No matching fragments found in this document.
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 APRIL 1980
Remimeo
LRH Comm (Modifies HCO PL 9 May 1974 PROD-ORG,
Hats ESTO AND OLDER SYSTEMS RECONCILED)
Esto Hats
Execs
Establishment Officer Series 41
ESTABLISHMENT OFFICER SYSTEM REVITALIZED
Ref- HCO PL 7 Mar 72 Esto Series I R
THE ESTABLISHMENT OFFICER
HCO PL 14 Jul 72 Esto Series 22
ESTO FAILURES
The Establishment Officer system, which has never fully gone in in the
past, is hereby revitalized and reconstituted.
It is a well-known fact that a postive way to expand an org is to get
the org on-policy and in-tech. It is the most effective way of guaranteeing
the expansion of Scientology.
It was the establishment of HCO and strong Department Ones which
preceded the growth and eventual boom of the great orgs in 1973 and 1974
and it was the unmock of HCOs and Department Ones that signaled the later
downfall and crash of these orgs. Additionally all booms and depressions of
an org are due to its being expertly built up and then, having a peak
period, it is not maintained in that well-established condition and
disintegrates.
The handling for this is the ESTABLISHMENT OFFICER.
KEY TOOL
As the Esto system is a key tool through which the LRH Comm carries out
his purpose of seeing that the org is established, the LRH Comm ensures
that an Exec Esto is posted.
The HCO of the org is held responsible for getting the Exec Esto
appointed.
EXPANSION
The purpose of the Establishment Officer is to ESTABLISH and MAINTAIN
the establishment of the org and each division therein.
Therefore, the way to expansion is to get the Esto system truly
functioning and guaranteeing the prosperity of the org.
DEPT ONE
The first duty of an Exec Esto is to put a strong Dept One there per
Esto Series 22 ESTO FAILURES, and the Exec Esto must roll up his sleeves
-and do the work in Dept One if he is to succeed. The Exec Esto and Estos
under him should be out in the org actually working in their divisions and
coordinating with the execs to back up org production. They are not hidden
away behind desks in some ivory tower. They are not the juniors of the org
execs. They have project orders, provided by International Headquarters,
which they follow and in coordination with org execs achieve their purpose
of establishment and thus an expanding org.
301
Once the Exec Esto is chosen and on post he must be rapidly hatted up
and drilled on the Esto Series and given project orders to start putting
Department One there as per HCO PL 14 Jul 72 ESTO FAILURES. It is the job
of the LRH Comm to ensure the Exec Esto follows his project orders and does
not get cross-ordered or stopped in his duties of establishing HCO and the
org.
All existing Esto tech applies and is valid.
POSITION
The Exec Esto is org boarded in Department 21 in the "Office of the Exec
Esto" as per HCO PL 7 Mar 72 Esto Series IR THE ESTABLISHMENT OFFICER. This
does not mean he is in the LRH Comm Network but the LRH Comm is the
administrative senior of the Exec Esto. This does not lessen the
responsibility of the org and execs for seeing that the Exec Esto post is
covered and the Esto system goes in, nor does it lessen the responsibility
of the Exec Esto to work in coordination with org execs to achieve the
needed org establishment.
It is up to the LRH Comm to act as arbitrator on any conflicts regarding
any Estos' duties and he sees that the appropriate policy reference from
the Esto Series or Esto tapes is followed.
PRECAUTION
The LRH Comm must not become "flap crossroads" for personnel and any and
all personnel demands from org terminals are not to be directed to the
Office of the Exec Esto or the LRH Comm. On-policy personnel requests are
routed on standard lines to HCO and handled per policy. The LRH Comm and
Exec Esto must be allowed to get on with their jobs of establishing HCO and
the org.
This system properly implemented can take your org to higher and higher
levels of expansion and prosperity. It must be put in with a vengeance and
not allowed to be unmocked for ANY reason. No Esto in an org can be
transferred or removed or disciplined without clearance of International
Headquarters and LRH Comms must see that this is rigidly enforced.
SUMMARY
The Esto system fully established will make the true difference in the
establishment of the org and each division therein. And you'll see the org
take off to greater and greater heights than ever before.
L. RON HUBBARD
Founder
As assisted by
Msm Barbara Price
LRH Comm International
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:BP:dr.gm Copyright 0 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
302
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 SEPTEMBER 1980
Issue I
Rernimeo
(The contents of this policy have been taken from an LRH
OODs item of 15 May 71 and are now being issued in policy
form to bring forth the wealth of data formerly issued in the
Flag "Orders of the Day.")
Admin Know-How Series 38
Data Series 50
Esto Series 42
Org Series 42
OUT OF SEQUENCE
Out of sequence is the most common outpoint according to a survey of
despatches and projects a couple months ago.
The thing which gets most commonly out of sequence is the pattern of the
Key Ingredients as covered in HCO PL 14 Sept 69.
The correct sequence for a piece of work would be to plan, obtain
materials, and then work.
If this is made into work-plan-materials, everyone works hard but no
product will result.
As production is what morale depends upon, a smash of morale would occur
if the Key Ingredients were thrown out of sequence.
Omitted data runs a close second to out of sequence as the most common
outpoint.
When the sequence of a work project is thrown out and then data like
technology of how to do it is omitted, a group could work itself half to
death and have down morale as well from no product.
The right way to go about it is to have the tech of a job, plan it, get
the materials. and then do it. This we call organizing.
When this sequence is not followed, we have what we call cope. Too much
cope will eventually break morale. One copes while he organizes. If he
copes too long without organizing he will get a dwindling or no product. If
he organizes only he will get no product.
Coping while organizing will bit by bit get the line and action
straighter and straighter and with less work you get more product.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY BDCS:LRH:SA:bk.nf
Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The original mirneo copies of this policy letter incorrectly labeled
it as "Admin Know-How 36" which has been corrected above.]
303
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 22 SEPTEMBER 1980
Rernimeo
(Originally LRH OODs item
of 23 August 1972)
Esto Series 43
Org Series 48
ACTIVITY
We are in the midst of a great deal of activity.
This means a certain amount of disestablishment occurs.
Such times are the times when Dept I has to go FLAT-OUT.
It has to actually produce.
It has to get new people in, org boards revised, hats collected, people
on new posts HATTED!
It has to somehow hold the form of the org and keep it producing.
This is no time for Dept I people to sit at a desk doing their in-
baskets all day or studying.
This is the time when the org form situation is continually reviewed and
beefed up and hatted.
A hat is NOT an explanation. It is a checksheet and pack and it gets
DONE right now.
This is the time when you make up for fewer numbers with better
utilization. And you make up for increased traffic with greater efficiency
on each individual post.
Esto trainees who don't know or can't do these things won't be worth
anything in their own orgs.
The question is, can they do it or can't they9
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
304
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 27 SEPTEMBER 1980
Remimeo
(Originally LRH OODs item
of 8 March 1971)
Org Series 43
Esto Series 44
ORG OFFICER
Org Officers think they approach HASes to organize. They don't.
HCO has not formed because Org Officers keep making demands on it
instead of doing their job. The organization it takes to get out a specific
product is instant stuff. HCO is a long-term build of the establishment.
Entering instant organization into HCO of course defeats its purposes and
prevents it from the long-haul actions necessary to form a whole org.
If an Org Officer considered himself the Product Officer's expeditor he
would begin to get the idea.
We have a Product Officer/Org Officer mission going in to expedite
FEBCs. The Product Officer will get the product-a competent graduated FEBC
on an airplane going home-being made and fired. The Org Officer will push
the materiel and lines into shape to back up the Product Officer. Now,
what's that have to do with HCO? Nothing.
The Org Officer makes sure there is a pack or tape or recorder or gets
them (not by despatch) and the Product Officer checks out, verifies,
grooms, solves FEBC problems, pushes cases.
The Course Super goes on supervising, Course Admin goes on admining.
What they're doing right with the student gets pushed and done more of. And
what organization there is gets more of from the Org Officer.
For instance,
SITUATION: Course numbers building up. You see this in orgs.
HANDLING: Put on a Prod-Org mission to get numbers completed and fired.
The Prod-Org team finds 3 who could be made ready to fire at first
glance and gives the order GO-GO-GO, to Action.
The personal cope was fire three NOW. The medium-range was get a mission
on it.
That is uptight production.
A Prod-Org team works in hours and days. Save an hour, save a day. Do it
in hours, do it in days.
By doing it they learn line and materiel outnesses and their reform CSWs
of lines and actions are written up when they're completed and that's their
first contact with the HAS and HCO.
305
Now with these reforms the general org action will be easier and faster
and a product backlog peak won't occur so fast again.
A Prod-Org team that writes despatches and harasses HCO just doesn't
know THAT THE PROD-ORG SYSTEM IS TO HANDLE BACKLOGS AND OMISSIONS IN
PRODUCTS. Having handled they can advise or order or get approval for line
changes and new recruitment, etc. These, the HAS can get in for the long
haul.
Prod-Orgs WORK, they don't just order.
L. RON HUBBARD
Founder
Compiled and edited for issue by Sherry Anderson Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright c 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
306
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 18 SEPTEMBER 1980
Issue III
Rernimeo
(Originally LRH OODs item
of 24 Feb 1970)
Esto Series 45
ESTOs
An Esto has a definite job to do. He is not part of the division's
lines. He hats, organizes, trains, sets up files, lines, and does all those
establishment actions people need to really establish a division and
maintain it.
If you want an Esto to go into gales of laughter, say "I am too busy to
get hatted." Those papers and that enmest show that a 2 hours of hatting a
day save a year of dev-t nonproduction.
HCO over the world could not establish orgs. It can do its departmental
functions. The answer is the Esto.
You'll be seeing a lot of this. Might as well know who these strange
people are who keep insisting you find out about comm baskets and things.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
for the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright 0 1970, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
307
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Issue VI
Remimeo
(Originally LRH OODs item
of I I June 1972)
Admin Know-How Series 40
Esto Series 46
PRODUCT OFFICERS
Worked last evening getting Tech to start shooting them through to
completions.
The P/L on Selling and Delivering Auditing (HCO PL 28 Sept 71) tells why
you have to audit a pc all at once whole program. Dribbling it out means
repairs due to life upsets before the guy made it.
So crowd it on and get a pc through. Then we'll have some products for
our coins.
A Product Officer has to name, want and get his products.
This means one says, "You there. Joe Blow. Want him completed. All right
get it DONE." Product by product. There is no general "Audit these pcs."
"Get up the hours." Hell, you never get a product that way.
"You there, George Thunderbird. I want you through your Primary and
onto and
through course and classified. Get going, man, get going. Oh, you were told
to weedle
the toofle before you woofled by Dorance Doppler. Org Officer? Get that
name-to
F/MAA, get the cross orders the hell off my lines. Now you George
Thunderbird, I
want you through your Primary and onto and through course by I July. You
got it?
You got it now! Good. Well, get with it. Get going!" Note on clipboard: Org
Off to get
cross order by Dorance Doppler invest and report. "There's your slip." Note
on
progress bd. Geo Thunderbird HSDA I Jul. Now you Tobler Tomias, what's the
tale;
how are you going? . . . Well standing there smoking and looking at the
scenery isn't
going to do anything. If your girl doesn't like you anymore the thing to do
is drown
your sorrows in the Primary RD. . . . Okay you are to be an Exp Dn. All
right, that's
fine. I want you completed by 16 July. . . . I don't care if that's a 16-
hour day. Let's
see, Primary RD by - and Class IV Acad by - and _. Yes that's
16 July AT NOON. Man to hell with your PTPs. Get going, man." And on the
progress
board. And from the board - "And here's Bill Coal, he should be off the
Primary
today, where is he. All right Bill-ah, you made it that far. Now you're on
schedule.
That's great. HSDA. Get with it, man. You completed Primary 20 minutes ago
and
aren't on the next course. Super!* What the .55
That's the way it goes for a Tech Prod Off. "We are finishing Agnes,
Trop and Goshwiler today. Today. Yes today. Certified and off lines. Got it
D of T? Well, do it!"
Push, debug, drive. Name it, want it, get it.
That's the only way you ever get a product.
Sad but true.
308
They don't ever happen by themselves.
And all the public relations chatter in the world is not a product. I
know this
Product Officer beat-
It's a piece of cake.
But it has to be DONE.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:bk.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
*Supervisor
[Note: The original mitneo copies of this policy letter incorrectly labeled
it as "Admin KnowHow 38" which has been corrected in this issue.]
309
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 OCTOBER 1980
Issue III
Rernimeo
(Originally LRH OODs item
of 24 June 1972)
Personnel Series 35
Esto Series 47
POSTING
I am finding that persons not grooved in on new posts before being asked
to act have a high confusion level which is hard on the area. Estos should
groove people in hard on the duties and existing scene and if the person is
too confused or out-ethics, alert HCO and not place them.
A person needs a day or two to find his feet on the new ground before
acting or he'll be nervous and uncertain.
We want certain and competent people on post
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
310
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 17 OCTOBER 1980
Rernimeo Issue 11
(Originally LRH OODs item
of 8 September 1971)
Exec Series 28
Esto Series 48
INSTABILITY
You will find that persons who are having a rough time or giving others
one are either just leaving or haven't arrived on the post. In other words
they in some way are not actually ON post.
It is also an oddity that those who have to go to point B haven't
arrived ever at point A in order to be able to leave for B.
The ability to BE something strongly shows up in post performances. The
real stars can BE anything wholly and completely for short or long periods.
They ARE what they are being. They aren't just arriving or leaving.
To BE OR UnBe, that is the ability! To not quite be or to WAS is the
aberration.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1971, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
311
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 OCTOBER 1980
Rernimeo Issue 11
(Originally LRH OODs item of 22 June 1974.)
Exec Series 30
Esto Series 49
TECH
Every action that results in a product has a certain tech.
One finds out about it or develops it.
When one adopts false tech he will then wind up with confusion as false
tech will not deliver a product. It delivers a confusion-like psychiatry.
The more false tech you hold onto or apply the more confusions you will
get.
When real tech is invalidated then false tech can enter in. So the test
of false tech is does it give a confusion and the test of real tech is does
it give a product.
A Mis-U word in real tech then can let false tech in.
If the tech is not available for a certain job one then has to develop
it. His development will be correct only if it delivers a real product.
When one busily develops tech where proven tech already exists and is
available, one is wasting his time.
Technology is that part of knowledge that is used.
So it is not enough just to know. One also has to apply.
If one really knows his tech it is very easy to apply it. When one is
uncertain. his application is uncertain.
Life in living forms depends upon real products.
When products take too long to bring about or when they turn out to be
overt products then they are not economical to produce. Overdue and overt
products are both very costly in time and catastrophes.
If you find in any area you are taking too long to produce a product,
then it's time to review your tech. (A) Does tech exist? (B) If yes, "Am I
applying it?" (C) If no, "Do I have to develop it?"
If it is (C), then one had better get very busy sorting it out. It is
easier and less expensive to do that than to go on turning out overt
products.
Any product has its tech.
Do you know the tech to produce yours?
(Note: Also see HCO PL 23 August 1979, Issues I and 11, DEBUG TECH and
DEBUG TECH CHECKLIST.)
L. RON HUBBARD Founder Compiled and issued by Sherry Anderson Compilations
Missionaire Accepted by the BOARD OF DIRECTORS of the CHURCH OF SCIENTOLOGY
OF CALIFORNIA
BDCSC:LRH:SA:nc.gm Copyright 0 1974, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
312
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 21 SEPTEMBER 1980
Issue VIII
Remirneo
(Originally LRH OODs item
of 14 May 1972)
Exec Series 22
Esto Series 50
MORALE
Production is the basis of morale.
If one can get a unit producing and actually accomplishing worthwhile
production,
then their morale will rise. I
Thus, it does not matter too much how one starts a unit producing so
long as it does get started.
I was given a good example of this with just one person who has been on
MO lines. She is actually well now. She is miserable. There is nothing
wrong with her at all except she is out of the action and is not producing
anything.
This has been noted in other fields. The "idle rich" are the most
miserable people you ever wanted to meet. "To Have and Have Not" or some
such title by Hemingway talks about it for the best part of a book.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Accepted and approved by the
BOARDS OF DIRECTORS of the CHURCHES OF SCIENTOLOGY
BDCS:LRH:SA:dr.gm Copyright 0 1972, 1980 by L. Ron Hubbard ALL RIGHTS
RESERVED
[Note: The original mimeo copies of this policy letter incorrectly labeled
it as "Esto Series 41" which has been corrected above.]
313
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 3 NOVEMBER 1980
Issue IV
Rernimeo
(Originally LRH OODs items of
26 February 1971 and 24 August 1970.)
Org Series 61
Esto Series 51
DRILLS
Drills have several purposes. To groove in a team action is a principal
one. To test a system fully. To groove in lines.
Whenever postings are changed, the new post holders have to be grooved
in on their posts (hatted and on-post trained) and then the team. itself
must be drilled.
The two steps are always needed.
There's a maxim about all training that applies. It is this: TRAINING
MUST INCLUDE ALL THE ACTIONS AND APPROXIMATIONS OF THE ACTUAL.
This includes of course the whole cycle of an actual sequence of
actions. It's the sequence that counts.
The drilling of sequences of actions is a stable series of data that
prevents chaos from overwhelming one.
This applies to org lines as well. Dummy runs and dummy bullbait runs
serve as the drill.
L. RON HUBBARD
Founder
Compiled and issued by
Sherry Anderson
Compilations Missionaire
Approved and accepted by the
BOARD OF DIRECTORS
of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:SA:dr.gm Copyright c 1970, 1971, 1980 by L. Ron Hubbard ALL
RIGHTS RESERVED
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 4 MARCH 1981
Remimeo
(Originally taken from an ED
issued to a special film
project dated 15 January
1979.)
(Amended to remove technical terms.)
Establishment Officer Series 52
MISTAKES
It isn't making mistakes that is actionable, it is failing to learn from
them and repeating them.
Four people recently taken out of a special unit of a filming project
not only couldn't apply tech standardly on which they were fully hatted but
also couldn't learn from their mistakes. As a consequence their redone work
contained the same mistakes that were originally made.
A new piece of Esto tech has come into view, those who cannot be hatted
also don't learn from their own mistakes and where you have this in a
production unit it is better to replace the person rather than just hope.
L. RON HUBBARD
Founder
Assisted and amended by the Sea Org Lieutenant Council's Issue Project
Accepted by the
BOARD OF DIRECTORS of the CHURCH OF SCIENTOLOGY OF CALIFORNIA
BDCSC:LRH:LCIP:nc.gm Copyright 0 1979, 1981 by L. Ron Hubbard ALL RIGHTS
RESERVED
315
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 SEPTEMBER 1970
Remimeo Issue 11
.Exec Dir Hat
HES Hat Org Series I
HAS Hat
BASIC ORGANIZATION
What is organization?
Most people have so many associated ideas with the word "organization"
that they think of one as an identity or a being, not as a dynamic
activity.
Let's see what one really is.
Let us take a pile of red, white and blue beads. Let's organize them.
Now let us draw the org board.
Let us dump them all on top of in-charge, all mixed up in a confusion.
Obviously in-charge must route them to dig himself out. So we get
In-Charge
Red White Blue
Beads Beads Beads
Thus we find out much of what an in-charge does. He routes. He separates
into types or classes of thing or action.
This so far is a motionless org.
We have to have products. Let's say its products are drilled beads,
strung beads, boxed beads.
We would get
,_--Red - Driller - Stringer - Polisher
In-Charge White - Driller - Stringer - Polisher
J:~:~Rlile Driller - Stringer - Polisher
Or we would get
___~-Red
In-Charg White~"~ Driller - Stringer Pol
Blue
Or we would get
In-Charge
Bead Bead Bead Bead
Separation Drilling Stringing Polishing
316
It is not particularly important which pattern of org board we use so
long as it handles the volume of beads.
If we only have I person in this "org" he would still have to have some
idea of organization and a sort of org board.
If we have any volume to handle we have to add people. If we add them
without an org board we will also add confusion. The organization without
an org board will break down by overload and cross flows and currents.
These in conflict become confusion.
All a confusion is is unpatterned flow. The particles collide, bounce
off each other and stay IN the area. Thus there is no product as to have a
product something must flow OUT.
We can now note two things. We have some stable items. These are posts
or locations. And we have flow items. There are things undergoing change.
So an org's positions change flowing particles.
Particles flow in sequence.
Things enter an org, get changed, flow out of an org.
An org with one type of item only (red beads) is less complex than one
with several types of items.
In-Charge
Red Red Red Red
Clay Bead Bead Bead
Procurer Molder Boxer Shipper
Any activity has a sequence of actions. It has to have stable points
which do not flow in order to handle things which do flow.
It is not necessary to have a stable terminal do only one thing. But if
so then it also has a correct sequence of actions.
All this is true of an engine room or a lawyer's office or any
organization.
In an engine room fuel flows in and is changed to motion which flows
out. Somebody runs the machines. Somebody repairs the machines. It may all
be done by one person but as soon as volume goes up one has to plan out the
actions, classify them and put them on an org board which the people there
know and abide by or the place will not operate well.
This is done by dividing operation and repair into two actions, making
two activities on the same org board.
Chief E I ngineer
Stores Repair Motormen
and Crew Watches
Fuel
The Chief keeps the flows going and the terminals performing their actions.
317
In a lawyer's office we get different actions as a flow.
Head of Firm
-7
Ambulance Case Court
Contactor Preparation Appearance
would be a flow pattern, possibly with a different person (with a different
skill) on each point.
Or we could have a sort of motionless org board.
Head of Firm
Crimina Corporate Trust
Clients Clients Dept.
But if we did that we would have to put the motion in vertically so that
flow would
occur.
Head of Firm
Criminal Corporate Trust
Dept. Dept. Dept.
I I I
Contacts & Contacts & Contacts
Interviews Interviews Inves I tment
I I
Case Preparations
Preparation I Vaults
I Services
Court
Appearances
Org boards which only give terminals usually will not flow.
A typical army org board of yesteryear was
General
I
Offi cers
Army
When they got into a lot more men they had to have a flow board.
General
Recruits Equipment Training Army Operations
318
So one organizes by
1. Surveying the types of particles.
2. Working out the changes desired for each to make a product.
3. Posting the terminals who will do the changing along the sequence
of changes.
The board also must include a recognition of the types in 1 which routes
the types to the terminals who change them and to a further routing out as
products.
To be practical an org board must also provide for pulling in the
materials, disposing of the product and being paid for the cycle of action
and its supervision.
A company has various actions.
It is essentially a collection of small org boards combined to operate
together as a large org board.
The basic principles you have to know to organize anything are contained
in this policy letter.
To plan out any action one has to be able to visualize its sequence of
flows and the changes that occur at each point. One has to be able to see
where a particle (paper, body, money) comes in and where it leaves.
One has to be able to spot any point it will halt and mend that part of
the flow or handle it.
A proper org board is a perpetual combination of flows which do not
collide with one another and which do enter and do experience the desired
change and which do leave as a product.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright c 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The first line in paragraph 2 on this page which originally read,
"recognition of the types in A" has been corrected to read, "recognition of
the types in I".]
319
EN07-
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1970
Remimeo
Exec Dir Hat
HES Hat
HAS Hat
Executive Hat
Org Series 2
COPE AND ORGANIZE
It's perfectly all right to cope. One always must.
But one MUST organize things while he copes.
The mounting overload and overwhelm in an area comes entirely from cope-
copecope without organizing also.
Example: You have to handle something for which there is no planned
organization. Like a mob at a congress. You can cope. But if you don't take
the first available instant to grab 3 guys and give them specific duties
right then to mind doors and tickets it all just gets worse and worse and
the cope catches up as overwhelm.
Any old org bd is better than no org bd at all.
A good org bd well grooved in, duties well apportioned, permits things
to smooth out and increase in volume without strain.
In a flood if you can channel the water, you can handle the flood. If
you just batter at water you drown.
ORGANIZATIONAL GENIUS IS COMPOSED ONLY OF ARRANGING SEQUENCES OF ACTION
AND DESIGNATING CHANNELS FOR TYPES OF PARTICLES. THAT'S ALL IT IS.
Then you can handle flows and prevent stops.
So you must always organize as you cope.
National riots are just the inability of leaders to arrange sequences of
action and designate channels for types of particles.
One area which was never organized became just an anthill of do-less,
useless motion.
If your in-basket is too high you cope and handle it AND ORGANIZE YOUR
LINES for the future.
"I'm absolutely drowning is the same as saying "I can't organize
worth a
damn!"
ORG BD
Every exec has his own personal org bd. Really it's at least 21 depts.
But you don't have to go that fancy.
320
I had an org bd once that was 8 folders, each representing traffic from
a major org, reports placed in it latest on top, a communicator who did the
placing, a greeter who handled bodies and an inspector that was me. Just
myself and one other. But it was an org. With that "org bd" I handled all
the Scientology in the world at that time, lectured, researched and had
ample time left over. It reduced full-time cope to a part-time job. Later
100 staff members (WW) replaced me as Exec Dir and I moved off post. They
were all very busy but they didn't even know they had an org bd they were
on, no individual operated his own personal org bd. Their cope and
ignorance took the stats right on down. But they sure were busy coping!
The antithesis (opposite) of an org bd is confusion. The amount of
confusion present doesn't add up to production, even though it is totally
exhausting. The end product one wants is not exhaustion. The amount of
energy expended does not measure production. Production is solely the
amount of completed cycles that occur. The more they are planned in
sequence and the better the different types are channeled the more
production will occur.
So cope by all means but don't forget to organize a little each time you
get a chance.
The end product of cope is drown.
The end product of organize is freedom.
L. RON HUBBARD
Founder
LRH:rr.cden.gm Copyright cl 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
321
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 SEPTEMBER 1970
Issue 11
Remimeo
Exec Dir Hat
HES Hat
HAS Hat
Org Series 3
URGENT
HOW TO ORGANIZE AN ORG
Let us assume that you have an org to run (or any part thereof).
How would you organize it and get it to function?
1. You would count up and name the different vital actions
necessary to functioning.
2. You would count up the persons needed for each function and give
them the post names.
3. You would do a checksheet for each post to include its vital
data.
4. You would collect the material of each checksheet into a pack.
5. You would recruit the minimal number to begin it, keeping in
mind finance and solving that.
6. You would show one of them how to check the others out to get
them trained.
7. You would then get the org running.
8. You would expand it by single hatting vital posts.
9. All the while you would cope with things as they came up.
10. You would add to checksheets and packs things learned while
operating.
11. You would add posts as they were found needful.
12. You would never drop out the actions of recruiting, checksheets,
packs and training.
Naturally the org would have to have a function that was valuable and
would have to execute it or produce and be paid or it would not be viable
(able to live).
All right. All that seems straightforward enough.
Now let's see how it could go wrong.
Foremost would be a failure to function or produce and a failure to get
paid for it. This would cripple the activity and bring in inadequate
operating funds, curtailing facilities and pay and making it undermanned,
hurting its image and shutting off recruitment.
322
Recruiting to fill a new function could be incorrectly (destructively)
done by using the production area as the recruitment pool. Also each time a
portion was operating well, it could be used as a recruitment pool and
emptied out and unmocked. This would destroy all training effort and injure
the viability and reverse organization back to cope.
Or no recruitment could be done at all.
There could be no checksheets or packs.
There could be no training done even when checksheets and packs existed.
The checksheets or packs could be too short or unreal for the post. Or
they could be too long or relate to another post.
The head of the org could fail to check out the heads of portions.
The heads of portions could fail to get their juniors hatted and checked
out.
The org staff could be unaware of their belonging to the org and be
unaware of its purpose and general products.
The problems as listed above could remain obscured and ethics could be
substituted as an effort to get up production.
There are ten basic points that could go out. These are (1) recruiting
(2) training (3) training on post (4) utilization (5) production (6)
promotion of product (7) sale of product (8) finance (9) justice (10)
morale.
It is assumed that the activity is worthwhile and the potential
production valuable. Given that, the remaining ten points are the points
where organization breaks down as these areas are the most aberrated in the
society.
The fundamental outnesses, however, would be failure to recruit, to have
checksheets and packs for each post, get training done on them and have new
people on post serve on it in-training.
Let us suppose the head of an org or division never checked any junior
out on anything.
Looking at standard functions, everyone would be posting and routing
people except Dept 1, intended for that. Everyone would be handling comm
except Dept 2, intended for that. Everyone would be inspecting and handling
stats except Dept 3. And so on down the line. The place would be a dog's
breakfast of total cope.
All right, let us say one does have a dog's breakfast instead of an org.
How would one straighten it out?
One would cope to maintain some semblance of viability.
One would throw together an org board and post it and drill people on
it.
One would throw together hats and get them worn.
One would continue to cope but now also force others to help the coping
and cope themselves as sernispecialists on their own posts.
Finally one would get checksheets and packs together for each post
covering all its actions.
One would then get these checksheets and their packs trained on for each
post fully,
323
Thereafter one would insist that executives made sure theirjuniors had
checksheets and packs as their hats.
And one would continue to recruit as by this time the org would be
expanding and it would become upset by undermanning and go down hill again.
One would watch the ten aberrated points as they go out very easily.
People gather up all sorts of weird solutions to running a disorganized
org. "We need more experienced people"; "We can't produce so should be
subsidized," are two common ones.
When people on post do NOT have grooved-in hats they do goofy things.
The goofiness is not confined just to their job functions. Lacking a
purpose and not conceiving the org purpose they can go utterly astray and
do things that are quite mad. Like tearing things up. Like breaking things.
Like getting involved in goofy relationships.
You can detect an org where posts are not grooved in by the number of
oddball things happening.
The way to put this sort of situation right is to start organizing as
given in this rundown.
Working on organization as you cope, it will eventually make it come out
right.
When it sags just come back to this rundown and it will all straighten
out again.
L. RON HUBBARD
Founder
LRH:rr.eden.gm Copyrightc 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
324
HUBBARD COMMUNICATIW
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 22 SEP
Remirneo
Exec Hats
Personnel Hats
Ethics Hats Personnel Series 9
Org Series 4
AN URGENT IMPORTANTAND STARRATE PL
HATS
HAT-A term used to describe the write-ups, checksheets and packs that
outline the purposes, know-how and duties of a post. It exists in folders
and packs and is trained-in on the person on the post.
HAT TECHNOLOGY
"Hats" developed in 1950 for use in Dianetic orgs as a special
technology. The term and idea of "a hat" comes from conductors or
locomotive engineers, etc., each of whom wears a distinctive and different
type of headgear. A "hat" therefore designates particular status and duties
in an organization.
A "hat" is a specialty. It handles or controls certain particles in
various actions and receives, changes and routes them.
A "hat" designates what terminal in the organization is represented and
what the terminal handles and what flows the terminal directs.
Every hat has a product.
The product can be represented as a statistic.
Any job or position in the world could have its own hat. The reason
things do not run well in a life, an org, a group, nation or the world is
an absence of hats.
The reason why an org runs well when it does is hats.
Any protest of anyone against things not running right can be traced to
lack of hats.
Any slump an org goes through can be traced directly and at once to an
absence of one or more hats being worn.
HAT CONTENT
A hat must contain
A. A purpose of the post.
B. Its relative position on the org bd.
C. A write-up of the post (done usually by people who have held it
before relief and when so done it has no further authority than advice).
D. A checksheet of all the policy letters, bulletins, advices, manuals,
books and drills applicable to the post. (As in a course checksheet.)
325
E. A full pack of the written materials plus tapes of the checksheet
plus any manuals of equipment or books.
F. A copy of the org bd of the portion of the org to which the post
belongs.
G. A flow chart showing what particles are received by the post and what
changes the post is expected to make in them and to where the post
routes them.
H. The product of the post.
1. The statistic of the post, the statistic of the section, the
statistic of the department and division to which the post belongs.
STAFF HAT
There is also a general staff hat.
This hat contains
(a) The overall purpose of the org, its aims, goals and products.
(b) The privileges or rewards of a staff member such as auditing,
training on post, general training availability, pay, vacations or
leave, etc.
(c) The penalties involved in nonproduction or abuse of post
privileges or misuse of the post contracts.
(d) The public relations responsibilities of a staff member.
(e) The interpersonal relations amongst staff members including
courtesy, cleanliness, attitudes to seniors and juniors, office
etiquette, etc.
(f) The mest of posts generally, its papers, despatches, files,
equipment.
(g) The comm and transport system of the org.
GRADIENT SCALE OF HATS
A "gradient scale" means "a gradual increasing degree of something." A
nongradient scale would be telling someone to enter a skyscraper by a 32nd
story window.
Thus there is a gradient scale of organizing.
A key to this is found in Problems of Work's theory of confusion and the
stable datum.
One in actual practice has to cope while organizing.
COPE means to handle whatever comes up. In the dictionary it means "to
deal successfully with a difficult situation." We use it to mean "to handle
any old way whatever comes up, to handle it successfully and somehow."
IF YOU REMAIN IN COPE, THE DEMAND TO COPE INCREASES.
In that you have the key to "exhausted executives" or staff members. You
have why the President of the US ages about 20 years in one term of office
as you can see by comparing dated photographs of past presidents. He is
totally on cope. His government has an org board that looks like a pile of
jackstraws. He has no hat. His staff have. no hats. His government
departments have no hat. The technologies of economics, law, business,
politics, welfare, warfare, diplomacy, have been lost or neglected (they do
Axist to some extent).
326
The guy is on total cope. And the post has been on total cope since it
was created as an afterthought by the Constitutional Congress that began
the post in the 18th century. Even what it says in US civics textbooks is
not found in practice.
So "difficult situations" are the order of the day and are handled by
special actions and appointments.
The people who should handle them haven't got real hats.
This is all catching up with the country at this writing to such a
degree that the citizen cannot benefit from a stable society or social
order. The country looks more like a war of insurgency.
In other words departures from hats has lead into total cope and it is
steadily worsening.
Any organization put in by one political party is knocked out by the
next incumbent and who could totally organize a country in four years? (The
term of a president.)
Yet it is hanging together some way and some way meeting increasing
demands and pressures.
I have stated this in a large example so that it can be seen in a
smaller unit.
To handle this one would first have to want to straighten it out and
then assemble the tech of admin to straighten it out. And then one would
have to begin on a gradient scale of org bd and hats.
A cope sort of hat would be tossed off orders to some other people on
staff who have some title of some sort.
Along with this would be a posted org bd that has little to do with
duties actually performed and used by a staff that doesn't know what it is.
One begins to move out of cope (as given in other series) by putting an
org board together that labels posts and duties and getting people on them
to handle the types of particles (bodies, mailings) of the org.
The next action would be brief write-ups of the posts and their duties
and checking people out on them.
Actually if you only got to the middle of the last paragraph with an org
the executives would remain in cope. So much know-how would be missing in
the org's staff that every rough bit would shoot up to the executive for
special handling and that is cope.
Hats only in this far is not good enough as it still takes a genius to
run the place.
The next gradient scale is to get the hat to contain
(i) The post write-up itself
(ii) The theory and practical necessary to run it.
This is done by a preparation of checksheets of data and a pack matching
it for key posts.
Naturally the org bd now has to become more real and staff has to be
checked out on it.
Then hats as post checksheets and packs are extended to the rest of the
staff.
327
The mechanisms of training have to exist by this time.
Seniors have to be made responsible that every junior below them has a
hat consisting of write-up, checksheet and pack.
Meanwhile one continues to cope.
Gradually, gradually staff begin to know (through checkouts) their hats.
New staff coming on are grooved in better.
Cope begins to diminish and the organization tends to smooth out.
Here and there competent handlings begin to show up brightly.
Now we find a new situation. With everyone throwing together checksheets
and packs for staffs we find nonstandard checksheets. Some messenger has to
do the full checksheet of the HCO Division pages and pages long. The HCO
Sec has a checksheet with just 10 items on it.
So a central authority has to standardize post checksheets and survey
and put in overlooked bits of data.
But that is way up the line. The org long since has become smooth and
prosperous.
So that is the gradient scale of getting in hats.
EXPERTS
Here and there you find an area of special expertise in an org where the
expertise is so expert in itself that it obscures the fact that the person
does not also have a full post hat.
A lawyer would be a case in point. It takes so long to learn law in some
law school that an org executive can overlook the fact that the post hat is
missing. Org policy on legal matters and staff hat remain unknown to this
legal post AND JAM IT UTTERLY, This came to light when a whole series of
cases was being neglected because the legal staff member, an excellent
lawyer, did not know how to make out a purchase order or that one could or
should. Investigation found no post or staff hat. Only a legal degree.
Orgs continually do this with auditors. They are technical experts in
auditing. So they get assigned to posts in the HGC WITH NO HAT. Backlogs
occur, things goof up. Tech fails. All because it is overlooked that they
are PART OF AN ORG and need staff and post hats and need to be trained on
them.
Worse than that, a highly classed auditor is often put on an admin post
without hat or training for it.
You would not take an admin trained person and without further training
tell him to audit. So why take an auditor and tell him to handle an admin
division?
Without his post write-up, checksheet and pack FOR THE POST and without
training on it, the person just isn't qualified for it no matter what other
line he is expert in.
It is great to have an expert who has been specially trained in some
profession. But lawyer, engineer or public relations, he must have his hat
for the org post and be trained on it or he will goof! Yet one won't
suspect why that area is goofing because "he's a Class VI isn't he?"
328
UTILIZATION
Personnel can recruit madly, answering every frantic demand for
personnel and yet HAVE THEM ALL WASTED for lack of full hats and full
training on those hats.
An investigation of blows (desertions) from orgs shows that lack of a
grooved-in hat was at the bottom of it.
People come on a job. It is at once a great mystery or an assumption of
total know-one or the other.
Either one continued leads them into a state of liability to the org.
People who don't know what they are doing and people who don't but think
they do are both NONUTILIZED PERSONNEL.
Pay and prosperity for the rest of the staff will go down unless this is
remedied.
The whole org can sag and even vanish under these conditions.
So Personnel has a vested interest in hats being complete and staff
trained on them. For Personnel people cannot possibly cope with "no pay so
can't hire anyone" and "no people so can't produce."
The answer is H-A-T-S.
And a hat is a write-up, a checksheet and a pack.
And the staff member trained on them.
ETHICS
When a person has no hat he lacks purpose and value,
When he has no purpose and value he not only goofs, he will commit
crimes,
It is apparently easier to hit with ethics than to program and give
someone a full hat and get him trained on it.
Police action is not a substitute for having purpose and value.
This is so fundamental that one can even trace the unrest of a nation to
lack of purpose and value. A huge welfare program guarantees crime and
revolt because it gives handouts, not hats.
Even a field Scientologist should have a hat.
By doing only this over the world we would own the planet as in an
expanding population, individual purpose and value are the most vital and
wanted commodities,
If there are no real hats there will soon be no money of any value and
no bread!
SUMMARY
ANY HAT IS BETTER THAN NO HAT according to the way a thetan seems to
think.
But be that as it may, the downfall of any org can be traced directly
and instantly to no recruiting or no org board, no hats or unreal hats or
no training on hats.
The sag of an org can be traced directly to lack of hats and lack of
training on hats.
329
The overload of any post can be traced directly to lack of an org bd and
lack of hats and no training on hats.
The way out is to organize the org board and hats while you cope.
If you do not your cope will become an overwhelm. If you do your burden
will lighten and your prosperity increase.
It took 13 months of hard work and 20 years of org experience to learn
that, given a product, lack of HATS was the WHY of departures from the
ideal scene and that working toward providing full complete HATS was the
way to get back toward the ideal scene.
L. RON HUBBARD
Founder
LRH:sb.cden.ts.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
330
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 26 SEPTEMBER 1970
Issue III
Remimeo Executive Hats
Org Series 5
ORG BD CUTATIVES
The most serious blunder in re-doing org boards is losing past functions
off them.
"Cutative" is an invented word to mean the impulse to shorten or leave
out or the thing left out.
THE RULE IS: ANY MAJOR FUNCTION, ACTION OR POST LEFT OFF AN ORG BOARD
WILL WRAP ITSELF AROUND THE IN-CHARGE LIKE A HIDDEN MENACE.
As the function is not expressed it is not recognized. But it forces
itself upward and can swamp an activity if not done.
Thus we get the laws:
1. Activity functions must all be expressed on the org board.
2. All functions below a personnel on an org bd are the responsibility
of that personnel, no matter what size the staff may be.
3. Functions omitted will act as invisible overloads.
EVOLUTION OF ORG BDs
Usually the first org board ever done for an activity is a dream up. It
is seldom real but better than no org bd at all.
Experience then refines it.
Some functions on it are not related to it, are unreal.
Some functions not on it rise up to haunt and overload the in-charge.
Actions done by an executive that are not on the org board in
departments get posted like small flags opposite the executive's name.
(Like legal, VIP greeting, etc.)
After a while these little flags are too many.
A reorganization occurs and the flags are put down into departmental
functions. This gets them off the executive's neck and gets them manned up.
So far so good. Now what happens is a catastrophe. A new executive who
has no experience with this org bd DREAMS UP A NEW ONE. This is out of
sequence in evolution. He is treating the place as though it had NO org bd
simply because he doesn't know the existing board.
This gives us the cutative. He drops functions off the board. These now
wrap around his neck. The place stalls.
331
YOU HAVE TO KEEP EVERYTHING ON THE ORG BD THAT WAS EVER ON THE ORG BD
EVEN IF IT WAS 3000 YEARS.
SALVAGE
It often occurs that one has to do a full, complete salvage of an org
bd.
There is absolutely no reason except the org bd writer's laziness not to
put everything on an org bd!
There is a rule about posting an org bd. You don't post a name for every
post. That is folly. You post by work load.
All the functions below a person are handled by that person. If they are
too much you put in a new name and person on a heavy load function.
So why do a cutative? It means no more people. It just means more space
and tape. What's saved but elbow grease? What's lost? The whole org can be
lost and become nonviable.
Example: SH original board had 10 major divisions on it. They were just
functions really. They were the 10 sources of income before SH trained or
processed anyone. Some years ago I tore the place apart looking for that
old org bd. It was evidently thrown away. Today SH does not have but one of
those income functions! Nine have been lost! It added training and
processing, it lost 9 functions capable of supporting it. They should be
looked up in the 1959-1960 accounts records, the old invoices analyzed and
gotten back and put on the WW org bd and manned. This is regardless of what
is already on the org bd.
Other functions lost off that and the SH org bds should be posted back
on them and at least held from above or double or triple-hatted.
Example: DC which had the original 6 dept org bd should recover those
posts and put them on the 9 div org bd so early policy would make sense.
Example: London should recover its earliest org bds and put their posts
and functions on its current org bd,
There comes a time when early org bds have to be salvaged and reposted
on existing org bds.
BECAUSE THOSE FUNCTIONS ARE STILL THERE AND MOST OF THEM GONE INVISIBLE.
Example: A Division 2 org bd asked to be redone threw away 50% of its
functions and posts, was dreamed up brand new off a division already caved
in by loss of performance. The excuse was "other activities now do these."
Published, this org bd would have driven its executive mad with omitted
duties that would come to him as invisible overloads.
The "We don't do that now" is like what once happened to tech. One could
say, "Maybe you think you don't do it now but the function is still there
hidden. It was found once. Now you've lost it again."
OLD EMPIRES
The Egyptian, Greek and Roman Empires still try to operate! I've checked
it. The late British Empire may be gone on the British org bd but it will
still function without expression until it kicks England's head in. The
British public shovels money out by the scoopful to an empire that doesn't
exist!
Trying to kill an org takes years and years and years and it still tries
to survive.
332
When one takes responsibility for a function or area it still tends to
persist.
It is an odd phenomenon. The third dynamic track is that way. Changes
later on the track (short of auditing individuals) do not change earlier
circumstances.
A thetan's intentions get very pale perhaps but a thetan never really
gives up.
All this expresses itself on the subject of org bds.
One can also willfully disregard an existing board, dream up a new board
that does not express the functions and get into real trouble.
A NEW LOOK
Examining this subject of org bds in the light of very current
experience with asking people to redo them, these facts have emerged.
It gives us a new look.
The next full Sen org bd issue you see will have on it all functions of
which we have any trace and the nine division board we are using.
The new board will have nine divisions. It will also include all past
titles and functions in addition to all current titles and functions with
the past titles in parenthesis.
Many org bds of other activities have never become expressed at all and
have left a tangled history. The US still hangs flags around the Office of
the President and one hears "The Executive Branch is usurping the power of
Congress." Congress once had all those functions but didn't put them on its
org bd. They still do them but lost the titles to the President. Thus an
appointee despotism rises in place of a democracy. It all goes back to a
lost congressional org bd.
It is necessary for a people or a staff to
(a) Have an org bd
(b) Know the org bd
(c) Have the org bd express the total functions and duties that have
ever been held by any post even including the flags of yesteryear duly
dated.
Don't cut functions off an org bd. If they have become known they have
been found. Why lose them?
One can rearrange flow patterns.
One cannot abandon living functions on an org bd.
It's only the unknowns on an org bd that get anyone overloaded, confused
or in trouble.
So why not keep it visible?
L. RON HUBBARD
Founder
LRH:sb.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
333
HUBBARD COMMUNICATION
Saint Hill Manor, East Grinstea
HCO POLICY LETTER OF 27 SEPI
Issue I
Rernimeo
Cashiers
Div Ills Org Series 6
Pub Div Hats
Div 11 Hats
FSMs CUTATIVE PRICES
F/Os
HCO PL of 27 Apr AD 15 "Organizational Price Engram" is fully valid and
must be followed. It explains why price cuts damage orgs.
Price cuts are forbidden under any guise.
1. PROCESSING MAY NEVER BE GIVEN AWAY BY AN ORG.
Processing is too expensive to deliver.
2. BOOKS MAY NEVER BE GIVEN AWAY BY AN ORG OR BY PUBS
ORG.
They are too expensive to manufacture.
3. FSM COMMISSIONS MAY NEVER BE PAID ON DISCOUNTED OR
CUT-RATE ITEMS.
If an FSM can't sell for full value he does not rate any commission.
4. SCHOLARSHIPS FOR COURSES ARE LIMITED TO INTERNSHIPS,
HSDC AND ACADEMY LEVELS.
5. COURSE SCHOLARSHIPS ONLY MAY BE OFFERED FSM ON
CONTEST AWARDS.
6. SCHOLARSHIPS ARE ONLY AVAILABLE TO WORKING FSMs OF
PROVEN SELECTEE SUCCESSES.
7. ALL SCHOLARSHIPS AND AWARDS OUTSTANDING TERMINATE
IF NOT TAKEN BEFORE I JANUARY 1971.
8. FSM COMMISSIONS ARE PAID ONLY ON THE ARRIVAL OF A
STUDENT OR PC, NOT ON RECEIPT OF THE FEE.
Adv payments are sometimes refunded.
9. ONLY FULLY CONTRACTED STAFF IS AWARDED FREE SERVICE,
AND THIS IS DONE BY INVOICE AND LEGAL NOTE WHICH BECOMES DUE AND
PAYABLE IF THE CONTRACT IS BROKEN.
10. FSM BONUS AWARDS TO ORGS MAY ONLY BE DELIVERED TO
CONTRACTED STAFF MEMBERS OF THAT ORG.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright Q 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
334
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I OCTOBER AD 20
Remimeo HC Checksheet
Org Series 7
HATS AND COUNTER-EFFORT
When you are trying to get somebody to do something he should do, you
are in effect trying to get him to wear his hat.
In trying to get things done you often feel you are running into
"counter-effort." (Contrary action or effort to your action or effort.)
The most usual counter-effort is NOT willfulness or mutiny or out-
ethics. Most people consider these are the reasons they get opposition to
worthwhile actions.
The most usual counter-effort is lack of a hat, defining a hat as a
write-up, checksheet and pack on which the person is trained.
It looks like willful stupidity, waywardness, laziness, mutiny,
antagonism or what have you.
Whatever the reason for it may be it must include lack of a hat.
The variations are enormous, almost infinite.
Example: Mr. A is trying to get Mrs. A to be a good wife. Mrs. A is in
outright mutiny. Now it could be that Mr. A does not have or know his
husband hat or Mrs. A has no wife hat or the neighbors or friends don't
have neighbor or friend hats or Mr. B has no social hat and is trying to
estrange Mrs. A or he has no husband's hat of his own; but whatever it is,
it is a matter of hats. SOMEBODY (or all of them) in this is not wearing
their hat.
I had someone in marital trouble look at me thoughtfully once and say,
"I don't have any idea what are the rights or duties. OF a wife."
Example: A Course Supervisor having trouble getting a student to study.
He pleaded and argued and wore himself out.
He never realized this student DID NOT HAVE A STUDENT HAT. He could have
saved all his energy spent in arguing and applied it to making up a student
hat and getting it assembled and studied and would have gotten somewhere.
ORG BD
So we draw up an org board for an activity for several people.
It is all correct as to function and flows.
We put the names of the several people on it where they seem to be
fitted.
The activity doesn't go.
So we explain and drill the org board on the people.
It comes up to a flubby sort of cope.
335
The missing point now is HATS. Each one has to have and know his own hat
and something about the hats of others.
Things will promptly get much better! The activity and the interpersonal
relations and the lives of these people are greatly improved.
Personally they are running into much less cross-flow and confusion. So
they have a happier time, less effort and more production.
A badly organized, badly hatted, badly trained group is at each other's
throats continually. To get anything done at all they have to operate at
the level of correction instead of production.
Any ripple of emergency in such a group operates as a major impact.
PROGRAMS
There is still a missing element when one has org boarded and hatted and
specialist trained an activity. This is PROGRAMS.
The sequence of flows and the changes or actions at each point plotted
against time are in fact the major sequences and programs of a group.
MANAGEMENT SUCCESS
Given a desired product a fully successful management can only be
founded on the actions inherent in
1. A good org bd
2. Hats as write-ups, checksheets and packs
3. Hats trained-in
4. Sequences and programs known and followed.
IT IS FAR FAR EASIER TO WORK ON AND ACCOMPLISH THOSE FOUR THINGS THAN IT
IS TO COPE AGAINST THE COUNTER-EFFORT GENERATED WITHOUT THEM.
Naturally while getting this done, anyone has to cope to keep things
going.
SINGLE-HANDING
"Single-handing" means to handle things by yourself.
You can single-hand when you are all alone or you can single-hand in a
large group that is supposed to be working or helping.
When only one man, senior or junior, is doing all the controlling and
work of an activity he is said to be "single-handing."
The term derives from the sea (like so many English words). Single means
"one only" and "hand" means a sailor. "Handing" is the verb form of "single-
hand."
No other activity expresses so well the idea of "one man working" or
"one man controlling."
It is of course derogatory to others who are around and not working.
336
The phenomenon comes about by having non-org-boarded, unhatted and
untrained people.
Now the oddity of it is that it can occur (a) when there are other
people who are also supposed to be working (b) when there is an org board
(c) when there are hats and (d) when programs exist.
This of course looks like "bad morale," "apathy," even "mutiny."
The missing elements usually are
(a) The other people don't know the purpose of the activity or
what's really going on.
(b) The org bd is unknown to them even when it exists.
(c) The hats are not checksheets and packs and have not been trained-
in.
(d) The sequences or programs that should occur are not drilled in
and if they were the no-hat situation would wreck them.
The point is even more amazing when a group with a purpose and an
excellent potential product WILL BE POOR AND WILL FAIL if org bd, hats and
sequences and programs are not fully known and drilled.
Groups are like that.
This is why Man and his activities succeed only in the presence of huge
affluences or extraordinary personal leadership.
Lacking org bds, hats, training, programs that he knows and can do, Man
flounders.
UNHATTED LEADERS
Leaders who are not org boarded, hatted and trained and programmed can
make a fantastic mess out of a formerly well-organized group.
It takes some doing. But no one can knock the known org board apart
faster than a senior. No one can knock off hats easier than someone in
authority who does not himself know they exist.
Nero and his ilk destroyed the whole Roman Empire. That civilization was
about as well org boarded and hatted as any civilization on the planet in
recent millenia. Nero thought he was a lute player and composer and
charioteer. These were the only hats he ever wore aside from that of
murderer.
A few emperors like him and that was that.
The Christians had an org board, member hats and staff hats, post hats
of a sort and constant training. And that was the end of the Roman Empire
and the beginning of the Holy Roman Empire.
Way up in Pope Alexander the Sixth's time (the days of Lucretia Borgia)
when bishoprics were for sale and the member hats were forgotten, the Holy
Roman Empire failed.
So there is plenty of history and example, even though the full tech was
not even developed. You can see the dim counterparts of org boards and hats
weaving their way through all Man's yesterdays.
The history of the world is not written by wars and violence. It is
written against an unseen background of beneficial products, org board,
hats and programs.
337
The fantastic administrative skill of Arthur Wellesley the Duke of
Wellington and the rigid org bd of Nicholas of Russia defeated Napoleon
whose only skills were military genius and personal leadership and luck.
So when the head of something does not know about org bds and hats and
programs he can single-hand things perhaps into temporary power but will
wear himself out with cope and soon decline.
One can't just run things. One has to put something there and the
something is a desirable product, and org bd hats and programs and see they
are grooved in properly.
And looking over history the most valuable product of an executive is
holding the form of his org and providing his staff members with hats and
programs well grooved in.
It takes so much more time and effort to build up an org in terms of org
bd and hats and get it to hold its form that one might not at once see its
benefit. Trying to get a result without also building an organization
inevitably winds up in single-handing, coping, overwhelm and eventual
defeat.
The right answer is single-hand while you train up your people.
For one will wind up single-handing any post he has not org bded and
hatted and programmed,
And that is true of even a junior member of a staff. If HE doesn't
hammer away to get in org bds and hats and sequences and programs, HE will
wind up single-handing all his section-while they stand around making life
miserable with inefficiency, goofs and flubs and obvious counter-effort.
It isn't labor against management or the people against government. One
or the other or both aren't on org bds and aren't wearing their hats.
And in an interdependent society or a complex activity the final result
of no org bd, no hats, no programs known is chaos. And very unpleasant
chaos as well.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright c 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: Page 337, paragraph 14 has been corrected to read, "Pope Alexander
the Sixth's time." Earlier issues read, "Pope Alexander the Fourth's
time."]
338
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 8 OCTOBER 1970
Remimeo
Executives
Org Series 8
ORGANIZING AND PRODUCT
Disorganization gives a poor product.
Organization (providing tech exists to make the product) will produce a
good product.
If a product is poor or spotty one must
(a) Organize
(b) Make the tech available and known.
You can literally have mobs of people working and excellent production
tech and get a horrible product.
The missing ingredient is organization.
Organization consists of a real and functional org board, hats
consisting of checksheets, packs and manuals and training of this material.
The most used org bd is the "hey you! org bd." In other words just tag
anyone to do anything.
This guarantees bad production and a lousy product.
One can have an org bd that isn't real and get a "hey you! org bd."
Or one can have a good org bd that isn't known and get a "hey you! org
bd" in actual practice.
A whole org can be org bded and hatted and trained and yet shatter when
an untrained senior turns it into a "hey you! org bd." This is easily the
commonest cause of org collapse.
LOSING AN ORG BD
When an org bd leaves out known vital functions these tend to wrap
around the neck of the in-charge as unknown items of irritation.
The commonest fault in re-drawing an org bd is throwing the old one away
and without looking at or getting a full inspection of the actual functions
being done, dreaming up a brand new board. This produces a delusory
situation. It is in fact a disassociation of the real work and the org bd
delusion.
MINIMUM FUNCTION
A post tends to dwindle down to the "irreducible minimum function."
A mail clerk will distribute mail as that is visible to others. Logging
it is less visible. Properly sorting it is less visible.
339
If "receiving, logging, sorting and distributing" are left off the org
bd and "mail distribution" is all that is left on it, the other functions
tend to vanish and the post slides to "irreducible minimum" of just
grabbing and slinging out mail.
A galley org bd can be deficient and carry only "food," or "cook";
you'll get "food" and that's all. It will possibly be very lousy food as
the org bd is down to an irreducible minimum. Says "food" so they just
sling out food any old way of any old kind. Bad product. The answer is to
organize it. What are the steps in sequence that it takes to get good food
served and the place cleaned up? If they are all on the org bd as functions
you have the SEQUENCE of actions expressed as functions which can be posted
and delegated as duties.
OUT SEQUENCE and OMITTED HATS are the commonest fault in programs and
org boards. (See Data Series.)
One person may have 35 separate hats,
If so, he needs 35 hat folders, checksheets and packs and 35 baskets or
compartments for the flows.
Further, the hats must be in sequence of flow where they relate to one
type of particle.
Thirty-five hats is large but many an executive unknowingly wears more.
And the ones he doesn't see are his areas of upset.
The smaller the number of people in an activity, the more hats each has.
One girl holding down seven branches of an office finally got untangled
just by having seven baskets, one for each branch, and working a stated
time on each one each day. She sorted the inflow into the baskets by
branches and then did them in rotation that made an org bd of the baskets.
She suddenly got production where she had had just despair and chaos.
SUMMARY
To improve an existing product, ORGANIZE.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright cl 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
340
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 28 OCTOBER 1970
Remimeo
Org Series 9
ORGANIZING AND HATS
"Org bd" is actually an abbreviation not for an organization (noun)
board but an organizing (verb) board.
The org bd shows the pattern of organizing to obtain a product.
A board then is a flow chart of consecutive products brought about by
terminals in series.
We see these terminals as "posts" or positions.
Each one of these is a hat.
There is a flow along these hats.
The result of the whole board is a product.
The product of each hat on the board adds up to the total product.
WORKING IT OUT
When asked to work out an org bd (or when the board there is doesn't
work) one might think the task very difficult.
In studying this subject so as to be able to communicate it, I made
several small breakthroughs in the subject itself.
Several questions on this can be very easily answered now.
Does an org bd have any value?
Yes. Without an org bd there is no group product, there is only a mob.
Yes. When there is no org bd there is much greater effort involved in
getting anything done.
Yes. The waste of people involved in no org bd and the loss of product
justify any amount of effort to work out, make known and use a proper org
bd.
Man instinctively uses an org bd and protests the lack of one. The
rawest recruit walking aboard a ship assumes the existence of an org bd, if
not a posted one, at least a known one. He assumes there will be somebody
in charge and that different activities will be under different people.
When there is no known org bd he protests. He also feels insecure as he
doesn't know where he fits into this organization.
Almost all revolts are manned by people who have been excluded out and
are not on the country's org bd. This is so true that the ridiculous
circumstance recently occurred in the US. The President found he had
"professional relief receivers." Certain people had assumed the status of
"government dependent" and were giving this as their profession. It was of
course a post of sorts. And because it wasn't admitted as a post by the
government there were some riots.
341
The effort to belong or to be part of is expressed by an org bd. A
person with no post is quite miserable. A person with an unreal post feels
like a fraud or a mistake.
Morale then is also considerably affected by the quality of an org bd or
its absence.
The overall test for the group, however, is its viability. Viability
depends on having an acceptable product. Groups which do not have an
acceptable product are not likely to survive.
The volume and acceptability of a product depends in no small measure on
a workable known org bd. This is true even of an individual product.
An individual or small group, to get anywhere at all, requires a very
exact org bd. The oddity is that the smaller the group the more vital the
org bd. Yet individuals and small groups are the least likely to have one.
Large groups disintegrate in the absence of an org bd and go nonviable in
the presence of a poor one.
The quality of a product, usually blamed on individual skill only,
depends to an enormous extent upon the org board. For example, one
disorganized mob that was trying to make a certain product was worked to
death, harassed, angry at one another and had a wholly unacceptable product
at about twice the usual cost; when organized to the degree of a third,
still without proper schedules, still largely untrained, they began to turn
out an acceptable product at about half the effort-so even some
organization worked,
The product volume and quality depends utterly and totally upon the org
board and hats and their use. You can train individuals endlessly but
unless they are operating on a workable org bd they will still have a poor
or small volume product.
The traditional reliance of British intelligence on star agents instead
of organization cost them (along with misused PR) their empire.
Lack of a known and real org bd can spell failure. And lack of knowledge
of the subject of organization has to be substituted for by pure genius at
every point.
Thus to make anything at all, to improve any product, sustain morale and
distribute work equitably and make it count, one has to have a real and a
known org bd.
So how do you make one?
HATS
An org bd is made up of hats.
The definition of a hat is the "beingness and doingness that attains a
product."
Let us take a train:
The engineer wearing his engineer hat has the title of engineer. That's
the beingness.
He accepts orders, watches signals and general conditions, operates
levers and valves to regulate the operation of his engine and to start,
change and stop. That's the doingness.
He safely and on schedule moves the train passengers and/or freight from
one location to another. A moved train and load is the product.
So how do we find out there is a hat called engineer?
342
As people are continually accepting or viewing already existing posts,
when you ask them to dream up an org bd they at first may not realize that
you are asking them to invent the correct posts.
They don't have to invent "engineer." Everybody knows "an engineer runs
a train."
So if you didn't know this, you'd have to figure it out.
One would do it this way. One would have to think along these lines.
The idea comes about because of a concept that people and goods have to
be moved over distances on land. Or that a new area building up has to have
transport of people and goods from and to it.
Ah. This will be viable in an economic framework because people will pay
to be moved and pay for their goods to be moved.
Trains do this.
So let's use trains.
Arranging finance (or by prepayment) and obtaining a franchise for a
right of way, track is laid, rolling stock and stations and roundhouses are
built.
Now it emerges that somebody has to drive the train. So somebody had
better be hired to drive the train.
So there comes into view the post of engineer.
How do we know this? Because we have to have a product of moved people
and goods. That was what we were trying to do in the first place.
Therefore, the engineer hat.
So supposing now we did not have any org bd at all.
The engineer hat would be the only hat. So he collects fares, runs
stations, fixes his engine, buys fuel, loads the cars, sells stock. . . .
Wait a minute. If the engineer did all that the following would happen:
1. He would be exhausted.
2. His temper would be bad.
3. He would have machinery breakdowns.
4. He might have, wrecks.
5. The railroad property otherwise unhandled would disintegrate.
6. He would have a low volume of product.
7. His product would be uneven and bad as he could maintain no
schedule,
8. There would shortly be no railroad.
Now let's go wog and "solve" this.
Let's appoint a person for each station and say "There we are!"
Well, it would still be a mess.
343
So let's hire more engineers and more station agents and more engineers
and more station agents. . . and wind up with a confused mess, a huge
payroll and a lousy product. That's how governments do it. And it is
notable that current governments have no product but disaster.
No, we have to solve this in quite another way.
We do not get anywhere and we will not get a sensible org bd and nothing
will work or be viable unless WE COUNT THE PRODUCTS CORRECTLY AND DEVELOP
HATS TO ATTAIN THEM.
When we have done this we can arrange the hats on an org bd so there is
a flow and command channels and communication channels and we've got an org
bd.
You cannot work out an org bd until you have counted products!
As volume increases you estimate the products before the final product
and hat those.
Quality of final product depends on a real org bd and hats, both
complete, real and trained-in and the functions DONE.
Let us see now how you break down a final product into the products
which, put together, comprise it.
We have the final product of a railroad-viably moved loads. How many
lesser products go into the big product?
There is a matter of machinery here. Any machine has 2 products: (a) the
machine itself in good operating condition, (b) the product of the machine.
A repairman and machine shop man and a roundhouse keeper each has a product
under (a). That is just for the machine, the engine.
Under (b) we have what the machine itself produces (hauled trains in the
case of an engine).
Here we have then 2 major products-and these break down into lesser
products, earlier in sequence to the final product.
There is even an earlier product to these-bought engines. And an earlier
product to that-finance for equipment.
As for the load itself, a delivered load, accepted by a consignee at the
end, as you back up the sequence you will find a product-stored freight.
And before thatunloaded freight. And before that-moved freight. And before
that-loaded freight. And before that-freight assembled for shipment. And
before that-freight contracts procured. And before that-advertising placed
in public view. And before thatsurveys of public freight requirement. And
before that-survey for activities requiring freight service.
Each one of these products is a hat.
Surveying this again we see there's no charges or money involved so no
economic viability. Thus we have a product, money made. This has earlier
hats of course. The bewilderment of some people (and a lot of executives)
who gape at a no-dough situation is laughable. They aren't product-minded.
They think money falls into a company's lap or out of a TV set. They can't
think the product-sequence necessary to obtain money. So they go broke and
starve. There are always a lot of prior products to the product MONEY.
Fixated people just fixate on money itself, have no product sequence and so
go broke or are poor.
344
Someone has to have a desirable product that is sold for more than it
cost to produce and have to sell it and deliver it to have money. Money
even makes money. And even a pool of money has to have a product sequence
or it vanishes.
Even in socialism or communism the how does it support itself question
must be understood, answered, its product sequence identified, org boarded
and hatted. In such a moneyless society the org boarding has to be much
tighter as money adds flexibility and lack of it as a working factor makes
problems that are hard to solve.
ORGANIZING
In order to organize something one only has to
1. Establish what is the final product.
2. Work backwards in sequence to establish the earlier products necessary
to make each next product and which all in a row add up to the final
product.
3. Post it in terms of vertical greater and greater completeness of
product to get command channels.
4. Adjust it for flows.
5. Assign its comm sequence.
6. Work out the doing resulting in each product. Write these as functions
and actions with all skills included.
7. Name these as posts.
8. Post it.
9. Drill it to get it known.
10. Assemble and issue the hats.
11. Get these known.
12. Get the functions done so that the products occur.
This is what is called "organizing."
As a comment, because railroads didn't fully organize their viability
decayed and they ceased to be so used.
Railroads think it's the government or airplane rivalry or many other
things. It isn't. They had too many missing hats, were actually too
disorganized to keep pace with the society's demands, ceased to fully
deliver and declined. In fact there has never been a greater need of
railroads than today. Yet, disorganized, badly org boarded and hatted, they
do not furnish the service they should and so are opposed, government
regulated, union hammered and caved in.
To have a quality product, organize!
To raise morale, organize!
To survive, organize!
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
345
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 29 OCTOBER 1970
Remimeo
Exec Hats
Org Series 10
THE ANALYSIS OF ORGANIZATION BY PRODUCT
The different products involved in production are
1. Establishing something that produces. (Product 1)
2. Operating that which produces in order to obtain a product.
(Product 2)
3. Repairing or correcting that which produces. (Product 3)
4. Repairing or correcting that which is produced. (Product 4)
Example: A typewriter is manufactured and located on a desk. This is
establishing something that produces as in (1). A typist operates or runs
the typewriter which thus produces typed sheets, stencils, etc., which are
the product produced. This satisfies (2) above. The typewriter from various
causes eventually requires repair in order to continue to produce. This
satisfies (3). The correction of things typed would satisfy (4).
These are the four basic PRODUCTS involved in production.
Thus there are really four basic products necessary to a production
activity.
These are
1. The established machine.
2. The machine's product.
3. The corrected machine.
4. The corrected product.
That makes a minimum of 4 products for any production cycle.
Three major factors govern every product. These are
A. Quantity
B. Quality
C. Viability
Quantity would be an acceptable, expected or useful volume.
Quality would be the degree of perfection of a product.
Viability would be the longevity, usefulness and desirability of the
product.
As each product in the four listed above has three factors in each
product, there are then 12 major points (4 x 3) regulating production.
346
Product I-Establishing the typewriter, contains
(i) The quantity of typewriters established.
(ii) The quality of the typewriters established.
(iii) The viability of the typewriters established.
Product 2-The product of the typewriter (typed things) also has three:
(iv) The quantity of the typed things.
(v) The quality of the typed things.
(vi) The viability of the typed things.
Product 3-The repair of the typewriter itself also has three factors:
(vii) The quantity (amount) of the repair.
(viii) The quality of the repair.
(ix) The viability of the repair.
Product 4-The correction of the thing produced.
(X) The quantity (amount) of the corrected product.
(xi) The quality of the corrected product.
(Xii) The viability of the corrected product.
Thus to get a product, "typed things," there are actually 12 separate
factors.
This applies to all machinery. For instance there is the generator that
produces and there is the thing (electricity) produced by the generator.
There is the repaired generator. And there is the corrected electricity
(such as reducing its voltage or converting it).
Now if you did not know that you were handling 12 factors in producing
electricity the tendency would be to "just run the generator" and ignore
the actual factors governing production.
The results of this would be total operation only. The generator would
soon go to pieces. The electricity furnished would vary all over the place
and blow out other equipment. There would be no funds to repair or replace
the generator when it broke down. By paying little attention to products
(as the wog world often does) or by shifting their importances-giving total
importance to running it-there would soon be no viability at all. The end
result would be 2 wrong products-scrap metal that was once a generator and
no electricity.
Now, surprise, surprise! An organization composed of people is
influenced by these same things!
Org Product 1 is putting it there.
Org Product 2 is what the org produces.
Org Product 3 is the repair of the org.
Org Product 4 is the correction of the org's product.
347
If we do not know these products and factors exist, continual mistakes
can be made just as bad as just running a generator. Instead of the desired
final product, which is offered and sold and delivered, we get scrap paper
and insolvency.
To establish an org one has to put one there. This requires a desirable
and economic product of the org envisioned, the technology of making the
final product, the technology of making and handling the org, the
procurement of a location, recruitment, an org bd, hats, and training and
the equipment and materiel needed to produce the final product and the
obtaining of the raw materiel to make the final product. Thus established.
it must be done so that
(i) The amount of org is created proportionate to its final product
demand.
(ii) The quality of the org itself-shabby, posh, active or lazy, etc.
(iii) The viability of the org (how long will it last economically, how
will it expand, does income exceed out-go, etc.).
The product of the org itself is regulated by
(iv) The quantity of product produced (which must be of sufficient volume
to
satisfy demand).
(v) The quality of the org's product or products (which must be adequate
to
satisfy those requiring and paying for the production).
(vi) The viability of the org's product (how long does it last and is it
adequate
for its value).
The repair of the org itself must be
(vii) The quantity or amount of repair necessary to make the org functional
(which may amount to simply giving it a new letterhead or rebuilding
the whole place, nearly the establishing product again).
(viii) The quality or expertness of the repair (a bad one could
destroy the place).
(ix) The viability of the repair (if the right WHY is handled the repair
as a product will last a long time and if a wrong reason for decline
is handled the place will just cave in again).
The correction of the org's product to obtain a uniformly satisfactory
product:
(X) The quantity (proportion of the org's product that has to be
corrected
(which might require, if too high, the repair of some part of the org
itself).
(xi) The quality of the correction (expert and can be afforded and itself
nondestructive). '
(xii) The viability of the product corrected. (Will it last and be nearly
as good as the better produced product?)
All these factors must be consulted.
ANALYSIS
If one understands these factors and realizes they are all present in
running an eggbeater or the world's biggest oil company, one will not be
groping around in rags.
A checklist of the 12 factors influencing the 4 major products can be
made up and each point as it relates to an org can be studied about a
particular org.
348
One has here the basics. From these there can arise a near infinity of
lesser items.
When one does not know these basics one flounders endlessly while
attempting to handle a post, a portion of an org or the whole org. One gets
into a frantic correct the errors and outpoints or goes into apathy as he
has no guidelines.
However, using these basics, one can easily check them off and so see
what he has to do to more closely approach the ideal.
In Dianetics and Scientology, for example, the final pc product of Flag
auditors trained on the same HCOBs as field auditors, on rougher pcs, is
infinitely better than the pc-product elsewhere. This is a puzzle. The clue
is not in auditing at all. It lies in an earlier product-training. A Class
V1 or a Class VIII auditor on Flag was trained (a) more rapidly (amounting
to as little as 1/6th of the time in an org), and (b) more honestly, and
(c) the Flag auditor is expertly corrected as a product when he begins to
audit until the auditing product is perfect. The training (quantity, and
lasting quality) on the course is better and the training extends to
training on post until the auditor's product (the auditing of the pc and
the pc) need little or no product correction. The equivalent used to be
required HGC training-on post training-for a staff auditor to become a
staff auditor. In no org did auditors go fresh from school into auditing
with no further training. This went out in some orgs. The product
"corrected auditor" became a missing product. Thus Flag auditing produces a
better product as that product-corrected auditor- exists on Flag.
This is given to show the use of the product factors-
Where any of these products or factors are missing, the viability of the
whole is shaken. By using them the whole becomes viable.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
349
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I NOVEMBER 1970
Remimeo
Org Series 11
ORGANIZATION AND MORALE
Morale is a large factor in organizing.
An executive is utterly dependent upon the willingness of those who work
for him.
(How to Live Though an Executive.)
Willingness, while it is also a factor in morale, is also a
manifestation of morale.
Morale, the tone of a group, is the target of "do-gooders," the "one-
worlders," the labor agitator, the commie agent, the local minister and a
general mixed company of often well-meaning but nevertheless deadly people.
"You poor fellow. They treat you so badly . . . we will take up this
great injustice . . . workers should have everything free . . . communist
imperialist aggressors against poor working people . . . . You poor fellow,
God will make you welcome in his heaven from this earthly toil . . . . Kill
the managers. . . . Down with law and order. . . ."
Well, it all winds up in revolution eventually and mounds of dead
workers and a few dead managers.
So let's look this over.
If you can do something about an ill situation you do. If you can be
effective you can at least make the situation easier. If you can't do that
you can sympathize.
Sympathy with the abused apparently not only does no good but winds up
in revolt!
How?,
You have this young girl, see. She is wearing last year's dress. No new
clothes. So you say, "You poor thing wearing last year's dress." Up to now
she wasn't worried about it. Now she says, "I wish I had some new clothes."
And you say, "You poor thing. Doesn't your mother ever buy you new
clothes?" "No." "The beast!" She goes home and revolts.
Get it?
The UN says, "Every woiker, he got to have job, house, lotsa dough."
Worker says, "Who? Me?" "Yes you poor down-trodden sod." And the UN says,
"United States. You rich. You pay!" US pitches out the foreign aid. The
countries take the dough and revolt and elect a military junta that chops
off heads every hour on the hour.
The one-world do-gooders in the US say, "US, you pay poor fired
woikers!" US puts out sixty-three billions. You can't walk down a street.
Riot and insurrection.
Why?
Sympathy. But not one brain cell worth of organization. 350
People want to be part of things, part of life.
If the clod heads that pass for modern politicians had the ability to
organize and handle an economy (in big countries or small) people could
easily be part of things and build the place up. It is in fact a highly
skilled activity. And currently quite beyond the heads of nations. Or they
wouldn't have unemployment, riots, inflation and future death.
Take Russia. (You take her, 1 don't want her.) She had half a century of
growing revolt. The oatmeal brained Romanoffs spent their roubles on war
and secret police. Up jumped Lenin, "You poor woikers!" Revolt. Dead Czar.
Dead Russia. Their "workers paradisC can't feed itself. The Czars were
supremely awful. Their commissars weren't even that good. One secret
policeman per worker was about the ratio in Stalin's day.
Let's be practical. Who is going to build this UN house for the poor
worker? Who is going to pay the billions except the worker?
And if, as we so glaringly see, the end product of all this "poor
worker" is riot and civil commotion, insurrection and piles of dead workers
then mightn't there be something a bit awry with its morale value?
Sympathy is a morale depressant. And knowingly or not, a morale
destroyer.
If the person who sympathized was good enough to do something about it
he would.
There's nothing at all wrong with righting evil conditions. Far from it.
But if you want to better things KNOW HOW TO ORGANIZE.
Don't just stir up a revolt that will get workers machine gunned.
If the chronic moaner knew how to throw together an organizing board and
groove in the lines, as part of the state or the opposition, he could
certainly change things for the better.
Organizing is the know-how of changing things.
Good morale is the product of good organization!
If you organize something well and efficiently you will have good
morale. You will also have improved conditions.
Wherever morale is bad, organize!
A very careful survey of people shows that their basic protests are
against lack of organization. "It doesn't run right!" is the reason they
protest things.
Inequalities of work load, rewards unearned, no havingness, these are
some of the things that are snarled about.
They are cured by organizing things.
Russia Siberiaed or shot all her managers, thinking managers and
capitalists were the same thing. Then she couldn't feed her people.
And you can't even discuss morale as a subject when a country has to be
held together with barbed wire frontiers to hold in its own secret policed
people!
The only thing 1 really have against communists is that they know how to
make a revolt but not how to make a country.
351
And the only thing I have against the capitalist do-gooder is that all
the corn and games in the world will not make a viable country.
Neither system winds up in happiness or high morale.
The physical universe is no rose bed. But it can be confronted and can
be lived in by a group.
Whenever you see bad morale, behind it you will see chaotic
disorganization.
A nation or an org follows the same laws.
Disorganization from any cause deprives people of wanted beingness,
doingness and havingness.
When you deprive people of those things you're going to have pretty
awful morale.
And only organization and very good organization will bring about
beingness, doingness and havingness.
All three factors must be served. And purpose and reason must exist.
A bum with a handout sandwich is a bum with a handout sandwich. You
can't change anyone upward with sympathy. It is a witch's weapon, a devil's
curse. But you can change someone upward with organization.
Bad organization = bad morale.
Good organization equals good morale.
And good organization is something worked on by a group. not ordered
under pain of death.
The only tops that get blown when effective organization starts going in
are those who don't want others to have things and take delight in
suppression-in other words good organization is only opposed by those who
have reason to fear others. For in organization lies the secret of a
group's strength.
A small group thoroughly organized can conquer the disorganized
billions. And have excellent morale while they're doing it!
L. RON HUBBARD
Founder
LRH:sb.ka.rd.gm Copyright c 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
352
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 2 NOVEMBER 1970
Issue 11
Remimeo CORRECTED AND REISSUED 7 NOV 70
Org Series 12
THE THEORY OF SCIENTOLOGY ORGANIZATIONS
This "HCO Bulletin" 21 Sept 58 explains how a Scientology organization
differs from "the industrial ideal."
The industrial idea of organization is a cogwheel type organization with
each member of it totally fixed on post, doing only exact duties, with all
cogwheels intending to mesh. The industrial idea does not differentiate
between a machine and a human or live organization.
The product laws (Products 1, 2, 3 and 4 as given in the Org Series)
apply to both a live organization and a machine organization and any
organization. Since a live and a machine organization hold these laws in
common, the industrialist confuses the live organization and the machine
organization.
HCO P/L 29 October 70, Org Series No. 10,---TheAnalysis of Organization
by Product" also carries a mention of this difference between a live and a
machine organization.
As the industrial idea has already been mentioned in this Org Series,
and as this Org Series mainly applies to live (not machine) organizations,
and as people tend to fall into a machine organization pattern (and also to
use a live organization to not know their own speciality best) this earlier
issue on live organization is published in full:
HUBBARD COMMUNICATIONS OFFICE FOR ALL STAFF MEMBER HATS
LONDON (Issued at Washington)
HCO BULLETIN OF SEPTEMBER 21,1958
THEORY OF SCIENTOLOGY ORGANIZATIONS
An organization is a number of terminals and communication lines united
with a common purpose.
The actions of an organization can all be classified under the heading
of particle motion and change. To analyze a post or a department or an
organization, make a list of each particle it handles (whether types of
bodies, types of comm or any other item) and follow each item from the
point it enters the post or department or organization to the point it
exits. If a particle isn't handled properly and passed along properly there
is a confusion or a dead end. To organize an organization requires more
than theory. One has to inspect and list the particles and get their routes
and desired changes of character enroute. Then he has to see that terminals
and comm lines exist to receive, change and forward the particle. All types
of particles belong to somebody, are handled some way, come from somewhere
and go somewhere. There are no confusions when lines, terminals and actions
exist for each type of particle.
353
Judgment and decision are needed in every staff post. If the handling of
items are just "petty details" then so is your fellow man a "petty detail."
There are no laborers in a Scientology organization. We are all managers
of these particles.
Routes of handling are not orders to handle but directions to go. A
route is not necessarily correct for all cases. It is only correct for most
cases. Robots can't handle livingness. Robot organizations and robot
civilizations fail. They only seem to worklike the commie empire seems to
work until you find out everyone is starving to death in it. A perfect
organization is not a machine but a pattern of agreements. A route is only
the agreed upon procedure. It is not only occasionally broken, it now and
then should be. The terminals involved make the agreement or the route
doesn't work. A route along terminals that never agreed is no route but a
labyrinth. People agree to postulates they can understand and appreciate.
Hence, a route and handling begins with a particle, develops with a theory,
comes to life with an agreement and continues to work because of judgment
and decision.
The routing, the comm lines, the pattern of an organization do not do
the work. The work is done by living beings using good sense and skill. The
organizational pattern only makes their work easier and lessens confusion
and overburden. Governments, armies, big research bureaus reduce themselves
down to routes and titles. They don't work. They don't do work. They allow
for no human equation. Therefore, slave societies (composed only of routes
and unthinking terminals) are always beaten eventually by free peoples.
There is a point where routes and exact procedures become unworkable, just
as there is a point, facing a volume of work, that individuality and no
teamwork becomes unworkable. An optimum organization is never severely
either one. Total individuality and total mechanization alike are
impossible. So if you or your department or your organization seem to be
too heavily inclined to either one, yell don't talk. A bad organization
will fire you and you can do something more profitable. A good organization
will listen. BUT-always have a better idea than the one in use. Grumbling,
refusing to work, don't work. A better idea, talked over with the terminals
on either side of you, put down in concise writing, submitted, will be put
into action in a good organization. Of course, there's always a chance that
the new proposed handling throws something out of gear elsewhere. If it
does, you have the right to know about it.
An "organization" doesn't get the work done. As an orderly plan it helps
its terminals get the work done. The staff as individuals do the work. An
organization can help or hinder getting the work done. If it helps, it's
good. If it hinders, it should be examined thoroughly.
An organization can work wholly at "taking in its own laundry." All the
work that gets done is the work generated inside the shop by unreal routes
and weird changes of particles. This is a government circa mid-20th
century. Its highest skill is murder which in its profundity it makes
legal.
A totally democratic organization has a bad name in Dianetics and
Scientology despite all this talk of agreement. It has been found by actual
experiment (LA 1950) that groups of people called on to select a leader
from among them by nomination and vote routinely select only those who
would kill them. They select the talkers of big deals and ignore the doers.
They seem to select unerringly the men of average skill. That is never good
enough in a leader and the people suffer from his lack of understanding. If
you ever have occasion to elect a leader for your group, don't be
"democratic" about it. Compare records as follows: Take the person who is a
good auditor, not just says he is. Take the person who has a good, not
necessarily the highest, profile and IQ. Take the person who can grant
beirigness to others. And look at the relative serenity and efficiency of
any past command he may have had. And even then you're taking a chance. So
always elect temporarily and reserve the right of recall. If his first
action is to fire people, recall him at once and find another leader. If
the organization promptly prospers, keep him and confirm the election by a
second one. If the abundance of the organization sags in a month or so,
recall and find another. Popularity is some criterion-but it can be created
for an election only, as in the US. Select in an election
354
or by selection as an executive the person who can get the work done. And
once he's confirmed, obey him or keep him. He's rare. But beware these
parliamentary procedure boys and girls who know all the legal and time
wasting processes but who somehow never accomplish anything except chaos. A
skilled, successful leader is worth a million impressive hayseeds.
Democracies hate brains and skill. Don't get in that rut. In the US War
Between the States militia companies elected their officers with great lack
of success in battle. They finally learned after tens of thousands of
casualties that it was skill not popularity that counted. Why be a casualty-
learn first. Democracy is only possible in a nation of Clears-and even they
can make mistakes. When the majority rules the minority suffers. The best
are always a minority.
WHAT IS YOUR JOB?
Anything in an organization is your job if it lessens the confusion if
you do it.
Your being exactly on post and using your exact comm lines lessens
confusion. But failure to wear another hat that isn't yours now and then
may cause more confusion than being exactly on post.
The question when you see you will have to handle something not yours is
this: "Will it cause less confusion to handle it or to slam it back onto
its proper lines?"
Example: A preclear wandering around looking for somebody to sell him a
book. You see him. The book sales clerk isn't there. The books are. Now
what's the answer? You'll create a little confusion if you hand him a book,
take his money and give it to the book sales later. You'll create confusion
for you own post and the organization if you go chasing around trying to
find "book sales terminal." You'll create a feeling of unfriendliness if
you don't help the preclear get his book. Answer it by deciding which is
less confusing. You'll find out by experience that you can create confusion
by handling another's particles but you will also discover that you can
create confusion by not handling another's particles on occasion.
The only real error you can make in handling another's particles is to
fail to tell him by verbal or written comm exactly what you did. You stole
his hat for a moment. Well, always give it back.
Remember, in a Scientology organization every Scientologist on staff
potentially wears not just his own but every hat in the organization. He
has to know more jobs than his own. Particularly jobs adjacent to his post.
He often has to do more jobs than his own because those jobs have to be
done and he sees it. A non-Scientology member of an organization is only
limited in what he can do in the organization by lack of know-how. But the
limitation is applicable only to instruction and auditing. But a
Scientologist: he may find himself wearing any hat in the place including
mine. And others may now and then wear his hat.
A staff member gets the job done of (1) his own post, (2) his
department, and (3) the whole organization.
People who are always off line and off post aren't doing their own jobs.
When we find somebody always off post and in our hair we know if we look at
his post we'll find a rat's nest. So there are extremes here as well.
HOW TO HOLD YOUR JOB
Your hat is your hat. It is to be worn. Know it, understand it, do it.
Make it real. If it isn't real it is yourfault since you are the one to
take it up and get it clean with an executive. If he doesn't straighten it
up so you can do it, it's still Your fault if it's not done.
You hold a job in a Scientology organization by doing your job. There
are no
355
further politics involved-at least if I find out about it there aren't. So
do your job and you've got a job. And that's the way it is.
But on post or off, we only fail when we do not help. The "public" only
objects to us when we fail to help or when we fail to answer their
questions. So we have two stable data on which to operate whether we're on
post or not:
HELP PEOPLE!
ANSWER PEOPLE'S QUESTIONS EXACTLY!
When you don't you let everybody down.
NEATNESS OF QUARTERS
THE PUBLIC KNOWS US BY OUR MEST
A part of everyone's hats is keeping a good mock-up in people, offices,
classrooms. quarters.
Keep your desk and your mest neat and orderly. It helps.
And when you see things getting broken-down or run-down or dirty, fix
them or clean them or if you can't, yell like hell on the right comm line.
THE DESPATCH SYSTEM
The despatch system is not there to plague you but to help you.
Except when you've got to have speed, never use an inter-office phone to
another terminal. And never write a despatch and present it and you at some
other point at the same time. That's "off-line" just as a phone is "off-
line." A good use of the organization's lines reduces confusion. The other
guy is busy, too. Why interrupt him or her unnecessarily with routine that
should go on the lines? You'll usually get an answer in the same day or at
least in 24 hours. The organization's comm lines are pretty good. They make
it possible for this small handful of us to get more things done in this
society than any other organization on Earth in terms of actual
accomplishment.
A comm line can be jammed in several ways. Principal of these is
entheta. Ask yourself before it goes on the lines-it's bad news but is it
necessarily important? Another is OVERBURDEN. Too much traffic jams a line.
Too long a despatch doesn't get read. Another is TOO LITTLE data. That can
jam a line but thoroughly. It takes more despatches to find out what goes.
Another way is to bypass the line itself-this jams the terminal. The final
way, in broad classes, to jam a comm line is to PUT ERRONEOUS DATA on it.
The last is a pet hate of Scientology people. Generally its form is
"everybody knows." Example: "They say that George is doing a bad job," or
"Nobody liked the last newsletter." The proper rejoinder is "Who is
Everybody?" You'll find it was one person who had a name. When you have
critical data omit the "everybody" generality. Say who. Say where.
Otherwise, you'll form a bad datum for somebody. When our actions are said
to be unpopular the person or persons saying so have names.
IN SUMMARY
A post in a Scientology organization isn't a job. It's a trust and a
crusade. We're free men and women- probably the last free men and women on
Earth. Remember, we'll have to come back to Earth some day no matter what
"happens" to us. If we don't do a good job now we may never get another
chance.
356
Yes, I'm sure that's the way it is.
So, we have an organization, we have a field we must support, we have a
chance.
That's more than we had last time night's curtain began to fall on
freedom.
So we're using that chance.
An organization such as ours is our best chance to get the most done. So
we're doing it!
L. RON HUBBARD
rs:29.9.58 all staff members field offices
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright 0 1958, 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
357
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 13 NOVEMBER 1970
Remimeo
Org Series 13
PLANNING BY PRODUCT
One of the cycles or correct sequences of action is
BE - DO - HAVE
This sequence is often altered in orgs and even in individuals. Be is
first in the physical universe, Do is second, Have is third.
By getting it out of sequence a considerable confusion can be generated.
A lot of riddles of human behavior can be solved by realizing this goes
out of sequence or gets omissions.
The Spanish peasant and the Spanish officials go to war at the drop of a
straw. Their history is jammed with revolts. The peasant knows that if he
is a peasant (be) and does his work (do) he should have. The Spanish
official is stuck in BE. He has so he can be and he doesn't have to do
anything. Also a degree or title in Spain is a BE and there is no do. So
there is no have unless it comes from the peasant. The two altered cycles
collide.
Juvenile delinquency and shattered lives in the West stem directly from
corruptions of this cycle.
Children in the West are commonly asked "What are you going to BE when
you grow up?" It is a silly question and can drive any child up the wall.
Because it's the wrong question-hits the wrong end of the cycle. He can't
work out his personal org bd easily.
He is also asked "What are you going to DO in life?" That's just as bad.
It is quite difficult to answer.
You have to do an org bd backwards-establish the product (have), find
out what to do to achieve it and only then really can you accurately
discover what one has to BE to accomplish this.
A lot of people and businesses fail because they don't do this. A
beirigness taken first all too often winds up in a doingness without any
havingriess resulting.
If we asked children, "What do you want to PRODUCE in life?" we could
probably get a workable answer. From that he could figure out what he'd
have to do to produce that and from that he could know what he had to BE.
Then. with a little cooperation he would be able to lead a happy and
valuable life.
Concentrating on BE, one finds him ready to BE all right but then he
stands around the next 50 years waiting for his havingriess to fall out of
the sky or slide to him via a welfare state.
The above data, missing in society, contributes to juvenile delinquency,
crime, the welfare state and a dying civilization.
It is a wrong personal org bd to BE only.
So it is with an activity or company.
What is the desired product that will also be desired by others? is the
first question one asks in organizing. It must be answered before one can
adjust or arrange finance or any org bd,
358
Then one asks what has to be done to produce that? And there may be a
lot of dones figured out and put in sequence.
Now one can work on BE,
Thus you would have the basic ingredients of an org bd.
Here is a common altered cycle:
Mr. A has a truck-HAVE. He tries to figure out what to DO with it. He
works it around to try to make money. He would usually go broke. As he
supposes he already has a product-a truck, and he needs a product-" money,"
he rarely backs it up to a BE.
Some people's "think" gets all involved in altered sequences or
omissions of the BE - DO - HAVE cycle.
An activity has several final products. All of them must be worked out
and considered. Then one can work out the sequence of DOs (each with a
product) in order to accomplish the final products. Only then can one work
out the BE.
By omission or fixations on one of these points a person or an org can
fail or perhaps never even get started.
Fixation on DO without any product in view leads to bored wandering
through life.
Mothers even know this one. "Mama, what shall I do?" is a long drawn
refrain. Smart mamas often say "Make a cake" or "Make mud pies" or "Make a
house." Dumb ones say "Go and play and stop bothering me!"
Armies, with guard or death "products," get obsessed with DO to a point
where officers and noncoms will state, "Get those men busy!" No product.
Meaningless, often frantic and useless DO.
It could be said that any developed traffic (dev-t) comes from people
who have no product.
Immense bureaucracies can build up where there are no realized or stated
products.
Target policies and practice are successful because they state the
desired product.
Unless one organizes from the final product the organization can get
unreal and useless.
Even Russia could learn this one. Their "workers" are all trying to get
to the university where they can BE. The Russian government was recently
pleading with young people to become workers. But of course that's just
another BE that implies DO. Russia has yet to realize her product was and
is revolution. It's no wonder their main problem is how to feed and clothe
and house their people.
Unless an org or a person knows exactly what the final product is for
the org or a post, there'll be a lot of busyness but not very much
havingness for anyone.
The answer is to figure out the final product and work back through the
do of subprojects and you will then materialize a real org, a real
beingness.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
359
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 NOVEMBER 1970
Rernimeo
Org Series 14
THE PRODUCT AS AN OVERT ACT
When a product is nonexistent or bad it can be classified as an overt
act against both the org and any customer.
You can estimate what the existing scene of a post really is by looking
at its product.
When a flubby product is observed, you can at once approximate the
existing scene.
The time it takes to achieve the product is also an estimation. A long
time to achieve a small flubby product gives one a good idea of the
existing scene.
This also estimates the amount of "noise" in an area.
Example: Post X is supposed to sort ruddy rods. There are no sorted
ruddy rods ready. That's an omitted action. The post has to be ordered to
sort ruddy rods. That's ordering someone to wear his hat which is altered
sequence as he should have been wearing it already. The post must be a
false terminal as it isn't wearing its hat. The product so far is no sorted
ruddy rods. You order them sorted. You get bent tangled ruddy rods
furnished after a long time period filled with dev-t. Estimate of existing
scene-psychotic and an awful long way from any ideal scene. Actual quality
of product-an overt act.
When several org members are furnishing a poor individual product, the
org becomes difficult to handle as the person in charge is operating as
correction not as establishment and org product.
Wherever an org's product is low in quantity and quality one must
recognize that it contains several members who unconsciously furnish overt
acts in the guise of post products and begin to straighten things out
accordingly.
The road to sanity for such a person or org is a good grasp of
organizing and products, making known the technology needed to produce a
product, getting it properly done so that the person can then wear his hat.
If this still doesn't occur, personal processing is necessary as the
personnel may well be dramatizing overt acts (harmful acts) by turning out
a bad product.
The final product of an org is the combined products of all the members
of that org directed to accomplish the final products of that org.
Stupidity, lack of a worked out org bd, lack of recognition of what the
final org products should be, lack of training, lack of hats, can produce
poor final products. In an activity not doing well the poor final product
or its lack of any product is the compound errors in subproducts. An org
where the product is pretty bad or nonexistent contains many elements-posts-
in it which have as their individual "post products" not products at all
but overt (harmful) acts.
Pride of workmanship is pride in one's own product.
Every post has some product. If the products of all posts in an activity
are good and the product sequence is good then the final products of the
org will be good.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright c 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
360
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 20 NOVEMBER 1970
CORRECTED AND REISSUED 29 AUGUST 1974
Remimeo
Personnel Series 12
Org Series 15
ORGANIZATION MISUNDERSTOODS
By Scientology study technology, understanding ceases on going past a
misunderstood word or concept.
If a person reading a text comes to the word "Felix Domesticus" and
doesn't know it simply means HOUSE CAT, the words which appear thereafter
may become "meaningless," "uninteresting" and he may even become slightly
unconscious, his awareness shutting down.
Example: "Wind the clock and put out the Felix Domesticus and then call
Algernon and tell him to wake you at 10:00 A.M.," read as an order by a
person who didn't bother to find out that "Felix Domesticus" means "house
cat" or "the variety of cat which has been domesticated" will not register
that he is supposed to call Algernon, will feel dopey or annoyed and
probably won't remember he's supposed to wake up at 10:00 A.M.
In other words, when the person hit a misunderstood word, he ceased to
understand and did not fully grasp or become aware of what followed after.
All this applies to a sentence, a book, a post or a whole organization.
Along the time track a crashing misunderstood will block off further
ability to study or apply data. It will also block further understanding of
an organization, its org board, an individual post or duties and such
misunderstoods can effectively prevent knowledge of or action on a post.
ALL THIS IS THE MOST COMMON CAUSE OF AN UNACCEPTABLE POST PRODUCT, OR NO
PRODUCT AT ALL.
The difficulties of an organization in functioning or producing stem
from this fact.
Personal aberration is the cause of products that are in fact overt
acts.
Scientology technology today easily handles the personal aberration part
of the problem, IF IT IS USED AND PROPERLY APPLIED. Leaving an org
unaudited or being unable to figure out how to run a viable org so that it
can afford to audit its staff members is asking for post or org products
that are overt acts.
Employing persons of the Leipzig, Germany, death camp school
(psychologists, psychiatrists) to handle personal aberration is like
throwing ink in water to clean it up. Governments stupidly do this and
wonder why their final product as an organization is riot, war and a
polluted planet. The point is not how bad psychology and psychiatry are,
but that one does have to handle personal aberration in an organization and
these schools were too vicious and incompetent to do so.
Those who are personally very aberrated are not about to produce
anything but an overt act. They are difficult to detect as they are being
careful not to be detected. Things "just sort of go wrong" around them,
resulting in a product that is in fact an overt act. But these constitute
only about 10 or 20 percent of the population.
361
The remaining 80% or 90% where they are nonfunctional or bungling are so
because they do not understand what it's all about. They have in effect
gone on by a misunderstood such as what the org is supposed to do or the
admin tech they use on their posts or where they are or what their product
is.
Earth organizations like governments or big monopolies get a very bad
repute because of these factors:
1. Personal aberration of a few undetected and unhandled.
2. Inadequate or unreal basic education technology and facilities.
3. Inadequate or unknown organization technology.
4. Noncomprehension of the individual regarding the activities of
which he is a part.
5. Noncomprehension of the basic words with which he is working.
6. Purposes of the post uncleared.
7. Admin of the post not known or comprehended.
8. Technology in use not fully understood.
9. A lack of comprehension of products.
Out of these nine things one gets organizational troubles and the belief
that it takes a genius to run one successfully. Yet all the genius in the
world will fail eventually if the above nine things are not handled to some
degree.
The common methods currently in use on the planet to handle these things
are very crude and time-consuming as the items themselves are either dimly
comprehended or not known at all.
IA. Personal aberration is met by torture, drugs or death when it is
detected. Yet only the very serious cases who are obviously screaming,
muttering or unconscious are singled out whereas the dangerous ones are
neither detected nor handled at all and become with ease generals or
presidents or dictators, to say nothing of lesser fry. Ten percent to 20%
of any organization is stark staring mad, doing the place in so adroitly
that only their actual product betrays them.
2A. Basic education as well as higher general education has become a
massproduced area crawling with bad texts and noncomprehension and used
mainly by hostile elements to overturn the state or pervert the race and
its ideals.
3A. Organizational technology is so primitive as to change national maps
and leading companies many times a century, an extremely unstable scene for
a planet.
4A. Very few individuals on the planet have any concept of the structure
entities such as their country or state or company. Persons surveying the
public in the US, pretending to advise acceptance of "new measures" already
in the Constitution were threatened for being revolutionaries. Hardly
anyone knew the basic document of the nation's organization much less its
rambling structure.
5A. The basic words of organization are glibly used but not generally
comprehended-words like "company .. .. management," "policy." Vocabularies
have to be increased before comprehension and communication occur and
misunderstoods drop out.
6A. Post purposes are often glibly agreed with while something entirely
different is done.
362
7A. Administrative actions involving posts are often only dimly
comprehended and seldom well followed but in this matter of communication,
despatches, etc., the planet is not as deficient as in others except that
these functions, being somewhat known can become an end-all-tons of
despatches, no actual product. In some areas it is an obsession, an endless
paper chain, that is looked on as a legitimate product even when it leads
to no production.
8A. The planet's technology is on the surface very complex and
sophisticated but is so bad in actual fact that experts do not give the
planet and its populations 30 years before the smoke and fumes will have
eaten up the air cover and left an oxygenless world. (The converters like
trees and grass which change carbon dioxide to oxygen are inadequate to
replace the oxygen and are additionally being killed by air impurities
coming out of factories and cities.) If the technology destroys the base
where it is done-in this case the planet-it is not adequate and may even be
destructive technology.
9A. The whole idea of "product" is not in use except in commercial
industry where one has to have a car that sells or a washing machine that
actually washes.
THE HARD ROAD
It is against this primitive background that one is trying to run an
organization.
If it were not for improvements made on each one of these points the
task could be hopeless.
I have gone to some length to outline the lacks in order to show the
points where one must concentrate in (a) putting an org together and (b)
keeping it viable.
In these nine areas we are dealing with the heart of it in running orgs.
Enthusiasm is a vital ingredient. It soon goes dull when insufficient
attention is paid to resolving and getting in these nine points.
Bluntly, if they are not gotten in and handled, the task of living and
running a post or an org will become so confused that little or no
production will occur and disasters will be frequent.
THE WORDS
The by-no-means-complete list of words that have to be fully cleared and
understood just to talk about organization as a subject, and to
intelligently and happily work in an org EVEN AS ITS LOWEST EMPLOYEE is
A company A board of directors Top management Policy Management Programs
Targets Orders Technology Know-how Org bd Post Hat Cope Purposes Organize
Duties A checksheet
363
. checklist
. comm channel
. command channel
. relay point
. stable terminal
Double-hatted
A product
Aberration
VIABILITY
This is key vocabulary. One could draw up a whole dictionary for these
things and no one studying it would be any wiser since it would become
salted with other words of far less importance.
The way to do this list is sweat it out with a meter until one knows
each can't mean anything else than what it does mean.
Out of a full understanding of what is implied by each, a brilliantly
clean view is attained of the whole subject of organization, not as a
fumble but as a crisp usable activity.
Unless one at least knows these words completely so that they can be
used and applied they will not buffer off confusions that enter into the
activity.
Glibness won't do. For behind these words is the full structure of an
activity that will survive and when the words aren't understood the rest
can become foggy.
We do know all these needful things. We must communicate them and use
them successfully.
L. RON HUBBARD
Founder
LRH:kjm.rd.ts.gm Copyright c 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
[Note: The 29 August 1974 reissue corrected the word test to text in the
second paragraph of this HCO PLJ
364
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 NOVEMBER 1970
Remimeo (CORRECTED AND REISSUED 27 NOV 1970)
Org Series 16
POLICY AND ORDERS
Probably the greatest single confusion that can exist in the subject of
organizing is the reversal of "policy" and "orders."
When definitions of these two things are not clearly understood they can
be identified as the same thing or even reversed.
When they are not understood plainly then staff members set their own
policy and demand orders from top management, totally reversing the roles.
Confusion thus generated can be so great as to make an organization
unmanageable. It becomes impossible for staff to do its job and management
cannot wear its hat.
People in an organization obsessively demand orders from policy source
and then act on their own policy. This exactly reverses matters and can be
a continual cause of disorganization.
As policy is the basis of group agreement, unknown policy or policy set
by the wrong source leads to disagreement and discord.
Demanding or looking for orders from policy source and accepting policy
from unauthorized sources of course turns the whole organization upside
down. The bottom of the org board becomes the top of the org bd. And the
top is forced to act at lower levels (order issue) which pulls it down the
org bd.
But this is not strange as we are dealing here with principles rather
new in the field of organization, principles which have not been crisply
stated. THERE IS NO EXACT ENGLISH WORD for either of these two functions.
POLICY as a word has many definitions in current dictionaries amongst
which only one is partially correct: "A definite course or method of action
to guide and determine future decisions." It is also "prudence or wisdom"
"a course of action" and a lot of other things according to the dictionary.
It even is said to be laid down at the top.
Therefore the word has so many other meanings that the language itself
has become confused.
Yet, regardless of dictionary fog, the word means an exact thing in the
specialized field of management and organization.
POLICY MEANS THE PRINCIPLE EVOLVED AND ISSUED BY TOP MANAGEMENT FOR A
SPECIFIC ACTIVITY TO GUIDE PLANNING AND PROGRAMMING AND AUTHORIZE THE
ISSUANCE OF PROJECTS BY EXECUTIVES WHICH IN TURN PERMIT THE ISSUANCE AND
ENFORCEMENT OF ORDERS THAT DIRECT THE ACTIVITY OF PERSONNEL IN ACHIEVING
PRODUCTION AND VIABILITY.
POLICY is therefore a principle by which the conduct of affairs can be
guided.
A policy exists, or should exist, for each broad field or activity in
which an organization is involved.
365
Example: The company has a lunchroom for its employees. Top policy
concerning it might be "To provide the employees cheaply with good food and
clean fast service." From this the lunchroom manager could plan up and
program how he was going to do this. With these approved they form the
basis of the orders he issues.
Now let us say the manager of the lunchroom did not know organization
and that he did not try to get a policy set or find if there was one and
made up his own policy and planned and programmed and issued his orders on
that. Only the policy he makes up is "To make dough for the company."
Now the wild melee begins.
Top management (the lunchroom manager's highest boss) sees stenos eating
cold lunches brought from home at their desks. And begins to investigate.
How come? Stenos then say, "We find it cheaper to eat our own lunches." Top
management finds coffee in the lunchroom is terrible and costs several
shillings. Dried out sandwiches cost a fortune. There is no place to sit .
. . etc. So top managment issues orders (not policy). "Feed that staff!"
But nothing happens because the lunchroom manager can't and still "make
dough for the company." Top managment issues more orders. The lunchroom
manager thinks they must be crazy at board level. How can you make dough
and still feed the whole staff? And top management thinks the lunchroom
manager is crazy or a crook.
Now you multiply this several times over in an organization and you get
bad feeling, tension and chaos.
Let us say top managment had issued policy: "Establish and run a
lunchroom to provide the employees cheaply with good food and clean fast
service." But the lunchroom manager hired knew nothing of organization,
heard it, didn't realize what policy was and classified it as a "good
idea." Idealistic, probably issued for PR with employees. "But as an
experienced lunchroom man I know what they really want. So we'll make a lot
of dough for the company!"
He thereafter bases all his orders on this principle. He buys lousy food
cheap, reduces quality, increases prices, cuts down cost by no hiring and
does make money. But the company gets its income from happy customers who
are handled by happy staff members. So the lunchroom manager effectively
reduces the real company income by failing to cater to staff morale as was
intended.
UNPREDICTABLE
It is a complete fact that no top management can predict WHAT policy
will be set by its juniors.
The curse of this is that top management depends on "common sense" and
grants greater knowledge of affairs to others at times than is justified.
"Of course anybody would know that the paper knives we make are supposed to
cut paper." But the plant manager operates on the policy that the plant is
supposed to provide employment for the village. You can imagine the
squabble when the paper knives which do NOT cut paper fail to sell and a
threatened layoff occurs.
Nearly all labor-management hurricanes blow up over this fact of
ignorance of policy. It is not actually a knowing conflict over different
policies. It's a conflict occurring on the unknown basic of unknown or
unset policy of top management and the setting of policy at an unauthorized
level.
ORDERS
"Order" takes up two small print columns of the two ton dictionaries.
The simple definition is
366
AN ORDER IS THE DIRECTION OR COMMAND ISSUED BY AN AUTHORIZED PERSON TO A
PERSON OR GROUP WITHIN THE SPHERE OF THE AUTHORIZED PERSON'S AUTHORITY.
By implication an ORDER goes from a senior to juniors.
Those persons who do not conceive of an organization larger than a few
people tend to lump all seniors into order-issuers, tend to lump anything
such a senior says into the category of order and tend to lump all juniors
into order-receivers.
This is a simple way of life, one must say.
Actually it makes all seniors bosses or sergeants and all juniors into
workers or privates. It is a very simple arrangement. It does not in any
way stretch the imagination or sprain any mental muscles.
Unfortunately such an organized arrangement holds good for the metal
section of the shop or a platoon or squad. It fails to take into account
more sophisticated or more complex organizations. And it unfortunately
requires a more complex organization to get anything done.
Where one has squad mentality in a plant or firm, one easily gets all
manner of conflict.
Few shop foremen or sergeants or chief clerks ever waste any time in
trying to tell the "rank and file" what the policy is. "Ours was not to
reason why" was the death song of the Light Brigade. And also the open door
to communism.
Communism is unlikely to produce a good society because it is based on
squad mentality. Capitalism has declined not because it was fought but
because it could not cope with squad mentality. The policies of both are
insufficiently embracive of the needs of the planet to achieve total
acceptability.
An order can be issued solely and only because its issuer has in some
fashion attained the right to issue the instruction and to expect
compliance.
The officer, the chief clerk, the shop steward, the sergeant, each one
has a license, a warrant, a "fiat" from a higher authority which entitles
him to issue an order to those who are answerable to him.
So where does this authority to issue orders come from?
The head of state, the government, the board of directors, the town
council, such bodies as one could consider top management in a state or
firm, issues the authority to issue orders.
Yet such top persons usually do not issue authority to issue orders
without designating what the sphere of orders will be and what they will be
about.
This is the policy-making, appointment-making level at work.
All this is so poorly and grossly defined in the language itself that
very odd meanings are conceived of "policy" and "orders."
Unless precise meanings are given, then organization becomes a very
confused activity.
Understood in this way, the following sentence becomes very silly: "The
board of directors issued orders to load the van and the driver was glad to
see his policy of interstate commerce followed."
Yet a group will do this to its board of directors constantly. "You did
not issue
367
orders. . . ." "We were waiting for orders. . . ." "I know we should have
opened the doors but we had no order from the council. . . ."
The same group members, waiting for orders to sit or stand by special
board resolution, will yet set policy continually. "We are trying to let
others do their jobs without interference." "I am now operating to make
each member of my department happy." "I am running this division to prevent
quarrels."
Ask officers, secretaries, in-charges, "What policy are you operating
on?" and you will get a quick answer that usually is in total conflict or
divergence from any board policy. And you will get a complaint often that
nobody issues their division orders so they don't know what to do!
The fact is that POLICY gives the right to issues orders upon it to get
it in, followed and the job done.
A group of officers, each one issuing policy madly while waiting for the
head of the firm to give them orders is a scene of mix-up and catastrophe
in the making.
Policy is a long, long-range guiding principle.
An order is a short-term direction given to implement a policy or the
plans or programs which develop from policy.
"People should be seated in comfortable chairs in the waiting room" is a
policy.
"Sit down" is an order.
If policy is understood to authorize people to issue orders, the picture
becomes much clearer.
"Clearing post purpose" is another way of saying "Get the policy that
establishes this post and its duties known and understood."
Unless an organization gets this quite straight, it will work in tension
and in internal conflict.
When an organization gets these two things completely clear, it will be
a pleasant and effective group.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright c 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
368
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF I DECEMBER 1970
Remimeo
Org Series 17
REALITY OF PRODUCTS
The character of the VALUABLE FINAL PRODUCTS OF AN ACTIVITY is something
which must be established EXACTLY.
Example: Ajax Ball Bearings Ltd. did well for a while and then went into
a decline. The exact change point into the decline coincided with a change
to new stockholders and considerable executive and staff turnover. At first
glance the WHY would have seemed to be so many transfers-musical chairs.
However, a complete survey shows that the definitions of Ajax valuable
final products where changed from "useful ball bearings sold in quantity at
a profit" to "world acceptance of Ajax." The big ad campaigns, internal
shop and accounting policy shifts to accomplish this, the new fuzzy ideas
about it and failure to spot the WHY took Ajax down. Traced further it was
found that the new advertising manager had originated this policy and the
new board had only a foggy notion of its duties and knew nothing of
"valuable final products." The whole company started "manufacturing"
acceptance instead of ball bearings. The production shop got more and more
idle, more and more neglected, had fewer and fewer men in it. Admin got
more and more people and down down down went the stats.
A survey of any activity, requesting a list from each member of the
company answering the question, "What are the valuable final products of
this company?" can reveal much and can show that many are setting policies
and doing things in the company name which have no real relation to what
the company is doing and therefore drive the activity in contrary and
conflicting directions.
After all it is the crew, staff members and workers who do the work.
When they have to set their own policy and use their own ideas of the
valuable final products, you can get a lot of conflicts and upsets which
should never exist.
Make no mistake: An activity can be totally unmanageable and become
nonviable over just these points. Possibly all labor-management upsets come
from them.
1. Policy is set by top management after experience and agreed
upon by others. Where policy is needed it should be requested from
the top, not set independently by the supervisors or workers.
2. The valuable final products of an activity must be very
carefully surveyed, established and clearly released at policy level
AS POLICY.
Anarchy appears to fail (as it did before the Spanish revolution 1936)
and strong central management succeeds around this one point of policy.
Everyone sets his own in an anarchy. Businesses succeed only on that point
and the precise establishment of valuable final products.
When the exact valuable final products are known and agreed upon, only
then does successful group action become possible.
The car industry looks easy. The valuable final product is a car. But
automotive labor and unions have not agreed to that. Their "valuable final
product" is "a big pay check." This one point damaged and may have
irreparably destroyed the US economy in 1970 when General Motors, the
country's largest industry, had a walkout and layoff.
369
Failing to handle this one point GM management was failing duty as
management (they lost their general manager last year due to a Ford
maneuver of hiring him over, then firing him). Labor in this case ruined
their future pay checks and lost thousands of jobs.
Forty years ago a similar inability to set policies and establish
valuable final products began to wipe out the coal industry in the US.
Under a John L. Lewis, the miners made coal mining economically impossible.
Management, mostly absentee and careless, half a century before that had
begun to make errors, run unsafe mines and look on an appearance in society
pages as a valuable final product. Today "Appalachia" is a ruined poverty
area. And oil is the fuel-of which there is little compared to US domestic
coal.
So do not discount these two points. They are capable of wicked
backlashes when not done right. They are the WHY of not only organization
failures but also the failures of civilizations.
PRECISE WORDING
The valuable final products of any activity small or large must be very
precisely and totally listed and totally continually posted.
The valuable final products of a division should be on the org board
under the division and the valuable final products of the org should be on
the org board in a glaring red list.
Let us take a college. US colleges and others are so clouded up with
"government projects" and "scientific findings" and "published papers" and
"sport wins" and "general public awe of their greatness' , ' that they have
pretty well forgotten a "welltrained and successful student in the field of
his major." So the student body product becomes "revolt." And the college
product becomes "???" in the public mind. I do not speak idly. The very
last thing a college wants in a student is one who is an individual
success. A downtrodden anonymous member of some industrial team or an
underpaid professor is about as high as a college will tolerate from their
student bodies according to surveys. For several hundred years, since
Francis Bacon (1561--1626) in fact, there has been no renowned philosopher
who has not been eased carefully out of his college long before graduation.
The list exceptions are tame sellouts like Dewey, part of the Leipsic death
camper crew.
So here is civilization at risk. The valuable final product of its
educational institutions is not stated and is neglected in favor of a
multitude of false or valueless products. They are not known by their
students but by their arrogance and political connections. This is not idle
data. Failure to understand this fact of valuable final products began
around 1862 the downfall of imperial Russia, spearheaded by its college
students. Having no real valuable final product, clearly stated and agreed
upon, opens the door to conflict not only in the company but in the state
and the entire civilization. (Granted, imperial Russia stank, which is my
exact point. So did Stalinism.)
Studying back and forth over history, poking about in old ruins,
remembering, adding it up, the apparent causes of organizational decay are
(a) Failure to have an informed, trained top management capable of
setting real policy in accordance with the need of the organization.
(b) Failure of top management to set policy.
(c) Company members, supervisors and workers setting their own
policy out of agreement with or in ignorance of the needs of the
organization and themselves.
(d) Failure of top management to wisely, completely and precisely
establish the valuable final products of the activity.
370
(e) Ignorance of or disagreement with the valuable final products by
workers and company members.
In a much more general sense we would have
A. Unwise or unset policy.
B. Unreal or unstated or undone valuable final products.
These apply to any organizaton of any size. The most flagrant offenders
are governments. I have never met a political leader or police officer who
had a clue about valuable final products of the state. You or I might feel
that "public safety" was a valuable final product of police, but the police
don't say so.
In amongst psychiatry I have worked for hours trying to make numerous
psychiatrists state what they were trying to accomplish. I have never even
gotten one to hazard even a suggestion of why he was doing what he was
doing, much less say "a cured patient" or "a safeguarded society."
The confusion on these points of valid policy and valuable final product
is so great in the world of this writing as to be intolerable.
So do not feel strange that in our early organizations it has been hard
to handle things-they were cheek by jaw with a society that believed itself
a jungle and where "moral" standards were being set by the psychiatrists
who gave the world Hitler and twelve million exterminated Germans.
When the society goes in this direction (war, murder, psychiatry) it
conceives its valuable final product to be dead men.
Thus it is very, very important for us to get these hitherto obscure or
unidentified principles up into the light where they belong and to USE
them.
I . The beings of top management must be fully informed and capable
of setting or knowing and publishing policy according to the need
(including viability) of the organization which will be agreed upon
by the whole activity. This means an informed, trained top
management and includes org management.
2. Top management and managers must KNOW policy and be able to set
or request policy where it is unknown or nonextant.
3. All members (top management, managers, supervisors,
technicians, workers) must understand the mechanisms of setting
policy, how to get it set, know policy that is set and know what is
valid policy and who sets it.
4. The valuable final products of an organization must be known to,
precisely and completely established, and defined by top management.
5. The valuable final products of an activity must be known fully
to and agreed upon by all beings in the organization including why,
and the abandonment of random products which are being done but
which do not in any way add up to valuable final products.
ECONOMICS
The economics of any group is such that it cannot tolerate offbeat
products and remain sound. This is true of any political or commercial
form, group or commercial company.
All of the activities of a group in some way must add up to known
valuable final products of a group or it will, as an entity, shatter.
371
Even in a "moneyless state," a barter economy, this remains factual.
Western civilization and Eastern alike have decayed on the altars of war
gods. Diplomatic and political incompetence have squandered their efforts
and brought them to inflation and then dust. A socialism where the
population goes unshod or a capitalism where a barrowload of bucks will not
buy a loaf of bread are paying for ignorance of their actual valuable final
products and the squandering of funds and effort on side issues.
One cannot appropriate or apportion funds without an intimate knowledge
of the valuable final products of the activity.
One cannot handle property unless one knows the valuable final products
of the activity.
One cannot assign personnel without huge waste of manpower unless one
knows the valuable final products.
Therefore one must be able to list and know the valuable final products
of an activity before one can
i. Do financial planning.
ii. Arrange, buy or sell property.
iii. Allocate spaces assigned for different functions.
iv. Assign personnel.
If one tries to do these things first and discover final products later,
all efforts to organize will be canceled.
CENTRAL AUTHORITY
The valuable final products must be agreed upon and issued as policy and
additions to the list must be referred to the policy-making level of the
group before being confirmed as valid.
The aimless meanderings of contemporary societies show the absence of
such lists. It some time ago began to be stated and believed that society
"just took in each other's washing"; and the joke, Parkinson's Law, in
which bureaucracy multiplies automatically, both give evidence that society
is believed not to have any valuable final products even as faint as "a
good life."
Individual members of a group or society must know the valuable final
products of the activity and must be in some agreement with them to have a
successful group.
SURVEYS
Surveys of what should be the valuable final products show mainly the
spirit of the matter. It should not be believed for a moment that a
standard survey would apply: a standard survey being the adding up of the
answers and taking the majority as useful.
Such a survey measures willingness concerning types or directions of
activity.
Given this, setting the exact things the group can or should produce and
wording them exactly requires a lot of looking and a lot of work.
What products of the group are economically valuable? This is the key
point that will be overlooked.
372
What, in short, can this group exchange with other groups or society
that will obtain things the group does not produce? This is the heart of
economics. The law of supply and demand applies.
This is too hard-headed an approach for a whole group to decide upon
without a great deal of personal work.
If the group has a past to assess, then it will previously have produced
products from time to time that did demonstrate economic value. A search
for and a list of these is of primary value.
If the group has no past, it has some experience available from the
society which it can employ.
It can be taken as a rule that group members will not identify or phrase
the valuable final products. And it can be taken as another rule that it
will in the course of time lose those products from its production that
were valuable.
Final is another word that will probably escape grasp. Subproducts
leading to final products will be given equal billing with the final
product.
So three surveys have to be done.
What does the group think its final product should be? This gives
willingness and direction.
What have been the previous valuable final product successes of the
group? (That did exchange with other groups so the producing group can
obtain things it does not produce.) This in a new group would' be a survey
of what similar groups have produced.
There would then be a period of intense and expert work by or for
central policy authority where questions like: Have times changed? Were
these items every thoroughly offered? What was the relative value in light
of their cost? Is recosting necessary due to money value changes? Which
ones really brought value back to the group from others? Can we still
produce these? Thus a list is drawn up, precisely worded.
Then the final (3rd) survey can occur. This is the issue of the reworked
list above to the group to get them to look at it from their viewpoint and
see if it is feasible and any points missed and any expert opinion taken
amongst the experts in the group.
The final list of valuable final products could then be drawn and issued
as policy.
A special watchdog production tally officer could then be appointed to
make sure these valuable final products are being prepared for and
produced.
Yes, it would take all that to get the list of valuable final products
of an activity.
The valuable final product list does not come wholly from top
management.
The list does not come only from the group.
Major social and business catastrophes occur when (a) no list is set (b)
top management only sets the list or (c) the group sets the list up.
Phrases like "a better world" or "a big car" or "lots of customers" are
quite incomplete and unreal. Even the words "an auditor" or "a release" are
correct but are not fully enough described to be good statements of a
valuable final product.
A notable example of all this occurred in the car industry when Edsel
Ford, ten years ago, did not survey past products and current demands and
produced---The
373
Edsel." Henry Ford half a century earlier had established the company
products as a cheap, small rugged automobile that would put America on
wheels and a big, expensive car to hold up the company image. "The Edsel"
went in between and millions were lost and scores of dealers were wiped
out. No survey. No precise product.
If all this seems commercial, remember that in any civilization a group
has to buy or acquire those things it does not produce. This is true in
captialism, communism or tribal barter. There is no Santa Claus and even a
corn and games welfare state can go broke and always has.
Thus the valuable final product of a group must be valuable to another
group or individuals in society around it and sufficiently so that it can
receive in return things it wants or needs but does not produce. And it
must DELIVER its valuable final product, a point most often missed.
A group of knights in a castle on a hill had protection for the peasant
as a valuable final product. When they ceased to deliver and used only
threat and robbery the peasant eventually invented a longbow whose arrow
could penetrate armor and knighthood was no longer in flower.
All this is really quite simple. It is even in the Factors.
L. RON HUBBARD
Founder
LRH:rr.rd.gm Copyright 10 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
374
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 6 DECEMBER 1970
Remimeo
Dept 14 Hats
Personnel Series 13
Org Series 18
THIRD DYNAMIC DE-ABERRATION
The exact mechanism of 3rd dynamic (group or organization) aberration is
the conflict of COUNTER-POLICY.
Illegal policy set at unauthorized levels jams the actions of a group
and IS responsible for the inactivity, nonproduction or lack of team
spirit.
Counter-policy independently set jams the group together but inhibits
its operation.
Out-reality on org bds, hats, etc., is to a large degree caused by
disagreements and conflicts which are caused by illegal policy.
If we had a game going in which each player set his own rules, there
would be no game. There would only be argument and conflict.
VARIETIES OF COUNTER-POLICY
At the start it must be assumed or effected that there is someone or
somebody to set authorized policy for the group. Absence of this function
is an invitation to random policy and group conflict and disintegration. If
such a person or body exists, new proposed policy must be referred to this
person or body and issued, not set randomly at lower levels or by
unauthorized persons.
Policies so set by the policy authority must be informed enough and wise
enough to forward the group purpose and to obtain agreement. Ignorant or
bad policy even when authorized tends to persuade group members to set
their own random policy.
When no policy at all exists random policy occurs.
When policy exists but is not made known, random policy setting will
occur.
Ignorance of policy, the need or function of it, can cause random
policies,
Hidden not stated random policies can conflict.
Correct policy can be relayed on a cutative basis-a few words left off
or a qualifying sentence dropped which makes policy incorrect or null.
"Children may not go out" can be made out of "Children may not go out after
midnight."
Altered policy can be limitless in error.
Attributing a self-set policy to the authorized source can disgrace all
policy as well as pervert the leadership purpose.
Policy can be excluded from a zone of a group that should be governed by
it. "Pipe-making policy does not apply to the small pipe shop."
Such masses of unnecessary policy can be issued that it cannot be
assimilated.
375
Policy can exist in large amounts but not be subdivided into relevant
subjects as is done in hat checksheets.
Disgrace of policy can occur in a subsequent catastrophe and render any
policy disgraceful, encouraging self-set policy by each group member.
CLEARING A GROUP
All authorized policy must be set or made available in master books and
adequate complete policy files. This makes it possible to compile hats and
checksheets and issue packs.
Group surveys of "What policy are you operating on?" can reveal random
policy.
All bugged (halted) projects can be surveyed for illegal policy and
cleaned up and gotten going again.
Other actions can be taken all of which add up to
1. Get existing policy used.
2. Get areas without policy crisply given policy from the authorized
source.
3. Debug all past projects of false policy.
4. De-aberrate group members as per the Organization Misunderstoods PL
and other materials.
5. Educate the group members concerning policy technology.
6. Set up systems that detect, isolate and report out-policy and get it
corrected and properly set, issued and known.
7. Monitor any new policy against statistics and include policy
outnesses as part of all statistical evaluations.
ADMIN SCALE
I have developed a scale for use which gives a sequence (and relative
seniority) of subjects relating to organization.
GOALS
PURPOSES
POLICY
PLANS
PROGRAMS
PROJECTS
ORDERS
IDEALSCENES
STATS
VALUABLE FINAL PRODUCTS
This scale is worked up and worked down UNTIL IT IS (EACH ITEM) IN FULL
AGREEMENT WITH THE REMAINING ITEMS.
In short, for success, all these items in the scale must agree with all
other items in the scale on the same subject.
Let us take "golf balls" as a subject for the scale. Then all these
scale items must be in agreement with one another on the subject of golf
balls. It is an interesting exercise.
376
The scale also applies in a destructive subject. Like "cockroaches."
When an item in the scale is not aligned with the other items, the
project will be hindered if not fail.
The skill with which all these items in any activity are aligned and
gotten into action is called MANAGEMENT.
Group members only become upset when one or more of these points are not
aligned to the rest and at least some group agreement.
Groups appear slow, inefficient, unhappy, inactive or quarrelsome only
when these items are not aligned, made known and coordinated.
Any activity can be improved by debugging or aligning this scale in
relation to the group activity.
As out-reality breeds out-comm, and out-affinity, it follows that unreal
items on the scale (not aligned) produce ARC breaks, upsets and
disaffection.
It then follows that when these scale items are well aligned with each
other and the group there will be high reality, high communication and high
affinity in the group.
Group mores aligned so and followed by the group gives one an ethical
group and also establishes what will then be considered as overts and
withholds in the group by group members.
This scale and its parts and ability to line them up are one of the most
valuable tools of organization.
DEBUG
When orders are not complied with and projects do not come off, one
should DETECT, ISOLATE and REPORT and handle or see that it is handled, any
of the scale items found random or counter.
If any item below POLICY is in trouble-not moving-one can move upwards
correcting these points, but certainly concentrating on a discovery of
illegal or counterpolicy. Rarely it occurs some old but legal policy needs
to be adjusted. Far more commonly policy is being set by someone verbally
or in despatches, or hidden, that is bugging any item or items below the
level of policy.
So the rule is that when things get messed up, jammed up, slowed or
inactive or downright destructive (including a product as an overt act) one
sniffs about for random or counter-policy illegally being set in one's own
area or "out there."
Thus in the face of any outness one DETECTS-ISOLATES-REPORTS and handles
or gets handled the out-policy.
The detection is easy. Things aren't moving or going right.
The isolation is of course a WHAT POLICY that must be found and WHO set
it.
Reporting it would mean to HCO.
Handling it is also very easy and would be done in Qual.
This admin tech gives us our first 3rd dynamic de-aberrater that works
easily and fast.
Why?
377
Well, look at the Admin Scale. Policy is just below purpose.
Purpose is senior to policy.
The person who is setting random or counter illegal policy is off group
purpose. He is other-purposed to greater or lesser degree.
From 1960 to 1962 1 developed a vast lot of technology about goals and
purposes. If we define a goal as a whole track long, long-term matter and a
purpose as the lesser goal applying to specific activities or subjects we
see clearly that if we clean up a person's purposes relating to the various
activities in which he is involved and on the eight dynamics we will handle
the obsession to set random or counter-policies!
So it is an auditing job and the tech for it is extensive. (The African
ACC was devoted to this subject. Lots of data exists on it.)
It happens however that around 20% (probably more) of any group's
members are actively if covertly anti-group and must be handled at a less
profound level under "personal aberration" in the Org Misunderstoods policy
letter before you can begin to touch purpose.
Thus any group member, since this tech remedy helps them all, would be
handled with
1. General case de-aberration (called LlOs on Flag).
2. Purpose handling for posts.
3. Org bd, hatting and training.
Those setting random or counter-purpose later detected would get further
no. 2 and no. 3.
As the universe is full of beings and one lives with them whether he
likes it or not, it would be to anyone's interest to be able to have
functioning groups.
The only way a group jams up and (a) becomes difficult to live in, and
(b) impossible to fully separate from, is by random and counter-purposes.
If one thinks he can go off and be alone anywhere in this universe he is
dreaming.
The first impulse of a hostile being is "to leave" a decent group. What
a weird one.
The only reason he gets in jams is his inability to tolerate or handle
others,
There's no road out for such a being except through.
Thus all we can do to survive even on the first dynamic is to know how
to handle and be part of the third or fourth dynamic and clean it up.
Probably the reason this universe itself is considered by some as a trap
is because their Admin Scale is out,
And the only reason this universe is sometimes a trial is because no one
published its Admin Scale in the first place.
All this is very fundamental first dynamic tech and third dynamic tech.
It is the first true group technology that can fully de-aberrate and
smooth out and free within the group every group member and the group
itself.
378
Thus, combined with auditing tech, for the first time we can rely wholly
on technology to improve and handle group members and the group itself
toward desirable and achievable accomplishment with happiness and high
morale.
Like any skill or technology it has to be known and done and continued
in use to be effective.
The discovery, development and practical use of this data has made me
very, very cheerful and confident and is doing the same thing on the test
group.
I hope it does the same for you.
L. RON HUBBARD
Founder
LRH:nt.rd.ts.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
379
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 14 DECEMBER 1970
Remimeo
Personnel Series 14
Org Series 19
GROUP SANITY
The points of success and failure, the make and break items of an
organization are
1. HIRING
2. TRAINING
3. APPRENTICESHIPS
4. UTILIZATION
5. PRODUCTION
6. PROMOTION
7. SALES
8. DELIVERY
9. FINANCE
10. JUSTICE
11. MORALE
These eleven items MUST AGREE WITH AND BE IN LINE WITH THE ADMIN SCALE
(Org Series 18).
Where these subjects are not well handled and where one or more of these
are very out of line, the organization will suffer a third dynamic
aberration.
This then is a SANITY SCALE for the third dynamic of a group.
The group will exhibit aberrated symptoms where one or more of these
points are out.
The group will be sane to the degree that these points are in.
Internal stresses of magnitude begin to affect every member of the group
in greater or lesser degree when one or more of these items are neglected
or badly handled.
The society at large currently has the majority of these points out.
These elements become aberrated in the following ways:
1. HIRING
The society is running a massive can't have on the subject of people.
Automation and employment penalties demonstrate an effort to block out
letting people in and giving them jobs. Confirming this is growing
unemployment and fantastic sums for welfare-meaning relief. Fifty percent
of America within the decade will be jobless due to the population
explosion without a commensurate expansion in production. Yet production by
US presidential decree is being cut back. War, birth control, are two of
380
many methods used to reduce population. THIS THIRD DYNAMIC PSYCHOSIS IS A
REFUSAL TO EMPLOY PEOPLE. EXCLUSION OF OTHERS IS THE BASIC CAUSE OF WAR AND
INSANITY.
2. TRAINING
Education has fallen under the control of one-worlders, is less and less
real. Data taught is being taught less well. Less data is being taught.
School and college unrest reflect this. Confirmation is the deteriorated
basic education found in teenagers such as writing. Older technologies are
being lost in modern rewrites. THIS THIRD DYNAMIC PSYCHOSIS IS A COVERT
REFUSAL TO TRAIN.
3. APPRENTICESHIPS
The most successful industries, activities and professions of earlier
centuries were attained by training the person as an apprentice, permitting
him to understudy the exact job he would hold for a long period before
taking the post. Some European schools are seeking to revive this but on a
general basis, not as an apprentice system. A THIRD DYNAMIC PSYCHOSIS IS A
DENIAL OF ADEQUATE EXPERIENCE TO SUCCEED.
4. UTILIZATION
In industries, governments and armed services as well as life itself,
personnel are not utilized. A man trained for one thing is required to do
something else. Or his training is not used. Or he is not used at all. A
THIRD DYNAMIC PSYCHOSIS IS FAILURE TO UTILIZE PEOPLE.
5. PRODUCTION
Modern think is to reward downstats. A person is paid for not working.
Governments who produce nothing employ the most people. Income tax and
other current practices penalize production. Countries which produce little
are given huge handouts. War which destroys attains the largest
appropriations. A THIRD DYNAMIC PSYCHOSIS IS TO PREVENT PRODUCTION.
6. PROMOTION
Promotion activities are subverted to unworthy activities. True value is
seldom promoted. What one is actually achieving gets small mention while
other things are heavily promoted. Reality and PR are strangers. A THIRD
DYNAMIC PSYCHOSIS IS UNREAL OR NONFACTUAL PROMOTION.
7. SALES
Sales actions are unreal or out of balance. Clumsy or nonfunctioning
sales activities penalize producers and consumers. In areas of high demand,
sales actions are negligible even when heavy advertising exists. This is
proven by the inability to sell what is produced even in large countries so
that production cutbacks are continual threats to economies and workers. A
population goes half-fed in times of surplus goods. With curtailed car
factories a nation drives old cars. With a cutback construction industry
people live in bad houses. Sales taxes are almost universal. A THIRD
DYNAMIC PSYCHOSIS IS THE IMPEDING OF PRODUCT DISTRIBUTION TO POTENTIAL
CONSUMERS.
8. DELIVERY
Failure to deliver what is offered is standard procedure for groups in
the humanities. Commercially it is well in hand.
381
9. FINANCE
One's own experience in finance is adequate to demonstrate the
difficulties made with money. A THIRD DYNAMIC PSYCHOSIS IS THE PERVERSION
OF FINA NCE.
10. JUSTICE
Under the name of justice, aberrated Man accomplishes fantastic
injustices. The upstat is hit, the downstat let go. Rumors are accepted as
evidence. Police forces and power are used to ENFORCE the injustices
contained I to 9 above. Suppressive justice is used as an ineffectual but
savage means of meeting situations actually caused by the earlier listed
psychoses. When abuses on I to 9 make things go wrong, the social
aberration then introduces suppressive injustices as an effort to cure.
Revolt and war are magnified versions of injustices. Excess people-kill
them off in a war. A THIRD DYNAMIC PSYCHOSIS IS THE SUBSTITUTE OF VIOLENCE
FOR REASON.
11. MORALE
A continuous assault on public morale occurs in the press and other
media. Happiness or any satisfaction with life is under continuous attack.
Beliefs, idealism, purpose, dreams, are assaulted. INSANITY IS A REFUSAL TO
ALLOW OTHERS TO BE, DO OR HAVE.
Any action which would lead to a higher morale has to be defended
against the insane few. A THIRD DYNAMIC PSYCHOSIS IS A DETESTATION OF HIGH
MORALE.
The COMMON DENOMINATOR of all these insanities is the desire to SUCCUMB.
Insanities have as their end product self or group destruction.
These eleven types of aberration gone mad are the main points through
which any group SUCCUMBS.
THEREFORE, these eleven points kept sane guarantee a group's SURVIVAL.
EXAMPLES
Seeing all this in one example permits one to see that these third
dynamic insanities combine to destroy.
A. Believing it impossible to obtain money or make it, a firm cannot
hire enough people to produce. So has little to sell, which is badly
promoted and is not sold so it has no money to hire people,
B. Needing people for another job the firm robs them from a plant which
then collapses and fails to make money so no new people can be hired. This
reduces production so people have to be dismissed as they can't be paid.
C. Persons are in the firm but are kept doing the wrong things so there
is little production and no promotion or sales so there is no money to pay
them so they are dismissed.
D. A new product is put in. People to make it are taken from the area
already making a valuable product which then collapses that area and there
is not enough money to promote and selling fails so people are dismissed.
The examples are many. They are these same eleven group insanities in
play upon a group, a firm, a society.
382
SANITY
If this is a description of group aberration, then it gives the keys to
sanity in a
group.
1. HIRING
Letting people INTO the group at large is the key to every great
movement and bettered culture on this planet. This was the new idea that
made Buddhism the strongest civilizing influence the world has seen in
terms of numbers and terrain. They did not exclude. Race, color, creed,
were not made bars to membership in this great movement.
Politically the strongest country in the world was the United States,
and it was weakened only by its efforts to exclude certain races or make
them second-class citizens. Its greatest internal war (1861-65) was fought
to settle this point, and the weakness was not resolved even then.
The Catholic Church only began to fail when it began to exclude.
Thus inclusion is a major point in all great organizations.
The things which set a group or organization on a course of exclusion
are (a) the destructive impulses of about 10 or 15% of the society (lunacy)
and (b) opposition by interests which consider themselves threatened by the
group or organization's potential resulting in infiltration (c) efforts to
mimic the group's technology destructively and set up rival groups.
All these three things build up barriers that a group might
thoughtlessly buy and act to remedy with no long-range plans to handle.
These stresses make a group edgy and combative. The organization then
seeks to solve these three points by exclusion, whereas its growth depends
wholly upon inclusion.
No one has ever solved these points successfully in the past because of
lack of technology to solve them.
It all hinges on three points: (1) the sanity of the individual, (2) the
worthwhileness of the group in terms of general area, planetary or
universal survival, and (3) the superiority of the group's organization
tech and its use.
Just at this writing, the first point is solved conclusively in
Scientology. Even hostile and destructive personalities wandering into the
group can be solved and, due to the basic nature of Man, made better for
the benefit of themselves and others.
The worthwhileness of the organization is determined by the assistance
given to general survival by the group's products and the actual factual
delivery of those valid products.
The superiority of a group's admin tech- and its application is at this
current writing well covered in current developments.
Thus inclusion is almost fully attainable. The only ridges that build up
are the short-term defense actions.
For instance, Scientology currently must fight back at the death camp
organizations of psychiatry whose solution is a dead world, as proven by
their actions in Germany before and during World War 11. But we must keep
in mind that we fully intend to reform and salvage even these opponents. We
are seeking to include them in the general survival by forcing them to
cease their nonsurvival practices and overcome their gruesome group past.
383
There are two major stages then of including people-one is as paid
organization personnel and one as unpaid personnel. BOTH are in essence
being "hired." The pay differs. The wider majority receive the pay of
personal peace and effectiveness and a better world.
The org which excludes its own field members will fail.
The payment to the org of money or the money payment to the staff member
is an internal economy. Pay, the real pay, is a better personal survival
and a world that can live.
Plans of INclusion are successful. They sometimes contain defense until
we can include.
Even resistance to an org can be interpreted as a future inclusion by
the org. Resistance or opposition is a common way point in the cycle of
inclusion. In an organization where everyone wins eventually anyway the
senselessness of resistance becomes apparent even to the most obtuse. Only
those who oppose their own survival resist a survival-producing
organization.
Even in commercial companies the best organization with the best product
usually finds competitors merging with it.
2. TRAINING
Basic training, hats, checksheets and packs MUST exist for every member
of a group.
Criminal or antisocial conduct occurs where there is no hat.
Any type of membership or role or post in the whole organization or its
field requires individual and team training. Only where you have a group
member who will not or cannot bring himself to have and wear a hat will you
have any trouble.
This is so true that it is the scope of personnel enhancement.
Ask yourself "Who isn't trained on his post and hatted?" and you can
answer "Who is causing the trouble?"
Basic training, slight or great, is vital for every member of a group,
paid or unpaid.
A field auditor must have a hat. A student needs a student hat, etc.,
etc.
This requires training.
Training begins in childhood. Often it has to be reoriented.
Training as a group member must be done.
Training in exact technology or in the precise tech of admin is not the
first stage of training. Basic training of group members, no matter how
slight, must exist and be done.
Otherwise group members lack the basic points of agreement which make up
the whole broad organization and its publics.
Training must be on real materials and must be rapid. The technology of
how to train is expressed in speed of training.
The idea that it take 12 years to make a mud pie maker is false. TIME in
training does not determine quality of training. Amount of data learned
that can be applied and skills successfully drilled determine training.
384
That the society currently stresses time is an aberrated factor.
The ability to learn and apply the data is the end product of training.
Not old age.
The rate of training establishes to a marked degree the expansion factor
of a group and influences the smoothness of the group during expansion.
If training is defined as making a person or team into a part of the
group then processing is an influencing factor. The facilities for
processing and quantity available are then a determining factor in group
expansion.
3. APPRENTICESHIP
Training on post is a second stage of any training-and processing-
action.
This is essentially a familiarization action.
To have a person leave a post and another take it over with no
"apprenticeship" or groove-in can be quite fatal.
The deputy system is easily the best system. Every post is deputied for
a greater or lesser period before the post is turned over and the
appointment is made. When the deputy is totally familiar he becomes the
person on the post.
Rapid expansion and economy on personnel tend to injure this step. Lack
of it can be very destructive.
Optimally there should be one or two deputies for every key post at all
times. This is a continual apprenticeship system.
Economically it has limitations. One has to weigh the losses in not
doing it against the cost in doing it. It will be found that the losses are
far greater than the cost, even though it increases personnel by at least a
third for a given organization.
When an organization has neglected it as a system (and has turned over
too many posts without deputy or apprenticeship action) its economics may
decay to where it can never be done. This is almost a death rattle for an
organization.
In a two-century-old, highly successful industry, only the apprentice
system was and is used (Oporto wine industry). The quality of the product
is all that keeps the product going on the world market. If the quality
decayed the industry would collapse. Apprenticeship as a total system
maintains it.
Certainly every executive in an organization and every technical expert
should have a deputy in training. Only then could quality of organization
be maintained and quality of product guaranteed.
The total working organization should be on this system actually. And
whenever a person is moved up off a post, the deputy taking over, a new
deputy should be appointed. The last step (appointment of a new deputy) is
the one that gets forgotten.
Failure to recruit new people over a period will very surely find the
whole organization declining soon solely because there is no apprentice
system of deputies. The organization expands, singles up the posts,
promotes some unapprenticed people and begins to lose its economic
advantage. Low pay ensues, people blow off, and then no one can be hired.
It's a silly cycle, really, as it is prevented easily enough by hiring
enough soon enough when the org is still doing well.
The rule is DEPUTY EVERY POST AND NEWLY DEPUTY THEM WHEN PROMOTIONS
OCCUR.
The most covert way to get around this is just to call each person's
junior a deputy
385
even though he has other duties. This makes it all look good on an org
board. "Do you have each post deputied?" "Oh yes!" But the deputies are
just juniors with posts of their own.
A deputy is used to run the same post as it is deputied for. This means
a double posting pure and only.
You'd be amazed at how much production an executive post can achieve
when it is also deputied and when the principal holder of the post will use
the deputy and gen him in, not get him to cover an empty lower post.
4. UTILIZATION
People must be utilized.
Equipment must be utilized.
Space must be utilized.
Learning to USE is a very hard lesson for some. Untrained people, bad
organization, poor machinery, inadequate space all tend to send one off
utilization.
The rule is, if you've got it use it; if you can't use it get rid of it.
This most specifically applies to people. If you've got a man, use him;
if you can't use him get him over to someone who can use him. If he isn't
useful, process and train.
Anyone who can't figure out how to use people, equipment and spaces to
obtain valuable final products is not worthy of the name of executive.
Reversely we get what an executive or foreman is-an executive or foreman
is one who can obtain, train and use people, equipment and spaces to
economically achieve valuable final products.
Some are very skilled in preparing people, systems, equipment, property
and spaces to be used. But if these then go to someone who does not USE
them you get a bad breakdown.
The welfare state and its inflation is a sad commentary on "executive
ability."
An executive whose people are idle and whose materiel is decaying is a
traitor to his people and the org, just that, for he will destroy them all.
UTILIZATION requires a knowledge of what the valuable final products are
and how to make them.
Action which doesn't result in a final product that adds up to valuable
final products is destructive, no matter how innocent it seems.
Man has a planet as a valuable final product. Improper use of the
countries and seas, air and masses which compose it will wind up with the
destruction of Man, all life on it and the usefulness of the planet. So
proper utilization of anything is a very real factor.
The 19th century industrialist, like the mad kings who built great
structures, used up men; they didn't properly use men.
And not using them at all, the current fad, is the most deadly of all.
UTILIZATION is a big subject. It applies to resources, capabilities and
many other factors.
386
The question being asked in all cases is, "How can we USE this to
economically obtain a valuable final product?"
Failing to answer that question gives one the "mysteries of life."
5. PRODUCTION
One may be prone to believe there is no sense in any production at all.
Such a one would also be likely to say, "There is no sense at all." Or "If
they keep on producing it will become impossible to destroy it all."
Production of some final valuable product is the chain of all production
sequences.
Even the artist is producing a reaction. The reaction's service in a
wider sphere to enforce it is what gives art its sense. A feeling of well-
being or grandeur or lightheartedness are legitimate valuable final
products, for instance.
The production areas and activities of an org that produce the valuable
final products are the most important areas and activities of the org.
6. PROMOTION
The acceptance of valuable final products and of their value depends in
a large degree upon (a) a real value and (b) a desire for them.
Promotion creates desire for the valuable final product.
The old saw that the man who builds a better mousetrap will have the
whole world coming to his door is a total falsity.
Unless the value is made known, and the desire created, the mousetraps
are going to go unsold.
Promotion is so important that it can stand alone. It can have limited
success even when there is no product! But in that case it will be of short
duration.
Promotion must contain reality and the final product must exist and be
deliverable and delivered for promotion to be fully successful.
Public relations and advertising and all their skills cover this area of
promotion.
7. SALES
It is hard to sell what isn't promoted and can't be delivered.
Economics greatly affect selling.
Anything must be sold for a price comparable to its value in the eyes of
the purchaser.
COSTING is a precise art by which the total expenses of the organization
administration and production must be adequately covered in the PRICING
allowing for all losses and errors in delivery and adequate to produce a
reserve.
PRICING (the amount being asked) cannot be done without some idea of the
total cost of the final valuable product.
The sale price of one final valuable product may have to cover the cost
of producing other products which are delivered without price.
PRICING however does not necessarily limit itself to only covering
immediate
387
cost of a product. A painting with a dollar's worth of paint and canvas may
have a price of half a million dollars.
Also a painting used in promotion may cost two hundred dollars and be
displayed at no cost at all to the beholder.
These relative factors also include the SKILL of the salesman himself
and there is much technology involved in the act of selling something to
someone and the world abounds in books on the subject.
Therefore sales (once promotion is done) are bound up really in COSTING,
PRICING AND SELLING.
The value in the eye of the purchaser is monitored by the desire created
in him for it. If this is also a real value and if delivery can occur then
SELLING is made very easy-but it is still a skilled action.
The production of a valuable final product is often totally determined
by whether or not it can be sold. And if it can be sold at a price greater
than the cost of delivering it.
That it gets sold depends on the salesman.
The skill of the salesman is devoted to enhancing the desire and value
in the eyes of the buyer and obtaining adequate payment.
8. DELIVERY
The subject and action of DELIVERY is the most susceptible to breakdown
in any organization. Any flaw on the sequence of actions resulting in a
valuable final product may deteriorate it or bar off final delivery.
There are many preparatory or hidden-from-public-view steps on a
production line. When any of these break down, delivery is imperiled.
Given the raw materials and wherewithal to make some valuable final
product, the valuable final product should occur.
WHEN A VALUABLE FINAL PRODUCT DOES NOT GET PRODUCED AND CANNOT BE
DELIVERED, REPAIR THE EARLIER STEPS OF ITS PRODUCTION.
Example: An auditing result is not delivered. Don't just repair the pc.
Repair training of auditors and C/Ses. Repair the assembly line before the
valuable final product. The subproducts are less visible. Yet they add up
to the valuable final product.
THE LAW OF THE IRREDUCIBLE MINIMUM occurs in all delivery problems.
Someone is trying to produce only the visible end product of a post or
production line and neglects the earlier contributory actions and products
as these are not plainly visible.
When an organization or its posts operate only on an irreducible
minimum, production goes bad and DELIVERY crashes.
Take a cook who has his post at an irreducible minimum. Food is
appearing on the table. If he reduced just one bit more the food would no
longer be edible at all. He neglects purchasing, menus and preparation.
That these occur is invisible to the diners. That food appears on the table
is visible to the diners. If the cook operates at any less level than he
is, no edible food would be visible-hence, irreducible minimum. The food
served will be bad. But it will be visible. Invisible-to-the-diners actions
aren't being done.
To improve the food, get the less visible actions done. Get the sequence
of actions all done. The result will be improved food.
388
Take training. The final valuable product is a trained auditor. The
Course Supervisor who runs his post on an irreducible minimum is simply
there, appearing to supervise.
His final product may be horribly unskilled. The teaching may take
"forever."
To improve this one goes earlier on the assembly line-materials, packs,
tapes, student tech services, recorder repair, scheduling-dozens of actions
including getting the Course Supervisor trained.
The visibility is still a Course Supervisor and students being taught.
But with the whole earlier line in, the final valuable product is
excellent!
A being hopes lazily for instantaneous production. It doesn't happen
this way in the mest universe. Things are produced in a sequence of
subproducts which result in a final valuable product. Hope all you want to.
When you omit the subproducts you get no valuable final product.
When the people in an organization do not know the valuable final
products of the org and when a person on a post does not know the final
products of his post, a condition arises where no org DELIVERY will occur,
or if it does occur it will be poor or costly. It is vital that a person
knows what his post final products are and what his unit, section,
department and division subproducts are and how his own and each of these
contribute to the valuable final products of the organization for actual
delivery to occur.
Delivering other than valuable final products or useless final products
or final products that need constant correction also adds up to
nondelivery.
A whole civilization can break down around the point of DELIVERY. So can
an organization.
Since money can be looked upon as too valuable a final product it can
actually prevent DELIVERY.
Failure to deliver is the one point beings do not forgive. The whole
cycle hangs upon DELIVERY.
DELIVER WHAT IS PROMISED when it is expected, in sufficient volume and
adequate quality, is the first maxim even of a group in politics or the
humanities.
9. FINANCE
Finance too often disregards the other factors in this scale or the
other factors in this scale too often disregard finance for organizations
to long remain viable.
Financing must be in agreement with all the other factors of this scale
and all the other factors must be in agreement with finance for viability
to occur.
Because money is interchangeable for commodities then people can confuse
it with too many things.
If you regard money like so many beans, as a commodity in itself, you
open the door to understanding it.
Money is so many beans in to get so many beans out.
When you can master this you can handle FINANCE.
The FINANCE persons of an org, a civilization, a planet, should put so
many beans in and expect more beans out than they put in. This is quite
correct as a viewpoint for finance.
389
The difference of beans in and beans out for a planet is made up by
adding beans enough to those already in existence to cover new commodity.
When finance people fail to do this beans cease to be in pace with
production and inflation and deflation occur.
In an org or any of its parts, industriousness of the staff makes the
difference between the beans in and beans out.
An org has to have income greater than outgo. That is the first rule of
finance. Violating it brings bankruptcy.
Now if the FINANCE people of an org apply the same rule remorselessly to
all its transactions (financial planning) with each person and part of an
org, finance becomes real and manageable.
So many beans in to support the first division means so many beans out
of the org back to finance because of the cooperative work of the first
division.
A hectic effort to work only with production products will wind finance
up in a knot.
One has to estimate (COST) the contribution of each part of an org to
the valuable final product to know what to allow what part of an org.
Finance has to have a full reality on the valuable final products and
the subproducts and post products of the whole org to intelligently
allocate funds.
This person, that division, each contributes some part of the action
that results in the money received for the valuable final products.
So finance can extend so much money for each and expect that and an
additional amount back.
If this occurs, so will expansion.
Finance comes unstuck when it fails to "COST" an organization and fails
to support valuable final product production.
Finance must not only practice "income greater than outgo" for the org,
it must practice it for each part of the org as well.
Then solvency becomes real.
The greatest aberration of finance is that it seeks to save things into
solvency. The real losses in an org are the sums never made. These are the
most important losses for finance to concentrate upon.
An org that makes E500 a week that should make E5000 a week in potential
is losing the finance people E4500 a week!
Finance can force production along certain lines by putting in funds and
getting more back.
Finance becomes too easily the management of an org but it only does
that when it ceases to deal in its own commodity-money.
An org which has executives unfamiliar with finance will fall at once
into the control of the finance people in the org. And these finance
people, if they don't really know money, will fall at once under the
control of outside finance people.
One has to know finance in any organization anywhere, even in a
socialism. Sooner or later the books get balanced in any society.
390
10. JUSTICE
Without justice there can be no real organization.
Even a government owes its people an operating climate in which human
transactions and business can occur.
Where insane and criminal individuals operate unchecked in the
community, justice is uncertain and harsh.
The society in which the insane rise to positions of power becomes a
nightmare.
Justice is a difficult subject. Man handles it badly.
Justice cannot occur until insanity can be detected and cured.
The whole task of justice is to defend the honest man. Therefore the
target of justice is the establishment of a sane society.
The inability to detect or cure the insane destroys civilizations.
Justice is an effort to bring equity and peace. When one cannot detect
and cure insanity then sooner or later justice actions will become unjust
and be used by the insane.
To us, justice is the action necessary to restrain the insane until they
are cured. After that it would be only an action of seeing fair play is
done.
11. MORALE
When all factors balance up in an org and give the group a common
direction and mutual viability, morale can be expected to be good.
When the Admin Scale and the ten elements described are out of balance
(without proper importance given to each) and when one or many of these
(Admin Scale and the elements herein described) are not in agreement one
with another, then morale will be poor.
Morale is not made of comfort and sloth. It is made of common purpose
and obstacles overcome by the group.
When the Admin Scale and these elements are not held together by similar
aims, then morale has to be held up artificially.
The most ghastly morale I have ever seen was amongst "the idle rich."
And the highest morale I've ever seen was amongst a furiously dedicated,
common-purposed group working under fantastic stresses with very little
against almost hopeless odds.
I used to observe that morale in a combat unit would never materialize
before they had been through hell together.
All drama aside, morale is made up of high purpose and mutual
confidence. This comes from the Admin Scale items and these elements of
organization being wellaligned, one with the next, and honest sane endeavor
to achieve a final goal for all.
L. RON HUBBARD
Founder
LRH:ms.rd.ts.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
391
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 30 DECEMBER 1970
Remimeo
SO Member Hat
Staff Member Hat
Personnel Series 15
Org Series 20
ENVIRONMENTAL CONTROL
The differences between a competent person and an incompetent person are
demonstrated in his environment (surroundings).
A person is either the effect of his environment or is able to have an
effect upon his environment.
The 19th century psychologist preached that man had to "adjust to his
environment." This false datum helped begin a racial degeneration.
The truth is that Man is as successful as he adjusts the environment to
him.
Being competent means the ability to control and operate the things in
the environment and the environment itself.
When you see things broken down around the mechanic who is responsible
for them, he is plainly exhibiting his incompetence-which means his
inability to control those things in his environment and adjust the
environment for which he is responsible-motors.
When you see the mate's boats broken up you know he does not have
control of his environment.
Know-how, attention, and the desire to be effective are all part of the
ability to control the environment.
One's "standards" (the degree of rightness one is trying to establish
and maintain) are directly related to one's desire to have a controlled
environment.
The attainment of one's standards is not done by criticism (a human
system). It is done by exerting control of one's environment and moving
things effectively toward a more ideal scene.
Control of the environment begins with oneself-a good case state, a body
that one keeps clean and functioning. This extends to one's own gear, his
clothing, tools, equipment. It extends further to the things one is
responsible for in the environment. Then it extends out into the whole
environment, the people and the mest.
One can get pretty dirty fixing things up. That's okay. But can one then
also clean oneself up?
The ability to confront mest is a high ability. After that comes the
ability to handle and control it.
The ability to confront people is also a high ability. After that comes
the ability to get along with them and to handle and control them.
There is the supreme test of a thetan-the ability to make things go
right.
The reverse of this is the effort to make things go wrong.
392
Incompetence-lack of know-how, inability to control-makes things go
wrong.
Given some know-how or picking it up by observation, sane people make
things go right.
The insane remain ignorant intentionally or acquire know-how and make
things go wrong.
Insane acts are not unintentional or done out of ignorance. They are
intentional, they are not "unknowing dramatizations." So around insane
people things go wrong.
One cannot tell the difference really between the sane and insane by
behavior. One can tell the difference only by the product. The product of
the sane is survival. The product of the insane is an overt act. As this is
often masked by clever explanations it is not given the attention it
deserves. The pretended good product of the insane turns out to be an overt
act.
A large percentage of this planet's population (undetermined at this
time for the "general public" but in excess of 20%) are insane. Their
behavior looks passable. But their product is an overt act. The popularity
of war confirms this. The products of existing governments are mainly
destructive. The final product of the human race will be a destroyed planet
(a contaminated air cover rendering the planet unable to sustain life,
whether by radiation or fumes).
Thus, due to the inability to detect and handle the insane, the sane
majority suffers.
The hidden actions of the insane can destroy faster than an environment
can be created UNLESS one has the know-how of the mind and life and the
tech of admin and the ability and know-how to handle mest.
An area or activity hit by an influx of new recruits or new customers
tends to unsettle. Its mest gets abuse, things go out of control.
Gradually, working to put in order, the standards are again being
attained. The minority insane get handled, the know-how of groups and orgs
becomes more generally known, the tech of mest gets used again.
As an organization expands it goes through cycles of lowered condition
and raised condition. This is normal enough since by taking on more and
more area one is letting in more and more insane even though they are in a
small proportion to the sane.
Order is reestablished and survival trends resumed to the degree that
the sane begin to reach out and handle things around them and as the insane
are made sane.
Thus one gets downtrends and uptrends. As soon as a group begins to feel
cocky, it takes on more area. This includes more unhandled people, admin
and mest and a downtrend begins. Then the sane begin to handle and the
insane begin to be sane and the uptrend starts.
This is probably even the basis of national economic booms and
depressions.
This is only bad to the degree that the insane are put in charge. As
soon as this happens the downtrend becomes permanent and cultural decay
sets in.
A group expanding rapidly into a decadent culture is of course itself
subjected to the uptrend-downtrend cycles and has to take very special
measures to counteract the consequences of expansion in order to maintain
any rate of growth.
The individual member of a group can measure his own progress by
increased ability to handle himself, his post and environment and the
degree of improvement of the group itself because of his own work within
it.
393
A group that is messing up its gear and environment worse than it did a
while ago and is not improving it of course has to be reorganized before it
perishes.
No group can sit back and expect its high brass to be the only ones to
carry the load. The group is composed of individual group members, not of
high brass.
The survival of a group depends upon the ability of its individual
members to control their environment and to insist that the other group
members also control theirs.
This is the stuff of which survival is made.
A sane group, knowing and using their technologies of handling men and
mest, cannot help but control their environment.
But this depends upon the individual group member being sane, able to
control his mest and those around him and using the tech of life, the tech
of admin, the tech of specific types of activity.
Such a group inevitably inherits the culture and its guidance.
L. RON HUBBARD
Founder
LRH:sb.rd.gm Copyright 0 1970 by L. Ron Hubbard ALL RIGHTS RESERVED
394
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 19 JANUARY 1971
Remirneo
Personnel Series 17
Org Series 21
DUPLICATING FUNCTIONS
All you have to do to run out of personnel, finance and get no
production is to duplicate the same functions that give the same product in
an org.
Take three orgs side by side under the same management. Only if each
division of each org had entirely different products would this be
possible.
Now let's do it wrong. Each of these 3 orgs has an HCO and full
personnel duties. Each separately promotes. Each has its own finance
office, each has its production div producing the same products. Each has
its own correction div-the place in general would be very overmanned, yet
each div would be undermanned for its full functions. The product would be
terrible if it existed at all. Morale would be ghastly, inter-org
collisions continual.
The right way would be to work out the different products and then
assign them
to one or another of these orgs. One org would have to be the source org
that produced
the other two. One org would have all the finance with liaison only in the
other two
orgs. One org would have to hire, hat and train with only liaison in the
other two. The
orgs would have org bds which had the function but under it would be the
note
"Liaison with 15 source org.
In the impatience and emotion of organizing one org tends to individuate
and establish a duplicate function because "it can't get service." This
begins the catastrophe. Now they'll all begin to go broke while having men
bulging out of the windows.
In looking over potential insolvency, look over duplicate functions.
L. RON HUBBARD
Founder
LRH:mes.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
395
HUBBARD COMMUNICATIONS OFFICE
Saint Hill Manor, East Grinstead, Sussex
HCO POLICY LETTER OF 25 JANUARY 1971
Remimeo
Org Series 22
SQUIRREL ADMIN
When a squirrel is given a circular wheel he will run in it 'round and
'round and 'round. He gets nowhere,
When persons in an organization do not know organizing or their org
board or hats, they go 'round and 'round and 'round and get nowhere.
There is no valuable production. There is no money.
When you have an organization that has no valuable production you know
that the people there go 'round and 'round and 'round and get nowhere.
They are squirrel administrators.
STANDARD ADMIN
There are right ways to handle a group. This is the single fact which
most often escapes people attempting to handle groups.
Also, for every correct solution there can be an infinity of wrong
solutions.
The right way is a narrow trail but strong. The wrong ways are broad but
all lead into a bog.
You could "fix" a radio by hitting it with a sledge hammer, putting a
hand grenade in it or throwing it out of a 155th story window. The number
of wrong ways you could "fix" it would be infinite.
Or you could find out what was wrong with it and replace the part or
properly correct it.
The difference between the wrong way and the right way is that the
radio, wrongly "solved," doesn't work. The radio correctly solved works.
So the test of the wrong way or the right way is whether or not the
radio then worked.
This is the basic test of all administrative solutions. DID THEY WORK?
When experienced persons, working from basic theory, have evolved a
technique for handling a situation which routinely now handles that
situation, we have now a STANDARD ADMINISTRATIVE ACTION.
When that situation appears, we apply that solution and the matter gets
handled.
The test is, did the solution work?
Solutions that work and are therefore routinely used to handle the
situation to which they apply are then called STANDARD ADMIN.
A multitude of these correct solutions are used in STANDARD ORGANIZING.
The org board, the hats, comm lines, comm centers, comm baskets, despatch
forms, routing forms, inspection actions, promotion actions, central
filing, customer or visitor handling, selling, collecting income, paying
bills, inventorying, doing finance reports,
396
handling raw materials, training persons to handle and properly change
materials, correcting or improving staff competence, correcting
organizational form, inspecting reviewing and handling failed products,
handling contacting and converting the publics, establishing and using
field distributors and salesmen, providing public services, maintaining
contact with the original and basic technology, handling rivals and
opposition, and running the organization in general all have standard
actions.
Now, glancing over the above rough list, you see we have hit the high
spots of a 21 department, 7 division org bd.
Each is a standard solution to continuing and recurring problems.
Each contains numerous standard solutions to the recurring problems
associated with them.
Underneath all this is basic theory and around it is survival and
potential success.
USE OF STANDARD ACTIONS
The difference between a successfully viable organization with cheerful
and cared for staff and a limping scene is standard and squirrel
administration.
If standard admin is successful then why is it sometimes not used?
First the data has to exist, be available and known.
Next the data has to be used.
At first glance this may seem so clear-cut that it cannot go wrong. But
one must look a bit further.
One is dealing with a variable called Man. One is working in a world
full of noise and conflict.
Certain personalities do not want the group or the organization to
succeed (see HCOB 28 Nov 1970 Psychosis). This problem has been so great
amongst men that every historical culture-each one an organization-has
died. About ten to twenty percent of mankind, at a broad guess, fit into
this category.
In this universe it is easier to destroy than to construct. Yet the
survival of life forms depends on construction.
To overcome this Man has developed technology and the cooperative effort
known as organization.
The forces of the physical universe can be channeled and used only with
technology.
The forces inherent in life forms can succeed only when channeled and
aligned with one another.
Therefore, to succeed, a group must have the technology it uses
available and known to it. And then use it.
From this one obtains the agreement and alignment necessary to generate
the group action and production which brings about success.
NONCONFRONT
When a group member has the data, the bar to his using it would be his
own disagreement with the group succeeding or, more frequently, his
inability to confront things.
EXAMPLE: Two group members are quarreling. A third group member seeks to
handle it. Even though he knows the technique (third party law), his own
inability to confront people makes him fail to use the correct solution and
he backs off.
397
In backing off he thinks of some nonconfront nonstandard "solution" such
as firing them.
He has become a squirrel administrator.
EXAMPLE: The plant machinery is in bad shape. It is deteriorating to
such an extent that it soon will cease to run. The mechanics plead for
money to repair. The plant manager unfortunately cannot confront machinery-
he not only "doesn't know about it" but it frightens him. He does not
financially plan its full repair on a gradient back to an ideal scene. He
simply dreams up the vague hope a new type will be invented. He does
nothing. The machinery now costs more to run than it produces. The plant
fails. The plant manager was a squirrel administrator.
So we have various causes of failure:
I . A secret desire to destroy.
2. The nonexistence of technology.
3. Nonavailability of the technology.
4. Ignorance of the technology even when available.
5. Failure to apply the technology even when available and known
because the being cannot or does not confront the people or the
portions of the physical universe concerned.
The existence of any of these things brings a group toward squirrel
administration.
Natural cataclysms or political or social catastrophes or upheavals are
the other two points which can bring about a failure but even these can be
planned for and to some degree handled. The future possiblity of these must
also be confronted in order to be circumvented.
Any successful organization will be fought by the society's fancied
rulers or enemies. This is something which should be taken in stride. The
ability to confront these discloses that standard administrative actions
exist for these two.
DRILLS
Thus an administrator or staff member, even when the group's tech is
available and known, must be able to confront and handle the confusions
which can occur and which invite a turn away and a squirrel solution.
Even this situation of the inabilities to confront and handle can be
solved by third dynamic (group) drills and drills on the sixth dynamic
(physical universe).
The drills would be practices in achieving general awareness-and
confronting and handling the noise and confusions which make one oblivious
of or which drive one off and away from taking standard actions.
COMPETENCE
Competence is increased in the individual and the group by successes.
Successes come from anticipating the situation and handling it.
Standard admin is the key to competence and successes in an
organization.
L. RON HUBBARD
Founder
LRH:mes.rd.gm Copyright 0 1971 by L. Ron Hubbard ALL RIGHTS RESERVED
398