forcing upon another a substance, action,
or thing not wanted or refused by the other.
The technical fact is that a PTS person got that way because the
suppressive was suppressive by depriving the other or enforcing unwanted
things upon the person.
The PTS person will dramatize this characteristic in reaction to the
suppression.
Therefore, a PTS person as an ED, C-/O, Product Officer, Org Officer,
Treasury Sec, Cashier, or Body Reg will run a can't have on the org and its
staff by
a. Refusing income
b. Wasting income made
175
C. Accepting wrong customers (like psychos) and forcing them on the
org
d. Fail to provide staff or service
e. Advocate overt products.
HISTORICAL
When staffs went on proportionate pay in the late 1950s, so long as 1
ran the orgs directly, the staffs made more money than before.
When 1 moved off these lines directly, the staffs began to receive less
money personally.
At that time it seemed to me that proportionate pay served as an excuse
to some in an org to run a can't have on the staff.
We knew that some Registrars could take money in easily and others never
seemed to be able to.
The technical reason for this has just emerged in another line of
research entirely.
In completing materials and search on Expanded Dianetics, 1 was working
on the mechanism of how a PTS person remained ill.
1 found suppressives became so to the person by running a "can't have"
and "enforced overt have." This pinned the PTS person to the suppressive.
Working further 1 found that a PTS person was a robot to the
suppressive. (See HCOB 10 May 1972, ROBOTISM.)
This research was in the direction of making people well.
Suddenly it was apparent that a PTS person, as a robot to SPs, will run
-can't haves" and "enforced overt haves" on others.
Checking rapidly, it was found that where finance lines were very sour a
PTS person was on those lines.
RECOVERY
PTS tech, Objective Processes, PTS Rundowns, Money Processes and
Expanded Dianetics will handle the condition.
However, one cannot be sure that it has been handled expertly in orgs
where a money "can't have" has been run as its tech quality will be low due
to an already existing lack of finance.
Only stats would tell if the situation has been handled fully.
Thus the policy stands. Handled or not handled, no person who is PTS or
who has no case gain will be permitted in top command or any lines that
influence finance.
Any org which has consistently low income should be at once suspect of
having PTS or NCG persons on the key finance posts, and an immediate action
should be taken to discover the PTS or NCG condition and replace such
persons with those who are not connected to suppressives or who do get case
gain.
Nothing in this policy letter permits any PTS person to be in an org or
cancels any policy with regard to PTS.
This policy letter requires direct check, close investigation and
handling of PTS or
176
SP situations on these posts that may go undetected otherwise.
NOTHING IN THIS POLICY LETTER PERMITS ANY KEY ORG POST TO
REMAIN EMPTY.
NATIONAL
As a comment on something that may impinge on orgs and might affect
them, the
FOREMOST reason for a failing national prosperity and inflation is a
personal Income Tax agency. This runs a vicious can't have on every citizen
and makes them PTS to the government. Individuals even begin to run a can't
have on themselves and do not produce. This IS the cause of a failing
national economy. It can be a factor in an org and must be handled on the
individuals so affected.
L. RON HUBBARD
Founder
Revision written at the request of the CHURCH OF SCIENTOLOGY INTERNATIONAL
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:iw.gm Copyright a 1972, 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: In addition to the updated distribution, the first paragraph of this
policy letter has been revised That paragraph in the original policy letter
read as follows: "PTS means Potential Trouble Source. This is a person who
is connected to a suppressive person, group or thing. (For full information
on PTS see HCO PL 31 May 1971, Issue IV, revised 5 May 72, a checksheet.)"]
177
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, "Ah, 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?
178
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.
179
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 loses 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 a 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
180
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
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 3727 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 11.
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 new.
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.
182
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 eligibility fail. The proof is that when they have
existed in orgs, the org wound up with only PTSes and no-case-gains!
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 in 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 handle 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.
183
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:nt.jk.gm Copyright 0 1972, 1978 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The text of this policy letter is the same as the original LRH issue
except for the section titled "Basic Sequence of Hatting." In the original
issue that section read as follows:
1. Recruited or hired.
2. Staff Status Zero.
3. Staff Status 1.
4. Staff Status 11.
5. Posting as other than an HCO Expeditor.
6. Full hatting with a checksheet and pack fully done with M6 and M7
and M4 WCing.
7. Eligibility for study and auditing (OR for staff service or study).
8. Must have a stat and demonstrated he has produced on post.
9. Objective Processes CCHs, 8C, S-C-S, Havingness, etc.
"10. Drug Rundown.
"11. Method I WCing, Primary Rundown or Primary Correction Rundown.
" 12. Administrative or tech training (OEC or auditing).
"No one should have any other training, much less full-time training,
before Step 9 in the above. (There is an exception in the Sea Org where
Crew Member Checksheet is done at once after recruiting on a Deck Project
Force. The other actions then follow except that Estates Project Force may
be substituted instead of HCO Expeditor, but the rest of the program is the
same.)
"There are time limits placed on how long it takes to do SS I and SS 11.
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.)"]
*[See Step 8 in the above footnote.]
184
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 qt 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.
185
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.
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.
186
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 quality? 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
187
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."
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 not 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
188
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
189
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 their 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 c 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
190
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 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.
191
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 C 1976, 1977 by L. Ron Hubbard ALL RIGHTS
RESERVED
192
HUBBARD COMMUNICATIONS (
Saint Hill Manor, East Grinstead, S
HCO POLICY LETTER OF 14 NOVEN
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 1
- Dept I I
- 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.
193
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
194
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 1 have on
it might be useful to you.
"When first going into the org 1 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 1 had read your telex referred to above, so what 1
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. 1 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.
195
"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 1 can see
lots, unless you know exactly how to do it.
"This is what 1 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.
196
"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
197
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 JANUARY 1980
Remimeo
All Staff
All Orgs
SO & Scn
Executive Series 20
DEPARTMENTAL MINI PROGRAMS:
THE KEY TO ACHIEVEMENT
Ref.. Target Series PLs, OEC Vol 0
This policy letter is based on L RH ED 293R, which was issued originally
as the 78-79 BIRTHDAY GAME FOR ORGS and reissued as the 79-80 BIRTHDAY GAME
BY OVERWHELMING DEMAND FROM STAFF THE WORLD OVER.
As the program was highly effective, all of its steps and actions now
become firm policy, in order to preserve and continue its use; and this
policy letter, which includes the full content of the program, is to be
maintained as a standard org COIED tool.
All changes from the original LRH ED are in this type style.
To achieve the product of a flourishing, prosperous org, a CO or ED with
the help of the LRH Comm and Flag Rep, the Executive Council and Ad Council
and staff, must have control of his org.
An ED or CO who takes the initiative in controffing and running his org
and does so with know-how is worth his weight in gold. The same is true of
a divisional secretary or department head in an org.
In orgs where such initiative was taken and the actions contained in
this policy letter were carried out by the executives, the stats rose and
the org thrived.
The key to such achievements was and is MINI PROGRAMS based on policy
for each department of the org.
These programs are done FOR EACH DEPARTMENT by:
1. Personally inspecting the department.
2. Writing up a simple mini program THAT CAN BE DONE, and is WITHIN THE
AVAILABLE RESOURCES, IS BASED ON SPECIFIC HCO PLs APPLIED WITH
EXPERIENCE AND IN THE KNOWLEDGE OF SUCCESSFUL ACTIONS, LRH EDs AND
APPROVED EVALS AND CONTAINING BRIGHT IDEAS DEVELOPED FROM POLICY, AND
THE EXISTING SCENE, ON HOW TO ACTUALLY BRING ABOUTA RESURGENCE OF THAT
DEPARTMENTAND GETTING IT TO GET THE WORK DONE THAT HAS TO BE DONE BY
THAT DEPARTMENT TO BOOST THE ORG.
3. Issuing the program.
4. Making the execs and staff of the area adhere to that program and not
cross-order it and get it done.
198
5. Reinspecting the area daily to see how it is going.
6. Get the program DONE.
7. When the first program is done, examine the resulting VFP and stats
for that department.
8. Reinspect and do a new simple mini program for the department.
9. Issue the new program.
10. Make the execs and staff of the area get it done.
11. Reinspect the area daily to see how it is going.
12. Get that program DONE.
13. When the second program is done, examine the resulting VFP and stats
for that department.
14. Personally inspect the department.
Continue the above cycle.
Give copies to staff in that dept and to the execs so they'll know what
you're working on.
Send two copies of each mini program to the FOLO which will keep one and
forward the other to Data Files Flag.
Neither the FOLO nor Flag has to okay a mini program.
GUIDELINES
Use the following rules:
A. Organize only toward actual production.
B. Post only in the direction of production.
C. Make execs of the affected area handle any flaps. The CO or ED is not
"flap crossroads."
D. Use OEC and Management Volume admin tech and quote it in orders,
E. Don't be reasonable.
E Don't take the conclusions of a junior.
G. When people can't get it done, find people who can.
H. Don't tolerate out-ethics.
1. Use Esto tech.
J. Realize an org is a purveyor and service depot for standard tech,
Dianetics and Scientology.
K. Realize that an org controls and expands its field and keeps it
active and happy.
L. Realize that the staff welfare and status depends on the activity and
prosperity of the org.
199
M. Realize that the org is not a commercial company but the center of a
religious movement which is changing the society.
DELIVERY
Completed intensives and completed courses are the keynote to an org's
prosperity. These stats continue to be reported.
Gear up to really deliver. This requires a TTC, auditor recruitment and
a wellstaffed Academy and HGC that works and is on the ball.
There is not one single staff member, unit, section, department, or
division of an org that does not have an individual delivery demand or
quota and that does not contribute to the overall delivery of Scientology
to the public, directly or indirectly.
Exchange within the org and between the org and every member of the
public and the broad public is accomplished only by delivery. All mini
programs must reflect this.
GI
There are several distinct sources of GI in an org. Make each one work
to independently support the org.
These are
Department 6
Department 18
Department 5
Qual
Department 7
Department 4 (books, packs, meters, etc.).
Income comes from different sections of the departments within the
department.
All this data is in OEC Volumes.
Every one of these points of GI entrance should be producing.
There is also a system of examining invoices to find out what
geographical areas the org's people come from and saturating these areas
with promo. The local GO used to do this for the org even though it isn't
really a GO function. The GO system used at SH was best.
FSMs have to be built up and cultivated-and paid promptly.
Refunds have to be held to a minimum by actually delivering and
delivering very standard tech.
One has to get all the GI doors open and functioning-a thing to remember
in doing departmental inspections. Is there any door there to open? And if
it is there, is it open?
PRODUCTION VERSUS ORGANIZATION
You can organize with no production, and you can try to produce without
organizing.
200
You have to keep a nice balance between these two.
You will find that in the current disorganized family and educational
scene, that personal concepts of organization and order are not very high
and must be developed in individual staff members as well as units,
sections, departments, divisions, and the whole org. This is as simple as
learning to put things down where they belong and where they can be found
again when needed and actually creating folders and files. Without this
seemingly unimportant order and organization, production of simDle cycles
takes ages. This must be given attention in mini programs.
MINI PROGRAM
As you will be getting these done regularly in short spaces of time,
write doable ones that don't take long to finish.
You can defeat an org with 10 page 200 target programs.
An org can be put into a productive winning frame of mind with short
doable programs.
It takes good sense to do a mini program that lets the department win.
It's easier to keep track of, when you pin the individual programs on a
target board and get the dones marked in so you know what mini program has
to be debugged and when you have to do a new one.
FOLOs
The FOLO handles the overall org health of a continent.
The FOLO must get this policy letter in and being done effectively and
to ensure the ED does have control of his org.
Where he doesn't, as shown by lack of stat response, particularly paid
comps, GI, and intensives sold and delivered, and courses sold and
completed, and Div 6 services being delivered to a happy public, and books
pouring out into public hands, the FOLO must intervene-not piecemeal, but
thoroughly, and only on a broad failure of an org to prosper and deliver.
NETWORKS
The duties of networks in reporting and executing remain unchanged and
their PL authority is undiminished.
FLAG
Evaluations of continents and individual orgs are done at Flag. This
policy letter is a factor in all such evaluations. Flag also manages FOLOs
and sees that they operate properly.
Flagrant FOLO, continental or org out-ethics or out-tech, high refunds
or lack of a prosperous and delivering org are the primary targets of Flag
intervention.
Flag actions are not piecemeal but are directed at whole orgs or
continents.
CROSS ORDERS AND INTERFERENCE
Where networks, Flag and FOLO orders cross-order each other into an org,
or where a program for the org is unreal, the CO or ED of a FOLO or org
must telex the Emergency Officer of the Senior Executive Evaluation and
Execution Office, which is situated in the Office of LRH, Flag, for
clarification.
Protection claimed by reason of upstats, if claimed on falsely reported
or padded
201
stats, can result in Comm Ev or removal. Therefore, any clarification
request must also carry "I attest my stats are true."
Clarifications will be done mainly by policy reference.
Request for clarification is not to be actionable by a FOLO, Flag
bureaux or aides in any way.
NEW TECH
There have been tons of new tech, new rundowns, new shorter checksheets,
issued in the past year or two. 1978 was a year of tremendous tech
breakthroughs, followed by more tech breakthroughs in 1979 and even now
further breakthroughs are evolving from these.
You have been getting these AND their marketing packages straight along
and will continue to get them. There is even a new unit exclusively devoted
to exporting these to you.
You have had NED for some time now. Rave, rave successes are still
pouring in about it. An org that can't sell, train, and deliver that,
ain't.
Class / V Orgs now have new shorter checksheets with all their bright
new tech for their Class 0-1V students. So getting Dianetics and
Scientology auditors trained is a snap now. You have a world monopoly on
the only and finest tech.
So there's nothing holding you back.
The only claims for such that can exist would be in your imagination.
SUMMARY
What you want, isn't it, is a happy, productive, prosperous org that is
servicing its area to make it happy and prosperous.
So (as production is the basis of morale), ask this of any mini program
you write: Will this give us a happy, productive, prosperous department?
Well, have at it. You've got the steering wheel. Where's the throttle?
L. RON HUBBARD
Founder
LRH:gal.gm Copyright V 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
202