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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 APRIL 1972
Remimeo
Establishment Officer Series 13
DOING WORK
The basic Esto problem is getting somebody to do his job.
This is not just executives nor "bad staff." It tends to be rather
prevalent in our modern culture.
The basic question really is "Why can't you do what you are supposed to
be doing?"
An Esto will find many people "busy," but really not doing their post
hat.
As the Esto's own stat depends on people actually doing their jobs, and
as the pay and well-being of those people also depend on it, it amounts to
quite a problem.
You can do a Product Rundown to cognitions. But then in some cases
nothing happens.
You hat and still nothing happens.
ABERRATION
To understand this you have to understand "aberration."
Get the idea of a being doing wholly what he is doing. You get this:
e
A.
I I I I Task
It is a straight line of attention.
Now get the idea of somebody "doing a job that is not doing what he is
doing."
We get
e Being 'v
B. '\.X
, 111 Tas
This is aberration. Which means "not in a straight line."
199
So in example A, the person does what he is doing.
In example B, he is doing but he is not doing what he is doing MENTALLY.
Mentally he is doing something else while he is doing what he seems to be
doing.
SCHIZOPHRENIA
The most prevalent "mental disorder" is supposed to be schizophrenia.
This means "SCISSORS" or 2 plus "head." A two-head in other words. And in
this case two heads are not better than one (joke).
You see this in institutions. A person is changing valences
(personalities) clickclick-click, one to the next.
But the condition is a gradient one that worsens between sanity and the
bottom of the scale.
Midway, the condition is common but almost never noticed. It is so
common today that it passes as normal humanoid.
The person is not doing what he is doing.
Examples of this are-people who do not like a job with responsibility
because
they "like to do mechanical things so they can dream of something
else while working";
persons who "have to do something else before they can 59; persons
who are out of area; persons who continually make dev-t.
There is also the person who rams sideways into the work of others with
"mistakes," "demands," and prevents them from doing what they are doing
while himself not doing what he is doing.
One can't say these people are crazy. Not today. But one can say they
make problems which are very difficult unless you know how to unlock the
riddle.
BARRIERS
Study Series No. 2 HCOB 2 June 1971 Issue I "Confronting" and the drills
given in the Esto tape series can push their way through an astonishing
mass of barriers.
For this is what the condition is-an effort to get through barriers.
The reason example B above occurs is that the person's attention is
misdirected by mental barriers each time he tries to do A above.
Yet only if he can do A will he have any self-determinism and power.
It does not mean he is crazy. It means he is incapable of directing his
attention straight. Each time he does, he hits something that deflects it
(sends it off at an angle).
All this will seem very reasonable to him because it is the way it has
always been. And like the little girl who never knew she had had a headache
from the time of birth, and only knew it when it quit suddenly, such a
person does not realize he cannot control his attention.
Such think about lots of other things while apparently thinking about
what they are doing. And they do lots of other things.
MISUNDERSTOODS
Misunderstood words prevent them being in communication with materials
or others. Thus they do not read or listen. They maunder (which means
wander about mentally).
200
This is the inflow side of it.
The outflow side are barriers of odd fears and peculiar ideas.
Such people appear rather weak and dispersed. Or too heavy and stubborn
to make up for it.
They have fixed ideas and other outpoints because their thoughts detour
instead of running along a highway.
HAPPINESS
To get someone to actually do what he is doing when he is doing it will
sound cruel to some people. That's because they find it painful to confront
and would rather withdraw and maunder, sort of self-audit themselves
through life.
They are not happy.
Happiness comes from self-determinism, production, and pride.
Happiness is power and power is being able to do what one is doing when
one is doing it.
COMPETENCE
When a person is competent, nothing can shake his pride. The world can
yell. But it doesn't shake him.
Competence is not a question of one being being more clever than
another. It is one being being more able to do what he is doing than
another is.
Example A is competence.
Example B is incompetence.
MORE THERE
You could say a competent person was "more there." But this is really
"more able to put his attention on what he has his attention on."
WHY
Anyone who is not a fireball on his post could be described by this WHY:
Unable to do his post for an individual WHY for each person.
Thus there are two ready remedies an Esto can use.
1. He can find the WHY a person cannot do his post and then handle it.
2. He can do Esto drills on the person.
In finding the WHY the observation itself that his stats are low may
find the person a bit defensive.
It just could be that he does do what he is doing. But if so his stats
would be high and he would be moving fast.
Thus one has to find his personal WHY. If it is the right one he should
have very good indicators and speed up and do his job. If it is not quite
the right one he may feel degraded or ashamed.
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The test of any right WHY is does it raise the existing scene toward the
ideal with existing resources.
Thus you can get a WHY that is not wholly acceptable until handled. But
if you really are spot on it should blow a lot of the barriers.
Thus a real WHY blows a lot of the barriers, when handled, between the
being and his job.
The drills then push it on through.
The drills sometimes blow through the WHY. The WHY sometimes blows right
through any need of drills.
So these two actions interact.
If you see someone feeling very guilty after the WHY "is found," better
check it over. It could be a wrong WHY and in this case, just find a new
one.
THIRD ACTION
The Primary Rundown, HCOB 30 Mar 72, should be done on a staff member
thoroughly.
Otherwise he will remain to some degree out of comm. He will not be able
to take in data quickly if he cannot communicate with words.
PROCESSING
Of course processing removes all the barriers eventually. But it is not
necessarily aimed at doing a job.
Ability potential is enormously increased by processing.
But traditionally we do not rely on processing to handle staff.
We handle people and we handle cases.
But auditors and staff members, simply because we do handle people and
cases, must not have cases on post. We do not admit that they have cases.
This raises necessity level.
And it is quite amazing how high that necessity level can be raised and
how a person can function despite his case.
If we admitted that staff had cases we couldn't handle public cases.
It's that simple.
So an Esto does not advise or use auditing on staff members as a post
remedy nor accept case as a WHY.
Of course "case" is a WHY. But when you accept it you retreat from
example A above and at once get a B.
You will be amazed how a person can begin to do what he is doing by
finding his WHY and doing drills.
And of course you also have to handle the fellows who jam in from the
side at every turn and disperse the staff member's attention. He too (and
especially) isn't doing what he is doing.
The same procedure (WHY and drills) handles him as well.
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In sum, if a staff member isn't doing what he is doing he is doing
something else. They never do nothing.
Ask "What is the reason you do not fully do your post?" or any such
version. Find the real WHY. And handle the person.
That's the major part of an Esto's job.
And don't be surprised if you get a cheerful "but I am!" And find he is.
But his stats and speed tell the whole story.
L. RON HUBBARD
Founder
LRH:mes.bh.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
203
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 APRIL 1972
Remimeo
Establishment Officer Series 14
ETHICS
The normal level of an unhatted dev-t nonproducing org is out-ethics.
The reason you see so many heavy ethics actions occurring-or situations
where heavy ethics actions should occur if they aren't-in such an org is
that it has its EXCHANGE flows messed up.
It is important to know this fact as this factor alone can sometimes be
employed to handle persons in the area whose ethics are out.
CRIMINALITY
Unless we want to go on living in a far nowhere some of the facts of
scenes have to be confronted.
An inability to confront evil leads people into disregarding it or
discounting it or not seeing it at all.
Reversely, there can be a type of person who, like an old-time preacher,
sees nothing but evil in everything and, possibly looking into his own
heart for a model, believes all men are evil.
Man, however, (as you can read in HCOB 28 Nov 70 C/S Series 22
Psychosis) is basically good. When going upon some evil course he attempts
to restrain himself and caves himself in.
The Chart of Human Evaluation in Science of Survival was right enough.
And such people also can be found by the Oxford Capacity Analysis where the
graph is low and well below a center line on the right.
This sort of thing can be handled of course by auditing but the Esto
does not depend on that to handle his staff's problems.
Criminal actions proceed from such people unless checked by more duress
from without not to do an evil act than they themselves have pressure from
within to do it.
Criminality is in most instances restrained by just such an imbalance of
pressures.
If you have no ethics presence in an org, then criminality shows its
head.
Such people lie rather than be made to confront. They false report-they
even use "PR" which means public relations to cover up-and in our slang
talk "PR" means putting up a lot of false reports to serve as a smoke
screen for idleness or bad actions.
Unless you get ethics'in, you will never get tech in. If you can't get
tech in you won't get admin in.
So the lack of ethics permits the criminal impulse to go unchecked.
Yes, it could be handled with tech. But to get money you have to have
admin in.
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Unless there is ethics and ways to get it in, no matter how distasteful
it may seem. you will never get tech and admin in.
Of course there is always the element of possible injustice. But this is
provided against. (See HCO PL 24 Feb 72 Injustice.)
When ethics is being applied by criminal hands (as happens in some
governments) it can get pretty grim.
But even then ethics serves as a restraint to just outright slaughter.
Omitting to handle criminality can make one as guilty of the resulting
crimes as if one committed them!
So criminality as a factor has to be handled.
It is standardly handled by the basic ethics P/Ls and the Ethics Officer
system.
EXCHANGE
The unhatted unproducing staff member, who is not really a criminal or
psychotic, can be made to go criminal.
This joins him to the criminal ranks.
The ethics system also applies to him.
However there is something an Esto can do about it that is truly Esto
tech.
This lies in the field of EXCHANGE.
If you recall your Product Clearing, you will see that exchange is
something for something.
Criminal exchange is nothing from the criminal for something from
another.
Whether theft or threat or fraud is used, the criminal think is to get
something without putting out anything. That is obvious.
A staff member can be coaxed into this kind of thinking by
PERMITTING HIM TO RECEIVE WITHOUT HIS CONTRIBUTING.
This unlocks, by the way, an age-old riddle of the philosophers as to
"what is right or wrong."
HONESTY is the road to SANITY. You can prove that and do prove it every
time you make somebody well by "pulling his withholds." The insane are just
one seething mass of overt acts and withholds. And they are very physically
sick people.
When you let somebody be dishonest you are setting him up to become
physically ill and unhappy.
Traditional Sea Org ethics labeled noncompliance as Liability and a
false report as Doubt.
And it's true enough.
When you let a person give nothing for something you are factually
encouraging crime.
Don't be surprised that welfare districts are full of robbery and
murder. People there give nothing for something.
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When exchange is out the whole social balance goes out.
Every full scholarship ever given by an org wound up in a messy scene.
When you hire a professional pc who just sits around making do-less
motilons while people audit him and contribute to him DO NOT BE SURPRISED
IF HE GETS SICKER AND SICKER.
He is contributing nothing in return and winds up in overwhelm!
Similarly if you actively prevented someone from contributing in return
you could also make him ARC broken and sick.
It is EXCHANGE which maintains the inflow and outflow that gives a
person space around him and keeps the bank off of him.
There are numbers of ways these flows of exchange can be unbalanced.
It does not go same out as comes in. Equal amounts are no factor. Who
can measure good will or friendship? Who can actually calculate the value
of saving a being from death in each lifetime? Who can measure the reward
of pride in doing a job well or praise?
For all these things are of different values to different people.
In the material world the person whose exchange factor is out may think
he "makes money." Only a government or a counterfeiter "makes money." One
has to produce something to exchange for money.
Right there the exchange factor is out.
If he gives nothing in return for what he gets the money does not belong
to him.
In Product Clearing many people it was found that some considered their
food, clothing, bed and allowance were not theirs because they produced.
They were theirs "just by being there." This funny "logic" covered up the
fact that these people produced little or nothing on post. Yet they were
the first to howl when not getting expensive (to the org) auditing or
courses or tech!
Thus such a person, not hatted or made to produce, will get ill.
It is interesting that when a person becomes productive his morale
improves.
Reversely it should be rather plain to you that a person who doesn't
produce becomes mentally or physically ill. For his exchange factor is out.
So when you reward a downstat you not only deprive upstats, you also
cave the downstat in!
I don't think welfare states have anything else in mind!
The riots of the ancient city of Rome were caused by these factors.
There they gave away corn and games to a populace that eventually became so
savage it could only enjoy torture and gruesome death in the arena!
A lot of this exchange imbalance comes from child psychology where the
child is not contributing anything and is not permitted to contribute.
It is this which first overwhelms him with feelings of obligation to his
parents and then bursts out as total revolt in his teens.
Children who are permitted to contribute (not as a cute thing to do but
actually)
206
make noncontributing children of the same age look like raving maniacs! It
is the cruel sadism of modern times to destroy the next generation this
way. Don't think it isn't intended. I have examined the OCAs of parents who
do it!
So if a person is brought up this life with the exchange all awry, the
Esto has his hands full sometimes!
He is dealing with trained-in criminality!
WHAT HE CAN DO
The remedy is rather simple.
First one has to know all about EXCHANGE as covered in the Product
Clearing policy letters.
Then he has to specially clear this up with people who do not produce.
He should get them to work on it as it relates to ALL THEIR DYNAMICS IN
RELATIONSHIP TO EVERY OTHER DYNAMIC.
That means he has to clear up the definitions of dynamics with care and
then have the person draw a big chart (of his own) and say what he gives
the first dynamic and what it gives him. Then what he gives the second
dynamic and what it gives him. And so on up the dynamics.
Now, have him consider "his own second dynamic." What does his second
dynamic give his first dynamic? What does his second dynamic give the
second dynamic and what does it give him?
And so on until you have a network of these exchange arrows, each both
ways.
Somewhere along the way, if your TRs are good and you have his attention
and he is willing to talk to you he will have quite a cognition!
That, if it's a big one, is the end phenomena of it.
And don't be surprised if you see a person now and then change his
physical face shape!
CONDITIONS BY DYNAMICS
An Ethics type "action" can be done by giving the person the conditions
formulas (pages 189, 237, 245, 247, 249 of Vol 0, Basic Staff Hat. HCO PL
14 Mar 68-page 247-gives one the table.)
Method 4 the person on the table of conditions and pick up any other
misunderstoods.
Have the person study theformula of each of these conditions in the
table so that he knows what they are and what the formulas are.
When he has all this now with no misunderstood words, you must clear up
the words related to his dynamics I to 8 and what they are.
Now you're ready for the billion dollar question,
Ask him what is his condition on the first dynamic. Have him study the
formulas. Don't buy any glib PR.
Don't evaluate or invalidate. When he's completely sure of what his
condition really is on the first dynamic he will cognite.
207
Now take up the second dynamic by its parts-sex, family, children. Get a
condition for each.
Similarly go on up each one of the dynamics until you have a condition
for each one.
Now begin with the first dynamic again.
Continue to work this way.
You will be amazed to find he will come out of false high down to low
and back up again on each dynamic.
Somewhere along the line he will start to change markedly.
When you have a person in continual heavy ethics or who is out-ethics
(ethics bait, we say) and who is floundering around, you can do an S & D on
him and quite often save his future for him.
When you have such a person you do this one first before you do the
Exchange by Dynamics.
In other words, you use this on "ethics bait" and then when he's come
out of such, you do Exchange by Dynamics on him.
SUMMARY
When all looks black, and you are getting false reports, and the things
said done were not done and what was really being done were overt products
and despite all your work, the stats just won't go up, you still have three
answers:
1. GET IN ETHICS ON THE ORG.
2. GET EXCHANGE DONE ON INDIVIDUALS.
3. GET IN CONDITIONS BY DYNAMICS ON THE ETHICS BAIT,
And after that keep a strong, just Division I Dept 3.
You'll be amazed!
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
208
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 APRIL 1972
Remimeo
Establishment Officer Series 15
PRODUCT CORRECTION
If you find the wrong product for a post, you knock the staff member's
hat off.
Example: Get the janitor a product of "a well established business" and
he's the Exec Esto!
When all the "products" have been "found" you can have bits of trouble
here and there. This would be very mysterious unless you realize that a
certain percentage of products found will be
(a) Incorrect
(b) Too few
(c) Incompletely worded
(d) Are doingnesses not havingnesses
(e) Can't be worked into a stat.
There will also be a certain small number who were upset by a poor
Product Rundown and will have to have auditing to handle (usually the
bypassed charge list L I C on the Product Rundown or what is called a Green
Form or even a Word Clearing Correction List).
The majority probably will be all right so that's a pluspoint.
But these flubbed rundowns become themselves a WHY.
So let's see how to correct one.
1. Did the product add up to a havingness?
2. Was it exchangeable?
3. Did it match the actual hat?
4. Were there more for the same post?
5. Is the person really wearing several hats, each of which has a
product?
6. If more than one found did they go together with each other?
7. Does it give the person a different hat?
8. Did it give the person somebody else's hat?
9. Were there misunderstood words in the rundown?
10. Does the person have contrary orders from some other person?
11. Was it just an exercise to the person?
12. Did doing the rundown make the person ARC broken or otherwise put
ruds out?
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13. Didn't the person agree with it?
14. Was the person really trying to do some other job?
15. Was the person about to leave present post or wanted to?
16. Was the Product Rundown really not done?
17. Is the person unhappy on post?
18. Is the person taking illegal orders?
19. Is the person connected to antagonistic people (PTS)?
20. Wrong post for the product?
21. Wrong org bd?
22. Crossed over into another department?
23. Crossed over into another division?
The questions, assessed on a meter, should be handled if they read.
And when that is done (assessed and handled), the door is open to
finding the WHY called for in Esto Series 13. The above questions could be
the Why or part of it but usually that's just a symptom of the real Why
called for in Esto No. 13.
But in any event the questions correct the Product Rundown and it's
vital to do that.
HATS AND ORG BD
EXISTING ORG BD
The routine action with a post is to get the person to list on separate
cards WITH CORRECT EXACT WORDING each hat the person wears or has been
wearing no matter how small. This is NOT copied from a P/L. It's an honest
"What hats do you really wear?"
The list may be as long as 35 or 40. The higher you go on the command
channel, the more of these hats.
Having done that for every member in a division you wind up with either
(1) Completely expressed division hats or
(2) Woefully missing functions or
(3) Badly adjusted work loads.
(4) A totally cross-hatted scramble.
You put these cards (identified as whose by the writing) onto a blank
org board. You now have AN EXISTING ORG BD.
NEXT ACTION
The following is an entirely separate action.
Now you take the 1965 org bd or FEBC org board or whatever org board is
a model and see if the "hats" you have go under the functions listed on the
board.
You adjust the hats around to cover the actual functions of the
division.
You write up cards to cover the missing functions.
You put these new cards on the org board.
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FUNCTION BOARD
You write up the functions of the org board of the division by
departments on a separate model and add the valuable final products per HCO
PI, 4 Mar 72.
This gives you the functions to get out the VFPs expected.
These functions will or won't get out the VFPs.
What functions are needed to get them out?
By blocking in these you have now a FUNCTION ORG BOARD.
TITLE ORG BD
From this function org board you can now make up a TITLES ORG BD.
Each title has some of these functions. The functions must be of the
same general type for the title.
When you have done this (with divisional secretary, divisional Org
Officer and divisional Esto and department heads), you now have a TITLES
ORG BD.
POSTING
The main failure in putting names on an org bd is that people take the
easy way out and try to put a different person's name on each title. This
gives you a 100 person division "absolutely vital" while the production is
about 5 man!
You take the names you have NOW in the division and post those to cover
all the functions and titles.
You post from the top down. YOU NEVER POST FROM BOTTOM UP. And you NEVER
LEAVE A GAP BETWEEN PERSONS ON LOWER POSTS AND HIGH POSTS. Either of these
faults will raise hell in the division's functioning and are grave faults.
Having done this you now have a POSTED ORG BOARD.
MATCHING
Now the hat lists you have are probably wildly different than your
posted org bd.
Take the cards of hats they were wearing and try to fit these onto your
POSTED ORG BD.
You now at once "before your very eyes" will see what's wrong with your
product and what might be right with it.
You will have one of these:
(1) Completely expressed division hats
(2) Woefully missing functions
(3) Badly adjusted work loads, OR
(4) A function not on the POSTED BD but done by someone that is getting
the product!
You will see that the board made from the hat cards they wrote, doesn't
usually compare with your posted org bd!
AND THAT'S A POSSIBLE WHY YOU COULDN'T GET PRODUCT RUNDOWNSDONE!
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Hats don't add up to product. Or the actions really being done are
totally unproductive.
You now have it before your eyes.
CAUTION
By an excess of purity you can crash a division or an org by removing a
key function someone is doing that's NOT on the posted org bd but IS
getting the product!
We had a Phone Reg recently removed because he wasn't allowed for on the
org bd and "had to be Dir Reg but wouldn't." When he was forced into line,
the stats promptly crashed!
The stats recovered promptly when his removal was spotted and he was
ordered back on post.
You don't juggle an org board lightly. You can destroy a division or
unit by juggling hats.
The rule is DON'T DISMANTLE A WORKING INSTALLATION. NEVER!
You can build around it, support it, put in another one like it. But
don't touch it!
It is heartbreaking to build a successful upstat division-takes months-
and have somebody crash it by musical chairs, musical functions.
So always look at stats. And look at the PAST points of high stats of
that div in past years and see what was its organization when it was really
upstat.
You could do no better than to rebuild that old structure.
But if your div or activity was a working installation that was really
getting out the product don't monkey with it. Study it instead.
RECLEARING PRODUCT
If Product Clearing wasn't good, and the unit isn't doing well, then do
the above org bd exercises to see what gave.
And you probably will now see that you didn't have the right products.
Try to get your division or dept standard if its stats are low. Standard
is your 1965 SH org bd for a big org. That org really ran! Most policy is
built on it.
But a little org builds up from "Org Program No. I" LRH ED 49 INT 9 Dec
1969. And can go through the 6 dept stage of London, LA and DC in their
glory ('56-'62). They had an HCO, a Registration, Accounts, Training,
Processing and a Department of Personnel Efficiency (public). These did all
the functions. There was an HCO Sec and an Association Sec. But Org Pgm No.
I phases into it with a person in full charge of public.
Or a little org can build a big org from Org Pgm Number I right on into
the '65 org bd.
The approximate products of HCO PL 4 Mar 72 are being worked for. I say
approximate as there may be more and the wording may be better adjusted.
When you have the hats getting out the subproducts (those necessary to
make the VFPs of the org) you will get the VFPs.
CORRECTED ORG BD
You may find it necessary to correct your posted org board to get the
VFPs.
212
Remember, it has the staff it has, plus any new ones it manages to get
plus any field technical persons it can get in to go on staff.
YOU HAVE TO SET IT UP TO GET OUT THE VFPs NOW NOW NOW.
An org can't stand idle to be organized. It can die if it is hatted just
to establish.
So you post the people you have to do the functions that must be done.
Then you Product Clear.
You clear from the top down.
You HAT to produce.
There isn't anything more important than this step.
EASY WAYS
The easy way to do this is to do 2 of the short form steps quickly on
EACH staff member from the top down.
Then take the next two on ALL the staff, each one.
If a Product RD has been done already but it isn't running well, correct
it, with above list.
And do it with two steps and go on to the next staff member.
NEGLECTING TO CLEAR PRODUCTS
The biggest omission is not clearing products at all.
The next biggest omission is failing to clear from the top down.
The next is not clearing them all through the div two at a time.
The next is not clearing products on the new people coming into the div
promptly.
CRISSCROSSING PRODUCTS
A div can be tangled by having the wrong products for the hats.
So product is always suspect when stats are down or lines tangle.
BIGGEST WHY
The biggest Why of products not getting cleared is an Esto I/C in a
small org or an Exec Esto who does not run and train his Estos. If an Exec
Esto listens to "but I can't use a meter," "my TRs are out," "she won't let
me hat her," "I have Mis-Us on the P/Ls so don't read them" and does not
handle his Estos the way a coach handles a hot football team, products
won't get cleared.
Naturally if products are not cleared on an Esto I/C or an Exec Esto or
if they aren't cleared on the Estos they will flounder.
Once again it's a two-step- at-a-time action round and round while
getting other things done between each two steps.
EXAMPLE OF PRODUCTS
An example of Product Clearing that throws things out is crossing the
hats of the Esto MAAs.
The Exec Esto's MAA is responsible for the schedule and getting to work
and exercise and activities of STAFF MEMBERS.
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The Assistant Esto MAA is responsible for Estos.
If their products are incorrectly cleared they will flounder around and
their posts may look of little value.
The Exec Esto's MAA probably has a product like "effective post hours of
each staff member." Each staff member on post one hour is a product. He
also therefore has a welfare sort of function that leads to a lesser
product that leads to the main one. Like, "a staff member in good physical
condition for the day." And this gives another lesser product, "a secure
staff member for that day." And so it goes. This is not a list nor an exact
wording of his products. But do you see that they all fit? They are ethics
type stats so they have time in them because they preserve and measure
survival. They could not be graphed without time in them. They would not
vary.
The Esto's MAA has "an Esto on post with ethics in that day." He has
lesser products of "a defended or secure Esto that day" and "an Esto
assisted with liaison with HCO." Do you see that the products mesh? If an
Esto has out-ethics he can't be defended because he can be hit from above.
Also the Exec Esto's MAA has the staff and the Esto's MAA has the Estos
so "both sides" are supported.
Now if you product cleared the Exec Esto's MAA as having "a working
Esto" as his product he would be at once the Exec Esto! While called
"Esto's MAA." He wouldn't be able to make head nor tail of his post.
If the org's HCO Ethics Officer had the same products as the Esto MANs
(or, lord help us, all three had wrong products) whole zones of ethics
would be missing in the org and out-ethics would occur. The Ethics Officer
has several products but as HCO is a production division, he has "an out-
ethics person whose ethic level has been made acceptable." It would not be
"Ethics Orders issued" as that isn't the whole product of the E/O nor would
"people hit by ethics" be a product because it isn't a product. The product
would have to include public and if it didn't the whole public zone would
be out. Students would get into an E/O section jammed with staff backlog
and would be kept off course and maybe blow. Decent investigations couldn't
be made. So ethics would go out in the area.
But an Esto having trouble with a staff member would know, if products
were right and published, to send him to the Exec Esto's MAA!
And what of files? It's useless to duplicate files so HCO Ethics Files
has all Ethics files and the Exec Esto MANs files and the Esto MANs files,
So, just with this example, you can see that products can be very neatly
coordinated. AND MUST BE FROM STAFF MEMBER TO STAFF MEMBER in a section, a
department, a division, an org. Then it all FLOWS. Somebody is in charge of
each internal product in the org that it takes to make a VFP and in charge
as well of that VFP loosely (incorrectly called) the GI (GI is really the
valuable FINAL REWARD for which the VFPs are exchanged).
Thus, an org properly product cleared RUNS, PRODUCES VFPs in high volume
and quality and is rewarded with GI and other things for which VFPs
exchange.
And that's the org you want!
L. RON HUBBARD
Founder
LRH:nt.mes.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
214
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 APRIL 1972
Remimeo
Establishment Officer Series 16
HATTING THE PRODUCT OFFICER
OF THE DIVISION
Estos have been told "hat from the top down."
Why? Because the head of a div or org or the Product Officer of the org
is the one who gets other people to work.
If the Product Officer is not hatted to get people to work there will be
no products, the stats will be very low and that Esto could be very
mystified and look bad as an Esto.
For if he does not do this one thing first then whatever else he does
will be wasted.
An Esto who gets drawn in and given orders by a div head or who cannot
confront the div head will wind up withdrawing from the div or just being
inactive.
The first major failure of an Esto would be a failure to hat the Product
Officer of the org or div.
FIRST SITUATION: There is no head of div (or org). Correct action: Get a
head of div (or org) fast and rapidly org board the div. The number of
people in the div (or org) does not matter at this stage. First things
first. Get a head of div (or org). And rapidly org bd the place.
SECOND SITUATION: You have a head of div (or org). Correct action: Hat
him with HCO P/L 28 July 71 Admin Know-How No. 26. Tell him you will attend
to the hatting IF he will get them producing. He is responsible for their
production. Get him to know this P/L. (Method 4 WC.) Tell him he is in
Phase 1. So let's see some production.
THIRD SITUATION.- The head of div or org flies about, looks busy or
just sits
there. He is not getting out production. He will tell you all about
"not being hatted,"
"doesn't know the tech" on and on, excuses excuses. But no production
from him or
staff. Correct action: He has to be made to understand that he isn't
doing his job no
matter how busy he looks or how many reasons he has. He probably has
not noticed
and does not know that he is faking work. People with low confront
don't see. If he is
really doing his job and getting out his products and forcing any
staff to get out theirs,
you have a pearl. Cherish him, and don't consider doing this third
action on him. But
one is easily fooled. Only real products tell the tale. A busy exec
or division is not
necessarily a producing exec or div. So if no products from him or
staff for whatever
reason, he's below Danger. You don't have a head of div or org if you
don't have
products coming off and exchange occurring. Only these, not excuses
or motions, tell
the tale. You can get "PR" and glowing (but false) reports. You can
get all sorts of
things. But where are the products? So you bait (tease) and badger
(nag) the head of div
(or org) to IMPINGE ON HIM (draw his attention) until he snarls or
cries or screams
AND SPITS OUT AN OUTPOINT. You don't ask him like repetitive commands
"Why aren't you working?" You ask in many ways "Where are the
products?" And
he'll eventually tell you an outpoint. Like "But I can't get out any
products because
they aren't products until they are back home telling people how good
we are so how
can 1 .19 Or "I just keep running around here and nothing happens." Or
some other nonsense that is nonsense. That's his Why. So you tell
him,"Look,
215
you don't get out products because you don't think you can!" Or "You are
just trying to look busy so you won't be thought idle." And if you're smart
and on the ball, that will be it. The exec will cognite and go into smooth
2WC at once and you got him out of the Esto P/L Series 13 state into a
confront. This is "Bait and Badger" to get him broken out of
nonconfronting. That's all that's wrong with him really. He doesn't look.
SITUATION FOUR: The exec won't let an Esto near him. Snaps, snarls.
Don't avoid him. Correct action: Bait and Badger. He's already halfway
through Situation Three above. Finish it up.
SITUATION FIVE: The exec goes into shock. This is a symptom of no
confront. He won't fight back. He will propitiate. But he won't do anything
either. Correct action: Get a new exec. Tame execs who won't fight and
can't work will never get a staff to work. After getting a new exec,
salvage the old one with processing. Do Steps One to Four on the new one.
SITUATION SIX: Having gotten the original or a new exec this far, you
will find he is usually outpointy in his actions even if producing. Correct
action: Run Confront in his area. Run Reach and Withdraw in his area. Then
product clear him on every section and department he has as though he's the
head of it.
SITUATION SEVEN: Gets out volume but quality suffers. This is a general
nonconfront. Correct action: Bring him personally up through each dynamic,
through the conditions per Esto Series No. 14. Get him in normal or higher
on each dynamic. Now do Dynamic Exchange, Esto Series No. 14.
SITUATION EIGHT- He is active, producing but isn't forcing staff to
produce. Correct action: Recheck him on HCO P/L 28 July 71 Admin Know-How
26 and look for a Why that he can't pull himself out of Phase I into Phase
11. Get this VGled. Tell him, "Preach to them that dones come from
effective doingness. If they don't do things that are effective they will
not get a done. Demand DONES."
SITUATION NINE: He really doesn't know his job. Correct action: Begin to
hat him. Don't start hatting him further than an instant hat before you
have worked it up to Situation Eight. His confront will not be good enough
to apply the material even if he knows it. So only at this stage do you
start to really hat. And at this stage you hat by observing what he doesn't
know that he needs to know and you look up and select P/Ls that fit his
current state of unhattedness and check him out on only these. You keep a
log of what he's checked out on so he gets credit for it.
SITUATION TEN: The executive skids back. He roller-coasters or gets ill.
Correct action: Recognize this as a PTS situation. Get him interviewed by
the D of P. Get the PTS situation HANDLED and don't buy "It's just the flu"
or whatever. He's PTS and that's trouble. (See HCOB 17 Apr 72 C/S Series
76.)
SITUATION ELEVEN: The exec does not seem to remember what he's been
checked out on or apply what he knows. He is glib or he is foggy. Correct
action: Get him word cleared Method 1. Then word clear him Method 4 on the
materials he has covered. (See Word Clearing Series HCOBs.)
HOW MUCH TIME
How much time do you spend with an exec?
Well, effective or not his time is valuable.
Do not use peak load post time or he'll be going mad with the PTP of
unhandled actions needing to be done. So you won't get anywhere.
Try to do these actions on an exec during his study time.
Observe him on post to know what to do in his study time.
216
If he has no study time, you must get the Study Correction List (HCOB 14
Jan 72 Study Series 7) done on him and handled as in Situation Thirteen. An
exec who can't study can't see either.
If this conflicts with your own study time, make other arrangements for
that portion of yours. But get yours IN too.
SITUATION TWELVE: Has study time in addition to working hours but does
not study. Correct action: See that study time is run per "What Is a
Course?" HCO P/L 16 Mar 71 and "What Is a Course-High Crime" HCO P/L 16 Mar
72 and LRH ED 174 INT 72.
SITUATION THIRTEEN: Even though staff course exists does not study.
Correct action: Have a Study Corr List HCOB 14 Jan 72 Study Series 7 done
and properly handled.
REST OF STAFF
What do you do with the rest of staff?
These thirteen situations cover as well any staff member.
You could do no worse than do these things on each one as beginning
actions.
There are many Esto actions that can be done but if you don't get these
done you won't get far.
But on staff below dept head, Situations One, Two and Eight do not
apply.
SITUATION ONE STAFF: Major post not posted. Correct action: Force a Dept
One into existence via the Exec Esto and get it producing staff and get the
post posted. (Don't do an incorrect action and use other parts of the org
as personnel pools and dismantle working installations or rob tech.) Get
the org bd up and the person on it.
SITUATION TWO STAFF: You have a person on the post. Correct action:
Instant hat him. Get him programmed for training for post. Unbug his study
time. See that he studies per pgm.
SITUATION EIGHT STAFF: He is active and producing but isn't moving his
products or is backlogging and/or gets in jams. Correct action: Volume 0 of
OEC Course, get in its comm sections, drill him on org bd and show him the
other terminals he is supposed to be in comm with. Make him follow his
product physically through lines and then make him follow the routes of
things that should come to him. While doing this you will find bugs in the
lines or in his own lines. Smooth them out. Drill the person further.
THIS P/L AS A CHECKLIST
You can use this P/L as a checklist.
Get a cardboard folder. Put the person's name on it.
Write the person's name in at the top of this P/L.
When each action is done, mark the dates it is being worked on in the
margin beside the situation with your initial.
When fully done mark it DONE with date. Beware of NOT-DONES or HALFDONES
or BACKLOGS. (See Admin Know-How 29, Executive Series 5, both are HCO P/L
26 Jan 72 Issue 1.)
Don't skip about on this one.
217
THE GENERAL WHY OF INACTIVITY OR NONPRODUCTION IS: LOW CONDITION ON ONE
OR MORE DYNAMICS MAKING A NONALIGNMENT WITH OTHER DYNAMICS CAUSING AN
INABILITY TO CONFRONT.
Most beings are not there as a being as they are below existence. As a
being plus body they have social responses and can do orders or will do at
something when attention is called to it. Otherwise they are blind with
their eyes wide open. They are not malicious. They just don't SEE.
If they are not there they won't have to be responsible for what they
do, will they? They do not think they have lived before or will live again,
which is why the population is fixed on a one life idea.
As a result the above situations do occur. And the handling has been
tested and works.
Do not say, "Why haven't you seen - - " this or that outness. Say, "Do
you see this -" outness. And they will look in that direction. But
sometimes have to be shown further evidence. Then they see it. Until the
above situations are handled, you are working with social machinery.
When you have handled these situations as above correctly as noted, you
will get toward full application of HCO P/L 5 May 1959 "Policy on Sec EDs
and Hats" page 64, Vol 0 of OEC. Call the above "correct actions" the
modern processes plus many other Esto actions and you can bring the exec to
CAUSE so that he CREATES his post.
Until you have handled, using his social machinery as per the situation
handlings above, he is not being bad, he just can't see.
This is how you get an exec functioning.
It is no overt act to get him functioning as only until you do will he
have any morale at all.
SITUATION FOURTEEN.- An exec or staff member may try to use the Esto as
an Org Officer or to get the Esto to get involved in the division's
products. BOTH are fatal Esto errors. Correct action: Explain Esto
functions to them briefly so they know the Esto's product is THEM.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note.- The following data is taken from a Founder advice of April 1972.
"The Org Officer gets the CO's programs logged and done. This is in
addition to his FEBC Org Officer duties, less interviewing staff.
The first product of a Product Officer is an Org Officer but the first
product of an Org Officer was the HAS and is now the Exec Esto.
The first product of an Exec Esto is a divisional Esto working on Products
I and 3 in the division."-LRH
Further data on the above is given in the FEBC Tapes and Esto Tapes.]
218
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 MAY 1972
Remimeo
Study Series 4
Establishment Officer Series 17
Language Series 4
CHINESE SCHOOL
As very few westerners have ever seen a Chinese or Arab school in
progress, it is very easy for them to miss the scene when one says "Chinese
school."
The term has been used to designate an action where an instructor or
officer, with a pointer, stands up before an assembled class and taps a
chart or org board and says each part of it.
It is very funny to one who knows or has heard a real Chinese school to
see the class sitting there silently. This is strictly a Western pattern.
This is how teacher does it in Omaha or Cornell. But never in Shanghai!
A Chinese class sings out in unison (all together) in response to the
teacher. They participate!
The only Western near equivalent is a German beer hall where the
audience choruses items sung out by the song leader.
Chinese school, then, is an action of class vocal participation. It is a
very lively loud affair. It sounds like chanting.
In a real Chinese school the response is so timed that although spoken
by many voices it is quite easy to tell what answer is being chorused.
It is essentially a system that establishes instant thought responses so
that the student, given "2x2" thinks instantly "4."
For example, the instructor, tapping a big multiplication chart cries,
"Two times two." The class in one voice cries, "Four." Instructor: "Five
times two." Class: "Ten." And so on and on and on by the hour.
This gets more complex when, let us say, the maxims of good conduct or
the Koran are being taught. In such cases the tablets or scrolls are on the
wall. The teacher calls chapter and verse and the students chant it.
You could teach the laws of listing and nulling, The Auditor's Code,
axioms and so on in this way.
The tools are the same-an instructor, a pointer, a chart or set of
pictures or big scrolls, a class.
There are two steps in such teaching.
A. The instructor taps and says what it is. Then asks the class what it
is and they chant the answer.
B. When the class has learned by being told and repeating, the
instructor now taps with the pointer and asks and the class chants the
correct answer.
DRILL
The instructor himself has to grasp the drill.
Here is how it would go on an org bd.
219
A.
Instructor taps Div 1. "This is Division I HCO Division."
Class chants, "Division I HCO Division."
Instructor taps Div 6. "This is Division 6 Distribution Division."
Class: "Division 6 Distribution Division."
And so on until all divisions have been named a few times.
B.
Instructor taps Div 1. "What is this?"
Class: "Division I HCO Division."
Instructor taps Div 4. "What is this?"
Class: "Division 4 Tech Division."
And so on and on. The divisions are then considered trained-in on the
class.
Next one would go to departments. Then to philosophic names of
departments. Then to sections. Then one would go to the titles of each
division head. Then to dept heads, etc., etc.
If one had a function org board of what each div and department and post
did one would go on with the same thing.
A Chinese school drill run for a short period each day will eventually
cover an enormous amount of org bd.
Newcomers to the drill have to be schooled-in to catch up or join a new
class.
Anything can be taught by Chinese school that is to be learned by rote.
The parts and actions are always the same.
There is also a version that uses a text, preferably with a copy of it
in each student's hands. It sounds the same.
One is limited only by what he can put on a chart or even in a text
where each student has a copy of the text open before him.
Crude charts are easy to draw up with a felt (heavy ink) pen. The size
of a chart is determined by the ability of the students furthest away to
see it easily.
Cloud types, pictures to be named in a foreign language, even slides of
airplane types, anything can be Chinese schooled that is to be learned
verbatim. And you'd be surprised how many things should be. And if they
aren't the person has a shaky foundation under the subject.
Care should be taken to define strange words. But it is not really a
problem or exercise in Word Clearing. It is verbatim rote teaching.
And it works.
And is lots of fun.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
220
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 JUNE 1972
Remimeo
Data Series 26
Establishment Officer Series 18
LENGTH OF TIME TO EVALUATE
It will be found that long times required to do an evaluation can be
traced each time to AN INDIVIDUAL WHY FOR EACH EVALUATOR.
These, however, can be summarized into the following classes of Whys:
This list is assessed by a Scientology auditor on a meter. The handling
directions given in each case are designations for auditing actions as done
by a Scientology auditor and are given in the symbols he would use.
I . Misunderstood words.
(Handled with Word Clearing [Method I and Method 4 of the Word
Clearing Series].)
2. Inability to study and an inability to learn the materials.
(Handled by a Study Correction List HCOB 4 Feb 72.)
3. Outpoints in own thinking.
(Handled by what is called an HC [Hubbard Consultant] List HCOB 28
August 70.)
4. Personal out-ethics.
(Use P/L 3 May 72 by an auditor. Has two listing and nulling type
lists.)
5. Doing something else,
(2-way communication on P/L 3 May 72 or reorganization.)
6. Impatient or bored with reading.
(Achieve Super-Literacy. LRH Executive Directive 178 International.)
7. Doesn't know how to read statistics so doesn't know where to
begin.
(Learn to read stats from Management by Stat P/Ls.)
8. Doesn't know the scene.
(Achieve familiarity by direct observation.)
9. Reads on and on as doesn't know how to handle and is stalling.
(Get drilled on actual handling and become Super- Literate.)
221
10. Afraid to take responsibility for the consequences if wrong.
(HCOB 10 May 72 Robotism. Apply it.)
11. Falsely reporting.
(Pull all withholds and harmful acts on the subject.)
12. Assumes the Why before starting.
(Level IV service facsimile triple auditing.)
13. Feels stupid about it.
(Get IQ raised by general processing.)
14. Has other intentions.
(Audit on L9S or Expanded Dianetics.)
15. Has other reasons not covered in above.
(Listing and nulling to blowdown F/N item on the list.)
16. Has withholds about it.
(Get them off.)
17. Has had wrong reasons found,
(C/S Series 78.)
18. Not interested in success.
(P/L 3 May 72 and follow as in 14 above.)
19. Some other reason.
(Find it by 2-way comm.)
20. No trouble in the first place.
(Indicate it to person.)
When this list is assessed one can easily spot why the person is having
trouble with the Data Series or applying it. When these reasons are
handled, one can then get the series restudied and word cleared and
restudied and it will be found that evaluations are much easier to do and
much more rapidly done.
L. RON HUBBARD
Founder
LRH:ne.rd.nf Copyright c 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
222
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 JUNE 1972
Remimeo
Establishment Officer Series 19
PROGRAM DRILL
A majority of people cannot follow a written program. Yet all legal
projects are in
program form.
The reasons are various. But when programs are not understood they can
be
cross-ordered, abandoned, left half done and the next thing you know you
have a backlog (HCO P/L 26 Jan 72, Issue 1, Not-Dones, Half-Dones &
Backlogs).
There can be (and usually are) other situations that prevent the doing
of a
program. Out-ethics (P/L 3 May 72), PTS or SP (P/L 5 Apr 72), lack of
understanding of a product or exchange, an unmanned or undermanned area are
the commonest reasons. But when all these have been handled, there can be
two other reasons-the written project itself is bugged so it can't be done
(needs special equipment or finance or is outpointy or doesn't apply) or
THE PERSONS CONCERNED JUST CAN'T DO A PROJECT. The former of these reasons
is seized upon all too often to excuse the latter WHICH USUALLY IS THE
CASE. They can't execute a project and prefer cross orders because the
orderliness of a project or what it is. is not understood. Therefore, to
handle this we have the following project drills.
The person is just to do these, honestly, each one, from targets I on.
DUMMY PROJECT I
PURPOSE: To learn to do a project.
MAJOR TARGET. To get it done.
PRIMARY TARGETS:
1. Read this P/L down to "Dummy Project L"
2. Check off each one when done.
VITAL TARGETS:
1. Be honest about doing this.
2. Do all of it.
OPERATING TARGETS:
1. Take off your right shoe. Look at the sole. Note what's on it. Put it
back on.
2. Go get a drink of water.
3. Take a sheet of paper. Draw three concentric circles on it. Turn it
over face down.
Write your name on the back. Tear it up and put the scraps in a book.
4. Take off your left shoe. Look at the sole. Note what is on it. Put it
back on.
5. Go find someone and say hello. Return and write a despatch to your
post from
yourself as to how they received it.
6. Write a despatch from your post to yourself in proper despatch form
Volume 0
OEC correcting how you wrote the despatch in 5 above. File it in your
hat.
7. Take off both shoes and bang the heels together three times and put
them back on.
8. Write a list of projects in your life you have left incomplete or not
done.
9. Write why this was.
10. Check this project carefully to make sure you have honestly done it
all.
223
11. List your cognitions if any while doing this project.
12. Decide whether you have honestly done this project.
13. Hand all written papers including the scraps in the book over to your
Esto or senior with a proper despatch on top Dummy Project No. I
Completion.
END OF PROJECT
DUMMY PROJECT 2
PURPOSE: To learn about production.
MAJOR TARGET- To actually produce something.
PRIMARY TARGETS:
1. Get a pencil and 5 sheets of paper.
2. Situate yourself so you can do this project.
VITAL TARGETS:
1. Read an operating target and be sure to do it all before going on.
2. Actually produce what's called for.
OPERATING TARGETS:
1. Look very busy without actually doing anything.
2. Do it again but this time be very convincing.
3. Work out the valuable final product of your post. Get help from your
Esto or senior as needed.
4. Straighten up the papers in your in-basket.
5. Take sheet I as per primary targets above. Write whether or not No. 4
was production.
6. Pick over your in-basket and find a paper or despatch that doesn't
contribute in any way to your getting out your own product.
7. Answer it.
8. Take the second sheet called for in the primary target. Write on it
why the action in 7 is perfectly reasonable.
9. Take the third sheet of paper and draw the correct comin lines of
your post.
10. Get out I correct product for your post, complete of high quality.
11. Deliver it.
12. Review the operating targets and see which one made you feel best.
13. Take the 4th sheet of paper and write down whether or not production
is the basis of morale.
14. Take the 5th sheet of paper, use it for a cover sheet and write a
summary of the project.
15. Realize you have completed a project.
16. Deliver the whole project with papers to your Esto or senior.
END OF PROJECT
L. RON HUBBARD
Founder
LRH:nt.gm Copyright c 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
224
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 JUNE 1972
Rernimeo
Establishment Officer Series 20
SUPERVISOR TECH
(Reference: HCO P/L 25 June 72, Recovering
Students and Pcs.
LRH ED 174 INT 29 Mar 72.
LRH ED 178 INT 30 May 72.)
It should be very plain to an Esto that if the materials of Dianetics
and Scientology are not available and not taught, all his work will be in
vain.
The TRAINING and HATTING of Course Supervisors is not a Product Officer
function. It belongs to HCO Dept I or the E Esto or his TEO.
A failure on course supervision (and Cramming Officer functions) will
throw out the whole tech delivery of an org and staff and defeat everything
an Esto is trying to do.
Public and staff courses are both of vital importance. After these come
auditing. But where training fails, auditing won't occur as the auditors
won't be able to audit.
Further an Esto often trains and he should have these points down as
well. And he should get them in on Supers NO MATTER WHAT DIVISION HE IS
ESTOing.
If he doesn't, a training breakdown will defeat all his best laid plans.
Bad Supers? So who gets trained?
MATERIALS
First and foremost is materials. If you don't have these on the course
for that course, what course?
Always check the available materials and then move mountains to get them
remedied where out or missing or too few.
SCHEDULES
Next is schedules.
These must be real and KEPT BY THE SUPER AS WELL.
PRESENCE
Next is the existence or presence of the Super.
There may be none, he may be there part-time, he may be there but doing
something else.
Get the Super on the course supervising the course, not doing admin or
folders. (With a course co-auditing the D of T whose job it is, dumps it on
the Super or fails to get a C/S and then there's no Super.)
So get a Super supervising the course properly as his hat and duty.
225
SUPER ASSISTANCE
Two extremes can happen in course supervision:
1. No attention to the student.
2. Bothering the student and stopping his progress.
The point one has to grasp is "OBNOSIS." This is a coined (invented)
word meaning OBSERVING THE OBVIOUS. There is no English or any other
language precise equivalent for it.
Man just does not seem to observe the obvious. The reason for it is
misunderstood words. Not understanding the symbol (word) the actual thing
can become somewhat less visible.
The real job of the Course Supervisor is to get the puzzled or doping or
bogged student going. And to protect the student who is flying from
interference including the Super's own.
To do this the Course Supervisor has to observe the obvious.
Is the student going okay?
Is the student bogged?
What is an F/Ning student? Is he chortling and gurgling and slapping his
knee? No. He is just calmly going right along.
What is a bogged student? Is he stretched out on the floor snoring? No,
he is groggy or puzzled or frowning or even emotionally upset by his Mis-U
words. When not caught and handled he will go to sleep or just stare into
space.
Should a student's fingers be wiggling? No. He should do demos fully and
with full attention only when he has something to demo in order to grasp
it.
Should two students be chattering about a date they had? No. They are
not F/Ning students even if they are F/Ning gossipers.
When the Super does not know the key words of his post, his power of
observation is low. To remedy this one does Word Clearing Method 6 on him
(HCOB 21 June 72 Issue 11).
And one gets him to look.
To keep from looking a Super can develop systems like, "Every 36 minutes
I'll check up on every class member for it takes just 36 minutes to go
around them all."
When an F/Ning student is interrupted by the Super he can be given a
"withhold of nothingness." The student may say, "No, I've just been checked
up" and the Super goes away. But the student now wonders, "Am I trying to
hide something?" "Am I really doing all right?" etc. A W/H of nothingness.
To keep students from blowing, BOTH these points have to be looked into.
OBNOSIS is the drill required on the Super.
And a Method 6 on the key words of his post.
And Product Clearing and his own study Why.
Study tech does work but must be applied!
226
A Supervisor must be a Super-Literate to be of real use.
Apply LRH ED 174 INT of 29 Mar 72 and LRH ED 178 INT of 30 May 72.
BLOWN STUDENTS
See HCO P/L of 25 June 72, Recovering Students and Pcs, for check items
of how to get students back on course.
SUMMARY
An Esto backed up by good courses and course supervision will eventually
bring it all straight.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
227
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JUNE 1972
Rernimeo
Establishment Officer Series 21
FILES ACCURACY
As files are the vital operational line it is of the GREATEST IMPORTANCE
that
A LL FILING IS A CC URA TE.
. misfiled particle can be lost forever.
. missing item can throw out a whole evaluation or a sale.
Items get misfiled for four reasons:
1. Ignorance of the alphabet
2. Ignorance of geography
3. Ignorance of the vital role of the files
4. Personal out-ethics.
The remedies therefore are
1. ALL FILES PERSONNEL (a) MUST BE ABLE TO RATTLE OFF THE ALPHABET
FORWARDS AND BACKWARDS. (b) They must be drilled then to be able to give
the letter ahead of and behind each letter in the alphabet.
2. GEOGRAPHY must be known to files personnel, particularly the
locations of orgs, cities, states and continents. This is done by drilling
them on a map that has key locations related to files.
3. Method 6 WCing should be done on words connected with the post and
action of filing. Then the value and purpose of the files they handle
should be done by them,
4. Persons with out-ethics or on an ethics cycle should not be given
filing as an amends as they are not drilled and are out of PT to say the
least.
ETHICS ACTION
Anyone finding a misfiled particle should report it to the Ethics
Officer or Master-at-Arms.
He must then quickly make every effort to locate who is misfiling and
take rapid action.
The first action is to hat them as above.
Any repeat is an ethics offense handled by a Court.
If the E/0 cannot find the person or does not act he himself must comb
all files and straighten up the particles.
SUMMARY
It is of vital interest both in ease of work and financially that all
files are straight.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright c 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
228
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 JULY 1972
Issue 11
Remimeo
Establishment Officer Series 22
Executive Series 14
Org Series 30
ESTO FAILURES
For several months I have been studying the Esto system in operation and
have finally isolated the exact points of any failures so they can be
turned to successes.
PUTTING IN THE SYSTEM
An Esto returning to an org can crash it.
The exact reasons for this are
A. The execs who heretofore did organizational work say, "Ah, here's the
Esto system at last," and promptly drop their organizational and personnel
actions.
Yet here is this lone E Esto, no divisional Estos, no one trained to
support him.
The right answer is when an E Esto goes into an org where there are no
Estos or only a TEO or QEO, he must gather up the execs and tell them it
will take him weeks to recruit and train Estos and that THEY MUST CONTINUE
ANY ORGANIZATIONAL ACTIONS THEY ARE DOING and that the HAS IS STILL
ESTABLISHING THE ORG.
Otherwise they let go their lines.
B. The new E Esto takes key production personnel from the divisions to
be Estos and they crash.
The answer to this is to RECRUIT the new Estos.
This is easier than it looks if you recruit idle area auditors to be
Estos.
If you do this remember that they went idle as auditors because they had
out-ethics, were PTS, had misunderstoods and out TR 0. To get them you do a
3 May 72 P/L, a 5 April 72 P/L, Method 4 on their courses and make them do
real TRs, especially Zero. And they'll be ready.
You get a list of area auditors and contact them and do the above on
them and you'll have Estos who are half-trained already.
Failing this or in addition to it just plain recruit.
C. The first post a new E Esto should take is Dept 1.
He does NOT "hat the HAS" or "just do programs." He rolls up his sleeves
and WORKS as director of Dept 1.
He recruits, he posts up Dept 1. He hats the hell out of Dept 1.
He makes a Department I that really really flows in personnel, puts up
org bds and hats.
WHEN he has a Department I FUNCTIONING he can begin to recruit Estos as
well as other org staff.
If he can't get a Dept I whizzing he has no business being an Esto, does
he?
229
00mr-
He does NOT put in Dept 2 or act as Dept 3. He makes the HAS handle
these.
With a strong, working Dept 1, an Esto system can then go in.
D. Musical chairs is the commonest reason any org collapses.
A "new broom sweeps clean" complex will wreck any org.
An E Esto on arrival, taking over Dept 1, FREEZES ALL PERSONNEL
TRANSFERS. He does not permit even one transfer.
The only exception would be where a musical chair insanity has just
occurred. If this was followed by a stat crash then one REVERTS THE ORG TO
THE UPSTAT PERIOD and then FREEZES PERSONNEL TRANSFERS.
But before one reverts one must evaluate the earlier period by stats to
be sure it WAS the upstat period.
By freezing personnel one protects what he is building.
Almost all musical chairing is the work of a suppressive except when it
is the work of an idiot.
E. Anyone trying to hold Dept I in a perso nnel- starved org is holding
a hot seat as any HAS or Personnel Director can tell you.
Body traffic to this dept in any medium-sized org defies belief.
It looks like Grand Central Station at the rush hour.
9916
"I have to have Where is my Course Super etc.,
etc., etc., is the constant chant.
You can spend the whole day interviewing staff execs and get nothing
done.
There is a right way to do all these things and a billion wrong ways.
Obviously the answer to all their problems is to get and train new
people. Yet how can one in all the commotion?
Ninety percent of these requests are from people who are not hatting and
using the people they already have.
The right way is on any new personnel demanded one gets Dept 3 to do an
Inspection and Report Form for people in the area of the exec doing the
demanding. You will find very often unhatted, untrained and wasted
personnel and many outnesses.
You hold the line on personnel by saying: "Handle these unutilized or
halfworking staff or these outnesses. You are here on my procurement board
as entitled to the (give priority, 3rd, 8th) person we hire or recruit."
And get industrious in recruiting, using all standard actions for that
is the only way things can be solved.
Most orgs would run better on less people because the personnel are not
hatted or trained. One org, two years before this writing, made four times
as much money on half the personnel it now has.
Unhatted, the staff is slow and uncertain. Unproducing, the div heads
demand little.
But they sure can scream for more personnel!
No org ever believes it is overmanned.
F. Some divisions (like the usual Treasury or Dissem) can be
undermanned. Key income posts most often are empty.
When one mans up an org one sets priorities of who gets personnel.
This is done by PRODUCTION paralleling. One mans up against production.
230
New people come in through Div VI. They are signed up by Div 11.
Delivery is done by Div IV. Money is collected by Div 111. That gives you a
sequence of manning up.
You man income and delivery posts with new hirings.
The E Esto is trying to get in a Dept I so of course he gives this .1
priority as well.
Until the income is really rolling in and the delivery rolling out, one
does very little about other areas.
Having gained VOLUME, one now begins to man up for quality. This means a
Cramming and a WC Section in Qual. It means more HCO.
One now hits for future quantity by getting auditors in training, more
upper execs in training.
When the org is so built and running and viable it is time the whole
Esto system got manned up.
G. Every 5th person hired on an average should be put in Dept I as a
Dept I extra personnel who does Dept I duties and trains part-time as an
Esto.
This gives the E Esto additional personnel in Dept 1.
It also begins an Esto right.
His most essential duties as an Esto are Dept I type duties.
You eventually have a bulging Dept 1. You have a basic Dept I that
functions well and will continue so. You have the Esto trainees who are
working in Dept I as Dept I personnel. And you have of course some new
people who are HCO Expeditors until they get in enough basics for real
regular posting.
This makes a fat Dept I and proves one can Esto!
SUCCESS
If an E Esto introduces the Esto system exactly as above and in no other
way, he will be a success.
Like an auditor varying processes or altering HCOBs, a new E Esto who
varies the above will bring about disaster.
Where E Estos have gone into orgs other ways or where the system has
been varied, stats have crashed.
By going in this way, as above, it can be a wild success.
How fast can you put in an Esto system? It takes months of hard work. It
depends really on how good the E Esto is at recruiting, org bding and
hatting.
If he's good at these things the time does not stretch out to forever.
For comparison, it took half a year each to build DC, Johannesburg and
SH to their highest peaks. They were all built from a Dept I viewpoint of
recruiting, org bding and hatting hard enough to get production.
So this is the oldest pattern we have-Dept I evolves the org.
When the org gets too big Dept I loses touch. You extend it into each
div and you have the Esto system. And you have Estos.
L. RON HUBBARD
Founder
LRH:nt.rd.gm Copyright c 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
231
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1972R
Remimeo REVISED 20 DECEMBER 1978
(Revisions in this type style)
Establishment Officer Series 23R
Executive Series 15R
Org Series 31R
THE VITAL NECESSITY OF HATTING
On a graph analysis of past stats, my campaign on hatting where a hat
was a checksheet and pack apparently introduced a steady rise of the
international gross income.
Studying this further I discovered a new basic, simple fact:
HATTING = CONTROL
A person who is hatted can control his post.
If he can control his post he can hold his position in space-in short,
his location. And this is power.
When a person is uncertain, he cannot control his post. he cannot
control his position. He feels weak. He goes slow.
If he can control his post and its actions he feels confident. He can
work effectively and rapidly.
The key is CONTROL.
Control is the ability to START, CHANGE and STOP.
When he is hatted he knows the tech of HANDLING things. Thus he can
control them. He is at CAUSE over his area.
If you have an org composed only of weak wobbly posts, they tend to
collapse in on each other. There is no POWER.
The org then cannot be CAUSE over its environment because it is composed
of parts which are not cause. The whole is only the sum of its parts.
If all the parts are each one at cause, then the whole will be at CAUSE
over its environment.
Only an org at CAUSE can reach and CONTROL.
Thus a fully hatted org can be at cause over its environment. can reach
and control its fates and fortunes.
THUS THE PRIMARY TARGETS OF AN ESTO ARE
A. ESTABLISHED ORG FORM and
B. FULLY HATTED PERSONNEL.
BASIC SEQUENCE OF HATTING
1. Recruited or hired. Signs contract
232
2. Posted in HCO Expeditor pool or division if divisional recruit (per
HCO PL 2 Sept 74R RECRUITING AND HIRING).
3. In SO new recruit goes directly onto Product Zero in the Estates
Project Force and upon graduation from EPF goes to HCO Exoeditor pool (Ref:
FO 3727 PRODUCT TRAINING LINE-UP).
4. Staff Status Zero.
5. Eligible for student auditing but must have a stat and demonstrated
he has produced on post.
6. Staff Status I.
7. Staff Status //.
8. Posting as other than an HCO Expeditor.
9. Full hatting with a checksheet and pack with Word Clearing M6, M7 and
M4.
10. Method 1 Word Clearing, Primary Rundown or Primary Correction
Rundown.
11. Administrative or tech training (OEC or auditing).
No one should have any other training much less full-time training
before Step 10 in the above. Flag Orders in the Sea Org may change this
line-up slightly but it is basically the same.
There are time limits placed on how long it takes to do SSI and SSII. A
person who can't make it is routed to Qual where he is offloaded with
advice on how to get more employable. (In the SO it is Fitness Board.)
TIME-TESTED
The above is the route that has been tested by time and found good.
Other approaches have NOT worked.
Granting full-time training at once is folly. The person may get trained
but he'll never be a staff member. This is the biggest failure with
auditors-they don't know the org. Admin training with no org experience to
relate it to is a waste of time.
This was how we built every great org. And when it dropped out the org
became far less powerful.
Old-timers talk of these great orgs in their great days. And they will
tell you all about the org boarding and hatting that went on. How the
Hatting Officer in HCO and the Staff Training Officer in Qual worked as a
team. And how fast the lines flew.
The above steps have stood the test of time and are proven by stats.
RECRUITING AND HIRING
You never recruit with a promise of free courses or free auditing. Not
even HASes or HQSes. You recruit or hire somebody to be part of the team.
OPEN GATE
If any opinion or selection is permitted as to who is going to be let on
staff, all recruitment and hiring will fail.
By actual stats when you let anyone say "No! Not him! Not her!" the gate
shuts, the flow stops. And you've had it.
Requirements and eligibility fail. The proof is that when they have
existed in orgs, the org wound up with only PTSes and no-case-gains!
233
The right answer is FAST FLOW hiring. Then you have so many that those
who can't make it drift low on the org board or off. You aren't trying to
hold posts with unqualified people "who can't be spared."
In a short-staffed org "looking only for the best people" the guy nobody
will have gets put on an empty "unimportant" department. He's now a
director!
It only happened because you didn't have dozens.
The answer is NOT lock the gate or have requirements. The answer is HAT.
An org that isn't hatted goes weak and criminal.
Don't be selective in hiring or recruiting. Open the gates and HAT!
Follow the steps given above and you have it.
Don't spend coins like training or auditing (or travel) on people until
they have proven their worth. No bonuses or high pay for anyone until they
have reached and attained Step 8 (a good stat). The cost of such fast flow
hiring is not then a big factor.
The only trouble I ever had with this was getting div heads to UTILIZE
their staff. A FIRST JOB FOR AN EXECUTIVE IS TO GET THINGS FOR HIS PEOPLE
TO DO. AND KEEP THEM BUSY AT PRODUCTIVE THINGS.
So I used to have to go through the org that did FAST FLOW HIRING
regularly and get people to use their new people. And to move off those who
could not work.
This was ALL the trouble I had with the system.
And until I enforced FAST FLOW HIRING there was always some effort by
someone to close the gate.
ALL the great executives in Scientology came up in such orgs.
With a flow of people the best move on up. The worst, if any, drop off.
Only orgs with restricted hiring or recruiting give trouble.
IN A FAST FLOW HIRING ORG THE HAS AND ESTOs MUST BE ON THE BALL. THE
BREAKDOWN OCCURS WHEN THEY DO NOT HAT AND KEEP ON TOP OF THE PERSONNEL
SCENE.
Fast flow hiring only breaks down and gets protested where HCO and Estos
are not doing a top job. They have to really handle the personnel, post
them, hat them, keep the form of the org.
A fully formed org in a heavily populated location would need hundreds
of staff. It would make hundreds of thousands.
But only if it is fast flow hiring, hatting, holding the form of the
org, and only then could it produce.
L. RON HUBBARD
Founder
Revision as assisted by
Arden Hansen
FMO 2025 I/C
LRH:AH:nt.jk.gm Copyright 0 1972, 1978 by L. Ron Hubbard ALL RIGHTS
RESERVED
234
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JULY 1972
Remimeo
EstabUshment Officer Series 24
THE FORM OF THE ORG
You often hear that one should "hold the form of the org."
What is it?
Some people think it is making sure the command channel Ounior to senior
to senior's senior or on down) is held. This is only a small part of an org
form.
In any new group of a few people, each and every one wears all the hats.
This is not an org form.
An org form is that arrangement of specialized terminals which control
and change the production and organization particles andflow lines of an
activity.
A terminal for this purpose is something that has mass and meaning which
originates, receives, relays and changes particles on a flow line.
SPACE
To have any form at all, an org must have space.
The space must be located where it can have particles and flows or where
the particles and flows with which it deals can easily be gotten to it and
sent out from it and where it can conduct its activity without undue
disturbance and at a velocity and volume with exchange that makes it
viable.
There are a number of factors involved as noted in the above
requirement: located, can have particles and flows, can get them in and
out, no undue disturbance, velocity and volume, exchange and viability.
Although this looks complex, it is actually very simple as it involves
just those elements and others are relatively unimportant. When you add
aesthetics of building and grounds, and carpets and desks you can get too
far off the definition of space requirement when these are given first
priority. These are something you build up to. Clean and neat are closer to
importance after the basic definition is met.
So one has a space. It has to be big enough for the traffic volume it
has to handle to be viable. This is usually smaller than people think. The
space is a building or other structure.
So we have a space as an essential of org form.
Potential Departing
Traffic Traffic
Inflow
235
TRAFFIC GUIDE
Traffic, particles, flows, have to be guided. They have to be pulled in
(as per Div 6, Div 2 Reg, Div 2 Letter Reg, ASR, D of Tech Services, etc.).
These are reaches out into the potential traffic that pulls it up to the
space entrance point. In essence these posts work on the potential traffic
and get it up to the door. So org form can start way out with a general
approach, a magazine book ad, word-of-mouth, PR, an FSM, a ticket
distributor, a book, etc. A specialized approach to specific names as per
the tour, the Letter Reg working CF, the Phone Reg, etc. One generally
directs the whole "general public" toward the space and also specifically
directs specific people in it toward the space.
This is the org form at work that functions outside the org space. If it
doesn't function the org space itself gets no inflow.
Departing traffic must also be guided-and is too often neglected. An org
without its CF up-to-date and used is neglecting its departing traffic.
England, for instance, loses a huge percent of its car sales business
because it has no decent spare parts stockpiles (government taxes spare
parts on the shelf). The customer who purchases often gets no follow-
through.
Orgs that neglect departed traffic wind up with ARC broken fields.
So org form must include its own space and the spaces of its potential
traffic and its departed traffic as they relate to the org's activity.
ROUTING
When particles arrive at the org space proper they must be routed AND
MUST CONTINUE TO BE ROUTED FROM THE MOMENT THEY ENTER UNTIL THEY LEAVE THE
ORG SPACE.
Thus there must be a Reception for bodies, for mail, for phone, for
telexes and for messages in general.
There must also be an exit point for all these things and someone to
send them on their way out of the org space.
Lack of a Reception that can and does route can break an org of any type
or kind and has done so.
When bodies can't contact the org they assume the org is dead. And so it
dies. The org can be so mislocated for its type of traffic that it can't
get anyone in or out. Then too the org will seem dead.
No matter the INTERNAL form of the org, its external form can be so
remote that success is impossible to maintain. Thus org form does not begin
with reception and routing. This is an action that occurs after the
external requirements are met.
But once the particle (body, despatch, raw materials, whatever) is at
the door RECEPTION must establish the routing.
This is done usually with an each-step-signed-off ROUTING FORM that
gives the full road map of the particle.
Without this, particles don't enter, jam up, get lost, go astray and
DESTROY THE INTERNAL ORG FORM by making confusions.
Thus Reception has to have a very good idea of particle types and
orgform even to be able to issue the right routing form.
INTERNAL LINES
Routing forms often carry a particle into the org but not out.
This becomes a serious problem in getting anything completed. The start
is on the form and not the exit. Thus the particle doesn't exit but piles
up some place.
When you see a mass of paper (in-baskets, pending, etc.) or a jam of
bodies (Reg waiting room, D of Ts, etc.) or piles of unused pamphlets or
unsold books you know two things at once:
A. Routing is unknown or not done or incomplete but in any event is
faulty.
236
B. The internal org form is bad.
TERMINALS
To say internal lines are out, one must also be saying internal
terminals are faulty.
Ideally, the internal org form is designed for flows with the target of
production.
The internal space has to be so allotted and arranged that the lines
flow.
The lines flow to terminals in the sequence of change required in each
particle.
The principal particle, meaning the most important one for that org has
the total priority for design of space and terminals.
If wheat were being processed, then the whole space and terminal
allocation of the plant or org, to have orgform would have to deal with
wheat.
In a Scientology org it is public bodies. Thus the whole design of space
and flows must deal with public bodies.
This is easily violated and when it is it makes a terrible confusion.
You have to trace such a flow with what is called a DUMMY RUN. This
means going through the place pretending to be the principal particle.
When you first try this in most plants or orgs you really begin to
wonder how anything happens ever.
The answer is correction of location, either of the whole space or the
terminals in the space.
One can dummy run as anything. First dummy run the principal particle
and lay that out by what has to be done to adjust the space and terminals
to it. Then as a telex, then a despatch, then as a piece of money, then as
an invoice, etc.
When you've done all these you'll really know what you're doing in terms
of space and terminals. Until then it's all guess work.
You will find you can't get in, you can't get handled, you can't stay in
and you can't get out!
So you adjust space and terminals for the main particle and then for the
lesser particles.
You will achieve a near optimum compromise.
Then you arrange it and drill it in on the terminals.
After that things will speed up and stats will go up.
HOLDING THE FORM
You now and only now have the FORM OF THE ORG.
It must be drawn up as org boards and flow plans and terminal location
plans (3 quite separate things). These three plans give you the form of the
org.
Then you have to drill-in EACH OF THE THREE PLANS usually with Chinese
school.
You do the routing forms.
Now by HATTING you give each terminal control over his portion of the
line.
The terminals will thereafter interact to bring about the needful flows.
And if your product is good and desired, the place will boom.
And that's what's really meant by the FORM OF THE ORG.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
237
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 JULY 1972
Remimeo
Establishment Officer Series 25
FORM OF THE ORG
AND SCHEDULES
Those parts of the org engaged upon similar functions must be on the
same schedule.
In essence, you can't play a ball game with different members of the
team appearing at different times. It would look pretty silly to have a
goal keeper show up in the last third of the game. By that time it would be
lost.
If over a 24-hour period people on public lines showed up, each one, at
different hours, there would be no public line. Thus there would be no org
form. For there could be no flow of the major particle.
If an activity is open for business at 0900, let us say, the persons on
key posts would have to be there at 0830 or at least 0845 in order to "open
for business" (which means open for flow) at 0900.
Precision of schedule is determined by the type of particle the org form
is set up to handle.
A service org handles bodies. A management org handles messages as the
principal flow particle. A refinery would handle crude oil. A flour mill
wheat, etc.
Of all particle types bodies tend to be the most random and are most
likely to erode or knock out org form.
Thus a service org handling bodies has to be established and hatted
about a dozen times more than one which handles inert particles.
This is one of the reasons "standard business practices" do not work in
setting up an org. They are not strong enough or fast enough,
Schedules become very important in orgs which handle bodies. The lines
rapidly jam up and make considerable confusion wherever the line goes
faulty.
As almost every part of an org requires internal cooperation from almost
every other part of an org, lack of schedules, unreal schedules or failure
to keep a schedule are, after hatting and line establishing, the most
likely causes of confusion or nondelivery.
It is important to start as a team and it is also important to stop as
one if there is a "next shift" as in a Foundation. As the staffs collide,
the students collide and the space tangles.
Operating a number of schedules at the same time for different parts of
the org can get complicated. Governments do this to ease off automobile and
commuter traffic but then they (governments) do not produce much and it
doesn't matter. Half a dozen daily schedules running at the same time for
one org can cause a considerable confusion.
The best schedules are very simple ones. You can have a schedule that
has so many times in it, so many musters, that it is a full day's work just
to keep the schedule!
238
A grave fault in schedules is not allowing any slack between two time
points. Example: Class ends 1600, next class, three blocks away, begins at
1600! Either one class has to let out early or everyone is late to the next
class!
Schedules commonly omit any time spaces to take care of things. Example:
0900 on post. 0900 public lines open. Well, it's going to take 15 minutes
or more to get a post set up, so the schedule gets violated. Thus we have
it saying 0900 when it can only be 0915! This makes schedules look unreal
to people, so they drop out. A correct version would be 0840 on post. 0850
open for business checklist collected. 0900 public lines open.
CLOSING LINES
Closing of lines costs a great deal. An extreme example is closing an
org for 2 weeks "so everyone can have a vacation." African orgs used to do
this and would often lose their higher stats for months.
Closing orgs "during a congress" can cost. During one national congress,
several franchises closed for a week and had to fight crashed stats for
months.
Closing an org at noon or for supper can ball up lines and can have a
heavy effect on stats.
All this "closing" is simply saying "we're dead."
Lines have a tendency to keep flowing when flowing and remain stopped
when they are stopped.
If an org began at 0900 and, with a Foundation or second and weekend
shifts, ran continuously until 2300 seven days their general stats would
improve out of proportion to the additional time open.
Management orgs run very raggedly on schedules as their traffic loads
vary so greatly.
It takes good observation and skill to write a good schedule for an org.
If an unreal schedule exists or if one is too complex, it will not be kept.
Peak loads have to be taken into account and their approximate times have
to be established. There are also no-load times and to cover these with a
full org is to fail to have an adequate org there for the peak loads.
Careful, real study, on the ground, watching traffic flows, has to be
done to make a real schedule that will be kept and which boosts production.
A schedule which does not boost production or a schedule just to have
one, are a waste of everyone's time.
So select the principal particle the org handles. Use it to determine
the times of peaks and no-loads, study what goes on in actual fact. And
then write the schedule. And see that it is kept.
This will greatly improve org form.
L. RON HUBBARD
Founder
LRH:nt.sb.bh.gm Copyright 0 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
239
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 JULY 1972
Remimeo
Establishment Officer Series 26
Executive Series 16
Org Series 32
ESTABLISHING
HOLDING THE FORM OF THE ORG
If a person who could not play a piano sat down at a piano and hit
random keys, he would not get any harmony. He would get noise.
If the head of a division gave orders to his staff without any regard to
their assigned posts or duties, the result would be confusion and noise.
That's why we say a division head "doesn't know how to play the piano"
when he knows so little about org form that he continually violates it by
giving his various staff members duties that do not match their hats or
posts.
But even if one could play the piano, one would have to have a piano to
play.
SPECIALISTS
Each org staff member is a specialist in one or more similar functions.
These are his specialties.
If he is fully trained to do these he is said to be HATTED.
The combined specialties properly placed and being done add up to the
full production of an org.
The org form is then the lines and actions and spaces and flows worked
out and controlled by specialists in each individual function.
These specialists are grouped in departments which have certain actions
in common.
The departments having similar functions are grouped into divisions.
The divisions combine into the whole org form.
It is far less complex than it looks. It would be very complicated and
confusing if there weren't divisions and departments and specialized
actions. Without these you would get noise and very limited production and
income, and at great strain.
Take a theater as an example. There are people who advertise it; these
are the public relations people; they are hatted to get publicity and make
people want to come to the play; call them the PR Division. There are the
producers and directors; they are hatted to present a performance and make
it occur; call them the Production Division. There are the actors and
musicians; call them the Artists Division. There are the property men; they
are hatted to get costumes and items needed; call them the Property
Division. There are the stage hands and electricians and curtain and set
men; call them the Stage Division. There are the ticket sellers and money
handlers and payroll and bills payers; they are hatted on money and
selling; call them the Finance Division.
240
There are the people who clean the theater and show people to seats and
handle the crowds; call them the House Division. And there are the managers
and playwrights and score writers and angels (financiers); call them
loosely the Executive Division.
Now as long as they know their org board, have their flows plotted out,
are hatted for their jobs and do a good job, even a half-good play can be
viable.
But throw away the org board, skip the flows, don't hat them and even a
brilliant script and marvelous music will play to an empty house and go
broke.
Why? Because an org form is not held. Possibly an untrained unhatted
producer will try to make the stage hands sell tickets, the actors write
the music, the financiers show people to their seats. If he didn't know who
the people were or what their hats were he might do just that.
And there would be noise and confusion even where there was no protest.
People would get in one another's road. And the general presentation would
look so ragged to the public they'd stay away in droves.
ESTO ACTION
Now what would an Esto (or an Executive Director) have to do with, let
us say, an amateur, dilettante theatrical company that was about to bog.
Probably half the people had quit already. And even if there were people
in the company they would probably need more.
The very first action would be to Esto Series 16 the top men to make
money quick.
The first organizing action would be to kick open the hiring door. This
would begin with getting out hiring PR and putting someone there to sign
people up who came to be hired (not to test and audition and look at
references, but just to sign people up).
The next action would be to do a flow plan of public bodies and money.
So one sees where the org form reaches. Then a schedule.
The next action would be to do an org board. Not a 3-week job. (It takes
me a couple hours to sketch one with a sign pen for posting.) AND GET IT
POSTED.
One then takes the head of each of these divisions and hats him on what
his division is supposed to do and tell him to do it. NOW.
You make and post the flow plan, org bd and terminal location plan where
the whole company can see them.
Chinese drill on a flow plan to show them what they're doing and what
has to be done.
Chinese drill on the org board including introducing each person named
on it and getting it drilled, what he does and who he is.
You Chinese drill the terminal locations where each of these persons
(and functions) is to be found.
You get agreement on schedules.
You now have a group that knows who specializes in what and what's
expected of each.
You get the head of the whole company to work with and hat the heads of
his divisions.
241
Now you get the heads of divisions to hat their own staffs while you
help.
And you get them busy.
You then put the polishing touches on your own Dept I (personnel PR,
personnel hiring, personnel placement, org bds, hat compilations, hat
library and hatting hatting hatting).
And by hatting and insisting on each doing his specialized job and
getting seniors to HOLD THE FORM OF THE ORG by ordering the right orders to
the right specialists and targeting their production and MAGIC! This
amateur theatrical company gets solvent and good enough to wind up on
Broadway. It's gone professional!
You say, yes, but what about artistic quality? What about the tech of
writing music and acting. . . .
Hey, you overlooked the first action. You kicked the door open on hiring
and you hatted and trained. And you let go those who couldn't get a stat.
Eventually you would meet human reaction and emotion and would put in a
full HCO and a full Qual particularly Cramming. But you'd still do that
just to be sure it kept going.
Yessir, it can't help but become a professional group IF you, the Esto,
established and made them HOLD THE FORM OF THE ORG and produce while they
did it.
An Executive Director can do all this and produce too. The great ones do
things like this. But here it is in full view.
A Scientology org goes together just like that. Which could be why, when
we want to get something started, we say:
"Get the show on the road!"
But there is no show until it is established and the FORM OF THE ORG is
held.
You are luckier than the amateur theatrical company's Esto. You have
policy for every post and a book of it for every division and all the tech
besides.
So there is no valid reason under the sun you cannot establish and then
hold the form of the org.
L. RON HUBBARD
Founder
LRH:nt.bh.ts.gm Copyright Q 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
242
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 AUGUST 1972
Rernimeo Hatting Officer Hats
Establishment Vficer Series 27
EFFECTIVE HATTING
Here is a report from the Ship Programs Chief on Flag of the results
obtained from following my orders on how to get Estos to hat people.
It should be noted that the procedure laid down by my despatch on the
second half of this PL was exactly how I operated to develop the data used
for Esto Series No. 16. (HCO PL 24 April 72 HATTING THE PRODUCT OFFICER OF
THE DIVISION.)
THE REPORT
"Dear Sir,
"We have been having trouble getting Hatting Officers in Dept I to
actually produce. They don't complete cycles of action to a result, they
don't hat from the top down or hat for production. They don't seem to
understand why they are hatting and what are the results they should
achieve in hatting.
"This was the same problem we had back in May of this year in getting
Estos to do effective hatting.
"At that time you sent me the attached despatch addressed to the Exec
Esto. I used it faithfully and, with it, actually got hatting to occur.
"The results are still evident on the ship. With the DEO hatting per
this despatch the then Dissem Division came right up in production and is
still producing very well as the PR and Consumption Bureau.
"The Treasury Division improved markedly. Some improvement was attained
in the Steward's Dept, Electronics and Qual Div where all Estos hatted per
this despatch.
"All of these Estos had big wins hatting because I used the data on this
despatch and forced them to persist with a hatting action to a RESULT.
"I kept a big log book with each hatting cycle noted down. I insisted
the Esto kept at that cycle until it was complete.
"Each division had its own program for hatting from the top down.
"Each exec and staff member had his or her own personal hatting program
kept by the Esto. These were followed and checked off as they were done.
"A number of the blue chip FSO crew now so valuable for Flag stability
were made by heavy hatting last spring.
"I know the data on your despatch works if it is done.
"The Estos under me at the time first had to be forced to hat and to
continue hatting to a result. Apparently their lack of confront had to be
overcome by a hard driving senior.
243
"Generally, once they started getting results, they no longer had to be
forced. They knew that Esto tech worked and willingly went ahead and
applied it with vigor.
"Their confront was improved as well by doing Esto No. 16 drills on each
other and running TRs 6-9 on each other every evening for at least an hour.
"Only by applying the principles laid out by you on the attached
despatch was I able to get real hatting done by others,
"As we are having the same problem now with Hatting Officers in Dept 1,
1 feel that if this data were released as policy I could force it into use
and get the ship hatted up faster."
GETTING HATTING DONE
Here is the despatch I wrote to the Exec Esto on Flag back in May of
this year:
Inspections do not show Estos being industrious in their divs. They are
more active than they were.
They are not hatting from the top down and not hatting to get
production.
Basically they do not parallel the current push. They do little cycles
down the org board.
A general grasp of what's needed and wanted is missing. Thus Estos are
actually in or below Non-Existence and have not achieved upgrade from a new
post or new system condition.
They are getting individual results in some cases. They are not
integrated into the scene with what they are doing.
They would have to upgrade their handlings about 500% in order to
actually effect a marked change in the org.
Inspections show only a small % of Estos do Esto actions for a small
period of time each day. They have other fish frying or are acting a bit
confused.
If you had that many auditors and found them auditing pcs as seldom as
Estos are found doing Esto actions the HGC stat would be nearly zero WDAH.
I know what I'm talking about here because I am piloting the system to
find out why it isn't producing marked changes. I find that, with 2
messengers a watch of 6 hours, working myself part-time on it, I have been
able to get areas working. They were NOT producing under the attention of
existing Estos.
The difference is, I force those I find not working at the top to
actually produce and demand production from their staffs.
In doing this I have never crossed or found an Esto working on it. I
have found 2 div heads who were refusing to be gotten going. Both of these
I later got going.
Thus from my viewpoint
(a) It can be done with untrained Esto Commodore's messengers.
(b) I find messengers who know little of a meter can use one without
coaching or training-
(c) Production can be achieved by getting people to work.
(d) That Estos have to be run and exactly ordered to do exactly so and
so.
244
(e) That in running Estos one has to keep track of what one is doing
with them so one doesn't get a lot of half-dones. One has to make up for
a lack of persistence.
Therefore 1 conclude
A. One has to know what he is trying to build.
B. One has to target and direct its building.
C. One has to force in a persistence.
1 also conclude that training of Estos is secondary to getting them to
DO and that 1ack of training" is an excuse not to do.
This is what 1 am learning about the system from actually working it.
The current on-board application of the system lacks planning, direction
and persistence, does not hat from the top down and does not hat toward
production. It MUST BEGIN.
L. RON HUBBARD
Founder
LRH:FH:nt.gm Copyright c 1972 by L. Ron Hubbard ALL RIGHTS RESERVED
245
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 JULY 1981
Remirneo Issue 11
CANCELS
BPL 4 Oct 72R Esto Ser 28R
Rev. & Reiss. 9 Jul 74
CANCELS AND REPLACES
BPL 4 Oct 72R CANCELLED 22 Jan 77
Esto Ser 28RA, Same Title
Establishment Officer Series 28RB
HANDLING PTS AND OUT-ETHICS
PERSONNEL CANCELLED
REFERENCES:
HCOB 10 Aug 73 PTS HANDLING
HCOB 24 Apr 72 1 PTS INTERVIEWS
HCO PL 3 May 72R ETHICS AND EXECUTIVES
HCOB 20 Apr 72 11 PRODUCT PURPOSE AND WHY AND WC
ERROR CORRECTION
HCO PL 16 May 80 1 ETHICS-PTS TYPE A POLICY ON HANDLING
ANTAGONISTIC SOURCES
BPL 4 October 72R, Esto Series 28R, HANDLING PTS AND OUT-ETHICS
PERSONNEL is hereby CANCELLED.
This BPL stated that before doing a 3 May PL or PTS handling on a staff
member one should verify that a situation does exist by STATISTICS. This
brought about the false idea that a PTS staff member had to have down stats
before he could receive any PTS handling.
In an effort to do away with this false idea, BPL 4 Oct 72R CANCELLED 22
Jan 77, Esto Series 28RA, HANDLING PTS AND OUT-ETHICS PERSONNEL, was
written to cancel Esto Series 28R. In doing so, however, no explanation was
given as to why this issue was being cancelled. Therefore BPL 4 Oct 72R
CANCELLED 22 Jan 77, Esto Series 28RA, HANDLING PTS AND OUT-ETHICS
PERSONNEL, is CANCELLED and REPLACED by this policy letter.
PTS tech has helped salvage many staff members. Its full use is to be
encouraged.
The correct policies and bulletins for handling PTS and out-ethics
personnel are given in the reference section above.
L. RON HUBBARD
Founder
Assisted by
Bill Morey
Mission Issues Revision 2nd
Flag Compilations Bureau
As accepted by the
BOARD OF DIRECTORS of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:BM:dr.gm Copyright 0 1981 by L. Ron Hubbard ALL RIGHTS RESERVED
246
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 24 JUNE 1973R
Remimeo REVISED 23 OCTOBER 1975
(The revision is the signature.)
Establishment Officer Series 29R
Personnel Series 27R
The concept of what is a "complement" is probably generally
misunderstood. This means the officially allowed number of persons and the
officially designated posts for an activity, whether an org or a ship.
Without these basic complements orgs get misposted. Instead of ten
auditors they have one auditor and nine admin personnel somewhere else.
This general concept of complement is generally missing and underlies
the reason why org boards are, to some degree, in disuse.
In any org which is not doing well you may find not enough personnel and
too many personnel. You may also find that the personnel there are not
posted onto the post necessary to be held.
Designating the post necessary to be held is what is meant by "assigning
a complement."
I never realized the concept was hard to get across until recently. In
the dictionary it says that a complement is simply a full list of the
officers and men of a ship. This falls so far short of the actual
definition that it generates confusion.
A complement is the full list of posts and where they belong on the org
board, which must be held. This gives you a slightly different idea of what
is meant by 66complement."
One org, for instance, didn't have a standard complement. It simply had
all possible posts which could be held in the org. This does not tell you
what posts should be held in the org.
Therefore, personnel control is not possible.
In the case of another org there was a maximum allowed complement but it
was never filled up.
There is a complement for every separate and individual org.
Until the complement of an org is laid out, known and filled, there will
be continual trouble with personnel and difficulties in handling it.
The sooner this is straightened out, the easier time there will be for
all.
L. RON HUBBARD
Founder
LRH:mg.gm Copyright c 1973, 1975 by L. Ron Hubbard ALL RIGHTS RESERVED
247
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 NOVEMBER 1973
Rernimeo
Esto Series 30
All persons doing Esto work may only use the title "Esto I/T" (In-
Training) until he has successfully and honestly completed:
1. HCOB 21 Nov 73 "The Cure of Q and A."
2. The PRD (Primary Rundown).
3. The OEC.
4. The Esto Series.
5. Has shown on post the ability to see situations and handle them
terminatedly.
6. Gets staff members actually producing by increased stats.
Any reasons for failure of the Esto system anywhere have derived from
(a) a dishonest "completion" of the PRD and (b) Qing and Aing instead of
seeing and handling situations terminatedly.
An Esto must be at CAUSE.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1973 by L. Ron Hubbard ALL RIGHTS RESERVED
248
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 MAY 1974
Remimeo
PROD-ORG, ESTO AND OLDER
SYSTEMS RECONCILED
In the last three years there have been two new organization systems
developed. These were THE PRODUCT-ORG OFFICER SYSTEM and the ESTABLISHMENT
OFFICER SYSTEM.
Reviewing these I find that these systems not only reconcile with each
other but also with the HCO Exec Sec and Org Exec Sec system and the
Supercargo, Chief Officer system of the Sea Org.
TOP DOWN
In '67 1 found that an organization must always be posted from the top
down.
This means it cannot be posted with gaps between the top or lower levels
on the org board.
The org, of course, must always have a top.
And there must not be a gap between the top and the next lower post. Or
any gaps on the way down.
Example: Orgs run by a committee but without a head of org seldom
succeed.
Example: An org with a CO or ED, no HAS but only a Master-at-Arms or
Ethics Officer in the HCO Division will not function but disintegrate.
Example: A musical group with an I/C and all the rest just musicians
will deteriorate.
Example: A small vessel with three men aboard will not function with one
the Captain, another the cook and another the deckhand.
In the first example, there has to be someone responsible for the whole
organization whether above or below the committee.
In the second example, an org without an HAS or HCO Exec Sec or
Supercargo, there is no one to take all those lower functions and they
settle on an overloaded top.
In the musical group the I/C finds himself with many juniors and no
specialized organizational handling of anything.
In the small vessel all the functions of the first three divisions are
mainly abandoned and the last four as well.
All these and many more are lessons learned the hard way.
249
The seven division org board is present even in organizations that know
nothing of it! And not knowing it or using it can bring chaos.
EARLIEST SYSTEM
In early days there was an HCO Sec in charge of the functions of the
first 3 divisions (Exec, HCO, Dissem) and an Assoc Sec in charge of the
functions of the last four divisions. These functions were not fully known
as the seven division board had not been developed.
The org board evolved further and the HCO Exec Sec became the person in
charge of the functions of the first three divisions and the Org Exec Sec,
the last four.
In the Sea Org these titles became Supercargo and Chief Officer but the
functions were similar.
PROD-ORG SYSTEM
Then, within the last four years, the Product Officer/Org Officer system
was developed.
The Executive Director or Commanding Officer had (or was) a Product
Officer. The Product Officer was supported by an Org Officer to keep the
place organized.
THE ESTO SYSTEM
The Establishment Officer system or "Esto tech" was developed in the
same time period as the Prod-Org system.
The Esto kept the place established and organized for production and
despite heavy production demands.
RE-EXAMINATION
Looking over these systems, I find they fall into place naturally one
with the other.
The realization is that an org with only one Product Officer and Org
Officer has a gap-the HCO Exec Sec!
Actually an org needs TWO senior Product Officers-one to get the
products of Divisions 7, 1 and 2 and one to get the products of 3, 4, 5 and
6!
When this gap exists, no one in real practice is functioning over Divs
7, 1 and 2 and so there is an imbalance of the org board. The org tends to
fall apart. It does not rapidly expand as it has no Product Officer for
expansion or dissemination.
ESTO SYSTEM
The Esto system with its powerful tech is really the Org Officer system.
The duties of the Org Officer in the Prod-Org system were not as fully
laid out as they might have been.
The tech of the Org Officer is really the Esto tech!
250
LRH
Board of Directors
0 0
.C
Flag Representative Executive Director (Commanding Officer)
0
0. c
HCO Exec Sec (Supercargo, Org Exec Sec (Chief Officer,
Product Officer Divs 7, 1, 2) Product Officer Divs 3,
4, 5, 6)
0 9) et
.1.m
HCO Exec Sec's Org Officer Org Exe, Sec's Org Officer
0.4
(HCO Exec Esto) (Org Esto)
0
U 0
0 $.
-54 1 1 ---1 1 1 1 1
ed z LRH Comm HCO Sec Dissem Sec Treasury Sec
Tech See Qual Sec Public Exec
E !~
4. Div 7 Div 1 Div 2 Div 3 Div 4 Div 5 Sec
0
D
i
v
6
0
1 1
Usual Usual Usual Usual Usual Usual
Usual
Depts Depts Depts Depts Depts Depts
Depts
0
0 U
So where you have a Product Officer and Org Officer to the org, you are
missing two posts and so are not posted from the top down!
You should have TWO Product Officers, one who is also the HCO Exec Sec
(or Supercargo) and one who is the Org Exec Sec (or Chief Officer).
And each of these has an Org Officer who is also an Esto and who uses
Esto tech.
This gives the ED (or CO) FOUR terminals he is directly operating with,
even though the O/Os are also junior to and under their Product Officers.
SUMMARY
This ties together all existing systems.
It finds and fills an unnoticed gap in posting from the top down.
It prevents Estos from working independently from the side into the org
off command chain.
In posting Product Officers use the old titles: HCO Exec Sec
(Supercargo) and Org Exec Sec (Chief Officer), remembering that these are
now Product Officers operating on the Prod-Org system into their own
divisions.
Post any Esto as an Org Officer under one or the other of these
executives, one the "HES Org Officer" the other the "OES Org Officer." And
insist they use Esto tech and consider themselves Estos.
Size of org has little to do with it. A one-man org would simply have
all these titles and functions. A ten-man org would be posted from the top
and all other functions directly below them not posted or held by them
would also be performed by them.
IMPORTANCE
Failing to post the top and from the top down is the main failure point
in ANY organization (not just ours).
Finding this gap is important and filling it will raise stats.
L. RON HUBBARD
Founder
LRH:ntm/ams.gm Copyright 0 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
252
CANCELLED
HUBBARD COMMUNICATIONS OFFICE See page 255
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 12 NOVEMBER 1974
Remimeo (Suspends HCO P/L 9 May 74)
IMPORTANT
PROD-ORG REINSTATED
As very few orgs have been able to effectively institute HCO P/L 9 May
74 which posted Org Officers as Estos under the HES and OES, mainly due to
a scarcity of actual trained Establishment Officers and executives, HCO P/L
9 May 74 is suspended.
Orgs should revert to an ED or CO-Product Officer-Org Officer posting.
The Product Officer may retain the title of Chief Officer or Org Exec
Sec and the Org Officer may retain the title of Supercargo or HCO Exec Sec
but their functions are exclusively that of the Product Officer and Org
Officer of the org respectively, covering all divisions.
The CO or ED, Product and Org Officers form the Executive Council.
Anyone holding the post of HES 0/0 or OES 0/0 should take posts in HCO
or revert to their last successful posts.
In a very small org the CO or ED is double-hatted as the Product
Officer.
At this time it is FAR more important to cover HCO and make HCO do all
its functions in each HCO department.
The head of every division is a Product Officer for that division.
Such division heads can have an Org Officer who has essentially the
duties of an Esto as well as an Org Officer for that division. A divisional
Org Officer also has, today, recruiting and hatting functions for that
division.
The Prod-Org system was very workable and attention must be directed
back to it as it has tended to drop out.
The following materials and tapes give the data for the Prod-Org system:
FEBC Tape 2, 18 Jan 71. 710IC18SO Side 2
PR Becomes a Subject
FEBC Tape 3, 18 Jan 71, 710IC18SO Side I
The Org Off-Prod Off System, Part I
FEBC Tape 4, 18 Jan 71, 710IC18SO Side 2
The Org and Prod Off System, Part 2
FEBC Tape 5, 23 Jan 71, 7 10IC23SO Side I
How to Post an Org
FEBC Tape 6, 23 Jan 71, 7 10 1 C23SO Side 2
The Org Off and His Resources, Part I
FEBC Tape 7, 23 Jan 71, 710IC23SO Side I
The Org Off and His Resources, Part 2
FEBC Tape 8, 24 Jan 71, 7 10 1 C24SO Side 2
Viability and the Role of the HAS
253
FEBC Tape 9, 24 Jan 71, 7 10 1 C24SO Side I Prediction and the Resources
of the HAS
FEBC Tape 10, 24 Jan 71, 710IC24SO Side 2 The HAS and the Coins of the
Organization
These can be obtained from FLAG.
HCO
A VERY STRONG FUNCTIONING HCO IS VITAL TO BACK UP THE PRODORG SYSTEM.
When there is no HCO recruiting people who will stay, hatting them and
apprenticing them and keeping their ethics in, there is a lot of commotion
generated in an org as fast production requires not only an Org Officer but
an HAS (and HCO Cope Officer) who put the org there rapidly and thoroughly.
Full use of the Prod-Org system, combined with a strong HCO that does
its recruiting and hatting job brings about high stats.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 'a, 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
254
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 DECEMBER 1974
Rernimeo
HCO P/L 9 MAY 74 RE-ESTABLISHED
CANCELLATION OF HCO P/L 12 NOV 74
"PROD-ORG REINSTATED"
PROD-ORG, ESTO AND OTHER SYSTEMS
RECONCILED REINSTATED
HCO P/L of 12 Nov 74 suspended HCO P/L 9 May 74 which put an Executive
Council back into an org.
The suspension was temporary.
What happened was that, at least in some orgs, the Product Officer
immediately began to product officer GI only. Delivery stats crashed in
those orgs.
Obviously the OES is vital as a Product Officer of Divisions 3, 4, 5 and
6.
Thus any org that reverted to having only a Product and Org Officer and
no HES or OES must reinstate the HES and OES and, as available, their Org
Officers.
Delivery alone provides the exchange for GI and GI which is not at once
earned is a liability.
There obviously must be an OES to ensure volume and quality delivery
and, through Div 6, new people into the org.
Orgs must become exchange oriented.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright c 1974 by L. Ron Hubbard ALL RIGHTS RESERVED
255
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1976
Remimeo Issue I
All Execs
All Purchasers
Admin Know-How Series 33
Esto Series 31
PRODUCT/ORG OFFICER SYSTEM
NAME YOUR PRODUCT
The Product/Org Officer system, covered fully in Flag Executive Briefing
Course tapes, contains the key phrase for any Product Officer. This is
NAME, WANT AND GET YOUR PRODUCT.
Breaking this down into its parts we find that the most common failure
of any Product Officer or staff member or Purchaser lies in the first item,
NAME YOUR PRODUCT!
On org boards and even for sections, one has products listed.
Departments have valuable final products. Every staff member has one or
more products.
IF PRODUCTION IS NOT OCCURRING, THE ABILITY TO NAME THE PRODUCT IS
PROBABLY MISSING.
Misunderstood post titles were collected once on a wide survey. Whenever
it was found a staff member did not seem to be able to do his job, it was
checked whether he knew the definition of the word-or words-that made up
his post title. It was found, one for one, that he could not define it even
though no unusual or special definition was being requested. In other
words, the first thing about the post could not be defined-the post title.
This may seem incredible, but only until you yourself check it out on staff
that habitually goof.
The ability to NAME the product required goes further than a mere, glib
definition. Some engineers once drove a Purchaser halfway up the wall by
glibly requesting "one dozen bolts." The Purchaser kept bringing back all
different thicknesses and lengths and types of bolts. The Purchaser was
going daffy and so were the engineers. Until the engineers were forced to
exactly name what they were seeking by giving it ALL its name. The
Purchaser trying to purchase could not possibly obtain his product without
being able to FULLY name it. Once this was done, nothing was easier.
A Product Officer can ask, beg, plead, yell for his product. But maybe
he isn't naming it! Maybe he isn't naming it fully. And maybe even he
doesn't know the name of it. A Product Officer should spend some time
exactly and accurately naming the exact product he wants before asking for
it. Otherwise he and his staff may be struggling around over many
misunderstood words!
When you see a staff whirling around and dashing into walls and each
other and not producing a thing, calmly try to find out if any of them or
their Product Off icer can NAME what products they are trying to produce.
Chances are, few of them can and maybe the Product Officer as well.
Handle and it will all smooth out and products will occur.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
256
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1976
Rernimeo Issue 11
All Execs
All Purchasers
Admin Know-How Series 34
Esto Series 32
PRODUCT/ORG OFFICER SYSTEM
WANT YOUR PRODUCT
A Product Officer has to name, WANT and get his product.
Where no real or valuable production is occurring, one has to ask the
question, does the Product Officer really WANT the product he is demanding?
And does the staff member or members he is dealing with WANT the product?
The reason that a psychotic or otherwise evilly intentioned person
cannot achieve anything as a Product Officer or staff member is that he
does NOT want the product to occur. The intentions of psychos are aimed at
destruction and not at creation.
Such persons may SAY they want the product but this is just "PR" and a
cover for their real activities.
People who are PTS (potential trouble sources by reason of connections
with people antagonistic to what they are doing in life) are all too likely
to slide into the valence of the antagonistic person who definitely would
NOT want the product.
Thus, in an org run by or overloaded with destructive persons or PTS
persons, you see a very low level of production if you see any at all. And
the production is likely to be what is called "an overt product," meaning a
bad one that will not be accepted or cannot be traded or exchanged and has
more waste and liability connected with it than it has value.
One has to actually WANT the product he is asking for or is trying to
produce. There may be many reasons he does not, none of which are
necessarily connected with being psycho. But if it is a creative and
valuable product and assists his and the survival of others and he still
does not want it, then one should look for PTSness or maybe even a bit of
psychosis. And at the least, some withholds.
One does not have to be in a passionate mystic daze about wanting the
product. But one shouldn't be moving mountains in the road of a guy trying
to carry some lumber to the house site either.
The question of WANT the product has to be included in any examination
of reasons why a person or an org isn't producing.
L. RON HUBBARD
Founder
LRH:nt.gm Copyright 0 1976 by L. Ron Hubbard ALL RIGHTS RESERVED
257
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1976
Remimeo Issue III
ALL EXECS
Admin Know-How Series 35
Esto Series 33
PRODUCT/ORG OFFICER SYSTEM
TO GET YOU HAVE TO KNOW HOW TO ORGANIZE
A Product Officer and ESPECIALLY an Org Officer has to know how to GET a
product.
All science and technology is built around this single point in the key
phrase "Name, want and get your product." Managers and scientists
specialize in the HOW TO GET part of it and very often neglect the rest.
There are many Product Officers who do NOT know enough about
organization to organize things so they actually GET their product. These,
all too often, cover up their ignorance on how to organize or their
inability to do so by saying to one and all "Don't organize, just produce!"
When you hear this you can suspect that the person saying it actually does
not know the tech or know-how of organizing or how to put an organization
together. He may not even know enough about organizing to shove aside other
paper on his desk when he is trying to spread out and read a large chart-
yet that is simple organization.
A bricklayer would look awfully silly trying to lay no-bricks. He hasn't
got any bricks. Yet there he is going through the motions of laying bricks.
It takes a certain economic and purchasing and transport tech to get the
bricks delivered-only then can you lay bricks.
A manager looks pretty silly trying to order a brick wall built when he
doesn't have any bricks or bricklayer and provides no means at all of
obtaining either one.
A Product Officer may be great at single-handing the show. How come? He
doesn't realize that building a show comes before one runs it. And even
though economics demand at least a small show before one builds a large
show, a very bad Product Officer who can't really organize either, will,
instead of making the small show bigger, make the small show smaller by
trying to run a no-show.
There is a HOW of organization. It is covered pretty well in the Org
Series and elsewhere. Like you can't put in comm lines unless you put in
terminals for them to connect with. Like you can't get particles flowing in
a profitable way unless they have something for them to run on. That's
simply the way things go in the universe in which you are operating. Now of
course you could build a new universe with different laws but the fact is,
that would require a knowledge of organization as well, wouldn't it?
The tech of how to produce something can be pretty vast. One doesn't
have to be a total expert on it to be able to manage the people doing it,
but one has to have a pretty good idea of how it goes and how enough NOT to
stop the guys who do know how to make bricks when one wants bricks.
If the product is to get somebody to come in to see you, then you have
to have some means of communication and some tech of persuasion to make him
want to come in to see you. Brute force may seem okay to cops but in
organization it seldom works. There is more tech to it than that.
258
If a Product Officer does not know there is tech involved in GETTING the
product, then he will never make his staff study it or teach anybody to do
it. And he will wind up with no product. So beware the Product Officer who
won't give time off for hatting! He doesn't know one has to know the tech
of getting his product. What do you think the OEC (Org Exec Course) Volumes
and the technical bulletins are all about?
One has to spend some time organizing in many different ways-the
organization itself, the hatting, the technical skill staff members would
have to have, to get anywhere in GETTING a product.
Sure, if you only organize and never produce you never get a product
either. But if you only produce and never organize, the only brick wall
you'll ever see is the one you run into.
L. RON HUBBARD
Founder
LRH:nt.gal.gm Copyright 0 1976, 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: There is no Esto Series 34.]
259
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 MARCH 1979RB
Rernitneo REVISED 2 SEPTEMBER 1979
(Also issued as an HCO Bulletin
of same date, same title.)
(Revisions in this type style)
Esto Series 35RB
Word Clearing Series 6ORB
Product Debug Series 7R
MISUNDERSTOOD WORDS AND CYCLES OF ACTION
MISUNDERSTOOD WORDS AND NO PRODUCT
A misunderstood word can prevent a person from understanding the
remainder of what is heard or written.
I have now discovered that: A MISUNDERSTOOD on any given subject CAN
PREVENT THE COMPLETION OF A CYCLE OF ACTION related to that subject.
Therefore those people who don't complete cycles of action on certain
subjects have a misunderstood word on them.
This then results in no-product situations,
Therefore when you are getting no product, look for the misunderstood
word on the subject no matter how long and arduous it is. It's there. And
when it's found the person can go on and complete a cycle of action and get
a product.
CA UTION.- Make sure the person actually does have an inability to complete
a cycle of action before you get into handling him. You don't handle
somebody who is completing cycles of action that result in production.
MISUNDERSTOODS AND PERCEPTION
Misunderstoods can also act as perception shut-offs. They can actually
interrupt a person's perception.
It is quite astonishing that perceptions such as sight, sound and even
touch can be shut off by Mis-U words.
This opens the door to the fact that people apparently do not see, hear,
notice or handle outnesses when they have Mis-Us on them.
This also may open the door to people who have perceptic shut-offs, such
as poor eyesight, deafness or other perception difficulties.
MISUNDERSTOODS AND COMPLEXITY
Misunderstoods lead to complexity. People who have Mis-Us in an area are
inclined to develop vast complexities. They can generate confusions and
complexities beyond belief.
260
People do this because, having misunderstoods, they do not confront and
duplicate in the area and so get into a lot of think-think and unnecessary
significance. Their ability to get things done in that area dwindles as a
result. And at the bottom of all this is simply misunderstood words.
MISUNDERSTOODS AND TOTAL ORGANIZE
When you see an area that is organizing only, you know that area is
loaded with misunderstoods.
When people have incomplete cycles due to Mis-Us they get bogged down
into organization,
You can tell when people have Mis-Us-they are totally involved in
organize. organize, organize. They don't know what they are doing.
There is a level below this-they have overts and withholds which prevent
even organizing.
Below that level people are PTS.
Lacking a sense of organization actually lies below this. It is below
the level of Mis-Us, overts and withholds and PTSness-and you'd have to go
north through PTSness and overts and withholds to even get to the Mis-Us.
MISUNDERSTOODS AND NO ORGANIZE
There can also exist a condition where someone does not organize any
corner of his area or work or organizations or lines. This manifests itself
by irrational demands to only produce and to prevent any organization so
that production can occur. At the bottom of this you are very likely to
find misunderstood words, particularly on the purpose of the production or
why one is producing. It is in this sector that you get overt products most
frequently.
HANDLING
The exact procedure for handling these Mis-Us is given in HCOB 17 June
79 CRASHING MIS-Us: THE KEY TO COMPLETED CYCLES OF ACTION AND PRODUCTS.
Crashing Mis-U finding is done as part of HCO PL 23 Aug 79 / DEBUG TECH.
Additional data on the location of Crashing Mis-Us is found in HCOB 14 Aug
79 CRASHING MIS-Us, BLOCKS TO FINDING THEM and HCOB 16 Jul 79 THE "ELUSIVE"
MIS-U OR CRASHING MIS-U.
With this knowledge we can now handle all the factors that prevent the
completion of cycles of action and products.
L. RON HUBBARD
Founder
LRH:gal.dr.gm Copyright 0 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
261
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 7 AUGUST 1979
Remimeo
Sups (Also issued as
Tech HCOB 7 Aug 79
Qual
Execs FALSE DATA STRIPPING)
ALL STAFF
Product Debug Series 8
Esto Series 36
FALSE DATA STRIPPING
(Ref. The Study Tapes
Dianetic Auditor's Bulletin Vol I Numbers 1-2
STANDARD PROCEDURE
Tech Vol 1, pgs. 15-20
Dianetic Auditor's Bulletin Vol I Number 3
HOW TO RELEASE A CHRONIC
SOMATIC
Tech Vol 1, pgs. 24-26
NOTES ON THE
LECTURES Pgs. 52-66,112-113)
When a person is not functioning well on his post, on his job or in
life, at the bottom of his difficulties will often be found unknown basic
definitions and laws orfalse definitions, false data and false laws,
resulting in an inability to think with the words and rules of that
activity and an inability to perform the simplest required functions. The
person will remain unfamiliar with the fundamentals of his activity, at
times appearing idiotic, because of these not-defined and falsely defined
words.
Verbal hatting is the main source of false definitions and false data.
Someone who "knows" tells someone else a definition or a datum. The person
now thinks he knows the definition (even though nothing in the field makes
any sense to him). The word may not even read on the meter during
misunderstood checks because the person "thinks he knows."
A politician is told by an advisor, "It doesn't matter how much money
the government spends. It is good for the society." The politician uses
this "rule" and, the next thing you know, inflation is driving everybody to
starvation and the government to bankruptcy. The politician, knowing he was
told this on the very best authority, does not spot it as false data, but
continues to use it right up to the point where the angry mobs stand him up
in front of a firing squad and shoot him down. And the pity of it is that
the politician never once suspected that there was anything false about the
data, even though he couldn't work with it.
There is no field in all the society where false data is not rampant.
"Experts," "advisors," "friends," "families," seldom go and look at the
basic texts on subjects, even when these are known to exist, but indulge in
all manner of interpretations and even outright lies to seem wise or
expert. The cost, in terms of lost production and damaged equipment is
enormous. You will see it in all sectors of society. People cannot think
with the fundamentals of their work. They goof. They ruin things. They have
to redo what they have already done.
You'll find people whose estimate of the environment is totally
perverted to the point they're walking around literally in a fog. The guy
looks at a tree and the reality of the tree is blurred by the "fact" that
"trees are made by God" so he won't take care of the tree because he is
convinced.
262
What we're trying to cure in people is the inability to think with data.
This was traced by me to false data as a phenomenon additional to
misunderstood words, although the misunderstood word plays a role in it and
will have to be allowed for.
When a person is having difficulty in an area or on a post, when he
can't seem to apply what he has "learned" or what he is studying or when he
can't get through a specific drill or exercise in his training materials,
you will suspect he has false data in that area or on those materials. If
he is to use it at all effectively he must first sort out the true facts
regarding it from the conflicting bits and pieces of information or opinion
he has acquired. This eliminates the false data and lets him get on with
it.
INABILITY TO HAT
We are looking here at a brand new discovery I have made which is that
it can be nearly impossible to hat anyone who is sitting on false data on
the subject you are trying to hat him on. This is the primary reason people
cannot be hatted and False Data Stripping therefore enables a person to be
hatted even though other approaches have failed. This is a very valuable
discovery-it solves the problem of inability to hat or train.
SOURCES
False data on a subject can come from any number of sources. In the
process of day-to-day living people encounter and often accept without
inspection all sorts of ideas which may seem to make sense but don't.
Advertising, newspapers, TV and other media are packed with such material.
The most profound false data can come out of texts such as Stanislavsky (a
Russian actor and director); and even mothers have a hand in it, such as
"children should be seen and not heard."
Where a subject, such as art, contains innumerable authorities and
voluminous opinions you may find that any and all textbooks under that
heading reek with false data. Those who have studied study tech will recall
that the validity of texts is an important factor in study. Therefore it is
important that any supervisor or teacher seeking to use False Data
Stripping must utilize basic workable texts. These are most often found to
have been written by the original discoverer of the subject and when in
doubt avoid texts which are interpretations of somebody else's work. In
short, choose only textual material which is closest to the basic facts of
the subject and avoid those which embroider upon them.
It can happen, if you do False Data Stripping well and expertly without
enforcing your own data on the person, that he can find a whole textbook
false-much to his amazement. In such a case, locate a more fundamental text
on the subject. (Examples of false texts: Eastman Kodak; Lord Keynes
treatises on economics; John Dewey's texts on education; Sigmund Freud's
texts on the mind; the texts derived from the "work" of Wundt (Leipzig 1879-
Father of Modern Psychology); and (joke) a textbook on "Proper Conduct for
Sheep" written by A. Wolf.)
USE OF FALSE DATA STRIPPING
False Data Stripping should be used extensively in all hatting and
training activities. Current society is riddled with false data and these
must be cleared away so that we can hat and train people. Then they will be
able to learn useful data which will enable them to understand things and
produce valuable products in life.
False Data Stripping can be done on or off the meter. It can be done by
an auditor in session, by a Supervisor, Cramming Officer or Word Clearer or
by an exec, Esto or any administrator. Students and staff can be trained to
do it on each other.
Not a lot of training is required to deliver this procedure but anyone
administering it must have checked out on this HCOB/PL and have demoed and
drilled the procedure. If it is going to be done on the meter (which is
preferable) the person doing it must have an OK to operate an E-Meter.
263
GRADIENTS
It will be found that false data actually comes off in gradients.
For example, a student handled initially on false data on a particular
drill will appear to be complete on it. He goes on with his studies and
makes progress for a while and then sometimes he will hit a bog or slow in
his progress. This is usually an indication that more false data has been
flushed up (restimulated or remembered as a result of actually doing
studies or drills). At that point more basic false data will come off when
asked for. The reason for this is: when you first give a student false data
handling he doesn't know enough about the subject to know false data from
the true. When he has learned a bit more about the subject he then collides
with more false data hitherto buried. This can happen several times, as he
is getting more and more expert on the subject.
Thus the action of stripping off false data can and must be checked for
and used in any training and hatting. The rundown has to be given again and
again at later and later periods, as a student or staff member may come up
against additional faulty data that has been not-ised. It can be repeated
as often as necessary in any specific area of training until the person is
finally duplicating and is able to use the correct tech and only the
correct tech exactly.
THEORY
There is a philosophic background as to why getting off false data on a
subject works and why trying to teach a correct datum over a false datum on
the subject does not work. It is based on the Socratic thesis-antithesis-
synthesis philosophical equation.
Socrates: 470 B.C.-399 B.C. A great Greek philosopher.
A thesis is a statement or assertion.
Antithesis: opposing statement or assertion.
The Socratic equation is mainly used in debate where one debater asserts
one thing and the other debater asserts the opposite. It was the contention
of Socrates and others that when two forces came into collision a new idea
was born. This was the use of the equation in logic and debate. However,
had they looked further they would have seen that other effects were
brought into play. It has very disasterous effects when it appears in the
field of training.
Where the person has acquired a false thesis (or datum), the true datum
you are trying to teach him becomes an antithesis. The true datum comes
smack up against the false datum he is hanging on to, as it is counter to
it.
In other words, these two things collide, and neither one will then make
sense to him. At this point he can try to make sense out of the collision
and form what is called a synthesis, or his wits simply don't function.
(Synthesis: a unified whole in which opposites, thesis and antithesis, are
reconciled.)
So you wind up with the person either
(a) attempting to use a false, unworkable synthesis he has formed, or
(b) his thinkingness locks up on the subject.
In either case you get an impossible-to-train, impossible-to-hat scene.
GLIBNESS
Probably we have here the basic anatomy of the "glib student" who can
parrot off whole chapters on an examination paper and yet in practice uses
his tools as a door stop. This student has been a mystery to the world of
education for eons. What he has probably done in order to get by, is set up
a circuit which is purely memory.
264
The truth of it is his understanding or participation is barred off by
considerations such as "nothing works anyway but one has to please the
professor somehow."
The less a person can confront, the more false data he has accumulated
and will accumulate. These syntheses are simply additives and complexities
and make the person complicate the subject beyond belief Or the collision
of false data and true data, without the person knowing which is which,
makes him look like a meathead.
Therefore, in order to cure him of his additives, complexities, apathy
and apparent stupidity on a subject, in addition to cleaning up
misunderstood words, it is necessary to strip the false data off the
subject. Most of the time this is prior to the true data and so is basic on
the chain. Where this is the case, when that basic false data is located
and stripped, the whole subject clears up more easily.
FALSE DATA PRONE
Some people are prone to accepting false data. This stems from overts
committed prior to the false data being accepted. The false data then acts
as a justifier for the overt.
An example of this would be a student studying past Mis-Us on a subject,
cheating in the exam and eventually dropping the subject entirely. Then
someone comes along and tells him that the subject is useless and
destructive. Well, he will immediately grab hold of this datum and believe
it as he needs something to justify his earlier overts.
This actually gets into service facsimiles as the person will use the
false data to make the subject or other people wrong.
So if you see someone who is very prone to accepting false data on a
particular subject or in general, the answer is to get the prior overts
pulled. Then the person will not need to justify his overts by accepting
any false data that comes his way.
PROCEDURE
You may not easily be able to detect a false datum because the person
believes it to be true. When False Data Stripping is done on a meter the
false datum won't necessarily read for the same reason.
You therefore ask the person if there is anything he has run across on
the subject under discussion which he couldn't think with, which didn't
seem to add up or seems to be in conflict with the material one is trying
to teach him.
The false datum buries itself and the procedure itself handles this
phenomenon.
When the false datum is located it is handled with elementary recall
based on 1950 Straightwire. Straight memory technique or Straightwire (so
called because one is stringing a line between present time and some
incident in the past, and stringing that line directly and without any
detours) was developed originally in 1950 as a lighter process than engram
running. Cleverly used, Straightwire removed locks and released illnesses
without the pc ever having run an engram.
Once one had determined whatever it was that was going to be run with
Straightwire, one would have the pc recall where and when it happened, who
was involved, what were they doing, what was the pc doing, etc., until the
lock blew or the illness keyed out.
Straightwire works at a lock level. When overdone it can key in
underlying engrams. When properly done it can be quite miraculous.
STEPS
A. Determine whether or not the person needs this procedure by checking the
following:
265
1. The person cannot be hatted on a subject.
2. No Crashing Mis-Us can be found on a subject yet it is obvious
they exist.
3. The person is not duplicating the material he has studied as he
is incorrectly applying it or only applying part of it, despite Word
Clearing.
4. He is rejecting the material he is reading or the definition of
the word he is clearing.
5. You suspect or the person originates earlier data he has
encountered on the materials that could contain false data.
6. The person talks about or quotes other sources or obviously
incorrect sources.
7. He is glib.
8. The person is backing off from actually applying the data he is
studying despite standard Word Clearing.
9. He is bogged.
10. He cannot think with the data and it does not seem to apply.
B. Establish the difficulty the person is having-i.e. what are the
materials he can't duplicate or apply? These materials must be to hand and
the person must be familiar with the basic true data on the subject being
addressed.
C. If the action is being done metered, put the person on the meter and
properly adjust the sensitivity with a proper can squeeze.
D. Thoroughly clear the concept of false data with the person. Have him
give you examples to show he gets it. (This would be done if the person was
receiving False Data Stripping for the first time.)
E. The following questions are used to detect and uncover the false data.
These questions are cleared before they are used for the first time on
anyone. They do not have to read on a meter and may not do so as the person
will not necessarily read on something that he believes to be true.
1. "Is there anything you have run across in (subject under
discussion) which you couldn't think with?"
2. "Is there anything you have encountered in (subject under
discussion) which didn't seem to add up?"
3. "Is there something you have come across in (subject under
discussion) that seems to be in conflict with the material you are
trying to learn?"
4. "Is there something in (subject under discussion) which never
made any sense to you?"
5. "Did you come across any data in (subject under discussion) that
you had no use for?"
6. "Was there any data you came across in (subject under
discussion) that never seemed to fit in?"
7. "Do you know of any datum that makes it unnecessary for you to
do a good job on this subjectT'
8. "Do you know of any reason why an overt product is all right?"
266
9. "Would you be made wrong if you really learned this subject?"
10. "Did anyone ever explain this subject to you verbally?"
11. "Do you know of any datum that conflicts with standard texts on
this subject?"
12. "Do you consider you really know best about this subject?"
13. "Would it make somebody else wrong not to learn this subject?"
14. "Is this subject not worth learningT'
The questions are asked in the above sequence. When an area of false
data is uncovered by one of these questions one goes straight on to Step F-
handling.
E When the person comes up with an answer to one of the above questions
locate the false datum as follows:
1. Ask "Have you been given any false data regarding this?" and
help him locate the false datum. If this is being done on the meter,
one can use any meter reads one does get to steer the person. This
may require a bit of work as the person may believe the false data
he has to be true. Keep at it until you get the false datum.
If the person has given you the false datum in Step E then this step
will not be needed: just go straight on to Step G.
G. When the false datum has been located, handle as follows:
1. Ask "Where did this datum come from?" (This could be a person,
a book, TV, etc.)
2. "When was this?"
3. "Where exactly were you at the time?"
4. "Where was (the person, book, etc.) at the time?"
5. "What were you doing at the time?"
6. If the false datum came from a person ask: "What was (the
person) doing at the time?"
7. "How did (the person, book, etc.) look at the time?"
8. If the datum has not blown with the above questions ask: "Is
there an earlier similar false datum or incident on (the subject
under discussion)?" and handle per Steps 1-7.
Continue as above until the false datum has blown. On the meter you will
have a floating needle and very good indicators.
DO NOT CONTINUE PAST A POINT WHERE THE FALSE DATUM HAS
BLOWN.
If you suspect the datum may have blown but the person has not
originated then ask: "How does that datum seem to you now?" and either
continue if it hasn't blown or end off on that datum if it has blown.
H. When you have handled a particular false datum to a blow, going earlier
similar as necessary, you would then go back and repeat the question from E
(the detection
267
step) that uncovered the false datum. If there are any more answers to the
question, they are handled exactly as in Step F (location) and Step G
(handling).
That particular question is left when the person has no more answers.
Then, if the person is not totally handled on the subject under discussion,
one would use the other questions from Step E and handle them in the same
way. All the questions can be asked and handled as above but one would not
continue past a point where the whole subject has been cleared up and the
person can now duplicate and apply the data he has been having trouble
with.
1. CONDITIONAL: If False Data Stripping is being done in conjunction
with
Crashing Mis-U Finding one would now proceed with the Crashing Mis-U
Finding.
J. Send the person to the Examiner.
K. Have the person study or restudy the true data on the subject you have
been handling.
END PHENOMENA
When the above procedure is done correctly and fully on an area the
person is actually having difficulty with, he will end up able to
duplicate, understand and apply and think with the data that he could not
previously grasp. The false data that was standing in the road of
duplication will have been cleared away and the person's thinking will have
been freed up. When this occurs, no matter where in the procedure, one ends
off the False Data Stripping on that subject and sends the person to the
Examiner. He will have cognitions and VGIs and on the meter you will have
an F/N. This is not the end of all False Data Stripping for that person. It
is the end of that False Data Stripping on the person at that particular
time. As the person continues to work with and study the subject in
question, he will learn more about it and may again collide with false data
at which time one repeats the above process.
NOTE
False data buries itself as the person may firmly believe that it is
true. Sometimes the person will have such faith in a particular person,
book, etc., that he cannot conceive that any data from that particular
source might be false. One artist being false data stripped had received
some false data from a very famous painter. Even though the data didn't
really add up and actually caused the artist tremendous problems, he tended
to believe it because of where it came from. It took persistence on the
part of the person administering the False Data Stripping to eventually
blow this false datum with a resulting freeing up of the artist's ability
to think and produce in the area.
MISUNDERSTOODS
Misunderstoods often come up during False Data Stripping and should be
cleared when they do. One would then continue with the False Data
Stripping. One person being false data stripped knew he had some false data
from a particular source but the false data was a complete blank-he
couldn't remember it at all. It was discovered that he had a Mis-U just
before he received the false data and as soon as this was cleared up he
recalled the false data and it blew. This is just one example of how Word
Clearing can tie in with False Data Stripping.
REPEATED USE
False Data Stripping can be done over and over as it will come off in
layers as mentioned before. If False Data Stripping has been done on a
specific thing and at some later point the person is having difficulty with
a drill or the materials, the stripping of false data should be done on him
again. In such a case it will be seen that the person recognizes or
remembers more false or contrary data he has accumulated on the subject
that was not in view earlier. As he duplicates a drill or his materials
more and more exactly, former "interpretations" he had not-ised, incorrect
past flunks that acted as invalidation or evaluation, etc., may crop up to
be stripped off.
268
CAUTIONS
CODE. False Data Stripping is done under the discipline of the Auditor's
Code. Evaluation and invalidation can be particularly harmful and must be
avoided. All points of the code apply.
RUDIMENTS. One would not begin False Data Stripping on someone who
already has out-ruds. If the person is upset or worried about something or
is critical or nattery, then you should fly his ruds or get them flown
before you start False Data Stripping.
OVERRUN. One must be particularly careful not to overrun the person past
a blow of the false datum. The stress in recall is that it is a light
action which does not get the person into engrams or heavy charge. Keep it
light. If you overrun someone past the point of a blow, he may drop into
engrams or heavy charge. Just take the recall step to a blow and don't push
him beyond it.
DATEILOCATE. Date/Locate is another way of getting something to blow. If
a false datum does not blow on the recall steps despite going earlier
similar, then it could be handled with Date/Locate in session as ordered by
the C/S. This would normally be done as part of a False Data Stripping
Repair List. Date/Locating false data would never be done except in session
as ordered by the C/S or as directed by the False Data Stripping Repair
List. The auditor must be totally starrated on Date and Locating and
practised in it before he attempts it.
FALSE DATA STRIPPING REPAIR LIST. The False Data Stripping Repair List
is used in session by an auditor when False Data Stripping bogs
inextricably or the person is not F/N GIs at Exams or gets in trouble after
False Data Stripping has been done. A bogged False Data Stripping session
must be handled within 24 hours.
NEW STUDENTS. Students who are new to Scientology should not use this
procedure on each other as they may be insufficiently experienced to
deliver it competently. In this case the Supervisor or someone qualified
would administer False Data Stripping to those students who need it.
SUMMARY
The problem of the person who is unable to learn or who is unable to
apply what he learns has never been fully resolved before. Misunderstoods
were and are a major factor and Word Clearing must be used liberally. Now,
however, I have made a major breakthrough which finally explains and
handles the problem of inability to learn and apply.
Man's texts and education systems are strewn with false data. These
false data effectively block someone's understanding of the true data. The
handling given in this HCOB/PL makes it possible to remove that block and
enable people to learn data so they can apply it.
With the ability to learn comes stability and the production of valuable
products. With stability and the production of valuable products comes the
achievement of one's purposes and goals, high morale and happiness.
So let's get to work on stripping away the false data which plagues Man,
clogs up his ability to think and learn and reduces his competence and
effectiveness. Let's increase the ability of individuals and the human
race.
L. RON HUBBARD
Founder
LRH:gal.gm Copyright 0 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
269
HUBBARD COMMUNICATION
Saint Hill Manor, East Grinstead
HCO POLICY LETTER OF 23 AU
Issue I
Remimeo
Product Officers
Org Officers
Execs
All Staff
Programs Chiefs
Project Operators
Mission Operators
Missionaires
Assistant Guardians Product Debug Series I
Flag Representatives
LRH Communicators Esto Series 37
Cramming Officers
Review
DEBUG TECH
Ref. LRH ED 302 INT DEBUG TECH BREAKTHROUGH
HCO PL 23 Aug 79 11 DEBUG TECH CHECKLIST
HCOB 23 Aug 79 11 PRODUCT DEBUG REPAIR LIST
HCOB 17 Jun 79 URGENT, IMPORTANT-CRASHING
MIS-Us: THE KEY TO COMPLETED
CYCLES OF ACTION AND PRODUCTS
HCOB 7 Aug 79 FALSE DATA STRIPPING
HCO PL 26 Mar 79RA MISUNDERSTOOD WORDS AND
CYCLES OF ACTION-MU
WORDS AND NO PRODUCTS
HCOB 23 Aug 79 1 CRASHING MUs, BLOCKS TO
FINDING THEM
When I wrote LRH ED 302 DEBUG TECH BREAKTHROUGH in February of this year
I promised that there would be a policy letter issued covering the tech
more fully. Well, there have been further breakthroughs in the area of
debugging production. The tech given in that LRH ED has been acclaimed by
hundreds to be miraculous. This policy reissues that tech and brings it up-
to-date with the new discoveries.
HISTORY
Recently I noticed quite a few programs were not progressing rapidly. I
found many targets bugged. Project operators did not seem to know what to
do and were getting losses and becoming frustrated. Their targets were
"bugged."
"Bugged" is slang for snarled up or halted.
"Debug" means to get the snarls or stops out of something.
I had always been given to believe somebody had developed and written up
debug tech. People would often tell me they had debugged this or that, so
of course I assumed that the tech existed and that issues and checksheets
existed and were in use. Yet here were people operating projects who
couldn't get the targets done by themselves or others.
I didn't recall ever having written any policy letter containing the
tech of debugging programs or targets.
So I called for the various "debug checksheets" and "debug issues" they
were
270
using and found something very astonishing. None had any real tech on them
to debug something. They just had various quotes that did not necessarily
apply.
I did a study of the subject based on what people trying to debug should
be doing and what they were not doing and developed a fast, relatively
simple system. Some project operators were located in very bugged areas
which had brought them to apathy and even tears of frustration. The new
debug tech was put into their hands and they came streaming back in wild
excitement. It worked! Their areas were rolling!
I am releasing this tech to you as it is vital that programs are quickly
executed and that production occurs.
This debug tech is tested, fully valid and for immediate use.
Debug tech is a vital executive tool. Anyone who is responsible for
getting targets and programs executed, getting production out, turning
insolvency into solvency and generally making a better world frankly can't
live without it.
Debug tech is used to debug program targets, programs, a lack of
completion of the cycles of action which lead to production and in short,
whenever there is any insufficiency of viable products coming from an area,
org or individual.
THE TECH
1. INSPECTION
The first action in debugging an area is an inspection to see what is
going on in terms of production. In inspecting the area you do the
following:
1. You look for what products have been gotten out in the past.
2. You look for products that are there completed.
3. You look for what products can be attained in the immediate
future.
4. You look for the value of the products produced as compared to
the overall
cost of the production organization.
5. You look for overt products or cycles where products
continuously have to
be redone, resulting in no or few products.
The full volume of data on how to do an investigation is given in the
Investigations Checksheet on page 175 of The Volunteer Minister's Handbook.
When you first inspect an area for products you just look. Policies on
"Look Don't Listen" apply (HCO PL 16 Mar 72, Esto Series 8, LOOK DON'T
LISTEN). Don't listen to how they are going to get 150 products, just look
and walk around with a clipboard.
If you don't see 150 products waiting to be shipped or invoices showing
they have been, they don't exist. If you don't see receipts for 150 shipped
products, they don't exist and never have. The product is either there or
there is ample shipping or departure or finance evidence that they have
just left or been shipped. Products that are only in people's heads don't
exist.
Dreams are nice-in fact they are essential in life but they have to be
materialized into the physical universe before they exist as products.
The most wide trap the debugger can fall into is, "But next week
since
experience will tell you that next week's production may never
arrive. The definition of
product is something that can be exchanged for a valuable product or
currency. They
271
have subproducts. These are necessary. A subproduct can also be an overt
product and block final products.
When you have ~done your product inspection, you then look over the
period of time from a viewpoint of time and motion. This is to answer the
question, "Are things arranged so that there is no time wasted in useless
motions which are unnecessary?" This includes poor placement of materiel on
a flow line or tool sheds five miles from the site of work so that one has
to go there every time one wants a hammer, out-ofsequence flows or waits.
One counts up the amount of wasted time simply because of the
disorganization of a place. It isn't enough to say a place is disorganized.
How is this disorganization consuming time and motion which is not
resulting in a higher quantity of production? Examples of this are quite
gross.
When you have done this study, during which of course you have made
notes, you will have the raw materials necessary to make an estimation of
the area.
If there is not an adequate and even spectacular record of products
getting out and if products have to be redone or if no products are coming
out, you proceed as follows:
11. PERSONAL HANDLING
Find a product that can be gotten out, any product, and insist that it
and products like it or similar cycles be gotten out flat out by the
existing personnel.
Do not let this debug act as an excuse for them not to produce. The
first step of this handling is to demand production.
When you have gotten them on that, you enter in upon a second stage of
debug. This consists essentially of finding if the place is knowledgeable
enough and able enough to produce what is actually required and what is
actually valuable or being needed from it.
This is accomplished as follows:
(Note: You should not attempt to find Crashing MUs, etc., until the
above inspection and the Steps A to H below have been done.)
A. Where are the orders relating to this target (or project or production
area)? (Can include policies, directives, orders, bulletins, issues,
despatches, tapes, valid texts and previous debugs and any and all files.)
Handling: Collect up all of the orders relating to this target (or project
or production area). This includes the orders and policies the person is
operating off of as well as all those he should be operating off of. At
this point you may need to employ the "How to Defeat Verbal Tech
Checklist":
1 . If it isn't written it isn't true.
2. If it's written, read it.
3. Did the person who wrote it have the authority or know-how to order
it?
4. If you can't understand it, clarify it.
5. If you can't clarify it, clear the MUs.
6. If the MUs won't clear, query it.
7. Has it been altered from the original?
272
8. Get it validated as a correct, on-channel, on-policy, in-tech order.
9. Only if it holds up this far, force others to read it and follow it.
IF IT CAN'T BE RUN THROUGH AS ABOVE IT'S FALSE! CANCEL IT! And use HCOB 7
Aug 79 FALSE DATA STRIPPING as needed.
B. Have you read the orders?
Handling: If he has not read them then have him read, word clear and
starrate them.
Ca. Do you have MUs on these orders?
Handling: Get the orders word cleared using M4, M9 or M2 Word
Clearingwhatever Word Clearing is needed to fully clear any MUs he has.
Cb. Do you have false data on these orders?
Handling: Strip off the false data per HCOB/PL 7 Aug 79 FALSE DATA
STRIPPING,
Handle this step (Ca and Cb) until the person has duplicated the orders and
issues relating to this production area.
D. Are there financial or logistics problems on them?
Handling: Debug using HCO PL 14 Mar 72, Issue II, Esto Series 7, FOLLOW
POLICY AND LINES and Flag Divisional Directive of 25 Aug 76 FINANCIAL
PLANNING MEMBER HAT CHECKSHEET. Debugging this may require getting the
whole FP Committee through the FP pack.
E. Are there personnel problems?
Handling: Debug this using HCO PL 16 Mar 71, Org Series 25, Personnel
Series 19, LINES AND HATS and the Personnel Series, as given in The
Management Series.
It may be necessary to do this debug on the HAS or any person responsible
for getting the products of staff members who produce.
F. Are there hatting problems?
Handling: Handle this using full Word Clearing and False Data Stripping and
get the scene debugged using HCO PL 29 Jul 71, Personnel Series 21, Org
Series 28, WHY HATTING? and HCO PL 22 Sep 70, Personnel Series 9, Org
Series 4, HATS and HCO PL 27 Dec 70, Personnel Series 16, HATS PROGRAM
PITFALLS.
Hatting problems may include the total and utter lack of a hatting course
for the staff or a hatting course where WHAT IS A COURSE? PL is flagrantly
not in and if you find this you have gotten to the root of why you are
working hard debugging all over the place and it had better be handled
quick.
It may also be that the area senior doesn't make sure his staff puts in
study time off production hours and in this you may find the senior is a
failed student himself and this you would also have to handle.
Note: A person who cannot be hatted at all has false data. The handling
would be to strip off the false data.
273
G. Is there exterior influence stopping the production which cannot be
handled in the production area?
Handling: Handle using HCO PL 31 Jan 72, Data Series 22, THE WHY IS GOD and
HCO PL 25 May 73, Data Series 27, SUPPLEMENTARY EVALUATIONS and HCO PL 30
Dec 70, Org Series 20, ENVIRONMENTAL CONTROL.
When told that these exterior influences exist the wise debugger
immediately verifies. The simplest way to verify is to ask the person who
is supposed to be putting stops on the line if he has issued such orders.
You commonly find out he hasn't. But if he has, then you have started to
locate your area to handle.
You commonly run into verbal tech at which moment you use the "How to
Defeat Verbal Tech Checklist."
H. What other excuses exist?
Handling: As per HCO PL THE WHY IS GOD, HCO PL 19 May 70, Data Series 8,
SANITY, HCO PL 30 Sep 73, Data Series 30, SITUATION HANDLING and HCOB 19
Aug 67, THE SUPREME TEST.
And once any obvious ones in the above have been handled, and production
still isn't rolling, you have
1. Routine finding of MUs per Word Clearing Series.
J. Crashing MU tech per HCOB 17 Jun 79 CRASHING MIS-Us: THE KEY TO
COMPLETED CYCLES OF ACTION AND PRODUCTS. Crashing MU Finding is done
exactly per this HCOB. Crashing MUs can be buried or suppressed as covered
in HCOB 23 Aug 79, CRASHING MUs, BLOCKS TO FINDING THEM. The factors as
listed in that HCOB which can cause a Crashing MU to remain hidden and
unknown may have to be handled before the Crashing MU appears.
K. Do they have any idea at all that they should be getting out any
products? Or do they pretend to but don't?
Handling: Simply two-way comm of why the guy was there. It might come as a
startling realization that he is supposed to get out products. This can be
backed up with Exchange by Dynamics, HCO PL 4 Apr 72, Esto Series 14,
ETHICS and Short Form Product Clearing, HCO PL 13 Mar 72, Esto Series 5,
PRODUCTION AND ESTABLISH MENT-ORDERS AND PRODUCTS or HCO PL 23 Mar 72, Esto
Series 11, FULL PRODUCT CLEARING LONG FORM.
There is also such a thing as a person who will not complete a cycle of
action. This is normally true of what we call a "suppressive person" or
even an insane person.
Handling: Get the person's case looked into by a competent C/S and also by
the Ethics Officer for background.
But as PTS people are in suppressive persons' valences he may only be PTS.
Handling: See Section P below for de-PTSing.
L. Wrong stat. The person has been given a stat that has nothing to do with
what he is supposed to produce.
Handling: Get the right stat figured out so that it agrees with what he is
supposed to produce and actually measures his actual production.
M. Wrong VFP or wrong product? Do they have the idea of VFP right? (or
does
274
the org think it's the award rather than the product, i.e. GI rather than
an audited paying pc or a trained paying student?).
It of course can occur, amazingly, that the person or department, etc., is
trying to turn out a product that has no exchange value. This can occur
because what they do produce is so flubby as to be called "an overt
product" which nobody can use further on up the line or even at the end of
the line. You handle this by coming down on their sense of fitness of
things. Overt products waste resources and time and personnel and are
actually more destructive than on first glance. They cannot be exchanged
but they also waste resources as well as lose any expected return. You can
remedy this sort of thing by improving their tech so they do turn out
something decent and useful.
They can also be turning out a type of product nobody wants-such as 1819
buggy whips in a Space Age. They may be great buggy whips but they won't
exchange because nobody wants them.
They may also be getting out products of excellent quality but never telf
anybody they have or do them. This can apply as narrowly as one worker who
doesn't tell anybody he is having or doing them or a whole organization
which, with complete asininity, never markets or advertises their products.
It is also possible that a combination of all three things above may be
found.
It also may be they have all sorts of products they could get out but they
never dreamed of getting them out yet their life blood may depend upon it.
Handling: HCO PL 24 Jul 78, SUBPRODUCTS, which tells how to compile a
subproducts list and attain VFPs. Exchange by Dynamics per HCO PL 4 Apr 72,
Esto Series 14, ETHICS and Full Product Clearing Long Form on the correct
and actual VFP (as well as any other products the person or area may have),
as well as marketing and PR tech.
N. Never figured out what they would have to do to get a product?
Handling: Handle this using HCO PL 7 Aug 76, Issue 1, 11 and 111, Admin
Know-How Series 33, NAME YOUR PRODUCT, Admin Know-How Series 34, WANT YOUR
PRODUCT, Admin Know-How Series 35, TO GET YOU HAVE TO KNOW HOW TO ORGANIZE,
HCO PL 24 Jul 78, SUBPRODUCTS and HCO PL 14 Jan 69, OT ORGS.
0. Out-ethics?
Handling: Determine the situation and handle with O/W write-ups or auditing
and ethics conditions or correction of past conditions and the ethics
policies that apply.
P. Is the area or individual creating problems and demanding solutions
to
them?
Handling: Give the person PTS handling as per ethics policies. If and when
available, get the personnel de-PTSed using Clay Table De-PTSing as per
HCOB CLAY TABLE DE-PTSing-THEORY AND ADMINISTRATION. (Note: Clay Table De-
PTSing can only be done on someone by a person who has had the step
himself.)
Q. Total organize? (Is the area organizing only?)
Handling: This is an indicator of many misunderstoods in the area,
especially on the part of its senior. The senior and the personnel in the
area need full Word Clearing on the materials to do with the production
area, including Crashing MU Finding as in J (ref. HCO PL 26 Mar 79RA
MISUNDERSTOOD WORDS AND
275
CYCLES OF ACTION-MU WORDS AND NO PRODUCTS) off production hours and
meanwhile make them produce what they can.
R. Organization adequate to get the product?
Inadequate organization:
Handling: Debug the organization per HCO PL 13 Sep 70, Org Series 1,
BASIC ORGANIZATION, HCO PL 14 Sep 70, Org Series 2, COPE AND ORGANIZE,
HCO PL 14 Sep 70, Org Series 3, HOW TO ORGANIZE AN ORG, HCO PL 8 Oct 70,
Org Series 8, ORGANIZING AND PRODUCT, HCO PL 29 Oct 70, Org Series 10,
THE ANALYSIS OF ORGANIZATION BY PRODUCT.
No organization:
Handling: This is the situation where someone does not organize any
corner of his area or work or organizations or lines. This manifests
itself by irrational demands to only produce and to prevent any
organization so that production can occur. The handling is to clear the
misunderstoods (including Crashing MUs) in the area, particularly on the
purpose of the production and why one is producing.
Lacking a sense of organization?
Handling: Lack of a sense of organization lies below the level of MUs,
overts and withholds and PTSness-and you have to go north through
PTSness and overts and withholds to even get to the MUs.
The handling would be de-PTSing as in Step P. Then handle any overts and
withholds and then clear the M Us in the area being addressed (including
Crashing MUS).
Debug tech is laid out as a checklist in HCO PL 23 Aug 79, Issue 11,
DEBUG TECH CHECKLIST. It is a very useful checklist as the points of debug
can be assessed on a meter by an auditor (or any person trained to use an E-
Meter) or be administratively used by anyone wishing to debug an area.
HCOB 23 Aug 79, Issue II, PRODUCT DEBUG REPAIR LIST is for use by an
auditor to repair someone who has been messed up by somebody trying to
debug his area. As faulty debugging can mess a person up, this repair list
has been written to remedy that, should it occur.
Normally, in an area that is very bogged and not producing, the first
question or two will deliver the reasons right into your hands. They are
trying to produce blue ruddy rods but the order they finally dig up after a
fifteen minute search says specifically and directly that green fingleburns
are what are wanted here and that blue ruddy rods are forbidden. It is
usually outrageous and large. As you go down the list you will find out
that you are running into things which open the door to justification. So
you take very good care to notice the justifications which are being used.
The handling of justifications is indicated in HCOB 23 Aug 79, Issue 1,
CRASHING MUs, BLOCKS TO FINDING THEM and the HCOB of JUSTIFICATIONS, 21 Jan
AD10.
WHAT TO HANDLE
Handling of course is indicated by what you find and the above
references. But handling must always be in the direction of at least 50%
production. Even while debugging do not go for an all-organize handling.
Also do not go for an all-production handling.
A person, once trained on the data as contained in this PL, Crashing MU
tech, False Data Stripping and Product Clearing, will be able to get almost
any area
276
debugged and producing. It is important to remember that debug tech applies
from the very small expected action to the huge expected project.
THE EP OF DEBUG
The above debug actions are never carried on past the point where the
target or area or individual or org has been debugged.
Once production has been debugged and desirable products are now being
gotten for real in adequate quantity, the debug has been accomplished.
This could occur at any one of the above steps. And when it does you let
the area get on with producing the products they are now able to produce.
EVALUATION AND PROGRAMMING
There is a whole different technology called evaluation. The full tech
on how to execute and program is contained in the Data Series and the Data
Series Evaluator's Course and BPL 4 Jul 78 ELEMENTARY EVALUATOR'S COURSE
and the Target Series HCO PLs: 14 Jan 69 OT ORGS, 16 Jan 69 TARGETS, TYPES
OF, 18 Jan 69, Issue 11, PLANNING AND TARGETS, 24 Jan 69, TARGET TYPES, 24
Jan 69, Issue 11, PURPOSE AND TARGETS and HCO PL 4 Dec 73, Data Series 32,
TARGET TROUBLES. One is expected to know how to evaluate. But even after
you have evaluated, evaluations contain targets. And targets get bugged. So
you will need debug tech even when you are an accomplished evaluator.
With the debug tech and the added steps of Crashing MU Finding, overts
and withholds, False Data Stripping, Product Clearing, etc., you will be
able to crack the back of the most resistive nonproducing areas and get
them into roaring, high-morale production.
Between February 79 and 23 August 79, 1 have spent a great deal of
development time on the technology needed to completely debug people,
projects, targets and production. A very large number of missions,
researches and pilots were undertaken to discover and polish up this tech.
It can now be considered a completed development cycle.
The above IS the tech.
USE IT!
L. RON HUBBARD
Founder
LRH:kjm.gm Copyright c 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
277
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 23 AUGUST 1979
Issue II
Remimeo
Tech
Qual
All Execs
All Staff
Programs Chiefs
Project Operators
Mission Operators
Missionaires
AGs
LRH Comms Esto Series 38
FRs
Product Debug Series 2
DEBUG TECH CHECKLIST
Ref: HCO PL 23 Aug 79 DEBUG TECH
Issue I
HCOB 23 Aug 79 PRODUCT DEBUG REPAIR LIST
Issue 11
The Product Debug Series
This checklist is clarified by HCO PL 23 August 79, Issue 1, DEBUG
TECH, and is used in conjunction with that PL.)
Production is the basis of morale. People who don't get products have
low morale.
Executives and responsible people have the task of getting out products.
When they don't get them out, the unit or organization fails.
It is extremely upsetting and puzzling to a staff member and to his
seniors when he can't get out the products expected of him. I have seen an
executive going around in circles for weeks trying to guess why such and
such a staff member couldn't get out the products of his post area. I have
seen staff members actually in tears because they were unable to achieve
the products of their post. I have also seen people busy, busy, busy and
totally unaware of the fact that they were producing absolutely nothing.
LRH ED 302 was a breakthrough. It has now been written into HCO PL 23
Aug 79, DEBUG TECH and contains a considerably expanded tech on how to
debug products. People have had very great success in applying it.
To give them even greater successes, I have rewritten LRH ED 302-1 into
this PL. The whole object of this checklist is to debug a lack of products
and accomplishments of an org or post.
This Debug Checklist is used in conjunction with HCO PL DEBUG TECH. It
gives the person doing the debug a list of things that could be standing in
the way of production. The sequence of handling is as laid out in the Debug
Tech PL. The first action is an inspection of the area. Then come the
personal handling steps.
This sequence must be followed in any debug action. For instance, if you
haven't done the inspection then how would you know what it is you are
trying to debug?
This checklist can be assessed on a meter or be administratively used
(off the meter) by mission operators, program operators, project operators,
evaluators, executives and anyone else needing to debug a cycle of action
or lack of products, including any staff member or student himself.
278
When assessed on a meter, each reading line would be taken to F/N by
doing the handling given for that line.
When doing this checklist the individual should have the issues and
references he may need to carry out the handlings along with him.
THE EP OF DEBUG
Debug actions are never carried on past the point where the target or
area or individual or org has been debugged.
Once production has been debugged and desirable products are now being
gotten for real in adequate quantity, the debug has been accomplished.
This could occur at any one of the steps. And when it does you let the
area get on with producing the products they are now able to produce.
PRODUCT DEBUG REPAIR LIST
In case of a bog or trouble on the following checklist use HCOB 23 Aug
79, Issue 11, Product Debug Series 10, PRODUCT DEBUG REPAIR LIST to repair
the person so he can continue with the debug actions.
INSPECTION
00. The first action in debugging an area is an inspection to see what is
going on in terms of production. In inspecting the area you do the
following:
1. You look for what products have been gotten out in the past.
2. You look for products that are there completed.
3. You look for what products can be attained in the immediate
future.
4. You look for the value of the products produced as compared to
the overall cost of the production organization.
5. You look for overt products or cycles where products
continuously have to be redone, resulting in no or few products.
Full data on how to do this inspection is given in HCO PL 23 Aug 79,
Issue 1, DEBUG TECH.
0. Find a product that can be gotten out, any product, and insist that
it and products like it or similar cycles be gotten out flat out by the
existing personnel.
THE CHECKLIST
Section A:
A 1. NO ORDERS?
(Find out if (a) he's needing orders due to not knowing his hat or if
(b) he's not getting any direction or guidance from his senior. Handle
(a) by getting him hatted, or (b) by doing this checklist on his
senior.)
A2. NEVER RECEIVED THE ORDERS?
(Have him get the orders and handle any cut line that isn't relaying the
orders.)
A3. CROSS ORDERS?
(Find out what and handle per HCO PL 13 Jan AD29, ORDERS, ILLEGAL AND
CROSS.)
279
A4. ILLEGAL ORDERS?
(Find out what and handle per HCO PL 13 Jan AD29, ORDERS,
ILLEGAL AND CROSS.)
A5. VERBAL TECH?
(Find out what and handle per the "How to Defeat Verbal Tech
Checklist" and HCO PL 7 Aug 79, FALSE DATA STRIPPING.)
Section B:
B 1. HASN'T READ THE ORDERS?
(Have him read, word clear and starrate the orders.)
B2. AVOIDANCE OR NEGATION OF POLICY?
(Pull the O/Ws per W/H system. Then clear up his MUs on the
relevant policy.)
B3. POLICY UNKOWN?
(Determine what applicable policy is unknown to him and have him
read, word clear and starrate it.)
B4. NO POLICY?
(Have him work out what the policy should be and submit it for
approval.)
B5. LACK OF TECH?
(Have him get familiar with the exact problem he's encountering and
make him work out a solution that will handle it.)
Section C:
C 1. MISUNDERSTOODS?
(Find and clear the MUs.)
C2. MISUNDERSTOODS ON THE ORDERS? (Find and clear the MUs.)
C3. DOESN'T UNDERSTAND THE ORDERS? (Handle with Word Clearing and False
Data Stripping.)
C4. FALSE DATA ON THE ORDERS?
(Handle with HCO PL 7 Aug 79, FALSE DATA STRIPPING.)
C5. OUT OF AGREEMENT WITH THE ORDERS?
(Handle any out-ruds. Then handle with Word Clearing and False
Data Stripping.)
C6. LACK OF INTEREST?
(Find out if it's out-ruds or MUs or past failures and handle
accordingly.)
C7. NO INTEREST?
(Find out if it's out-ruds or MUs or past failures and handle
accordingly.)
C8. LACK OF VALUE OF THE CYCLE OF ACTION ITSELF? (Find his MUs and
handle. Have him demo out the cycle of action.)
Section D:
D 1. FINANCE BUGS?
(Find out what and get it debugged and also if it amounts to that,
get
the whole FP Committee through the FP pack.)
280
D2. LOGISTICS PROBLEMS?
(Find out what it is and handle with HCO PL 14 Mar 72, Issue 11, Esto
Series 7, FOLLOW POLICY AND LINES, and any other debug tech needed.)
D3. NO EQUIPMENT?
(Find out what is needed, if it is really needed, and if so debug it per
D I and D2 above so it is gotten. Remember that there are enormous
percentages of people who absolutely have to have before they can
possibly do and use that usually as an excuse not to produce.)
Section E:
E 1. SCARCITY OF PERSONNEL?
(Indicate it and then investigate and handle HCO which is usually up to
its ears in personnel requests and busy on them instead of putting an
HCO there that properly recruits, hats and utilizes personnel. This may
mean doing this Debug Checklist on the HAS or any person responsible for
that division or activity because they aren't getting the products of
staff members who produce.)
E2. SOME OTHER PROBLEM WITH PERSONNEL?
(Debug this using HCO PL 16 Mar 71, Org Series 25, Personnel Series 19,
LINES AND HATS and the Personnel Series as given in The Management
Series.)
Section F.-
Fl. ABSENCE OF HATTING?
(Find out if it's (a) lack of a hatting course for the staff, (b) a
hatting course where WHAT IS A COURSE? PL is flagrantly not in, (c) the
area senior doesn't make sure his staff put in study time off production
hours or (d) some other reason why he does not go to study. Handle
according to what comes up and HCO PL 23 Aug 79, Issue 1, DEBUG TECH.)
F2. DOESN'T ATTEND STUDY?
(Find out if it's (a) lack of a hatting course for the staff, (b) a
hatting course where WHAT IS A COURSE? PL is flagrantly not in, (c) the
area senior doesn't make sure his staff put in study time off production
hours or (d) some other reaon why he does not go to study. Handle
according to what comes up and HCO PL 23 Aug 79, Issue 1, DEBUG TECH.)
F3. ABSENCE OF DRILLING?
(Get any needed drilling on equipment and actions done.)
F4. ABSENCE OF CRAMMING?
(Get the subject cramming is needed on and send him to Cramming.)
F5. FALSE CRAMMING?
(Handle per HCO PL 7 Aug 79, FALSE DATA STRIPPING. Assess and handle a
Cramming Repair List if necessary.)
F6. A DISASSOCIATION BETWEEN THE DEFINITION AND THE PHYSICAL UNIVERSE?
(Have him demonstrate-in clay if necessary-and give real examples of the
definition. Program him for M8 and M9 program and the Disassociation
Rundown.)
F7. FALSE DATA ON THE HATTING MATERIALS? (Handle with False Data
Stripping.)
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F8. LACK OF TECHNICAL KNOW-HOW?
(Locate the area of technical know-how he is lacking in and get him
studying and drilling the tech on it.)
F9. UNABLE TO BE HATTED?
(Strip off the false data in the area with False Data Stripping.)
Section G:
G1. EXTERIOR INFLUENCE STOPPING THE PRODUCTION
WHICH CANNOT BE HANDLED IN THE PRODUCTION AREA?
(Handle per Section G of HCO PL 23 Aug 79. Issue 1, DEBUG TECH.)
Section H.-
H 1. OTHER EVENTS?
(Find out what and handle per HCO PL 23 Aug 79, Issue 1, DEBUG TECH.)
H2. OTHER REASONS?
(Find out what and handle per HCO PL 23 Aug 79, Issue 1, DEBUG TECH.)
H3. HUGE PRODUCTION BUG?
(Find out what and use full debug tech to handle.)
H4. TIME?
(Find out if there'sjust NOT ENOUGH time to do what he has to do or if
he's wasting time by not being organized or is being dev-ted and
handle.)
H5. LACK OF PROXIMITY TO THE SCENE?
(Have him get on the correct comm lines and get in ARC with the scene.
Handle ruds if necessary.)
H6. NO COMM LINES?
(Determine whether this is from W/Hs or MUs and handle accordingly.)
H7. INABILITY TO COMMUNICATE?
(Pull his W/Hs. Make him do Reach and Withdraw on the people and objects
of his area. Program him for the M8 and M9 program course.)
H8. ABSENCE OF ALTITUDE?
(Have him read HCO PL 4 Oct 68, ETHICS PRESENCE and Exec Series I and 2
and have him demo how he can use them.)
H9. BAD HEALTH?
(Send him to the MO on an MO routing form and get it handled. Get any
needed PTS handling done.)
HIO. LUCK?
(2WC his considerations on it and bring his cause level up by getting
him to look at what he can do about it.)
Section I.-
11. MISUNDERSTOODS IN THE PRODUCTION AREA?
(Routine Word Clearing per the Word Clearing Series.)
282
12. MISUNDERSTOODS ON WHAT IS SUPPOSED TO BE DONE? (Routine Word Clearing
per the Word Clearing Series.)
13. CONFUSIONS IN THE AREA?
(Routine Word Clearing per the Word Clearing Series.)
Section J_-
J 1. CRASHING MISUNDERSTOOD?
(Crashing MU Finding per HCOB 17 June 79, CRASHING MISUs: THE KEY TO
COMPLETED CYCLES OF ACTION AND PRODUCTS.)
J2. TROUBLE COMPLETING CYCLES OF ACTION IN THE PRODUCTION AREA?
(Crashing MU Finding per HCOB 17 June 79, CRASHING MISUs: THE KEY TO
COMPLETED CYCLES OF ACTION AND PRODUCTS.)
Section K..
KI. NO IDEA AT ALL THAT PRODUCTS SHOULD BE GOTTEN OUT?
(Simply two-way comm of why the guy is there. It might come as a
startling realization that he is supposed to get out any products. This
can be backed up by Exchange by Dynamics-HCO PL 4 Apr 72, Esto Series
14, ETHICS, and Short Form Product Clearing per HCO PL 13 Mar 72, Esto
Series 5, PRODUCTION AND ESTABLISHMENT-ORDERS AND PRODUCTS or HCO PL 23
Mar 72, Esto Series 11, FULL PRODUCT CLEARING LONG FORM.)
K2. PRETENDING TO KNOW THAT PRODUCTS SHOULD BE GOTTEN OUT BUT DON'T?
(Simply two-way comm of why the guy is there. It might come as a
startling realization that he is supposed to get out any products. This
can be backed up by Exchange by Dynamics-HCO PL 4 Apr 72, Esto Series
14, ETHICS and Short Form Product Clearing per HCO PL 13 Mar 72, Esto
Series 5, PRODUCTION AND ESTABLISHMENT-ORDERS AND PRODUCTS or HCO PL 23
Mar 72, Esto Series 11, FULL PRODUCT CLEARING LONG FORM.)
K3. WON'T COMPLETE A CYCLE OF ACTION?
(Get the person's case looked into by a competent C/S and an Ethics
Officer for background. If you are dealing with a suppressive or insane
person, handle per ethics policies. If it is PTSness, get the person de-
PTSed.)
Section L:
Ll. WRONG STAT.?
(Get the right stat figured out so that it agrees with what he is
supposed to produce and actually measures his actual production.)
L2. DOES THE STAT HAVE NOTHING TO DO WITH WHAT IS SUPPOSED TO BE BEING
PRODUCED?
(Get the right stat figured out so that it agrees with what he is
supposed to produce and actually measures his actual production.)
283
Section M:
M I. WRONG VFP9
(Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full
Product Clearing Long Form on the correct and actual VFP-as well as any
other products the person or area might have.)
M2. WRONG PRODUCT?
(Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full
Product Clearing Long Form on the correct and actual VFP-as well as any
other products the person or area might have.)
M3. NO IDEA OF THE PRODUCT?
(Get a complete and accurate statement of the correct product and
Product Clear him on it. See also HCO PL 7 Aug 76, Issue 1, Esto Series
31, PRODUCT/ORG OFFICER SYSTEM, NAME YOUR PRODUCT.)
M4. UNSURE OF WHAT THE PRODUCT IS?
(Get a complete and accurate statement of the correct product and
Product Clear him on it. See also HCO PL 7 Aug 76, Issue 1, Esto Series
31, PRODUCT/ORG OFFICER SYSTEM, NAME YOUR PRODUCT.)
M5. THINKING IT'S THE AWARD RATHER THAN THE PRODUCT.? (Use HCO PL 24 July
78, SUBPRODUCTS and Exchange by Dynamics and Full Product Clearing Long
Form on the correct and actual VFP-as well as any other products the
person or area might have.)
M6. DOES THE PRODUCT HAVE NO EXCHANGE VALUE?
(Use HCO PL 24 July 78, SUBPRODUCTS and Exchange by Dynamics and Full
Product Clearing Long Form on the correct actual VFP-as well as any
other products the person or area might have, and per HCO PL 23 Aug 79,
Issue 1, DEBUG TECH, Section M.)
M7. OVERT PRODUCTS?
(Handle any W/Hs connected with this. Then handle per HCO PL DEBUG TECH,
Section M.)
M8. IS THE PRODUCT A PRODUCT THAT NOBODY WANTS?
(Handle any W/Hs connected with this. Then handle per HCO PL DEBUG TECH,
Section M.)
M9. NO MARKETING OR ADVERTISING OF THE PRODUCT?
(Handle any W/Hs connected with this. Then handle per HCO PL DEBUG TECH,
Section M.)
Section N:
NI. NEVER FIGURED OUT WHAT WOULD HAVE TO BE DONE TO GET A PRODUCT?
(Handle per HCO PL DEBUG TECH, Section N.)
Section 0:
01. OUT-ETHICS?
(Determine the situation and handle with O/W write-ups or auditing and
ethics conditions or correction of past ethics conditions and the ethics
policies that apply.)
284
02. ACTIVE CO UNTER- INTENTION?
(Pull the O/Ws and then locate the MUs. Then watch him and remove him if
he remains Cl.)
03. ACTIVE COUNTER-INTENTION ON THE PART OF OTHERS?
(Find out who. Handle any agreement he has with their CI as a W/H. Get
the person or persons who have CI handled on their O/Ws and get their
MUs found. Remove if the person or persons remain CL)
04. OTHER-INTENTIONEDNESS?
(Pull the O/Ws and then locate the MUs. Then watch him and remove him if
he remains other-intentioned.)
05. OTHER-INTENTIONEDNESS ON THE PART OF OTHERS?
(Find out who. Handle any agreement he has with their otherintention as
a W/H. Get the person or persons who have otherintention handled on
their O/Ws and get their MUs found. Remove if the person or persons
remain other-intentioned.)
Section P:
Pl. CREATING PROBLEMS AND DEMANDING SOLUTIONS TO THEM?
(Give the person PTS handling as per ethics policies. If and when
available get the personnel de-PTSed with clay table de-PTSing, as
covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSINGTHEORY AND
ADMINISTRATION.)
P2. LOTS OF UNSOLVABLE PROBLEMS IN THE AREA?
(Give the person PTS handling as per ethics policies. If and when
available get the personnel de-PTSed with clay table de-PTSing, as
covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSINGTHEORY AND
ADMINISTRATION.)
P3. CONNECTED TO SOMEONE OR SOMETHING ANTAGONISTIC?
(Give the person PTS handling as per ethics policies. If and when
available get the personnel de-PTSed with clay table de-PTSing, as
covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSINGTHEORY AND
ADMINISTRATION.)
P4. PTS?
(Give the person PTS handling as per ethics policies. If and when
available get the personnel de-PTSed with clay table de-PTSing, as
covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSINGTHEORY AND
ADMINISTRATION.)
P5. ACCIDENTS?
(Give the person PTS handling as per ethics policies. If and when
available get the personnel de-PTSed with clay table de-PTSing, as
covered in HCOB 28 Aug 79, CLAY TABLE DE-PTSINGTHEORY AND
ADMINISTRATION.)
Section Q:
Ql. ORGANIZING ONLY?
(Handle his MUs in the area including any Crashing MUs.)
Q2. TOTAL ORGANIZATION?
(Handle his MUs in the area including any Crashing MUs.)
285
Section R:
R I. ORGANIZATION INADEQUATE TO GET THE PRODUCT? (Handle per Section R of
HCO PL 23 Aug 79, DEBUG TECH.)
R2. LACK OF ORGANIZATION?
(Handle per Section R of HCO PL 23 Aug 79, DEBUG TECH.)
R3. NO ORGANIZING?
(Clear the misunderstoods, including Crashing MUs, in the production
area, particularly on the purpose of the production and why one is
producing.)
R4. LACK OF A SENSE OF ORGANIZATION?
(De-PTSing as covered in Section P. Then handle any overts and withholds
and then clear the MUs in the area, including Crashing MUS.)
R5. NO GRASP OF THE CONCEPT OF ORGANIZATION?
(De-PTSing as covered in Section P. Then handle any overts and withholds
and then clear the MUs in the area, including Crashing MUS.)
L. RON HUBBARD
Founder
LRH:nc.gm Copyright c 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
286
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 9 AUGUST 1979R
Remimeo Issue 11
All Orgs REVISED 19 NOVEMBER 1979
All Staff
(Revisions in this type style)
Establishment Officer Series 39
Org Series 39
SERVICE PRODUCT OFFICER
(This HCO PL has been revised in order to show the importance of the
ProductlOrganizing Officer and Establishment Officer systems in relation
to the Service Product Officer. These systems are totally valid and
should be in full use in organizations.)
References:
The Flag Executive Briefing Course tape lectures
The Org Series
The Establishment Officer Series
HCO PL 9 Aug 79 1 CALL-IN: THE KEY TO FUTURE
DELIVERY AND INCOME
HCO PL 7 Aug 761 NAME YOUR PRODUCT
HCO PL 7 Aug 76 Il WANT YOUR PRODUCT
HCO PL 7 Aug 76 111 TO GET YOU HAVE TO KNOW HOW
TO ORGANIZE
HCO PL 20 Nov 65 THE PROMOTIONAL ACTIONS OF
AN ORGANIZATION
HCO PL 28 Jul 74 ADDITIONS TO PROMOTIONAL
ACTIONS OF AN ORGANIZATION
HCO PL 28 May 72 BOOM DATA
HCO PL 15 Nov 60 MODERN PROCUREMENT LETTERS
HCO PL 14 Feb 61 THE PATTERN OF A CENTRAL ORG
HCO PL 21 Nov 68 SENIOR POLICY
HCO PL 28 Feb 65 DELIVER
HCO PL 23 Aug 79 1 DEBUG TECH
HCO PL 23 Aug 79 // DEBUG TECH CHECKLIST
HCO PL 9 Aug 79 111 SERVICE/CALL-IN COMMITTEE
HCO PL 10 Jul 65 LINES AND TERMINALS ROUTING
The post of SERVICE PRODUCT OFFICER is hereby established in the Office
of the CO/ED, Dept 19, of all Class IV and Sea Org orgs. His direct senior
is the CO/ED.
Until such time as a SERVICE PRODUCT OFFICER is posted the
responsibilities and duties are covered by the Service/Call-in Committee as
fully laid out in HCO PL 9 Aug 79 1, CALL-IN: THE KEY TO FUTURE DELIVERY
AND INCOME and HCO PL 9 Aug 79 111, SERVICE/CALL-IN COMMITTEE.
The VALUABLE FINAL PRODUCTS of this post are (1) flawlessly serviced and
287
completed paid pcs and students who re-sign-up for their next service, and
(2) high quality promotional items in the hands of volumes of public who
come in, sign-up and start an org service.
The main statistics for the SERVICE PRODUCT OFFICER are
(1) Number of pcs and students completed and re-signed on to their next
service. (This includes those actually routed on to the next upper org
for services and who do re-sign.)
(2) Number of public in and started onto a service.
Completion: By completion is meant those actions completed and attested
at C & A and accompanied by an acceptable success story.
Re-sign: By re-sign-ups are meant pcs and students who, after completion
of a service, see the Registrar to sign up again for another service while
in the org.
Promotional Items: Those items which will produce income for the
organization. By promotional items are meant those things which make
Scientology and our products known and will cause people to respond either
in person or by written reply to the result of receiving Scientology
commodities. These are tours, book outlets, Sunday services, events, upstat
image, fliers, info packs, handouts, books, ASR packs, specified service
promotion, etc.
There are of course many other stats that reflect the SERVICE PRODUCT
OFFICER'S subproducts and these are VSD, TOTAL GI, INTENSIVES COMPLETED,
BULK MAIL OUT, NUMBER OF PROMOTIONAL ACTIONS OF THE ORG IN, NUMBER OF FULLY
AND PARTIAL PAIDS GOTTEN INTO THE ORG AND ON TO THEIR NEXT SERVICE. These
are very important parts of the SERVICE PRODUCT OFFICER HAT, as they
reflect his subproducts which lead to his valuable final product.
SERVICE PRODUCT OFFICER
RESPONSIBILITIES AND DUTIES
The purpose of an organization is to deliver service to the public. The
primary functions which add up to delivery to the public are promotion,
sales, call-in, delivery itself and re-sign. The Service Product Officer is
responsible for the flow of PRODUCTS through these areas. He is a PRODUCT
OFFICER. He names, wants and gets products in these areas and thus ensures
that the organization is accomplishing its purpose of service to the
public.
The full technology of Product Officers is explained in the Flag
Executive Briefing Course lectures, where the ProductlOrg Officer system
was developed. This system is still fully valid and is, in fact, the tech
of the Service Product Officer. He is solely interested in products. When
the Service Product Officer comes across a situation that requires
organizing, he gets his Organizing Officer to handle it. The 0/0
(Organizing Officer) should actually be operating a few steps ahead of the
Service Product Officer at all times-organizing for immediate production,
per the ProductlOrg system. A full study of the ProductlOrg system, as
contained in the FEBC tapes, the Org Series and Esto Series 33, 34 and 35,
NAME, WANT AND GET YOUR PRODUCT, is recommended in order to attain a
thorough understanding of the actions of the Service Product Officer and
his Organizing Officer.
The Service Product Officer is not a stopgap at any point of the
promotion, sales, call-in, delivery and re-sign lines, where executives
have failed to post and hat staff. This would be the responsibility of the
Exec Establishment Officer per Esto Series 1. Establishment Officers see
that short and long-range establishment are occurring in the organization
in the form of recruiting, hatting and training of staff The Esto system is
a necessary and very vital tool for the Service Product Officer and the
organizationand should definitely be in full use.
288
The Service Product Officer has the authority to directly order or work
with any terminal involved in the promotion, sales, call-in, delivery or re-
sign areas so long as he maintains direct liaison with their seniors.
The Service Product Officer must be fully aware of every post in the org
and what their jobs consist of. He must know who handles what cycles and
what cycles are on the lines. For instance, it is up to the Service Product
Officer to be aware of all promotional actions occurring in the org and who
is doing them, or if they aren't getting done. He must be aware of what
public aren't getting serviced and he ensures those responsible get them
serviced. He doesn't do this himself as a serious goof of any Product
Officer would be to go down the org board and do the job himself. The
Service Product Officer must ensure others get the work done. Otherwise, he
would wind up doing everyone's post and not getting anything done. It's
actually pretty overwhelming to think of a Service Product Officer as
responsible for doing everyone else's post duties. That's the sure-fire way
to sink fast. Where a product isn't getting out the Service Product Officer
debugs it using HCO PL DEBUG TECH, in order to get production. He is not
interested in first finding the person's MU or excuse, he is interested in
getting production occurring now. Let the Org Officer and Qual worry about
the staff member's MUs.
Divisional Secretaries are the Product Officers for their division per
the ProductlOrganizing Officer system. The Service Product Officer sees
that the Product Officers over the whole delivery cycle are getting their
products. He coordinates the flow of products from division to division. A
Service Product Officer doing his post fully and properly is, in fact, the
person that makes the org board work. He sees that products aren't jamming
up at one point of the line, but that they continue through the
organization.
The Service Product Officer walks into the Tech Div and finds the Tech
Sec sitting at his desk, shuffling paper and the pcs are piling high and
complaining about no service. The last thing the Service Product Officer
would do is start organizing the Tech staff around and scheduling the pcs.
No sir, that's a serious offense. The first thing he would do is find out
what can be produced RIGHT NOW, what auditors can be gotten into session
right now and makes the Tech Sec do it and GET IT DONE. This all takes
about 15 minutes and he gets the area flowing again and then, WHAM! . . .
he's out and into his next area. The Service Product Officer would not sit
down and just start word clearing or doing Exchange by Dynamics on the Tech
Sec. He would unstick the flows and get them moving. Then he would alert
HCO and Qual to this serious problem of unhattedness and demand it be
handled.
The basic sequence of the Service Product Officer on getting the
products flowing off the lines is PUSH, DEBUG, DRIVE, NAME IT, WANT IT, AND
GET IT. That's the only way you ever get a product. Products don't happen
on their own.
This means he tells the Tech Sec to get Joe Blow there in session now!
There is no general "audit these pcs." You'd never get a product that way.
The ED/CO has no authority to order the Service Product Officer to
perform the total duties of any one post. The Service Product Officer must
guard against being stuck into one post after another, doing it all
himself. Nor is the Service Product Officer an "expeditor" for the CO/ED.
It is also very important that the Service Product Officer advise
seniors that he is going into their areas so as not to create a Danger
condition and wind up having to run the entire org. He also does this by
getting the seniors to handle their juniors so a product is gotten. He does
not walk in and cross-order the seniors of areas but works with them to see
that products are produced.
The Service Product Officer is one who comes up with BIG IDEAS on
getting public flooded into the org and being serviced swiftly. He is the
one who thinks along the line of PRODUCTS PRODUCTS PRODUCTS. By spanning
the divisions, he coordinates the product wanted and ensures each division
is aware of its part in getting this product and that their actions are
uniform. Where the Service Product
289
Officer spots diversity, or lack of uniformity, he must alert his Org
Officer or HCO. By doing the actions of coordination for a product and
product demand, the Product Officer creates a team and more importantly
sets the pace of the org's production and morale.
ORG LINES AND THE SERVICE PRODUCT OFFICER
There are certain aspects of the organization which the Service Product
Officer must be thoroughly trained in to do his job properly.
The Service Product Officer must be fully aware of all the Valuable
Final Products (VFPs) of each department and each division of the org.
Without this the Service Product Officer can create havoc, as he would be
ordering Division 6 to recruit or the Reges to supervise. By not knowing
cold the org V17Ps, the Service Product Officer would certainly jam the
flows throughout the org board.
A serious fault in any executive is not knowing the functions of
terminals and the relation of one terminal to another. A key function of
any executive is that of routing. An executive that misroutes
communications and particles will tie his org in knots and wonder why no
products are coming out. Therefore, a Service Product Officer must know
cold every post function in the org and what particles belong on what
lines.
He has got to know where a product comes from and where it goes in order
to see it through the lines. A Product Officer's job is to name, want and
get a product. However, he must first know where that product is to come
from and where it is to go. This is an incredibly fundamental point.
In order for org lines to flow, routing forms (RFs) must be used. A
routing form is a full step-by-step road map on which a particle travels.
Every point a particle (which could be a student, pc, mail, etc.) must go
through to wind up at its destination must be listed on the routing form.
The Service Product Officer's Organizing Officer must ensure routing
forms exist and are in use for each and every line in an org he deals in.
Both he and the Service Product Officer must know these forms cold and be
able to instantly spot when a line is being abused or ignored so as to slam
in the correct routing.
A Service Product Officer must fully clay demo all the lines of an
organization for each and every product. This must include each particle
from entrance to the org and through all lines on which that particle would
flow until it leaves the org. Lines are the most fundamental point of
administration. To not have a full grasp of these lines would be
detrimental to any Product Officer.
SERVICE PRODUCT OFFICER
SEQUENCE OF ACTIONS
It is very easy for the Service Product Officer to become wrapped up in
one area while neglecting the others; however, this must not be done as,
while products might be getting through in one area, they may well be
seriously bogging in others. The Service Product Officer is concerned with
promotion, sales, call-in, delivery and re-sign. He begins his product
officering in promotion and gets products out there or started and moves on
to sales and gets them on to getting their products and so on through call-
in and delivery and re-sign. He then returns to the beginning, promotion,
and follows up on what he started there and gets even more production out.
This is basically how the Service Product Officer moves through the org.
Daily, the Service Product Officer must plan and battle plan out his
day. He must list those products he intends to achieve in each one of his
areas and then gets them.
The Service Product Officer is not an "information courier" or "data
gatherer." He is ahead of the game and knows the data. He must know what
public haven't been regged in the org yet, he must know who hasn't been
taken into session that day, or who
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has been stuck in Ethics for 3 days, and ensure these things get handled.
Therefore he must be quicker and faster than anyone else in the org and run
run run.
PROMOTION
Promotion is the first action of the SERVICE PRODUCT OFFICER. He must
ensure the many promotional pieces and actions are getting done. Some of
these are
1. Selling of books.
2. Staff selling books.
3. Books placed in public bookstores.
4. Selling of books to FSMs, franchises, distributors, retailers
and salesmen.
5. Books sold on each public contact.
6. Books advertised in mags, ads, posters, fliers, etc.
7. ASR packs.
8. Info packs.
9. Div 6 handouts for lectures and free testing.
10. Posters on major services in Div 6.
11. Promo to field auditors, FSMs, gung ho groups, Dianetic study
groups.
12. Org mags.
13. Flag shooting boards.
14. Promo for future events and tours.
15. The AUDITOR (for SHs).
16. Clear News.
17. ADVANCE! mag (for AOs).
18. SOURCE mag (FSO).
19. 1 WANT TO GO CLEAR CLUB promo (AOs),
20. SHSBC/NED/ INTERNSHIPS /NOTs /GRADES, etc., specified in promo.
21. Promo at points of public inquiry.
22. Free testing ads.
23. Fliers inviting people to buy Scientology books.
24. More-Info-Cards used in books.
25. Ads in newspapers.
26. Questionnaires to detect people's plans for training and
processing.
27. Enough letters to public so they come in.
28. All promotional actions per HCO PL 20 Nov 65, PROMOTIONAL
ACTIONS OF AN ORGANIZATION.
29. Book seminars, public campaigns and lectures.
30. Public Reception display (books, posters, handouts, etc.).
31. Tours and events, Sunday service.
32. Free testing line.
33. Handling of gung ho groups, keeping FSMs well supplied and
supervision of Dianetic study groups and FSMs.
34. Test centers outside the org as an extension.
35. Radio and TV advertisements.
36. Dept 17 services.
37. Reception greeting, handling, routing, chasing up people for
appointments and handling incoming calls with ARC and efficiency.
38. Formation of Dianetic counseling groups.
39. Weekly tape and film plays.
40. Promotes the org and standard tech to Auditors Association.
41. Contacts and sees any sign of ARC broken field and alerts
Chaplain to clean up the field.
The first thing a Service Product Officer would want to do is get out a
large volume of promo to at least get some activity occurring. This would
entail Dissern getting any promo laying around the org dug up and sent out
to students and pcs. They would get it out in letters and mailings, they
would get it handed out to students and pcs, they would pick up the half-
completed promo piece, have it fixed up and sent out. They would have promo
placed in Reception, in any public inquiry, etc. In other words, the
Service Product Officer ensures that the org fully utilizes what promo they
do have. He would also have specific promo pieces done to enlighten the
field on what services
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the org has. Where any of this bogged he would push-debug-drive-name it-
want it-and get it.
The Service Product Officer, in trying to get in any promotional items,
must review what resources he has. For example, is there a Dir Clearing; is
there a Receptionist; etc.? He must concentrate on getting those terminals
that already exist busy on promotional actions that will create the largest
volume of inflow, while his Organizing Officer works on getting more
immediate resources to increase the volume even further. It would be
senseless to have the Dir Clearing running around trying to form up groups
in an inactive field, single-handing, when he has FSMs that need to be
gotten on to selecting and driving in new public. The Service Product
Officer is concerned with priorities of promotional actions, so must be
totally aware of all the promotional items and actions that an org can
produce.
Actions such as "improved org appearance," "high ARC handling," and
"correct and efficient routing of public" can be put in instantly. If he
has 2 people in all of Dissem he still can and must get the particles
flowing and products coming off the line.
SALES
The sales lines consist of enlightening the public, having lines to sign
people up, getting public into the org and signed up for service.
The following gives you an idea of some of the sales actions and lines
in an org:
1. Body Reg phones and schedules public to come in for interview.
2. Use of CF to produce business.
3. Reges who accept advance registrations.
4. D of T procurement of students.
5. D of P procurement of pcs.
6. Receptionist sells to public coming in.
7. SHs in communication with the Class IV Org Tech Secs and
Registrars and targeting them for public completing and routing on
to the higher org.
8. AO's and SH's case consultant actions.
9. AO/SH events to Class IV Org academies to encourage upper level
auditor training.
10. Use of FSMs, Auditors Associations, personal contact, etc., to
get public into the org and on to their next service.
11. Fast lines so public are not left waiting to see the Reg.
The lines of routing a public person to the Reg, or from the Reg to a
service must be tight so public aren't lost, and the Reg is kept busy
continuously with the public. Therefore, the Service Product Officer must
police these lines and where he notices any lack of uniformity he gets his
Org Officer onto it. Nonuniform or slow routing interferes with the
product, so the Service Product Officer gets it speeded up now by push-
debug-drive-name it-want it-and get it.
The first actions of the Service Product Officer in the sales area are
to get all "in-the-org" public routed to the Reg on breaks or after course
end to be further signed up for additional service. He can also have Dissem
drilling done with Reges so as to increase sales in the org. His operating
procedure is products, products, products, now, now, now. His Org Officer
or HCO and Qual can worry about organize, organize, organize.
CALL-IN
Call-in is the action of getting fully paids into the org on to their
next service. This also includes getting partially paids fully paid and on
to their next service. These functions are of great concern to the SERVICE
PRODUCT OFFICER as undelivered services to the public can mess up a field
and increase the chance of refunds. The Service Product Officer should see
to it that the Call-in Units are given stiff targets and
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that their production is not monitored by low auditor hours or low
producing training areas. The execution of needed programs to get Call-in
Units fully operational is under the Service Product Officer per HCO PL 9
Aug 79 1 CALL-IN: THE KEY TO FUTURE DELIVERY AND INCOME. This same policy
also lists out the functions of the Call-in Units. Call-in falls between
sales and delivery, as it deals with those either fully or partly paid and
needing only to finish payment and be called in and gotten onto service.
DELIVERY
The Service Product Officer must ensure that the service lines of the
org are fast and 100% standard, that pcs and students do complete quickly
and don't get lost off the lines.
The Service Product Officer is to have an alert line with the public set
up whereby if a student or pc's study or auditing is slowed, or if the
public person is dissatisfied in any way, he can alert the Service Product
Officer so it can be handled.
Some of the actions and lines to be product officered by the Service
Product Officer are as follows:
1. Tech Services arranges housing, has the pc met when he is
arriving and generally operates as the pc's host while in the org.
2. The many lines such as pc to Ethics, pc to Examiner, student to
Ethics, student to Qual, C/S Series 25 line and pc to D of P line
must be drilled so they are flawless and handled with ARC.
3. The most senior policy applied to this area is HCO PL 21 Nov 68,
SENIOR POLICY "WE ALWAYS DELIVER WHAT WE PROMISE."
4. There must be an adequate amount of auditors, Tech Pages and
FESers, Ds of P, Supervisors, Course Admins, etc.
5. The auditing line must be fast so no pcs wait to be serviced.
6. Use of all hands tech terminals in the org auditing when
required to handle backlogged service.
7. Getting students through their courses and on to their
internship at which point they can audit in the HGC.
8. Proper scheduling so every pc gets in 121/2 hours a week
minimum.
9. Recovering blown auditors, getting them fixed up and auditing.
The Service Product Officer ensures tech lines are fast. For instance, a
pc's folder not getting C/Sed for days, or idle auditors and Ds of P
"waiting" for pcs when they can be made to procure pcs, must be spotted and
handled by the Service Product Officer.
The Service Product Officer must be kept briefed on what pcs, and
students arrive and how they are going to be handled. He must get around to
these areas (Training and HGC) to ensure that there are no slows with
public or anything that would get in the way of public receiving top
quality service.
Service to the public is the reason the org is there and service must be
kept fast and 100% standard and plentiful. This is a primary duty of the
Service Product Officer; he is there to ensure this occurs.
It is losses on service that keep public away, org income down and staff
pay low.
RE-SIGN-UP
The re-sign-up line is also very key to an organization's prosperity. It
brings further income, and proves conclusively that the last service
received by the public person was of high quality. This is why the Service
Product Officer must be very alert to the amount of re-signs. Some of the
things that should be watched for are
1. That the Reg is supplied with an upstat cert for his last
completed service to present to the student or pc.
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2. That the Reg knows fully how to handle the public person that
won't re-sign (by sending them to Qual).
3. The Reg must be provided with tech estimates, Grade Chart
information, etc., so he is aware ahead of time of what the student
or pc's next action is.
4. Tech terminals are fully briefed and the line is in that every
completion gets routed to the Reg. This must be drilled.
The public person should be serviced in your org until he/she requires
upper level service that your org cannot deliver, at which point they
should be directed to the next higher org.
PITFALLS
The Service Product Officer can lose his effectiveness if he takes any
"hey you" orders or gets stuck in at various points. He is not an
expeditor. He is not an information and full-time coordinator terminal. He
is an executive, a Product Officer, and he is there to ensure the entire
machine runs.
He must be well versed on actions occurring in the org. He must also pay
strict attention to completing actions he has started and to carry a
handling through to a done. Otherwise he can wrap himself around a pole
with incomplete cycles which will ball up the line and prevent the service
lines from flowing flawlessly.
Where the Service Product Officer post bogs it is undoubtedly due to a
lack of an Organizing Officer, as with the speed in which a Service Product
Officer demands products, he requires a fast moving Org Officer. So it is
essential this post be provided with an Org Officer as soon as possible.
Those personnel in the org who are responsible for organization, any
Esto personnel, etc., are the people who put the units in the org there. It
is not the duty of a Service Product Officer to man and hat the org.
Therefore, it is a lot of sweat off the Service Product Officer's brow to
have a fully functioning Esto team backing up his actions in getting the
flow of products out of the organization.
SUMMARY
The Service Product Officer ensures all the actions of getting public
into, through and out of the org are accomplished with high quality
results.
It is extremely important that this post be manned in each and every
org. It doesn't just make the difference between a poor, empty org and a
good org. This post makes the difference between a good org and a booming
org.
L. RON HUBBARD
Founder
LRH:dr.gal.gm Copyright Q 1979 by L. Ron Hubbard ALL RIGHTS RESERVED
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HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 FEBRUARY 1980
Remimeo
Exec Hats
All Staff Hats
Esto Series 40
Org Series 40
Product Debug Series 9
ORDER versus DISORDER
(Ref: HCO PL 9 Feb 74R ETHICS-CONDITION BELOW
Rev. 17.2.80 TREASON-CONFUSION FORMULA
AND EXPANDED CONFUSION
FORMULA
HCO PL 30 Dec 70 ENVIRONMENTAL CONTROL)
I made a breakthrough recently, while investigating low production areas
and realized that a good deal more needs to be said on the subject of order
and disorder.
Order is defined as a condition in which everything is in its proper
place and performs its proper function. A person with a personal sense of
order knows what the things in his area are, he knows where they are, he
knows what they are for. He understands their value and relationship to the
whole.
A personal sense of order is essential in getting out products in an
area.
An orderly typist, for instance, would have all the materials requiring
typing, she would have ample paper and carbons within arm's reach, she
would have her correction fluid to hand, etc. With all preparatory actions
done, she would sit down to type with an operational typewriter and would
know what that typewriter was and what it was for.
She would be able to sit down and get her product, with no wasted motion
or stops.
But let's say you had a carpenter who couldn't find his hammer and he
didn't even know what a hammer was for and he couldn't find his chisel
because when he picked it up he put it down and couldn't find it again and
then he didn't know where his nails were. You give him a supply of lumber
and he doesn't know what it's for, so he doesn't categorize it where he can
put his hands on it.
How many houses do you think he would build?
The actual fact of the case is that a disordered person, operating in a
disorganized area, makes a 10-minute cycle into a 3-week cycle (believe it,
this is true) simply because he couldn't find his ruler, lost his eraser,
broke his typewriter, dropped a nut and couldn't find it again and had to
send off to Seattle for another one, etc., etc., etc.
BASICS
In working with a group of nonproductive technicians recently, I
discovered something interesting: out-basics. I actually found a lower
undercut to what we generally think of when we say "basics."
These technicians had reportedly researched a key piece of equipment and
had it all sorted out. But I found that they didn't even know the basic
fundamental of what that machine was supposed to do and what they were
supposed to be doing in their area.
That told me at once that they had no orderly files, no research data.
They were losing things.
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Now, if they were losing things, that opened the door to another basic:
they couldn't have known where things were. They put down a tool over there
and then when they needed it again they would have to look all over the
place because they hadn't put it down where it belonged.
Their work was not organized so that it could be done and the tools were
not known.
So I checked this out. Were they logging the things they were using in
and out so they could find them again? Were they putting things away when
they were done with them? No, they weren't.
This is simply the basic admin coupled with the knowledge of what the
things one is working with are. It's orderliness and knowing what things
are, knowing what they are for and where they are, etc. That's the
undercut.
If people don't have a true knowledge of what the things they're working
with are, if there are omitted tools, inoperational tools, if they don't
know what their tools are supposed to do, if there are no files or if once
used, files are not reassembled and put back in the file drawer, if things
get lost and people don't know where things are and so on, they will be
running around spending 3 or 4 hours trying to locate a piece of paper.
That isn't production.
If a person can't tell you what the things he works with are, what
they're for and where they are, he isn't going to get out any product. He
doesn't know what he's doing.
It's like the carpenter trying to build a house without knowing what
he's got to build it with, without understanding his tools and raw
materials and the basic actions he must take to get his product. That's
what was holding up production in the area: disorderliness. And the basics
were out.
This is actually far below knowing the tech of the area-the actual
techniques used to get the product. The person does not even know what his
tools and equipment are or what they're supposed to do. He doesn't know
whether they are operational or inoperational. He doesn't know that when
you use a tool you return it to its proper place. When you have a despatch
you put it in a file where it can be retrieved. It undercuts even knowing
the orders and PLs relevant to his hat.
What are the basics that are missine. The basics of sitting down to the
table that one is supposed to sit down to, to do the work! The basics of
knowing what the tools, materials and equipment he works with are and what
he's supposed to do with them to get his product. Those are the basics that
are missing.
We are down to a real reason why a person cannot turn out products.
That is what is holding up such a person's production. It is well below
knowing the technique of his job.
Out-basics. Does the guy know where the file is? When he finishes with
that file does he leave it scattered all over the place or does he put it
back together and into the file where it can be found?
Now, a person who's working will have papers all over the place, but
does he know where they are and is he then going to reassemble them and put
them back in order or is he going to just leave them there and pile some
more papers on top of them?
If you find Project No. 2 scattered on top of Project No. 1, you know
something about that area. Basics are out.
This is a little piece of tech and with that piece of tech you've got
insight. You would have to have an overall picture of what the area would
look like when properly ordered and organized-how it would be organized to
get optimum production.
Then you could inspect the area and spot what's going on. You would
inspect on the basis of: how does the area compare with how it should be
organized? You would find out if the personnel didn't know what the things
in their area were or what they
296
were for, you would see if they knew the value of things in the area or if
there were altered importances, omitted files or filing, actions being done
out of sequence, inoperational tools or equipment, anything added to the
scene that was inapplicable to production, etc.
In other words, you can inspect an area by outpoints against this one
factor of orderliness.
This sort of out-basics and disorderliness cuts production down to
nothing. There just won't be any production at all. There will be no houses
built.
What we are talking about here is an orderly frame of mind. A person
with a sense of order and an understanding of what he is doing, sits down
to write a story or a report and he'll have his paper to hand, he'll have
it fixed up with carbons and he'll have his reference notes to hand. And
before he touches the typewriter, he'll familiarize himself with what the
scene is. He'll do the necessary preparatory work in order to get his
product.
Now someone else might sit down, write something, then dimly remember
there was a note someplace and then look for an hour to find where that
note was and then not be able to find it and then decide that it's not
important anyway and then come back and forth a few times and finally find
out he's typed it all up without a carbon.
There is a handling for this. Anyone trying to handle an area who
doesn't understand the basics of what they're dealing with and is in an
utter state of disorder must get a firm reality on the fact that until the
basics are learned and the disorder handled, the area will not produce
satisfactorily.
The following inspection is used in determining and handling the state
of such an area-
INSPECTION
This inspection is done in order to determine an area's knowledge of
basics and its orderliness. It can be done by an area's senior for the
purpose of locating and correcting disordered areas. It is also used as
part of debug tech as covered in HCO PL 23 Aug 79 DEBUG TECH. It is for use
by anyone who is in the business of production and getting products.
The full inspection below would be done, clipboard in hand, with full
notes made and then handlings would be worked out based on what was found
in the inspection (according to the Handling Section of this PL and the
suggested handlings given in parentheses below).
1. DOES HE KNOW WHAT ORGANIZATION, FIRM OR COMPANY HE'S IN? DOES HE KNOW
WHAT HIS POST OR JOB IS?
This is a matter of does he even know where he is. Does he know what the
organization or company he works for is, does he know what the post he
is holding is?
(If he is so confused and disoriented that he doesn't even know the
company or org he's in or doesn't know what his post is, he needs to
apply the Expanded Confusion Formula, HCO PL 9 Feb 74R and then work up
through the conditions.
Of course the person would also need to be instant hatted on his post-
the organization, his post title, his relative position on the org
board, what he's supposed to produce on his post, etc.
If he is doing this handling as part of his Expanded Confusion Formula,
simply have him get the instant hatting and carry on with his Confusion
Formula.)
297
2. A SK THE PERSON WHA T HIS PR OD UCT IS.
Does he know? Can he tell you without comm lag or confusion?
You may find out that he has , no idea of what his product is or that he
has a wrong product or that he has confusions about his product. Maybe
he doesn't even know he's supposed to get out products.
(If this is the case, he must find out what his product is. If the
person's product is given in policy references, he should look these up.
If his product is not covered in tech or policy references, he'll have
to work out what it is.)
3. CAN HE RATTLE OFF A LIST OF THE BASIC ACTIONS, IN PROPER SEQUENCE,
NECESSARY TO GET OUT HIS PRODUCT OR DOES HE HEMANDHAWONIT?
Does he know what to do with his product once it is completed?
He may try to tell you what he does each day or how he handles this or
that and what troubles he's having with his post. You note this, but
what you're interested in is does he know the basic actions he has to
take to get out his product. And does he know what to do with the
product once it is complete?
(If he can't rattle off the sequence of actions 1, 2, 3 then he'd better
clay demo the basic actions, in proper sequence, necessary to get out
his product and then drill these actions until he can rattle them off in
his sleep. If he does not know what to do with his product once
completed, then he'd need to find out and then drill handling the
completed product.)
4. ASK HIM WHAT HIS TOOLS ARE THAT ENABLE HIM TO GET THIS PRODUCT
Note his reaction. Can he name his tools at all? Does he include the
significant tools of his area? Does he include his hat pack as a tool?
(If he doesn't know what his tools are, he'd better find out what he's
operating with and what it does. A good workman knows his tools so well
he can use them blindfolded, standing on his head and with one arm tied
behind his back.)
5. ASK HIM TO SHO W YOU HIS TOOLS.
Are his tools present in the work area or does he have them out of
reach, down the hall or in some other room?
(He may have to reorganize his work space to get his tools within easy
reach and to get in some basics of organization. The purpose of such
organization would be to make production easier and faster.)
6. ASK HIM TO TELL YOU WHAT EACH OF HIS TOOLS ARE.
Can he define them? Does he know what each of them are and what they are
for?
(If he doesn't know, he'd better find out.)
7. ASK HIM TO TELL YOU WHAT THE RELATIONSHIP IS BETWEEN EACH ONE OF HIS
TOOLS AND HIS PRODUCT
(If he can't do this, have him clay demo the steps he takes to get out
his products with each tool he uses, so he sees the relationship between
each tool and his product.)
8. ASK HIM TO NAME OFF THE RAW MATERIALS HE WORKS WITH. ASK HIM TO SHO W
YO U HIS MA TERIA LS.
Does he know what his raw materials are? Are they in his work area? Are
they in order? Does he know where to get them?
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(He may have to find out what the raw materials of his post are (by
defining them) and where they come from. He should drill procuring and
handling them and then run Reach and Withdraw on them.)
9. DOES HE HA VE A FILE CA BINET? FILES? A SK HIM WHA T THE Y A RE.
Does he know what they are for? Does he know what a despatch is, etc.?
(He may have to be brought to an understanding of what riles, file
cabinets, despatches, etc., are and what they have to do with him and
his product. He may have to clay demo the relationship between these
things. He will have to set up a filing system. Ref. HCO PL 18 Mar 72,
Esto Series 10, FILES.)
10. DOES HE HAVE A SYSTEM FOR LOCATING THINGS?
Ask to see it. Check his files. Does he have logs? Does he log things
out and correct the logs when he puts them back? Are the comm baskets
labeled? Does he have a specific place for supplies? Ask him to find
something in his files. How long does it take?
Does he have an orderly collection of references or a library containing
the materials of his field? Is it organized so as to be usable?
(If he has no system for locating things, have him set one up. Have him
establish a filing system, a logging system, label the comm baskets,
arrange supplies, etc. Get a reference library set up and organized.
Drill using the system he has.)
11. WHEN HE USES AN ITEM DOES HE PUT IT BACK IN THE SAME PLACE? DOES HE
PUTITBACK WHERE OTHERS CANFIND 177
He'll probably tell you, yes, of course he does. Look around. Are
objects and files lying about? Is the place neat or is it a mess? Ask
him to find you something. Does he know right where it is, or does he
have to search around? Is there an accumulation of unhandled particles
around?
(Have him clay demo why it might be advantageous to put things back in
the same place he found them. Drill him on putting things back when he's
finished with them. Have him clean up the place, handling any
accumulation of unhandled particles.)
12. IF FEASIBLE, ACTUALLY GO WITH THE PERSON TO HIS PERSONAL LIVING AREA.
Is the bed made? Is the area clean? Are things put away? How much dirty
laundry does he have? Is it stowed in a bag or hamper or is it strewn
about the place? People who had disorderly personal mest, I for I were
not getting out any products on post-they had no sense of order.
(If his personal quarters are a mess have him-on his own time of
coursestraighten up his personal area and keep it that way on a daily
basis. This will teach him what order is.)
HANDLING
Some areas, of course, will be found to be in excellent order and will
pass the inspection. These will most likely be high production areas.
Other areas will be found to have only a few points out which would
correct easily with the above handlings. These will probably be areas where
some production is occurring.
Where personnel have a concept of what order is and why it is important
they will usually be eager to correct the points of disorder that have
turned up on the investigation and may need no further urging, drilling or
correction, but will quickly set about remedying outpoints. For many bright
and willing staff members just reading this.policy will be enough to get
them to straighten out their areas right away.
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There is, however, a sector which has no concept of order, and may not
have the slightest notion of why anyone would bother with it. You will most
likly find them in apathy, overwhelm or despair with regard to their post
areas. No matter what they do they simply cannot get their products out in
adequate quantity and quality. They try and try and try but everything
seems to be working against them.
When you find such a situation, know that the area is in Confusion. You
are trying to handle an area which is in a confirmed, dedicated condition
of Confusion.
Such an area or individual would require the application of the Expanded
Confusion Formula (HCO PL 9 Feb 74R) including the handlings above. So if
these things confirm in an area you must use the Expanded Confusion Formula
and the handlings given above to full completion. Because, frankly, such an
area or individual is in a condition of Confusion and will remain in
Confusion until the Expanded Confusion Formula including the full handlings
from the inspection are applied.
Once out of Confusion the person would have to be brought up through the
rest of the conditions.
CAUTION
The condition of Confusion is a very low condition and should never be
assigned where it is not warranted. Where one or two points on the above
inspection were found to be out in an area, and where these corrected
easily, there would be no purpose in assigning Confusion to that area. In
fact it may worsen an area to assign an incorrect condition.
But where you have a long-term situation of no or few products combined
with a state of disorder, know that the area or individual is in a
condition of Confusion and that the application of the Confusion Formula
plus the handlings given in this PL will bring the area out of the muck and
up to square one where it can begin producing.
NOTE: If the inspection is done on a person or area and some of the
points are found to be out and handlings are done but no condition of
Confusion is assigned the area must be reinspected about a week later. This
way you will detect if an actual condition of Confusion was missed, as the
area will have lapsed back into disorderliness or will have worsened.
SUMMARY
A knowledge of the basics of an area and having orderliness in an area
are essential to production.
When you find a fellow who is a light year away from the basics and
doesn't have a clue on the subject of order and he's flying way up in the
sky someplace instead of just trying to put together what he's supposed to
put together or do what he's supposed to do, you've got your finger on his
Why for no production.
With the inspection and handlings given in this policy we can now handle
any degree of disorderliness and disorganization.
And order will reign.
Nonproductive areas become capable of producing.
Already-producing areas increase their production.
And production will roll.
L. RON HUBBARD
Founder
LRH:gal.gm Copyright c 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
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