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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 FEBRUARY 1980
Remitneo
Org Series 41
Finance Series 25
Executive Series 21
PRODUCTION AND ONE'S STANDARD OF LIVING
References:
BPL 19 Mar. 71 Finance Series 7
BEAN THEORY-FINANCE AS A
COMMODITY
HCO PL 9 Mar. 72 1 Finance Series I I
INCOME FLOWS AND POOLS -
PRINCIPLES OF MONEY MANAGEMENT
HCO PL 27 Nov. 71 Exec Series 3
MONEY
HCO PL 3 Dec. 71 Exec Series 4
EXCHANGE
FEBC Tapes
(NOTE: I realize that management units, orgs and staffs are daily
pounded with false economic data. The real facts of life collide with much
false data. Such crippling data comes from many sources-school,
advertisers, government, bankers, propagandists, even parents who insisted
Johnny be a doctor so he could "live well" or set a horrible example
themselves. Many have had a hand in messing up people's wits on the
subject. It is a factor in inhibiting the individual prosperity of
executives, staff members and orgs. Where an area is not prospering, this
PL should be starrated on its people and the false data they have on this
subject stripped so that they then can prosper as they should.)
"Standard of Living" can be defined as the relative quality of a
person's or group's possessions, quarters, food, equipment, tools and
conditions of their area of work and existence. It is the state of the
person's living, including working, environment. Where its potential
continuance exists it is related to survival. It is a basic natural
economic law that personal production of VFPs and one's standard of living
are intimately related.
This applies to the individual as well as the team.
Where violations occur, inequities exist.
At a personal level one must produce in excess of his standard of living
just to retain and maintain it.
Actually, the "excess" means that because of overload, taxes, services,
plant, utilities, raw materials, machine and other costs additional to his
own work sphere, a person cannot expect to get the full value of his VFPs
all to himself. That is not economically feasible. The "excess" varies from
post to post and job to job but is never less than 5X minimum. In industry
it is considered to be at least IOX to maintain company standards and
solvency. The "excess" can be very high indeed in some industries. But in
any case any idea that it should be one for one is fatal. People who know
little of economics or management sometimes propose a worker should get the
full value of his VFPs-but all work and all VFPs require support services
and to neglect these would quickly bring on poverty. Even when working for
oneself alone, these "excess" factors exist and seldom drop below 5X as one
still requires support services. Corrected gross income divided by staff
has to be at least 5X the cost of the standard of living of the individual
staff member for that standard to be barely
203
maintained. This does not mean staff pay should be 1/5 of that figure. It
means that all the things (pay included) that go into maintaining their
welfare and work environment would have to be covered by 1/5 of that
figure. A fairly efficient and prosperous org with a hatted, industrious,
gung ho staff can very easily maintain quite acceptable standards at 1/10
that figure. The actual cash value of every piece of work done by a person
can actually be calculated. It is intricate and tricky to do and much
subject to over and under estimation but it can be done. It is not vital to
do this but one might just be curious about it. If so, do it for yourself.
Thus VFPs can be priced against what they bring in as part of the overall
scene even when they seem indirect. All the above figures are very rough
and subject to variation but this gives you some idea of what is meant by
66excess" in that law.
Where a number of people in a group or on a team do not produce VFPs in
excess of their standard of living they depress the standard of living of
the group or team.
Where some in a group do not only not produce VFPs but produce overt
products, they actively depress the standard of living of everyone in that
group or on that team.
Many economists and theorists seek to avoid that law. They do it to
gratify politicians or aggrandize some false philosophy whose true purpose
is suppression under other colors. But the law remains and its violation
breeds an epidemic of economic ills. Amongst such ills are inflation, super
bureaucracy, chaos with the marketplace and a decay of the civilization.
When a whole society demands a high standard of living and yet doesn't
concentrate on the personal production of VFPs, it is finished.
Products are the basis of a standard of living. They don't appear from
midair. They come from work truly done. Not from hope or false data.
It is a druggie's dream that machines, computers, under the dictatorship
will do it all. Machines can raise a standard of living by assisting in
production. But they can't do Man's living for him. Intelligently designed
and used, they permit, within limits, increases in population. But machines
are just tools. They have to be thought up, designed, built, run and
serviced and their raw materials and fuel have to be found and delivered
and their products promoted, delivered, used and often in their turn
serviced. The machine age was actually recognized as failed when world
leaders first began to urge population reduction on the planet to "improve
the individual standard of living." If machines were going to solve it all
why is the civilization now in such a steep decline? It took producing men
working in and with a machine age to make the society go. Not idle mobs on
welfare expecting a high standard of living while a few guys work their
guts out. Pie in the sky is nice but did anyone ever get to eat it? This
misinterpretation of the machine age was a heavy violation of the above
economic law. But the real harm of the machine age was creating a false
belief that one did not have to produce much to survive. This lowered
people's estimate of how much they would themselves have to produce to
survive, much less have a high standard of living. Factually one normally
has to work fast and expertly and in high volume to bring about any
acceptable standard of living for himself and his group. This is a point
the machine age obscures. But it remains vividly and demonstrably true.
An executive who works hard yet wonders about his own low standard of
living should look over his people to find those who are not producing VFPs
or who produce even overt products while yet demanding a living. 7hey are
absorbing the potential raised standard of living of the group.
Where a group has a very low standard of living, it need only review the
above law and its potential violations to understand why.
One cannot, in fact must not, increase the standard of living of a group
in ways that violate the above law. It will eventually bring calamity on
that group.
In a society led astray by crackpot economics, violations of the above
law create a vast number of wrong examples. The rich (most of whom work
like mad) are seen as idle or even criminals. The best way of life is made
to appear to be idleness. One seems to be owed a living without any effort
on his own part. The producing worker should be fined by higher taxation.
These are not seen to be simply false data spread about to
204
wreck the place but are held as "truths." And in their wake comes a funeral
for that group or society.
There is even an economic theory spread about today called
"equalitarianism." It declares everyone should get the same pay and have
the same standard of living. It does not mention that anyone should do any
work. It holds that the better worker should not be better rewarded. It
would crash any society.
Then there is the "monetarist" who believes you can manipulate a whole
society with money alone. And no thought of any production. His answer to
production? (You won't believe this.) Decrease demand! In other words,
reduce everyone's standard of living!
Basic economics eventually catches up with all these weird false
pretenses. It may take time but, as in the law of gravity, the apple
eventually falls no matter how many crackpots advance theories to say it
can't fall, will go up, or vanish. Real basic economic laws are like that.
They catch up. So don't wonder about inflation and depression and decayed
civilizations. Basic economics caught up with the crackpots.
An executive has to pay attention to the basic law about a standard of
living. If he doesn't pay close attention to it, the standard of living of
himself and of his group will cave in.
He can be "a good fellow" and seek popularity by attempting to raise the
standard above what is earned. He and his group will crash.
He can be foolish and seek to raise his own rewards above what he
personally is earning in terms of VFPs. But both he and his group will
fail.
He can ignore the real producers of the group and not see that their
standard of living is comparable to their individual production. And he and
the group will fail.
He can ignore the nonproducers and the overt product makers and by so
ignoring them, tear his own and the group's standard of living to bits.
He can listen to a bunch of PR from a staff member about how valuable
that staff member is and surrender to it without ever really counting up
the real VFPs that staff member is not producing (or even preventing). (It
happens.) Only real VFPs count.
He can work himself half to death without demanding production from
others and have his own standard of living crash.
There are swarms of false data flying about today on this subject. It is
taught in schools, the very best schools; it is heard on the radio and seen
on TV and in the papers. The civilization, as it caves in, is blinded by
literally thousands of false ideas about what and how a standard of living
occurs. These, where they conflict with the basic law, actively prevent one
from prospering as they blind him to the truth of his scene.
In an org or management unit in Scientology, the real VFP is valuable
fine people who produce valuable final products who then make up a valuable
fine public. Every piece of work and duty in a management unit or an org
contributes to that.
The standard of living of an executive, a management unit, an org or a
staff member is determined by that one basic economic law: The personal
production of VFPs for the group and one's standard of living are
intimately related.
L. RON HUBBARD
Founder
for the
BOARDS OF DIRECTORS
of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:ab.gal.gm Copyright 0 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
205
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Issue VIII
Remimeo
(Originally LRH OODs item
of 14 May 1972)
Exec Series 22 Esto Series 50
MORALE
Production is the basis of morale.
If one can get a unit producing and actually accomplishing worthwhile
production, then their morale will rise.
Thus, it does not matter too much how one starts a unit producing so
long as it does get started.
I was given a good example of this with just one person who has been on
MO lines. She is actually well now. She is miserable. There is nothing
wrong with her at all except she is out of the action and is not producing
anything.
This has been noted in other fields. The "idle rich" are the most
miserable people you ever wanted to meet. "To Have and Have Not" or some
such title by Hemingway talks about it for the best part of a book.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright@ 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Esto Series 41.]
206
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 11 SEPTEMBER 1980
Remimeo Issue Il
(Originally LRH OODs item
of 10 Nov 1971)
Org Series 46
Exec Series 23
ORGANIZATION AND SURVIVAL
Well organized activities survive. The survival of individuals in those
organizations depends on the highly organized condition of the activity.
A small group, extremely well organized, has excellent chances of
survival.
Even a large group, badly organized, hasn't a prayer.
The essence of organization is org boarding, posting with reality and,
in keeping with the duties being performed, training and hatting.
To this has to be added the actual performance of the duties so that the
activity is productive.
The outward signs of a badly organized group are slovenliness and
fumbles.
Another ingredient that goes hand in hand with organization and survival
is toughness. The ability to stand up to and confront and handle whatever
comes the way of the organization depends utterly on the ability of the
individuals of the organization to stand up to, confront and handle what
comes the individual's way. The composite whole of this ability makes a
tough organization.
An individual who is not properly posted, isn't performing the duties of
the post, is not trained or hatted, is soft. He has no position to hold,
therefore he goes down at the first fan of a feather.
Confidence in one's teammates is another factor in organization
survival. Confidence in one's self is something that has to be earned. It
is respect. This is a compound of demonstrated competence, being on post
and being dependable.
After an individual has failed, confidence in him on the part of his
teammates sinks. He has lost face and is not respected. This, then, shows
itself up in numerous ways. It is up to that individual to earn back
confidence so that his teammates will again trust him. The way to do this
is to get properly org boarded, trained, hatted and to confront and handle,
with competence, whatever that post is supposed to control.
The ultimate in no confidence by a group in a team member is no post at
all. Reports from those who have no post or from those who are between
posts stress the horrors of having no post.
Our survival depends fully on becoming entirely and completely
organized. This will happen to the degree that every separate unit,
department and division in an org is properly org boarded, properly
performing the duties of the post, is trained and fully
hatted.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BDCS:LRH:SA:dr.gm
Copyright C 1971, 1980 BOARDS OF DIRECTORS
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
207
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1980
Issue I
Remirneo
(Originally LRH Flag Ship OODs
item of 7 March 1971.)
Org Series 47
Executive Series 24
Admin Know-How Series 39
HANDLING OVERLOADED POSTS
Reference:
HCO PL 28 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 BOARDS OF DIRECTORS
Copyright 0 1971, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
208
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Rernimeo Issue IX
(Originally LRH OODs items of
12 November 1970 and 24 June 1971)
Exec Series 25
TROUBLE
The fastest possible way for a senior to get into trouble is to fail to
get in ethics on a downstat junior.
The US "solves" all this with huge government payoffs and propitiation.
And look at the upsurge of riots.
Capitalism works only on the reward side. It takes two sides to make a
game.
If an I/C lets ethics go out on his juniors, he pulls the rug out from
under himself-and slaughters the juniors also.
A team is composed of teammates. Those who mess up the team aren't
teammates.
Orgs are teams and all of Scientology is a team. It takes teamwork and
backup to make things go right and stay right.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIET~TOLOGY
BDCS:LRH:SA:bk.gm Copyright 0 1970, 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
209
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1980
Rernimeo Issue V
(Originally LRH OODs item
of 22 May 1969)
Exec Series 26
ORDERS VERSUS ARBITRARIES
The other evening, on a request, I said members of the company could do
part-time study on the Dianetics Course. This became an absolute order, an
arbitrary which was put in full force. Not only that, but nobody would
handle it.
Why not?
If anyone had bothered to trace the order that "all must study" they
would have found it was a false arbitrary.
Almost every outness around is of this breed of arbitrary.
A group that insists on sitting in the glorious irresponsibility of
orders and only orders will never develop into a true group.
If you want to get a real look at what you're doing, ask yourself this
question: Where do I get my orders from?
I get them from observation of the situation. And I give instructions
based on a prediction of consequences.
Until you can do that, you will feel harassed, ordered around and
oppressed. Not because anybody is interested in oppressing anyone. Just
because they try to make a safe environment, bump into people who haven't
observed or acted, and so issue orders.
I don't think anybody fully understands the antipathy I have to
authoritarian rule. The reason you see me get cross is in no small part
protest at being forced to cope with a situation which occurs by neglect of
others. Why elect me to save the day? This ship, this planet and universe
are the concern of others too. I have no monopoly on the ability to observe
and act.
The campaign to force into a dictatorship a group which has freedom as
its main objective is about as popular with me as a fire in a powder
factory.
Freedom depends on ability.
We can and will bring freedom to this planet. But only if and when we
cease to demand orders and begin to observe and act on our own predictions.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BDCS:LRH:SA:dr.gm BOARDS OF DIRECTORS
Copyright Q 1969, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
210
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 NOVEMBER 1980
Rernimeo Issue I
(Originally LRH OODs item of
28 August 1970)
Exec Series 27
CONTROL OF STATISTICS
I think GDSes are down in some sectors because some people just don't
know how to get them up. Many watch them from a spectator viewpoint. Well,
it's down. Fate. It recovered. Kismet (Russian for "fate"). It's level.
Will of Allah.
The missing datum is that an org's stats are totally under the control
of that org. An org's stats totally reflect the production and competence
of the org.
Let's take a letters in stat. You (a) increase letters out, (b) you
check out letter writers on getting R in the letters wholly, (c) you use CF
folders always when writing a letter, (d) you increase letters out, (e) you
spot-check letters going out for R and on-policy, (f) you put hard sell and
good promo out, (g) you use info packets, and (h) you get out heavy bulk
mailings on-policy, (i) you offer what you can deliver, (j) you deliver
what you offer. Result, letters in soars! My own letters in stat (when I
sign another name) is 1 for 1. In most orgs it's about 25% response.
But I'll bet a lot of orgs have it explained that it's fate or "promo
doesn't work" or "local public interest is low."
A success story stat is totally under control. You really use the tech
and really smooth out students and cases and you get I success story for
every completion. Then, because you have a success story, you get a re-sign-
up and get a new completion and a new success story.
So my attitude toward low GDSes is about the same as you'd feel for
somebody who didn't know he was driving and ran the car in a ditch on a
straight road!
I don't speak from lack of knowing. Because I've done it and it's about
as easy as riding an armchair.
Staffs make their own trouble. Once in Joburg they tested a whole school
of kids. Why, God knows. But they did. And then did the adult test grading
on them! "You see, Josie Ann (aged 10), you are having trouble with your
husband." Didn't half upset the parents. Tailor-made down stats.
Somebody hadn't checked out on WHY they were testing people. Or what
they were supposed to do with them.
Orgs are being penalized solely because of lack of training and
understanding and grooving in people.
Every point of neglect, every half-worn hat, spoils our reach just that
much. Every action well done, small or large, extends our reach just that
much.
The more you know and the better you do your job, the sooner we will
make it.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BDCS:LRH:SA:nc.gm BOARDS OF DIRECTORS
Copyright@ 1970, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
211
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 OCTOBER 1980
Remimeo Issue 11
(Originally LRH OODs item
of 8 September 1971)
Exec Series 28
Esto Series 48
INSTABILITY
You will find that persons who are having a rough time or giving others
one are either just leaving or haven't arrived on the post. In other words
they in some way are not actually ON post.
It is also an oddity that those who have to go to point B haven't
arrived ever at point A in order to be able to leave for B.
The ability to BE something strongly shows up in post performances. The
real stars can BE anything wholly and completely for short or long periods.
They ARE what they are being. They aren't just arriving or leaving.
To BE OR Unfle, that is the ability! To not quite be or to WAS is the
aberration.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright C 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
212
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 OCTOBER 1980
Remimeo Issue Il
(Originally LRH OODs item
of 13 May 1972)
Exec Series 29
HANDLE
R ef.
HCO PL 12 Oct. 67 OPERATIONAL, DEFINITION OF
HCO PL 4 May 68 HANDLING SITUATIONS
HCO PL 26 Jan. 72 1 Admin Know-How Series 29
Executive Series 5
NOT-DONES, HALF-DONES AND
BACKLOGS
Since December 1971 there has been a new command policy with regard to
handling projects and CLOs and orgs.
WHEN IT HAS TO BE HANDLED, HANDLE THE HELL OUT OF IT.
The reference is the HCO PL (26 Jan 72) on NOT-DONES, HALF-DONES AND
BACKLOGS.
But it is more important than that.
You can spread a lot of invested time over a wide area and get no
result. This is a sort of puttering around.
The way to really get someplace is give priority to definite whole
actions. This is done on order of value of result. "We'll do Area A, B, C
and D in that order! Now we'll take A and handle the hell out of it,
terminatedly finished done, total. We can be getting B ready meanwhile. But
with A done we now get B done. And so on. We handle hell out of what we're
handling."
The accuracy and extent of handling determines whether something is well
handled.
Actually, you're dealing with the definition of fully operational.
Something is fully operational when it FUNCTIONS WITHOUT FURTHER CARE OR
ATTENTION.
The Estos should learn this too.
Don't putter or fool about.
HANDLE THE HELL OUT OF IT!
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BDCS:LRH:SA:dr.gm BOARDS OF DIRECTORS
Copyright 0 1972, 1980
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
213
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER 1980
Remirneo Issue 11
(Originally LRH OODs item
of 22 June 1974.)
Exec Series 30
Esto Series 49
TECH
Every action that results in a product has a certain tech,
One finds out about it or develops it.
When one adopts false tech he will then wind up with confusion as false
tech will not deliver a product. It delivers a confusion-like psychiatry.
The more false tech you hold on to or apply the more confusions you will
get.
When real tech is invalidated then false tech can enter in. So the test
of false tech is does it give a confusion and the test of real tech is does
it give a product.
A Mis-U word in real tech then can let false tech in.
If the tech is not available for a certain job one then has to develop
it. His development will be correct only if it delivers a real product.
When one busily develops tech where proven tech already exists and is
available, one is wasting his time.
Technology is that part of knowledge that is used.
So it is not enough just to know. One also has to apply.
If one really knows his tech it is very easy to apply it. When one is
uncertain, his application is uncertain.
Life in living forms depends upon real products.
When products take too long to bring about or when they turn out to be
overt products then they are not economical to produce. Overdue and overt
products are both very costly in time and catastrophes.
If you find in any area you are taking too long to produce a product,
then it's time to review your tech. (A) Does tech exist? (B) If yes, "Am I
applying it?" (C) If no, "Do I have to develop it?"
If it is (C), then one had better get very busy sorting it out. It is
easier and less expensive to do that than to go on turning out overt
products.
Any product has its tech.
Do you know the tech to produce yours?
(Note: Also see HCO PL 23 August 1979, Issues I and 11, DEBUG TECH and
DEBUG TECH CHECKLIST.)
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted by the
BDCSC:LRH:SA:nc.gm BOARD OF DIRECTORS
Copyright Q 1974, 1980 of the
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED OF CALIFORNIA
214
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 SEPTEMBER 1980
Remimeo
(Originally LRH OODs item
of 24 March 1970)
Exec Series 31
A MATTER OF ORDERS
ARC breaks occur when a person in charge requests something be looked
into and he is given an opinion or an explanation.
It is not a true comm cycle.
"Go see what's smoking." "I think it's George burning toast."
"Put out a bow line."
"We've got one out." (When a second one is needed.)
Gives one a long string of non-comm cycles and is a sure-fire ARC break.
I think this is why those in charge get upset. Getting an opinion or
explanation when an order is meant to be done.
Part of the fault is not wording the order in anticipation of such a
reply.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright@ 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Exec Series 21.1
215
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 SEPTEMBER 1980
Remimeo Issue 11
(Taken from an LRH OODs item
of 31 Aug. 71)
Exec Series 32
Personnel Series 32
OVERLOAD AND HATTING
I have found that whenever I have had to handle something, I found the
person who should have handled it unhatted and with misunderstood words on
things intimately connected with his duties.
Thus I have found this cycle of great use and thoroughly recommend it.
1. Emergency item or omission requiring handling turns up.
2. Handle it right now fast (my handling something time lapse is about 5
minutes to half an hour). (That means terminatedly.)
3. Spot who should have handled it.
4. Interrogate the person on basics of his post (not ask about "hat
folders," etc.).
In all cases so far I have found the person not doing his post duties,
unhatted, with huge misunderstoods on words like "post," "hat," "muster,"
etc.
5. Hat the guy.
So I can tell you that any overload you have is from unhattedness of the
most basic kind.
An org is as efficient and looks as good as its people are individually
hatted and do their jobs.
It's a very good system. I recommend it.
A sort of a do-it-yourself HCO!
It works.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BDCS:LRH:SA:dr.grri
Copyright@ 1971, 1980 BOARDS OF DIRECTORS
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 Exec Series 24.]
216
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 MARCH 1981
Remimeo
All Exec
Hats
Executive Series 33
LEADERSHIP - MORE ABOUT
(Taken from tape lecture 5901CO4 of
4 January 1959 titled "Leadership.")
One of the basic things that we all face is a new adjustment. In your
past many lives here on Earth you were probably well adjusted. You probably
went on and on doing more or less the same thing. All of a sudden here's
this brand new look. You're not doing what you were accustomed to doing.
You are not riding at the same speed that you rode before. You are not
handling the same cultural values that you handled before.
In this society burning questions scorch all of us. How do you keep
marriages together? How do you raise kids? How do you hold in check and in
democratic balance a government which so outweighs the populace with
weapons that you never dare smile at it? How do you bring reform to an
organization that is totally powerful and is getting more and more
ignorant? How do you live in this changing world?
Once upon a time you could pick up a scythe and go down the line and
take your chance with the mounted knight and somehow or other bring about a
social reform. Once in a while you could win. Once in a while some
principles would triumph over the status quo. But right now that really
isn't possible.
FINDING SECURITY IN TODAY'S WORLD
How do you hold in line the gains we have made culturally and make more
gains? In what sort of culture should we be living? What sort of life
should we be living? How should we increase our own security? How should we
make things more successful, easier, better, more secure?
There is hardly anyone living a life of good security. The reason good
security isn't discovered is you have not yet worked out a pattern you
yourself consider secure in the face of advancing scientific technology and
advancing cultural pattern changes. The third dynamic is getting
disarranged and rearranged and the fourth dynamic is getting changed
considerably and none of us have really found our feet in this new change.
There used to be a miller. He ground the flour. Somebody brought him
four bags of flour, he ground four, kept one and gave three back. That was
his life.
Now the farmer has to buy back his own wheat, ground, from some large
company and pay top price for it. His economics are so complicated,
thereby, that he can't acquire a security.
It's gotten to a point where it doesn't do any good to save money for
your old age. The government has taken that all off your back. Or has it?
Will they ever pay you an old age pension? Who knows? Or will the old age
pension be so valueless in terms of money by the time it gets to you that
it will buy nothing?
SPACE OPERA VERSUS THE INDIVIDUAL
People have gotten busy and started to fire rockets at the sun. This
makes a change up into space opera. In the old days, waaaay back, when man
was going into
217
space, he did it with hypnotism, implantation and heavy duress-and he
folded up. All the great space societies were built by losing the
individual totally. They lost him utterly, and so they lost his initiative.
And they lost everything else that was good about Man. They became criminal
societies.
We are in a space age and that age is being built at the sacrifice of
the individual. On Earth today we alone can preserve the individual. There
are several committees for civil rights and that sort of thing that try to
fight against this incursion on individual liberty. But for every bit of
pressure they can exert or every power they can develop, somebody is
developing some new weapon, some new high-speed missile, something new that
overreaches again Man's own individual power. It is quite an interesting
view. It will become more and more interesting as the years move.
LEADERSHIP AND INDIVIDUALITY
When you begin to sacrifice the individual for the good of the society,
as has already happened here on Earth, you also sacrifice that which is
best about an individual: his individual sense of good, his individual
sense of responsibility for his own life and guiding it.
When that individual no longer feels that he is responsible for his own
life, when he is totally cared for by the state, when he is born in some
sort of a nursery and gets put on board a spaceship or in an army, and his
indoctrination consists of some hypnotic mumbo jumbo, you've lost one
thing: You've lost leadership.
For the individual is the only leader. A group can lead nothing. A group
democratically operated can select its leaders, who in turn govern it. But
when there are no longer leaders in a society, who do they elect? Who is
there to elect who can help or guide the society in any way? No great mass
of people can possibly elect a leader when there are none.
And that is what happens in a society. Individual liberty, individual
work, individual beingness and understanding go down in front of a
tremendous onslaught of modern scientific improvements. Gadgets and guns,
dependence on the state, all wipe out the individual. Therefore in this
society leadership suffers. And where you do not have adequate and
responsible leadership, you don't have a society, you have a criminal
element. All criminality is, is the abandonment of all responsibility on
one or more dynamics.
So what happens in a space opera society? Oh yes, we have fancier and
fancier ways to implant people. We have fancier ways to shoot dogs and
satellites and Christmas messages into outer space. We have gadgets and
keyboards and countdowns and cracked space helmets....
But who is around with enough responsibility to say what is to be done
with these things? Or does it all turn into some huge Frankenstein monster
that somebody has started and nobody can control?
"HE DIDN'T LIKE SOUP"
Societies of that character don't like individualists. I remember a
famous story called "He Didn't Like Soup." This individual, who was an
individual, gets raised amongst a bunch of space jockeys, space opera
fellows. He is in their midst at a meal as the soup comes along on the
assembly line. Each one of them, of course, takes off their bowl of soup.
Except this individual. The bowl of soup that appeared in front of him goes
on down the assembly belt. It gets into the works and gears at the end of
the assembly belt. Nothing like this has ever happened before so they don't
even have a fuse on the thing. It flashes back and closes out the power
plant of the building and, because the power plant goes, there is no way to
stop the atomic fission on the main power plant and it blows up the whole
town. When they ask this fellow why he did it, he says, "I didn't like
soup."
218
There we have an example of building a society so flimsily, but
apparently strongly, that any action contrary to its general will, blows it
up.
Similarly, the will and worth of one individual can always overthrow a
large, complicated, interdependent society-providing that individual can
come up to revolution, and there is no provision in the society for
leadership.
WHAT WE ARE DOING
What we are doing in Scientology today is not necessarily providing the
leaders of tomorrow. We are raising the general level of responsibility at
the same time all other social actions seek to depress it. We are keeping
something in balance that is more important, probably, than even I
understand.
If the future society cannot have men capable of sufficient
responsibility to be entrusted with tremendous weapons and the violence of
which the society is capable, then the more the society improves, the more
it will blow itself up! We have, perforce, a police state. What are the
police trying to do? They are trying to keep individuals from doing things.
Why do they have to keep individuals from doing things? Because individuals
are so irresponsible they are liable to do anything. That's why a police
state grows.
What we are doing is the only impulse I know of in the society at this
time which is actually directly pointed at the heart of the future police
state.
In a society where individuals are free, where individuals can be
rehabilitated, where individuals can still think, you can still have
leadership. One individual can be selected by other intelligent individuals
to represent them, or one individual by his natural ability can at least
control some sphere of the social order around him. And unless this social
order is controlled, unless there is a sphere that a thetan can bring order
into, you have nothing but chaos.
To lay down a big plan for Scientologists and say, "This is the
organization and this is what we are going to do: steps one, two, three . .
." is saying that none of you have a right to think or plan. The only thing
we can do inside Scientology is hold the communication lines of Scientology
and its service in an orderly state. And we can keep the show on the road.
But this is an inside perimeter.
SCIENTOLOGY INFLUENCES ON SOCIETY
How about where Scientology influences things outside?
Do you know if you processed a very small percent of the society, enough
order would result from their action alone to bring about sensible actions
on the part of the society! We are almost talking in terms of mysticism; it
isn't totally traceable. Where an individual is capable of bringing order,
there is order, whether he brings it or not. Where an individual is capable
of bringing disorder, there is disorder, whether he makes it disorderly or
not,
If you clear a few people in a town, a greater order is generated; we
have a greater sphere of order occur. This is not necessarily because these
Clears are going around being very active.
Now, leadership is totally the action of bringing order or it is not
leadership.
You hear people speak of the "leader of the mob." A mob doesn't have a
leader. It is a technical truth that a destructive mob or any large mob, if
called upon to elect somebody, normally elects somebody they can push
around but who will destroy them.
Here we have the impulse of Man toward destruction unless he has
responsible and reliable leadership so he can turn, in his own affairs,
toward areas that are being led.
219
RESPONSIBILITY
Where you find irresponsibilities, your society tends to fall apart.
Then people try to push it back together again by making it all equal or
making it a welfare state, and things start to go broke, inflation starts
to happen and the state takes all the responsibility away from everybody
and puts it nowhere.
We are directly in the teeth of such a movement. We are not a political
movement, however. Not even vaguely!
We are creating somebody who can live a better life. It is worthwhile
right in that sphere but we might as well look a little bit further.
We are creating somebody who can take responsibility in his own sphere
of action. We are creating people who can take responsibility for things.
If we create them as fast as the society says the individual can have no
responsibility, we will keep this ship from going down with all flags
struck.
WHAT IS LEADERSHIP?
Leadership and clearing are not necessarily in the same basket at all
since you could have a society totally made up of Clears and you would
probably have no leaders. But where you could only make a sprinkling of
Clears, you would undoubtedly be making some leaders. There is some
difference there.
An individual who will take responsibility generally does. And he keeps
things rolling.
It is all right to say "leadership," but what is it? It is a curious
thing, but do you know that there have been tomes written on this subject
that would crack your back? There are little gimmicks and "you never do
this but you do that," and tremendous numbers of rules, but nobody ever
said what leadership was!
If we are going into a society which is all but leaderless, we had
better know what a leader is.
A LEA DER IS SOMEBOD Y WHO CA N A SS UME
RESPONSIBILITY FOR HIS SPHERE OF INFLUENCE.
That is awfully simple, isn't it?
In a Scientology Church, if your Registrar and Assistant Registrar
cannot take responsibility for every reactive bank in the country, they
don't do very much. That is an awful mouthful: "Take responsibility for
every reactive bank in the country." And yet that is what it takes!
The next attribute of leadership is
IN THE PRESENCE OF LEADERSHIP,
COMMUNICATION IS POSSIBLE.
It certainly seems funny when you hear about the general who walks down
the ranks and no private may talk to him, and it is said the general is the
"leader" of these privates. Maybe their sergeants are, but not the general.
Why? Because the privates cannot talk to him. Communication.
A LEADER MUST BE ABLE TO GIVE
AND RECEIVE COMMUNICATION.
220
Of course, that means within his ability to have time enough to hear
everything that is said to him but, nevertheless, he can hear quite a bit.
And he certainly must have that ability to communicate.
Furthermore,
A LEADER MUST HAVE THE ABILITY TO HAVE
AFFINITY FOR THE PEOPLE HE IS LEADING.
And
A LEADER MUST BE ABLE TO INSPIRE
SOME AFFINITY IN THEM FOR HIM
and
THE GOA LS A ND THINGS HE STA NDS FOR MUST BE Q UITE
REAL AND THEY MUST BE TO SOME DEGREE OBTAINABLE.
The agreement has to be fairly good on the goals.
In addition to that
A LEADER MUST BE CAPABLE OFA REALITY ON THE
PLIGHT OF THE PEOPLE HE IS TR YING TO LEAD.
What is their reality. And recognizing their reality clearly, he need
not necessarily fall into it at all.
One of the great empires of all time, the early Turkish Empire, had in
charge of it a fellow named "Suleiman, the Magnificent." He had one great
fault: he never appointed any task within human possibility. He got a lot
done, but he shattered the whole thing. He never took a long look at, or
got a reality on, what people could really do. Therefore he fell away from
being a leader of that particular nation.
But leaders do not just lead nations. Every family has to have a leader,
unless it is composed of Clears. Two people can come to an agreement but
two people cannot plan. There has got to be somebody who, in the final
analysis, makes the last decision. Otherwise that decision is never made
and all activities undertaken are flimsy for that one reason.
RESPONSIBILITY AND LEADERSHIP
You will find people who are getting Clear or being Clear starting to
take leadership in their own zones of action. They are taking more and more
responsibility for what is going on around them. And, taking more and more
responsibility, they become more and more leaders. And, because they are
surrounded by people who are not Clear and because they are surrounded by
people who are in doubt or feel insecure or muddied up or scared, they will
find out that by their own ability to communicate, their own ability to
have affinity, their own concept of reality and the agreement they have
with their fellows-by these tokens alone-they will lead. Whether they want
to or not.
(A funny part of it is, the more they lead, the less gold braid you will
see them wearing because gold braid is to identify a leader who cannot be
identified otherwise.)
As we look at this, we look at our next step up the line which will be
influencing spheres of action, intentionally or unintentionally-
intentionally, I hope. And, influencing these spheres of action, we should
better and better understand what we are doing. People start turning to us
for some idea of what to do or where to go or what to
221
say. It is all right for you to keep saying, "Well, you make up your mind."
But sooner or later, to get the show on the road you are going to have to
make the decision and say (and the clearer you get the more willing you
will be to say it) "Black, white, yes, no."
If we are going to get the show on the road at all, whether we are Clear
or not-just by reason of what we know-we have to take a little wider
responsibility on this Earth today, a little more responsibility for the
reactive banks of our fellows, a little more responsibility for the state
of order in our immediate vicinities. And if we do that we can win.
It does not seem to me to be a very difficult job. It is a job you are
already well embarked upon.
L. RON HUBBARD
Founder
Issued in HCO PL form from the original 1959 tape lecture No. 5901CO4 by
Midshipman Council International
Accepted by the
BOARD OF DIRECTORS of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:MCI:nc.gm Copyright 0 1959, 1981 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Executive Series 32.]
222
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 JANUARY 1982
Remimeo REISSUED 10 MARCH 1982
Executive Series 34
WHAT IS AN EXECUTIVE?
What is an executive? Is it someone who is important? Who gets more pay?
Who has authority? Perhaps. But these are not the real reasons that such
posts exist.
Most successful executives can personally do more work than other
people: their output, quite usually, is very large. And though this is
often necessary, that isn't the reason either.
Let us take up the meaning of the word "executive." It is derived from
the word "executor" which means "a person who gets something done or
produced." The word comes from the Latin ex-completely + sequi-to follow,
and means "to follow through to the end." In other words, to get something
DONE!
In any business or production organization, its prosperity depends upon
GETTING THINGS DONE!
The executive is there to ensure that the people produce what they are
supposed to produce and in viable quantity and with no overt products.
And that is why an executive is there and that is what he is supposed to
do.
In these druggie days of supersocialism, people can get other ideas of
why an executive is there. And, unfortunately, executives themselves can
get other ideas of their role.
It is an unfortunate fact, whether in a capitalism or a communism, that
when an individual human being does not produce, he not only, in the short
run or long run, cuts his own throat but he also drags the whole team down.
A team or organization that does not produce not only loses its morale and
pride, it also is committing eventual suicide.
The graveyards of history are full of "leisure classes" that did not
produce: The peasants get real tired of seeing the aristocrats loaf and
eventually cut off their heads. Modern times are crammed with beautiful
experiments of "workers' paradises" where everyone is starving to death.
One sees the TV commercials and reads the paperbacks and they tell him
that his goal is expensively bought leisure and that the ideal is to lie
beneath the palm trees and do no work. Whole ideologies get built around
this beautiful dream of a world in which no single person ever lifts a
finger and sighs away his days in loafing bliss.
Unfortunately, this does not align with the facts. The unhappiest little
kids in the world are those who have nothing to do: They whine and mope and
quarrel and are quite a burden to their mamas. People on relief or living
on social security are the most miserable lot, morale-wise, one ever
collided with: They will tell you they would rather have a job. The death
rate of men who have retired is startling: Cast aside and feeling
purposeless, no longer producing anything, they, as insurance companies
will tell you, mostly pine away and die. In short, people who don't produce
are very unhappy people.
223
Union agitators, once upon a time, promised all the workers that in a
few decades they would be in clover. Less work and more pay was the slogan.
And where today is this dream? Failing to produce, union members are out
there in their millions, unemployed! And this lack of production is making
the cost of living so high that even if they did work, they would have
trouble finding enough dollar bills to buy a hamburger.
A certain amount of lying in the sun is a good thing. A laborer should
not be worked to death.
But all things are best in moderation. The "leisure class" goes to
extremes of purposeless loafing, the working man produces far less than
he's paid for and in either case down comes the organization or the
country.
A worker-oriented executive is trying to be liked by not requiring work
from his organization: what is he actually accomplishing? He is lowering
their living standards; he is pushing them into poverty; if he keeps on
failing to persuade them to produce, he will kill them off. It categorizes
as a suppressive act. "Go on, Joe, take the day off." "Oh, you poor fellow,
you shouldn't work so hard." "Who cares about the stats, let's only work
from eleven A.M. to noon." "Are you all comfortable as you doze? Oh, that's
good, snore on." Such a person is surely not an executive: he's an imposter
with a pistol leveled at the staffs' head. For surely, surely it is HE who
has them drawing such low pay and it is HE who will at last, through their
tolerated indolence, get them fired. It is HE who will lose the org. That's
a pretty high price to pay for "being a good fellow."
Holding a post on which he is entrusted to get things DONE, he is a
traitor to his organization and to his staff.
Of course, there are penalties connected to getting people to produce.
They are often green and unhatted and need somebody to show them where to
put what when. They are often bewildered and don't understand why these
papers have to go in the right folders. And when one tries to get them to
do some work, they sometimes snarl back or walk off and won't play pool
with one anymore.
But if one thinks that by taking it easy on staff he will make points,
an executive is VERY mistaken. Usually such an executive is actually
despised. Down deep the staff knows what he SHOULD be doing with them and
if he, having the title, doesn't do it, they see him as a fake.
It is interesting that staffs respect competent executives who get the
job done. They respect the one that makes them work and they trust him.
It is a maxim that crews, staffs and employees respect only those in
power who do their jobs and get them to do theirs. Oh, yes, they will elect
people who tell them they don't have to work. But it's interesting that the
first ones they blame when things go wrong are these worker-oriented
softies: in the chaos of their wake, the next one people will support is a
tough, strong one who knows his business.
The only executives that staffs and crews really respect are those who
get them to produce and get the job done.
Look at Carter, the past unlamented president. Although he talked a lot
about leadership, although he was the darling of the working man and all
that, in office he was so wishy-washy, soft and incompetent-everybody's pal-
that they eventually threw him out with a landslide victory for his
opponent, a very tough talking man who was actually anti-socialist.
However one tries to coat the pill, there is no substitute, in an
executive, for the ability to get the crew to produce.
The fire-breathing product officer will be followed and supported when
the wishy-washy old pal guy will be stepped all over in the rush to follow
a real leader.
224
Across the world, looking at organizations, one can spot every company
and org which has executives who do not get their crews to produce. Such
areas loom up like danger flags of trouble. Although their executives might
think they are being good fellows, loafingly cheered by all, the fact is
that their crews, behind their backs, despise them, the public regards them
with contempt and theupper management echelons look at those loafing stats
and put the names of those executives in a little black book for soonest
firing.
It is not hard to detect a happy, cheerful org: its stats are up. And it
is not hard to detect executives who are NOT making their crews produce:
there's lots of conflict and trouble in the place and their stats are down.
Management looks everywhere for executives who can get their crews to
really produce. And oddly enough, so do the crews. If you don't believe it,
try it.
L. RON HUBBARD
Founder
Adopted as official
Church policy
by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:dm.gm Copyright C) 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
225
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MARCH 1982
Remimeo
Finance Series 31
Marketing Series 19
Executive Series 35
EXECUTIVE SUCCESS
"The whole story of marketing is told in just a few words:
ONE FINDS OR STRENGTHENS OR CREATES A DEMAND.
"The whole story of economics is told in a few words:
ONE SUPPLIES OR DOES NOT SUPPLY A DEMAND AND GETS ADEQUATELY PAID OR
DOES NOT GET PAID FOR IT.
"The speed with which one can collect information, debug, write
immediate bright, applicable, doable programs or evaluations on each area
that will handle marketing, economics, delivery and collection and, above
all, the speed with which one can get out letters, despatches and telexes
based on the programs and get real dones on them back determines the volume
of income in any given time period.
"And that's the full essence of executive success-"
L. RON HUBBARD
Founder
Assisted by
Operations Chief
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:OC:kjm.gm Copyright 0 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Executive Series 33.]
226
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 DECEMBER 1982R
Remimeo REVISED 30 JULY 1983
All Orgs
All Executives (Revised to show changes which have been
All Management
Personnel made in the Executive Status levels.)
(Revisions in this type style)
Org Series 64R
Executive Series 36R
Esto Series 54R
Admin Know-How Series 44R
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 management.
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.
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.
227
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.
Above the level of service orgs we have middle management and still
above that we have the senior executive strata of management And each of
these echelons must know the tools of management and how to use them-
What has brought this about is the rapid expansion of Scientology into
wider 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 OEC (Org Executive Course) and the FEBC (Flag Executive Briefing
Course) have long been established as the essential courses for training
executives at service org level and above.
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 OEC and FEBC courses teach
this data and much, much more.
While at this writing there are numerous OEC and FEBC grads and more in
the making, thousands more will be needed to handle the current rate of
expansion.
Meanwhile an executive at any level and whatever his training needs to
know and use his management tools NOW if he is to function at all.
A div head must "know how to play the piano" within his division.
The posts of CO or ED, Chief Officer, Supercargo, Org Exec Sec and HCO
Exec Sec require executives who are capable of "playing the piano" across
the divisions of the entire org and using hats and posts and functions
correctly in order to achieve immediate production from the org as a whole.
228
At middle management one is handling not one function nor only one org
but many orgs and their functions, which requires "knowing how to play the
piano" at that level.
And at the senior executive strata of management, 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.
The obvious answer to all of this is an executive training program which
instanthats executives on the fundamental tools of management and provides
Management Status Checksheets through which an executive or manager raises
his status by BECOMING MORE AND MORE EXPERT WITH THESE AND AN EVEN WIDER
RANGE OF TOOLS. And such a program has now been developed!
MANAGEMENT STATUS CHECKSHEETS
The new executive training program consists of three status levels.
These levels are to be covered in a series of Management Status
Checksheets.
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: Instant-hats an exec on the most basic and
fundamental tools of management. At this level, the person is simply
thrown on post, the basic management tools are put into his hands via a
brief, rat-a-tat-tat Executive Status One Checksheet (with prerequisites
of Staff Status Two and the Basic Study Manual or Student Hat), and he
then gets on with it
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.
(Note: Even an OEC or FEBC grad would do his Exec Status One level, as
when he comes out of an FEBC, all in the clouds, the Exec Status One
level is needed to bring him back down to Earth and tell him het dealing
with tools which are very finite tools.)
2. EXECUTIVE STATUS TWO: For one to be certified at this level, one must
have
a. Completed the OEC;
b. Done the Exec Status Two Checksheet;
C. Have an adequate production record.
The Exec Status Two course covers 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: For one to be certified at this level, he
must ha ve
a. Completed the FEBQ
b. Done the Exec Status Three Checksheet;
C. Have a proven production record.
229
The Exec Status Three course 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.
Once these Executive Status Checksheets are issued, 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 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
CSI:LRH:pm.iw.gm Church policy by the
Copyright 0 1982, 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 731.1
230
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 7 A
Remimeo
All Staff
All PRs
Div 6's
Class IV Orgs
Saint Hills
AOs
FSO
Missions Executive Series 37
PR Series 48
GOODWILL
References:
HCO PL 10 Sept. 82 Finance Series 36
EXCHANGE, ORG INCOME AND
STAFF PAY
HCO PL 28 Feb. 65 DELIVER
HCO PL 26 May 61 Keeping Scientology Working Series 2
Reiss. 30.8.80 A MESSAGE TO THE EXECUTIVE
SECRETARIES AND ALL ORG STAFF
QUALITY COUNTS
HCO PL 21 Nov. 68 SENIOR POLICY
HCO PL 2 Sept. 70 FIRST POLICY
HCO PL 17 June 69 THEORGIMAGE
HCO PL 24 Aug. 65 11 CLEANLINESS OF QUARTERS
AND STAFF-IMPROVE OUR IMAGE
HCO PL I I Dec. 69 APPEARANCES IN PUBLIC DIVS
The amount of public demand for service and your future income are both
largely dependent upon GOODWILL.
Goodwill is the reputation an organization has with its publics for
integrity, good service, prompt bills paying, high quality delivery,
friendliness, etc.
Excellent technical delivery is what generates a blaze of goodwill and
PR that spreads by word of mouth like wildfire.
Events, open houses, tours, film or slide presentations-all such
activities serve to generate public interest and goodwill.
Training and processing are commodities that are far, far more desirable
than anything else this world has to offer. And when they are delivered
with superlative technical application with the out-of-this-world gains
that are possible, you would drum up so much public support that you would
soon have an army of ardent supporters outside your door, no matter how
much the psychs and press railed about us (even if they are still around to
do so).
PR
Good technical delivery makes it possible to have good "PR" (public
relations). By definition, PR is the art of making good works well known.
It is effective cause well demonstrated. When technical is creating
miracles on a regular basis, it is simply a matter of making this broadly
known. Your public will even do it for you on a "word of mouth" basis.
231
WORD OF MOUTH
Almost all Scientology prospects come from people who have had service
who are urging other people to have service or read books on the subject.
That is called WORD OF MOUTH. Word of mouth comes from having numerous
people in the field who are happy and cheerful and satisfied with their
service and who are active in the fields of Dianetics and Scientology.
There is where the bulk of your income comes from.
Word of mouth is a superior form of advertising to newspaper, radio and
TV ads. People tend to believe their friends. They are skeptical of
advertising. "It worked for Joe, it will probably work for me" is what
people think. And in Scientology they are correct.
When word of mouth and PR have been in neglect, it will be because the
org has not worked on the basis of goodwill and has let its tech go out
(and is therefore costing itself a mint). This applies to all organizations
and missions all the way up to the FSO and includes other units and
networks as well.
The "word," whether good or bad, spreads like wildfire. That's why
you'll never see anything empty out quite as fast as an Academy that is run
nonstandardly; or conversely, anything fill up as quickly as a tightly
scheduled, smartly run, in-tech Academy.
SUMMARY
Other factors also enter in where goodwill, word of mouth and PR are
concerned. The public, in dealing with the business world, has grown to
expect clean, pleasant quarters and smart, friendly service.
There is nothing as destructive of goodwill as dirty quarters, sloppy,
"help yourself" service and an unfriendly staff.
Clean quarters, professional conduct, good service and above all, a
friendly staff, all go a long way to promoting goodwill.
It is not only the job of the Public Relations Officer to secure
goodwill. It is part of EVERY staff member's job to help build goodwill for
the organization by doing those things that will cause the public to think
well of it, and by refraining from doing those things that would result in
bad PR for the organization.
Above all, it is every staff member's primary concern that the
organization is delivering the best tech quality possible. This point IN is
the source of goodwill.
You must take a hand in creating goodwill. It is YOUR org!
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:fa.iw.gm Copyright 0 1983 by L. Ron Hubbard ALL RIGHTS RESERVED
232
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 AUGUST 1979
Rernimeo
Marketing Series I
PR Series 34
DIANETICS AND SCIENTOLOGY ARE NEW
People who have been in Dianetics and Scientology for years see it as a
way of life. They accept it.
But to listen to them you'd think Dianetics and Scientology had been
around for the last 50 billion years at least!
They have lost their viewpoint of the newness of Dianetics and
Scientology.
They do not realize that Dianetics and Scientology are new news to the
bulk of the world's population.
They do not realize that the oldest Dianetics or Scientology books are
brand new books to the bulk of humanity!
Before 1949 Man's knowledge of himself, the spirit and the mind was a
black barbarism. Look over the psychology, psychiatric and religious texts
of the '30s and '40s. Man could not change. He was a degraded animal. The
way you applied therapy was dreams or drugs, ice picks and ice baths.
Only Dianetics and Scientology began the road out of that witch pit.
But the witch pit is still there for almost all the world!
Because Scientologists number millions, Scientologists do not look at
the billions to whom Dianetics and Scientology are BRAND NEW!
Those billions are still in the witch pit. They are still boiling.
Dianetics and Scientology are NEW NEWS.
We are the only road out.
Just because YOU are making it is no reason the world will. (If you
aren't making it in auditing, if you are a "failed case," get yourself a
repair-Scientology is the only approach ever developed that repairs itself
too! And that is also new news!)
Let them in on the new news!
Cultures change slowly. It took centuries for Man to realize that
slavery was wrong and could be changed. Cultures don't shift overnight.
So write and act like you have new news.
Recover your viewpoint by comparing what you now know to what they still
don't know in even "modern" institutions.
You have new news. And Dianetics and Scientology are good news. In fact,
the best news Man has ever had. Don't sit on it!
L. RON HUBBARD
Founder
LRH:ab.gal.gm Copyright a 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
233
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I SEPTEMBER 1979
Rernimeo
Marketing Series 2
PR Series 35
MARKETING, PROMOTION AND DISSEMINATION
DEFINED
MARKETING: The conceiving and packaging and the moving of a specific
product into public hands. It means to prepare and take to and place on
the market in such a way as to obtain maximum potential and recompense.
PROMOTION: To make something well known and well thought of. In our
activities it means to send something out that will cause people to
respond either in person or by their written order or reply to the end
of applying Dianetics or Scientology service to or through the person or
selling Dianetics or Scientology commodities, all to the benefit of the
person and the solvency of the org.
Promotion is the art of offering what will be responded to. It consists
only of what to offer and how to offer it that will be responded to.
By promotion in a Scientology organization we mean reach the public and
create want.
DISSEMINATION: Spreading or scattering broadly. By dissemination in a
Scientology organization we mean making broadly known the materials,
services and results of Dianetics and Scientology through books,
promotional material, letters, films or other media or activities,
including word of mouth.
L. RON HUBBARD
Founder
LRH:nc.gm Copyright 0 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
234
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I JANUARY 1977RA
Remimeo REVISED 29 AUGUST 1979
(Revisions in this type style)
(Re-revised 29 August 1979 to include Marketing Purpose and reissued as
part of the Marketing Series.)
Marketing Series 3
PR Series 33R
MARKETING HAT
The Marketing Bureau motto is CREATE WANT!
The PURPOSE of marketing is to CREATE WANT and to SELL SOMETHING.
That includes selling something that can be delivered.
The keynotes of any marketing action are
1. Search around and find what there is to sell. Get very full lists.
2. Pick one item.
3. Find out all about it.
4. Find any past history of it or any similar item in sales.
5. Survey the item on a variety of publics to find out
a. Which public will buy it
b. What that public wants, needs or would demand
C. Any past surveys on it or a similar item
d. Do a positioning survey per HCO PL 30 Jan. 1979, Reissued 30
Aug.
1979, Marketing Series 5, PR Series 30, POSITIONING, PHILOSOPHIC
THEORY
6R. A. Use the survey results to position (particularly 5d).
B. Use the remaining survey results to write the copy, keeping in
mind that your positioning dominates it.
7R. Write a sales campaign including what want it fulfills (by survey)
and what the key buttons are for that public chosen (by survey). Include
fliers, info sheets, ads, material for salesmen of it, order forms. Use
graphic design which forwards the positioning and use the positioning in
the surveys in all issues regarding the campaign. "The Basics of
Marketing Stable Data" has to be applied heavily at this point to all
issues, ads and campaigns. (See HCO PL 7 Feb. 1979R, Rev. 3 Sept 1979,
Marketing Series 7, PR Series 31R, THE BASICS OF MARKETING.)
8. Design or get designed and laid out the items in the sales campaign.
9. Get them printed (or placed, when ads) according to the design.
235
10. Write a full program for the item's release whether new or old.
11. Assure a supply of the item can be gotten for selling at the points
it will be sold.
12. Release the campaign.
13. Adjust and handle any bugs in any points above.
14. Arrange a continuation of the campaign so that it is not just a "one-
shot" action but will go on and on, such as distribution and continued
issue of the literature.
15. Keep a visible record of the successes of the campaign week to week
and be prepared to correct, review or restart the campaign whenever it
falters.
16. While working on the above, during the wait periods, pick another
item and go through all steps for it as above.
17. Keep each item's checklist (as per this PL) in a folder for that item
which contains all marketing actions. All pertinent papers, work and
work copies to be filed in this folder with all results as they continue
to come in.
18. Review folders from time to time to evaluate them and restart them or
reinforce them.
19. Do not leave any stone unturned to find old or new items that could
be marketed.
20. Do not fall for needing new items only or pushing only the new and
realize that volume selling of everything you have is the way to market
successfully, and that you have to keep on selling anything in order to
get a large constant gross.
21. Be a high-volume success!
L. RON HUBBARD
Founder
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:lf.jk.gal.gm Copyright @ 1977, 1979 by L. Ron Hubbard ALL RIGHTS
RESERVED
236
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 2 SEP
Rernimeo
All Staff
Marketing Hats
Dirs Promo
PRs
Div 6 Marketing Series 4
PR Series 36
SURVEYS ARE THE KEY TO STATS
(From LRH ED 161 INT, 18 Dec. 1971, same title.)
References:
HCO PL 13 Aug. 70 PR Series 2
Issue 11 THE MISSING INGREDIENT
HCO PL 13 Aug. 70 PR Series 3
Issue III WRONG PUBLICS
HCO PL 27 Nov. 71 Executive Series 3
MONEY
HCO PL 3 Dec. 71 Executive Series 4
EXCHANGE
HCO PL 2 Jun. 71 PR Series 10
Issue II BREAKTHROUGH, PR AND PRODUCTION,
TONE SCALE SURVEYS
HCOB 25Sept.71RB TONE SCALE IN FULL
HCOB 26 Oct. 70 OBNOSIS AND THE TONE SCALE
We can do too much.
By just flying ruds on people we could cure what often passes as
insanity.
By Word Clearing we could change the whole educational picture.
We could handle the whole problem of psychosomatic (mentally caused)
physical illness.
We could lower industrial absenteeism from illness.
We are the only people who can cure drugs.
We could do a thousand other things with our tech.
That makes us unbelievable. Nobody on the whole track could ever do
these things.
So when we broadly offer everything we can do. it is too much.
SURVEYS
To find out what people want or will accept or will believe, one does
SURVEYS.
HCO PL 2 June 71, Issue II, PR Series 10, BREAKTHROUGH, PR AND
PRODUCTION, TONE SCALE SURVEYS, tells you how to phrase survey questions.
It is not hard to do surveys.
237
When you have one done, the data should be USED. The real fault in doing
surveys is not using the result in promotion.
EXCHANGE
You and your org are involved in exchanging valuables for valuables.
You offer a valuable service in return for valuable money.
(See HCO PL 27 Nov. 71, Executive Series 3, MONEY and HCO PL 3 Dec. 71,
Executive Series 4, EXCHANGE for further information on what exchange is.)
So in surveying, you are in actual fact seeking to know WHAT SERVICE
THAT YOU CAN DO WILL PEOPLE CONSIDER VALUABLE ENOUGH TO GIVE MONEY OR
VALUABLES FOR.
STATS
When you have this answer, you have the answer to prosperity stats.
PROMOTION
Promo done without survey, magazine ads without survey, flyers without
survey, you are going it blind.
It's pathetic to realize that you might be within an eighth of an inch
of the right offering without making it. Sort of like digging two feet away
from the gold vein and getting an empty hole when you could have a million
dollar mine.
Working without surveys, you could spend thousands a month on promotion
and lose it all.
Or working WITH surveys, you could spend hundreds on promotion and make
hundreds of thousands.
It all depends on knowing how to do surveys, doing them, really
tabulating the results and USING what you find.
INVOICES
You can even do a survey out of invoices. You can see what book sells
best lately and then look into the book to see what it seems to promise and
then promote that; you do that and you'd increase your delivery volume.
Or you could find the popular book by invoices, find who'd bought it and
survey the buyers as to what they would consider valuable in it and promote
that service, and you'd increase delivery sales.
You could review invoices to tabulate what part of the town or state
your customers came from and saturate (fill up) the area with promo and
increase your delivery sales.
You could see by invoice survey what they bought and do a flyer on that
and use that flyer to saturate that area.
Invoices are very useful. It is a must to set up an invoice-counting
project to see what to put in the next bulk mailing.
SUCCESS STORIES
Taking all back success stories, particularly from an affluent period,
and finding out what the people were most appreciative about and then
converting that to a training or processing offer and using it for promo is
a vital action. Not to quote the
238
success stories-we do that and it's fine. But to SURVEY the success stories
to find out what to offer.
EXAMINER REPORTS
A survey of past Examiner Reports for exam comments after certain
specific actions or courses have been completed is very revealing.
This gives you what you can offer with confidence.
It gives you a promotion base on which to build a campaign.
PAST PROMOTION
One also surveys past promotion. What gave the largest percent of
response?
Promo which returned I I% or 16% is phenomenal.
You judge the accuracy of your survey by the success of the promo based
upon it. If the success is not great you resurvey.
SATURATION
When you are serving only the same people all the time, you can hit a
saturation point (all filled up) by never offering their next action.
This next action requires a survey.
And new people must be fed in.
An example is an AO that got fat selling OT VII to old customers and
neglected promotion to get new customers and eventually saw its stats begin
to sink.
So surveys of old customers and new customers have to be done and each
promoted to.
Thus, you have different PUBLICS which have to be surveyed. In this case
"old public" and "new public." Each requires a different survey and a
different survey action and different promotion.
TOTAL EFFECT
Desperation often leads one to try for a TOTAL EFFECT. (See Effect
Scales in HCOB 18 Sept. 67, corrected 4 Apr. 74, "Scales," and in the book
Scientology 0-8.)
One has sometimes seen a student trying to push home a full Dianetics
Course in fifteen minutes to his non-Scientology friends.
His R is wrong. He sometimes doesn't even get an ack in exchange!
If, perhaps, he demonstrated a Touch Assist expertly, explaining body
comm, they would look on him as a wizard!
Some student can make his whole audience depart by talking about past
lives and OT states when if he explained that people often led sad lives
after a family member died he might have an awed audience.
But to be sure how to have an awed audience, even the student would have
to 66survey" a little bit. He'd have to ask them what they wanted handled
or something and then talk about that. In that way he would be certain of
attention.
A student or an org can get desperate and try for a total effect by
telling or
239
offering everything they know-and fly right out of the reality of their
audience.
MISSION
You as a Scientologist have a certain mission toward the world.
It is not a very civilized world.
You can bring it friendliness, peace and understanding,
How do you find an entrance point into this unfriendliness and lack of
love?
The answer is surveys.
Hereinafter, issue authority must be given only when promotion can cite
what survey it has based this upon.
Survey, lack of, is the weak link in all promotion.
To better your stats you must get this in.
Failure to survey can cost you thousands in ineffective promo and tens
of thousands in lost stats.
So the word is
SURVEY!
KNOW BEFORE YOU PROMOTE!
L. RON HUBBARD
Founder
LRH:nc.gm Copyright 0 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
240
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 JANUARY 1979
PRs CORRECTED AND REISSUED 9 FEBRUARY 1979
Marketing Pers RESTORED 28 JULY 1983
Copywriters
Artists
Designers
Lecturers
Div 6 (Cancels HCO PL 30 Jan. 1979R, revised 16 June
1980, POSITIONING, PHILOSOPHIC THEORY.
That issue was illegally revised by another. The
original LRH version issued on 30 Jan. 1979 was
reissued 9 Feb. 1979 to correct the address in
the second paragraph. That original version is
hereby restored.)
Marketing Series 5
PR Series 30
POSITIONING, PHILOSOPHIC THEORY
Although Madison Avenue has used "POSITIONING" for some years, it has
not fully understood the actual philosophical background that makes
"POSITIONING" work.
There is an excellent booklet called The Positioning Era put out by Ries
Capiello Colwell, Inc., 1212 Avenue of the Americas, New York, N.Y. 10036.
Copies of it are probably available from the company or the Marketing
Bureau on Flag or Publications Organization US. It is an excellent booklet.
It does not, however, give the philosophical background which, probably, is
not generally known. Probably it was never discovered. I had to work it out
myself.
Buckminster Fuller, an engineer and architect of some renown, says that
it is a two-terminal universe. In other words, the universe is built by
twos.
In electricity you have heard of two "poles"-the positive and the
negative. You only get movement or generated energy in the presence of two
poles. That is the principle of the electric motor, why current flows from
one point to another point and so forth. There are four possible
arrangements of these two poles: they are positivenegative, positive-
positive, negative-negative and negative-positive.
In the reactive bank a positive and a negative, when occurring together,
tend to bring about a stuck point in time. You sometimes see this in a
marriage where the husband is jolly and carefree and the wife is sad and
morose. One wonders why these people would ever stay together. The fact of
the case is, due to reactivity of the mind, they can't do anything else,
Despite propaganda that "one should live for oneself alone," the fact is
that it is very difficult and most disappointing to do so. Life really
can't be lived on the first dynamic alone. If you don't believe it go on
out in space 300 miles and sit there for a while, you won't like it. You'd
be calling Houston every few minutes.
241
In any event, one could say that life was at least a two-pole activity.
Actually, it is not only always just two but certainly it doesn't go along
well with just one and goes best with several, ask any popular person.
Fast communication is most easily done by comparisons. When one asks
"What is the book like?", he really is not trying to get you to describe
the book. He means that he wants some comparison. He will be happiest with
the answer if he is told that it is like another book with which he is
familiar. It would take you a lot longer and involve you in a lot more
arguments if you just tried to describe the book to him instead of
comparing.
"What does it taste like?" is satisfactorily answered, "Like candy."
That, if it has some shadow of truth and accuracy, is a perfectly
satisfactory answer to the other person.
So we get a law which is this:
THE UNFAMILIAR IS RAPIDLY INTRODUCED OR COMMUNICATED BY COMPARING IT TO A
FAMILIAR.
Joe knows nothing about practice boxing gloves and there are none there
to show him and he will be fairly satisfied if he is given a familiar
object, pillows, to compare them to,
Thus, one can achieve a very rapid communication by observing the following
law:
ONE CAN ACHIEVE THE APPARENCY OF FAMILIARITY, EVEN WHEN THE PERSON HE IS
COMMUNICATING TO HAS NO KNOWLEDGE OF THE SUBJECT OF COMMUNICATION, WHEN HE
ASSOCIATES IT IN THE MIND OF THE OTHER WITH SOMETHING WITH WHICH THE OTHER
IS FAMILIAR.
Positioning takes advantage of a fact that one can compare the thing he
is trying to get the other person to understand with desirable or
undesirable objects. Desirable objects are now more commonly used in
advertising. Undesirable objects are more commonly used in propaganda. By
comparing this unfamiliar thing or the thing he wants to sell to another
desirable object or by comparing something he wants people to detest to an
undesirable thing, he can achieve a rapid communication and comparison.
Further advantage is taken of the fact that one can position above a
familiar object, with a familiar object, below a familiar object, at, to,
against and away from a familiar object. This opens the door to an
opportunity to establish an opinion of the thing one is seeking to
communicate. You might call it an "instant" opinion.
For example, we know that an astronaut is a familiar, highly regarded
being. Thus, we position a product above, with, below, at, to, against or
away from an astronaut.
We know that people think angels are good, sweet and kind, so we
position another something above, with, below, at, to, against or away from
angels.
We know people loathe psychiatry, so we communicate something as being
loathsome as saying it is below (worse than) psychiatry. We could also make
people think something was good by saying it was against psychiatry, bad
because it would bring them to psychiatry, or awful because it used
psychiatrists (like the tax people).
242
A common use of positioning in advertising is to take a product which,
by reason of advertising, is familiar to the public and is regarded by them
as the leader in the field and then positioning a new, untried, unfamiliar
product above it, with it, or just below it. Thus the new product gains a
sudden spurt in sales by being compared to the leader.
In fact, in the field of advertising this has been the primary use of
positioning, probably because no one had carried the idea back to a point
of formulating the actual laws of it and thus broadening its use. They
thought in advertising, evidently, that the basic theory of it was the
"pecking order of hens" which means that the whole barnyard is usually
found to have a top hen and a bottom hen and they peck each other in that
order.
Apparently, from talking to ad guys, they thought that by putting their
products in the pecking order against the top product they made their
product higher or just with or just below the top hen. That's what the
advertising people get for associating with such "experts" as
psychologists.
POSITIONING can be seen to have far, far broader uses than "cola" and
"uncola" ads when you study the above basic PL data. The horizon becomes
very, very vast and all around because with it you can attain fast
communication about the unfamiliar and can formulate "instant opinion."
When used in advertising, posters, write-ups, PR, propaganda, or any one
of many activities, forceful and effective positioning requires certain
requisites:
1. The selection and identification of the public or person one is
trying to cause to have an instant opinion, desire or repugnance.
2. Work out whether you are trying to do a good or bad relationship to
the familiar object you will find and what kind of an opinion, desire or
repugnance.
3. Survey that public with questions which do not even mention the thing
you are eventually going to use the survey for to find what they consider
wonderful, popular, useful, etc., etc., or awful, terrible, etc., etc. You
can survey for attitudes, objects, professions or anything else you have
chosen that will even dimly compare with something you are going to use the
survey to push.
4. From the majority answer of this survey, choose an object,
profession, attitude, etc., etc., that they think is great or awful or
whatever.
5. Get a bright idea of how to compare the thing you were trying to
communicate to the familiar object, attitude, profession, etc., that they
all firmly have an opinion on.
Do as many other surveys as you like of this same public you are trying
to reach to get their attitudes in general or attitudes about what you
found or even their general likes and dislikes, vocabulary, habits of
dress, etc., so you can write copy and draw pictures that seem to be them
or what they would say or do.
Do your drawings and write your copy.
If you have been clever, you will succeed in communicating forcefully
and effectively and instantly at a glance something that was very
unfamiliar to them previously.
All the other rules of copywriting, art and design, impingement, etc.,
are dovetailed into this to make more of it.
243
By doing a lot of practice with this and drill, drill, drill, drill and
getting experienced with it, you will suddenly find yourself able to use
this in PR, advertising, marketing, and communication in general with an
impact that will be very effective and very startling.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:iw.gm Copyright 0 1979, 1983 by L. Ron Hubbard ALL RIGHTS RESERVED
244
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JUNE 1978
Org Staffis REISSUED 31 AUGUST 1979
Div 6s
Registrars (BPL of 25 June 1978 now issued as
FSMs an HCO PL under same date and title.)
Missions
Groups
(Reissued 31 August 1979 as part of
the Marketing Series.)
Marketipg Series 6
PR Series 32
COME-ON DISSEMINATION
A recent look at dissemination revealed the following data:
DISSEMINATION BY MEANS OF PURVEYING A LITTLE PIECE OR SEVERAL LITTLE
PIECES OF TECH (to answer questions, show how a person's problem could
be handled, show how the mind works, etc.) ENDS THE CYCLE AND TERMINATES
THE REACH.
DISSEMINATION BY MEANS OF "COME-ON" STRENGTHENS THE REACH AND LITERALLY
PULLS THE PERSON IN.
COME-ON
Come-on is defined by Ron as follows:
"A thetan is a mystery sandwich. If we tell him there is something to
know and don't tell him what it is we will zip people into Div 6 and on
into the org." (LRH)
So in using come-on, one simply does the above. You either have or you
create interest in your prospects-then you channel them along. Their own
curiosity will pull them along the channel, providing you created the
correct mystery in the first place.
You channel by indicating where and how to get the data-never just GIVE
the data. And one can keep on doing this to a person-shuttle them along
using mystery. Dept 17 services especially should be geared to this, one
service ending in some mystery that only the next Div 6 (or better yet, Div
4) service will solve. One can also put this type of come-on promotion in
books one sells so the person buying the book is put into mystery and
doesn't just end on a win by reading that one book alone.
END-OFF
Reach gets blunted or terminated once a person gets his question
answered, the solution to his problem, etc. Purveying random and little
pieces of tech to a prospect and the public at large does just this. This
is end-off dissemination.
Thus one should gear one's dissemination to the come-on and keep the
prospect's appetite for knowledge and mystery well stimulated and channel
the person right along so that he will and does become an actual
Scientologist.
In our case, the curiosity restimulated eventually will be fully
answered and to the person's complete advantage. When he is given a mere
scrap of information, he has
245
I
been denied the full data, gains and technology which will be his if he
attains the benefits of major services.
DEFINITIONS
"MYSTERY: the glue that sticks thetans to things." (Dianetics and
Scientology Technical Dictionary).
"MYSTERY SANDWICH: 1. the principle of mystery is, of course, this: the
only way anybody gets stuck to anything is by a mystery sandwich. A person
cannot be connected to his body, but he can have a mystery between him and
his body which will connect him. You have to understand this thing about
the mystery sandwich. It's two pieces of bread, one of which represents the
body and one of which represents the thetan, and the two pieces of bread
are pulled together by a mystery. They are kept together by a volition to
know the mystery. (PAB 66) 2. a thetan stuck to anything is, of course,
just a mystery sandwich. Thetan, mystery, object-mystery sandwich. (SH Spec
48, 6108C3 1)" (Dianetics and Scientology Technical Dictionary).
COME-ON: (noun) "something offered as an inducement" (Webster's New
World Dictionary). "something offered to attract or allure; enticement;
inducement" (World Book Dictionary).
SUMMARY
Imbue your prospects and the public at large with a thirst to find out.
Mystery, not little scraps of data, will be found to be the biggest puller.
L. RON HUBBARD
Founder
Assisted by
Suzette Hubbard
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SH:dr.jk.gal.gm Copyright C 1978, 1979 by L. Ron Hubbard ALL
RIGHTS RESERVED
246
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 FEBRUARY 1979R
Remimeo REVISED 3 SEPTEMBER 1979
(Revisions in this type style)
(References updated and reissued as part of
Marketing Series, 3 September 1979.)
Marketing Series 7
PR Series 31R
THE BASICS OF MARKETING
There are certain stable data anyone engaged in marketing or preparing
the materials for marketing should memorize so that he can think with them.
These are not just stable data which one uses to qualify whether or not a
marketing thing is okay; these are the stable data from which a marketing
person, or anyone connected with the development of marketing, use to
create the products related to marketing such as fliers, ads, info sheets,
material for salesmen, posters, etc., etc. Memorize the basic data given
below and be familiar and able to work with the material contained in
parentheses after them so that you can think with these stable data.
0. Be a professional in anything you do.
I . Survey for the public and then survey that public with regard to any
product. (HCO PL 2 Jun. 71 11, PR Series 10, BREAKTHROUGH-PR AND
PRODUCTION-TONE SCALE SURVEY; HCO PL I Jan. 77RA, Rev. 29 Aug. 79,
Marketing Series 3, PR Series 33R, MARKETING HAT, HCO PL 12 Nov. 69,
APPEARANCES AND PRO; HCO PL 13 Aug. 70 11, PR Series 2, THE MISSING
INGREDIENT, HCO PL 13 Aug. 70 111, PR Series 3, WRONG PUBLICS; HCO PL 23
Nov. 69, INDIVIDUALS VS. GROUPS, and any other survey tech.)
2. Do your homework. (Study the market, competitors, field, publics,
etc.)
3. Be fully familiar with the propaganda line of PR or public image your
company is currently following.
4. Know your product.
5. Establish and use a positioning for every product. (HCO PL 30 Jan.
79, Reissued 30 Aug. 79, Marketing Series 5, PP Series 30, POSITIONING,
PHILOSOPHIC THEORY.)
6. Impinge! (Applies to graphic design, campaign ideas, anything else.)
7. Be alive! (Don't compose dead downgrades.)
8. Direct people's attention. (This applies to graphic design, wording
of ads, placement of ads, color choices, ideas, capers and stunts.)
9. Make material aesthetic. (Know how to use geometric design, color
wheels, color depth perception, layout, etc.)
247
10. Be clean, clear-cut, comprehensible. (Don't be complex and muddy.)
11. Use come-on. (In advertising you never tell all you know, just tell
people how they can get it or find it.) (See HCO PL 25 Jun. 78, Reissued
31 Aug. 79, Marketing Series 6, PR Series 32, COME-ON DISSEMINATION.)
12. Create want!
L. RON HUBBARD
Founder
LRH:dv.1r.jk.gal.gm Copyright 0 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
248
HUBBARD COMMUNICATIONS OFF
Saint Hill Manor, East Grinstead, Susse
HCO POLICY LETTER OF 4 SEPTEMBE
Rernimeo Marketing
Personnel
Copywriters
Artists Marketing Series 8
Designers
Div 2 PR Series 37
Div 6
Lecturers
PR MORE ON MARKETING BASICS
The duty of marketing is to make sure that something gets marketed in
such a way that it will be wanted and delivered. To accomplish that, one
needs to know his marketing basics.
PRODUCT AVAILABILITY
Marketing is supposed to create want and demand, but it is fatal to
create want and demand where no delivery is going to occur.
Marketing is also supposed to engage in and result in some sort of
exchange. Another way of saying "we deliver what we promise" would be, for
marketing purposes, 66we promise and promote what we can deliver."
A created demand which then cannot be fulfilled results in ARC breaks
with, further, the time, effort and money put into that marketing action
down the drain. Also, in such a case, as far as the public goes, the
credibility of any future marketing done is apt to suffer.
Thus, one markets WHAT IS THERE RIGHT NOW IN EXISTENCE THAT CAN BE
DELIVERED. And the marketing of a NEW item must be dovetailed with the
actual release and availability of the new item for delivery.
In this way we reap a whirlwind of business, the public gets delivered
to and the created demand gets fulfilled.
TWO VITAL MARKETING DATA:
REALITY ON THE PRODUCT/REALITY ON THE PUBLIC
There are two important data which must be used in marketing. When these
are not applied, the result is a marketing piece which does not communicate
to the public it was intended for, and therefore the promotion is worthless
and a waste of money.
These data are
1. TO GIVE ANY READER REALITY ON AN ITEM, THE COPYWRITER HIMSELF HAS TO
HAVE REALITY ON THE ITEM.
2. TO COMMUNICATE TO AN AUDIENCE, YOU HAVE TO HAVE A REALITY ON THE
AUDIENCE AS TO WHERE THEY ARE AT AND WHAT THEY ALREADY KNOW OR DON'T
KNOW.
Applied, these two data are the basics on which any successful marketing
campaign, small or large, is built. If one knows the product and knows his
audience, the remainder of the actions necessary to bring the two together
become relatively easy.
THE MARKETING CYCLE
Probably some marketing failures result from a false datum that to
market is synonymous with directly selling to the customer. That is a wrong
concept and woefully incomplete.
Marketing includes all actions from before the beginning of the
production right
249
on through to its use by the customer and its word-of-mouth promotion by
the public. Your first step is you've got to have a product to market that
will market. And you have to groom that product up so you can market it.
From the first moment a product is conceived, much less produced,
marketing has to be in there with surveys to establish the design and use
of the product, and it carries on through at every stage to make sure that
it will eventually sell and get good word-of-mouth promotion.
Advertising enters into it. The basis of advertising is: you have to
attract, you have to interest, and you can then get your message across.
It's in that sequence.
Another part of marketing is distribution planning. Without a plan to
get the promotion and the product distributed to those points where the
promo will be used and the product sold and consumed, you can't market.
And there is one more step in marketing that you have to take, which is
the standard step of PR. You have to review your marketing program and your
issues and your promo and find out if they were put to use. Did the issues
and promo ever arrive? Did the promo ever get printed? Was it actually
used? And what was the response to it?
A completed marketing cycle would always include such a follow-up. The
success of an existing marketing campaign or the success of the next
marketing campaign would depend upon it.
SHOTGUN MARKETING
"Shotgun marketing" is marketing without any concentration on the actual
marketing of any one individual product. Pushing everything all at once
scatters the audience attention and weakens the impact of the individual
items.
Cure yourself of sending all your materials out in a wad as it is a
fatal failure. It is only the amateur in PR and marketing who sends out
everything he has or has ever heard of in a single shot and thus winds up
selling nothing.
On the professional side, one sends materials out piece by piece to
arouse and stimulate interest. When interest is stimulated one gets
response.
So just don't indulge in shotgun marketing. And don't allow yourself to
be talked into it for whatever reason.
Release your materials strategically.
That's part of effective marketing and it's what brings about sales.
As a stable datum, the most attacked and suppressed line in any org or
management unit is promo and marketing and one has to know his business to
spot it and halt it before it does him in. Were we able to clean out just
this one factor in management in every org, we'd have a boom, just like
that!
A large part of handling this factor lies simply in both marketing and
management terminals understanding marketing and its basics. From there
it's a fairly short step to getting the marketing basics applied.
That's really all it takes to produce a boom.
L. RON HUBBARD
Founder
LRH:nc.gm Copyright a 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
250
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 5 SEP
Rernimeo
Marketing
Personnel
Copywriters
Artists
Designers
Layout
Printers Marketing Series 9
Div 2
Div 6 PR Series 38
THE ASSEMBLY LINE FOR PRODUCED PROMO
A few years back I found, in a study of the flow lines of promo, that it
was very difficult to get a line to move from idea stage to a disseminated
piece of promotion.
DESIGN OMISSION
A study of the graphic arts textbooks on layout being used revealed that
they began their org boards and flow lines in the print shop! That's
several notches down the line in the production of effective promo. Omitted
was the vital step of design.
The textbooks were a printer's idea of the world and, being printers,
they would not really know much about the source of copy or ideas. The book
misdefined "dummy" as "rough layout" and misdefined "rough layout" as full
design and layout. And that was the text being used. As a result, when
requests were made for promo pieces, the reply was, "Well, give us the
dummy," and when the dummy came, it was, "This isn't the layout."
You can't start making columns of printing (galleys) without somebody
doing a design and dummy. And you can't do a "rough layout" or any layout
at all unless you have a design of what the piece is trying to look like.
But there was no design step in the assembly line. Instead the printer
was being asked to put together a "layout" when he hadn't a clue of what
the person ordering the piece was trying to present. The result of that
could only be hackneyed (trite), badlooking promo as there was no real
design-just type columns and photos.
Design is quite a subject; one I happen to know more about than
printing, I'm afraid. So to see it omitted in texts explained all. The
result, no matter how hard the printer worked, would be apt to be
ineffective.
Once the real bug and omission was spotted, it was not difficult to get
the missing vital functions added in and org boarded correctly to
straighten out the scene.
We now have a correct and complete assembly line for produced promo
which permits a flow to occur from idea onward.
251
ASSEMBLY LINE FOR PRODUCED PROMO
1. IDEA
2. WORDS - DUMMY - ART
PHOTOS
3. DESIGN
4. ROUGH LAYOUT
5. TYPESETTI
-7
6. ASSEMBLY, PASTE-UP
PREPARATION
SHOOTING BOARDS
7. PROCESS CAMERA WORK
8. PLATEMAKI
9. PRESS WORK
10. FINISHING, CUTTING,
FOLDING, BINDING
1
TO ORDERER 1
1
12. FD-ISTRIBUTION
252
DEFINITIONS OF PROMO ASSEMBLY LINE FUNCTIONS
The following definitions correctly describe the functions at each step
of the promo assembly line.
IDEA: A concept or notion of something to be done; a plan of action;
intention.
DUMMY- A scrap paper expression of the idea. Includes in the same package
the written materials or words (called copy), all surveys used,
captions, photos and art work.
DESIGN: The artful format that will interest and lead the viewer to
involvement in and finally desire to act (to attain, to meet a
challenge, to acquire, to achieve, etc.).
ROUGH LAYOUT- The precisely measured pages, spaces, type, croppings, laid
out with great mechanical accuracy so that typesetting can begin and
separation negatives or blocks that will fit can be made.
TYPESETTING: The act. art or process of setting type for printing.
SHOOTINGBOARD LAYOUT- (Includes assembly, paste-up, preparation.) The
exact, final arrangement and execution of each page, its type, art and
pictures and page arrangement in signatures, ready for the process
camera (or in letter press, the press).
CAMERA WORK: Where plates are made and photos or art plates are made. This
has a branch line, in color, which comes just before it, of making color
separation negatives.
PLATEMAKING: The process of making a thin, flat piece of metal or plastic
called a plate, upon which a picture or a page of type is engraved.
PRESS WORK: This is the actual printing.
FINISHING: That which completes or gives a finished appearance to any kind
of work. It includes the cutting, collation, folding and binding,
stapling or stitching of the printed sheets, to make a finished product.
CUTTING: The trimming or separating of the printed sheets to the specified
size.
COLLATION: This is assembly of the printed sheets.
FOLDING: This is doubling or bending the sheets over to the specified form
and size, if they are designed to be folded, or if they are to be folded
for mailing. It is done by machine or by hand.
STAPLING OR STITCHING: This fastens the sheets together.
BINDING: This fastens the sheets together into a cover (if one is to be
used).
PACKAGING: This envelopes or boxes the material.
SHIPPING: This gets the product off to destination.
While many substeps may occur, these are the main steps. Each has its
own tech.
If the above steps of dummy, design and rough layout are confused with
one another or are tried out of sequence, the final product cannot occur,
and if by some bungling does happen, it will be an overt product.
Printers and graphic arts texts hint at a mysterious upper world called
"commercial advertising firms." This is as close as they get to mentioning
DESIGN as noted above.
253
Graphic arts texts confuse "dummy" and "rough layout." As a result, the
industry is in a spin most of the time, as you may have noticed.
The only place the above assembly line backs up is when "rough layout"
cannot execute the design due to limitations, inadequate facilities or
errors. This requires liaison between these two to iron it all out.
Ignoring or misapplying these flow lines will give you poor promo or, at
best, make it hard to get promo out.
The line tangles AT THE TOP THREE POINTS below "idea" unless these are
well understood and done exactly in this sequence.
If the DESIGN definition is understood and well used, promo will be
effective.
HCOB 30 August 1965, ART and HCOB 29 July 1973, ART, MORE ABOUT are
vital if one is going to do promotion. They regulate the first three steps
of this line.
L. RON HUBBARD
Founder
LRH:gal.gm Copyright C 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
254
HUBBARD COMMUNICATIOP
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 6 SEP]
Rernimeo
Marketing
Personnel
Copywriters
Artists
Designers Marketing Series 10
Layout Artists PR Series 39
THE RELATIONSHIP BETWEEN DESIGN AND ROUGH LAYOUT
What you're trying to get down the line is a product.
You've got the idea for a promo piece expressed in the dummy and you're
trying to take it from design (the artful format that will interest and
involve the viewer and stimulate him to act) into a precise rough layout
(the precisely measured parts of the piece laid out with mechanical
accuracy).
And right here between these two-design and rough layout-your product
could hang up and bog or get hopelessly bungled if the difference between
these two actions and their relationship to each other is not fully
understood.
DESIGN
The Purpose of Design
To do a rough layout or any layout at all, you must begin with design,
and the guiding line there is HCOB 29 July 1973, ART, MORE ABOUT.
What you're trying to do with the design of a layout throughout is
A. ATTRACT
B. INTEREST
C. DELIVER THE MESSAGE.
If you use the communication formula, you get an extension of this.
Some people abandon art for the message; others abandon any message for
what they believe to be art. But if you double it-apply ATTRACT-INTEREST-M
ES SAGE and the comm formula to the layout as a whole-and then redouble it-
apply ATTRACT-INTEREST-MESSAGE and the comm formula to the message
itselfyou get a double punch of impingement.
You want a design that, in itself, communicates-a design that talks. It
requires the use of art forms.
Art Forms - Design Basics
The art forms we're talking about here are shapes or objects.
A keyhole, for example, is an art form. Different shapes, different
sizes of keyholes, convey different things. Circles, squares, triangles,
etc.-these are all art forms.
There is a simple drill one can do, using art forms, to grasp the basic
idea of design. Take ovals, squares, rectangles, circles. Throw down
certain shapes on an open
255
page of a brochure on each page and you get a specific design. Is it
pleasing? Not pleasing? Dramatic? Not dramatic? What is the effect?
Do this again and again, using the various shapes or combinations of
them. You can play around with this until you get the full feel of design
basics.
Beyond this, one can experiment (but not on the final product!) with
different formats, different sizes, horizontals, verticals, different sizes
of photos and backgrounds in color or not, textures and two dimensions
giving the impression of textures, as well as background designs.
The possibilities are many and one should feel at home with a wide range
of them and how they align and integrate, or not, with the rules of
standard composition.
Composition and the "Eye Trail"
When we talk about composition, we are talking about how you dispose of
the objects in a picture or design, not how you draw one object.
Composition is how you arrange or group the objects or shapes.
There are certain stable composition lines and there are dynamic lines.
There are various types of mood lines. These must be used. They are part of
standard composition, and they have everything to do with design.
In composition you are working not only with the mood of the piece but
with the EYE TRAIL. The EYE TRAIL is vital in the layout of a design.
The eye must go somewhere-i.e., start at the top and follow down. Where
it starts and where it goes is called the eye trail. And right here you get
into the basic formula of ATTRACT-INTEREST-MESSAGE. The eye trail should
lead one-pull one-involuntarily through ATTRACT-INTEREST-MESSAGE.
You can have a design which, by itself, is so irritating that it forbids
reading it-it defeats the message. If you don't believe it, look at some
pictures in cubism. Cubism is a dead art, by the way. But why did it die?
Well, it specialized in irritating pictures, jagged, angry pictures,
confused pictures. If the layout is ragged, the eye does not follow down
easily.
The actual design will deliver an emotional impact. In other words, your
design can be such as to prevent the piece from being read or deliver the
wrong emotional impact for that piece, and therefore all the money and the
work and all the ideas and all the think that went into it is totally
defeated.
Take squares. You put squares in the wrong place and have the eye trail
going in the wrong direction and you have an irritated person who will not
go further.
Mono-sized shapes or objects or monotone lines-the piece will have no
impact and no real eye trail. It's all monotone. It goes nowhere. Or a so-
called center spread where the eye is distracted by two other disrelated
photos and the attention is dispersed-wrong eye trail.
Thus design, the way you put something together, is very, very able to
deliver an emotional impact by itself. Brilliant design will deliver
exactly the emotional impact you intend. Brilliant use of the eye trail
will carry one to and then through ATTRACT-INTEREST-MESSAGE.
The conclusion, therefore, is that format and layout-the design of the
piece-is the key to saleability.
So you use the emotional patterns of design and design itself as a means
of communicating, to project the desired emotional response.
256
You're working for the final appearance of the final product when it
arrives in somebody's hands.
You're working for a technical quality which all by itself will deliver
an impact.
That's DESIGN.
ROUGH LAYOUT
Once the design has been established, rough layout can be done.
Rough layout precisely measures the pages, precisely measures the spaces
within the pages, precisely measures the copy and selects the type that
will be used for the copy in the various spaces. It crops, precisely, the
photos or other artwork that will be used in the piece.
Cropping
In cropping we see distinctly the relationship between design and rough
layout.
There are two types and two stages of cropping:
I . Artistic (design)
2. Mechanical (rough layout).
1. In the design stage you indicate (describe) the artistic on the
design in the space for the photo. Any crude black and white sketch
will do.
2. Mechanical-rough layout-makes it fit and marks in the exact
dimensions and the crop on the board the negative or transparency is
in.
Cropping has to do only with format. The actual size of the photograph
has nothing to do with the established rules of cropping. It has to do with
taste.
Rough layout follows the design and scales the design to fit in the
prescribed space. It does this precisely and accurately without altering
the design and according to the balances and relationship described by the
design.
When we get into rough layout, we are into the graphic arts. (One could
get into a confusion here between the terms graphic arts, graphics and
graphic, so it had better be made clear. Roughly, most encyclopedias
describe graphic arts as engraving, etching, etc., involving representation
or expression by means of lines on flat surfaces. Graphics is described as
the art or science of drawing especially by mathematical principles, as in
mechanical drawing, or calculating by means of graphs or diagrams. But you
look in the dictionary and you find graphic means "vivid." So graphic arts
and graphics do not mean the same thing as graphic.)
Graphic arts deals with the mechanical reproduction of a picture or
design. It is done by means of graphing. You don't use arithmetic in
graphic arts. It's more a form of plotting.
They call the rough layout the mechanical, and they call it the
mechanical for a good reason-it's MECHANICAL. What's mechanical? That means
"by machine."
So in rough layout you're into the area where it's all machine. We're
not talking here about a system of pistons and gears and levers and
crankshafts, but we are talking about a mechanical action.
If you've ever been on the bridge of a ship plotting a course, or if
you've ever taken arithmetic that gave you vectors whereby you draw one
line and then you draw another line and then you measure the length of the
second line and that gives you a
257
mathematical solution, you'll see that this is a mathematics of sorts. And
that is what is used in graphic arts. But it doesn't have much arithmetic
involved in it. It's a system of graphing. You draw a line this way and
that intercepts or stops a line over here and then that makes a line over
here do something. It's plotting, graphing, a machinelike action.
The only way numbers enter into it is that negatives have sizes, paper
has a size, prints have a size-and those things have to be accounted for.
Your job in rough layout is to make the back wall join with the roof.
From the rough layout you will be able to get the type selection and
size and you'll be able to get the cropping.
So you do the design in rough layout so that it is totally practical.
Rough layout is totally a practical, a mechanical action. "This type will
fit here and it fits the design as close as we can get. . . ." Etc.
Design and Rough Layout Liaison
There may be instances where the design as presented cannot be followed
exactly by rough layout. This can be due to limited equipment or materials
or an error in the design or other reasons. When there are legitimate
reasons it can't be followed, rough layout liaises with design to get it
worked out so that the design can be executed. Otherwise, they are two
separate and distinct functions.
The watchword in rough layout is precision. It is done with fine
mechanical accuracy so that the preparation of the materials for the
shooting boards, the typesetting of the copy, the processing of the
separation negatives, etc., can begin. It's all got to be made to fit
precisely so that it is doable when it goes to the final shooting board
stage.
If it's not mechanically accurate, the shooting boards won't be doable.
If it gets to final shooting board stage without it being doable, or to the
printer as a faulty shooting board, you won't get a product or you'll get
an overt product.
When it gets to the printer and the shooting of the plates, if you are
to have two plates, one to follow the other, they've got to be in total,
absolute register. There can't be a millimeter of difference. Now we're
into precision. But it's precision of what? It's the precision of following
what was laid down by rough layout. So the rough layout had better be
correct.
If it got up to final shooting board stage without the thing being able
to be doable, then somebody can't lay out the plate, he can't lay out the
printing, the halftone dots won't match, the this won't match, the that
won't match, the color separation negatives won't fit in that piece.
The essence of it in the final analysis is, is it doable?
You've taken the design and you've executed it in layout as it's going
to be-each part scaled precisely to the right size and mechanically
accurate so it all fits together perfectly. It's ready to go onto a
shooting board for business so it can then be put under a camera. It's
doable.
That's ROUGH LAYOUT.
L. RON HUBBARD
Founder
LRH:gal.gm Copyright 0 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
258
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste
HCO POLICY LETTER OF 19 SEP
Marketing
Personnel
Copywriters
Dirs Prorno
PRs
Div 2
Div 6 Marketing Series 11
PR Series 40
PROMOTION
Promotion is, of course, an essential part of marketing.
It is the action of making something well known and well thought of.
It is the art of offering what will be responded to.
RESPONSE is the key word here. Whether it's in terms of services sold or
commodities sold or communication or goodwill, it's response that is the
test of all promotion.
In order to get response you've got to first find out what people want.
You've got to find out what people consider valuable. When you know what
people want and what they consider valuable, you know what they will
respond to.
It takes surveys. It's no good flying blind or trying to guess at it.
You won't KNOW until you survey.
So your first question on all promotion is, "Am I absolutely sure,
before I invest any money in this promotion (make-up, printing, postage)
that people will consider what I am promoting valuable enough to exchange
their hard-won valuables for it?"
The answer lies in the results of your survey. Promotion is always,
always, always based on surveys, and it must include the exchange factor.
The real test of good promotion is: Are you getting an effective
exchange? The exchange may be communication, it may be goodwill, but-are
you getting exchange?
Communication and goodwill are valuable in themselves and, as well, they
precede and lead to the material exchange of valuable for valuable. So any
of these is considered effective exchange in promotion.
One must, however, in order to continue to survive and to continue to
promote, arrive very shortly at a material exchange of valuable for
valuable-a consumption of the product one is promoting. On a material
exchange basis, if you are trying to produce something and nobody is busy
absorbing or consuming it, you are in trouble right away because nobody is
going to support you, and that's where your income is. So the final value
of promotion and where you get the money to do the promotion is in the
CONSUMPTION of the thing you're promoting.
The important datum here is YOU PROMOTE WHAT CAN BE DELIVERED AND
CONSUMED.
Make it a firm policy that you push what you have ready to put in public
hands at the time of the promotion and that you do not heavily promote
future products not yet in hand.
259
~v
Then, in any promo piece, be it an ad, brochure, a flier, a pamphlet, a
poster, you follow the line of-
1. Attract
2. Interest
3. Get your message across,
That sequence, followed, can look many different ways in many different
promo pieces depending upon the subject, the mood, the design and the copy
of the piece. But in any successful promotion, the basic sequence will be
found to be just that: Attract-Interest-Message.
TWO GUIDING RULES
There are two guiding rules to be followed in any type of promotion:
1. Don't soft sell.
2. Don't set us up for false claims.
The results of Dianetics and Scientology are fantastic enough to please
all but the most psychotic in the society. These results have never before
been seen on the planet. But there are always SPs out there who don't want
people to get well and who use literature to get you in trouble.
The art of hard sell is you tell people to do something. Hard sell is
based on knowing and promoting in the line of truth and not being
reasonable about people who want "other things" and "other practices."
There is nothing to compare with Dianetics and Scientology. They are
infinitely valuable and transcend time itself.
So don't understate things in your promotion. Just tell the truth and
you'll find that it's very effective.
QUALITY DEGRADES
A degrade of the quality of something means an action that lowers or
reduces its excellence or degree of excellence.
In promotion, a quality degrade would be a poorly designed piece or a
sloppy printing job or dull, clich6-ridden or otherwise inappropriate copy
or any other of a number of carelessly done or not done actions that would
show up in the final result.
Quality degrades can be caused by:
a. Willful unhattedness, or
b. Lack of good taste or a sense of the fitness of things, or
C. Knowing products or promotion are of poor quality but, for one
reason or another, neglecting to remedy them or call them to the
attention of those who can and will remedy them.
There is no excuse, with all of the tech at our disposal, for any of the
above.
The standards for the quality of our promotion must be high and must be
maintained. We are not playing children's games. This is your show and your
planet too. You aren't doing this just for me-but I am sure you know that,
We have an incomparable technology. In order to get it delivered we MUST
communicate and in the communication we MUST interest people in order to be
seen and listened to.
A quality degrade in promotion cuts our comm lines to a greater or
lesser degree. And the world depends in no small measure on our comm lines.
260
Thus, quality degrades are no slight matter. They cut our comm lines
because, with dropped-out quality, what we make and the promotion of what
we make would be so flawed that it would not communicate.
So realize, when promoting, that the world needs us and our technology.
Make it well known and well thought of.
And keep the quality of your promotion such that it does attract and
interest and communicate and bring response.
L. RON HUBBARD
Founder
LRH:gal.gm Copyright C 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
261
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 SEPTEMBER 1979
Rernimeo Issue III
Marketing
Personnel
Copywriters
Dirs Promo
PRs Marketing Series 12
Div 2
Div 6 PR Series 42
COPYWRITING
References:
Marketing Series PLs
PR Series PLs
HCO PL 10 Feb. 1965 AD AND BOOK POLICIES
There are many trends promotion and ad copy can take. One of them is
dignified, hard-hitting and dramatic. Another is warm, human and truthful.
Another, the kind we don't need, is pointless or banal. It specializes in
words like "exciting" and "don't miss" which are clich6s (worn-out,
overworked, hackneyed phrases) and would attract no attention and get you
no customers.
The approach to promo and copywriting, whatever the mood or trend it
takes, should be fresh and truthful. Insincere, overdone or stereotyped
advertising will never sell or bring anybody into anything.
It is possible to do promotion and write copy that is alive and
interesting, that attracts and is in good taste.
PRIMARY MISSION
The primary mission of any piece of promo is to create want and sell the
item. When one goes to the trouble and expense of putting an ad together,
it has to accomplish its purpose. If you're getting up an ad for a book,
the purpose is to create a want for the book and sell the book. If you're
getting up an ad on a service, the purpose is to create want for the
service and sell the service.
The question one asks himself is, "What ad would accomplish this
purpose?" and "How am I going to convince this audience that they ought to
. . ."
You dig into your surveys and you find what people want and expect of
the item. You yourself must have reality on the product and the worth of
the product, and you must also have a reality on your audience if you're
going to reach that audience and communicate to them in your copy.
This comes under the heading of "homework."
HOMEWORK
By "homework" is meant all the necessary preliminary or preparatory work
done, all the relevant facts dug up, all the data needed that will enable
one to get a product out.
In copywriting it would mean getting fully familiar with the product or
service one was promoting, knowing all about it. How is it produced? What
does it do? Why is it valuable? What results can one expect from it?
262
Wherever possible, the copywriter would have personal experience with
the product or service himself to be able to promote and sell it honestly.
He would make it his business to find out about the experience of others
with it, delve into results produced, success stories, wins, achievements.
He'd know the product or service and he'd be able to turn out copy that
shone with reality and conviction.
And he would make it his business to know his audience. Who is the
product for? Who is this public? Has this particular public been surveyed?
Were the survey questions correct? What does the survey show this public
wants? What do they expect from such an item? What "buttons" has this
survey turned up?
When the homework has been correctly done, you know the product and you
know your public and you can produce a piece of promo that will bring the
two together.
You use your knowledge of the product, you use the survey buttons, you
use audience viewpoint and you use positioning to attract and interest and
get the message across.
COPY AND POSITIONING
There has been some think in the past that when positioning is done it
is then put at the beginning of the promo piece and after that one pays no
attention to it. This is a misuse of positioning. It can ruin the impact of
your ad; it can disperse the reader.
Everything streams out from the positioning. If one has positioned
something against an airplane, then the rest of the copy would be in terms
of flight. It would be inherent in the way one used his words. A new item,
a can opener, would take off from the drawer and dive effectively at a can.
It would also give your hand a smooth ride. This is known as frame of
reference. The vocabulary one uses is all inside a frame of reference.
Positioning gives you a frame of reference. So you write your copy out of
that frame of reference and you plan your promo piece around that frame of
reference, and you keep it consistent.
Impact depends mainly upon consistency and staying on the same subject
without departure from the frame of reference.
A good copywriter will make the most of positioning to enhance his copy
and make it all-of-a-piece with the whole of the ad.
ASSUMING AUDIENCE VIEWPOINT
A common fault in writing ad copy or other material, both in marketing
and other areas, is an inability to assume the viewpoint of the reader and
get the idea of what impression the reader may have when he reads the ad.
An ad must be written from the viewpoint of the public that is going to
read it.
The actual trick of writing that wins is to be able to put oneself in
the valence of the person who will read it. What kind of public is that?
Who is this person? Get a reality on your reader, and then, just like an
actor, you assume that beingness and read your copy back. An experienced
actor can flip into a beingness in about 1/25th of a second and flip out of
it again. So just slide into such a beingness and read your copy, and you
will see what I'm talking about.
It is a skill in writing to be able to read one's copy newly as though
one has never heard of it before, from the beingness of the reader. It is
something one should acquire.
MAINTAINING VIEWPOINT
If the writer doesn't have a firm viewpoint from the beginning and hold
that viewpoint throughout the copy, his ad will lack impact. Further, it
will disperse his audience. If he switches viewpoints within the ad, if he
writes from the viewpoint of the
263
producer one moment and moves in from the viewpoint of the consumer in the
next paragraph, his copy is going to be confusing and he'll lose the
reader.
One can't have two different approaches to the same subject in one piece
of literature.
Similarly, if he has no audience viewpoint or has difficulty assuming
the viewpoint of a reader, his ad will fall that much short of really
communicating.
WHAT THE PUBLIC ASKS OF AN AD
In an ad or flier, you don't try to enforce understanding on the reader.
That violates come-on. And it's not even what the public wants. An ad does
not have to teach anything; it merely has to create want. And when the want
is created, you must, must, must tell the reader where he can get it. You
never leave a mystery as to where someone can get the product or the
service.
Ad copy can defeat its own purpose (to create want and sell something)
if it doesn't include the seven points of an ad as listed in HCO PL 10
February 1965, AD AND BOOK POLICIES.
That list contains the questions a public person actually asks himself
or asks of an ad or a flier. What is this service? How valuable is it? What
does it do? How easy would it be for me to do it? How much does it cost?
How do I get it? Where?
A good copywriter carries the reader, his interest increasing, right on
through the final question. Where this is missing, you have a writer who
doesn't have the audience viewpoint. He may even create a want but then
leaves his audience dangling. Where it is handled and handled well by a
good copywriter, you have an ad that sells.
HARD SELL
It is necessary in writing an ad or a flier to assume that the person is
going to sign up right now. You tell him that he is going to sign up right
now and he is going to take it right now. That is the inference. One does
not describe something, one commands something. You will find that a lot of
people are in a more or less hypnotic daze in their aberrated state, and
they respond to direct commands in literature and ads. If one does not
understand this, and if he doesn't know that Dianetics and Scientology are
the most valuable service on the planet, he will not be able to understand
hard sell or be able to write good copy.
So realize that you're not offering cars or life insurance or jewelry or
stocks or bonds or houses or any of the transitory and impermanent things
which are based on things not surviving or on things that are in fact being
destroyed. You're offering a service that's going to rehabilitate the
thetan and that is lasting.
Hard sell means insistence that people buy. It means caring about the
person and not being reasonable about stops or barriers but caring enough
to get him through the stops or barriers to get the service that's going to
rehabilitate him.
That is the sole reason for our use of surveys and promotion and
marketing in the first place.
When that one fact becomes real, it all falls into place and it should
be a short step then for a copywriter to produce an ad that attracts,
interests, creates want and sells Scientology products and services.
LRH:nc.gm L. RON HUBBARD
Copyright 0 1979 Founder
by L. Ron Hubbard
ALL RIGHTS RESERVED
264
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 27 SEP
Rernimeo
Marketing
Personnel
Copywriters
Dirs Prorno
PRs
Div 2
Div 6 Marketing Series 13
PR Series 43
ADS AND COPYWRITING
References:
Marketing Series PLs PR Series PLs
Ad copy has got to carry a message. It is a communication.
Some photographers never find out that a photograph is a communication.
Some artists never find out that art is a communication. And that is also
true of some copywriters.
SPLIT-SECOND TIMING
An ad is not textual information. It is a communication. But it has to
be a very fast communication because people won't look at it very long. It
has to be able to deliver its message in about a quarter of a second.
That's how long it takes somebody to go through the reflex of throwing the
piece away.
You could actually go around with a stopwatch and time how long it takes
for a person to see if he is going to throw something away or not. It is
that span of time that you have in order to absorb the message.
The actual test of a piece of ad copy is WILL IT REGISTER IN THE INSTANT
IT TAKES THE INDIVIDUAL TO PICK IT UP AND DECIDE HE IS GOING TO THROW IT
AWAY?
If it communicates in that split instant of time, he won't throw it
away. That is the test of an ad or a flier.
At each point a person would throw a promo piece away, he must be
stopped. You have to figure out the cycle by which he would throw something
away and then you can write the ad copy. You have to figure out the points
of stop when a person is going to discard this thing and catch him on each
one of them.
ADS AND THE COMM CYCLE:
DIRECTING THE PUBLIC
You must recognize that the public has to be able to send for something
or be able to communicate easily or they don't buy the item. You have to
direct the public. An ad or flier must have something for them to do. It
must give them somewhere to go, or someone to write to, or someone to call
or contact. You first direct them. Then make it easy for them to respond.
That's part of the comm cycle.
265
LOOKING AT MADISON AVENUE
The beautiful artwork and gorgeous stuff you see in magazines is Madison
Avenue's effort to keep people from throwing the piece away because it is
aesthetic. But it doesn't communicate.
I've looked through a few magazines trying in vain to find out what to
order and where to order it from. I had the wildest time and finally found
in one magazine they had enclosed a card. But it wasn't actually a card; it
was a piece of a card that had to be cut off another card. It wasn't
recognizable as a card so I didn't recognize it as something you could use
to send away for something. It just didn't register as a card, so there was
no simple way to send away for the item.
Here's an example of an ad that doesn't communicate. It's an isolated
object, beautifully photographed, sitting out in the middle of space. Then
underneath it all they say they've just won an award for something or
other. But what's the ad about? It doesn't say. The message isn't there. It
doesn't communicate.
Here's another: It's actually supposed to be a cigarette ad but it shows
somebody getting dragged on a sled through the snow. It's obvious what
they're selling-they're selling snow!
Most of the ads in the better magazines aren't ads at all; they're just
assertions about a product. You will find that hardly any of them are ads
that bring about exchange.
If this is the best of Madison Avenue, they don't know the basics of
advertising.
If our promo people are looking at or studying that kind of ad all the
time, they won't be able to write good ads themselves. Because these aren't
good ads. They don't communicate.
SURVEYS AND COMMUNICATION
In magazines you have something on the order of half a million dollars
worth of advertising or more. It has pretty poor impact.
It is very outpointy for grown men to be spending this much trying to
trickily capture somebody's attention. They get so involved in the trickery
of it that they don't communicate what they want, which is, "We want you to
buy this product."
Advertising must represent something that people want which they are
willing to exchange something for. The ad has to tell them what it is.
If you have a surveyed message, it has got to offer something.
Advertising people, with all their flossiness, all of the color and
everything else, aren't communicating.
Some ads use mainly only a symbol or a hallmark and attempt to make that
into a communication. But you can't take a symbol or a hallmark and make it
into a communication. They are just decorations. That doesn't make an ad.
You have got to get the communication that matches the survey. But promo
people have found a new way of avoiding a survey. They just put it all down
in the text, so the communication doesn't match the survey.
I realize that in school they teach you that you must be original. But
communication is duplication. You do a survey, the public feeds you a
button, so you just feed it back to the public. That's duplication. And it
works. Don't make the mistake, in writing ads or copy or promotion, of
thinking that you have to do something else besides feed the surveyed
button back to the public.
266
CONCLUSION
Actually, in advertising you haven't got any competition at all.
So why is it that some promo people don't write good ads? Because the
ads they see all the time aren't good ads. That's the Why!
The handling is to write good ads!
With the survey and promotion tech we have, and the tech we have on
communication, there's absolutely no excuse whatsoever not to produce a
good ad-one that communicates!
L. RON HUBBARD
Founder
LRH:nc.gm Copyright C 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
267
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 OCTOBER 1979
Remimeo
Marketing Series 14
VIEWPOINT
Before successfully doing or okaying copy or materials for marketing
purposes, one must learn the skill of assuming the viewpoint of the
eventual reader or public who will be expected to react to it.
The essence of marketing is to create want and sell services or
products. The only reason one writes copies or prints fliers or handouts,
handbills or posters is just that
Any pictorial or written material is done or written for the sole
purpose of being viewed by the eventual consuming public.
To execute or authorize material which does not bring about the basic
purpose of marketing is of course extravagant. It may even be destructive.
It costs money to print and distribute material. So material which does not
bring about the purpose of marketing in the public for which it is intended
is a waste of money and time.
Further than that, unless one learns to assume the viewpoint of the
eventual viewer of the copy, one can make quite destructive mistakes which,
in addition to losses and waste in printing, actually destroy income for
the organization by preventing people from wanting or trying to acquire the
products or services.
One must learn to shift from the viewpoint of a copywriter or layout
person to the beingness of the eventual viewer. In this way, one can
estimate, quite accurately, the impression that will be made by the
pictures and copy when they are released to that public.
A thetan is quite capable of momentarily shifting his identity to
another identity and getting an idea of the impressions or ideas that will
occur to the identity shifted to. This skill is easily acquired. In a
simpler sense, let us say one is writing a letter to Aunt Mamie. One can go
on and on and write the letter from the viewpoint of self, which in this
case, let us say, is Joe. And the letter can be sent off and totally bomb
out because Joe had not the least concept of how Aunt Mamie would view his
letter to her. He may be later dismayed to find out that Aunt Mamie now
believes that he has taken to drink. Actually, all he put in the letter was
that he had attended a lot of parties lately. Now, you could say that he
would have to have an intimate idea of the character of Aunt Mamie before
he could assume her viewpoint. But the truth of the matter is, Aunt Mamie
is just a garden variety, unmarried, middle-aged person who is quite
critical of the gay side of life. It isn't vital to know much about the
character of Aunt Mamie in order to assume her viewpoint, but it helps. Joe
is not writing this letter with the tools of surveys but he knows from
family discussions that Aunt Mamie is a fairly straight-laced person. What
he failed to do is read his letter back from the viewpoint of Aunt Mamie.
Had he done this, he would have seen that his glowing descriptions of
parties he was going to lately and having a good time at would have
registered an entirely incorrect impression that he had entered upon a
career of debauchery.
So what impressions do people get when they read copy or see posters or
are exposed to ads? They get the impressions from their own viewpoint, of
course. These people, by and large, do not exercise the tech of assuming
the viewpoint of the copywriter. That is not part of the requisite of
watching TV or looking at billboards. It is the responsibility of the
person conceiving, planning or executing or approving such copy or pictures
to assume the audience viewpoint.
268
In this, one is helped by surveys. One has some idea of what his
audience likes or doesn't like. The survey will permit him to get into
agreement more quickly so as to get his message across. But a survey is not
a substitute for assuming the audience viewpoint.
One can take a glowing, marvelous, beautiful, carefully executed piece
of copy, design a marvelous, glowing, beautiful flier and then leave in it
something which would be viewed totally incorrectly from the audience
viewpoint. When the flier is issued, if it is not planned and done with the
audience viewpoint in mind, don't be surprised if there is a sudden crash
of stats when it's issued. The audience might get an entirely wrong
impression out of it.
Let us give a case in point. Flag acquired new quarters as an addition
to their already extensive quarters. Somebody wrote a poster and sent it
through for approval and it came all the way along the line without anyone
noticing that, when viewed from the audience viewpoint, it definitely
stated that Flag had moved. This would have caused considerable
consternation. But Flag hadn't moved. The message was that they were
getting so much business that they had had to acquire new property quite in
addition to their existing property and that they now were running an
annex. And people also would have wondered, "Is this 15 miles away from the
service center?" and had to be told that it wasn't. But the person who
ordered it, planned it, those who okayed and authorized it, all missed the
point that that poster all by itself could have cost Flag a half a million
dollars or more in lost business and could have started a black PR campaign
of "See? They got chased out." And all of this because nobody anywhere
along the line assumed the viewpoint of the audience and looked at the
poster with a brand new, fresh eye to see what it actually was saying. Now,
it didn't say anything destructive. It simply announced a new resort hotel,
but it omitted to say that Flag was still there. It also omitted, in
boldface, where it was located. This new resort hotel might have been
conceived to have been in North Africa.
Another example is copy which said that the NED Course was now being
offered to Class IV auditors, which meant that you had to have done the
Class IV Course in order to do the NED Course.
One has to be aware of what impression the consuming public is going to
get from any ad copy, picture, offering of any kind whatsoever.
There is more to it than just assuming the viewpoint. One has to assume
the viewpoint as though he knows nothing whatsoever about the copy. One has
to un-know everything he knows about the copy and assume the viewpoint
without knowing anything about the copy and then look at it. It is, as I
say, a skill. This skill is possessed by any writer worthy of the name.
Actually, a trained writer can read one of his own stories from the
viewpoint of a future reader without knowing anything that is going to be
said in the next two words. Then he can get an estimate of exactly what the
reader will think or see. Not only that, a well-trained writer can rewrite
the whole thing and then turn around and not know what it was in the first
place and what it was in the rewritten state and read it all over again,
totally from the viewpoint of a future audience as though he knew nothing
about it. An excellent composer can also listen to his own compositions as
though he knew nothing about them and from the viewpoint of the eventual
listening audience.
There is another aspect of this which is of interest. A lot of people
who wish they could write stories or music or ad copy or do some creative
work of this character are so solidly audience that they can never assume
the viewpoint of the originating professional. In other words, they're too
much audience in the first place to assume the creative role. This shows up
when you ask such a person what about a piece of music. He answers you with
an idiot answer from a professional viewpoint, "I like it." To a
professional, that is an idiot answer. An audience is no more articulate
about art forms or its technique than, "I like it. I don't like it." Really
educated.
So for some who are trying to write marketing pieces or design or
present or authorize them, one is already in an audience viewpoint and has
never assumed the
269
professional viewpoint in planning, writing or executing or approving. This
shows up particularly on an approval line where the person on the approval
line cannot say what is wrong with the piece or what has to be corrected
about it but only can say, "I didn't like it." This is not very helpful.
So there are probably three stages one has to go through. One is to
uneducate oneself as an audience, then take the viewpoint of a professional
and do his job, and then reassume the viewpoint of an audience to see what
they will think about it or like or not like it. And then one has to be
enough of a technician or creative professional to fix it up so that it
will be accepted or liked.
What we're examining here is simply the facility to shift from one
viewpoint to another. It is also the facility to see something newly.
Unless this is mastered, people on marketing and promotional lines can
actually now and then cause a catastrophe.
There are two ways a catastrophe can be caused in marketing. The first
is to not write anything at all and leave something unmarketed and
unpromoted. The second is to market it or promote it in such a way that the
marketing is destructive of the offering.
Both of these are a matter of failure to assume a viewpoint. The person
who isn't writing up or marketing anything at all has not assumed the
viewpoint of a professional. A professional marketing or copy or
advertising man who would sit around without marketing anything would be so
ashamed of himself he probably couldn't even look at himself in a mirror.
He would cringe. He would think of himself as an incompetent boob. Because
he wasn't producing anything, his morale would be in the basement. He would
have nothing to be proud of. If he assumed the viewpoint of a professional
and found he wasn't doing anything, he'd get busy. He'd learn the tools of
his trade and start batting it out.
The second viewpoint, that of the eventual public for whom the piece is
intended, has to be assumable at every step. Only then can one achieve
marketing items that actually do create want in that exact public for which
they are intended and sell products and services.
One can practice this. Just walk around for an hour or two being Joe the
ad copywriter and think what he would think and do what he would do. And
then open some magazines or walk through some stores and, for a couple of
hours, just be a middle-class public and think all the things about
everything that is seen that that public would think and see. And then go
through the same operation as a downstat bum and think and see all of
things that a downstat bum would see. And then go around as Mr. Got-bucks
and see all these things or even new and different things as Mr. Got-bucks
would see them.
One can keep up such actions until one actually can do it in the flash
of a second. It's actually quite fun. It gives one a brand new world. In
fact, one can have a lot of new worlds-one for every public he assumes the
viewpoint of. You would be utterly amazed.
The ability to do this is quite valuable. In fact, it is the difference
between success and failure in marketing,
L. RON HUBBARD
Founder
for the
BDCS:LRH:cb.gal.gm BOARDS OF DIRECTORS
Copyright C 1979
by L. Ron Hubbard of the
ALL RIGHTS RESERVED CHURCHES OF SCIENTOLOGY
270
HUBBARD COMMUNICATIO
Saint Hill Manor, East Grinste~
HCO POLICY LETTER OF I DE(
Marketing
Hats
Copywriters
Dirs Prorno
Survey Hats
PRs Marketing Series 15
Div 2
Div 6 PR Series 44
SURVEY BUTTONS ARE NOT THE MESSAGE
References:
HCO PL 2 Sept. 79 Marketing Series 4, PR Series 36,
SURVEYS ARE THE KEY TO STATS
HCO PL 7 Aug. 72R PR Series 17R,
Rev. 9 Aug. 72 PR AND CAUSATION
The book Fundamentals of Thought, chapter five: The A-R-C Triangle
The difference between survey buttons and the message in a promo piece
must be crystal clear to those working in promotion and marketing.
The first thing to understand is that they are NOT the same thing.
The message is the communication, the thought, the significance you want
to get across to an audience or public.
A button is what is used to get the public's agreement to hear the
message.
Too often promo and marketing people seem to get all tied up with the
use of buttons and thus they never put any message in the promo piece. But
the message is the whole reason for the promo piece in the first place!
Surveys can appear to not work very well when survey buttons and only
survey buttons are used, as the result is messageless promo.
A survey is done so that you elicit response and agreement. But you get
response because you've elicited agreement. You elicit agreement by using
the right button. The button is the R-factor. It's how you establish a
reality with an audience.
To do a proper survey and to then use its results effectively requires
an understanding of the purpose of surveys, and of ARC and the ARC
triangle. It requires an understanding of what reality is.
One uses the ARC triangle in conducting a survey initially and,
following that, one applies the ARC triangle in putting the survey results
to use.
It goes like this: One communicates to an audience (via a survey) with
afjt'nity to find out what the reality of that audience is. Reality is
agreement as to what is. The reason you do a survey is to find out what
that audience will agree with.
One then approaches the public with that reality in a promo piece to get
the public's agreement to hear the message, the communication, in the
promo. And thus one raises the public's affinity for the item one is
promoting.
That is the simplicity of it. But it will only be simple to the person
who understands the ARC triangle. It is basic Scientology data we are using
here. By improving
271
one corner of the ARC triangle, one improves the other two corners. The
most important of these three related points, ARC, is communication. But
without reality or some agreement, communication will not reach and
affinity will be absent.
Thus, surveys are done to get agreement. Dispel the idea that surveys
are done for any other purpose. They're done to establish agreement with an
audience.
In a survey, you question people to get their opinion on something-an
idea, a product, an aspect of life, or any other subject. A button is the
primary datum you get from this action. It is the answer given the most
number of times to your survey question.
You ask ten or ten hundred people what they would most want or expect of
an automobile tire and seven or seven hundred of them tell you
"durability." That's the button. That's the reality, the point of agreement
on automobile tires among that public. So you use that button with that
public and you've established reality; you've got agreement and they will
then listen to what you have to say about automobile tires.
Buttons have their use but we are not so much interested in them as we
are in MESSAGE. The message is the real essence of any promo piece. Buttons
are just the grease to use to get your message through.
It would be a good idea for anyone with any confusion on these points to
work them out in clay. One should be able to make a clear distinction
between these two terms, button and message, and to view them in the
correct relationship.
Once that distinction is made, it will be the end of messageless promo.
In its place we'll have promo that uses a button to strike just the
right note of agreement and establish a reality with the audience and then,
without fail, communicates, really DELIVERS THE MESSAGE, to what is now a
receptive audience.
That's the secret of promo that gets response.
The first thing about it to understand is that SURVEY BUTTONS ARE NOT
THE MESSAGE.
L. RON HUBBARD
Founder
LRH:kjm.gm Copyright Q 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
272
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 5 FEBRUARY 1982
Rernimeo Issue II
All Staff
Marketing Hats
Dirs Prorno Pubs
PRs
All Pubs &
Comps Units
Marketing Series 16
PR Series 45
BOOKS AND MARKETING
Don't plan books to be printed without marketing liaison and don't
mishmash and cross publics when marketing books. Don't market with
generalities; marketing is aimed at specific publics. And above all, don't
downgrade or put black PR in books. Also, don't hit at allies to upset
them. This is a theta line. Make it theta all the way. If any black PR is
done on it, it is only to blow enemies off it. But the theta in these
works, all by itself, will blow the enemy away.
L. RON HUBBARD
Founder
Assisted by
Special Marketing Pgm Ops
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:SMPO:bk.gm Copyright Q 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
273
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I I MARCH 1982
Rernimeo CORRECTED AND REISSUED 21 MAY 1982
Exec Hats
Finance Hats (Correction in this type style)
Marketing Series 17
Finance Series 30
PROPORTIONATE MARKETING
In marketing, one must always push harder toward the largest bulk of
future business. It is peculiar to Scn marketing that you have to push
hardest at the lowest levels to make the upper levels come off.
This gives you a sort of scale that tells you the target proportion of
finance and effort to allocate in marketing.
For Scn and types of orgs, it goes like this:
Heaviest: Raw public not yet into Scn.
Next heaviest: First services they will take.
Next heaviest: Into HGCs and Academies.
Next heaviest: To SHs.
Next heaviest: To AOs.
Next heaviest: On to Flag.
You can also draw a scale of this for individual business or orgs of any
class.
It can be done simply by how much money and personnel and pieces are to
be devoted to each point of the scale.
Failure to do this gives one faltering stats as the flow is not being
proportionally marketed. Done correctly, one gets a very heavy and quite
even flow up the Grade Chart. Doing it unevenly, one gets booms,
depressions, and instances of cannibalizing.
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:dr.gm Copyright 0 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
274
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 APRIL 1982
Orgs and
Mgmt Only
NOT BPI
Marketing Series 17-1
PROPORTIONATE MARKETING ADDITION
How to create a REAL BOOM as per a recent breakthrough on marketing
(proportionate marketing), the heaviest outflow must be to raw public.
The merchandise one markets to raw public is books. Given enough
booksalesand providing the orgs don't have iron bars across their doors or
hide-heavy inflow on orgs becomes inevitable.
While there are other problems in achieving the heavy outflow of books
into public hands, one factor above all has the greatest influence in
affecting this.
The one factor is called "order of magnitude." This means how large or
how small something is in relation to other things.
When one conceives the wrong order of magnitude, all else can fail.
This Earth civilization is a great example of wrong orders of magnitude.
They think small. Even microscopic about too many things. How much water
does California need? Count on Earth think to underestimate it IOOX! The
result is deserts, lack of food, crazy worries about "overpopulation" (on a
grossly underpopulated planet).
Earth engineers apparently cannot conceive of the order of magnitude of
the engineering works required. You'd think they were playing with mud
pies.
This underestimation-wrong orders of magnitude-is ingrained in the
present culture. Typical of losers.
So let's not make the same mistake. Let's get rid of the cultural habit.
The order of magnitude of marketing and booksales is SO much higher than
Pubs Orgs, orgs, Management or Marketing has ever conceived of, that the
comparison is a fly to an elephant.
Unless this think is adjusted, Int stats will go on limping in low range
and clearing a planet will be far off.
Marketing is a game called "getting one's share of the market." Every
big manufacturer plays it.
Pubs Orgs, orgs, Management and Marketing must adjust to a proper order
of magnitude on the effort and action it will take to adequately flood out
books.
Here is the question to answer: What would one have to do to capture our
share of the world book market?
To do our job, one would aim at capturing at least 5% of all books sold
in the world. And aim for 10% and up.
275
It's a question of thinking in proper orders of magnitude.
If Int stats are to really boom (and that means every org's stats) then,
one has to work to capture our share of the world's book market.
Got it?
We've got the product. The demand is provenly there.
Well, get going!
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:bk.gm Copyright @ 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
276
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 15 APRIL 1982
Orgs and
Mgmt Only NOT BPI
Marketing Series 18
PLANETARY DISSEMINATION
There is often an omitted step and sequence part in marketing and
Scientology management.
It is a shortfall. And must be given attention.
This planet is an "almost" planet. It almost has airplanes (save they
crash). It almost has space flight (but it costs $100 million every launch
and carries no one outside the moon orbit). It almost has radios (except
you only listen to your own city). It almost has education (except the
students taught can't do their jobs).
This almost factor is visible on every hand. The best example is almost
governments (except that they have lost control and allegiance of their
people and cannot even manage their money).
This factor probably comes from several things. (I will not mention
suppressive ones as I am in a kind mood.)
One of these factors is the short life span. Of all civilizations
around, Earth, at 70 years average, is the shortest. This makes it hard to
get anything really started-one has an almost life. This also makes for
hectic change-a frantic feeling of it is too late already. Or apathy-why do
anything at all?
But regardless of these factors, there is no excuse to almost
disseminate, almost market, almost run orgs.
We must not continue to omit the sector of planetary dissemination.
The cycle currently-and ornittingly in vogue-is only to do those things
that immediately affect the org GI.
Admittedly this is vital. On this planet the only real crime is to be
broke. But the shortfall think is affecting this GI and reducing it very
greatly.
There is a correct sequence-it goes: planetary dissemination, org
procurement dissemination, high bodies in the shop and service and
resulting GI.
By varying or changing or omitting parts of that sequence, trouble is
made for an org.
We have seen orgs only sell and not deliver. Their GI fails at last-they
crash.
Well, there are other ways orgs can be crashed.
Suppose one sells books only to people who come into the org. Well, this
is backwards. If you sell books to raw public, a certain percent will walk
into the org. Another example-Pubs Orgs market to in-org public. If they do
only this, their market shrinks-and they can do this in several ways-by
omitting to publish basic books is one.
Until its publisher (Grosset & Dunlap) was gotten onto lately, DMSMH
paperback was not in most bookstores. Yet no one noticed.
277
The best ambassadors to the raw public are books and cassettes. Sell
enough of them to raw public and a percent will come into the org.
Yet, aside from an occasional DMSMH or radio or mag ad (very small),
there is no Pubs Org or Management push on books to raw public.
Not only this but a black PR item has been put out and believed that "a
radio ad for DMSMH is too expensive. It costs $20 of ads to get a person
into Div 6." What a mixed outpoint! DMSMH was not even in many wog
bookstores. But it indicates that the think was that the only value in
selling DMSMH was to get bodies in the shop at once!
DMSMH is not an org come-on leaflet. It was written to begin the
clearing of a planet. And it has made some progress.
But let's look at this-here Dianetics and Scientology sit, a total
monopoly on effective handling of the mind and spirit-no other even close
rivals or competitors at all-and a group is selling to in-org public?
Preposterous.
Some trainees used to hoard the tech-to be an only one. Is somebody
hoarding Dianetics and Scientology and not letting it flow out? Not me,
brother, not me.
What's missing here is the concept of planetary dissemination.
Here we are in a short-lived planet. The Reds and Democrats are getting
ready to hit an atomic button. And a yellow dwarf star like Sol? Oh, come
on, man. A yellow dwarf is not the favored star for civilizations. No way!
They're a last stage impending catastrophe-a yellow dwarf blows up! (Before
anyone panics, a yellow dwarf lets out radio signals strong enough to wreck
radio for several centuries before they bang and this one may have some
life left in it.)
But what I'm saying is, let's get this in perspective. Let's put the
real values on it and quit fooling.
ONLY Clears and OTs will survive this planet!
And we're the only ones that can make them.
The order of magnitude of what it takes to do planetary dissemination is
not even just now at this writing being conceived of. In fact Pubs Orgs are
not even thinking of raw public marketing. And that is sure an awful
shortfall.
The majority of three billion people out there have never even heard of
Dianetics and Scientology, much less read a book!
No, it's not the enemy. We cream them whenever they raise their heads.
It's simply just not thinking in a correct order of magnitude.
What would one really have to do to clear this planet?
So all this PL is about is just that-planetary dissemination. It simply
points out
one omit. At least conceive of it.
So let's go!
L. RON HUBBARD
Founder
Adopted as official
Church policy by the
CSI:LRH:bk.gm
Copyright 0 1982
by L. Ron Hubbard CHURCH OF SCIENTOLOGY
ALL RIGHTS RESERVED INTERNATIONAL
278
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 MARCH 1982
Remimeo
Finance Series 31
Marketing Series 19
Executive Series 35
EXECUTIVE SUCCESS
"The whole story of marketing is told in just a few words:
ONE FINDS OR STRENGTHENS OR CREATES A DEMAND.
"The whole story of economics is told in a few words:
ONE SUPPLIES OR DOES NOT SUPPLY A DEMAND AND GETS ADEQUATELY PAID OR
DOES NOT GET PAID FOR IT.
"The speed with which one can collect information, debug, write
immediate bright, applicable, doable programs or evaluations on each area
that will handle marketing, economics, delivery and collection and, above
all, the speed with which one can get out letters, despatches and telexes
based on the programs and get real dones on them back determines the volume
of income in any given time period.
"And that's the full essence of executive success."
L. RON HUBBARD
Founder
Assisted by
Operations Chief
Adopted as official
Church policy by the
CHURCH OF SCIENTOLOGY
INTERNATIONAL
CSI:LRH:OC:kjm.gm Copyright 0 1982 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The original mimeo copies of this policy letter were incorrectly
numbered as Executive Series 33.]
279
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 AUGUST 1970
Remirneo Issue I
Dept I Hat
HCO Area Hat
ES Hats
Dept 13 Hat
Dept 14 Hat Personnel Series I
Qual Sec Hat
PERSONNEL TRANSFERS
CAN DESTROY AN ORG
It is an observation that personnel, by critical definition, is "that
function which creates havoc in one place in an org by trying to solve a
personnel mess in another."
Example: We have just gotten in our Div 6. It has two people. The org
has been suffering for lack of Div 6 actions. Now we've finally got two
people there and they are being trained up. Meanwhile there is a shortage
of staff in CF. Personnel "solves" the CF problem by transferring those in
Div 6 to CF in Div 2. There goes any progress on Div 6.
By solving one problem, another is created.
Also there is the fact that it takes a while to train someone on a post
and get the post in order. So rapid transfers defeat any post training or
competence.
We call this action "musical chairs." That is a game in which people
rapidly change positions.
So these transfers defeat not only the org on the third dynamic but also
the individual on the first dynamic.
An earlier action similar to this went on. Then whenever Tech got an
auditor trained up, Personnel would transfer the auditor to an admin post.
As the auditor was tech trained and not OEC trained, you began to find
auditors in charge but they didn't have any admin training, thus
shattering, by ignorance, the org form and defeating the org's production.
I've just seen a case where a staff member went on full-time training
Class VI (very expensive) and was made HCO ES on his return. But had never
had an OEC.
Using the Tech Divs as a "personnel pool" and taking tech people for
admin posts thus defeats twice-defeats the org as a producing activity and
defeats its form by not training people in admin (OEC) when they are going
to be used in admin.
These personnel errors (or crimes) cause every staff member to suffer in
terms of lowered income, lowered pay, lowered facilities, lower success. I
doubt there is any org where these errors (or crimes) are not current at
this writing.
To give the HCO ES candidate full-time training on the OEC or FEBC would
make sense. Not Class VI! If you reverse it, you'll see what I mean: we
give a new staff member an OEC only and put him onto auditing. Of course
that would be disastrous. It's just as disastrous the other way around-
taking an auditor who is a Class VI but not an OEC grad and making him the
HCO Area Sec!
There is an optimum executive who is both an experienced, trained
administrator (OEC and time on org posts) and an auditor. But an org would
have to be in high production with lots of auditors before that could
happen.
280
ERRORS
These errors are of long duration. They happen over and over. And they
do more to destroy an org than any other action.
A. Making a hole in one place to remedy a hole in another
B. Training a person for tech but not admin and putting him in admin
C. Using the Tech Divs as personnel pools from which to man other divs
D. Rapid shifts of post
E. Leaving areas in an org unmanned.
SOLUTIONS
The reason why these things are done all come under the heading of
failures to recruit and properly train.
Org expansion often gets pinned by false economy in personnel. "If we
hired anyone else, we would get less pay." This completely overlooks the
fact that if the org doesn't hire more people it will go broke. An org has
to be of a certain size to be solvent; it has certain basic expenses such
as rent which makes it cost just so much to run. Yet personnel can be so
poorly thought out that the org is kept at starvation level.
I heard one not long ago which takes a prize, "But we don't need an
Advance Registrar. We can't afford one anyway. You see we have pcs booked
in advance for ten weeks already as we don't have enough auditors, so why
should we have any further promotion?" An idiot smile went with this of
course. Backlog became "advance registration."
Orgs in various ways fix their income and prevent its increase. First
and foremost of these is personnel.
In every org where I have acted as Executive Director, I have had a
personnel procurement problem. In each case the problem was internally
created. First I would get, "Well, units are low . . ." or "Nobody ever
applies." I would take it from there. I finally became very clever at these
impasses. "What," I would ask the Receptionist, "do you tell people who
come looking for a job?" Cunning. "Oh them!" I would get, "I tell them we
aren't hiring of course." I would set up a line from a specially appointed
personnel person to me only and would shortly have enough people. I have
run an org from eight people to sixty-three in thirty days and its GI from
E50 to F-3,000 in sixty days. Just by doing the usual. It created awful
problems of course, like auditing rooms, classrooms, hand grooving people
onto posts-it was busy. The favorite graveyard calm, so adored there before
that, got shattered to hell!
I concluded many times then and conclude now that it is a characteristic
of an org to refuse new personnel and to keep them off. In approaching this
problem in an org, I am afraid experience has taught me to begin with that
assumption and handle it from that viewpoint.
So I normally set up a line that can't be stopped and get people on
post. Then I force in training on posts. And I personally inspect and talk
to every section every day about what they need and how it's going and keep
up their section production.
LRH Comms tell me they can't get execs to inspect their areas daily. And
personnel shortages show that others do not blow the lines open on
recruiting and even prevent handling,
So here is one area where I do some things in managing a production org
that not many others do:
281
1. Force recruitment
2. Train on post
3. Daily inspection and comm with everyone in the place in his post
area
4. Concentrate on section and individual production
5. Let people finish the job they are on.
The result of all this has uniformly been sky-high stats, sky-high pay,
huge reserves and excellent tech produced.
So these are the magic solutions.
I do NOT empty out tech to fill admin. I do NOT encourage transfers. I
do NOT create problems in one area by transferring to another. I will NOT
accept that no one applies for jobs. And I don't wreck one project by
grabbing people off it to start another. I FIND NEW PEOPLE.
IMPOSSIBILITIES
Behind every "impossibility" lies some great big WHY which if not found
keeps things messed up. One area that "couldn't get any auditors" had
expelled 60% of the field from the church! Another area had dismissed 50%
of staff every time the income dropped. Another area cut the staff's pay
very low and then made it go lower each time the gross income fell. Another
"never could find the right people."
Sometimes internal squabbles are given a much higher importance than the
org itself.
Some areas use "social acceptability" instead of stats to handle
personnel.
Whatever the reason an org isn't getting on, it is internal. It isn't
some other org or some senior management body. It's right inside that org.
Further, it has to do with personnel mishandling.
Any org at any time has not given as much quantity of service as the
public demanded. If you continued to expand at the rate of demand, giving
very high quality of service mind you, the org would expand to hundreds or
even thousands of staff members.
Somewhere, when that doesn't happen, personnel mishandling has cut off
the expansion.
So when we look this over, we find that quality of delivered product
determines how much it will be in demand and that the only thing which will
limit an expansion to meet that demand is personnel procurement, training
and stability on post, getting the staff to produce and holding the form of
the org and making it go.
When personnel commits the errors (or crimes) mentioned here and when
management fails to do the I to 5 listed above that I do in an org, there
will be a halt.
True, an org is complex. True, quality is hard to maintain. True, one
has to work. But unless personnel procurement and handling is IN, all else
will fail. So that's the weak spot.
An undermanned division will empty.
An undermanned org will pay badly and go down.
The point to handle is personnel.
L. RON HUBBARD
Founder
LRH:sb.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
282
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 AUGUST 1970
Rernimeo Issue 11
Dept I Hat
HCO Area Hat
HCO ES Hat
Dept 13 Hat Personnel Series 2
PERSONNEL PROGRAMING
If personnel are not programed, you get chaos.
The subject of personnel carries with it always the subjects of training
and experience and suitability.
Dept 13 has been created to permit personnel to be "enhanced" or
improved.
This is done by programing.
HCO should make known what it will need in the org in the next year. How
many of what kind it now has.
Dept 13 must work out what programing is now needed. It posts a board,
puts the names on it and sees that part-time study will occur and be
followed for the next post. It sees that this will be made.
HCO by looking back over some period of expansion will be able to
forecast what will be needed more easily. Anyone in the org is usually
aware of the undermanned points that exist and the unfilled posts as they
get hit with them continually. So if HCO doesn't know what these points are
by record, it is easy to do a survey.
With an inefficient HCO which has not recruited and programed, the org
is already starting well behind the gate and is already howlingly
undermanned and undertrained. Yet to solve all this by instantaneous
transfers will unmock the lot.
The RIGHT way to do it is to
1. Count up what you have.
2. Figure out where they will be promoted to.
3. Program them on part-time training and
4. Recruit.
5. When recruits are on, get them genned in fast on the lower posts so
they can operate.
6. Shift the programed people to the posts for which they have been
programed.
7. Begin to train up the recruits with part-time programing.
8. Recruit.
This does not mean you shift every post in the org. It does mean your
more experienced people are the ones that go up.
283
Various rules go with this:
TRY TO KEEP TECH TRAINED PEOPLE IN TECH.
TRY TO TRAIN ADMIN PEOPLE FULLY FOR ADMIN.
There are ways to waste enough training time to crash your org. Train a
person to Class VI, put him in Public Divs. Train up a PES and transfer him
to tech training. All sorts of goofs can be made in programing, all of them
costly to the org, all of them defeating the objects of Personnel Dept I
and Enhancement Dept 13. One obvious way is to train somebody up with no
contract or note. But the main one is not to program at all and just rattle
around as a total effect.
Part of the action by Dept I is to beat down all the reasons why we
can't hire anyone. I recently reviewed an area where personnel problems
were desperate. Five to ten people a week were applying. Only one to two
were "suitable," whatever that meant. That ratio is wrong. Eighty percent
unsuitable? Ten percent maybe, not 80%.
The area Dept 13 has to beat down is arranging work so no part-time
study can occur. Only about 20% of a staff won't study. Nearly 90% will
handle their post if it's overloaded rather than study, which is okay. But
putting somebody on Day and Foundation and putting one man on a ten
thousand name address section to keep it up and in use are the usual
reasons for no study time.
This comes together between Dept 1 and Dept 13 AND IS AN INDICATOR THAT
DEPT I IS GOOFING ITS RECRUITING ACTIONS.
Dept 3, Inspections, or the Executive Secretaries or Secretaries can
also foul up both Dept I and Dept 13. By not inspecting and not running on
and by stats, these salt the org down with idling people. So you see Dept
22, let us say, with six people and no production while the Treasury Sec
has to work every night to handle an undermanned Dept 8.
The answer is stats, honest stats for everyone.
You can get a situation where you have enough people in the whole org to
run an org but a third are overloaded and the rest dev-ting around. That's
where there is no stat watching and no daily area inspections or executive
interest.
I know of one org that has forty-four on staff doing the work and
potential service load of about seventy-five. Naturally they can't take
time off to study so they can't be programed. Yet the stat situation is not
watched or used nor is the place inspected so the production is about a
twenty-person org and no funds exist to pay forty-four much less seventy-
five. The clue is that it's all manned except for Tech! The customers are
there in droves. They can't get service. So no pay.
It is silly situations like this that occur when personnel are not
programed. Two years ago the above org did not train anyone, worked as a
clinic and would not even audit staff. All its auditor contracts expired.
HCO and the OES sat there in a fog and let it happen. There was no Dept 13
to program anyone.
So here is a new angle to the recruitment problem. HCO is faced with the
vital necessity of recruiting trained auditors NOW. Yet at this writing
hasn't even sent around a bulk mailing to ask field auditors to drop in.
DEPT 14
So this is where Dept 14 gets into the act. It is a problem in org
correction. If even Qual is empty, it's all an OES function. The correct
solution is to force recruitment of trained auditors, force recruitment of
ordinary applicants, and program it in Dept 13 to train up new auditors as
well.
284
THEREMEDY
You should realize that no matter how rough the problem looks, it
involves recruitment and programing. Instant transfers can utterly wreck an
org. Yet, inevitably, transfer! is all you hear when a solution is required
to org production failures.
I think this comes in from the world of "psychology." Maybe labor
unions. If a man isn't doing well on a post you transfer him. It assumes
that each person has "aptitude." It never changes so you fit the post to
the person by finding a new post. That's really nonsense. You can actually
more profitably fit the person to the post.
Only when programing has failed (or doesn't exist) does one resort to
transfers to solve personnel problems. Of course experienced, able people
get promoted. But unless they are programed and trained, watch out! He was
a fine CF Clerk and a lousy Dissem Sec. Why9 It isn't his personality. It's
that nobody trained him to be a Dissem Sec. He wasn't programed.
It's cruel to promote a person and let the guy fall on his head.
Transferring because somebody doesn't do well is discipline, it is not
"adapting people to jobs they can handle."
There is quite an awful jolt in losing one's post. Never think there
isn't.
Promote-demote occurs when the person is not programed. Therefore the
new Dept 13.
Therefore this Personnel Series.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright C 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
285
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 AUGUST 1970
Rernimeo Issue III
Dept I Hat
HCO Area Sec Hat
ES Hats
Dept 13 Hat
Dept 14 Hat Personnel Series 3
Qual Sec Hat
RECRUIT IN EXCESS
1 have always followed a doctrine of hiring or recruiting in excess.
There is a heavy turnover in personnel. There are many stresses in human
society.
You lose people from all ranks, particularly toward the top. Early on,
for instance, 1 never could keep a secretary. Because she'd been my
secretary, she could get a big-pay job (one of them $ 10,000 a year) from a
bigwig. Or some young man had to marry her (and divorce her when she was no
longer so glamorously placed). Anyway she was trained and had become an
executive secretary. The only one 1 know of who didn't go UP had a commie
husband making sure she went down.
So the higher they go
A. The more altitude they have that has market value, and
B. The more stress that hits them and blows them apart.
This is true of auditors. You'll lose three times as many Class VIlls as
you lose Class V1s. You'll lose three times as many Class VIs as you do
Class IVs. Etc. And you'll lose more auditors than you will admin people,
Therefore you have to be very careful indeed who you send for full-time,
expensive technical training. You have to ask these questions:
A. Is the candidate a uniformly good HDC auditor?
B. Is the candidate scheduled for a technical post?
C. Is the candidate a fast study by record?
D. Is the candidate uninvolved with anti-Scientology or non-
Scientology connections such as wife or family?
E. Is the candidate out of personal debt?
F. Does the candidate have a good record of keeping his promises?
G. Is the candidate willing to sign a new contract and note?
H. Have the candidate's stats been high on post or especially in
auditing?
1. Does the candidate stay with the org and not go into franchise?
If the answer to all these is emphatically yes there is a chance that
the org will benefit. If any of these are no, or if any are even maybe,
then don't do it. Find somebody who will be able to get a YES on every one.
They are more numerous than you suppose.
This is also true for highly specialized admin training. The same list
except for B (and is scheduled for an admin post and is a candidate for
higher org admin training) applies rigorously.
286
Failing to establish these things first and getting it all understood,
you can find yourself with all such funds expended and no highly trained
personnel either.
LOSSES
The percentage of loss or incompetence discovered is hard to establish
but is remarkably high. In the decade from 1960-1970, personnel turnover
was quite heavy even in orgs that were booming.
During that time staff staff auditing was at a minimum. The orgs were
jittery under psychiatric inspired attacks. Dianetic tech was not in use
until mid-1969. From 1966 to 1970 Scientology tech was quickie and the
Grade and Class Chart not followed. Pay, after I ceased to be Executive
Director, was low. Therefore you can make a list of things that have to be
in hand to reduce heavy turnover.
1. Audit staffs well and train them for Staff Status.
2. Keep PRO area control in, in areas and in the org.
3. Use Dianetics heavily and teach it well.
4. Keep all Scientology tech materials in action with tapes and all
materials and books in full use, well used, well taught.
5. Keep personal and sectional, departmental and divisional stats
high.
6. Keep the org recruited up.
7. Keep personnel programed.
8. Hold the form of the org.
9. Deliver an excellent, flubless product.
10. Work for volume of training and processing as the org's product.
As recruitment was also neglected and as contracts expired without being
filled, we can add
11. Overrecruit always.
If you have an idea you will need twenty people in the next six months,
you had better take on at least forty and you will have your twenty. And
double is a low figure.
LINEAR RECRUITING
A firm hires a girl to write their letters. After 60 days they find she
doesn't do her job. So they get rid of her and hire another. And in 90 days
find she can't do her job. So they fire her and hire another.... That's 150
days of no correspondence. It's enough to ruin any firm. It's costly.
SIMULTANEOUS HIRING
A firm hires three girls feeling they need one.
At the end of 150 days they have one girl.
But they had 150 days of correspondence. And a profit.
The economical answer in terms of saved profit is keep up the
production. Don't fixate on personnel. Always do multiple personnel
procurement.
In actual practice when you do this, you seldom fire anyone. They blow
off or they were actually needed.
If people are let go, you don't just brush your hands of it. You in an
organization
287
can let them continue being programed while they hold an outside job, fix
them up, get them trained and hire them later.
Modern society is very loose footed. The state pays them not to work
(apparently only). The society is suppressively oriented. The push and pull
of personal relationships is poor.
You are edged in upon a society of dying cultural values, encroaching
drugs, threatened annihilation.
No one out there feels very safe.
This insecurity leaks into the org and people get pushed around or push
people around.
Real or fancied wrongs occur.
People are rather timid really.
And the more the society buys the idea it's a world of tooth and claw,
the more it becomes so.
All this reflects into the picture of personnel.
You have to really work to keep orgs manned and trained up.
You do this by
A. Running a very good org
B. Delivering an excellent product
C. Keeping a steady inflow of new personnel
D. Training and processing well those you have.
If the I to I I are in, in the org, then EXPANSION occurs and, losing
hardly anyone, you have to scramble to keep up.
As the INCOME OF THE ORG DEPENDS WHOLLY ON ITS GDSes (Gross Divisional
Statistics) and as these are wholly under the control of the org, then it's
obvious that the only finance trouble or pay trouble an org can have is by
undermanning, undertraining and underproducing.
No great international GI slump has ever occurred unless there has been
a long GDS slump. So it's obvious that an undermanned org is asking for a
cave-in.
Much of this has been learned in recent years.
At this writing there is little or no recruitment by HCOs and training
of staffs could be better.
But the lessons we learn, we learn and apply.
And so it is with personnel.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright C 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
288
HUBBARD COMMUNICATIONS
Saint Hill Manor, East Grinstead,
HCO POLICY LETTER OF 30 AUG
Remimeo
Dept I Hat
HCO AS Hat
ES Hats Personnel Series 4
Dept 13 Hats
Dept 14 Hats
RECRUITING ACTIONS
The first thing one has to handle in recruiting is the willingness of an
org staff to have new people as staff members.
New people tend to cut pay down, they stretch internal staff services
thinner, they are not yet "with it" and create a lot of dev-t. Ethics
problems rise. Deadwood goes overlooked. Staffs have a certain esprit and
61an and aren't all that willing to confer it.
Some orgs plug along on a fixed inadequate gross income, refusing to
recruit, losing old staff by contract expiry or graduating to higher orgs
or general wear and tear.
They have a sort of horror of green staff members. One can't blame them-
files get upset, comms vanish, body interruptions go high, one gets
overloaded just handling the dev-t generated.
BUT THERE IS A WAY TO HANDLE ALL THIS.
HCO PL 4 Jan. 66, PERSONNEL-STAFF STATUS, and Staff Status 0, 1, Il and
III take care of these faults.
All this is programed in LRH ED 121 INT, 29 Aug. 70, STAFF TRAINING PGM
NO. 2, which is a part of this series.
Taking on new staff has to be done. Otherwise the org will not expand;
that which stays the same shrinks and the org faces collapse.
So recruitment is a vital necessity.
To overcome any objections, one makes sure that HCO PL 4 Jan. 66, STAFF
STATUS is IN. Otherwise the place becomes a maelstrom. It is gotten in by
the LRH ED, STAFF TRAINING PGM NO. 2.
RECRUITING POOLS
HCO PL 24 June 1970 lists proper personnel pools for a Dianetics or
Scientology organization.
This covers areas for recruitment and gives ways to do it.
The main thing, the most important thing, is that IT HAS TO BE DONE. It
doesn't just happen.
Any organization or activity has to recruit and it has to train.
The dream of the industrialist and even the modern agriculturalist is an
activity which is totally automated (automatically run by machinery not
people). The more "overpopulated" the world becomes, the more the bigwigs
dream about automation. 1 had a psycho editor once (cured him of being
psychotic but never cured him of being an editor) who used to dream up
civilizations where the machines were even repaired by machines.
289
The lovely part of machines is that they are supposed to be invariable
in action. Each part meshes smoothly with every other part.
If you conceive of a machine made out of human beings instead of metal
parts, you see at once that the parts are not exact nor are they perfectly
adapted to each other.
This is the fact about beings that dismays the industrialist. The parts
don't fit, they vary, they have ideas of their own.
The "parts" also drop out of the "machine."
Any old-time personnel system seeks to fit the people into the "machine"
composed of people or fit the "machine" to the people.
All these systems were based upon a psychological principle that no
person ever changed or got better.
Also the idea was that people's social order as it existed was the basic
social order. (That the existing departure from the ideal scene was the
ideal scene. See the Data Series Policy Letters.)
Thus it was conceived that an organization composed of human beings
required perfect human beings or it wouldn't run at all. But there are no
perfect human beings.
In "straightening an organization up" there is a belief that one must
get rid of all its imperfect beings.
And this can go so far as to refuse to try out or let in any beings who
are not perfect.
When things get to this pass, one is looking at the probable death of an
org.
In real life only a small percentage of people are "unsuitable." They
come in four general classes:
a. Those who are destructively anti-social (suppressive persons).
b. Those who are connected with the destructively anti-social
outside the org (potential trouble sources).
C. Those ill, diseased or in some way unable to function.
d. Those who are active enemies sent in by active enemies to harm
the org.
Anyone hiring should be familiar with the HCOBs covering suppressive
persons and HCOBs and policy letters concerning potential trouble sources.
He should also be familiar with testing procedures: (1) E-Meter tone arm
position and needle manifestation (HCO PL 26 August 66, Ethics E-Meter
Check), (2) IQ tests, (3) aptitude tests, (4) leadership score, (5) Oxford
Capacity Analysis, (6) The Chart of Human Evaluation (Science of Survival).
These skills and procedures are part of the Hubbard Consultant (HC)
Checksheet.
Using this technology, one minimizes the entrance onto staff of persons
who will upset the place.
If no reasonableness (faulty explanations) enters into this, the 10% who
would enter disturbance into the place are eliminated.
If this barrier is put up and held up, then the people brought in on
staff will not upset anything.
Following the Staff Status procedure, one grooves them in.
290
And all is well.
If this procedure is NOT followed rigorously, the org will become
educated into resisting new staff or recruiting. If it IS followed
rigorously, the place will smoothly expand.
BEGINNING HIRING
To begin a cycle of recruitment, one must first apply all the test
procedures to all on the existing staff and compare it to production
records.
This is important. In one case where scores of green personnel were
recruited, the place was very upset. The whole organization blamed the new
recruits. BUT THE TROUBLE WAS COMING FROM THREE PERSONS ALREADY THERE-two
were on drugs, the third was a suppressive of a classic kind and these
three blocked all training and processing of the new recruits! The three
eventually blew off, people got trained and processed and the whole org
went upstat. There were no undesirables amongst the new people! They were
just so battered around and left so untrained that they were made to look
bad!
Any org which has lost a lot of staff and has failed to recruit had
hidden in it someone who should have been screened out!
So one is looking for a small percentage. He is NOT trying to find
perfect people!
With that small percentage screened out, one can make recruits into
valuable staff members.
Whenever I see "80% were unsuitable" I really raise an eyebrow. Wrong
percentage. When I see "we dismissed 50%" 1 raise the other eyebrow. Wrong
percentage. Ten percent yes. Fifty to 80% no.
So when I see figures like that, I know that the screening is taking
place in the wrong area. Somebody already IN is blocking others out and
getting rid of them.
The test is not PAST. The test is what the E-Meter reads (no questions,
just what is the read). What's the IQ, leadership, aptitude and Oxford?
Where does he sit on the Chart of Human Evaluation?
If that's all okay and the personnel is IN now, what's his stat of
production? What's his study stat? What's his case gain?
And that handles that. Without much trouble. Without opinion. Without
any oppression or threats.
THE CHARACTER OF MAN
You see, Man is not a savage beast at all. He is rather timid. He is
easily alarmed.
His symptoms of revenge grow out of his fears.
His basic nature is social, not anti-social. He is not an animal. He
likes to communicate. He actually would like to be friends. Rebuffs and
upsets and failures to understand him and efforts to harm him can make him
hide under a mask of aggression. And this when it gets too bad and is wrong
is apt to drive him crazy.
If he isn't crazy, he is decent and tries to do his best.
That he put a foot wrong is unimportant. Will he put his foot right? is
all I ever care about.
291
Discipline and punishment and threats can go far too far and can upset
him very badly rather than crowd him "into line."
When madmen are amongst him he responds badly, is upset and becomes
turbulent. Protected, he acts well and behaves well and is constructive.
A lot of experience is talking. I've even made great crews out of people
the government had made into convicts.
A very few have gone so wrong that only huge amounts of processing would
ever repair. In personnel recruiting and training they have to be audited
so long that they are only cases, not personnel. They cause upsets for too
long a period before they are handled as cases to be trusted.
They are not even natively bad. They think they are psychiatrists or
wolves or vultures or something. They are crazy and think they have to kill
or destroy.
People closely connected to them are a bit psycho as they go into
terror.
When any weeding out goes further than this, it is a bad mistake, upsets
an organization, blows people off and is itself oppressive.
THE TOOLS
You have to realize that we have precision tools. If we lose them or
don't use them we get into trouble.
For a long while the E-Meter as a personnel instrument was out of use in
the test battery. The Chart of Human Evaluation was laid aside. The Oxford
Capacity Analysis was not used.
And personnel errors almost destroyed several orgs.
The tools we have tell the story well. They can be disregarded; opinion,
police record, social acceptability, etc., get put into use instead and we
are for it. Those are the OLD tools that failed.
But to use the tools we have, one has to realize they are precise tools.
One doesn't get a bad needle on a personnel and explain it away. It's a bad
needle (a rock slam or a dirty needle or a stuck needle or a stage four
needle). It means we are dealing with dynamite.
We can handle it in processing. We can bring the person up to a valuable
person IF WE ARE PROCESSING THE PERSON AS A PC.
But we are discussing staff members. We are discussing PRODUCTION. We
are discussing hiring personnel.
Only about 10% fall into an unacceptable category. And they too can be
saved.
BUT WE DON'T WANT THEM AS PART OF AN ORG STAFF.
You see, there are two different things here. One is CASES. The other is
PERSONNEL.
When a person knows he can handle offbeat cases, he tends to get
careless about cases being offbeat as personnel. AND IT'S A NEAR FATAL
ERROR.
It costs the org its calm, staff members their pay and deprives the area
of full use of the product.
So it's quite an overt to overlook the niceties and technology of
personnel and goof it up.
292
A very bad off case on staff can actually cause enough trouble to blow
off and bar out all good staff.
Bad recruits can make a whole org allergic to any recruits.
It's up to those in charge of personnel to get trained as HCs and act
accordingly.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
293
L. Ron Hubbard
EXECUTIVE DIRECTIVE
LRH ED 121 INT Date: 29 August 1970
To: LRH Comm
HCO ES
STO
ALL STAFF
From: RON
Subject: STAFF TRAINING PGM NO. 2
Reference: LRH ED 27 INT 20 Sept. 1969
LRH Comm Staff Pgm No. I
The LRH ED 27 INT "LRH Comm Staff Pgm No. I" is discontinued.
By and large this was a very successful program. In all those orgs where
it was applied-especially those where No. I Pgms were checked out on all
staff and followed-a considerable gain was achieved. We made LOTS of HDCs,
HDGs and OECs.
I wish to thank all those who participated in it.
COMPLETION
Anyone on the HDC, HDG or OEC currently should complete his existing
course. This ED does not "pull people off courses they are on."
THIS ED RESTORES THE TIME-HONORED STAFF STATUS ADMIN STUDIES-STAFF
STATUS 0, STAFF STATUS 1, STAFF STATUS 11, STAFF STATUS 111-FOR USE ON
OLD OR NEW STAFF.
PURPOSE:
To improve admin and stats of orgs.
MAJOR TARGET-
To revive Staff Status 0, 1, 11, 111 on administratively untrained or
new staff in your org.
PRIMARY TARGETS:
1. LRH Comm or HCO ES to accept this program and get it in.
2. Qual Sec or OES to activate Dept 13 Div V, HCO PL 8 August 1970,
"Reorg of
the Correction Div" so that staff can get training and processing.
3. HCO Area Sec to bring up-to-date or begin staff personnel records,
Dept 1, and open them to new Dept 13 information.
294
4. Staff Training Officer to take post in Dept 13 as per HCO PL 8 Aug.
1970
"Reorganization of the Correction Division" as a double or single-hatted
function
depending on staff size.
5. Dissem Div to dig up and make available to HCO Dept I and Dept 13
adequate copies of HCO PL 4 January 1966, Issue V, "Personnel Staff
Status" and to redistribute copies of it to all staff members.
6. HCO to hand out HCO PL 4 Jan. 1966 to all new applicants.
7. Dissem Div to exhume all old study packs of Staff Status 1, 11, and
III and hand them over to Dept 13. If no packs available, Dissem Div is
to make them up from checksheets.
Staff Status 0 - HCO PL 4 Jan. 1966 Issue V
Staff Status I - SEC ED 196 INT (1966)
Staff Status 11 - SEC ED 217 INT (28 Feb. 1966)
Staff Status III - Pack of staff member's division as made up.
8. Division III Disb is to work out any pay scales and adjustments or
bonuses to suit staff status, OEC completion and tech class, get them
okayed by EC and distributed.
OPERATING TARGETS:
1. Dept 13 is to draw up a staff list and establish status of each staff
member.
2. OEC grads are credited with all three staff status classifications
unless Dept 13 on examination decides in individual cases to require
checkouts before awarding.
3. Dept 13 is to program each executive and staff member.
a. Administratively posted personnel, executives and staff, attain
and use the knowledge and know-how contained in staff status
materials and eventually OEC.
b. Technical personnel are not only technically qualified but also
have a staff status, as they are also part of the org, and should be
programed.
C. Get courses on which a staff student is progressing, completed
before pushing on with staff status.
4. Dept 13 to coax and two-way comm staff up through their program.
5. HCO Dept I to make the staff status of each staff member and any tech
class visible on the main org org board after his name.
6. Dept 13 to keep HCO informed of staff status, case completions and
technical advances of each staff member.
7. HCO Dept I to keep org board statuses in PT.
8. HCO Dept I to keep staff personnel files in PT.
9. Certs and Awards Dept 15 to issue certs based on staff study
achievements.
10. HCO Dept I to RECRUIT (see HCO PLs Personnel Series 1970).
11. HCO Dept I to follow Staff Status HCO PL 4 Jan. 1966, Issue V, in
hiring and in staff status and to ADVISE DEPT 13 CONTINUALLY ON NEW
PERSONS.
295
12. Dept 13 to follow through to program new personnel for staff status.
13. Div III Disb to follow through with pay changes or bonuses based on
status achieved.
14. WARNING - When this program re temporary staff (HCO PL 4 Jan. 1966,
Issue V) was first put in, the temporary status was let drag on;
undesirable new
hirings that could not achieve staff status were left on post and not
routed off
staff. Also they were often left in temporary status by neglect. The
ETHICS
OFFICER and HCO ES must see that
a. Newly hired people are not left to accumulate as temporary
b. New personnel are either routed off staff or up in status.
15. Dept 13 is to program any person sent off staff to improve his
employability for the future.
16. THE CHAPLAIN or Pub Div personnel are to inform and handle any person
routed off staff using the data from Dept 13.
THE LINE IS HCO DEPT I WRITES DISMISSAL OF TEMPORARY OR OTHERS, PASSES
IT TO DEPT 13 FOR PROGRAM, PASSES IT TO CHAPLAIN OR PUB DIV FOR
INFORMING THE PERSON.
17. THE CHAPLAIN (or PUB DIV PERSON) is to see that HCO PL 4 Jan. 1966,
Issue V, is not violated in dismissals as violations upset both staff
and field.
18. The ETHICS OFFICER handles all BLOWS, gets them back or dismisses
according to his own and Dept 13 data and HCO PL 4 Jan. 1966, Issue V.
19. EXECUTIVES CONSISTENTLY NOT ON POST are turned in to the nearest
Guardian's Office by the ETHICS OFFICER or, failing that, the LRH Comm.
20. HCO Dept 3, Inspections and Reports, which handles stats, advises HCO
ES, OES, HCO Dept I and Dept 13 of all EXTREME CONDITIONS of personnel,
meaning very high upsurges and low falls, so that personnel and staff
training actions can occur.
21. Dept 13 dates all beginnings and ends of all checksheets and keeps
track of Staff Status overdue completions and advises HCO ES and
Personnel of all overdue completions.
22. Dept 13 posts or releases to the org all completions of all staff
completions as to Staff Status and other studies and case completions.
23. When this program is fully and honestly in, the LRH Comm (or HCO ES)
will advise Flag via LRH Comm WW.
THE ULTIMATE RESPONSIBILITY FOR ACHIEVING STAFF TRAINING PGM NO. 2 LIES
WITH THE LRH COMM OF THE ORG OR THE HCO ES
WHERE THERE IS NO LRH COMM.
Program Code: STPGM No. 2
Program Comm: LRH Comm Flag.
L. RON HUBBARD
LRH:rr.gm Founder
Copyright @ 1970
by L. Ron Hubbard
ALL RIGHTS RESERVED
[Note: This issue is part of the Personnel Series as stated in Personnel
Series 4, paragraph 7, page 289.]
296
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 10 SEPTEMBER 1970
Remimeo
Personnel Series 5
TRANSFERITIS
A survey of personnel on posts who would ordinarily be considered for
transfer brings to light certain factors which underlie WHY they are
failing on post even while seeming to work at it.
People on personnel posts in companies have followed a 19th century
psychological approach that if a person can't do one post he can be
transferred to another post to which he is better "adapted." "Talent,"
"native skill," all sorts of factors are given. But if a person with all
things considered in the first place is then found to do badly on that
post, the second think of 19th century personnel was to transfer him to
another post and yet another and another. The third think when again he
fails is then to fire him.
Transferring under these circumstances is usually not only wrong for the
person but strews the error all through the org.
The HCO PL 24 June 70, "Management Cycle," gives an answer to "has to be
transferred."
CAMOUFLAGED HOLES
A "camouflaged hole" means a hole in the org line-up that appears to be
a post. Yet it isn't a held post because its duties are not being done. It
is therefore a hole people and actions fall into without knowing it is
there. It can literally drive an org mad to have a few of these around.
Camouflaged means "disguised" or made to appear something else. In this
case a hole in the line-up is camouflaged by the fact that somebody appears
to be holding it who isn't.
Let's take a Receptionist who doesn't receive and route people. You will
find the people in the org being fouled up by this. They all have to act
after the fact of no Reception. This makes them handle Reception in the
midst of a mess of Reception goofs. But there appears to be a Receptionist.
If there were NO pretended Receptionist, people would at least know this
and keep an eye out. But as there "is a Receptionist" who isn't a
Receptionist, all Reception actions have to be handled by others each time
after there has been a goof! Guaranteed to mess up the environment and
strain tempers more than somewhat.
An executive post is much harder to detect. Those below it are not aware
of the skills the post needs and are only aware of trouble. Yet it easily
can be just a camouflaged hole.
Given the fact that one is not dealing with a sick person or a scoundrel
(any post requires that a person be fairly healthy and with a clean ethics
record), for a person to be on a post and not doing it, he or she must be
suffering from one or more of the following conditions:
I . Never trained up for the post in the first place (per
Management Chart)
297
2. Never grooved in on the post purpose
3. Unreality or unfamiliarity with the ideal scene in its practical
aspects, resulting in omitted data or a missing scene.
Furthermore, for a person to remain on a post under these conditions he/she
must
a. Be unaware of their lack of knowledge
b. Blame it on another or
C. Have considerations about status (i.e., it would be damaging to their
reputation for it to be found out that they didn't know).
This last point, status, puts any post flub onto a WITHHOLD basis
resulting in continuously deteriorating performance each time it occurs.
In actual fact in each one of the cases examined, one or more of the
above points were evident in greater or lesser degree. My suggested remedy
would be
1. Thorough training as deputy before putting any person on a major
post. The purpose being to familiarize the person with actual working
conditions.
2. A clear, approved statement of post purpose must be written in the
front of the post hat write-up, which is easily comprehensible and
simple. This post purpose is then cleared to F/N in Qual before the
person can be considered fully on post.
3. Once on post the person must constantly maintain and increase their
working knowledge of their appointed areas of responsibility and study
and familiarize themselves with old and new HCOBs and P/Ls as they
apply.
That they undergo a competent examination from time to time on the
duties and actions of their post as they exist or are extended.
4. That to this end any poor performance on post be reported to Div V,
Dept 13 for investigation and correction by examining the above points
and putting in those found out.
5. That within the framework of Cases and Morale Policy Letter, priority
be given to those posts in the org that most likely could be expected to
collect a 64status value" so that the integrity of those holding such
posts be maintained.
6. That in any case, notwithstanding the above paragraph, persons on
such posts should make every attempt to keep themselves clean of 0 /Ws,
including making it known to the proper terminals when they find they
have misunderstoods or missing data on post.
If there is any trouble in training a person up for a post, it will be
traced ordinarily to LACK OF ADEQUATE MATERIAL about that post and no
checksheet to be thoroughly checked out on.
This should be checked as a point.
It is common not to have a pack of data or checksheet for a post and, if
so, one must be made.
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SUMMARY
Given a person on post not producing, TRANSFER is almost never the right
answer. Yet it is the one most frequently done.
If a person is morally unfit, a criminal or mad, it is obvious that
"transfer" is the wrong answer.
So this leaves us with these actions to do:
As given in the Management Cycle, HCO PL 24 June 70.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
299
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 SEPTEMBER 1970
Rernimeo
Personnel Series 6
TRAINING
By actual test and practical experience, a fully trained, on-policy
executive will raise the stats of an org.
An untrained executive will depress the stats.
An officer trained on the Flag Executive Briefing Course will send stats
up where an equivalent officer not so trained will send them down.
This appears so obvious that it can be missed.
It means that it costs an org thousands upon thousands to use an
untrained executive who has not done an FEBC. It costs personnel their pay,
their facilities and their security.
If an FEBC cost $30,000 (which it does not), the org would make it back
in a few weeks.
If an untrained executive is placed in charge of an org, it can prepare
for losses and can succumb.
This is a very simple lesson. It is a matter of actual fact, not of PR.
This is shown up well when a fully trained executive is placed in charge
of a whole org.
It is less visible but just as decisive regarding ANY post.
An untrained person on a post will be at best somebody not too
destructive and at worst a camouflaged hole.
These facts are facts.
When you do not know this, be prepared to have lots of trouble, losses
and dev-t,
It costs money not to spend money pretraining for a post. It also costs
money not to train a person on a post to familiarize him with it.
Training is of course a relative word. The materials taught must be
practical and useful and must apply to the job to be held.
Given this, a personnel officer who does not advise or provide for full
prepost training will be found to be very costly.
One who insists on full pretraining and on-post training will be found
to be a very valuable asset.
This data is not theoretical. It is the living truth.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright C 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
300